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2005 01-11 CC AGENDA PKT
AGENDA OF AN ADJOURNED REGULAR MEETING WORKSHOP NATIONAL CITY CITY COUNCIL CIVIC CENTER 1243 NATIONAL CITY BOULEVARD TUESDAY — JANUARY 11, 2005 — 6:00 P.M. OPEN TO THE PUBLIC PUBLIC ORAL COMMUNICATIONS (Three -Minute Time Limit) 1. Discussion of user fee and impact fee studies (Building and Safety) This item is scheduled to review the analysis of user fees and impact fees that was developed by Maximus for the City of National City 2. Improving the Plan Review & Permitting Processes (Engineering) A progress report will be provided on process improvements related to plan review and permitting Note: Pursuant to State Law, items requiring Council action must be brought back on a subsequent Council agenda unless they are of a demonstrated emergency or urgent nature. ADJOURNMENT Next Regular City Council Meeting — Tuesday, January 18, 2005 — 6:00 p.m. Council Chambers, Civic Center. TAPE RECORDINGS OF EACH CITY COUNCIL MEETING ARE AVAILABLE FOR SALE AND TO LISTEN TO IN THE CITY CLERK'S OFFICE A/6 ke Da114, City of National City Building and Safety Department 1243 National City Blvd., National City, CA 91950-4301 (619) 336-4210 Fax: (619) 336-4217 January 6, 2005 TO: City Council City Manager Executives FROM: Kathleen Trees Director SUBJECT: Revisions to the Fee Schedules 2005 Attached are revisions to the Fee Schedules 2005 packets you received. A mistake was found in the Recreation Fee Schedule and the existing schedule (found in the section titled Fee Schedule) should be replaced by that attached new schedule. In addition, a new schedule containing the total amount of money spent on each recreation program has now been included. In the section titled Impact Fees, sheet 6 needs to be replaced. In addition the entire sections titled Parks and Recreation and Library should be replaced. These fees have recently been revised by the contractor. At the request of the Council, I have also included a new sheet with the school impact fees and proposed National City Impact fees calculated for information. If you have any questions, I can be reached at 336-4213. ® Recycled Paper Recreation Fee Description % of Full Cost Recovery Current Fees & % of Number 100% 75% 50% 25% 20% Current Current % 41-01 Recreation Swimming $ 15.87 $ 11.90 $ 7.93 $ 3.97 $ 3.17 $ 1.50 9% 41-02 Learn to Swim Program - Resident $ 231 $ 173 $ 116 $ 58 $ 46 $ 25.00 11% 41-03 Learn to Swim Program - Non -Resident $ 231 $ 173 $ 116 $ 58 $ 46 $ 40.00 17% 41-04 Athletic Field Lights - Resident per hour $ 21 $ 16 $ 11 $ 5 $ 4 $ 40.00 187% 41-05 Athletic Field Lights - Non -Resident per hour $ 21 $ 16 $ 11 $ 5 $ 4 $ 50.00 238% 41-08 Tiny Tots - Resident $ 539 $ 404 $ 269 $ 135 $ 108 $ 40.00 7% 41-09 Tiny Tots - Non -Resident $ 539 $ 404 $ 269 $ 135 $ 108 $ 60.00 11% 41-10 Contractural Classes Revenue Sharing Instructor 80% City 20% 41-16 Adult Noon Swim $ 34.44 $ 25.83 $ 17.22 $ 8.61 $ 6.89 $ 1.50 4% 41-17 South Bay Aquatics per month $ 300.00 41-18 Master's Swim Club (per 2 hr session) $ 91.84 $ 68.88 $ 45.92 $ 22.96 $ 18.36 $ 50.00 54% 41-19 High School Aquatic Teams per hour $ 20.00 41-21 Air Jumps $ 25.00 41-22 Swim Pass (30 entries) $476.10 $ 357.00 $ 237.90 $ 119.10 $ 95.10 $ 30.00 6% 41-23 Summer Programs and Camps Santa Breakfast $ 96 $ 72 $ 48 $ 24 $ 19 $ 5.00 5% 18% Youth Dance $ 5.65 $ 4.24 $ 2.83 $ 1.41 $ 1.13 $ 1.00 Knotts Berry Farm $ 53 $ 40 $ 26 $ 13 $ 11 $ 25.00 47% Survivor Week $ 252 $ 189 $ 126 $ 63 $ 50 $ 40.00 16% Christmas Crafts Workshop $ 71 $ 53 $ 36 $ 18 $ 14 $ 3.00 4% Spring Camp $ 200 $ 150 $ 100 $ 50 $ 40 $ 40.00 20% Proposed Program Individual Children's Parties $ 46 $ 35 $ 23 $ 12 $ 9 $ 50.00 108% and cost of supplies Cost for Sports Leagues Colt League per season $ 2,757 $ 2,067 $ 1,378 $ 689 $ 551 $ - 0% Pony League per season $ 2,757 $ 2,067 $ 1,378 $ 689 $ 551 $ - 0% Little League per season $13,783 $ 10,337 $ 6,891 $ 3,446 $ 2,757 $ - 0% Pop Warner per season $ 8,029 $ 6,022 1 $ 4,015 $ 2,007 $ 1,606 $ - 0% Ili, 41-12 Street Tree Removal per tree $ 1,181 $ 886 $ 590 $ 295 $ 236 $ 50.00 4% ' 730Es NOT /NCLi4De. -t-he cost of e.lec#ric.-Cil TOTAL COSTS FOR RECREATION PROGRAMS Fee Description Total Cost iTotal Participants Current Number Revenue 41-01 Recreation Swimming $ 4,759.80 300 participants per day 12 hours $ 450.00 41-02 Learn to Swim Program - Resident $ 47,598.00 206 participants 2 week session $ 5,150.00 41-03 Learn to Swim Program - Non -Resident 0 participants 2 week session 41-04 Athletic Field Lights - Resident per hour _ 41-05 Athletic Field Lights - Non -Resident per hour 41-08 Tiny Tots - Resident $ 8,080.80 15 participants per session 2 sessions $ 600.00 41-09 Tiny Tots - Non -Resident 0 participants per session 2 sessions 41-16 Adult Noon Swim $. 275.52 8 participants per day 2 hours $ 12.00 41-17 South Bay Aquatics per month no staff involved 41-18 Master's Swim Club (per 2 hr session) $ 91.84 20 participants per session 2 hours $ 50.00 41-19 High School Aquatic Teams per hour no staff involved 41-21 Air Jumps no staff involved 41-23 Summer Programs and Camps Santa Breakfast $ 7,702.40 80 participants 3 hours $ 400.00 Youth Dance $ 858.92 152 participants 2.5 hours $ 152.00 Knotts Berry Farm $ 2,325.52 44 participants 12 hours $1,100.00 Survivor Week $ 7,573.15 30 participants 1 week $ 1,200.00 Christmas Crafts Workshop $ 10,693.04 150 participants 2 hours $ 450.00 Spring Camp $ 9,187.55 46 participants 1 week $1,840.00 Proposed Program Individual Children's Parties $ 46.42 1 party 2 hours Cost for Sports Leagues Colt League per season $ 2,756.59 1 season $ - Pony League per season $ 2,756.59 1 season $ - Little League per season $ 13,782.94 1 season $ - Pop Warner per season $ 8,029.05 1 season $ - 41-12 Street Tree Removal per tree $ 1,180.98 1 tree $ 50.00 N ATR )NAI, CITY, CALIFORNIA - IMPACT FEE STUDY Figure 1 provides a schedule of the maximum supportable impact fees for National City. Impact fees for residential development will be assessed per housing unit and nonresidential impact fees will be assessed per thousand square feet of floor area and per room for lodging. The City may adopt fees that are less than the amounts shown. However, a reduction in impact fee revenue will necessitate an increase in other revenues, a decrease in planned capital expenditures and/or a decrease in the City's LOS standards. Figure 1: Schedule of Maximum Supportable Impact Fees Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Com / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging FACILITY TYPE Parks & Recreation Library Fire/EMS Police TOTAL Per Housing Unit $858 $172 $126 $318 $1,475 $692 $139 $102 $257 $1,190 $849 $170 $124 $315 $1,459 Per 1,000 Square Feet/Per Room for Hotel $1,009 $2,549 $3,558 $809 $2,043 $2,852 $652 $1,649 $2,301 $530 $1,340 $1,870 $448 $1,133 $1,581 $400 $1,012 $1,412 $367 $929 $1,296 $332 $840 $1,172 $282 $713 $995 $195 $493 $688 $113 $286 $399 $144 $366 $510 $107 $270 $377 All costs in the development fee calculations are given in current dollars with no assumed inflation rate over time. Necessary cost adjustments can be made as part of the recommended annual evaluation and update of impact fees. One approach is to adjust for inflation in construction costs by means of an index like the one published by Engineering News Record (ENR). This index could be applied against the calculated impact fees. If cost estimates change significantly, the fees should be recalculated. 6 N \ FIoNAL CUIY, CALIFORNIA - IMPACT FEE STUDY Development and Demand Data Both existing and planned development must be addressed as part of the nexus analysis required to support the establishment of impact fees. This chapter of the report organizes and correlates information on existing and planned development to provide a framework for the impact fee analysis contained in subsequent chapters of the report. The information in this chapter forms a basis for establishing levels of service, analyzing facility needs, and allocating the cost of capital facilities between existing and future development and among various types of new development. Data on land use employed in this study are based on information obtained from National City, San Diego Association of Governments and the California Department of Finance. Demographic data used in this study are based on information obtained from the 2000 U.S. Census, ESRI/InfoUSA, Institute of Transportation Engineers and the Urban Land Institute. BACKGROUND AND SETTING National City is located 5 miles south of downtown San Diego, on San Diego Bay in southern San Diego County, and 10 miles north of Baja California, Mexico. The City is bordered by San Diego to the north and east, Chula Vista to the south, the unincorporated areas of Lincoln Acres and Bonita to the south and southeast, and San Diego Bay to the west. The City has a land area of 8.5 square miles. National City is almost entirely developed, with a mix of residential neighborhoods and industrial and commercial uses. However, there are several major redevelopment opportunities that are expected to comprise the majority of the City's net increase in residential development over the next ten years. STUDY AREA AND TIME FRAME The study area for the impact fee analysis is the existing City. Data on future development used in this study represents the amount of additional development expected in the study area through 2020. The impact fees calculated in this study are based on the amount and type of projected development and the fees are calculated in terms of current dollars. Development may occur sooner or later than projected, but the rate and timing of development do not affect the fee calculations except in rare cases where fee revenue will be used to repay debt issued to fund capital facilities. If that situation arises in this study, it will be discussed in the fee analysis for a particular type of facility. DATA SOURCES Data on existing and future development available for use in this study are: • Dwelling units by type (single-family, multi -family and mobile home/other) • Population • Employment • Nonresidential building area 7 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Parks and Recreation METHODOLOGY The impact fees for park and recreation were derived using an incremental expansion methodology. As shown in Figure 24, cost components were allocated 100% to residential development and include park and recreation improvements only. This is because the City is limited in terms of expanding its inventory of park acreage and will therefore provide additional improvements and facilities at existing locations. This methodology will enable National City to maintain the current LOS standard as the City grows. Impact fee revenue collected using this methodology may not be used to replace or rehabilitate existing improvements. Figure 24: Parks and Recreation Impact Fee Methodology Residential Development Persons Per Household I multiplied by Capital Cost Per Person Recreation Center -Space LEVEL -OF -SERVICE PARK IMPROVEMENTS INCREMENTAL EXPANSION COMPONENT National City is essentially built out, with new development occurring in the form of redevelopment. In addition, there are no opportunities for expanding the current municipal boundaries. Therefore, the City is limited in terms of its ability to expand its inventory of park acreage. This being the case, only park improvements are included in the impact fee. Figure 25 lists current improvements at National City parks, which total $6,105,970. The total value of park improvements is based on the inventory of park improvements provided by City staff. As discussed above, the value of park improvements is allocated 100% to residential development. Dividing the total improvement value ($6,105,970) by the current population estimate (57,047) results in a cost per demand unit of $107.03 per capita. 30 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 25: Park Improvements Incremental Expansion Cost Component El Toyon Kimball Las Palmas Sweetwater Park Park Park I(eights Park Total Unit Total Units Price Cost Acreage 23.15 26.81 36.69 2.35 89 N/A N/A Basketball Courts 2 2 0 1 5 $81,800 $409,000 Tennis Courts 4 1 2 0 7 $103,260 $722,820 Baseball/Softball Field 1 4 2 0 7 $210,000 $1,470,000 Football Field 1 0 1 0 2 $275,000 $550,000 Playground 2 1 1 0 4 $90,000 $360,000 l-lorseshoe 1 1 0 0 2 $600 $1,200 Swimming Pool 0 0 1 0 1 $1,380,000 $1,380,000 Amphitheater 0 1 0 0 1 $1,200,000 $1,200,000 Picnic Facilities 8 15 12 2 37 $350 $12,950 Total Improvements $6,105,970 Population in 2004 57,047 Improvements Cost Per Acre $69,000 Improvements Per Capita $107.03 RECREATION CENTER INCREMENTAL EXPANSION COMPONENT The parks and recreation impact fee methodology also includes a component for recreation centers, as the City will be expanding recreation center space in the future. Figure 26 lists the current inventory of the City's recreation centers. As Figure 26 indicates, the City currently has three recreation centers with a total square footage of 23,644. When the total square footage is compared to the current population estimate of 57,047, the resulting level -of -service standard is 0.414 square feet per person. According to City staff, the estimated cost to build additional recreation center space is $300 a square foot. This results in a cost per demand unit of $124.34 per person ($300 a square foot times .414 square feet per person). Figure 26: Recreation Center Incremental Expansion Cost Component Recreation Center Inventory Location Square Feet Las Palmas Park Recreation Center 12,738 Kimball Park Recreation Center 6,072 El Toyon Recreation Center 4,834 TOTAL 23,644 Total Demand Units Served Population in 2004 57,047 Recreation Center Level -Of -Service Standard Square Feet Per Person 0.414 Construction Cost Per Sq. Ft. $300 Cost Per Demand Unit Recreation Cost Per Person $124.34 31 NATIONAL, CITY, CA LIFOftN1A - IMPACT FEE STUDY CREDITS At present, the City does not have any outstanding bonded debt related to the construction of parks and recreation facilities and improvements. Therefore, a credit for existing bond financing is not applicable to this impact fee. MAXIMUM SUPPORTABLE PARKS AND RECREATION IMPACT FEE Figure 27 provides a summary of the level -of -service standards used to calculate impact fees for parks and recreation, as well as a schedule of the impact fees. Impact fees are calculated for residential land uses only. As shown in the bottom of Figure 27, the capital cost per demand unit is $107.03 per person for park improvements and $124.34 per person for recreation centers. To calculate the fee, persons per household (3.71 for a single family unit) is multiplied by the capital cost per demand unit ($107.03 for park improvements and $124.34 for recreation centers), for an impact fee per unit of $397 for park improvements and $461 for recreation centers. Figure 27: Maximum Supportable Parks and Recreation Impact Fee Schedule Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Park Improvement Cost Per Person Recreation Center Cost Per Person Total Capital Cost Maximum Supportable Impact Fee Standards: 3.71 2.99 3.67 $107.03 $124.34 $231.37 Per Housing Unit Parks Recreation Total Single Family $397 $461 $858 Multifamily $320 $372 $692 Mobile Home/Other $393 $456 $849 32 NATIONAL CITY, CALIFORNIA - IMPACT Fcc STUDY REVENUE POTENTIAL Finally, the impact fees from Figure 27 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and Development Data chapter of this study. As shown in Figure 28, parks and recreation impact fee revenue from new growth is expected to total approximately $1.716 million over the next sixteen years, or approximately $107,000 annually. Since an incremental expansion methodology was used in the impact calculation, based on maintaining the City's current level -of -service, the City is only obligated to build facilities/improvements totaling the amount collected. Figure 28: Parks and Recreation Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit Revenue Yield Single Family 209 Units $858 $179,406 Multifamily 2,200 Units $692 $1,521,960 Mobile Home/Other 18 Units $849 $15,284 TOTAL $1,716,649 33 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Library METHODOLOGY The library impact fees have been calculated using a plan -based approach, based on the planned replacement of the City's Main Library. As shown in Figure 29, 100% of the costs are allocated to residential development. The impact fees are calculated on a per capita basis and then converted to an appropriate amount by type of housing unit based on household size. Figure 29: Library Impact Fee Methodology Residential Development I Persons. Per Household I multiplied by Capital Cost Per Person less Principal Payment Credit LEVEL -OF -SERVICE CAPITAL IMPROVEMENT PLAN As discussed above, the library impact fees are derived using a plan -based methodology, based on the planned replacement of the Main Library facility. The total square footage of the new facility is 49,510 square feet. As shown in Figure 30, there is presently 25,000 square feet of library space in National City. When this is compared to the current population estimate (57,047), the resulting level -of -service standard is .44 square feet per person. The construction of this new facility will result in an increased level -of - service when compared to the projected population in 2020. As shown in Figure 30, the new 49,510 square foot library facility will result in a level -of -service standard of .84 square feet per person. The construction cost for this new library is $17.1 million, or $345 a square foot. Of this amount, the City will fund $6 million of the construction (35%), with the remaining share coming from outside sources. This results in the City per square foot cost of $121. To determine the cost per 34 NATIONAL CITY, CAMP( RNIA - IMPACT FI?L^' STUDY demand unit, the local share of the construction cost per square foot ($121) is multiplied by the level -of -service standard of .84, for a cost of $101.80 per demand unit. Figure 30: Plan -Based Cost Component for Main Library Calculation of Current Level of Service Current Building Inventory Square Footage Current Main Library 25,000 Total 25,000 Total Demand Units Served Population in 2004 57,047 Current Level of Service Standards Square Feet Per Person 0.44 Calculation of Level of Service with Plan -Based Component Proposed Building Inventory Square Footage New Main Library Facility 49,510 Total 49,510 Total Demand Units Served Population in 2020 59,019 Proposed Level of Service Standards Square Feet Per Person 0.84 Local Construction Cost Per Sq. Ft." $121 Cost Per Demand Unit Library Cost Per Person $101.80 *Based on the City's share of total $17.1 million construction cost (35%) CREDITS National City has already issued bonds for the funding of the planned replacement of the Main Library, for which the amortization schedule is shown in Figure 31. The total principal payments were divided by the projected population through 2028, to yield annual principal payments per person. Interest payments are not included since interest costs are not included in the facility cost. To account for the time value of money, a net present value calculation was used at an annual discount rate of 4.5% to derive the debt service credit of $55.35 per person. 35 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 31: Principal Payment Credit Fiscal 2003 Debt Service Year Bond Population* Per Person 2005 $120,000 55,178 $2.17 2006 $130,000 55,361 $2.35 2007 $135,000 55,545 $2.43 2008 $145,000 55,728 $2.60 2009 $155,000 55,912 $2.77 2010 $165,000 56,095 $2.94 2011 $175,000 56,387 $3.10 2012 $185,000 56,679 $3.26 2013 $200,000 56,972 $3.51 2014 $210,000 57,265 $3.67 2015 $220,000 57,557 $3.82 2016 $230,000 57,849 $3.98 2017 $240,000 58,142 $4.13 2018 $255,000 58,434 $4.36 2019 $265,000 58,726 $4.51 2020 $280,000 59,019 $4.74 2021 $295,000 59,401 $4.97 2022 $310,000 59,783 $5.19 2023 $330,000 60,164 $5.49 2024 $345,000 60,546 $5.70 2025 $360,000 60,928 $5.91 2026 $385,000 61,310 $6.28 2027 $410,000 61,692 $6.65 2028 $425,000 62,073 $6.85 TOTAL $5,970,000 Discount Rate Net Present Value *Population projection is from SANDAG $101.38 4.50% $55.35 MAXIMUM SUPPORTABLE LIBRARY IMPACT FEE Figure 32 provides a summary of the level -of -service standards used to calculate impact fees for libraries, as well as a schedule of the impact fees. Impact fees are calculated for residential land uses only. As shown in the bottom of Figure 32, the net capital cost per demand unit is $66.80 per person. To calculate the fee, persons per household (3.71 for a single family unit) is multiplied by the net capital cost per demand unit ($46.45), for an impact fee per unit of $172. 36 NATIONAL CITY, CAI JPURNIA — IMPAccr FEE STUDY Figure 32: Maximum Supportable Library Impact Fee Schedule Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Library Expansion Cost Per Person Principal Payment Credit Net Capital Cost Maximum Supportable Impact Fee Standards: 3.71 2.99 3.67 $101.80 ($55.35) $46.45 Per Housing Unit Single Family $172 Multifamily $139 Mobile Home/Other $170 REVENUE POTENTIAL Finally, the impact fees from Figure 32 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and Development Data chapter of this study. As shown in Figure 33, library impact fee revenue from new growth is expected to total approximately $344,600 over the next sixteen years, or approximately $21,500 annually. Over the same time -period, the City will spend $6 million on the planned library replacement. Projected capital costs will not be fully met by impact fee revenue because the capital improvement plan used to derive the library impact fees represents a substantial increase to the current level -of -service being provided by the City. The projected $5.6 million shortfall is the amount the City must fund from general revenue to provide the increased level -of - service to the existing development base. This will ensure that new development is not charged for a higher level -of -service than what is provided to existing residents. Figure 33: Library Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit , Revenue Yield Single Family 209 Units $172 $36,016 Multifamily 2,200 Units $139 $305,544 Mobile Home/Other 18 Units $170 $3,068 TOTAL $344,629 37 School Impact Fees Sweetwater Union High School Residential $1.92 Commercial $0.19 National School District Residential $0.85 Commercial $0.14 Example: 2000 sq ft new single family home School impact fee: $3,840 Sweetwater $1,700 National National City fee: $1,475 TOTAL IMPACT FEES: $7,015 Example: 20,000 sq ft commercial office building School impact fee: $3,800 Sweetwater $2,800 National National City fee: $1,412 TOTAL IMPACT FEES: $8,012 Example: 9,000 sq ft, 5 unit townhousek School impact fee: $17,280 Sweetwater $ 7,650 National National City fee: $ 5,950 TOTAL IMPACT FEES $30,880 FEE SCHEDULES 2005 Contents History II. Schedule of Adoption III. User Fees A. Philosophy a. Subsidy vs. user — full cost recovery b. Budget balanced on increase in fees c. Automatic increases B. Comparison of current and new fees C. Comparison of fees with other jurisdictions D. Fees that are lower E. New fees a. Small rental units b. Code enforcement c. Animal Control F. Departmental Fees G. Complete fee study IV. Impact Fees A. Philosophy B. Police C. Fire D. Parks and Recreation E. Library HISTORY History HISTORY OF USER FEES User fees are the fees charged by the various City departments for their services. The last City user fee review was conducted in 2001. User fees need to be modified frequently to keep pace with inflation and to avoid large fee increases. Recent increases in labor, materials and supplies may have resulted in user fees that are not sufficient to cover the cost of City services or new services may have been added in which the fees have not been established. In addition, some fees may need to be reduced or eliminated. In previous years, the departments were asked to review their fees, compare them with other jurisdictions then compute the cost of the service based on the amount of time spent on the service, personnel and materials costs. In recent years, however, cities have been challenged in the courts on their development fees. With this in mind, the City Council on January 6, 2004 contracted with MAXIMUS, Inc. to determine the user fees for the City. MAXIMUS, Inc. was chosen because of their many years of experience in calculating user fees that can be defended in the courts. The user fee study includes both the direct cost to the department and the indirect cost of the service thus allowing the Council to better understand the true cost of providing city services. This ensures that the City adopts fees that recover costs at the desired level without over or under charging for a service. The Council can still choose to charge fees below cost recovery. HISTORY OF IMPACT FEES AB1600, the California Mitigation Fee Act, took effect in 1989. This bill allows jurisdictions to charge developers of new residential and commercial projects fees to mitigate the cost of the increased use of public facilities, such as police stations and equipment, fire stations and equipment, libraries and parks. Until recently, the City has not had a large amount of new development that would cause a significant increase in demand on city facilities. The City does, however, currently charge developers of new projects $125 for parks and approximately $1,500 for sewer. The City is now experiencing an increase in new development that will potentially have an impact on the city's current facilities. To determine the size of the impact fees, the City contracted with MAXIMUS, Inc. on January 20, 2004 to determine the impact fees the City should be imposing on new development. MAXIMUS, Inc. was chosen for their expertise since they have completed impact fees in over 50 jurisdictions since 1989. By having a consultant determine the fees the City is ensured that if they decide to adopt impact fees, the fees will be defensible in court. SCHEDULE OF ADOPTION Proposed Schedule of Adoption Thursday, December 23 Week of Jan 3 Tuesday, January 11, 6 pm Tuesday, February 1, 6 pm Distribution of Notebooks to the City Council Staff meets with Council individually to review fees Council Workshop on Fees Public Hearing at Regular Council Meeting and adoption of fees FULL COST RECOVERY Full Cost Recovery Development fees that do not provide for complete cost recovery require a subsidy from the General Fund (i.e. the taxpayers). National City has historically kept development fees low to promote growth in the City and to help homeowners with modest incomes make improvements to their property. Development in the city is now shifting from homeowner additions and remodels, to large residential developments and some commercial development. In addition, the City is now attracting new development and it is expected that the development will continue without using fee subsidies as an incentive. It no longer makes sense to have the taxpayers subsidize City services that are provided to the developers for their benefit. The Council, however, still has the ability to keep the fees for residential additions and remodels at a rate below full cost recovery. Attached is the philosophy for the full cost recovery fees taken from the MAXIMUS fee study. MAXIMUS recommends that the City increase or decrease the current fees to the full cost recovery level to maximize revenues. Recreation Recreation fees can change every year as recreation programs change. For this reason, MAXIMUS developed a model that will allow the recreation department to determine the cost of any program it offers and to update the programs as needed. With this model, the Council will determine the desired percentage of program costs that it wishes to recover with user fees and the department will use that percentage to determine the cost to the participant. Recreation programs are nearly always subsidized by tax dollars. Parents may be unable or reluctant to enroll their children in programs if the fees were set at actual cost. Adults may pursue other recreational opportunities if city -sponsored programs were priced at actual cost. Apart for fees for non-residents, few communities set prices at cost. City of National City, California CITYWIDE FEE STUDY FINAL REPORT !USER FEE CONCEPTS AND PHILOSOPHY' General Fee Principles Local governments are funded from a variety of sources, with the primary sources being taxes, subventions, fees, special charges, fines, and grants. As the traditional provider of basic services, cities are constantly struggling with securing sufficient funding to pay for the services expected/demanded/sought after by the citizenry. Many local government services are "global" in nature (e.g., police and fire protection, open space, etc.). Other services benefit a particular segment of the population, most often providing a direct monetary benefit to the recipient. It is in this latter group that subsidy and recovery issues are brought to the forefront. Given the "sum -sufficient" nature of government financing, un-recovered monies must be offset by a decrease in available funding for other public good activities. User fee services are those services performed by a governmental agency on behalf of a private citizen or group. The assumption underlying most fee recommendations is that costs of services benefiting individuals —and not society as a whole --should be borne by the individual receiving the benefit. Setting user fees, therefore, is equivalent to establishing prices for services, but making a profit is not an objective for local government in providing services to the general public. It is commonly felt that fees should be established at a level that will recover the cost of providing each service, no more, and no less. It is generally accepted that recovery of costs should be in direct proportion to the individual/specific gain for services. This means that if a developer wants to rezone farm land for a housing development, the city may not want to charge that business a fee less than full cost, since to do otherwise would require a subsidy for other services that must be made up by the general citizenry who doesn't share in the particular benefit. Where new development causes an increase in infrastructure requirements, that increase should logically be shared pro rata with the existing area proportionate to the degree that the new development benefits from the infrastructure. Conversely, a recreation program could logically be heavily subsidized from the general tax base in order to promote the overall well being of the general public, or to achieve specific socio-economic objectives. Historically, subsidy issues were not stressed, since there were alternative tax avenues available to fund government services. This has not been the case in recent years, which has caused an increasing emphasis on addressing user fee activity subsidy areas. MAXIMUS recognizes, however, that there are circumstances and programs, which probably justify a subsidy (e.g., youth, senior, and disadvantaged recreation programs, certain classifications of code enforcement, library services, etc.). In our experience, no governmental jurisdiction has advocated full cost recovery for all user fee services, and the overall user fee recovery rates have been increasing proportionate to the local government fiscal pressures. December 6, 2004 Page 5 of 27 MAXIMUS HELPING GOVERNMIDa SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT Policy Considerations In some circumstances a reasonable policy is setting fees at a level that does not reflect the full cost of providing services. This results in the costs of that service being subsidized, or paid for by the City general fund (most likely) while the user receives benefits for which he or she does not fully pay. The following factors underlie such policies: Elasticity of Demand: The price charged for a service can affect the quantity demanded by potential users. In many instances, increasing the price of a service results in fewer units of the service being purchased (i.e., the demand for the service is elastic). For some services, raising the price to the user may not decrease the amount of service purchased because of the importance of the service to individual users (i.e., the demand is inelastic). Whether total revenue goes up, goes down, or stays the same can be correlated to the magnitude of the fee change and resulting shift in volume demanded. Economic Incentives: In some cases it may be desirable to use fees as a means of encouraging or discouraging certain activities. As an example, higher fees for increased water usage may promote better water conservation. Frequently, however, governmental agencies face constitutional or statutory limitations on setting user fees at levels higher than actual cost. Legal Considerations: Overall, the law in California (constitutional and statutory - reference Prop. 4, Prop. 218, and AG Opinion 92-506) prohibits local government from charging more for a service than the actual cost of providing the service. Otherwise, a "user fee" becomes a tax and requires voter approval. Recent legal action in Southern California, which challenges the legitimacy of some fee levels, has brought this issue to the forefront in many local governments. For some program areas, laws or regulations established by external entities further restrict a city's ability to charge certain fees or adjust fee levels. As a result, a city may be limited to pre -established maximum or minimum fees, regardless of the actual cost of the services. In such cases, external factors supercede city flexibility and authority. Subsidy Policy: Subsidies are usually provided for two other purposes, in addition to those arising from economic considerations: • To allow an identified group to participate in services which they might not otherwise be able to afford. For example, providing water bacteria testing for all residential wells promotes public health among December 6, 2004 Page 6 of 27 M[AXIMU 7fELPAG GOVERNMENT SERVE 17f PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT fixed income senior residents. If they had to pay full costs for well testing, they might not obtain this service. • To support services whose benefits extend to the community at large, as well as the individual purchasing the service. Many activities, by their nature, provide societal benefits in addition to those received by the direct recipient. Examples of such activities include architectural/ historical design review and appeal fees. With the potential for intentional subsidies in mind, MAXIMUS has developed a service/benefiting agent matrix to help place the subsidy issue in proper context. The matrix with typical fee issues is shown in conceptual form in the following diagram: December 6, 2004 Page 7 of 27 MA►XIMUS HELPING GOVERNMENT SERVE 711.6 PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT 1 2 3 4 Subsidy vs. User Fees Decision -making Diagram WHO BENEFITS. Community Primarily the Community with less Individual Benefit Public TAX vs. FEES POLICY MIX Primarily the Individual with less Community Benefit Public / Private 100% Taxes Individual Benefit Only Private / Public Primarily Taxes and Some Fees Private Primarily Fees and Some Taxes 100% Fees Examples of services that fall under each category: (1) Police Patrol (2) Fire Suppression (3) Community Services (4) Land Use, Subdivisions, Building Permits The decision matrix helps to illustrate the analysis used when determining user benefits and fees versus appropriate taxpayer subsidies. The four rows identify different activities that have varying levels of individual and public benefits. Row one lists the characteristics of an activity that is appropriately funded by taxpayers. Row four lists the characteristics of a user fee for which the individual benefiting from the service should pay. The two middle rows show varying levels of cost and benefit between the two extremes. The matrix does not provide absolute answers - there may be many activities that fall in a "gray" area somewhere between rows one and four. Rather, it is intended for use as a tool in identifying relevant economic and public policy issues when considering increases in user fees. December 6, 2004 Page 8 of 27 MAXIMUS HELPA'G GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT MAXIMUS believes that understanding and application of the matrix is important in generating acceptance of fee for service cost recovery levels by the City Council and community/business groups. Through this visual perspective the rationale for cost recovery becomes clear and defensible. The primary goal of the cost of service study is to create an empirical basis to fairly and equitably allocate costs to the users of specific services. Once this is accomplished, the next step is to determine the rate of recovery/subsidy, which is a decision reserved for the legislative body - in this case the City Council. It is they who have to balance fiscal resources and service delivery. In addition to the equity issues noted above, a cost of service study assures the City that it is in compliance with state law. Legally (state constitution, various statutes, the attorney general), a governmental jurisdiction cannot charge a fee for a service that is greater than the cost to provide that service. Otherwise, the "fee" becomes a tax, which is subject to electoral action that is beyond the authority of the City Council. By determining the full cost of each fee, the City Council can be comfortable in the fact that if it wishes not to subsidise an activity, the full cost fee it sets will be in compliance with the provisions of the law. December 6, 2004 Page 9 of 27 MAXIMUS HEIPWG GOVERNMENT SERVE THE PEOPLE. CURRENT BUDGET NEEDS Current Budget Needs To balance the 04-05 budget the potential increase in revenue from new development (based on the increase in new development and full cost recovery fees) was used. If new full cost recovery development fees are not adopted, there will be a budget shortfall in the next fiscal year. Money to cover this shortfall will have to come from another source. The longer it takes to adopt the new fees, the greater the shortfall and the more money will be needed to make up the deficit. If impact fees are not reviewed when the study is completed, then money will not be available to provide for the necessary increase in facilities needed to support the population increase. The existing residents will be required to subsidize the impact of the new residential development. AUTOMATIC INCREASES Multi -Year Fees The proposed fees are based on the FY 03-04 final budget figures. Once the fee adjustments are made, MAXIMUS recommends that the City update the fee schedules periodically to account for changes over time by using an automatic fee increase mechanism. This method provides a level of convenience and efficiency because staff does not have to take the time to recalculate cost recovery percentages each year, yet the fees will increase to recover some of the budget increases. Recommended method for annual updates: Labor costs arc the majority of the expenses for the City departments. Increases in the department's budget are usually attributed to these costs. The City can insert into the rate schedule a fee increase factor that is based on known and anticipated labor cost increases, such as cost of living raises, association agreements, salary step increases, benefits increases and other salary or benefit enhancements. The fee study has identified two other alternatives to updating the fees including recalculating the fees annually based on new staffing and expenditures numbers. This method would be expensive and time consuming. The other alternative would be to base the fee increases on economic indicators. This method is not suggested since tying the user fee increases to cost factors that may or may not reflect reality in the departments can be inaccurate. Proposed automatic update for 04-05 fiscal year: Since the proposed fees are based on the 03-04 budget and the MEA and POA both received pay increases amounting to 5% in 04-05, staff is recommending that the Council approve the fees with the 5% adjustment to account for the increased costs this fiscal year. The departmental fee schedules have been returned to full cost recovery by increasing the MAXIMUS fees by 5%. CURRENT VS. NEW FEES Comparison of Current and New Fees The next few pages show the difference between the old and new fees for each department for several common fees. 500 sq ft addition Building and Safety Fees CURRENT NEW $ 822 $ 607 New 2000 sq ft house with 400 sqft garage $ 1,901 $ 2,233 New 5 unit townhouse (9000 sqft) $ 5,781 $ 4,976 New commercial office bldg (10000 sqft) $ 4,651 $ 6,668 Restaurant Tenant Improvement (1500 sqft) $ 1,392 $ 2,668 All fees $568,176 $756,441 Fire Fees CURRENT NEW Residential Plan Check $ 100 $ 0 Sprinkler System Plan Check $ 245 (any size bldg) $988-$2745 Fire Alarm System Plan Check $ 105 $ 398. False Alarm Response $ 250 $ 176 All fees $85,000 $123,000 Planning Fees CURRENT NEW Residential Plan Check $ 100 $ 0 Conditional Use Permit $ 1,325 $ 3,903 Subdivision $ 1,825 $ 5,809 Variance $ 750 $ 3,698 All fees $111,320 $382,717 Engineering Fees CURRENT NEW Sidewalk, Driveway, Curb Permit $ 50 $ 192 Encroachment Agreement $ 205 $ 320 Lot Line Adjustment $ 625 $ 561 Sewer Permit $ 70 $ 192 All Fees $31,190 $79,950 Police Fees CURRENT NEW False Alarms $ 50 $ 74 Fingerprint $ 20 $ 6 Dead Animal Pick up $ 50 $ 4 All fees $118,895 $110,907 JURISDICTION COMPARISION Comparison with other Jurisdictions The purpose of comparing fees with other jurisdictions is to determine where our fees are in comparison. This comparison can, however, be misleading. The comparison can help the Council understand the market environment and make political decisions, but the comparisons do not identify the true relationship between the fee and the cost to provide the fee. Attached is a comparison with several jurisdictions in San Diego County. Comparison with Other Cities La Mesa, Vista, El Cajon, Chula Vista and San Diego Type of Permit National City La Mesa Vista Chula Vista San Diego 2000 sq ft SFD with 400 sq ft Garage $2233 $3,111 $3233 $3,252 $3,507 500 sq ft ADDITION $ 607 $1,387 $1,123 $1,376 $ 912 9000 sq ft TOWNHOUSE with 5 units $4,976 $10,873 $8,217 $8,739 $6,960 10,000 sq ft OFFICE BLDG $6,668 $9,836 $5,493 $7,293 $7,661 1500 sq ft RESTAURANT TENANT IMPROVEMENT $2,668 $2,211 $1,044 1,242 $3,079 CONDITIONAL USE PERMIT $3,903 $1,205 $7,128 $4,000 Deposit $5,000 deposit SITE PLAN REVIEW $1,439 $1,885 $2,049 $45 to $720 $5,000 deposit SUBDIVISION $5,809 $6,945 $10,635 $7,500 Deposit $5,000 deposit VARIANCE $3,698 $1,205 $2,196 $1,000 Deposit $2.000 deposit 20,000 sq ft SPRINKLER SYSTEM (108 heads) $ 987 $ 580 $ 314 $640 $860 20,000 sq ft FIRE ALARM SYSTEM $ 398 $ 335 $ 329 $3,015 $3,368 SEWER PERMIT $ 192 $ 655 NA $ 30 $1,670 LOT LINE ADJUSTMENT $ 561 $965 $1,191 $ 420 $2,000 deposit FALSE ALARMS $ 74 $ 85 NA NA NA FEES THAT DECREASED LOWER FEES Building Department Apartment Buildings Single Family Dwellings over 2500 sq ft Shell Buildings over 50,000 sq ft Cellular antennas Detached garages Manufactured homes Room additions Re -stucco Swimming Pools Electrical service upgrades Engineering Department Lot line adjustments Police Department Police requests for reports Fingerprints All animal control fees Fire Department False Alarm Response Fire & Building Departments Apartment Occupancy Permits (previously collected by the County) NEW FEES NEW FEES The following new fees have been added: Potential Revenue Building Department Housing Inspections (1-3 Units) $68.00 $281,405 Code Enforcement $101/hour Police Department Tranquilizer Fee $ 13 $ 179 Guard dog permit $255 $ 205 Non -allowed animal permit $153 $ 148 FEE SCHEDULE City Clerk Fee Description Fee Cost Number Recovery 02-08 Weed Abatement $ 378 100% 02-10 Copy of Audio Tapes $ 32 100% Finance Fee Description Fee Number 04-01 Business License Certificate - Duplicate $ .10,00 04-02 Business License - Name Change $ 11.00 04-03 Non Compliance Business License Audit $ 15.00 04-04 Business License Change Location in City $ 50.00 04-05 New Business License Processing Fee $ 50.00 04-06 Garage Sale Permit $ 5.00 04-07 Identification Card $ 10.00 04-08 Certification of Copies?Subpoena $ 10.00 04-09 Copies $ 1.00 1st page additional pages $ 0.15 04-11 Business License List $ 50.00 04-15 Business License Appeals $ 25.00 04-16 Extension of Going Out of Business Sale $ 50.00 04-08 Return Check 1 - 10 days $ 25.00 10+ days $ 35.00 each additional 10 days $ 10.00 04-22 Dog License - 1 year - unaltered $ 20.00 04-23 Dog License - 1 year - altered $ 10.00 04-24 Dog License - 2 year - unaltered $ 30.00 04-25 Dog License - 2 year - altered $ 15.00 04-26 Dog License - 3 year - unaltered $ 40.00 04-27 Dog License - 3 year - altered $ 20.00 $ 10.00 04-28 04-29 Dog License Late Fee Used Dealer State License Processing $ 50.00 04-30 Record Search $ 2.00 over 10 minutes (per hour) $ 15.00 04-31 Temporary Use Permit (TUP) Inspection Fee $ 50.00 04-32 Copy of the Budget $ 50.00 04-33 Copy of the CAFR $ 50.00 Fee Number 06-01 06-02 06-03 06-05 Description Planning Fee Cost Recovery Approval of Plans Annexation Appeal -Code Enforcement Refunded if appeal granted Appeal - Project Processing (non - $ 2,567 $ 2,861 $ 1,721 3 100% 100% 100% 100% --'--'----/ J,JCJ $ $ Police Fee Description Fee Cost Number Recovery 11-14 False Alarms $ 74 $ 6 100% 100% 11-15 Request for Reports 11-16 Record Check/Clearance Letters/No Record $ 15 100% 11-17 Fingerprint $ 6 100% 11-18 Animal Quarantine Release $ 83 100% 11-19 Animal IRelinquishment $ 23 100% 11-20 Dead Animal Pickup $ 4 100% 11-21 Photograph $ 18 ' 100% 11-22 Negligent Vehicle Impound/Releasse $ 53 100% 11-23 Tranquilizer Fee $ 14 100% 11-24 Guard Dog Permit $ 272 100% 11-25 Non -allowed Animal Permit $ 163 100% Fire Fee Description Fee Cost Number Recovery 12-01 Sprinkler System Improvement <20,000 sf $ 595 100% 12-02 Sprinkler System Improvement 20,001-45,000 sf $ 761 100% 12-03 Sprinkler System Improvement 45,001-80,000 sf $ 987 100% 12-04 Sprinkler System Improvement 80,001-100,000 sf $ 1,279 100% 12-05 Sprinkler System Improvement 100,000+ $ 1,639 100% 12-06 Sprinkler System New <20,000 sf $ 987 100% 12-07 Sprinkler System New 20,001-45,000 sf $ 1,279 100% 12-08 Sprinkler System New 45,001-80,000 sf $ 1,639 100% 12-09 Sprinkler System New 80,001-100,000 sf $ 2,097 100% 12-10 Sprinkler System New 100,000+ $ 2,745 100% 12-11 Fire Alarm System Improvement <20,000 sf $ 398 100% 12-12 Fire Alarm System Improvement 20,001-45,000 sf $ 398 100% 12-13 Fire Alarm System Improvement 45,001-80,000 sf $ 530 100% 12-14 Fire Alarm System Improvement 80,001-100,000 sf $ 662 100% 12-15 Fire Alarm System Improvement 100,000+ $ 858 100% 12-16 Fire Protection System Improvement $ 270 100% 12-17 Permits $ 349 100% 12-18 Underground Tank - Removal $ 206 100% 12-19 Underground Tank - Installation $ 336 100% 12-20 Aboveground Tank - Installation $ 206 100% 12-22 Malicious False Alarm Response $ 176 100% 12-23 False Alarm Response $ 176 100% 12-24 Complaints - Noncompliance $ 210 100% 12-29 Fire Safety Inspection - Hazardous Occupancy $ 148 100% 12-30 Fire Safety Reinspection $ 148 100% Engineering Fee Description Fee Cost Number Recovery 21-15 Record of Survey $ 455 100% 21-16 Encroachment Agreement $ 320 100% 21-17 Special Driveway Permit $ 139 100% 21-18 Easement Check Fee $ 448 100% 21-19 Lot Line Adjustment $ 561 100% 21-20 Sidewalk, Driveway, Curb Permit $ 192 100% 21-21 Deferrals $ 441 100% 21-22 Sewer Permit $ 192 100% 21-23 Flood Hazard Area Permit $ 175 100% 21-24 Construction Permit _ $ 223 100% 21-25 Annual Parking District Permit $ 17 100% 21-26 Traffic Impact Plan Review $ 546 100% 21-27 Plan Copy Service $ 12 100% 21-28 Engineering Compliance Fee $ 292 100% 21-29 Investigation $ 152 100% 21-30 Utility Company Permit (without additional inspections) $ 258 100% 21-31 Plan Check - Traffic Control Plan $ 158 100% 21-32 Grading Plan Check T&M 100% Jl� Recreation Fee Description % of Full Cost Recovery Current Fees & % of Number 100% 75% 50% 25% 20% Current Current % 41-01 Recreation Swimming $ 15.87 $ 11.90 $ 7.93 $ 3.97 $ 3.17 $ 1.50 9% 41-02 Learn to Swim Program - Resident $ 23.11 $ 17.33 $ 11.55 $ 5.78 $ 4.62 $ 25.00 108% 41-03 Learn to Swim Program - Non -Resident $ 23.11 $ 17.33 $ 11.55 $ 5.78 $ 4.62 $ 40.00 173% 41-04 Athletic Field Lights - Resident per hour $ 21 $ 16 $ 11 $ 5 $ 4 $ 40 187% 41-05 Athletic Field Lights - Non -Resident per hour $ 21 $ 16 $ 11 $ 5 $ 4 $ 50 238% 41-08 Tiny Tots - Resident $ 539 $ 404 $ 269 $ 135 $ 108 $ 40 7% 41-09 Tiny Tots - Non -Resident $ 539 $ 404 $ 269 $ 135 $ 108 $ 60 11% 41-10 Contractural Classes Revenue Sharing Instructor 80% City 20% 41-16 Adult Noon Swim $ 34.44 $ 25.83 $ 17.22 $ 8.61 $ 6.89 $ 1.50 4% 41-17 South Bay Aquatics per month $ 300 41-18 Master's Swim Club (per 2 hr session) $ 45.92 $ 34.44 $ 22.96 $ 11.48 $ 9.18 $ 25.00 54% 41-19 High School Aquatic Teams per hour $ 20 41-21 Air Jumps $ 25 41-22 Swim Pass (30 entries) $476.10 $ 357.00 $ 237.90 $ 119.10 $ 95.10 $ 30.00 6% 41-23 Summer Programs and Camps Santa Breakfast $ 96 $ 72 $ 48 $ 24 $ 19 $ 5 5% Youth Dance $ 859 $ 644 $ 429 $ 215 $ 172 $ - 0% Knotts Berry Farm $ 53 $ 40 $ 26 $ 13 $ 11 $ 25 47% S Survivor Week $ 252 $ 189 $ 126 $ 63 $ 50 $ 40 16% Christmas Crafts Workshop $ 71 $ 53 $ 36 $ 18 $ 14 $ 3 4% Spring Camp $ 200 $ 150 $ 100 $ 50 $ 40. $ 40 20% Proposed Program Individual Children's Parties $ 46 $ 35 $ 23 $ 12 $ 9 $ 50 108% and cost of supplies Cost for Sports Leagues C Colt League per season $ 2,757. $ 2,067 $ 1,378 $ 689 $ 551 $ - 0% P Pony League per season $ 2,757 $ 2,067 $ 1,378 $ 689 $ 551 $ - 0% L Little League per season $13,783 $ 10,337 $ 6,891 $ 3,446 $ 2,757 $ - 0% P Pop Warner per season $ 8,029 $ 6,022 $ 4,015 $ 2,007 $ 1,606 $ - 0% 41-12 Street Tree Removal per tree $ 1,181 $ 886 $ 590 $ 295 $ 236 $ 50 4% Building and Safety Fee I Description Fee Number 13-01 Temporary Use Permit - Class A $ 365.00 $ 85.00 13-02 Building Moving Fees 13-04 Temporary Use Permit - Class B $ 65.00 13-20 Abandoned Building Monitoring Fee $ 100.00 13-21 Housing Inspections - 4 to 10 units $ 101.00 13-21 Housing Inspections - > 10 units (per 15 units) $ 65.00 13-22 Housing Inspections - Small Rental Units $ 68.00 Building and Safety New Construction Construction Types: Construction Types: Construction Types: I FR, II FR II 1-HR, Ill 1-HR, V 1-HR II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f.* A-1 Theater 1,000 $ 3,819 5,000 $ 7,295 $ 84.93 $ 6,080 $ 70.78 $ 4,864 $ 56.63 10,000 $ 11,542 $ 38.20 $ 9,618 $ 33.83 $ 7,694 $ 27.07 20,000 $ 15,603 $ 11.50 $ 13,001 $ 9.59 $ 10,401 $ 7.67 so,000 $ 19,052 $ 12.93 $ 15,876 $ 10.77 $ 12,700 $ 8.62 100,000 $ 25,515 $ 25.52 $ 21,263 $ 21.26 $ 17,010 $ 17.01 A-2 Church 1,000 $ 2,834 $ 60.84 $ 2,361 $ 50.69 $ 1,889 $ 40.56 s,000 $ 5,267 $ 66.70 $ 4,389 $ 55.57 $ 3,511 $ 44.46 10,000 $ 8,602 $ 38.41 $ 7,167 $ 32.03 $ 5,734 $ 25.61 20,000 $ 12,443 $ 10.97 $ 10,370 $ 9.15 $ 8,295 $ 7.32 50,000 $ 15,734 $ 11.88 $ 13,115 $ 9.89 $ 10,490 $ 7.92 100,000 $ 21,672 $ 21.67 $ 18,060 $ 18.06 $ 14,448 $ 14.45 A-2.1 Auditorium 1,000 $ 2,503 $ 53.59 $ 2,086 $ 44.66 $ 1,670 $ 35.73 s,000 $ 4,647 $ 59.07 $ 3,872 $ 49.25. $ 3,099 $ 39.39 10,000 $ 7,601 $ 34.35 $ 6,335 $ 28.61 $ 5,067 $ 22.89 20,000 $ 11,036 $ 9.79 $ 9,196 $ 8.16 $ 7,356 $ 6.52 so,000 $ 13,970 $ 10.59 $ 11,645 $ 8.82 $ 9,314 $ 7.06 1oo,000 $ 19,268 $ 19.27 $ 16,055 $ 16.05 $ 12,842 $ 12.84 A-2.1 Restaurant 1,000 $ 3,028 $ 64.22 $ 2,524 $ 53.51 $ 2,019 $ 42.81 5,000 $ 5,598 $ 72.08 $ 4,664 $ 60.08 $ 3,732 $ 48.06 10,000 $ 9,201 $ 42.93 $ 7,668 $ 35.77 $ 6,134 $ 28.62 20,000 $ 13,495 $ 12.27 $ 11,246 $ 10.22 $ 8,996 $ 8.18 50,000 $ 17,178 $ 13.19 $ 14,312 $ 10.98 $ 11,450 $ 8.79 100,000 $ 23,772 $ 23.77 $ 19,803 $ 19.80 $ 15,845 $ 15.84 R Restaurant Tenant Improvements 200 $ 1,639 $ 172.62 $ 1,366 $ 143.85 $ 1,093 $ 115.08 1,000 $ 3,020 $ 196.19 $ 2,517 $ 163.50 $ 2,014 $ 130.80 2,000 $ 4,982 $ 11.8.82 $ 4,152 $ 95.87 $ 3,321 $ 79.21 4,000 $ 7,358 $ 33.97 $ 6,132 $ 28.32 $ 4,906 $ 22.65 10,000 $ 9,396 $ 4.05 $ 7,831 $ 3.37 $ 6,264 $ 2.70 100,000 $ 13,041 $ 13.04 $ 10,868 $ 10.87 $ 8,694 $ 8.69 Building and Safety New Construction A-3 Small Assembly Buildings 500 $ 2,244 $ 98.18 $ 1,870 $ 81.81 $ 1,495 $ 66.50 2,500 $ 4,207 $ 103.74 $ 3,506 $ 86.45 $ 2,805 $ 69.15 5,000 $ 6,801 $ 56.69 $ 5,667 $ 47.23 $ 4,534 $ 37.79 10,000 $ 9,635 $ 16.13 $ 8,028 $ 13.43 $ 6,423 $ 10.75 25,000 $ 12,054 $ 17.66 $ 10,043 $ 14.72 $ 8,036 $ 11.77 50,000 $ 16,469 $ 32.94 $ 13,724 $ 27.45 $ 10,978 $ 21.96 B Banks 1,000 $ 2,633 $ 55.84 $ 2,195 $ 46.53 $ 1,756 $ 37.22 5,000 $ 4,867 $ 62.69 $ 4,056 $ 52.24 $ 3,245 $ 41.79 io,000 $ 8,001 $ 37.34 $ 6,668 $ 31.10 $ 5,334 $ 24.89 20,000 $ 11,735 $ 10.66 $ 9,778 $ 8.88 $ 7,823 $ 7.11 50,000 $ 14,931 $ 11.47 $ 12,443 $ 9.56 $ 9,954 $ 7.64 1oo,000 $ 20,664 $ 20.66 $ 17,220 $ 17.22 $ 13,776 $ 13.78 B Laundromat 500 $ 1,317 $ 55.84 $ 1,097 $ 46.53 $ 878 $ 37.22 2,500 $ 2,434 $ 62.69 $ 2,028 $ 52.24 $ 1,622 $ 41.79 5,000 $ 4,001 $ 38.39 $ 3,334 $ 31.10 $ 2,667 $ 24.89 10,000 $ 5,867 $ 10.66 $ 4,889 $ 8.88 $ 3,911 $ 7.11 25,000 $ 7,466 $ 11.47 $ 6,221 $ 9.56 $ 4,977 $ 7.64 so,o0o $ 10,332 $ 20.66 $ 8,610 $ 17.22 $ 6,888 $ 13.78 B Medical Office 1,000 $ 3,919 $ 87.06 $ 3,266 $ 72.53 $ 2,612 $ 58.03 5,000 $ 7,400 $ 89.29 $ 6,167 $ 74.40 $ 4,934 $ 59.52 10,000 $ 11,865 $ 46.47 $ 9,887 $ 38.75 $ 7,910 $ 30.99 20,000 $ 16,512 $ 13.21 $ 13,761 $ 11.00 $ 11,008 $ 8.81 50,000 $ 20,475 $ 14.60 $ 17,063 $ 12.16 $ 13,650 $ 9.72 1oo,000 $ 27,773 $ 27.77 $ 23,142 $ 23.14 $ 18,512 $ 18.51 B Offices 1,000 $ 3,300 $ 72.50 $ 2,750 $ 60.42 $ 2,200 $ 48.33 5,000 $ 6,200 $ 76.02 $ 5,167 $ 63.37 $ 4,134 $ 50.68 10,000 $ 10,001 $ 40.98 $ 8,335 $ 34.15 $ 6,668 $ 27.32 20,000 $ 14,099 $ 11.68 $ 11,750 $ 9.73 $ 9,400 $ 7.78 50,000 $ 17,603 $ 12.80 $ 14,669 $ 10.67 $ 11,734 $ 8.54 1oo,000 $ 24,003 $ 24.00 $ 20,003 $ 20.00 $ 16,002 $ 16.00 B Office Tenant Improvements 250 $ 861 $ 76.91 $ 717 $ 64.10 $ 573 $ 51.28 1,250 $ 1,630 $ 78.00 $ 1,359 $ 65.00 $ 1,087 $ 52.00 2,500 $ 2,605 $ 39.83 $ 2,170 $ 33.19 $ 1,737 $ 26.55 5,000 $ 3,600 $ 11.30 $ 3,001 $ 9.42 $ 2,400 $ 7.53 12,500 $ 4,448 $ 12.55 $ 3,707 $ 10.46 $ 2,965 $ 8.37 25,000 $ 6,017 $ 24.07 $ 5,014 $ 20.06 $ 4,011 $ 16.04 Building and Safety New Construction B H High Rise Office Building 5,000 $ 10,853 $ 46.25 $ 9,044 $ 38.54 $ 7,236 $ 30.83 25,000 $ 20,102 ,$ 51.43 $ 16,751 $ 42.85 $ 13,401 $ 34.28 50,000 $ 32,960 $ 30.28 $ 27,463 $ 25.25 $ 21,971 $ 20.19 100,000 $ 48,101 $ 8.65 $ 40,089 $ 7.20 $ 32,067 $ 5.76 250,000 $ 61,084 $ 9.31 $ 50,899 $ 7.76 $ 40,714 $ 6.21 500,000 $ 84,368 $ 16.87 $ 70,298 $ 14.06 $ 56,228 $ 11.25 B High Rise Condo Building 5,000 $ 10,853 $ 46.25 $ 9,044 $ 38.54 $ 7,236 $ 30.83 25,000 $ 20,102 $ 51.43 $ 16,751 $ 42.85 $ 13,401 $ 34.28 50,000 $ 32,960 $ 30.28 $ 27,463 $ 25.25 $ 21,971 $ 20.19 100,000 $ 48,101 $ 8.65 $ 40,089 $ 7.20 $ 32,067 $ 5.76 250,000 $ 61,084 $ 9.31 $ 50,899 $ 7.76 $ 40,714 $ 6.21 500,000 $ 84,368 $ 16.87 $ 70,298 $ 14.06 $ 56,228 $ 11.25 E-1 Preschool/School 500 $ 1,617 $ 70.83 $ 1,347 $ 59.03 $ 1,078 $ 47.23 2,500 $ 3,033 $ 74.70 $ 2,528 $ 62.24 $ 2,022 $ 49.79 5,000 $ 4,901 $ 40.62 $ 4,085 $ 33.84 $ 3,268 $ 27.08 io,0o0 $ 6,932 $ 11.57 $ 5,776 $ 9.64 $ 4,621 $ 7.71 25,000 $ 8,668 $ 12.68 $ 7,222 $ 10.57 $ 5,778 $ 8.45 50,000 $ 11,839 $ 23.68 $ 9,865 $ 19.73 $ 7,891 $ 15.78 E-2 Preschool / School 300 $ 1,320 $ 96.67 $ 1,100 $ 80.57 $ 880 $ 64.45 1,500 $ 2,480 $ 101.34 $ 2,066 $ 84.45 $ 1,654 $ 67.56 3,000 $ 4,001 $ 54.69 $ 3,334 $ 45.56 $ 2,667 $ 36.46 s,000 $ 5,641 $ 15.55 $ 4,701 $ 12.96 $ 3,760 $ 10.36 15,000 $ 7,040 $ 17.07 $ 5,867 $ 14.23 $ 4,694 $ 11.38 30,000 $ 9,601 $ 32.00 $ 8,001 $ 26.67 $ 6,401 $ 21.34 E-3 Daycare 300 $ 1,189 $ 87.37 $ 990 $ 72.81 $ 793 $ 58.24 1,500 $ 2,237 $ 90.89 $ 1,864 $ 75.74 $ 1,491 $ 60.59 3,000 $ 3,600 $ 48.46 $ 3,000 $ 40.38 $ 2,400 $ 32.31 s,000 $ 5,054 $ 13.78 $ 4,212 $ 11.48 $ 3,369 $ 9.19 15,000 $ 6,294 $ 15.16 $ 5,245 $ 12.62 $ 4,196 $ 10.10 30,000 $ 8,568 $ 28.56 $ 7,138 $ 23.79 $ 5,711 $ 19.04 F-1 Woodworking / Industrial / Manufacturing 1,500 $ 3,161 $ 44.67 $ 2,633 $ 37.22 $ 2,106 $ 29.78 7,500 $ 5,840 $ 50.15 $ 4,867 $ 41.79 $ 3,893 $ 33.43 15,000 $ 9,601 $ 29.86 $ 8,001 $ 24.89 $ 6,401 $ 19.91 30,000 $ 14,081 $ 8.54 $ 11,734 $ 7.11 $ 9,387 $ 5.69 75,000 $ 17,924 $ 9.18 $ 14,931 $ 7.67 $ 11,947 $ 6.12 150,000 $ 24,806 $ 16.54 $ 20,680 $ 13.79 $ 16,538 $ 11.03 Building and Safety New Construction F-2 Steel Production/Fabrication 2,000 $ 4,245 $ 44.45 1 $ 3,539 $ 37.03 $ 2,831 $ 29.63 10,000 $ 7,802 $ 51.07 $ 6,501 $ 42.58 $ 5,201 $ 34.05 20,000 $ 12,909 $ 31.41 $ 10,758 $ 26.18 $ 8,606 $ 20.94 40,000 $ 19,190 $ 9.00 $ 15,994 $ 7.49 $ 12,793 $ 6.00 100,000 $ 24,591 $ 9.60 $ 20,486 $ 7.99 $ 16,391 $ 6.39 200,000 $ 34,188 $ 17.09 $ 28,476 $ 14.24 $ 22,785 $ 11.39 H-2 Moderate Explosion Hazard 600 $ 2,108 $ 75.36 $ 1,757 $ 62.81 $ 1,406 $ 50.24 0 3,000 $ 3,918 $ 82.79 $ 3,264 $ 68.97 $ 2,611 $ 55.19 s,000 $ 6,401 $ 47.90 $ 5,334 $ 39.92 $ 4,267 $ 31.93 12,000 $ 9,275 $ 13.66 $ 7,729 $ 11.38 $ 6,182 $ 9.10 30,000 $ 11,734 $ 14.79 $ 9,778 $ 12.33 $ 7,821 $ 9.86 so,000 $ 16,172 $ 26.95 $ 13,476 $ 22.46 $ 10,779 $ 17.97 H-3 High Fire Hazard 600 $ 2,240 $ 80.02 $ 1,867 $ 66.68 $ 1,493 $ 53.34 3,000 $ 4,160 $ 87.99 $ 3,467 $ 73.33 $ 2,774 $ 58.66 6,000 $ 6,800 $ 51.01 $ 5,667 $ 42.49 $ 4,534 $ 34.00 12,oao $ 9,861 $ 14.55 $ 8,216 $ 12.12 $ 6,573 $ 9.70 30,000 $ 12,480 $ 15.73 $ 10,398 $ 13.11 $ 8,319 $ 10.49 so,000 $ 17,178 $ 28.67 $ 14,333 $ 23.89 $ 11,466 $ 19.11 H-4 Repair Garage 600 $ 1,943 $ 68.87 $ 1,619 $ 57.38 $ 1,295 $ 45.91 3,000 $ 3,595 $ 76.84 $ 2,996 $ 64.04 $ 2,397 $ 51.23 6,000 $ 5,901 $ 45.42 $ 4,917 $ 37.85 $ 3,933 $ 30.28 12,000 $ 8,626 $ 12.98 $ 7,188 $ 10.82 $ 5,751 $ 8.65 30,000 $ 10,962 $ 13.97 $ 9,135 $ 11.63 $ 7,308 $ 9.30 so,000 $ 15,152 $ 25.25 $ 12,625 $ 21.04 $ 10,099 $ 16.83 H-7 Health Hazard Materials 300 $ 1,534 $ 113.02 $ 1,278 $ 94.19 $ 1,023 $ 75.35 -_- 1,500 $ 2,890 $ 116.99 $ 2,409 $ 97.50 $ 1,927 $ 77.99 3,000 $ 4,645 $ 61.88 $ 3,870 $ 51.56 $ 3,096 $ 41.24 s,000 $ 6,501 $ 17.58 $ 5,417 $ 14.64 $ 4,333 $ 11.72 15,000 $ 8,083 $ 19.38 $ 6,735 $ 16.17 $ 5,389 $ 12.93 30,000 $ 10,990 $ 36.63 $ 9,160 $ 30.53 $ 7,327 $ 24.42 1-1.2 Health Care Centers 1,000 $ 2,967 $ 64.18 $ 2,473 $ 53.49 $ 1,978 $ 42.79 5,000 $ 5,535 $ 69.35 $ 4,612 $ 57.79 $ 3,690 $ 46.23 10,000 $ 9,002 $ 39.18 $ 7,501 $ 32.63 $ 6,001 $ 26.11 20,000 $ 12,919 $ 11.17 $ 10,765 $ 9.32 $ 8,612 $ 7.44 50,000 $ 16,270 $ 12.13 $ 13,561 $ 10.11 $ 10,847 $ 8.09 100,000 $ 22,334 $ 22.33 $ 18,617 $ 18.62 $ 14,889 $ 14.89 1 Building and Safety New Construction 1-2 Nursing Home /Assisted Living / 1,000 $ 3,300 $ 72.50 $ 2,750 $ 60.42 $ 2,200 $ 48.33 5,000 $ 6,200 $ 76.02 $ 5,167 $ 63.37 $ . 4,134 $ 50.68 10,000 $ 10,001 $ 40.98 $ 8,335 $ 34.15 $ 6,668 $ 27.32 20,000 $ 14,099 $ 11.68 $ 11,750 $ 9.73 $ 9,400 $ 7.78 50,000 $ 17,603 ' $ 12.80 $ 14,669 $ 10.67 $ 11,734 $ 8.54 1oo,000 $ 24,003 $ 24.00 $ 20,003 $ 20.00 $ 16,002 $ 16.00 M Stores(Retail) 1,000 $ 2,770 $ 60.25 $ 2,309 $ 50.22 $ 1,847 $ 40.17 5,000 $ 5,181 $ 64.42 $ 4,318 $ 53.69 $ 3,453 $ 42.95 10,000 $ 8,401 $ '35.79 $ 7,001 $ 29.82 $ 5,601 $ 23.86 20,000 $ 11,981 $ 10.21 $ 9,983 $ 8.52 $ 7,986 $ 6.80 50,000 $ 15,041 $ 11.12 $ 12,537 $ 9.26 $ 10,028 $ 7.41 100,000 $ 20,601 $ 20.60 $ 17,168 $ 17.17 $ 13,734 $ 13.73 M Market 500 $ 1,651 $ 72.50 $ 1,376 $ 60.42 $ 1,100 $ 48.33 2,500 $ 3,101 $ 76.02 $ 2,583 $ 63.37 $ 2,066 $ 50.68 5,000 $ 5,001 $ 40.98 $ 4,167 $ 34.15 $ 3,334 $ 27.32 10,000 $ 7,050 $ 11.68 $ 5,875 $ 9.73 $ 4,700 $ 7.78 25,000 $ 8,802 $ 12.80 $ 7,334 $ 10.67 $ 5,867 $ 8.54 50,000 $ 12,002 $ 24.00 $ 10,001 $ 20.00 $ 8,001 $ 16.00 M Retail Tenant Improvements 500 $ 1,008 $ 43.11 $ 840 $ 35.92 $ 672 $ 28.74 2,500 $ 1,870 $ 47.61 $ 1,558 $ 39.69 $ 1,246 $ 31.74 s,000 $ 3,061 $ 27.75 $ 2,550 $ 23.12 $ 2,040 $ 18.50 10,000 $ 4,448 $ 7.94 $ 3,707 $ 6.62 $ 2,965 $ 5.29 25,000 $ 5,639 $ 8.57 $ 4,699 $ 7.14 $ 3,759 $ 5.71 50,000 $ 7,781 $ 15.56 $ 6,484 $ 12.97 $ 5,187 $ 10.37 R-1 Apartment Bldg 1,000 $ 2,666 $ 56.40 $ 2,222 $ 47.01 $ 1,778 $ 37.60 5,000 $ 4,922 $ 63.58 $ 4,102 $ 52.97 $ 3,281 $ 42.38 10,000 $ 8,101 $ 38.10 $ 6,750 $ 31.74 $ 5,400 $ 25.40 20,000 $ 11,911 $ 10.89 $ 9,925 $ 9.07 $ 7,940 $ 7.26 '50,000 $ 15,178 $ 11.67 $ 12,647 $ 9.73 $ 10,117 $ 7.78 100,000 $ 21,011 $ 21.01 $ 17,514 $ 17.51 $ 14,007 $ 14.01 R-1 Apartment Bldg - Repeat Unit 1,000 $ 1,866 $ 36.39 $ 1,555 $ 30.33 $ 1,244 $ 24.27 s,aoo $ 3,322 $ 47.58 $ 2,769 $ 39.64 $ 2,214 $ 31.71 1o,000 $ 5,700 $ 33.69 $ 4,750 $ 28.08 $ 3,800 $ 22.46 20,000 $ 9,070 $ 9.67 $ 7,558 $ 8.05 $ 6,046 $ 6.45 50,000 $ 11,970 $ 10.08 $- 9,975 $ 8.40 $ 7,980 $ 6.72 100,000 $ 17,010 $ 17.01 $ 14,175 $ 14.18 $ 11,340 $ 11.34 Building and Safety New Construction R-1 Hotels & Motels 1,000 $ 2,731 $ 57.53 $ 2,275 $ 47.95 $ 1,821 $ 38.36 5,000 $ 5,033 $ 65.36 $ 4,194 $ 54.47 $ 3,355 $ 43.58 10,000 $ 8,300 $ 39.60 $ 6,917 $ 32.99 $ 5,534 $ 26.40 20,000 $ 12,260 $ 11.32 $ 10,217 $ 9.43 $ 8,173 $ 7.55 50,000 $ 15,656 $ 12.14 $ 13,046 $ 10.11 $ 10,437 $ 8.09 1oo,000 $ 21,725 $ 21.72 $ 18,102 $ 18.10 $ 14,480 $ 14.48 R-3 Dwellings - Custom, Models, 1,500 $ 2,066 $ 33.34 2,500 $ 2,400 $ 26.67 4,000 $ 2,800 $ 26.69 5,000 $ 3,067 $ 37.34 7,500 _ $ 4,001 $ 53.34 10,000 $ 5,334 $ 53.34 R-3 Dwellings - Production Phase 1,500 $ 1,533 $ 26.66 2,500 $ 1,800 $ 22.24 4,000 $ 2,134 $ 20.00 5,000 $ 2,334 $ 13.31 7,500 $ 2,667 $ 32.03 10,000 $ 3,467 $ 34.67 R-3 Alternate Materials 1,500 $ 2,600 $ 33.33 2,500 _ $ 2,934 $ 26.67 4,000 $ 3,334 $ 26.64 5,000 $ 3,600 $ 37.35 7,500 $ 4,534 $ 53.35 10,000 $ 5,867 $ 58.67 R-2.1, Group Care, Non-Amb. (6+) 1,000 $ 3,028 $ 64.22 $ 2,524 $ 53.51 $ 2,019 $ 42.81 0 5,000 $ 5,598 $ 72.08 $ 4,664 $ 60.08 $ 3,732 $ 48.06 10,000 $ 9,201 $ 42.93 $ 7,668 $ 35.77 $ 6,134 $ 28.62 20,000 $ 13,495 $ 12.27 $ 11,246 $ 10.22 $ 8,996 $ 8.18 50,000 $ 17,178 $ 13.19 $ 14,312 $ 10.98 $ 11,450 $ 8.79 100,000 $ 23,772 $ 23.77 $ 19,803 $ 19.80 $ 15,845 $ 15.84 R-2.2 & Group Care, Ambulatory (6+) 1,000 $ 2,897 $ 61.41 $ 2,414 $ 51.19 $ 1,931 $ 40.95 5,000 $ 5,354 $ 68.95 $ 4,461 $ 57.46 $ 3,569 $ 45.97 10,000 $ 8,801 $ 41.08 $ 7,334 $ 34.24 $ 5,867 $ 27.38 20,000 $ 12,909 $ 11.73 $ 10,758 $ 9.78 $ 8,606 $ 7.82 so,000 $ 16,427 $ 12.61 $ 13,692 $ 10.50 $ 10,952 $ 8.40 100,000 $ 22,733 $ 22.73 $ 18,942 $ 18.94 $ 15,152 $ 15.15 Building and Safety New Construction R-2.1.1, Group Care, Non-Amb. (1-5) 700 $ 2,106 $ 63.82 $ 1,756 $ 53.18 $ 1,405 $ 42.55 3,500 $ 3;893 $ 71.62 $ 3,245 $ 59.67 $ 2,596 $ 47.74 7,000 $ 6,401 $ 42.67 $ 5,333 $ 35.55 $ 4,267 $ 28.44 14,000 $ 9,387 $ 12.19 $ 7,821 $ 10.16 $ 6,258 $ 8.13 35,000 $ 11,948 $ 13.11 $ 9,956 $ 10.93 $ 7,964 $ 8.75 70,000 $ 16,538 $ 23.63 $ 13,781 $ 19.69 $ 11,025 $ 15.75 R-2.2.1 & Group Care, Ambulatory. (1-5) 700 $ 1,975 $ 59.83 $ 1,646 $ 49.86 $ 1,317 $ 39.89 3,500 $ 3,651 $ 67.13 $ 3,042 $ 55.94 $ 2,434 $ 44.75 7,000 $ 6,000 $ 40.02 $ 5,000 $ 33.34 $ 3,999 $ 26.67 14,000 $ 8,801 $ 11.43 $ 7,334 $ 9.52 $ 5,866 $ 7.62 35,000 $ 11,201 $ 12.29 $ 9,335 $ 10.25 $ 7,468 $ 8.19 70,000 $ 15,501 $ 22.14 $ 12,921 $ 18.46 $ 10,334 $ 14.76 S-1 Mini Storage 1,000 $ 2,304 $ 48.59 $ 1,919 $ 40.49 $ 1,536 $ 32.39 5,000 $ 4,247 $ 55.08 $ 3,540 $ 45.90 $ 2,832 $ 36.72 10,000 $ 7,001 $ 33.22 $ 5,834 $ 27.68 $ 4,667 $ 22.14 20,000 $ 10,324 $ 9.51 $ 8,602 $ 7.92 $ 6,882 $ 6.34 50,000 $ 13,178 $ 10.19 $ 10,978 $ 8.49 $ 8,783 $ 6.79 100,000 $ 18,270 $ 18.27 $ 15,225 $ 15.23 $ 12,180 $ 12.18 S-2 Low Hazard Storage 1,000 $ 2,008 $ 42.44 $ 1,673 $ 35.36 $ 1,339 $ 28.30 5,000 $ 3,705 $ 47.90 $ 3,088 $ 39.91 $ 2,471 $ 31.93 10,000 $ 6,101 $ 28.75 $ 5,083 $ 23.95 $ 4,067 $ 19.16 20,000 $ 8,975 $ 8.23 $ 7,478 $ 6.86 $ 5,983 $ 5.48 50,000 $ 11,445 $ 8.80 $ 9,534 $ 7.35 $ 7,628 $ 5.87 100,000 $ 15,845 $ 15.84 $ 13,209 $ 13.21 $ 10,563 $ 10.56 S-3 Repair Garage 500 $ 1,580 $ 67.00 $ 1,317 $ 55.84 $ 1,053 $ 44.67 2,500 $ 2,920 $ 75.22 $ 2,434 $ 62.69 $ 1,947 $ 50.15 5,000 $ 4,801 $ 44.79 $ 4,001 $ 37.34 $ 3,200 $ 29.86 10,000 $ 7,040 $ 12.81 $ 5,867 $ 10.67 $ 4,694 $ 8.54 25,000 $ 8,962 $ 13.78 $ 7,469 $ 11.48 $ 5,975 $ 9.18 50,000 $ 12,406 $ 24.81 $ 10,337 $ 20.67 $ 8,269 $ 16.54 S-3 Motor Vehicle Fuel Dispensing 1,000 $ 2;533 $ 53.07 $ 2,111 $ 44.22 $ 1,688 $ 35.37 5,000 $ 4,656 $ 60.91 $ 3,880 $ 50.75 $ 3,104 $ 40.60 io,000 $ 7,701 $ 37.34 $ 6,417 $ 31.13 $ 5,133 $ 24.90 20,000 $ 11,435 $ 10.69 $ 9,530 $ 8.90 $ 7,623 $ 7.12 50,000 $ 14,642 $ 11.41 $ 12,201 $ 9.51 $ 9,760 $ 7.61 100,000 $ 20,349 $ 20.35 $ 16,958 $ 16.96 $ 13,566 $ 13.57 T9 Building and Safety New Construction S-4 Open Parking Garage (detached) 1,000 $ 3,888 $ 84.63 $ 3,240 '' $ 70.53 $ 2,592 $ 56.43 s,0oo $ 7,273 $ 90.34 $ 6,062 $ 75.30 $ 4,849 $ 60.23 10,000 $ 11,790 $ 50.12 $ 9,826 $ 41.77 $ 7,860 $ 33.41 20,000 $ 16,802 $ 14.27 $ 14,003 $ 11.88 $ 11,201 $ 9.51 50,000 $ 21,084 $ 15.58 $ 17,567 $ 13.00 $ 14,054 $ 10.38 100,000 $ 28,875 $ 28.88 $ 24,056 $ 24.06 $ 19,247 $ 19.25 Lab / R&D 1,000 $ 3,561 $ 77.01 $ 2,967 $ 64.17 $ 2,373 $ 51.33 s,000 $ 6,640 $ 83.20 $ 5,534 $ 69.32 $ 4,427 $ 55.46 io,000 $ 10,800 $ 47.02 $ 9,000 $ 39.18 $ 7,200 $ 31.34 20,000 $ 15,502 $ 13.41 $ 12,917 $ 11.17 $ 10,334 $ 8.94 50,000 $ 19,525 $ 14.56 $ 16,270 $ 12.15 $ 13,015 $ 9.71 1oo,000 $ 26,807 $ 26.81 $ 22,344 $ 22.34 $ 17,871 $ 17.87 Other Tenant Improvements _ 1,000 $ 2,176 $ 46.88 $ 1,812 $ 39.07 $ 1,450 $ 31.25 5,000 $ 4,051 $ 51.02 $ 3,376 $ 42.51 $ 2,701 $ 34.01 10,000 $ 6,601 $ 29.10 $ 5,501 $ 24.24 $ 4,401 $ 19.39 20,000 $ 9,511 $ 8.31 $ 7,925 $ 6.92 $ 6,340 $ 5.53 50,000 $ 12,002 $ 9.01 $ 10,001 $ 7.51 $ 8,001 $ 6.01 100,000 $ 16,506 $ 16.51 $ 13,755 $ 13.76 $ 11,004 $ 11.00 SHELL BUILDINGS 0 All Shell Buildings 1,000 $ 2,113 $ 46.41 $ 1,760 $ 38.67 $ 1,408 $ 30.93 s,000 $ 3,969 $ 48.65 $ 3,308 $ 40.54 $ 2,646 $ 32.43 10,000 $ 6,401 $ 26.23 $ 5,334 $ 21.86 $ 4,267 $ 17.49 20,000 $ 9,024 $ 7.48 $ 7,520 $ 6.23 $ 6,017 $ 4.97 50,000 $ 11,267 $ 8.19 $ 9,387 $ 6.83 $ 7,508 $ 5.46 100,000 $ 15,362 $ 15.36 $ 12,800 $ 12.80 $ 10,238 $ 10.24 Building and Safety Miscellaneous Permits Standard Hourly Rate $ 101 MISCELLANEOUS ITEMS: Antenna Equipment Container each $ 658 Cellular/Mobile Phone, free-standing each $ 405 Cellular/Mobile Phone, co -location each $ 354 Appeal of Abatement Notice each $ 405 Awning or Canopy each $ 253 Balcony addition each $ 405 Carport up to 500 sq ft $ 354 Change of Occupancy each $ 531 Close Existing Openings each $ 203 Compliance Inspections/Relnspections each $ 203 Covered Porch each $ 506 Deck (wood) each $ 456 Demolition - Residential each $ 303 Demolition - MultiFamily/Commercial each $ 405 $ 405 Door - new each Fence or Freestanding Wall (non -masonry) >6 feet in height up to 100 If $ 228 Each additional 100 If each 100 I.f. $ 25 Fence or Freestanding Wall (masonry) >6 feet in height up to 100 I.f. $ 303 Each additional 100 If each 100 I.f. $ 47 Fireplace Masonry each each $ 228 Pre -Fabricated / Metal $ 177 Flag pole (over 30 feet in height) each $ 253 Garage (detached) up to 1,000 s.f $ 354 Greenhouse (non-commercial) each $ 354 Lighting pole each $ 253 each add'l pole each $ 50 Mobile Home each $ 557 Mobile Home, double wide each $ 607 Partition - Commercial, Interior (up to 30 I.f.) up to 30 I.f. $ 144 Additional partition each 30 I.f. $ 8 Partition - Residential, Interior (up to 30 I.f.) up to 30 I.f. $ 144 Additional partition each 30 I.f. $ 8 Patio Cover up to 300 s.f. $ 405 Wood frame up to 300 s.f. $ 405 $ 506 Wood frame (with Calcs) up to 300 s.f. Metal frame up to 300 s.f. $ 405 Photovoltaic System per KWh $ 354 Pile Foundation up to 10 Cast in Place Concrete (first 10 piles) $ 405 Additional Piles (increments of 10) each 10 $ 152 Driven (steel, pre -stressed concrete) up to 10 $ 456 $ 203 Additional Piles (increments of 10) each 10 Pre -Plan Check Appointments (first hour) each $ 126 Pre -Plan Check Appt (each add'I 1/2 hour) each $ 50 Building and Safety Stucco Applications up to 400 s.f. $ 203 Additional Stucco Application each 400 s.f. $ 25 Remodel - Residential 500 s.f. Single Story up to 500 s.f. $ 354 Additional remodel each 100 s.f. $ 25 Re -roofing Tile/Shake - first 500 sf up to 500 s.f. $ 354 Each additional 100 sf each 100 s.f. $ 8 Comp/Metal - first 500 sf up to 500 s.f. $ 354 Each additional 100 sf each 100 s.f. $ '8 Roof Structure Replacement up to 500 s.f. $ 456 Each additional 100 sf each 100 s.f. $ 42 Room Addition - First Story Up to 500 s.f. up to 500 s.f. $ 405 Additional room addition (over 500 s.f.) each 100 s.f. $ 24 Up to 500 s.f. (with Calcs) up to 500 s.f. $ 607 Additional room addition (over 500 s.f. with Calcs) each 100 s.f. $ 34 Room Addition - Multi -story Up to 500 s.f. up to 500 s.f. $ 607 Additional room addition (over 500 s.f.) each 100 s.f. $ 24 Up to 500 s.f. (with Calcs) each 500 s.f. $ 810 Additional room addition (over 500 s.f. with Calcs) each 100 s.f. $ 34 Sauna - steam each $ 177 Siding up to 400 s.f. $ 152 Additional siding each 400 s.f. $ 17 Signs Pole Sign, non- electric each $ 253 Pole Sign, Electric each $ 278 Wall/Awning Sign, Non -Electric each $ 177 Wall, Electric each $ 253 Skylight each $ 177 Spa or Hot Tub (Pre -fabricated) each $ 152 Stairs - First Flight first flight $ 152 Each additional flight per flight $ 25 Storage Racks over 8' high (up to 100 If) first 100 If $ 228 each additional 100 If each 100 If $ 25 Swimming Pool / Spa Gunite Master Plan Coord - Prod. Unit up to 800 s.f. $ 405 Each Additional 100 s.f. each 100 s.f. $ 34 Commercial Gunite pool (up to 800 sf) up to 800 s.f. $ 481 Commercial Each Add 100 s.f. each 100 s.f. $ 34 Window or Sliding Glass Door New Window (non structural) each $ 144 New window (structural) each $ 217 each additional non- structural window each $ 24 each additional structural window0 each $ 24 Board of Appeals per hour T&M Service Required in Excess of Standard per hour $ Building and Safety Miscellaneous Permits OTHER MISCELLANEOUS FEES: $ - $ - Research (per 1/2 hour) 1/2 hour $ 50 Supplemental Plan Check Fee per hour $ 101 Supplemental Inspection Fee per hour $ 101 $ - Emergency (Non -Scheduled) Call -Out Fee 4 Hours $ 405 After Hours (Scheduled) Call -Out Fee 2 Hours $ 203 Each additional hour Per Hour $ 101 Building and Safety Mechanical, Plumbing and Electrical Permits ADMINISTRATIVE AND MISC. FEES Travel and Documentation (standard) (2 trips) $ 76 T Travel and Documentation (each additional trip) $ 50 P Permit Issuance $ 50 MECHANICAL PERMIT FEES Stand Alone Mechanical Plan Check (hourly rate) $102 A A/C (Residential) - each $ 25 F Furnaces (F.A.U., Floor) $ 25 H Heater (Wall) $ 25 A Appliance Vent / Chimney (Only) $ 17 Refridgeration Compressor $ 50 Boiler $ 50 C Chiller $ 50 Heat Pump (Package Unit) $ 25 Heater (Unit, Radiant, etc.) $ 25 Air Handler $ 25 Duct Work only $ 50 Evaporative Cooler $ 25 Make-up Air System $ 50 Moisture Exhaust Duct (Clothes Dryer) $ 8 Vent Fan (Single Duct) - each $ 8 Vent System $ 25 Exhaust Hood and Duct (Residential $ 25 Exhaust Hood - Type I (Commercial Grease Hood) $ 50 Exhaust Hood - Type II (Commercial Steam Hood) $ 50 Non -Residential Incinerator $ 50 Refrigerator Condenser Remote $ 50 Walk-in Box / Refrigerator Coil $ 50 PLUMBING / GAS PERMIT FEES Stand Alone Plumbing Plan Check (hourly rate) $102 Fixtures (each) $ 8 Gas System (First Outlet) $ 17 Gas Outlets (Each Additional) $ 8 Building Sewer $ 25 Grease Trap $ 25 B Backflow Preventer (First 5) $ 17 Backflow Preventer (More than 5) - each $ 4 Building and Safety Mechanical, Plumbing and Electrical Permits Roof Drain - Rainwater System $ 50 Water Heater (First Heater) $ 25 Water Heater (Each Additional Heater) $ 17 Water Pipe Repair / Replacement $ 17 Drain -Vent Repair / Alterations $ 17 Drinking Fountain $ 25 S Solar Water System Fixtures (solar panels, tanks, water treatment equipment) $ 50 G Graywater Systems (per hour) $102 M Medical Gas System (Each Outlet) $ 8 ELECTRICAL PERMIT FEES Stand Alone Electrical Plan Check (hourly rate) $102 New Multi -Family S Single Phase Service (per 100 amps) $ 34 T Three Phase Service (per 100 amps) $ 50 All Other Types of Construction 1 15 or 20 amp - First 10 circuits (each) $ 17 15 or 20 amp - next 90 circuits (each) $ 8 15 or 20 amp- over 100 circuits (each) $ 5 25 to 40 amp circuits (each) $ 25 50 to 175 amp circuits (each) $ 34 200 amp and larger circuits (each) $ 42 Temporary Service (each) $ 25 Temporary Pole (each) $ 25 Pre -Inspection (per hour) $102 Generator Installation (per kW) $ 25 MAXIMUS FEE STUDY City of National City CITYWIDE USER FEE STUDY FINAL REPORT Prepared by: MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE® December 6, 2004 Richard Pearl, Sr. Vice President Nicole Kissam, Consultant 4320 Auburn Boulevard, Suite 2000 Sacramento, CA 95841 (916) 485-8102 City of National City, California CITYWIDE FEE STUDY FINAL REPORT TABLE OF CONTENTS" EXECUTIVE SUMMARY Background and Approach 1 Summary of Results 1 INTRODUCTION AND BACKGROUND Background and Purpose 3 Scope of the Study 3 Purpose of the Report 4 About MA)UMUS 4 Report Organization 4 USER FEE CONCEPTS AND PHILOSOPHY General Fee Principles 5 Policy Considerations 6 PROJECT METHODOLOGY General Cost Analysis Approach 10 Structure of the Study 10 Building & Safety Services Fee Study Methodology (NEXUS) 11 Methodology for Other Departments and Functions (MAXFEE) 12 Alternative Fee Analysis Method - Time Tracking 13 1 3 5 10 December 6, 2004 1 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT TABLE OF CONTENTS' Continued FINDINGS AND RESULTS 15 General Findings 15 Summary of Results 16 Key Study Assumptions and Issues 16 Building & Safety Services Fee Results 21 Planning Services Fee Results 22 Fire Prevention Fee Results 23 Engineering Fee Results 24 Police Fee Results 24 Parks & Recreation 25 Other Results (Housing Inspection, City Clerk, City Manager, City Attorney) 26 CONCLUSION APPENDICES 27 1. NEXUS Cost Results for Building & Safety Services Fees 2. Cost Results for Planning Services Fees 3. Cost Results for Fire Prevention Services Fees 4. Cost Results for Engineering Services Fees 5. Cost Results for Police Services Fees 6. Productive Hourly Rate Results for Parks & Recreation 7. Cost Results for Housing Inspection Services 8. Cost Results for City Clerk Services 9. Cost Results for City Manager Services 10. Cost Results for City Attorney Services December 6, 2004 ii MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT 'EXECUTIVE SUMMARY' Background and Approach National City engaged MAXIMUS, Inc. to conduct a detailed cost of services study of user fee activities throughout the City. MAXIMUS employed proven and objective methodologies to calculate the full actual cost of the services, and we used our experience to advise the City regarding the development of reasonable potential fees. City leaders can use this information to make more informed decisions and set fees to meet the fiscal and policy goals and objectives of the City. Through this study, we determined the full cost of services offered by the selected departments for which user fees are currently being charged or could be charged. This "full cost" includes all legitimate direct and indirect costs associated with providing each service, including direct support costs from other departments, program, divisional, and department support, plus Citywide overhead. Summary of Results For each National City user fee addressed in this study, MAXIMUS calculated a specific unit cost. In short, we conducted an extraordinarily detailed series of models to "build up" the cost for each fee service. The appendices to this report show the summary results for each fee, but behind these worksheets is tremendous detail to support each and every calculation. By conducting further analysis on the individual fees and their annual volume of activity, we were also able to demonstrate some of the current and potential revenue impacts associated with the fees, including the existing "gaps" between the actual cost of the services and the potential revenues from current fees, which results in a revenue surplus or subsidy. In the majority of departments and divisions studied, MAXIMUS identified an overall current subsidy provided by the City to the fee -payers as a whole, whereby the City was charging less than the full actual cost of providing the services. For specific/individual fees and services, on a unit -by -unit basis, the City overcharged for some and undercharged for others, but the net overall effect was an annual undercharge for most departments. The cost analysis conducted by MAXIMUS sought to rectify each instance and identify the actual cost to allow the City to align the fees with the costs more accurately. The results of the MAXIMUS cost analysis demonstrate the full actual cost of providing each of the fee -related services included in the study. By annualizing and combining the results for each fee, we identified the potential revenue impacts of the current fees and all services hypothetically set at the full (100%) cost -recovery levels (full department cost). The following table illustrates these impacts: December 6, 2004 Page 1 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT Summary of Actual Cost and Recommended Fee Results Department / Division FULL COST: Annual Cost of CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) Fee -Related Services Building & Safety $ 720,000 $ 568,000 $ 720,000 $ 152,000 Planning $ 489,000 $ 111,000 $ 364,000 $ 253,000 Fire $ 259,000 $ 85,000 $ 121,000 $ 36,000 Engineering $ 142,000 $ 31,000 $ 76,000 $ 45,000 Police $ 113,000 $ 119,000 $ 106,000 $ (13,000) TOTALS: $ 1,723,000 $ 914,000 $ 1,387,000 $ 473,000 (Note: For presentation purposes in this report, these figures are rounded to the nearest thousand dollars.) Important Policy Considerations This study provides data on the actual per unit and total cost for the services studied. The City has several important policy decisions to consider as a result of our work: 1. What percent of fee service costs should be recovered by fee prices? 2. How much weight should be given to prices charged by other local governments in the area for fee services? These are not "right or wrong" matters, but reflections of the City's values. 3. Does the City wish to phase in price increases or make adjustments all at once. The remainder of this report details the approach, methodologies, and results of the MAXIMUS study. December 6, 2004 Page 2 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City, California CITYWIDE FEE STUDY FINAL REPORT INTRODUCTION AND BACKGROUND' Background and Purpose National City engaged MAXIMUS, Inc. to conduct a detailed cost of services study of user fee activities throughout the City. In general, "user fee" activities are those services and functions that the City provides to individuals who receive some material benefit from the services. In turn, the City charges specific fees for those services. In the course of this study, MAXIMUS evaluated the actual cost of providing these services, and this report documents our findings. The principal goal of this study was to calculate the full cost of providing the services -- including all direct, indirect, and support costs associated with the programs and individual services. Secondary objectives of the study included: • Structure the fee schedules to accurately reflect the processes and organization of the divisions. • Simplify the fee schedules to make them easier to implement and easier to understand. • Create a nexus between the fees and the cost of services provided. • Ensure that the fees are reasonable and fair. • Ensure that the fees are rational and defensible. • Build a fee structure that recovers the full cost of providing services, in order to ensure continued funding at current service levels. • Compare cost with revenues currently received for these services. • Advise the City regarding potential fee policy issues, strategy, implementation, and appropriate fee levels. Scope of the Study The MAXIMUS study employed our rigorous and proven project approach and analytical methodologies to evaluate the City's costs for user fee -related services. Our study excluded impact fees, utility charges, internal service rates, or other costs and charges not related to services provided to external customers. We based the analysis on existing data, when available, and on other actual figures and estimates provided by the City. The study focused on the actual cost of services, as the City currently provides them. We did not examine or evaluate the effectiveness, efficiency, or value of the City's programs, services, or operations. In short, we studied the cost of the City's services as they are, not as they might be. Not every department and division in the City provides fee -related services. Some departments receive so little revenue from fees or their fees are set by outside sources (state December 6, 2004 Page 3 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT law, etc.) that a review would not be cost-effective. Consequently, the City and MAXIMUS restricted the study to the following departments and functions: • Building & Safety • Planning • Fire • Engineering • Police • Parks & Recreation We also reviewed costs of Housing Inspection, City Manager, City Attorney, and City Clerk that related to direct efforts to process certain types of permits for which other department charge fees. Purpose of the Report The primary outcome of this study is a voluminous series of worksheets and tables that show the detail of the data inputs, cost calculations, adjustments, time estimates, service volumes, and current fee levels. MAXIMUS provided these worksheets under separate cover to National City. This report summarizes the results of the study, presents conceptual information regarding fee establishment, and provides a description of the methodologies used to conduct the analysis. As a summary document, this report is not intended to provide all of the detail related to the study process or outcomes. About MAXIMUS The Cost Services Division of MAXIMUS is part of a nationwide consulting firm specializing in cost analysis and revenue enhancement studies for state and local government. The Western Region Office is headquartered in Sacramento, California, with other offices in -Irvine, Denver, and Seattle. Our Western Region has provided services to hundreds of cities and counties in the West. In addition to being the industry's volume leader in cost analysis studies, we have pioneered approaches to fee analysis, including our NEXUS approach to building fees that we employed for National City's study. Report Organization Following the initial discussion of background information, this report presents the conceptual issues that guide a MAXIMUS fee (cost of service) study and the steps of the MAXIMUS methodologies employed to conduct the study. The summaries of the actual findings follow this discussion, including tables of the actual costs of services and notes relating to some of the specific issues that emerged during the study. December 6, 2004 Page 4 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT 'USER FEE CONCEPTS AND PHILOSOPHY General Fee Principles Local governments are funded from a variety of sources, with the primary sources being taxes, subventions, fees, special charges, fines, and grants. As the traditional provider of basic services, cities are constantly struggling with securing sufficient funding to pay for the services expected/demanded/sought after by the citizenry. Many local government services are "global" in nature (e.g., police and fire protection, open space, etc.). Other services benefit a particular segment of the population, most often providing a direct monetary benefit to the recipient. It is in this latter group that subsidy and recovery issues are brought to the forefront. Given the "sum -sufficient" nature of government financing, un-recovered monies must be offset by a decrease in available funding for other public good activities. User fee services are those services performed by a governmental agency on behalf of a private citizen or group. The assumption underlying most fee recommendations is that costs of services benefiting individuals --and not society as a whole --should be borne by the individual receiving the benefit. Setting user fees, therefore, is equivalent to establishing prices for services, but making a profit is not an objective for local government in providing services to the general public. It is commonly felt that fees should be established at a level that will recover the cost of providing each service, no more, and no less. It is generally accepted that recovery of costs should be in direct proportion to the individual/specific gain for services. This means that if a developer wants to rezone farm land for a housing development, the city may not want to charge that business a fee less than full cost, since to do otherwise would require a subsidy for other services that must be made up by the general citizenry who doesn't share in the particular benefit. Where new development causes an increase in infrastructure requirements, that increase should logically be shared pro rata with the existing area proportionate to the degree that the new development benefits from the infrastructure. Conversely, a recreation program could logically be heavily subsidized from the general tax base in order to promote the overall well being of the general public, or to achieve specific socio-economic objectives. Historically, subsidy issues were not stressed, since there were alternative tax avenues available to fund government services. This has not been the case in recent years, which has caused an increasing emphasis on addressing user fee activity subsidy areas. MAXIMUS recognizes, however, that there are circumstances and programs, which probably justify a subsidy (e.g., youth, senior, and disadvantaged recreation programs, certain classifications of code enforcement, library services, etc.). In our experience, no governmental jurisdiction has advocated full cost recovery for all user fee services, and the overall user fee recovery rates have been increasing proportionate to the local government fiscal pressures. December 6, 2004 Page 5 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT Policy Considerations In some circumstances a reasonable policy is setting fees at a level that does not reflect the full cost of providing services. This results in the costs of that service being subsidized, or paid for by the City general fund (most likely) while the user receives benefits for which he or she does not fully pay. The following factors underlie such policies: Elasticity of Demand: The price charged for a service can affect the quantity demanded by potential users. In many instances, increasing the price of a service results in fewer units of the service being purchased (i.e., the demand for the service is elastic). For some services, raising the price to the user may not decrease the amount of service purchased because of the importance of the service to individual users (i.e., the demand is inelastic). Whether total revenue goes up, goes down, or stays the same can be correlated to the magnitude of the fee change and resulting shift in volume demanded. Economic Incentives: In some cases it may be desirable to use fees as a means of encouraging or discouraging certain activities. As an example, higher fees for increased water usage may promote better water conservation. Frequently, however, governmental agencies face constitutional or statutory limitations on setting user fees at levels higher than actual cost. Legal Considerations: Overall, the law in California (constitutional and statutory — reference Prop. 4, Prop. 218, and AG Opinion 92-506) prohibits local government from charging more for a service than the actual cost of providing the service. Otherwise, a "user fee" becomes a tax and requires voter approval. Recent legal action in Southern California, which challenges the legitimacy of some fee levels, has brought this issue to the forefront in many local governments. For some program areas, laws or regulations established by external entities further restrict a city's ability to charge certain fees or adjust fee levels. As a result, a city may be limited to pre -established maximum or minimum fees, regardless of the actual cost of the services. In such cases, external factors supercede city flexibility and authority. Subsidy Policy: Subsidies are usually provided for two other purposes, in addition to those arising from economic considerations: • To allow an identified group to participate in services which they might not otherwise be able to afford. For example, providing water bacteria testing for all residential wells promotes public health among December 6, 2004 Page 6 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City, California CITYWIDE FEE STUDY FINAL REPORT fixed income senior residents. If they had to pay full costs for well testing, they might not obtain this service. • To support services whose benefits extend to the community at large, as well as the individual purchasing the service. Many activities, by their nature, provide societal benefits in addition to those received by the direct recipient. Examples of such activities include architectural/ historical design review and appeal fees. With the potential for intentional subsidies in mind, MAXIMUS has developed a service/benefiting agent matrix to help place the subsidy issue in proper context. The matrix with typical fee issues is shown in conceptual form in the following diagram: December 6, 2004 Page 7 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT 1 2 3 4 Subsidy vs. User Fees Decision -making Diagram Community TYPE OF SERVICE Primarily the Community with less Individual Benefit Public TAX vs. EEES'' POLICY MIX Primarily the Individual with less Community Benefit Public / Private 100% Taxes Individual Benefit Only Private / Public Primarily Taxes and Some Fees Private Primarily Fees and Some Taxes 100% Fees Examples of services that fall under each category: (1) Police Patrol (2) Fire Suppression (3) Community Services (4) Land Use, Subdivisions, Building Permits The decision matrix helps to illustrate the analysis used when determining user benefits and fees versus appropriate taxpayer subsidies. The four rows identify different activities that have varying levels of individual and public benefits. Row one lists the characteristics of an activity that is appropriately funded by taxpayers. Row four lists the characteristics of a user fee for which the individual benefiting from the service should pay. The two middle rows show varying levels of cost and benefit between the two extremes. The matrix does not provide absolute answers - there may be many activities that fall in a "gray" area somewhere between rows one and four. Rather, it is intended for use as a tool in identifying relevant economic and public policy issues when considering increases in user fees. December 6, 2004 Page 8 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT MAXIMUS believes that understanding and application of the matrix is important in generating acceptance of fee for service cost recovery levels by the City Council and community/business groups. Through this visual perspective the rationale for cost recovery becomes clear and defensible. The primary goal of the cost of service study is to create an empirical basis to fairly and equitably allocate costs to the users of specific services. Once this is accomplished, the next step is to determine the rate of recovery/subsidy, which is a decision reserved for the legislative body - in this case the City Council. It is they who have to balance fiscal resources and service delivery. In addition to the equity issues noted above, a cost of service study assures the City that it is in compliance with state law. Legally (state constitution, various statutes, the attorney general), a governmental jurisdiction cannot charge a fee for a service that is greater than the cost to provide that service. Otherwise, the "fee" becomes a tax, which is subject to electoral action that is beyond the authority of the City Council. By determining the full cost of each fee, the City Council can be comfortable in the fact that if it wishes not to subsidize an activity, the full cost fee it sets will be in compliance with the provisions of the law. December 6, 2004 Page 9 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT 'PROJECT METHODOLOGY General Cost Analysis Approach The purpose of a user fee study is to determine the full cost of services offered by the agency for which user fees are currently being charged or could be charged. The full cost can usually be compared to current revenues to determine the existing amount of subsidy (or occasionally, overcharge). With this knowledge a City can make informed decisions concerning appropriate fee adjustments. MAXIMUS is able to assist in understanding fee -related issues and trends. However, in the final analysis, the actual decision to increase or decrease fees (or what to include in a fee) is a local decision. The underlying rationale to charge full cost for user fees is simply this: the City is providing a distinct service or product to a business or individual who is gaining a monetary, emotional, or recreational benefit. Equity says that others who do not participate in that benefit should not subsidize individuals or businesses that benefit directly from City services. For example, why should a long-term resident living in a central part of the City contribute towards a subsidy to a developer opening up a new subdivision on the edge of the City? Our methodology for developing fee -for -service calculations is to create a standard cost model for each current and potential fee. We believe that a service qualifies for the "fee" designation when the activity benefits a specific individual or group, as opposed to the public at large. For example, a development activity clearly fits the definition - whether the beneficiary makes a near -term profit or not - as opposed to police patrol or parkland maintenance, which benefit the community as a whole. The costs we develop are "full cost," since they include all direct and indirect costs, including direct support costs from other departments. The indirect costs include program, divisional, and department support, plus citywide overhead (e.g., City manager, finance, attorney, building maintenance, etc.). Our fmal report includes our determination of the full cost of each service. Structure of the Study MAXIMUS used three different methodologies for this study: NEXUS, MAXFEE, and Cost - Recovery. The methodology we used for each depaihuent depended on the area of service or function provided by a department (e.g., building, planning, etc.). We selected a particular methodology for each function based on the following: • The level of detail needed/desired by the department/function • The types of fees charged • Availability and specificity of data to be entered into our models December 6, 2004 Page 10 of 27 MAXIMUS HELPHJO GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT • Our experience relating to the adaptability of a model to the function • The amount of time and effort available from the departments/functions Although we used different methods and models to perform the study, the underlying principles of each model are the same, as are the general processes we used to gather data. No particular model is more accurate than the others, but it may "fit" the situation better. All of our models are rational, objective, and defensible. Building & Safety Services Fee Study Methodology (NEXUS) General Description National City currently uses the method adopted by most municipalities in setting building permit and plan check fees (related to building and fire codes), basing fees on a modified version of rates included in the Uniform Building Code and on construction valuation tables published periodically by the building officials' national organization (ICBO). Consequently, National City's Construction and Preservation Services fee revenue largely correlates with construction valuation. National City, like many other jurisdictions, sought an alternate method of calculating building -related fees to establish a link between the fees charged to the community and the actual cost of providing the services. This "NEXUS" is a requirement in California and other states and a desired policy goal in many others. Our NEXUS methodology is designed to establish a strong connection between project cost and fee levels (revenues). Furthermore, we believe the methodology meets the following imperatives of a building fee structure: ➢ Fair to both the applicant and the jurisdiction, ➢ Defmitive, ➢ Practical, and > Legal. The NEXUS is remarkably simple in concept. For building fees we create a list of building occupancy types, identify the standard time to complete the plan check and inspection process for each occupancy, and apply these time requirements to the department's average productive hourly rate. Then we adjust the resultant cost per square foot based on the type of construction. The result is a fee per square foot for each occupancy class and type of construction. We recommend a square footage mechanism for charging building fees, because: 1. This approach establishes a strong NEXUS between the fee charged and the cost of the service. Square footage remains relatively constant over time, thus providing a more December 6, 2004 Page 11 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT stable base. Valuation, on the other hand, is relatively arbitrary and subject to supply and demand effects, which can cause values to double or halve within several years. 2. A square foot based fee schedule is easier to administer than valuation or timecard methods. 3. Square footage based fees withstand scrutiny better than other methods, due to the strong NEXUS to cost. Assuming categories are adequately specific, we believe a properly prepared square footage fee structure satisfies the spirit and intent of governing law. 4. The fee is easy to calculate and builders can accurately budget for permitting costs. It is noted that fluctuations in construction activity may influence the overall cost recovery rate of the Building department. Potential impacts include: Construction Activity Slowdown: If construction activity decreases significantly without a proportional staff reduction, overall cost recovery will decrease, resulting in a subsidy. Construction Activity Upturn: If construction activity increases significantly without a proportional staffing increase, short-term cost recovery will increase because fees are collected before work efforts are expended. However, mid-term cost recovery should remain at full cost levels, assuming the City can add appropriate staff and "work -down" the project inventory. For miscellaneous permits and sub -trade items (MP&E's), we identify the standard inspection and plan check process times and multiply this by the department's average productive hourly rate. The end result is three sets of cost (fee) schedules —one for new construction, one for miscellaneous items, and one for MP&E's. Methodology for Other Departments and Functions (MAXFEE) For the other fee depaitluents included in the study, MAXIMUS used the standard methodology that we have employed for hundreds of similar studies: MAXFEE. This method is a unit cost "build-up" approach that calculates each cost component for individual fees/services—with the assistance of specially designed software. Initially, MAXIMUS worked with City personnel to develop time estimates for each fee -based service. Based upon these estimates, we calculated the direct cost (salaries and benefits) attributed to each fee. With this information we allocated the cost of services and supplies, as well as other related expenses. We also distributed the appropriate amount of Citywide and departmental overhead. As a crosscheck, we ensured that 100% of each employee's time is December 6, 2004 Page 12 of 27 NIAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City, California CITYWIDE FEE STUDY FINAL REPORT accounted for in the model. We also identified existing "cross costs," (or support from other departments), and incorporated it into the analysis. The end result of this analysis is a list of full actual costs for individual services. By multiplying the actual cost for each service by the annual volume of the service, we were able to identify potential annual revenue. By multiplying the same volume by the current fees, we were able to calculate comparable revenue under the current fees. The difference between the two annual revenues represents the "gap" or existing surplus/subsidy caused by under or overcharges within individual fees. Note: As described in the "Parks and Recreation" Section of the Findings, MAXIMUS used a different approach for recreation fees. Recreation fees could not be analyzed using the unit cost build-up method described above, because the programs experience almost continuous change that prevents a fixed review. Instead, we developed a costing model that allows the Department to price each program according to cost. Alternative Fee Analysis Method — Time Tracking Local government fee analysis is an imperfect endeavor, as it normally seeks to standardize charges for services that may have variable inputs, processes, and outputs. Admittedly, the most accurate and comprehensive approach to determine fees is to charge each individual fee payer for the actual time (converted to actual cost), materials, support, and overhead necessary to provide the specific government services to him/her. Under this "time tracking" model, every charge would be unique, since this approach requires the City to track all costs associated with each particular project, including the specific allocation of City staff time shared between projects. The time tracking approach would result in a significant administrative burden for direct and support staff to constantly track and calculate costs and fees to each individual customer. The result would be greater cost (direct and overhead), loss of efficiency, and time delays as staff members are forced to devote additional administrative and direct time (both charged to the customer) to track the time. The complexity of this approach (i.e., variable staff costs, variable time consumption, variable material consumption, variable overhead and indirect charges, etc.) is also contrary to the efficient practices and the approaches used by many business enterprises that provide a high volume of services to a wide variety of customers each year. MAXIMUS generally recommends against the "time tracking" approach for most user fees. First of all, the potential greater accuracy of tracking and charging for individual consumption of government services is likely outweighed by the additional burdens and probable costs borne by the customer. In addition, without standardized fees, MAXIMUS is concerned about the potential for impact to the jurisdiction and its customers from Parkinson's Law of Unintended Consequences. This informal maxim states that "work efforts will expand to fill the time budgeted to complete the task." In periods of low activity, staff may devote more December 6, 2004 Page 13 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT time to individual tasks (because they have the time and need to fill it), and pass the additional costs on to the customers. This situation causes inordinately high fees to be charged to the applicant. In our opinion, standardized fees hold the following advantages: • Applicants/customers can know their expenditures before making applications to the City and plan their business accordingly. • The City will not have to coordinate (or deal with) requests from customers for specific staff members to service them. (e.g., "I want Jim Smith to review my plans, because he is faster and less expensive.") • The City can better predict its revenue stream based upon anticipated volumes, which is a more stable basis than billable work hours. • Fixed fees encourage greater productivity and efficiency, since there is no incentive for staff to extend individual projects to bring more revenue into the City. At the very least, fixed fees eliminate the potential for the community to perceive that such an incentive exists. Despite our general discouragement, in some special cases the time tracking approach might be optimal, such as when the local jurisdiction has a compelling need for accuracy and defensibility due to litigation, outside reporting requirements, or significant gaps in current data collection. In addition, a specific time tracking approach may be the only feasible method in unique or extraordinary land development or building cases that do not reasonably fit within the existing fee structure (e.g., stadium, aquarium, amusement park, etc.). December 6, 2004 Page 14 of 27 N'IAXIMUS HELPR✓G GOVERNMENT SERVE THE PEOPLE • City of National City, California CITYWIDE FEE STUDY FINAL REPORT (FINDINGS AND RESULTS( General Findings Because a particular user fee service provides a specific benefit to an applicant, our general suggestion to a client is that they set most fee levels to recover the full cost of providing the service. However, this first suggestion is often tempered by the fiscal, political, and economic realities within the local jurisdiction. Following discussions with City staff and an understanding of the City's policy direction, we identified some proposed fee levels that should remain consistent with current fee levels. Overall, actual increased revenue may vary due to extraneous factors, such as elasticity of demand and construction and other service activity. The study's primary objective is to provide the City's decision -makers with the basic data needed for setting fees. Pricing levels for City services is an issue the City must address based on social, economic, and other policy considerations. The decision matrix (page 8) is designed to assist in this matter. In considering fee increases, the City should recall the basic definition of a user fee: a service that an individual or group receives for his/her personal, economic, or physical benefit, as opposed to a benefit serving the community as a whole. As a cost of service (fee) study, the project did not seek to determine answers to operations oriented issues faced by the City, nor did it seek to provide recommendations for improvements to City processes or policies. Instead, the purpose was to help the City identify and understand its cost of service —as currently provided. Consequently, our analysis does not result in traditional "findings" regarding the operational effectiveness or efficiency of the department operations. Instead, our findings represent the outcome of the study: various lists of services and their related costs (potential fees). This section of the report presents these results. In reviewing the report and its conclusions, the following points should be noted: 1. Summary numbers are on the full cost basis and include all program, divisional, departmental, and citywide overhead costs. 2. For analytical purposes, current revenue is the product of the current fee multiplied by unit volume (except where specified). Since the study's unit volume was established to represent management's best estimate for the "normal" annual volume, it may be at variance with actual or budgeted revenues. December 6, 2004 Page 15 of 27 MAXIMUS HEL.PMG GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT Summary of Results The results of the MAXIMUS cost analysis demonstrate the full actual cost of providing each of the fee -related services included in the study. By annualizing and combining the results for each fee, we identified the potential revenue impacts of the current fees and fees hypothetically set at the full (100%) cost -recovery levels. The following table illustrates these impacts: Summary of Actual Cost and Recommended Fee Results Department / Division FULL COST: Annual Cost of Fee -Related Services CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (0 Rec'd Fees) Building & Safety $ 720,000 $ 568,000 $ 720,000 $ 152,000 Planning $ 489,000 $ 111,000 $ 364,000 $ 253,000 Fire $ 259,000 $ 85,000 $ 121,000 $ 36,000 Engineering $ 142,000 $ 31,000 $ 76,000 $ 45,000 Police $ 113,000 $ 119,000 $ 106,000 $ (13,000) TOTALS: $ 1,723,000 $ 914,000 $ 1,387,000 $ 473,000 (Note: For presentation purposes in this report, these figures are rounded to the nearest thousand dollars.) The detail from which these figures were derived exists in a voluminous series of worksheets and computer models. MAXIMUS provided much of this detail to the City under separate cover. As the above table shows, in four of the five departments and divisions studied, MAXIMUS identified an overall current subsidy provided by the City to the fee -payers, whereby the City was charging less than the full actual cost of providing the services. For specific/individual fees and services, on a unit -by -unit basis, the City overcharged for some and undercharged for others, but the net overall effect was an annual undercharge for most departments. The cost analysis conducted by MAXIMUS sought to rectify each instance and identify the actual cost to allow the City to align the fees with the costs more accurately. Key Study Assumptions and Issues Time "Estimates" As discussed previously in this report, MAXIMUS believes that an actual time -tracking approach is not reasonable or cost effective for building plan check and inspection fees. Consequently, our fee models employ standardized, averaged, or estimated times for the completion of fee -related tasks. While this approach is imperfect, it can still easily meet a December 6, 2004 Page 16 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE• City of National City, California CITYWIDE FEE STUDY FINAL REPORT standard of "reasonableness" with regards to the linkage between the fees and the cost of services, particularly over the course of multiple projects and a full fiscal year. In the study for National City, the departments were able to identify some existing data or develop statistical information to support the time consumption data used to populate the fee analysis model. In many cases, however, the department did not have existing data and had to rely upon time estimates prepared by knowledgeable staff and managers. This approach is reasonable and appropriate, because the experienced staff and managers of National City are the preeminent experts on the subject of work requirements in National City, particularly considering the unique level of service and staff capabilities in the City. In short, nobody knows the business of development services in National City better than the depaituient staff and managers. There are no other sources of information that are currently qualified to reliably contradict the time estimates provided by the City. The time estimates provided by the City underwent a rigorous internal review process that entailed multiple iterations and modifications until all parties were satisfied that the estimates reflected reality. Department staff spent a great deal of time and effort considering and debating each time estimate, until they were certain that the estimates reflected reality. In addition, the department conducted some "spot checks" of actual data to reaffirm the accuracy of the estimates. At the beginning of the study, MAXIMUS had asked the department to provide estimates that represented standard projects —without skewing for "best -case" and "worst -case" scenarios, and the department utilized this approach. To support the department's fmal estimations, MAXIMUS also conducted a "reasonableness test" by reviewing the time estimates and making sample comparisons with the results of other NEXUS studies we have completed. Any anomalies were either corrected or satisfactorily justified. Fee Level and Revenue Comparisons As part of this study, the City and MAXIMUS created new fees and restructured many of the existing fees though consolidations, separations, and other requested fee changes. We also converted some from a valuation -based fee approach to the cost -based NEXUS approach; and we changed others from fixed fees to deposit -based hourly rates. Due to the many structural changes to the fees, it became imprecise to compare the calculated costs with current fees to determine exact existing subsidies or surpluses in some fees. For some fees, the fee categories/types are different, the existing activity volume statistics no longer apply, and the current fee levels are no longer comparable. This limitation affects the individual fee comparisons, as well as the total revenue that results from all fees during the year. As a result of these issues, there are some limitations to the utility of the "potential revenue" figures indicated in our summary worksheets. This information is intended to inform the City of the relative level of change to its revenues that could result from the adoption of the fee levels identified by MAXIMUS. In other words, we do not recommend that the City rely upon the full amount of this revenue for critical operations or purchases, as a variety of factors December 6, 2004 Page 17 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT could result in significant changes. Instead, we recommend a conservative approach regarding the new revenue assumptions. Mixed -Use Occupancies (Building Permits) In some cases, a building may include two or more different occupancy types (e.g., retail store and residential and restaurant) that cross over the fee categories established in the NEXUS model. To implement (charge) fees in these circumstances, the City should simply determine the amount of square footage occupied by each occupancy type and calculate fees separately for each of the occupancy types. Non -Fee Services The "fee" analysis conducted by MAXIMUS included all development related services, except impact fees, that the City provides, as well as a series of other functional fees. Within these functions (departments), we calculated the cost of the services whether the City currently charges a fee or not, so the cost analysis may include services for which the City does not currently charge a fee. Future initiation of fees for these services is at the discretion of the City. Deposit -Fixed Fee Conversions Whenever possible, MAXIMUS attempted to identify potential fixed fees for City services. Given our belief that fixed fees are generally best (as discussed earlier in this report), we worked with City staff to maintain fixed fees. In some cases, this approach may prove unfeasible, due to radical variations in service levels and/or costs that make fixed fees unrealistic. In those instances, we calculated the full -cost -recovery hourly rate and a representative cost to establish the potential deposit level. "Recommended" Fees Cities have a variety of reasons to conduct fee studies, depending on their community goals, City Council direction, and executive intent. These reasons include: • Increase revenue • Encourage or discourage certain activity in the community (e.g., development) • Ensure compliance with state and local fee limitations • Prepare documentation for litigation • Develop detailed cost and other management information for additional analysis Normally, MAXIMUS recommends that a City increase (or decrease) most fees to the "full cost" level to maximize revenues, since this is the predominant City goal we encounter. However, the City Council is the ultimate decision -maker regarding the level of individual December 6, 2004 Page 18 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT fees, and they will set fees after considering a variety of related factors, including policy decisions and City staff input. During this study, the City did not indicate to MAXIMUS that the general policy regarding recovery rates or subsidy levels is anything other than to set fees at 100% cost recovery wherever feasible. As a result, our recommended fees default to 100% cost recovery. We anticipate that City staff may further modify the fee levels from our recommendations to accommodate policies or intent unknown to MAXIMUS at the time of our study. Note: The difference between the "Full Cost" and "Potential Revenue" shown in the summary tables is not due to recommended fees that are lower than actual cost. Instead, these differences are due to the fact that some of the actual costs from some departments are transferred to other departments (cross -departmental support) and included in the other departments' fees. Multi -Year Fees (Updates) MAXIMUS developed the fee analysis based upon FY 2003-04 final budget figures provided by the City. Once fee adjustments are implemented, we recommend the City update the fee schedules periodically to account for changes in costs over time. The development and use of an automatic fee increase mechanism normally provides a level of convenience and efficiency, because staff does not have to take the time to recalculate cost recovery percentages each year, yet the fees will increase to recover some of the budget increases. However, the use of a sub- optimal approach can result in cost increases significantly outpacing the fee increases. In order to ensure that the City receives appropriate fee increases that reflect the actual growth in cost, MAXIMUS has identified a series of alternatives: Alternative 1: Update the Fee Model Annually The most accurate method to ensure accurate fee increases is to recalculate fees based upon new staffing and expenditure numbers each year. However, this approach would likely be the most time consuming (and expensive) of the alternatives, as it requires significant financial analysis and a repeat of the approval process. Alternative 2: Apply CPI Factors Annually A number of CPI factors are available for use by the City to establish pre -determined fee increases. The City could use regional factors determined by the state of California, industry/commodity-specific CPI factors, or regional factors determined by a variety of local groups (Chamber of Commerce, etc.). The key to this approach is to use the predicted factors, not one-year historical factors. As communities have learned in the past few years with gasoline and electricity costs, economic factors can change quickly and cause historical factors to be obsolete. However, the use of predictive December 6, 2004 Page 19 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT factors can also be problematic for the same reason. Tying City user fee increases to cost factors that may or may not reflect reality in the departments is a potentially inaccurate approach. A better approach would be to link the increases with known factors and factors that most effectively influence departmental costs. Alternative 3: City Labor Costs (Recommended Alternative) Labor costs comprise the bulk of expenses for most City departments. Consequently, changes in labor costs drive the overall change in department costs. To better recover increased costs, the City can insert into the rate schedule a fee increase factor that is based upon known and anticipated labor cost increases, such as programmed cost of living raises, association agreements, salary step increases, benefits increases, and other salary or benefit enhancements. Labor costs are generally easier to predict than most other costs, since the City has greater control over its internal costs. Furthermore, common CPI factors are not specific to the regional economy surrounding National City. As a result, MAXIMUS believes that a factor based upon specific labor costs would be the most accurate indicator of overall departmental cost increases. Jurisdictional Comparisons As a tangent to a cost of service or fee study, many Cities are tempted to compare their fees to the fees of other local or similar jurisdictions. The specific purposes of these comparisons vary, but they are generally intended to identify "where we stand." In effect, most jurisdictions do not want to have the highest fees in the area and suffer the resultant notoriety and political ramifications of being at the high end of the spectrum. Within the context of a fee calculation study, however, fee comparisons between jurisdictions have very little practical utility —and could be quite misleading. Admittedly, comparisons can help City leaders understand the market environment to help make market -based or political decisions, but such comparisons do not reveal any objective information or identify the true relationship of the fees to costs to help make cost -based decisions. The results of a fee level comparison reveal what other jurisdictions are charging for certain defined services, but not what those activities cost to provide. As a result, such a comparison usually has no value in a cost of service study, such as the fee study completed by MAXIMUS. Fee comparisons between jurisdictions have little constructive analytical value, because every jurisdiction and its fees are different and may not be based on actual cost. Many specific factors can create differences that affect cost, and examples of these factors include: December 6, 2004 Page 20 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT • Fees are defined differently. The same "fee" with the same name or intent may include or exclude certain activities or sub -services, which compromise any "match - up. • Direct costs for similar services may be very different, due to varying pay scales, benefits, productivity factors, and other cost components. • Indirect costs may vary greatly among jurisdictions, due to supervision levels, support structures, organizational structures, cost allocation methodologies, and frequency of allocation updates. • Different jurisdictions provide varying service levels, both in terms of quantity and quality, which affects the staffing levels, productivity, and other factors that drive the cost. Since every jurisdiction is different, an in-depth investigation and analysis of comparable jurisdiction operations and fees would be necessary to make a valid ("apples to apples") comparison. Otherwise, any comparative data would most likely be cosmetic in nature and possibly misleading. Building & Safety Services Fee Results Summary Description The Building & Safety Department is responsible for plan checking all building plans and inspecting all phases of construction to ensure the life, safety and health of residents, employees and others in the City as well as to ensure compliance with all building, electrical, plumbing, disabled access, energy and other applicable codes. National City uses the method adopted by most municipalities in setting building permit and plan check fees, basing fees on the adopted fee schedule and on construction valuation tables published periodically by the building officials' national organization. For this fee study, MAXIMUS worked with the City to utilize the NEXUS fee approach that does not rely upon the valuation tables to establish fee levels. The City adopted this approach. Findings The cost analysis of Construction Services fee -related services indicated that the average current fee levels are set lower than actual cost. The annual full actual cost of these services is approximately $152,000 greater than the current potential fee revenue, resulting in a City - provided "subsidy" (or general fund contribution) to fee -payers. This subsidy represents the potential new revenue the City could generate if it sets all fees at the full cost recovery level. The detailed "findings" of a NEXUS study are primarily represented in the detailed worksheets prepared in the analytical model. MAXIMUS provided the detailed models with all data and calculations to the City under separate cover. Appendix 1 of this report contains the December 6, 2004 Page 21 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT summarized results (potential fees) for the Construction Services Division. The following table shows the revenue impacts for these programs: FULL COST: Annual Cost of Fee Related Services CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) $ 720,000 $ 568,000 $ 720,000 $ 152,000 For most construction and development -related fees, MAXIMUS recommends setting fees at a 100% cost recovery level. Certain exceptions to this "rule" exist for fees the City wants to administer without discouraging compliance (e.g., water heater permits). The fee results and revenues identified in our summary findings (Appendix 1) present the full cost fee levels. Planning Services Fee Results Summary Description The Planning Department is responsible for assisting the community in planning for its future by preparing, compiling, and disseminating information on land use, housing, transportation, and other issues that affect the City; facilitating the public process through which plans and policies are adopted; processing development applications; making recommendations on long- range planning issues and specific development proposals; and conducting environmental review consistent with State Law. Findings The cost analysis of Planning fee -related services indicated that the average current fee levels are set lower than actual cost. The annual full actual cost of these services is approximately $253,000 greater than the current potential fee revenue, resulting in a City -provided "subsidy" (or general fund contribution) to fee -payers. This subsidy represents the potential new revenue the City could generate if it sets all fees at the full cost recovery level. The detailed "findings" of a MAXFEE study are primarily represented in the detailed worksheets and reports that the study produces. MAXIMUS provided the voluminous detail and background materials behind all of the calculations and analysis to the City under separate cover. Appendix 2 of this report contains the summarized results (potential fees) for Planning The following table shows the revenue impacts for these programs: FULL COST: Annual Cost of CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) Fee Related Services $ 489,000 $ 111,000 $ 634,000 $ 253,000 December 6, 2004 Page 22 of 27 MAXIMUS HELPING GOVERNMENT SERVE ME PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT For most Planning fees, MAXIMUS recommends setting fees at a 100% cost recovery level. Certain exceptions to this "rule" exist for fees the City wants to administer without discouraging compliance or where external factors (e.g., state statutes for duplication fees) dictate the fees. The fee results and revenues identified in our summary findings (Appendix 2) present the full cost fee levels. Fire Prevention Fee Results Summary Description The Fire Department conducts plan checks and inspections for fire -related systems, hazardous activities and materials, public facilities, and other services that are secondary or unrelated to the construction of new occupancies and structures in the city. MAXIMUS evaluated these services using the MAXFEE model. Findings The cost analysis of Fire Prevention fee -related services indicated that the average current fee levels are set lower than actual cost. The annual full actual cost of these services is approximately $36,000 greater than the current potential fee revenue, resulting in a City - provided "subsidy" (or general fund contribution) to fee -payers. This subsidy represents the potential new revenue the City could generate if it sets all fees at the full cost recovery level. As with the rest of the fee departments, the detailed "findings" of a MAXFEE study are primarily represented in the detailed worksheets prepared in the analytical model. MAXIMUS provided the detailed models with all data and calculations to the City under separate cover. The following table shows the revenue impacts for these programs: FULL COST: Annual Cost of Fee Related Services CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) $ 259,000 $ 85,000 $ 121,000 $ 36,000 MAXIMUS recommends setting Fire Prevention fees at a 100% cost recovery level. The City should evaluate, however, whether fees set at this level would discourage compliance and/or participation in programs that enhance public safety. The fee results and revenues identified in our summary findings (Appendix 3) present the full cost fee levels. December 6, 2004 Page 23 of 27 N[AXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City, California CITYWIDE FEE STUDY FINAL REPORT Engineering Fee Results Summary Description The Engineering Department reviews land development proposals, zoning matters and environmental studies to ensure compliance with City and State regulations. It also conducts inspections of construction activity and regulates various activities in the City that impact the local right-of-ways or infrastructure. Findings The cost analysis of Engineering's fee -related services indicated that the average current fee levels are set lower than actual cost. The annual full actual cost of these services is approximately $45,000 less than the current potential fee revenue, resulting in a City -under recovery of fees from payers. The detailed "findings" of a MAXFEE study are primarily represented in the detailed worksheets and reports that the study produces. MAXIMUS provided the voluminous detail and background materials behind all of the calculations and analysis to the City under separate cover. Appendix 4 of this report contains the summarized results (potential fees) for Land Development. The following table shows the revenue impacts for these programs: FULL COST: Annual Cost of Fee Related Services CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) $ 142,000 $ 31,000 $ 76,000 $ 45,000 For most engineering fees, MAXIMUS recommends setting fees at a 100% cost recovery level. Certain exceptions to this "rule" exist for fees the City wants to administer without discouraging compliance or where external factors dictate the fees. The fee results and revenues identified in our summary findings (Appendix 4) present the full cost fee levels. Police Fee Results Summary Description In addition to its patrol and commonly -known public safety functions, the Police Department provides a series of other services, including permit issuance for certain businesses, fingerprinting, alarm response, and review of planning applications for their impacts on public safety resources and infrastructure. Findings December 6, 2004 Page 24 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE* City of National City, California CITYWIDE FEE STUDY FINAL REPORT The cost analysis of Police Department fee -related services indicated that the average current fee levels are set higher than actual cost. The annual full actual cost of these services is approximately $15,000 lower than the current potential fee revenue, resulting in a City over recovery from fee payers. As with the rest of the fee departments, the detailed "findings" of a MAXFEE study are primarily represented in the detailed worksheets prepared in the analytical model. MAXIMUS provided the detailed models with all data and calculations to the City under separate cover. The following table shows the revenue impacts for these programs: FULL COST: Annual Cost of Fee Related Services CURRENT REVENUE: Annual Revenue at Current Fees POTENTIAL REVENUE: Annual Revenue at Recommended Fees POTENTIAL REVENUE GROWTH (@ Rec'd Fees) $ 113,000 $ 119,000 $ 106,000 $ (13,000) For most Police Department fees, MAXIMUS recommends setting fees at a 100% cost recovery level. Several exceptions to this exist for fees the City wants to administer without discouraging compliance or where other factors influence the City's desired fee levels. The fee results and revenues identified in our summary findings (Appendix 5) present the full cost fee levels. Parks & Recreation Recreation programs change virtually every calendar quarter. Even if a program with the same title is offered in consecutive quarters, the number of sessions or other important program components may vary. In this environment, it is not feasible to use historical or current service offerings as a basis of predicting future period costs. As a result, MAXIMUS did not use the traditional fee analysis methodology to evaluate these fees.. Instead, with the agreement of the Department Director MAXIMUS developed a unique model that will allow the department to determine the cost of any program to be offered, and update at the City's discretion. We provided this method (spreadsheet model) and detailed application instructions under separate cover. In summary, once the City Council sets the desired percentage of program cost to be recovered by fees, the departments can develop a pricing schedule for the upcoming season. In our experience, recreation programs are nearly always subsidized by tax dollars. Parents may be unable or reluctant to enroll their children in programs if fees were set at actual cost. Adults may pursue other recreational opportunities if city -sponsored programs were priced at actual cost. Apart from fees for non-residents, few communities set prices at cost. December 6, 2004 Page 25 of 27 N AXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City, California CITYWIDE FEE STUDY FINAL REPORT Other Results We developed models of the costs of the offices of Housing Inspection, City Manager, City Attorney, and City Clerk. City staff in other departments had noted that these departments dedicated direct labor efforts to the processing of certain types of permits for which the City charges fees. December 6, 2004 Page 26 of 27 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City, California CITYWIDE FEE STUDY FINAL REPORT CONCLUSION National City engaged MAXIMUS to determine the full cost of fee -related services provided to its citizens and businesses. MAXIMUS employed proven and objective methodologies to calculate the cost of the services, and we used our experience to help the City develop reasonable potential fees. In all departments and divisions studied, MAXIMUS identified an overall current subsidy provided by the City to the fee -payers as a whole, whereby the City was charging less than the full actual cost of providing the services. For specific/individual fees and services, on a unit - by -unit basis, the City overcharged for some and undercharged for others, but the net overall effect was an annual undercharge. The cost analysis conducted by MAXIMUS sought to rectify each instance and identify the actual cost to allow the City to align the fees with the costs more accurately. With the information gained from this study, City leaders are in a much better position to understand their costs and existing subsidy conditions. The City can use this information to make more informed decisions and set fees to meet the fiscal and policy goals and objectives of the City. December 6, 2004 Page 27 of 27 MAXIMUS HELPING GOVERNMENT SERVE TUE PEOPLE` City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 1: NEXUS COST RESULTS for BUILDING & SAFETY SERVICES FEES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City CITYWIDE FEE STUDY FINAL RESULTS Summary of Actual Cost / Revenue Impacts: Building Fee Category Actual Annual Cost I Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) New Construction $ 469,357 $ 402,258 $ (67,099) Misc. Items $ 197,841 $ 150,775 $ (47,066) MP&E's $ 53,243 $ 15,143 $ (38,100) Total Revenues: $ 720,441 $ 568,176 $ (152,265) Impact of Recommended Fees: Building Fee Category Potential Revenue at Recommended Fees Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) New Construction $ 469,357 $ 402,258 $ (67,099) Misc. Items $ 197,841 $ 150,775 $ (47,066) MP&E's $ 53,243 $ 15,143 $ (38,100) Total Revenues: $ 720,441 $ 568,176 $ (152,265) MAXIMUS, Inc. Appendix 1 - Page 1 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS Al IT U MPi Ts% MSC Class Occupancy Te yp Average Cost pe SF SF Standard Annual Quant Actual Unit Cost / Potential Fee Current Fee Per Unit Surplus 1 (Subsidy Actual Annual Cost 1 Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) A-1 Ttmater $ 2.425 1,000 - $ 2,425 S - 5 (2,425) $ - 5 - S - $ 0.926 5,000 $ 4,632 5 3 (4.632) $ - $ - $ $ 0.733 10,000 $ 7,328 $ - 5 (7,328) $ - $ - $ - E 0.495 20,000 $ 9,906 $ - 5 9,906 $ - $ - $ - $ 0.242 50,000 $ 12,095 $ - S (12,095) 5 - S - $ - 100,000 - $ 16,200 $ - $ (16,200) $ - $ - $ - A-2 Church S 1.799 1,000 1 $ 1,799 $ 1,100 $ (699) $ 1,799 $ 1,100 S (699) E 0.669 5,000 $ 3,344 $ - $ (3,344) $ - 5 - $ - $ 0.546 10,000 - $ 5,461 $ - $ (5,461) 9 $ - $ $ 0.395 20,000 - S 7,900 $ - $ (7,900) 5 - S - $ - $ 0.200 50,000 $ 9,990 $ - $ (9,990) $ - S - $ - S 0.138 100,000 $ 13,76D $ - $ (13,760) 5 - $ - $ A . 1 Auditorium $ 1.590 1.000 - $ 1,590 $ - $ (1,590) $ - $ - $ - E 0.590 5,000 $ 2,951 $ - $ (2,951) $ - $ - $ - $ 0.483 10,000 S 4,826 $ - 5 (4,826) $ - $ • 5 - $ 0.350 20,000 - 5 7,006 $ - $ (7,006) 5 - $ • S - $ 0.177 50,000 - $ 8,870 $ - $ - $ - S - $ 0.122 100,000 $ (12,230) $ - $ 5 A.I Restaurant 5 1.923 1,000 5 1,923 $ - 3 (1,923) $ - 5 • $ - $ 0.711 5,000 1 $ 3,554 5 2,671 $ (883) $ 3,554 5 2,671 $ (883) $ 0.584 10,000 5,842 S - 5 (5,842) $ - $ - $ - $ 0.428 20,000 $ 8,568 $ - 5 (8,568) 5 $ - $ - 5 0.218 50,000 - $ 10,905 $ - $ (10,905) $ - $ - $ - $ 0.151 100,000 $ 15,090 t $ - $ - $ - Restaurant Tenant Improvements 5 5204 200 $ 1,041 $ - $ (1,041) 5 - $ - 5 5 1.918 1,000 6 $ 1,918 5 608 $ (1,310) $ 11,505 $ 3,648 $ (7,857) $ 1.582 2,000 6 $ 3,163 EtZIEMEMMO $ 18,979 $ 5,988 5 (12,991) $ 1.168 - 4,000 $ 4,672 S - S (4,672) $ - $ - 5 $ 0.597 10,000 5 5,966 5 5 (5.966) $ - $ $ - 5 0.083 100,000 - 5 8,280 $ - $ (8,280) $ - $ - $ - A-3 Small Assembly Buildings b 2.849 500 S (1,424) S - 3 - $ - $ 1.068 2,500 - 5 2,671 9 - $ (2,671) $ - 5 • $ $ 0.864 5.000 5 4,318 $ - $ (4,318) $ - $ - $ $ 0.612 10,000 $ (6,117) $ - $ - S - $ 0.306 25,000 5 7,653 $ - $ (7,653) $ - $ - S S 0.209 50,000 - $ 10,455 $ - $ (10,455) $ $ - $ - B Banks $ 1.672 1,000 - S 1,672 $ - $ - $ - $ - $ 0.618 5,000 5 3,090 9 - $ (3,090) $ - $ - $ - 5 0.508 10,000 - 5 5,080 $ $ (5,080) $ - $ - $ - $ 0.373 20,000 - $ 7,450 $ - $ (7,450 $ - $ • $ - $ 0.190 50,000 $ 9,480 S - $ (9,480) $ - $ - 5 - $ 0.131 100,000 - 5 13,120 $ - $ (13,120) $ - $ - $ - B Laundromat $ 1.672 50D - $ 836 $ - $ (836) $ - $ - $ - $ 0.618 2,500 $ 1,545 S - $ - $ - $ - $ 0.508 5,000 - $ 2,540 S - 5 (2,540) $ - $ - 5 - $ 0.373 10,000 - $ 3,725 $ - 5 (3,725) $ - $ - $ - $ 0.190 25,000 - $ 4,740 t 5 (4,740) $ - $ - $ $ 0.131 50,000 - $ 6,560 $ - $ (6,580) 5 - $ - 3 - B Medical Office $ 2.488 1,000 $ 2,488 $ - $ (2,488) 5 - $ - $ - $ 0.940 5,000 $ 4,699 $ - $ (4,699) $ - $ - $ $ 0.753 10,000 5 7,533 $ - $ - $ 0.524 20,000 - $ 10,484 $ - 5 (10,484) $ - $ - $ $ 0260 50,000 - $ 13,000 $ $ (13,000)�5� $ - $ - $ - $ 0.176 100,000 ��� 111111.11®" $ - =8M ij•$t ®''- $ - $ - $ B Offices $ 2.095 1,000 $ - $ - $ - S 0.787 5,000 1 5 3,937 $ 1,824 $ (2,113) $ 3,937 $ 1,824 $ (2,113) $ 0,635 10,000 $ 6,350 $ - $ (6,350) $ - $ - $ S 0.448 20,000 EMEMEIIIIIIIMMItMEIMI $ - $ - $ - $ 0.224 50,000 $ 11,175 $ - $ (11,175) $ - $ - $ - $ 0.152 100,000 - $ 15,240 $ - $ (15,240) $ - $ - $ B Office Tenant Improvements $ 2.186 250 1 $ 546 $ 587 $ 41 $ 546 5 587 $ 41 $ 0.628 1,250 5 S 1,035 $ 584 $ (451) $ 5,174 $ 2,920 $ (2,254) 5 0.662 2,500 4 $ 1,654 $ 942 $ (712) $ 6,615 $ 3,768 $ (2,847) $ 0.457 5,000 2 $ 2,286 $ 2,308 $ 22 $ 4,572 $ 4,616 $ 44 $ 0.226 12,500 $ - $ (2,824) $ - S - $ - $ 0.153 25,000 2 $ 3,820 5 5,879 $ 2,059 $ 7,640 $ 11,758 $ 4,118 MAXIMUS, Inc Appendix 1 - Page 2 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS & SAF�Z,.' STD UBC Class E- E-2 E-3 F-1 Occupancy Type High Rise Office Building High Rise Condo Building Preschool / School Preschool / School Daycare Woodworking / Industnal / Menufadu F-2 Steel Production/Fabrication H-2 Moderate Explosion Hazard H•3 High Fire Hazard H-4 Repair Garage H-7 Health Hazard Materials Average Cost pe SF SF Stands Actual Unit Cost / Per Unit Annual Potential Current Surplus / Quantity Fee Fee (Subsidy) 1.378 5,000 $ 6,891 $ $ 0.511 $ 0.419 $ 0.305 $ 0.155 $ 0.107 $ 1.378 $ 0.511 $ 0.419 S 0.305 $ 0.155 $ 0.107 $ 2.053 $ 0.770 S 0.622 $ 0.440 $ D.220 $ 0.150 $ 2.794 $ 1.050 0.847 0.597 0.298 0.203 2.515 0.947 0.762 0.535 0266 0.181 1.338 0.494 0.406 0298 $ 0.152 $ 0.105 5 1.348 $ 0.495 $ 0.410 $ 0.305 $ 0.156 S 0.109 5 2.231 $ 0.829 $ 0.677 5 0.491 $ 0.248 $ 0.171 S 2.371 $ 0.881 $ 0.720 $ 0.522 $ 0.264 $ 0.182 $ 2.056 $ 0.761 S 0.624 $ 0.456 $ 0.232 $ 0.160 $ 3.246 0.983 0.688 0.342 25,000 50,000 100,000 250,000 500,000 5,000 25,000 50,000 100,000 250,000 500,000 500 2,500 5,000 10,000 25,000 50,000 300 1,500 15,000 30,000 300 1,500 3,000 6,000 15,000 30,000 1.500 7.500 15,000 30,000 75,000 150,000 2,000 20,000 40,000 100,000 200,000 600 3,000 6,000 12,000 30,000 3,000 6,000 12,000 30,000 60,000 600 6,000 12,000 30,000 60,000 300 1,500 3,000 15,000 $ S $ 5 $ $ S S $ 12,763 $ 20,925 $ 30,540 $ 38,775 $ 53,550 $ 6,891 $ 12,763 $ 20,925 $ 30,540 $ 38,775 S 53,550 s 1,027 $ 1,926 $ 3,112 $ 4,401 $ 5,503 $ 7,515 S 838 $ 1,575 5 4,470 $ 6,096 $ 755 5 1,420 $ 2,286 $ 3,209 $ 3,996 5 5,439 $ 2,006 $ 3,708 $ 6,096 $ 8,940 $ 11,378 $ 15,750 $ 2,696 8,196 12,184 15,610 21,700 1,339 2,487 4,064 5,888 7,449 $ 10,266 $ 2,642 $ 4,318 $ 6,260 $ 7,923 $ 10,920 $ 1,233 $ 9,618 $ 974 $ (6,891) 5 (12,763) $ (20,925) $ (30,540) $ (38,775) 5 (53,550) $ (6,891) $ (12,763) $ (20,925) $ (30,540) $ (38,775) $ (53,550) (1,027) $ (1,926) 5 (3,112) 5 (4,401) $ (5,503) $ (7,515) $ (838) $ (1,575) $ (2,540) $ (3,581) $ (4,470) $ (6,096) $ (755) $ (1,420) $ (2,286) S (3,209) $ (3,996) $ (5,439) $ (2,006) $ (3,708) $ (6,096) S (8,940) $ (11,378) $ (15,750) 5 (2,696) $ (4,953) $ (8,196) $ (5,315) $ (15,610) $ (21,700) $ (1,339 $ (2,467) 5 (4,064) $ (5,888) $ (7,449) 5 (10,266) $ (1,422) $ (2,642) $ (4,318) 5 (6,260) $ (7,923) $ (10,920) 5 (1,233) $ (2,283) $ (3,746) $ (5,477) $ (6,960) $ (9,618) $ (974) $ (1,835) $ (2,949) $ (4,127) $ (5,132) 0.233 30,000 $ 6,978 $ $ (6,978 IUE MPAPT$M4 ' 4i `'c- Actual Annual Cost/Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) $ - $ - $ S $ $ $ - $ • $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ • $ - $ $ - $ - $ $ - $ - $ - $ - 5 - $ $ $ - $ $ - $ - $ • E $ S $ - $ - $ $ - $ - $ $ $ - 5 • 5 - 5 - $ $ $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ a - $ - $ - E $ - $ 5 - $ - $ $ $ - 5 - $ - $ - $ S $ - $ 5 - $ - $ $ - $ - $ $ - $ - $ 5 • $ - $ $ - $ • $ S - 5 - $ $ - $ - $ - $ - $ - 5 - $ - $ - $ 5 - $ - $ $ - $ - E - $ - $ $ $ 12,184 $ 6,869 $ (5,315) $ - $ - $ - 5 • $ - $ $ - $ - $ 5 - $ - $ $ - $ - 5 - $ - $ - $ $ • $ - $ - $ $ S - $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ • $ 5 - $ - 5 - a $ - S - $ - $ - $ $ $ - $ - $ - $ - $ - $ - $ $ $ •$ - $ $ $ S $ S $ $ - S - $ a - $ - 5 a - $ a $ - $ - $ MAXIMUS, Inc Appendix 1 - Page 3 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS SA ,TRU 1JNI qPDATA. IJBC Class 1-1.2 Occupancy Type Health Care Centers Average Cost per SF S 1.884 3 0.703 $ 0.572 SF Standard 1,0DD 5,000 10,00D Annual Quantity Actual Unit Cost / Potential Fee $ 1,884 $ 3,514 $ 5,715 S $ $ Current Fee Per Unit Surplus / (Subsidy) $ (1,884) $ (3,514) $ (5,715) S 0.410 $ 0,207 20,000 50,000 8,202 $ 10,330 $ $ (8,202) $ (10,330) $ 0.142 100,000 $ 14,180 5 (14,180) 1-2 Nursing Home / Assisted Living 1 $ 2.095 1,000 2,095 $ (2,095) 5 0.787 0.635 5,000 10,000 3 3,937 $ 6,350 S $ (3,937) $ (6,350) $ 0.448 20,000 $ 8,952 $ (8,952) 3 0.224 $ 0.152 50,000 100,000 $ 11,175 5 15,240 S $ (11,175) $ (15,240) M Stores (Retail) 1.759 1,000 $ 1,759 $ $ (1,759) $ 0.658 5,000 $ 3,289 $ (3,289) $ 0,533 0.380 10,000 20,000 S 5,334 $ 7,606 $ 3,390 5 6,205 S (1,944) $ (1,401) E 0.191 50,000 $ 9,550 $ $ (9,550) $ 0.131 100,000 5 13,080 $ $ (13,080) M Market 2 095 500 $ 1,048 $ $ (1,048) $ 0.787 2,500 1,968 $ (1,968) a 0.635 $ 0.448 $ 0.224 5,000 10,000 25,000 $ 3,175 $ 4,476 $ 5,588 $ $ $ $ (3,175) 5 (4,476) $ (5,588) $ 0152 50,000 $ 7,620 $ $ (7,620) M Retail Tenant Improvements $ 1280 $ 0.475 500 2,500 2 2 $ 640 $ 1,187 $ 611 $ 1,097 5 (29) $ (90) $ 0.389 $ 0.282 S 0.143 5,000 10,000 25,000 4 $ 1,943 $ 2.824 $ 3,580 $ $ 1,873 $ 2,199 $ (1,943) S (951) $ (1,381) S 0.099 50,000 $ 4,940 $ (4,940) R-1 Apartment Bldg 6 1.693 S 0.625 1,000 5,000 $ 1.693 $ 3,125 $ 4,485 $ (1,893) 1,360 S 0.514 10,000 4 $ 5,143 $ 7,601 2,458 3 0.376 0.193 20,000 50,000 S 7,562 $ 9,635 $ a $ (7,562) $ (9,635) 3 0.133 100,000 $ 13,340 $ $ (13,340) R-1 Apartment Bldg - Repeat Unit $ 1.185 $ 0.422 $ 0.362 1,000 5,000 10,000 7 7 $ 1,185 $ 2,109 $ 3,619 5 3,279 $ 4,140 $ (1,185) $ 1,170 $ 521 $ 0.288 $ 0.152 $ 0.108 20.000 50,000 100,000 $ 5,758 $ 7,600 $ 10,800 $ (5,758) $ (7,600) $ (10,800) R-1 Hotels & Motels S 1.734 1,000 $ 1.734 $ (1,734) $ 0.639 5,000 5 3,195 $ (3,195 $ 0.527 10,000 $ 5,270 $ (5,270) $ 0.389 0.199 0.138 20,000 50,000 100,000 $ 7,784 $ 9,940 $ 13,790 $ $ $ (7,784) $ (9,940) $ (13,79D) R-3 Dwellings - Custom, Models, $ 1.312 1,500 11 1,968 1,470 $ (498) $ 0.914 2,500 9 $ 2,286 b 2,015 $ (271) $ 0.667 4,000 $ 2,667 3 2,886 $ 219 $ 0.584 5,000 $ 2,921 $ 3,193 S 272 $ 0.508 7,500 3,610 $ $ (3,810) S 0.508 10,000 S 5,060 $ $ (5,080) R-3 Dwellings - Production Phase $ 0.974 1,500 28 1,460 $ 1,121 $ (339) $ 0.686 $ 0.508 2,500 4,000 63 $ 1,714 $ 2,032 $ 1,413 (301) $ (2,032) $ 0.445 $ 0.339 $ 0.330 5.000 7,500 10,000 S 2,223 $ 2,540 $ 3,302 3 $ (2,223) $ (2,540) $ (3,302) R-3 Alternate Materials $ 1.651 $ 1.118 0.794 1,500 2,500 4,000 $ 2,476 $ 2,794 $ 3,175 S $ 1,946 $ (2,476) $ (848) $ (3,175) 3 0.686 5,000 $ 3,429 $ (3,429) 5 0.576 $ 0.559 7,500 10,000 S 4,318 $ 5,588 $ $ (4,318) $ (5,588) ,.-,'. , '{)t)RE NUE"tIIVIRAC.,T Mzaa ' Actual Annual Cost / Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) $ - $ - S $ - 3 - $ $• $ - $ $ - $ • $ - $ - $ - $ $ $ - $ $ - $ • a - $ $ - $ $ - $ - $ $ • 5 • $ $ - $ - $ - $ - $ - s - a $ - $ $ - a - $ - $ 5,334 $ 3,390 $ (1,944) $ 7,606 $ 6205 $ (1,401) $ $ - $ - S - $ - $ 5 - $ - $ - $ - $ - $ $ - $ - $ - S - $ - $ a - $ - $ $ - $ - $ - $ 1,280 $ 1,222 $ (58) $ 2.375 5 2.194 $ (181) $ - $ - $ $ 11,296 $ 7,492 $ (3,804) 5 3,580 3 2,199 $ (1.3131) S - $ 5 $ - $ - $ - $ 3,125 S 4,485 $ 1,360 5 20,572 5 30,404 $ 9,832 $ - $ - $ - $ - $ - $ $ - 5 - $ $ - $ - 3 - $ 14,763 $ 22,953 $ 8,190 $ 25,333 $ 28,960 $ 3,647 $ - $ - $ - $ - $ - $ - $ - $ $ - $ - 3 $ - $ - $ - $ - $ - $ - $ - $ - $ $ $ $ - $ - $ - $ - 5 21,651 $ 16,170 5 (5,481) $ 20,572 $ 18,135 S (2,437) $ 2,667 $ 2,886 3 219 $ 2,921 5 3,193 $ 272 $ - 3 $ - $ - $ - $ $ 40,891 $ 31,388 5 (9,503) $ 107,998 $ 89,019 $ (18,979) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ $ $ - $ 2,794 $ 1,946 $ (848) a - $ - $ - $ - $ - $ $ - $ - $ - $ - $ - $ - MAXIMUS, Inc. Appendix 1 - Page 4 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS IST ( STSiii` ,4t.t,^! I.+ uec Class R - 2.1, Occupancy Type Group Care, Non-Amb. (6+) Average Cost per SF $ 1923 SF Standard 1,000 Annual Quantity Actual Unit Cost Potential Fee $ 1,923 $ Current Fee Per Unit Surplus / (Subsidy) $ (1,923) 3 0,711 5,000 $ 3,554 $ (3,554) 5 0.584 10,000 S 5,842 $ $ (5,842) $ 0.428 20,000 S 6,568 $ $ (8,568) $ 0.218 S 0.151 50,000 100,000 $ 10,905 $ 15,090 E S $ (10,905) $ (15,090) R-2.2 & Group Care, Ambulatory (6+) $ 1.839 1,000 $ 1,839 S (1,839) $ 0.680 $ 0.559 5,000 10,000 $ 3,399 $ 5,588 $ 6,500 $ (3,399) $ 912 $ 0.410 20,000 $ 8,196 $ (8,196) 5 0.209 50,000 $ 10,430 $ (10,430) $ 0.144 100,000 5 14,430 3 (14,430) R-2.1.1 Group Care, Non-Amb. (1-5) S 1.911 700 E 1,338 $ $ (1,338) 0.706 3,500 $ 2,472 $ $ (2,472) $ 0.581 7,000 $ 4,064 $ (4,064) $ 0.428 14,000 $ 5,960 $ $ (5,960) $ 0.217 35,000 $ 7.585 $ (7,585) $ 0.150 70,000 $ 10,50D S $ (10,500) R-2.2.1 Group Care, Ambulatory. (1-5) $ 1.792 700 S 1,254 $ 5 (1,254) $ 0.662 3,500 $ 2,318 5 $ (2,318) $ 0.544 $ 0.399 7,000 $ 3,809 $ (3,809) $ 0.203 14,000 35,000 $ 5,587 $ 7,112 $ $ (5,587) $ (7,112) $ 0.141 70,000 $ 9,842 $ (9,842) S-1 Mini Storage S 1.463 S 0.539 1,000 5,000 $ 1,463 $ 2,697 S $ $ (1,463) $ (2,697) $ 0.445 10,000 $ 4.445 $ $ (4,445) S 0.328 20,000 $ 6,554 $ 4,610 $ (1,944) $ 0.167 50,000 $ 8,365 $ 5 (8,365) $ 0.116 100,000 S 11,600 $ $ (11,600) S-2 Low Hazard Storage 5 1275 1,000 1,275 $ S (1,275) E 0.471 5,000 $ 2,353 $ (2,353) 3 0.387 10,000 $ 3,873 S $ (3,873) $ 0.285 $ 0.145 $ 0.101 20,000 1 $ 5,698 $ 8,800 S 3,102 50,000 100,000 $ 7,265 $ 10,060 S 3 (7,265) $ (10,060) S-3 S-3 Repair Garage Motor Vehicle Fuel Dispensing $ 2.006 500 $ 1,003 $ $ (1,003) $ 0.742 2,500 $ 1,854 $ (1,854) $ 0.610 5,000 1 $ 3,048 $ 1,923 $ (1,125) 5 0.447 10,000 S 4,470 $ $ (4,470) $ 0.228 $ 0.158 25,000 $ 5,690 S $ (5,690) $ 1.608 50,000 1,000 $ 7,875 $ 1,608 5 5 (7,875) $ (1,608) 3 0.591 5,000 S 2,956 $ (2,956) $ 0.489 S 0.363 10,000 $ 4,889 $ (4,889) 20,000 $ 7,260 $ $ (7,260) $ 0.186 0.129 50,000 100,000 $ 9,295 3 $ (9,295) $ 12,920 $ (12,920) S-4 Open Parking Garage (detached) $ 2.469 $ 0.924 $ 0.749 $ 0.533 0.268 1,000 $ 2,469 3 (2,469) 5,000 10,000 20.000 50,000 $ 4,618 $ 7,486 $ 10,668 $ 13,385 S $ $ (4,618) $ (7,486) $ (10,668) $ (13,385) $ 0.183 100,000 S 18.33D $ $ (18,330) Lab R&D $ 2.260 $ 0.843 1,000 5,000 $ 2,260 $ S (2,260) $ 4,216 $ $ (4,216) $ 0.686 $ 0.492 0.248 10,000 20,000 50,000 $ 6,857 $ 9,842 $ 12,395 $ $ $ $ (6,857) $ (9,842) $ (12,395) $ 0.170 100,000 $ 17,020 $ (17,020) Actual Annual Cost! Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) $ - $ - $ - $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ a - S - $ - S - $ - $ - S $ - $ - $ 5,588 $ 6.500 $ 912 $ - $ - $ $ - $ - $ $ $ $ $ - $ - $ - $ - S • $ - $ • $ - $ $ - $ $ - S S - $ - $ - $ - $ $ - $ - S $ - $ $ - S - S - $ - $ - $ - $ - $ - $ - $ $ • $ - $ $ - $ - $ - $ $ - 5 - $ - $ - $ $ 6,554 $ 4,610 $ (1,944) $ - $ $ $ - $ • $ $ - $ - $ $ - $ - $ - $ - 3 - $ S 5,698 $ 8,800 $ 3,102 $ - $ - $ $ $ - $ - $ - 5 - S $ • $ - $ $ 3,048 $ 1,923 $ (1,125) S $ - $ $ • $ $ " $ - $ - $ - S $ - $ $ - $ - $ $ • $ - $ " $ S - $ $ • I - $ $ $ - $ $ - $ - 5 - $ $ • $ $ • $ - $ ' 5 10,668 $ - $ (10,668) $ $ $ S - 5 - $ $ - $ $ $ - $ - $ $ - $ - $ $ - $ - $ " $ - $ $ $ - $ • $ MAXIMUS, Inc Appendix 1 - Page 5 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS L:JEY UBC Class Occupancy Type Other Tenant Improvements SHELL BUILDINGS Average Cost per SF S 1.361 SF Standard 1,000 Annual Quantity Actual Unit Cost / Potential Fee $ 1,381 Current Fee $ 508 Per Unit Surplus / (Subsidy) S (873) $ 0.514 $ 0.419 $ 0.302 $ 0.152 5,000 10,000 20,000 50,000 4 2 E 2,572 $ 4,191 $ 6;038 $ 7,620 $ 1,626 $ 2,893 $ 4,705 $ $ (946) S (1,498) $ (1,333) $ (7,620) 0.105 100,000 3 10,480 $ $ (10,48D) - All Shell Buildings $ 1.676 1,0D0 1 $ 1,676 S 1,300 $ (376) $ 0.630 5,000 5 $ 3,150 $ 2,800 $ (350) $ 0.506 10,000 1 $ 5,080 $ 4,000 $ (1,050) $ 0.358 20,000 1 $ 7,162 $ 6,500 S (662) $ 0.179 50,000 1 $ 8,940 $ 17,500 $ 8,560 $ 0.122 100,000 - $ 12,190 $ - $ (12,190) UE;1NIP.ACI;S" Actual Annual Cost / Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) S 1,381 $ 508 $ (873) $ 10,286 $ 6,504 3 (3,782) $ 4,191 $ 2,693 $ (1,498) $ 12,076 $ 9,410 $ (2,666) $ - $ - $ - $ - $ - $ $ 1,676 $ 1,300 $ (376) 3 15,748 $ 14,000 $ (1,748) $ 5,080 $ 4,000 $ (1,080) $ 7,162 $ 6,500 3 (662) $ 6,940. $ 17,500 $ 8,560 $ - $ - $ - Total Revenues: $ 469,357 $ 402,258 $ (67,099) MAXIMUS, Inc Appendix 1 - Page 6 of 23 12/6/2004 City Of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS eA;1-9,VA" '1144-AtiiitieMPIt40141$4EMAMAPESOEINXNONSTRumictieSA.,:;,,M NraiL,REPQNWNPEP,FEPAIWIP UBC Class A-1 Theater Occupancy Type SF Standard 1,000 Current F. Recommend ed Fees (based on % recovery) $ 2,425 Recovery 100% Per Unit Surplus / (Subsidy) $ (2,425) 5,000 $ 4,632 100% $ (4,632) 10,000 $ 7,328 100% $ (7,328) 20,000 $ 9,906 100% $ (9,906) 50,000 $ 12,095 100% $ (12,095) 100,000 $ 16,200 10D% $ (16,200) A-2 A-2.1 A-2.1 Church Auditorium Restaurant 1,000 5,000 1,100 $ 1,799 $ 3,344 100% 100% $ (699) 5 (3,344) 10,000 20,000 50,000 $ 5,461 7,900 $ 9,990 100% 100% 100% $ (5,46)) $ (7,900) (9,990) 100,000 1,000 $ 13,760 $ 1,590 100% 100% $ (13,760) $ (1,590) 5,000 $ ; 2,951 100% S (2,951) 10,000 4,626 100% $ (4,826) 20,000 50,000 $ 7,006 $ 8,870 100% 100% $ (7,006) (8,870) 100,000 1,000 5,000 2671 $ 12,230 1,923 $ 3,554 100% 100% 100% (12,230) $ (1,923) (883) 10,000 20,000 50,000 100,000 $ 5,842 $ 8,568 $ 10,905 $ 15,090 100% 100% 100% 100% $ (5,842) $ (8,568) $ (10,905) $ (15,090) A-3 Restaurant Tenant Improvements Small Assembly Buildings Banks 200 1,041 100% $ (1,041) 1,000 2,000 608 998 1,918 $ 3,163 100% 100% $ (1,310) S (2,165) 4,000 $ 4,672 100% $ (4,672) 10,000 5,966 100% $ (5,966) 100,000 500 $ 8,280 1,424 100% 100% $ (8,280) $ (1,424) 2,500 5,000 $ 2,671 $ 4,318 100% 100% $ (2,671) $ (4,318) 10,000 25,000 6,117 7,653 100% 100% $ (6,117) 5 (7,653) 50,000 1,000 $ 10,455 $ 1,672 100% 100% $ (10,455) $ (1,672) 5,000 3,090 100% $ (3,090) 10,000 20,000 $ 5,080 100% $ (5,080) 50,000 100,000 S. 7,450 $ 9,480 $• 13,120 100% 100% 100% $ (7,450) $ (9,480) $ (13,120) B B Laundromat Medical Office 500 $ 836 100% $ (836) 2,500 5,000 1,545 2,540 100% 100% $ (1,545) $ (2,540) 10,000 25,000 50,000 1,000 $ 3,725 $ ' 4,740 6,560 $ 2,488 100% 100% 100% 100% $ (3,725) S (4,740) $ (6,560) $ (2,4815) 5,000 10,000 20,000 4,699 100% $ (4,699) 7,533 100% $ (7,533) $ 10,484 100% $ (10,484) 50,000 100,000 $ 13,000 100% $ (13,000) $ 17,630 100% (17,630) B Offices Office Tenant Improvements 1,000 5,000 10,000 1,824 $ 2,095 $ 3,937 100% 100% $ (2,095) $ (2,113) $ 6,350 100% $ (6,350) 20,000 50,000 100,000 250 1,250 2,500 5,000 12,500 25,000 587 584 942 2,308 $ 8,952 $ 11,175 $ 15,240 $ 546 $ 1,035 $ 1,654 $ 2,286 2,824 100% 100% 100% 100% 100% $ (8,952) $ (11,175) $ (15,240) $ 41 (451) 100% 100% 100°A (712) 22 $ (2,824) 5,879 $ 3,820 100% $ 2,059 ' *3194,1 g40-0-4*-?, vgliwKWOMAYAME Potential Revenue at Rec'd Fees Annual Revenue at Current Fee Annual Revenue Surplus! (Subsidy) $ S - $ S - $ - $ - a • $ - - a - S - $ S - $ • $ - a • $ - $ - $ 1,799 $ 1,100 $ (899) $ - $ - 5 $ - S - $ - $ • $ - $ . $ - $ - 3 - $ - $ • S - $ - $ - $ - $ - - $ - $ - $ - S - $ - $ - $ - a - $ - $ - a - $ - a $ - 5 • $ - a 3,554 $ 2,671 $ (883) $ - $ - S • $ - $ - 5 - $ - - $ - $ - 5 - $ - $ - $ - $ - $ 11.505 $ 3,648 $ (7,857) $ 18 979 5,988 $ (12,991) $ - $ - $ $ - $ • $ - $ - $ - $ - $ - $ - $ • $ - 5 - $ - 3 - 5 - $ . $ - $ - $ - $ - $ - $ - $ - $ - $ - 5 - $ - $ - $ - $ - $ - $ - $ - $ - $ • $ - $ - $ - $ - $ ' $ - $ - $ _ $ • $ - $ $ - $ - $ . $ - S • $ . $ - $ - $ . $ - $ - $ . $ - $ - $ . $ - - $ - $ - $ - $ - $ - - $ - $ - $ - $ - $ - $ - 5 - $ - 3 - $ - 3 - $ - $ 3,937 $ 1,824 $ (2,113) 3 - 5 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 546 $ 587 $ 41 $ 5,174 $ 2,920 $ (2,254) 3 6,615 $ 3 768 $ (2,847) $ 4,572 4616 $ 44 $ - $ - $ - $ 7,640 $ 11 758 $ 4,118 MAXIMUS, Inc. Appendix 1 - Page 7 of 23 12/6/2004 City Of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS 11LMc1 S-„WSEMI O NE t t0: 5X ;1,,,x:fRECOMMENDEDFEE, use Class B Occupancy Type High Rise Ofce Building SF Standard 5,000 Current Fee Recommend ed Fees (based on °% recovery) $ 6,891 Recovery 100% Per Unit Surplus I (Subsidy) $ (6,891) 25,000 $ 12,763 100% $ (12,763) 50,000 $ 20,925 100o/u $ (20,925) 100,000 250,000 $ 30,540 $ 38,775 100% 100% $ (30,540) $ (36,775) 500.000 $ . 53,550 100% S (53,550) B High Rise Condo Building 5,000 $ 6,891 100% $ (6,891) 25,000 $ :: 12,763 100% $ (12,763) 50,000 $ 20,925 100% S (20,925) 100,000 $ 30,540 100% $ (30,540) 250,000 $ 38,775 100% $ (38,775) 500,000 $ 53,550 100% $ (53,550) E-1 Preschool / School 500 $ 1,027 100% 5 (1,027) 2,500 $ 1,926 100% $ (1,926) 5,000 $ 3,112 100% $ (3,112) 10,000 $ 4,401 100% $ (4,401) 25,000 $ 5,503 100% $ (5,503) 50,000 ';. 7,515 100% $ (7,515) E-2 Preschool I School 300 $ 838 100% (838) 1,500 1,575 100% $ (1,575) 3,000 6,000 $ 2,540 3,581 100% 100% 5 (2,540) $ (3,581) 15,000 $ 4,470 100% $ (4,470) 30,000 • 6,096 • 100% $ (6,096) E-3 F-1 F-2 Daycare Woodworking / Industrial / Manu(actu Steel Production/Fabrication 300 755 100% $ (755) 1,500 $ 1,420 100% $ (1,420) 3,000 2,286 100% $ (2286) 6,000 $ 3,209 100% 3 (3,209) 15,000 $ 3,996 100% 3 (3,996) 30,000 1,500 5,439 $ 2,006 100% 100% $ (5,439) $ (2,006) 7.500 $ 3,708 100% $ (3,708) 15,000 $ 6,096 100% $ (6,096) 30,000 8,940 100% $ (8,940) 75,000 $ 11,378. 100% $ (11,378) 150,000 2,000 $ 15,750 $ -.:- 2,696 100% 100% 5 (15,750) 5 (2.698) 10,000 20,000 40,000 6,869 4,953 $ 8,196 $;*.:12,184. 100% 100% 100% $ (4,953) $ (8,198) $ (5,315) 100,000 $ 15,610 100% $ (15,610) 200,000 $ :.21,700 '100% $ (21,700) H-2 H-3 Moderate Explosion Hazard High Fire Hazard 800 1,339 s; 100% $ (1,339) 3,000 6,000 2,487 4,064 4,064 100% 100% $ (2,487) $ (4,064) 12,000 $ :>:. 5,888 100% $ (5,888) 30,000 60,000 600 $ 7,449 $ 10,266 $ 1,422. 100% 100% 100M0 5 (7,449) $ (10,266) $ (1,422) 3,000 6,000 $ '9:: 2,642 100% 100% $ (2,642) $ (4,318) 12,000 $ 6,260 100% $ (6,260) 30,000 $ ;;7,923 100% $ (7,923) 60,000 $ 10,920 100% $ (10,920) H-4 H-7 Repair Garage Health Hazard Materials 600 $ 1,233 100% S (1,233) 3,000 $ 2,283 100% $ (2,283) 6,000 3,746 100% $ (3,746) 12,000 30,000 5,477 6,960 100% 100% $ (5,477) $ (6,960) 60,000 300 $ 9,618 $ 974 100% 100% $ (9,618) S (974) 1,500 1,835 100% $ (1,835) 3,000 2,949 100% $ (2,949) 6,300 15,000 $ S_`.',. 4,127 $ 5,132 100% 100% $ (4,127) $ (5,132) 30,000 $ 6,978 100% $ (6,978) ds^s'+,`rN.,ai'FYTn3�ir2,K^l> zt!,._,'. Potential Revenue at Reed Fees Annual Revenue at Current Fee Annual Revenue Surplus! (Subsidy) $ - $ - $ - $ - $ - $ $ $ - $ - $ - $ - $ - 5 - $ - $ - 5 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ $ - $ - $ - $ $ I - $ - $ - $ - S - $ - 3 - $ - $ - $ - $ • $ - $ - $ - $ $ - $ - $ $ - $ - $ S - $ - $ - $ - $ - $ 5 - 3 - $ - $ $ - $ - $ - $ - $ $ - $ - $ $ - 5 - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 5 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ - S - $ - $ - $ - $ - $ - $ - $ $ 12,184 5 6,869 $ (5,315) $ • $ • $ - $ - $ • $ - $ - $ - $ - 5 - 5 - $ - $ •$ - $ - $ - $ - $ $ - $ - $ $ • $ - $ $ - $ • $ - $ - $ - $ - $ - $ $ $ - $ - $ $ - $ - $ - $ $ - $ - $ $ - $ $ - $ - $ - $ •$ •$ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ 5 - $ - $ - $ - $ $ - $ - $ - $ • $ - $ - $ $ - S - 5 - MAXIMUS, Inc Appendix 1 - Page 8 of 23 12/6/2004 City Of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS UBC Class 1-1.2 1-2 M M M R-1 R-1 R-1 R-3 Occupancy Type Health Care Centers Nursing Home / Assisted Living / Stores (Retail) Market Retail Tenant Improvements Apartment Bldg Apartment Bldg - Repeat Unit Hotels & Motels Dwellings - Custom, Models, 880t)P: 8lAf �.5i SF Standard 1,000 5,000 10,000 20,000 50,000 100,000 1,000 5,000 Current Fee Q,N, Ti 00 Mg; ; y,REG0MMENDE©;£$, Recommend ed Fees (based on % recovery) $ 1,884 $ 3,514 $ 5,715 $ 8,202 $ - 10,330 $ 14,180 $ 2,095 s/e Recovery 100% 100% 100% 100% 100% 100% 100% Per Unit Surplus / (Subsidy) $ (1,884) $ (3,514) $ (5,715) $ (8,202) $ (10,330) S (14,180) $ (2,095) $ 3,937 100% $ (3,937) 10,000 20,000 $ :: 6,350 $ 8,952 100% 100% $ (6,350) $ (8,952) 50,000 100,000 1,000 $ 11,175 100% $ (11,175) $ : 15,240 $ 1,759 100% 100% $ (15,240) $ (1,759) 5,000 10,000 $ 3,289 100% $ (3,289) 3,390 $ 5,334 100% $ (1,944) 20,000 50,000 100,000 6,205 $ 7,606 $ : -: 9,550 100% 100% 3 (1,401) $ (9,550) 500 2,500 5,000 $ 13,080 $ 1,048 $ 1,968. 100% 100% 100% $ (13,080) $ (1,048) 5 (1968) $ 3,175 100% $ (3,175) 10,000 25,000 $ 4,476 100% $ (4,476) 50,000 500 611 $ '; 5,588 $ "` 7,620 $ 640 100% 100% 100% $ (5,588) $ (7,620) S (29) 2,50D 5,000 10,000 1,097 $ :. 1,167 100% $ (90) 25,000 50,000 1,000 5,000 10,000 1,873 $ 1,943 $ : 2,824 100% 100% $ (1,943) (951) 2,199 $ 3,580 100% $ (1,361) $ 4,940 1,693 100% 100% $ (4,940) $ (1,693) 20,000 50,000 4,485 7,601 $ 3,125 100% $ 1,360 $ 5,143 100% E 2,458 $ i. 7,562 100% $ (7,562) 100,000 1,000 $ 9,635 $ 13,340 $ ' 1,185. 100% 100% 100% $ (9,635) $ (13,340) $ (1,185) 5,000 10,000 20,000 50,000 100,000 3,279 4,140 $ 2,109 $ 3,619 100% 100% $ 1,170 521 $ ;` 5,758 7,600 100% 100% $ (5,758) $ (7,600) 1,000 5,000 $ jf.'.': 10,800. $ 1,734 10,000 20,000 50,000 $ 3,195 100% .100% 100% $ (10,600) $ (1,734) E (3,195) $ <.5,270 100,000 1,500 2,500 4,000 R-3 Dwellings - Production Phase 5,000 7,500 1,470 $ :.7,784 100% 100% 5 (5,270) $ (7,784) 9,940 $ 13,790 1,968 100% 100% 100% $ (9,940) $ (13,790) (498) 2,015 2,886 3,193 $ %:':.: 2,286 $ :: -: 2,667 $ ,: -..:; 2,921 $ r 3,810 100% 100% 100% 100% $ (271) $ 219 $ 272 $ (3,810) 10,000 1,500 2,500 $ '-:::: 5,080 100% $ (5,080) 1,121 4,000 R-3 Alternate Materials 5,000 $ 1,460 100% $ (339) 1,413 -,.. 1,714 100% $ (301) $ (':-:::{ 2,032 $ 2,223 100% $ (2,032) 100% $ (2,223) 7,500 10,000 $ 'I 3,302 100% 100% $ (2,540) $ (3,302) 1,500 2,500 $ ,'::::, 2,476 100% $ (2,476) 4,000 5,000 1,946 $ r 2,794 7,500 10,000 $ 3,175 $ 3,429 $ 4,318 100% 100% 100% 100% $ 5,588 100% $ (848) $ (3,175) S (3,429) S (4,318) j (5,588) 3,,,.'Pi:a,*«s..1r RE 111�'r'+(s.=.!;"� Potential Revenue at Rec'd Fees Annual Revenue at Current Fee Annual Revenue Surplus/ (Subsidy) $ - $ - $ $ - $ - 5 - $ - $ - $ $ - $ - $ S - $ - $ • $ - $ - $ a - $ - $ - S - $ - $ - $ - $ - $ $ - $ - $ $ - $ - 5 - 5 - $ - $ - 5 - $ - $ $ $ $ $ 5,334 $ 3,390 5 (1,944) S 7,606 $ 6,205 S (1,401) $ - $ - $ - $ - $ - $ $ 5 - $ - $ - $ - 5 S - $ - $ - 5 - $ $ $ - $ - $ - S - $ - 5 - $ 1,280 $ 1,222 $ (58) $ 2,375 $ 2,194 $ (181) $ - 5 - $ • $ 11,296 $ 7,492 5 (3,804) S 3,580 $ 2,199 5 (1,381) $ - 5 - $ ' $ - $ - $ - $ 3,125 $ 4,485 5 1,360 $ 20,572 $ 30,404 $ 9,832 $ - 5 - $ " S - $ - S - $ - $ - $ - $ - $ - $ " $ 14,763 5 22,953 $ 8,190 5 25,333 5 28,980 $ 3,647 $ - $ - $ $ $ - 5 - S - 5 - $ - $ - $ - $ - S - 5 - $ - $ - $ - $ - $ - $ - 5 - $ $ - $ $ - 5 - S - $ 21,651 $ 16,170 S (5,481) $ 20,572 $ 18,135 5 (2,437) 5 2,667 $ 2.686 $ 219 5 2,921 S 3,193 $ 272 5 - $ - $ 3 - $ - $ - 5 40,891 $ 31,3813 $ (9,503) $ 107,996 $ 89,019 S (18,979) 5 - $ - $ - $ - $ - $ - $ - 5 - $ - $ - $ - $ $ - $ - $ $ 2,794 5 1946 $ (848) $ - $ - $ S - 5 - $ " S - $ - $ - 5 - $ - S - MAXIMUS Inc Appendix 1 - Page 9 of 23 12/6/2004 City Of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS NG 1 GGRACEGAMEV19CONST CT$ON ,' V;r K.` CO MENIE:DFEE$ UBC Class Occupancy Type SF Standard Current Fee Recommend ed Fees (based on % recovery) Recovery Per Unit Surplus / (Subsidy) R - 2.1, Group Care, Non-Amb. (6+) 1,000 $ 1,923 100% $ (1,923) 5,000 $ 3,554 100% $ (3,554) 10,000 $ 5,842 100% $ (5,842) 20,000 $ 8,568 100% $ (8,568) 50,000 $ 10,905 100% $ (10,905) 100,000 $ 15,090 100% $ (15,090) R-2.2 & Group Care, Ambulatory (6+) 1,000 $ 1,839 100% $ (1,839) 5,000 $ 3,399 100% $ (3,399) 10,000 6,500 $ 5,588 100% $ 912 20,000 $ c 8,196 100% S (8,196) 50,000 $ 10,430 100% $ (10,430) 100,000 $ 14,430 100% $ (14,430) R-2.1.1 Group Care, Non-Amb. (1-5) 700 1,338 100% $ (1,338) 3,500 $ -': 2,472 100% $ (2,472) 7,000 $ ,.: 4,064 100% $ (4,064) 14,000 $ 5,960 100% $ (5,960) 35,000 70,000 $ : 7,585 $ 10,500 100% 100% $ (7,585) $ (10,500) R-2.2.1 Group Care, Ambulatory. (1-5) 700 $ > 1,254 100% $ (1,254) 3,500 $ 1 2,318 100% $ (2,318) 7,00D 14,000 $ 3,809 5,587 100% 100% $ (3,809) $ (5,587) 35,000 70,00D $ 7,112 $ 9,842 100% 100% $ (7,112) $ (9,842) S-1 S-2 Mini Storage Low Hazard Storage 1,000 1,463 100% $ (1,463) 5,000 2,697 100% $ (2,697) 10,000 20,000 4,610 $ 4,445 6,554 100% 100% $ (4,445) 5 (1,944) 50,000 $ 8,365 e:.'. 100% $ (8,365) 100,000 1,000 $ 11,600 $ -: 1,275 100% 100% $ (11,600) $ (1,275) 5,000 $ 2,353 100% $ (2,353) 10,000 $ 3,873 100% $ (3,873) 20,000 8,800 $ 5,698. 100% $ 3,102 50,000 $ 7,265 100% 3 (7,265) 100,000 $ r 10,060 100% $ (10,060) S-3 Repair Garage 500 1,003 100% $ (1,003) 2,500 5,000 1,923 $ :.1,854 3,048 100% 100% $ (1,854) $ (1,125) 10,000 4,470 100% $ (4,470) 25,000 50,000 $ 5,690 $ 7,875 100% 100% $ (5,690) 3 (7,875) S-3 Motor Vehicle Fuel Dispensing 1,000 $ 1,608 100% $ (1,60a) 5,000 2,956 100% $ (2,956) 10,000 4,889 100% $ (4,889) 20,000 $ 7,260 100% S (7,260) 50,000 $ 9,295 100% $ (9,295) 100,000 $ -:.: 12,920 100% $ (12,920) S-4 Open Parking Garage (detached) 1,000 2,469 100% $ (2,469) 5,000 10,000 $ 4,618 !'. 7,486 100% 100% 3 (4,618) $ (7,486) 20,000 50,000 $ ;: 10,668 $ 13,385 100% 100% $ (10,668) $ (13,385) 100,000 $ 18,330 100% $ (18,330) - Lab / R&D 1,000 $ ': 2,260 100% $ (2,260) 5,000 10,000 20,000 $ 4,216 $ 6,857 $ -;s 9,842 100% 100% 100% $ (4,216) $ (6,857) $ (9,842) 50,000 100,000 $ 12,395 $ -: 17,020 100% $ (12,395) 100% $ (17,020) ;(REi+ENU£„9MPACTS Potential Revenue at Rec'd Fees Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) $ $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ $ - $ - $ - $ 5,588 $ 6,500 $ 912 $ - S - $ - $ $ - $ - $ • $ $ - $ - $ - $ 5 - $ - $ $ • $ - $ - $ - S - $ - $ - $ - $ - $ $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ • $ - S $ $ - $ $ - $ - $ $ - $ - $ $ • $ - $ - $ - $ - $ $ 6,554 $ 4,610 $ (1,944) $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - S - $ - $ - $ $ 5,698 $ 8,800 $ 3,102 $ - $ - $ $ - $ - $ - $• $ - $ - $ - $ - $ $ 3,048 $ 1,923 $ (1,125) $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ $ - $ - $ - $ - $ - $ $ - $ - $ $ • $ - $ $ • $ - $ • $ - $ - $ - $ - $ - $ $ - $ - $ - $ 10,668 $ - $ (10,668) $ - $ - $ $ $ - $ $ - $ • $ - $ - $ - $ - $ - $ - $ $ $ - $ $ $ - $ - $ - $ - $ - MAXIMUS, Inc Appendix 1 - Page 10 of 23 12/6/2004 City Of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS NOP1. SA E UBC Class Occupancy Type Other Tenant Improvements SF Standard 1,000 5,000 10,000 20,000 Current Fee 50,000 100,000 508 1,626 2,693 4,705 TWO OMMENaggiAESt. Recommend ed Fees (based on % recovery) $ 1,381 $ 2,572 $ 4,191 Recovery 100% 100% 100% Per Unit Surplus (Subsidy) $ (873) (946) $ (1,498) $ 6,038 100% S (1,333) $ 7,620 100% 5 (7,620) $ 10,480 100% $ (10,480) SHELL. tfuIWlrvw All Shell Buildings 1,000 1,300 $ 1,676 100% S (376) - 5,000 2,800 $ 3,150 100% $ (350) 10,000 4,000 $ 5,080 100% $ (1,080) 20,000 6,500 $ 7,162 100% $ (662) 50,000 17,500 $ - 8,940 100% 3 8,560 100,000 - $ 12,190 100% $ (12,190) , UE IVRP 4tSTSVA- ' ., Potential Revenue at Rec d Fees Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) $ 1,381 $ 508 $ (873) S 10,286 $ 6,504 3 (3,782) $ 4,191 $ 2,693 $ (1,498) $ 12,076 $ 9,410 $ (2,666) S - $ - $ - $ - $ - S - $ 1,676 $ 1,300 $ (376) $ 15,748 $ 14,000 3 (1,748) $ 5,080 $ 4,000 $ (1,080) $ 7,162 $ 6,500 $ (662) $ 8,940 $ 17,500 $ 8,560 S - $ - $ - Tota Revenues: I S 469,357 I $ 402,258 I $ (67,099) MAXIMIJS, Inc. Appendix 1 - Page 11 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types. Il 1-HR, III 1-HR, V 1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost 0 Threshold Size Blended Cost for Each Additional 100 s.f. • Base Cost a Threshold Size Blended Cost for Each Additional 100 s-f. • Base Cost e Threshold Size Blended Cost for Each Additional 100 s.f. • A-1 Theater 1,000 53637 $82.77 $3,031 $68.97 $2,425 $55.17 5,000 $6,948 $80.89 $5,790 $67.41 $4,632 353.93 10,000 $10,992 $38.68 $9,160 $32.22 $7,328 $25.78 20,000 $14,860 $10.95 $12,382 $9.13 $9,906 $7.30 50,000 $18,145 $12.31 $15,120 $10.26 $12,095 $8.21 100,000 $24,309 $24.30 S20,250 $20.25 $16,200 $16.20 A-2 Church 1,000 $2,699 $57.94 $2,249 $48.28 $1,799 $38.63 5,000 $5,016 $63.52 $4,180 $52.92 $3,344 $42.34 10,000 $8,192 $36.58 $6,826 $30.50 $5,461 $24.39 20,000 511,850 $10.45 $9,876 $8.71 $7,900 $6.97 50,000 314,985 $11.31 $12,490 $9.42 $9,990 $7.54 100,000 $20,640 $20.64 $17,200 $17.20 $13,760 $13.76 A-2.1 Auditorium 1,000 $2,364 $51.04 $1,987 $42.53 $1,590 $34.03 5,000 $4,426 $56.26 $3,688 $46.90 $2,951 $37.51 10,000 57,239 $32.71 $6,033 $27.25 $4,826 $21.80 20,000 $10,510 $9.32 $8,758 $7.77 $7,006 $6.21 50,000 S13,305 $10.09 S11,090 38.40 $8,870 $6.72 100,000 $18,350 $18.35 $15,290 $15.29 $12,230 $12.23 A-2.1 Restaurant 1,000 $2,884 $61.16 $2,404 $50.96 $1,923 $40.77 5,000 $5,331 $68.65 $4,442 357.22 53,554 $45.77 10,000 $8,763 340.89 $7,303 $34.07 $5,842 027.26 20,000 $12,852 $11.69 $10,710 $9.73 $6,568 $7.79 50,000 $16,360 $12.56 $13,630 $10.46 $10,905 $8.37 100,000 $22,640 $22.64 $16,860 318.86 $15,09D 315.09 Restaurant Tenant Improvements 200 $1,561 $164.40 $1,301 $137.00 $1,041 $109.60 1,000 $2,876 $186.85 $2,397 $155.71 $1,918 $124.57 2,000 54,745 $113.16 $3,954 $94.30 33,163 $75.44 4,000 $7,008 $32.35 $5,840 526.97 54,672 521,57 10,000 $8,949 $3.86 $7,458 $3.21 $5,966 82.57 100,000 $12,420 $12.42 $10,350 $10.35 $8,280 $8.28 A-3 Small Assembly Buildings 500 $2,137 $93.50 31,781 $77.91 31,424 $62.33 2,500 $4,007 $98.80 $3,339 $82.33 $2,671 $65.86 5,000 $6,477 $53.99 $5,397 $44.98 $4,318 $35.99 10,000 $9,176 $15.36 $7,646 $12.79 $6,117 $10.24 25,000 $11,480 $16.82 $9,565 $14.02 57,653 $11.21 50,000 815,685 $31.37 $13,070 $26.14 $10,455 $20.91 B Banks 1,000 $2,508 $53.18 $2,090 $44.31 $1,672 $35.45 5,000 34,635 $59.70 $3,863 $49.75 $3,090 $39.80 10,000 37,620 $35.56 $6,350 $29.62 $5,080 $23.70 20,000 $11,176 $10.15 $9,312 $8.46 $7,450 $6.77 50,000 $14,220 $10.92 S11,850 $9.10 $9,480 $728 100,000 319,680 $19.68 $16,400 316.40 $13,120 $13.12 B Laundromat 500 $1,254 $53.18 $1,045 $44.31 $836 $35.45 2,50D $2,318 $59.70 $1,931 $49.75 $1,545 $39.80 5,000 $3,810 $35.56 $3,175 $29.62 $2,540 $23.70 10,000 55,588 $10.15 $4,656 38.46 $3,725 $6.77 25,000 $7,110 $10.92 $5,925 $9.10 $4,740 $728 50,000 $9,840 $19.68 $8,200 $16.40 $6,560 $13.12 B Medical Office 1,000 53,732 382.91 $3,110 $69.06 $2,488 $5527 5,000 57,048 $85.04 $5,873 $70.86 $4,699 $56.69 10,000 $11,300 $44.26 $9,416 $36.90 $7,533 $29.51 20,000 $15,726 $12.58 $13,106 $10.48 $10,484 $8.39 50,000 S19,500 $13.90 $16,250 $11.58 $13,000 $9.26 100,000 $26,450 $26.45 $22,040 $22.04 $17,630 $17.63 B conces 1,000 $3,143 $69.05 $2,619 $5754 $2,095 $46.03 5,000 $5,905 $72.40 $4,921 $60.35 $3,937 $48.27 10,000 59,525 $39.03 $7,938 $32.52 $6,350 $26.02 20,000 $13,428 $11.12 $11,190 $9.27 $6,952 $7.41 50,000 $16,765 S12.19 $13,970 $10.16 $11,175 $8.13 100,000 $22,860 322.86 $19,050 $19.05 $15,240 $15.24 B Office Tenant Improvements 250 $820 $73.25 $683 $61.05 $546 $48.84 1,250 $1,552 $74.29 $1,294 $6190 $1,035 $49.52 2,500 52,481 $37.93 $2,087 $31.61 $1,654 32529 5,000 $3,429 $10.76 $2,858 $6.97 $2,286 $7.17 12,500 $4,236 $11.95 $3,530 $9.96 $2,824 $7.97 25,000 $5,730 $22.92 $4,775 $19.10 $3,820 $15.28 B High Rise Office Building 5,000 510,336 $44.05 $8,613 $36.70 $6,891 $29.36 25,000 $19,145 $48.98 $15,953 $40.81 $12,763 $32.55 50,000 531,390 $28.84 $26,155 $24.05 $20,925 $19.23 100,000 $45,810 $8.24 538,180 $6.88 $30,540 $5.49 250,000 $58,175 $8.87 $48,475 $7.39 $38,775 $5.91 500,000 580,350 $16 07 $66,950 $13.39 $53,550 $10.71 MAAXIMUS, Inc Appendix 1 - Page 12 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: Il 1-HR, III 1-HR, V 1-HR Construction Types: II N. III N, IV, V N UBC Class UBC Occupancy Type Base Project Size Threshold Cost Threshold Size Blended Cost for Each Base Additional 100 s.f. • Cost ::',/ Threshold Size Blended Cost for Each Base Additional 100 s.f. • Cost Threshold Size Blended Cost for Each Additional 100 s.f, • B High Rise Condo Building 5,000 $10,336 $44.05 $8,613 $36.70 $6,891 $29.36 25,000 $19,145 $48.98 $15,953 $40.81 $12,763 $32.65 50,000 $31,390 $28.84 $26,155 $24.05 $20,925 $19.23 100,000 $45,810 $8.24 538,150 $6.86 $30,540 $5.49 250,000 $58,175 58.87 $48,475 $7.39 $38,775 $5.91 500,000 $80,350 $16.07 $66,950 $13.39 553,550 $10.71 E-1 Preschool! School 500 51,540 $67.46 $1,283 $56.22 $1,027 $44.98 2,500 $2,889 $71.14 $2,408 $59.28 $1,926 $47.42 5,000 54,668 538.69 $3,890 $32.23 $3,112 $25.79 10,000 S6,602 $11.02 $5,501 $9.18 $4,401 $7.34 25,000 $8,255 $12.08 56,878 $10.07 $5,503 $8.05 50,000 $11,275 $22.55 S9,395 $18.79 S7,515 $15.03 E-2 Preschool! School 300 $1,257 $92.07 $1,048 $76.73 5838 $61.38 1,500 $2,362 $96.51 $1,968 $80.43 $1,575 $64.34 3,000 $3,810 $52.09 $3,175 $43.39 $2,540 $34.72 6,000 $5,372 $14.81 $4,477 $12.34 $3,581 $9.87 15,000 $6,705 $16.26 $5,588 $13.55 $4,470 $10.84 30,000 $9,144 $30 48 $7,620 $25.40 $6,096 $20.32 E-3 Daycare 300 $1,132 $83.21 $943 $69.34 $755 $55.47 1,500 52,130 $86.56 $1,775 $72.13 $1,420 $57.70 3,000 33,429 $46.15 $2,857 $38.46 $2,286 $30.77 6,000 $4,813 $13.12 $4,011 $10.93 $3,209 $8.75 15,000 $5,994 S14.44 $4,995 $12.02 $3,996 $9.62 30,000 38,160 527.20 $6,798 $22.66 $5,439 $18.13 F-1 Woodworking / Industrial / Manufa 1,500 $3,010 $42.54 $2,508 $35.45 $2,006 $28.36 7,500 $5,562 $47.76 $4,635 $39.50 S3,708 $31.84 15,000 $9,144 $28.44 $7,620 323.70 56,096 516 96 30,000 $13,410 $8.13 $11,175 $6.77 $8,940 $5.42 75,000 $17,070 S8.74 $14,220 $7.30 $11,378 55.83 150,000 $23,625 $15.75 $19,695 $13.13 $15,750 $10.50 F-2 Steel Production/Fabriwlion 2,000 $4,043 342.33 $3,370 33527 $2,696 $28.22 10,000 $7,430 $48.64 $6,191 $40.55 54 953 $32.43 20,000 $12,294 $29.91 510,246 $24.93 $8,196 $19.94 40,000 $15,276 $0.57 515,232 $7.13 $12,154 $5.71 100,000 $23,420 $9.14 $19,510 57.61 $15,610 $6.09 200,000 $32,560 $16.28 $27,120 $13.56 $21,700 $10.85 H-2 Moderate Explosion Hazard 0 600 $2,008 $71.77 $1,673 $59.82 $1,339 $47.85 3,000 $3,731 $78.85 $3,109 $65.89 $2,487 $52.56 6,000 $6,096 $45.62 $5,080 $38.02 $4,064 $30.41 12.000 $8,833 $13.01 $7,361 $10.84 55,888 $8.67 30,000 $11,175 $14.09 $9,312 $11.74 $7,449 $9.39 60,000 $15,402 $25.67 $12,834 S21.39 $10,266 $17.11 H-3 High Fire Hazard 600 $2,133 $7621 S1,778 $63.50 $1,422 $50.80 3,000 $3,962 $83.80 $3,302 $69.84 $2,642 $55.87 6,000 $6,476 548.58 55,397 $40.47 $4,318 $32.38 12,000 $9,391 513.86 $7,825 $11.54 $6,260 $9.24 30,000 $11,886 $14.98 $9,903 $12.49 $7,923 $9.99 60,000 $16,380 $27.30 $13,650 $22.75 310,920 $18.20 H 4 Repair Garage 600 31,850 $65.59 $1,542 $54.65 $1,233 543.72 3,000 $3,424 $73.18 $2,853 $50.99 $2,283 $48.79 8,000 $5,620 $43.26 $4,683 $36.05 $3,746 $28.64 12,000 $8,215 $12.36 $6,646 $10.30 $5,477 $8.24 30,000 $10,440 $13.30 $8,700 S11.08 $6,960 $8.86 60,000 S14,430 $24.05 $12,024 $20.04 $9,618 $16.03 14-7 Health Hazard Materials 300 $1,461 $107.64 $1,217 $89.70 $974 $71.76 1,500 $2,752 $111.42 $2,294 $92.86 $1,835 $74.28 3,000 $4,424 $58.93 $3,686 349.10 $2,949 $39.28 6,000 $6,191 $16.74 $5,159 $13.94 $4,127 $11.16 15,000 $7,698 518.46 $6,414 $15.40 $5,132 $12.31 30,000 $10,467 $34.89 $8,724 $29.08 $6,978 $23.26 I-1.2 Health Care Centers 1,000 $2,826 $61.12 S2,355 $50.94 $1,884 $40.75 5,000 $5,271 $66.05 $4,392 $55.04 $3,514 $44.03 10,000 $6,573 $37.31 $7,144 $31.08 $5,715 $24.87 20,000 512,304 $10.64 $10,252 $8.88 $8,202 $7.09 50,000 $15,495 $11.55 $12,915 $9.63 $10,330 97 70 100,000 $21,270 $21.27 $17,730 $17.73 $14,180 $14.18 I-2 Nursing Home / Assisted Living / 1,000 S3,143 $69 05 $2619 $57.54 $2,095 546.03 5,000 55,905 $72.40 $4,921 $60.35 $3,937 54827 10,000 $9,525 $39.03 57,938 $32.52 $6,350 $26.02 20,000 $13,428 $11.12 $11,190 $9.27 $8,952 $7.41 50,000 516,765 $12.19 513,970 $10.16 $11,175 $8.13 100,000 $22,860 $22.86 $19,050 319.05 $15,240 $15.24 MAXIMUS, Inc Appendix 1 - Page 13 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: Ill -FIR, III 1-11R, V 1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC occupancy Type Project Size Threshold Base Cost a Threshold Size Blended Cost for Each Additional 100 s-f-' Base Cost @ Threshold Sae Blended Cost for Each Additional 100 c.f.` Base Cost a Threshold Size Blended Cost for Each Additional 100 c.f. • M Stores (Retell) 1,000 $2,838 $57.38 32,199 S47.83 $1,759 $38.28 5,000 $4,934 $61.35 $4,112 $51.13 $3,289 $40.90 10,000 $8,001 $34.09 $6,668 $28.40 $5,334 $22.72 20,000 $11,410 $9.72 $9,508 $8.11 $7,606 $6.48 50,000 $14,325 $10.59 311,940 38.82 $9,550 $7.06 100,000 $19,620 $19.62 $16,350 $16.35 $13,080 $13.08 M Market 500 $1,572 $69.05 $1,310 $57.54 $1,048 546.03 2,500 $2,953 $7240 $2,460 $60.35 $1,968 $48.27 5,000 $4,763 $39.03 $3,989 $32.52 33,175 $26.02 10,000 $5,714 $11.12 $5,595 $9.27 $4,476 $7.41 25,000 $8,383 $12.19 $6,985 $10.16 $5,588 $8.13 50,000 $11,430 $22.86 $9,525 $19.05 $7,620 315.24 M Retail Tenant Improvements 500 $960 541.06 $800 $3421 $640 $27.37 2,500 $1,781 $45.34 $1,484 $37.80 $1.187 $30.23 5,000 $2,915 $26 43 52,429 $22.02 $1,943 $17.62 10,000 $4,236 $7.56 S3,530 $8.30 32,824 35.04 25,000 $5.370 $8.16 $4.475 $6.80 $3,580 $5.44 50,000 $7,410 $14.82 $6,175 $12.35 $4,940 $9.88 R-1 Apartment Bldg 1,000 $2,539 $53.71 $2,116 $44.77 $1,693 $35.81 5,000 $4,688 $60.55 $3,907 $50.45 53,125 $40.36 10,000 $7,715 536.29 $6,429 $30.23 $5,143 $24.19 20,000 $11,344 $10.37 $9,452 $8.64 $7,562 $6.91 50,000 $14,455 311.11 $12,045 $9.27 $9,635 $7.41 100,000 $20,010 $20.01 $15,680 $16.68 $13,340 513.34 R-1 Apartment Bldg - Repeat Unit 1,000 $1,777 $34.66 $1,481 $28.89 $1,185 $23.11 5,000 $3,164 $45.31 $2,637 $37.75 $2,109 $30.20 10,000 $5,429 $32.09 $4,524 $26.74 $3,619 521.39 20,000 $6,638 $9.21 $7,198 $7.67 $5,758 $6.14 50,000 $11 400 $9.60 $9,500 $8.00 $7,600 $640 100,000 S16,200 $16.20 S13,500 $13.50 S10,800 310.80 R-1 Hotels & Motels 1,000 $2,601 $54.79 $2,167 $45.67 $1,734 $36,53 5,000 $4,793 $62.25 $3,994 $51.88 $3,195 $41.50 10,000 $7,905 $37.71 $8,588 331.42 $5,270 $25.14 20,000 $11,676 $10.78 $9,730 $8.98 $7,784 $7.19 50,000 $14,910 $11.56 $12,425 $9.63 $9,940 $7.70 100,000 $20,690 $20 69 $17,240 $17.24 $13,790 $13.79 R-3 Dwellings- Custom, Models, 1,500 n.e. n.e. n.e. n.e. $1,968 $31.75 2,500 n.e. n-a. n.a. n.e. $2,286 $25.40 4,000 n.e. n.e. n.s. n.e. $2,667 $25.42 5,000 n.e. n.e. n.a. n.e. $2,921 335.56 7,500 n.a, n.e. n.a. n.e. $3,810 $50.80 10,000 n.e. n-a. n.a. n.e. $5,080 $50.80 R-3 Dwellings- Production Phase 1,500 n.e. R. aa. n.e. $1,460 $25.39 2,500 n.e. n.e. n.a. n.e. $1,714 $21.18 4,000 n.e. n.e. n.a. n.e. $2,032 $19.05 5,000 n.a. n.e. n.a. n.e. $2,223 $12.68 7,500 n.e. n.e. n.a. n.e. $2,540 $30.50 10,00D n.e. 11.21. n.a. n.e. $3,302 $33.02 R-3 Alternate Materials 1,500 n.e. n.e. n.a. n.e. $2,476 $31.74 2,500 n.e. n.e. n.e n.e. $2,794 $25.40 4,000 n.e. n.e. n.a, n.a. $3,175 325.37 5,000 n.e. n.e. n,a. n.e. $3,429 $35.57 7,500 ma. n.a. n.a. n.e. $4,318 $50.81 10,00D n.a- n.e. n.a. n.e. $5,588 $55.88 R- 2.1, Group Care, Non-Amb. (6+) 0 1,000 52,884 S61.16 52,404 $50.96 $1,923 $40.77 5,000 $5,331 $68.65 $4.442 $57.22 $3,554 $45.77 10,000 $8,763 $40.89 $7,303 $34.07 $5,842 $27.26 20,000 $12,852 $11.69 $10,710 $9.73 $8,568 $7.79 50,000 316,360 $12.56 313.630 $10.46 $10,905 $8.37 100,000 $22,640 $22.64 $18,860 $18.86 $15,090 $15.09 R-2.2 & Group Care, Ambulatory (6+) 1,000 $2,759 $58.49 $2,299 $48.75 $1,839 $39.00 5,000 $5,099 $65.67 $4,249 $54.72 $3,399 $43.78 10,000 $8,382 $39.12 $6,985 $32.61 $5,588 $26.08 20,000 $12,294 $11.17 $10,246 $9.31 $8,196 $7.45 50,000 515,645 $12.01 S13,040 $10.00 $10,430 $8.00 100,000 $21,650 $21.65 $18,040 $18.04 $14,430 $14.43 R-2.1.1, Group Care, Non-Amb. (1-5) 700 $2,006 $60.78 $1,672 $50.65 $1,338 $40.52 3,500 $3,708 $68.21 $3,090 $56.83 $2,472 $45.47 7,000 $6,096 $40.64 $5,079 $33.86 $4,064 $27.09 14,000 $8,940 $11.61 $7,449 $9.68 $5,960 $7.74 35,000 $11,379 $12.49 $9,482 $10.41 . $7,535 $6.33 70,000 $15.750 $22.50 $13,125 $18.75 310,500 515.00 MAXIMUS, Inc Appendix 1 - Page 14 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: II 1-HR, Ill 1-HR, V 1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost a Threshold Size Blended Cost for Each Additional 100 s.f. • Base Cost a Threshold Size Blended Cost for Each Additional 100 s.f.' Base Cost 0 Threshold Size Blended Cost for Each Additional 100 R-2.2.1 8 Group Care, Ambulatory. (1-5) 700 $1,881 $56.98 S1,568 $47.49 $1,254 $37.99 3,500 $3,477 $63.93 $2,897 $53.28 $2,318 $42.62 7,000 $5,714 $38.11 $4,762 . $31.75 $3,809 $2540 14,000 $8,382 $10.89 $6,985 $9.07 $5,587 $7.26 35,000 $10,668 $11.70 $8,890 59.76 $7,112 $7.80 70,000 $14,763 521.09 $12,306 $17.58 $9,842 $14.06 S-1 Mini Storage 1,000 $2,194 $46.28 $1,828 $38.56 $1,463 330.85 5,000 $4,045 $52.46 $3,371 $43.71 $2,697 $34.97 10,000 $6,668 $31.64 $5,556 $26.36 $4,445 $21.09 20,000 $9,832 $9.06 $8,192 $7.54 $6,554 $6.04 50,000 $12,550 $9.70 $10,455 $8.09 $8,365 $6.47 100,000 $17,400 $17.40 $14,500 $14.50 $11,600 $11.60 S-2 Low Hazard Storage 1,000 $1,912 $40.42 $1,593 $33.68 $1,275 $26.95 5,000 $3,529 $45.62 $2,941 $38.01 $2,353 $30.41 10,000 $5,810 $27.38 $4 541 $22.81 $3,873 $18.25 20,000 $8,548 $7.84 $7,122 $6.53 $5,698 $5.22 50,000 $10,900 $8.38 $9,080 $7.00 $7,265 $5.59 100,000 $15,090 $15.09 $12,580 $12.58 $10,060 $10.06 S-3 Repair Garage 500 $1,505 $6381 $1,254 $53.18 $1,003 $42.54 2,500 $2,781 $71.64 $2,318 $59.70 $1,854 $47.76 5,000 $4,572 $42.66 $3,810 $35.56 $3,048 $28.44 10,000 $6,705 $12.20 $5,588 $10.16 $4,470 $8.13 25,000 $8,535 $13.12 $7,113 $10.93 55,690 $8.74 50,000 511,815 $23.63 $9,845 $19.69 $7,875 $15.75 S-3 Motor Vehicle Fuel Dispensing 1,000 $2,412 $50.54 $2,010 $42.11 $1,608 $33.69 5,000 $4,434 $58.01 $3,695 $48.33 $2,956 $38.67 10,000 $7,334 $35.56 $6,111 $29.65 $4,889 $23.71 20,000 S10,890 $10.18 $9,076 $8.48 $7,260 $6.78 50,000 513,945 $10.87 $11,620 $9.08 $9,295 $7.25 100,000 $19,380 $19.38 $18,150 516.15 $12,920 $12.92 S-4 Open Parking Garage (detached) 1,000 $3,703 $80.60 53,086 $67.17 $2,469 353.74 5,000 $6,927 $86.04 $5,773 $71.71 $4,818 $57.36 10,000 $11,229 $47.73 $9,358 539.78 37,486 $31.82 20,000 $16,002 $13.59 $13,336 $11.31 $10,668 $9.06 50,000 $20,080 $14.84 $16,730 512.36 $13,385 $9.89 100,000 $27,500 $27.50 $22,910 $22.91 $18,330 $18.33 Lab / R&D 1,000 $3,391 $73.34 $2,826 561.11 $2,260 $48.89 5,000 $6,324 $79.24 55,270 $66.02 $4,216 $52.82 10,000 $10,286 $44.78 $8,571 $37.31 $6,857 529.85 20,000 $14,764 $12.77 $12,302 $10.64 $9,842 $8.51 50,000 $18,595 $13.87 515,495 $11.57 $12,395 $9.25 100,000 $25,530 $25.53 $21,280 $21.28 $17,020 $17.02 Other Tenant Improvements 1,000 $2,072 $44.65 $1,726 $37.21 51,381 $29.76 5,000 $3,858 $48.59 $3,215 540.49 $2,572 $32.39 10,000 $6,287 $27.71 $5,239 $23.09 $4,191 $18.47 20,000 $9,058 $7.91 $7,548 $6.59 $6,038 $5.27 50,000 511,430 $8.58 39,525 $7.15 $7,620 $5.72 100,000 $15,720 $15.72 513,100 $13.10 $10,480 $10.48 SHELL BUILDINGS 0 All Shell Buildings 1,000 $2,012 $44.20 $1,876 $36.83 $1,341 $29.46 5,000 $3,780 $48.33 53,150 $38.61 $2,520 $30.89 10,000 $6,096 524.98 $5,080 $20.82 $4,064 316.66 20,000 $8,594 $7.12 $7,162 $5.93 $5,730 $4.73 50,000 $10,730 $7.80 $8,940 $6.50 57,150 $5.20 100,000 $14,630 314.63 $12,190 $12.19 $9,750 $9.75 • Each additional 100 square feet, or portion thereof, up to the next highest project size threshold These figures are calculated to "smooth -out" the transitions between threshholds and are not in ended to progress lineally. MAXIMUS, Inc Appendix 1 - Page 15 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS i3UJLDINC.8.SAR , tr€:Si2f (!fiml MISCEMA eiEMIS T OISir °' NIT D EiiiE INIP7ATIl ,. Work Item Unit Annual Volume (# of Units) Actual Unit Cost Average Current Fe Per Unit Surplus I (Subsidy) Actual Annual Cost / Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) MISCELLANEOUS ITEMS: Antenna Equipment Container each 12 $ 627 $ 700 $ 73.47 $ 7,518 $ 8,400 $ 882 Cellular/Mobile Phone, free-standing each 3 $ 386 $ 500 $ 114.44 $ 1,157 $ 1,500 $ 343 Cellular/Mobile Phone, co -location each 9 $ 337 $ 300 $ (37.37) $ 3,036 $ 2,700 $ (336) Appeal of Abatement Notice each 0 $ 386 $ (385.56) $ - $ - $ - AwningorCanopy each 2 $ 241 $ 100 $ (140.98) $ 482 $ 200 $ (282) Balcony addition each 5 $ 386 $ 150 $ (235.56) $ 1,928 $ 750 $ (1,178) Carport upto500sgft 9 $ 337 $ 225 $ (112.37) $ 3,036 $ 2,025 $ (1,011) Change of Occupancy each 1 $ 506 $ (506.05) $ 506 $ - $ (506) Close Existing Openings each 1 $ 193 $ 30 $ (162.78) $ 193 $ 30 $ (163) Compliance Inspections/Reinspections each 3 $ 193 $ 40 $ (152.78) $ 578 $ 120 $ (458) Covered Porch each 4 $ 482 $ 120 $ (361.95) $ 1,928 $ 480 $ (1,448) Deck(wood) each 7 $ 434 $ 150 $ (283.76) $ 3,036 $ 1,050 $ (1,986) $ (1,833) Demolition - Residential each 8 $ 289 $ 60 $ (229.17) $ 2,313 $ 480 Demolition- MultiFamily/Commercial each 4 $ 386 $ 300 $ (85.56) $ 1,542 $ 1,200 $ (342) Door -new each 15 $ 386 $ 35 $ (350.56) $ 5,783 $ 525 $ (5,258) Fence or Freestanding Wall (non -masonry) $ - $ - $ - $ - >6 feet in height up to 100 I.f. 2 $ 217 $ 90 $ (126.88) $ 434 $ 180 $ (254) Each additional 100 If each 1001.f. $ 24 $ 60 $ 36.19 $ - $ - $ - Fence or Freestanding Wall (masonry) $ - $ - $ - $ - >6 feet in height up to 100 I.t. 2 $ 289 $ 150 $ (139.17) $ 578 $ 300 $ (278) Each additional 100 If each 1001.f. $ 45 $ (45.01) $ - $ - $ - Fireplace $ - $ - $ - $ - Masonry each $ 217 $ (216.88) $ - $ - $ - Pre -Fabricated / Metal each 1 $ 169 $ 150 $ (18.66) $ 169 $ 150 $ (19) Flag pole (over 30 feet in height) each 1 $ 241 $ 85 $ (155.98) $ 241 $ 85 $ (156) Garage (detached) up to 1,000 s.f 7 $ 337 $ 610 $ 272.64 $ 2,362 $ 4,270 $ 1,908 delete $ - $ - $ - $ - $ - Greenhouse (non-commercial) each $ 337 $ (337.37) $ - $ - $ - Lighting pole each 3 $ 241 $ 85 $ (155.98) $ 723 $ 255 $ (468) each add'l pole each 15 $ 48 $ 40 $ (8.20) $ 723 $ 600 $ (123) Mobile Home each 0 $ 530 $ - $ (530.15 $ - $ - $ - Mobile Home, double wide each 9 $ 578 $ 822 $ 243.66 $ 5,205 $ 7,398 $ 2,193 Partition - Commercial, Interior (up to 30 I.f.) up to 30 I.f. 6 $ 137 $ 75 $ (61.58) $ 820 $ 450 $ (370) Additional partition each 301.f. 1 $ 8 $ 50 $ 42.29 $ 8 $ 50 $ 42 Partition - Residential, Interior (up to 30 I.f.) up to 30 I.f. 1 $ 137 $ 75 $ (61.58) $ 137 $ 75 $ (62) Additional partition each 30 I.f. $ 8 $ 50 $ 42.29 $ - $ - $ - Patio Cover up to 300 s.f. $ 386 $ (385.56) $ - $ - $ - Wood frame up to 300 s.f. 14 $ 386 $ 140 $ (245.56) $ 5,398 $ 1,960 $ (3,438) $ (342) Wood frame (with Calcs) up to 300 s.t. 1 $ 482 $ 140 $ (341.95) $ 482 $ 140 Metal frame up to 300 s.t. 2 $ 386 $ 140 $ (245.56) $ 771 $ 280 $ (491) Photovoltaic System per KWh 1 $ 337 $ 90 $ (247.37) $ 337 $ 90 $ (247) Pile Foundation $ $ - $ - $ - Cast in Place Concrete (first 10 piles) up to 10 $ 386 $ (385.56) $ - $ - $ - Additional Piles (increments of 10) each 10 $ 145 $ (144.59) $ - $ - $ - Driven (steel, pre -stressed concrete) up to 10 1 $ 434 $ 75 $ (358.76) $ 434 $ 75 $ (359) Additional Piles (increments of 10) each 10 $ 193 $ (192.78) $ - $ - $ - Pre -Plan Check Appointments (first hour) each $ 120 $ (120.49) $ - $ - $ - Pre -Plan Check Appt (each add? 1/2 hour) each $ 48 $ (48.20) $ - $ - $ - Stucco Applications upto400s.f. 8 $ 193 $ 75 $ (117.78) $ 1,542 $ 600 $ (942) Additional Stucco Application each 400 s.f. 17 $ 24 $ 35 $ 10.90 $ 410 $ 595 $ 185 Remodel - Residential $ - $ - $ - $ - 500 s.f. Single Story up to 500 s.f. 7 $ 337 $ 150 $ (187.37) $ 2,362 $ 1,050 $ (1,312) $ 152 Additional remodel each 100 s.f. 2 $ 24 $ 100 $ 76.19 $ 48 $ 200 Re -roofing $ - $ - $ - $ - Tile/Shake - first 500 sf up to 500 s.f. 1 $ 337 $ 90 $ (247.37) $ 337 $ 90 $ (247) Each additional 100 sf each 100 s f. 320 $ 8 $ 10 $ 2.29 $ 2,468 $ 3,200 $ 732 Comp/Metal -first 500 sf up to 500 51 91 $ 337 $ 50 $ (287.37) $ (5.71) $ 30,700 $ 4,550 $ (26,150) Each additional 100 sf each 100 s.t. 1599.78 $ 8 $ 2 $ 12,336 $ 3,200 $ (9,137) Roof Structure Replacement up to 500 s.t. 5 $ 434 $ 200 $ (233.76) $ 2,169 $ 1,000 $ (1,169) Each additional 100 sf each 100 s.f. 49.55 $ 40 $ 15 $ (24.52) $ 1,958 $ 743 $ (1,215) MAXIMUS, Inc Appendix 1 - Page 16 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS UILDING 4MI.11SC£Li;,YhdEOUS,1T£MSzi �A �i.Ja '% 3s�;_u��',.:5+,';TP«'F�i'u:. Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) Work Item Unit Annual Volume (# of Units) Actual Unit Cost Average Current Fee Per Unit Surplus / (Subsidy) Actual Annual Cost / Potential Revenue Room Addition - First Story $ - $ - $ - $ - Up to 500 s.f. up to 500 s.f. 150 $ 386 $ 438 $ 52.44 $ 57,834 $ 65,700 $ 7,866 Additional room addition (over 500 s.f.) each 100 s.f. 165 $ 23 $ (23.13) $ 3,817 $ - $ (3,817) Up to 500 s.f. (with Calcs) up to 500 s.f. 0 $ 578 $ 520 $ (58.34) $ - $ - $ - Additional room addition (over 500 s.f. with Calcs) each 100 s.f. $ 32 $ (31.52) $ - $ - $ Room Addition - Multi -story $ - $ - $ - $ - Upto500s.f. upto500s.f. 16 $ 578 $ 1,300 $ 721.66 $ 9,253 $ 20,800 $ 11,547 Additional room addition (over 500 s.f.) each 100 s.f. 107 $ 23 $ - $ (23.13) $ 2,475 $ - $ (2,475)_ $ (696) Up to 500 s.f. (with Calcs) each 500 s.f. 5 $ 771 $ 632 $ (139.12) $ 3,856 $ 3,160 Additional room addition (over 500 s f. with Calcs) each too s.f. 15.32 $ 32 $ - $ (31.52) $ 483 $ - $ (483) Sauna - steam each 0 $ 169 $ (168.68) $ (144.59) $ - $ - $ Siding up to 400 s.f. 0 $ 145 $ - $ - $ - Additional siding each 400 s.f. 0 $ 16 $ (16.10) $ - $ - $ - Signs $ - $ - $ - $ - Pole Sign, non -electric each 5 $ 241 $ 100 $ (140.98) $ 1,205 $ 500 $ (705) Pole Sign, Electric each 1 $ 265 $ 210 $ (55.07) $ 265 $ 210 $ (55) Wall/Awning Sign, Non -Electric each 4 $ 169 $ 92 $ (76.68) $ 675 $ 368 $ (307) Wall, Electric each 28 $ 241 $ 165 $ (75.98) $ 6,747 $ 4,620 $ (2,127) Skylight each 0 $ 169 $ (168.68) $ - $ - $ - Spa or Hot Tub (Pre -fabricated) each 1 $ 145 $ 198 $ 53.42 $ 145 $ 198 $ 53 Stairs - First Flight first flight 2 $ 145 $ 37 $ (107.59) $ 289 $ 74 $ (215) Each additional flight per flight 0 $ 24 $ (23.81) $ - $ - $ - Storage Racks $ - $ - $ - $ - over e' high (up to 100 If) first 100 If 4 $ 217 $ 139 $ (77.88) $ 868 $ 556 $ (312) each additional 100 If each 100 If 30 $ 24 $ 30 $ 6.19 $ 714 $ 900 $ 186 Swimming Pool / Spa $ - $ - $ - $ - $ - Gunite Master Plan Coord - Prod. Unit up to 800 s.f. 4 $ 386 $ 512 $ 126.44 $ 1,542 $ 2,048 $ 506 Each Additional 100 s.f. each 100 s.f. 1 $ 32 $ 50 $ 18.19 $ 32 $ 50 $ 18 Commercial Gunite pool (up to 800 sf) up to 800 s.f 0 $ 458 $ 522 $ 64.15 $ - $ - $ - Commercial Each Add'I 100 s.f. each 100 s.f. 0 $ 32 $ 55 $ 23.19 $ - $ - $ - Window or Sliding Glass Door $ - $ - $ - $ New Window (non structural) each 5 $ 137 $ 45 $ (91.58) $ 683 $ 225 $ (458) New window(structural) each 1 $ 207 $ 55 $ (152.24) $ 207 $ 55 $ (152) each additional non- structural window each 22 $ 23 $ 10 $ (12.56) $ 496 $ 220 $ (276) each additional structural window0 each 3 $ 23 $ 15 $ (7.56) $ 68 $ 45 $ (23) $ - OTHER MISCELLANEOUS FEES: $ - $ $ - $ - Research (per 1/2 hour) 1/2 hour 0 $ 48 $ - $ (48.20) $ - $ - $ - Supplemental Plan Check Fee per hour 0 $ 96 $ - $ (96.39) $ - $ - $ - Supplemental Inspection Fee per hour 0 $ 96 $ - $ (96.39) $ - $ - $ - $ - $ Emergency (Non -Scheduled) Call -Out Fee 4 Hours 0 $ 386 $ - $ (385.56) $ - $ - $ - After Hours (Scheduled) Call -Out Fee 2 Hours 0 $ 193 $ - $ (192.78) $ - $ - $ - Each additional hour Per Hour 0 $ 96 $ - $ (96.39) $ - $ - $ - Total Revenues: $ 197,841 ( $ 150,775 1 $ (47,066)1 MAXIMUS, Inc Appendix 1 - Page 17 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS ($;(3,sBUI DING.,8rsAFE NEQUSITFAISa;tiRigragifiltitaint Work Item MISCELLANEOUS ITEMS: Antenna Equipment Container Cellular/Mobile Phone, free-standing Cellular/Mobile Phone, co -location Appeal of Abatement Notice Awning or Canopy Balcony addition Carport Change of Occupancy Close Existing Openings Compliance Inspections/Reinspections Covered Porch Deck (wood) Demolition - Residential Demolition - MultiFamily/Commercial Door - new Fence or Freestanding Wall (non -masonry) >6 feet in height Each additional 100 If Fence or Freestanding Wall (masonry) >6 feet in height Each additional 100 If Fireplace Masonry Pre -Fabricated / Metal Flag pole (over 30 feet in height) Garage (detached) delete Greenhouse (non-commercial) Lighting pole each add'I pole Mobile Home Mobile Home, double wide Partition - Commercial, Interior (up to 301.f.) Additional partition Partition - Residential, Interior (up to 30 Li.) Additional partition Patio Cover Wood frame Wood frame (with Calcs) Metal frame Photovoltaic System Unit each each each each up to 500 sq ft each each each each each each each up to 100 I.f. each 1001.f. up to 100 I.f. each 100 I.f, each up to 1,000 s.f each each each each up to 30 I.f. each 30 I.f. up to 30 H. each 30 I.f. up to 300 s.f. up to 300 s.f. up to 300 s.f. up to 300 s.f. per KWh Pile Foundation Cast in Place Concrete (first 10 piles) Additional Piles (increments of 10) Driven (steel, pre -stressed concrete) Additional Piles (increments of 10) Pre -Plan Check Appointments (first hour) Pre -Plan Check Appt (each add'I 1/2 hour) Stucco Applications Additional Stucco Application Remodel - Residential 500 O. Single Story Additional remodel Re -roofing Tile/Shake - first 500 sf Each additional 100 of Comp/Metal - first 500 sf Each additional 100 at Roof Structure Replacement Each additional 10D sf up to 10 each 10 up to 10 each 10 each each up to 400 s.f. each 400 s.f. up to 500 s.f. II ISTs- 411, 4 Recommended Per Unit Fees (based on °% Surplus l Current Fee recovery) % Recove (Subsidy) 100 150 225 $ 30 $ 40 $ 120 40 822 75 50 75 50 35 $ 150 each 100 s.f. $ 100 up to 500 s.f. $ 90 each 100 s.f. $ 10 up to 500 s.f. $ 50 each 100 s.f. $ 2 up to 500 s.f. $ 200 each 100 s.f. $ 15 $ 386 337 386 241 386 100% 100% 100% 100% 100% $ (386) $ (141) $ (236) 506 193 193 482 217 169 241 337 48 530 578 137 8 137 8 386 386 482 386 337 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% $ (506) $ (163) $ (153) $ (362 $ (229) $ 86 $ (351) $ (139 $ (217) $ 19) $ (156) $ 273 $ (337) $ (530) $ 244 $ (62) $ 42 $ (62) $ 42 $ (386) $ (246) $ (342) $ (246) $ (247) $ (386) $ (145) $ (359) $ (193) $ (120) $ (48) $ (118 $ (187 $ (247) 100% $ (287) 100% $ (6) 100% $ (234 40 100% $ (25) k.', VUEIMP:AGTN Potential Revenue @ Rec'd Fees Revenue e Current Fee Annual Revenue Surplus / (Subsidy) $ 7,518 $ 8,400 $ 882 $ 1,157 $ 1,500 $ 343 $ 3,036 $ 2,700 $ (336) $ - $ - $ - $ 482 $ 200 $ (282) $ 1,928 $ 750 $ (1,178) $ 3,036 $ 2,025 $ (1,011) $ 506 $ - $ (506) $ (163) $ 193 $ 30 $ 578 $ 120 $ (458) $ 1,928 $ 480 $ (1,448) $ 3,036 $ 1,050 $ (1,986) $ 2,313 $ 480 $ (1,833) $ 1,542 $ 1,200 $ (342) $ 5,783 $ 525 $ (5,258) $ 434 $ 180 $ (254) $ - $ - $ - $ 578 $ 300 $ (278) $ - $ - $ - $ - $ - $ - $ 169 $ 150 $ (19) $ 241 $ 85 $ (156) $ 2,362 $ 4,270 $ 1,908 $ - $ - $ - $ 723 $ 255 $ (468) $ 723 $ 600 $ (123) $ - $ - $ - $ 5,205 $ 7,398 $ 2,193 $ 820 $ 450 $ (370) $ 8 $ 50 $ 42 $ 137 $ 75 $ (62) $ - $ - $ - $ - $ - $ - $ 5,398 $ 1,960 $ (3,438) $ 482 $ 140 $ (342) $ 771 $ 280 $ (491) $ 337 $ 90 $ (247) $ - $ - $ $ - $ - $ - $ 434 $ 75 $ (359) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,542 $ 600 $ (942) $ 410 $ 595 $ 185 $ 2,362 $ 1,050 $ (1,312) $ 48 $ 200 $ 152 $ 337 $ 90 $ (247) $ 2,468 $ 3,200 $ 732 $ 30,700 $ 4,550 $ (26,150) $ 12,336 $ 3,200 $ (9,137) $ 2,169 $ 1,000 $ (1,169) $ 1,958 $ 743 $ (1,215) MAXIMUS, Inc. Appendix 1 - Page 18 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS IU11 D1111 'F YIC,ESv MISCELt ANEDUSi1.SEE I S' , a k'; Work Item Room Addition - First Story Up to 500 s.f. Additional room addition (over 500 s.f.) Up to 500 s.f. (with Calcs) Additional room addition (over 500 s.f. with Calcs) Room Addition - Multi -story Up to 500 s.f. Additional room addition (over 500 s.f.) Up to 500 s.f. (with Gales) Additional room addition (over 500 s.f. with Coles) Sauna - steam Siding Additional siding Pole Sign, non- electric Pole Sign, Electric Wall/Awning Sign, Non -Electric Wall, Electric Skylight Spa or Hat Tub (Pre -fabricated) Stairs - First Flight Each additional flight Storage Racks over 8' high (up to 100 if) each additional 100 If Swimming Pool I Spa Gunite Master Plan Coord - Prod. Unit Each Additional 100 s.f. Commercial Gunite pool (up to 800 sf) Commercial Each Addl 100 s.f. Window or Sliding Glass Door New Window (non structural) New window (structural ) each additional non- structural window each additional structural wtndow0 OTHER MISCELLANEOUS FEES: Research (per 1/2 hour) Supplemental Plan Check Fee Supplemental Inspection Fee Emergency (Non -Scheduled) Call -Out Fee After Hours (Scheduled) Call -Out Fee Each additional hour up to 500 s.f. each 100 s.f. up to 500 s.f. each 100 s.f. up to 500 s.f. each 100 s.f. each 500 s.f. each 100 s.f. up to 400 s.f. each 400 s.f. first flight per flight first 100 If each 100 If up to 800 s.f. each 100 s.f. up to 800 s.f. each 100 s.f. 1/2 hour per hour per hour 4 Hours 2 Hours Per Hour Current Fee Recommended Fees (based on % recovery) % Recovery 100% Per Unit Surplus I (Subsidy) $ (139) $ (169 $ (145 MiliN 100% EM 241 169 145 100% 100% 100% 100% 100% $ (141) $ (108) $ (152) $ (13) $ (8) $ (48) $ (96 $ (386 $ (193 EVENUE;IMRA Potential Revenue Rec'd Fees $ 57,834 $ $ $ 3.817 9,253 2,475 3,856 $ 1,205 $ 265 $ 675 $ 6,747 $ 289 $ $ 868 $ 714 $ 1,542 $ 32 $ 683 $ 207 $ 496 $ 68 Revenue Current Fee $ 65,700 $ $ $ 20,800 $ $ 3,160 $ $ 500 $ 210 $ 368 $ 4,620 $ - 198 $ 74 $ $ 556 $ 900 $ 2,048 $ 50 $ 225 $ 55 $ 220 $ 45 Total Revenues: 5. a' Annual Revenue Surplus I (Subsidy) $ 7,866 $ (3,817) $ $ $ 11,547 $ (2,475) $ (696) $ (483) $ (705) (55) (307) $ (2,127) $ - $ 53 (215) $ $ $ (312) $ 186 $ 506 $ 18 $ (458) $ (152) $ (276) $ (23)_ $ 197,841 $ 150,775 $ (47,066 MAXIMUS, Inc. Appendix 1 - Page 19 of 23 12l6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS NG ETYSERVIOESf,'M,P&E s Q47. ,. Fee Types Annual Quantity Actual Unit Cost IT;COSTA Average Current Fee Per Unit Surplus I (Subsidy) Actual Annual Cost E V,P,.N',UEt7MPA n"r""e'b:::. Annual Annual Revenue Revenue @ Surplus / Current Fee (Subsidy) ADMINISTRATIVE AND MISC. FEES Travel and Documentation Travel and Documentation Permit Issuance standard) (2 trips) each additional trip) MECHANICAL PERMIT FEES 349 349 $ 72 $ - $ 48 $ 48 I $ 20.00 $ (72.45) $ $ (48.30) $ (28.30) $ $ 25,285 $ $ (25,285) $ 16,857 $ 6,980 $ (9,877) Stand Alone Mechanical Plan Check (hourly rate) 2 $ 97 $ 40.00 $ (56.60) A/C (Residential) - each Furnaces (F.A.U., Floor) Heater (Wall) Appliance Vent / Chimney (Only) Refridgeration Compressor Boiler Chiller Heat Pump (Package Unit) Heater (Unit, Radiant, etc.) Air Handler Duct Work only Evaporative Cooler Make-up Air System Moisture Exhaust Duct (Clothes Dryer) Vent Fan (Single Duct) - each Vent System Exhaust Hood and Duct (Residential) Exhaust Hood - Type I (Commercial Grease Hood) Exhaust Hood - Type II (Commercial Steam Hood) Non -Residential Incinerator Refrigerator Condenser Remote Walk-in Box / Refrigerator Coil 6 11 35 3 2 24 24 24 16 48 48 48 24 24 24 48 24 48 8 8 24 24 48 48 48 48 48 $ 11.00 $ 11.00 $ 11.00 $ 11.00 $ 6.00 $ 12.00 $ - $ (13.15) $ (13.15) $ (13.15) $ (16.10) $ (48.30) $ (48.30) $ (37.30) $ (24.15) $ (24.15) $ (24.15) $ (48.30) $ (24.15) $ (48.30) $ (8.05) $ (8.05) $ (18.15) $ (24.15) $ (36.30) $ (48.30) $ (48.30) $ (48.30) $ (48.30) PLUMBING I GAS PERMIT FEES $ 193 $ 80 $ (113) $ $ $ 145 266 845 $ 66 $ 121 $ 385 $ (79) $ (145) $ (460) $ $ 48 $ 11 $ (37) $ $ $ $ 72 $ $ 18 $ (54) $ - $ 97 $ 24 $ (73) $ $ Stand Alone Plumbing Plan Check (hourly rate) 1 $ 97 $ 40.00 $ (56.60) $ - Fixtures (each) 7 $ 8 $ 4.00 $ (4.05) Gas System (First Outlet) 78 $ 16 $ 6.00 $ (10.10) Gas Outlets (Each Additional) $ 8 $ 1.00 $ (7.05) Building Sewer 6 $ 24 $ 11.00 $ (13.15) Grease Trap 1 $ 24 $ 4.00 $ (20.15) $ (12.10) $ (4.03) Backflow Preventer (First 5) 1 $ 16 $ 4.00 Backflow Preventer (More than 5) - each $ 4 Roof Drain - Rainwater System $ 48 $ (48.30) Water Heater (First Heater) 84 $ 24 $ 4.00 $ (20.15) Water Heater (Each Additional Heater) s 16 $ (16.10) Water Pipe Repair / Replacement 1 $ 16 $ 4.00 $ (12.10) Drain -Vent Repair / Alterations 2 $ 16 $ 4.00 $ (12.10) Drinking Fountain $ 24 $ (24.15) $ (48.30) Solar Water System Fixtures (solar panels, tanks, water treatment equipment) $ 48 Graywater Systems (per hour) $ 97 $ (96.60) Medical Gas System (Each Outlet) s 8 $ (8.05) ELECTRICAL PERMIT FEES 97 $ 40 $ (57) 56 $ 1,256 $ 28 $ 468 $ (28) $ (788) $ 145 24 16 $ 66 $ 4 $ 4 $ $ (79) $ (20) $ (12) $ $ $ 2,029 $ 336 $ $ (1,693) 16 32 $ 4 $ 8 $ (12) $ (24) $ $ $ $ $ $ $ $ Stand Alone Electrical Plan Check (hourly rate) 3 $ 97 $ 40.00 $ (56.60) $ - $ - New Multi -Family $ - $ - $ - Single Phase Service (per 100 amps) 110 $ 32 $ 45.00 $ 12.80 $ - $ - Three Phase Service (per 100 amps) 22 $ 48 $ 45.00 $ (3.30) $ 290 $ 120 $ (170) $ 3,542 $ 4,950 $ 1,408 $ 1,063 $ 990 $ (73) MAXIMUS, Inc Appendix 1 - Page 20 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS I 349 3 ;. uBUIL43)NG-&SSMEA:i';1;ERV10ES M .&£'-si". aaNl 5T'5,_..:.93.,9,...,,,3198,33332339 N ENuElme ACM `"r�5 .-- " m, 99 Fee Types Annual Quantity Actual Unit Cost Average Current Fee Per Unit Surplus / (Subsidy) Actual Annual Cost Annual Revenue @ Current Fee Annual Revenue Surplus I (Subsidy) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - All Other Types of Construction $ - $ - $ - $ $ - $ - $ 225 $ 140 $ (85) 15 or 20 amp - First 10 circuits (each) 14 $ 16 $ 10.00 $ (6.10) $ - $ - $ - 15 or 20 amp - next 90 circuits (each) $ 8 $ (8.05) $ - $ - $ - 15 or 20 amp - over 100 circuits (each) $ 5 $ (4.83) $ - $ - $ $ - $ - $ - $ - $ - 25 to 40 amp circuits (each) $ 24 $ (24.15) $ 64 $ 60 $ (4) 50 to 175 amp circuits (each) 2 $ 32 $ 30.00 $ (2.20) $ - $ - $ - 200 amp and larger circuits (each) $ 40 $ (40.25) $ - $ - $ - $ - $ - $ - $ - $ - Temporary Service (each) $ 24 $ (24.15) $ 338 $ 140 $ (198) Temporary Pole (each) 14 $ 24 $ 10.00 $ (14.15) $ - $ - $ - $ - $ - $ 193 $ 80 $ (113) Pre -Inspection (per hour) 2 $ 97 $ 40.00 $ (56.60) $ 48 $ 20 $ (28) Generator Installation (per kW) 2 $ 24 $ 10.00 $ (14.15) Total Revenues: $ 53,243 $ 15,143 38,100 MAXIMUS, Inc Appendix 1 - Page 21 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS BUILDING -$SAFETI'SERV10ES V1,-PaE'i.,,# lit Vrt UNIT ENUEIMRAPTSE'' trir;, Fee Types Current Fee Recommended Fee Per Unit Surplus Recovery Subsidy) ADMINISTRATIVE AND MISC. FEES Potential Revenue Rec'd Fee Annual Revenue Current Fee Annual Revenue Surplus / (Subsidy) Travel and Documentation (standard) (2 trips) $ - $72.45 100% $ (72.45) Travel and Documentation (each additional trip) $46.30 100% $ (48.30) Permit Issuance $ 20.00 $48.30 100% $ (28.30) MECHANICAL PERMIT FEES Stand Alone Mechanical Plan Check (hourly rate) $ 40.00 $96.60 100% $ (56.60) $ - A/C (Residential) - each $ 11.00 $24.15 100% $ (13.15) $ (13.15) Furnaces (F.A.U., Floor) $ 11.00 $24.15 100% Heater (Wall) $ 11.00 $24.15 100% $ (13.15) Appliance Vent / Chimney (Only) $16.10 100% $ (16.10) Refridgeration Compressor $48.30 100% $ (48.30) Boiler $48.30 100% $ (48.30) Chiller $ 11.00 $48.30 100% $ (37.30) Heat Pump (Package Unit) $24.15 100% $ (24.15) $ (24.15) Heater (Unit, Radiant, etc.) $24.15 100% Air Handler $24.15 100% $ (24.15) Duct Work only - $48.30 - 100% $ (48.30) Evaporative Cooler - $24.15 100%. $ (24.15) Make-up Air System $48.30 l 100% $ (48.30) Moisture Exhaust Duct (Clothes Dryer) ' - $8.05 - 100% $ (8.05) Vent Fan (Single Duct) - each 'f $8.05 100% $ (8.05) Vent System $ 6.00 $24.15 100% $ (18.15) $ (24.15) Exhaust Hood and Duct (Residential) • $24.15 100% Exhaust Hood - Type I (Commercial Grease Hood) $ 12.00 $48.30 100% $ (36.30) Exhaust Hood - Type II (Commercial Steam Hood) $48.30 - -100%. $ (48.30) Non -Residential Incinerator $ - $48.30 - 100% $ (48.30) Refrigerator Condenser Remote - $48.30 - 100% $ (48.30) $ (48.30) Walk-in Box / Refrigerator Coil $48.30 100% $ - PLUMBING / GAS PERMIT FEES $ 25,285 $ $ (25,285) $ $ 16,857 $ 6,980 (9,877) $ 193 $ B0 $ (113) $ 145 $ 266 $ 845 $ $ 66 $ 121 $ 385 $ $ (79) $ (145) $ (460) $ $ 48 $ 11 $ (37) $ $ $ $ $ $ 72 $ 18 $ $ (54) $ 97 $ 24 $ (73) $ $ $ Stand Alone Plumbing Plan Check (hourly rate) $ 40.00 :- $96.60 100% $ (56.60) Fixtures (each) $ 4.00 $8.05 _ 100% $ (4.05) Gas System (First Outlet) $ 6.00 -. $16.10 100% $ (10.10) Gas Outlets (Each Additional) $ 1.00 < $8.05 - r 100% $ (7.05) Building Sewer $ 11.00 - - $24.15 '.. 100% $ (13.15) Grease Trap $ 4.00 -. :.. $24.15 -:.. 100% $ (20.15) $ (12.10) $ (4.03) $ (48.30) Backflow Preventer (First 5) $ 4.00 ` $16.10 < 100% Backflow Preventer (More than 5) - each - $4.03 :'- 100% Roof Drain - Rainwater System $48.30 100% Water Heater (First Heater) $ 4.00 --- $24.15. '. 100% $ (20.15) Water Heater (Each Additional Heater) $16.10 - 100% $ (16.10) Water Pipe Repair/ Replacement $ 4.00 - $16.10 100% $ (12.10) Drain -Vent Repair/Alterations $ 4.00 -- $16.10 100% $ (12.10) Drinking Fountain $24.15 100% $ (24.15) Solar Water System Fixtures (solar panels, tanks, water treatment equipment) $48.30 100% $ (48.30) Graywater Systems (per hour) :. $96.60 100%. $ (96.60) Medical Gas System (Each Outlet) $8.05 :-'. 100% $ (8.05) $ - $ - ELECTRICAL PERMIT FEES $ 97 $ 40 $ (57) $ 56 $ 1,256 $ $ 28 $ 468 $ (28) $ (788) $ 145 $ 24 $ 16 $ 66 $ 4 $ 4 $ $ (79) $ (20) $ (12) $ $ $ 2,029 $ 336 $ (1,693) $ 16 32 $ 4 $ a $ (12) $ (24) $ $ $ $ $ $ Stand Alone Electrical Plan Check (hourly rate) $ 40.00 $06.60 100% $ (56.60), - _ $ New Multi -Family $ - $ - Single Phase Service (per 100 amps) $ 45.00 - $32.20 - 100% $ 12.80 $ - Three Phase Service (per 100 amps) $ 45.00 -.: $48.30 100% $ (3.30) $ 290 $ 120 $ (170) $ - $ - $ $ - $ - $ - $ - $ - $ $ 3,542 $ 4,950 $ 1,408 $ - $ - $ $ 1,063 $ 990 $ (73) MAXIMUS, Inc Appendix 1 - Page 22 of 23 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS liNgillia(0461.111MMINSINgidmidalliMOr '...lIllrAillile$114z431diLVNGiyksmigrAEigyvas4.113M(F-5$44,140060104(4iii.:4diaximygemagyVigoim;ii..:twxygingyol memigramomcosTsmoraz mowtoMAnvolteimpA•mt,,, ' --,,,a= Fee Types Current Fee Recommended Fee % Recovery Per Unit Surplus I (Subsidy) Potential Revenue fg Rec'd Fee Annual Revenue ft Current Fee Annual Revenue Surplus I (Subsidy) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ _ All Other Types of Construction $ - $ - $ - $ - $16.10 100% $ (6.10) $ 225 $ 140 $ (85) 15 or 20 amp - First 10 circuits (each $ 10.00 $8.05 100% $ (8.05) $ - $ - $ - 15 or 20 amp - next 90 circuits (each; $4.83 100% $ (4.83) $ - $ - $ - 15 or 20 amp - over 100 circuits (each) $ - $ - $ . $24.15 100% $ (24.15) $ - $ - $ . 25 to 40 amp circuits (each) $32.20 100% $ (2.20) $ 64 $ 60 $ (4) 50 to 175 amp circuits (each) $ 30.00 $40.25 100% $ (40.25) $ - $ - $ - 200 amp and larger circuits (each) $ - $ - $ - $ - $24.15 100% $ (24.15) $ - $ - $ - Temporary Service (each) Temporary Pole (each) $ 10.00 $24.15 100% $ (14 15) $ 338 $ 140 $ (198) $ - $ - $ - $ _ $96.60 100% $ (56.60) $ 193 $ 80 $ (113) Pre -Inspection (per hour) $ 40.00 $24.15 100% $ (14.15) $ 48 $ 20 $ (28) Generator Installation (per kVV) $ 10.00 Total Revenues: $ 53,243 $ 15,143 (38,100) MAXIMUS, Inc. Appendix 1 - Page 23 of 23 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 2: COST RESULTS for PLANNING SERVICES FEES December 6, 2004 Appendices NIAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE. City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS (tija'x`rf 111 Fee # Fee Service Name I Description Annual "Recover- able" Quantity Actual Unit Cost Potential Fee Current Feel Deposit Per Unit Surplus I (Subsidy) Actual Annual Cost I Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) 1 Approval of Plans 1 $ 2,445 $ 750.00 $ (1,695) $ 2,445 $ 750 $ (1,695) 2 Annexation 1 $ 2,725 $ 840.00 $ (1,885) $ 2,725 $ 840 $ (1,865) 3 Appeal - Code Enforcement (refunded If appeal granted) 1 $ 1,639 $ 200.00 $ (1,439) $ 1,639 $ 200 $ (1,439) 4 Appeal- Site plan review denial of owner -occupied single-family dwelling improvements 0 $ - $ - $ - $ - $ - $ - 5 Appeal - Project Processing (non- refundable) 1 $ 3,384 $ 350.00 $ (3,034) $ 3,384 $ 350 $ (3,034) 6 Banners - Processing (no fee for non- profits up for 3 days or less) 15 $ 121 $ 25.00 $ (96) $ 1,813 $ 375 $ (1,438) 7 Banners -Administrative Fee 15 $ 1,881 $ 250.00 $ (1,631) $ 28,214 $ 3,750 $ (24,464) 8 Building Conversion 0 $ - $ 750.00 $ 750 $ - $ - $ - 9 Certificate of Compliance 2 $ 1,867 $ 440.00 $ (1,427) $ 3,735 $ 880 $ (2,855) 10 Coastal Development Permit with public hearing 4 $ 3,561 $ 1,300.00 $ (2,261) $ 14,242 $ 5,200 $ (9,042) 11 Coastal Development Permit without public hearing 2 $ 1,911 $ 700.00 (1,211) $ 3,822 $ 1,400 $ (2,422) 12 Code Amendment 3 $ 5,088 $ 1,600.00 _$ $ (3,488) $ 15,265 $ 4,800 $ (10,465) 13 Conditional Use Permit 25 $ 3,717 $ 1,325.00 $ (2,392) $ 92,923 $ 33,125 $ (59,798) $ (10,826) 14 Environmental Impact Report 1 $ 14,426 $ 3,600.00 $ (10,826) $ 14,426 $ 3,600 15 General / Specific Plan Change 2 $ 6,685 $ 2,000.00 $ (4,685) $ 13,371 $ 4,000 $ (9,371) 16 Home Occupation Permit 15 $ 227 $ 60.00 $ (167) $ 3,409 $ 900 $ (2,509) 17 Interpretations 1 $ 1,066 $ 255.00 $ (811) $ 1,066 $ 255 $ (811) 18 Initial Study (Environmental Assessment) 10 $ 1,222 $ 380.00 $ (842) $ 12,221 $ 3,800 $ (8,421) 19 Large Family Day Care 3 $ 597 $ 200.00 $ (397) $ 1,792 $ 600 $ (1,192) 20 Lot Merger 1 $ 618 $ 200.00 $ (418) $ 618 $ 200 $ (418) 21 Non-profit Organizations - All discretionary permits 0 $ - $ 100.00 $ 100 $ - $ - $ - 22 Painted Wall Sign 0 $ - $ 25.00 $ 25 $ - - $ - $ - 23 Planned Development Permit 10 $ 3,720 $ 1,325 DO $ (2,395) $ 37,196 $ 13,250 $ (23,946) 24 Planned Unit Development 1 $ 3,717 $ 1,325.00 $ (2,392) $ 3,717 $ 1,325 $ (2,392) 25 Preliminary Site Plan Review 5 $ 1,370 $ 530.00 $ (840) $ 6,848 $ 2,650 $ (4,198) 26 Request to Initiate General / Specific Plan Change 3 $ 2,034 $ 490.00 $ (1,544) $ 6,103 $ 1,470 $ (4,833) 27 Sign Modification - Nonstructural B $ 112 $ 30.00 $ (82) $ 894 $ 240 $ (654) 28 Sign Reface 0 $ - $ 25.00 $ 25 $ - $ - $ - 29 Street Vacation 1 $ 6,250 $ 2,000.00 $ (4,250) $ 6,250 $ 2,000 $ (4,250) 30 Subdivision 4 $ 5,532 $ 1825.00 $ (3707) $ 22,128 $ 7,300 $ (14,828) 31 Tentative Parcel Map 5 $ 3,334 $ 1,130.00 $ (2,204) $ 16,671 $ 5,650 $ (11,021) 32 Time Extension - with public hearing (CUP, PD, PUD, Variance) 1 $ 1,783 $ 500.00 $ (1,283) $ 1,783 $ 500 $ (1,283) 33 Time Extension - without public hearing (CUP, PD, PUD, Variance) 1 $ 1,096 $ 270.00 $ (826) $ 1,096 $ 270 $ (826) 34 Time Extension- Tentative Parcel Map 2 $ 1,173 $ 270.00 $ (903) $ 2,347 $ 540 $ (1,807) 35 Time Extension -Tentative Subdivision Map 2 $ 1,173 $ 270.00 $ (903) $ 2,347 $ 540 $ (1,807) 36 Valiance 6 $ 3,522 $ 750.00 $ (2,772) $ 21,134 $ 4,500 $ (16,634) $ (1,452) 37 Zone Boundary Determination 1 $ 1,852 $ 400.00 $ (1,452) $ 1,852 $ 400 38 Zone Change 2 $ 6,983 $ 2,225.00 $ (4,758) $ 13,966 $ 4,450 $ (9,516) 39 General Plan Text 10 $ 21 $ 10.00 $ (11) $ 206 $ 100 $ (106) 40 General Plan Map/Base Maps 10 $ 16 $ 14.00 $ (2) $ 164 $ 140 $ (24) 41 Housing Element 10 $ 23 $ 8.00 $ (15) $ 227 $ 80 $ 1147) 42 Design Guidelines 20 $ 16 $ 7.00 $ (9) $ 323 $ 140 $ (183) 43 National City Facts 1 $ 498 $ - $ (498) $ 498 $ - $ (498) 44 Subdivision Ordinance 10 $ 16 $ 10.00 $ (6) $ 158 $ 100 $ (58) 45 Local Coastal Plan 10 $ 61 $ 8.00 $ (53) $ 609 $ 80 $ (529) 46 Land Use Code 10 $ 61 $ 50.00 $ (11) $ 609 $ 500 $ (109) 47 Planning Commission Agendas (yearly subscriptions) 1 $ 113 $ 70.00 $ (43) $ 113 $ 70 $ (43) 48 Substantial Conformance 6 $ 3,433 $ - $ (3,433) $ 20,600 $ - $ (20,800) 49 Zoning I Rebuild Letters 20 $ 320 $ - $ (320) $ 6,395 $ - $ (6,395) 50 Plan Check - Single Family Dwelling Alteration 80 $ 536 $ - $ (536) $ 42,850 $ - $ (42,850) 51 Plan Check - New Single Family Dwelling 30 $ 847 $ - $ (847) $ 25,420 $ - $ (25,420) MAXIMUS, Inc Appendix 2 - Page 1 of 4 12/6/2004 City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS Pam.; 175l O 5.a .w m Y 3 NING)I - . NI4STS, ° "..>. ., 'E ��EY1 (1C1AMPi CTS�<1Y,.,�,r Fee # Fee Service Name I Description Annual "Recover- able" Quantity Actual Unit Cost I Potential Fee Current Fee I Deposit Per Unit Surplus 1 (Subsidy) Actual Annual Cost I Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 52 Plan Check - Multiple Family Dwelling Alteration 5 $ 936 $ - $ (936) $ 4,680 $ - $ (4,680) 53 Plan Check - New Multiple Family Dwelling 3 $ 1,082 $ - $ (1,082) $ 3,248 $ - $ (3,246) $ (14,046) $ (7,489) $ (141) 54 Plan Check - Commercial / Industrial Alteration 15 $ 936 $ - $ (936) $ 14,046 $ - 55 Plan Check - New Commercial / Industrial 6 $ 1,248 $ - $ (1,248) $ 7,489 $ - 56 Code Compliance Hourly 1 $ 141 $ - $ (141) $ 141 $ - NF Non -User Fee Activities 0 $ 395,805 $ - $ (395,805) $ - $ - $ - Recovered In Building d Safely Services Fees LEGEND: Totals: $ 489,218 $ 111,320 $ (377,898) Fee a A reference number to taclllate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current tee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Coot for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. MAXIMUS, Inc Appendix 2 - Page 2 of 4 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS Emit itm.moxos-433144w16,0isOARmAav4WIAINJNe OS.MKONINX-MALMMINEW.MINimeMOMMOI MNNOREpt* DEDES..V 2&44 St.RZYBOUEAMPACtS8' . Fee # Fee Service Name / Description Current Fee I Deposit Recommend ed Feel Deposit (if T&M) % Of Recovery Per Unit Surplus I (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 1 Approval of Plans $ 750.00 $ 2,445 100% $ (1,695) $ 2,445 $ 750 $ (1,699) 2 Annexation $ 840.00 $ 2,725 100% $ (1,885) $ 2,725 $ 840 $ (1,885) 3 Appeal - Code Enforcement (refunded if appeal .ranted) $ 200.00 1,639 100% $ 1,439) $ 1,639 $ 200 (1,439 4 Appeal - Site plan review denial of owner -occupied single-family dwellin, )pi rovements $ - $ - 0% $ - $ - $ - $ - 5 Appeal - Project Processing (non- refundable) $ 350.00 $ 3,384 100% $ (3,034) $ 3,384 $ 350 $ (3,034) 6 Banners - Processing (no fee for no profits up for 3 days or less) $ 25.00 $ 121 100% $ (96) $ 1,813 $ 375 $ (1,438) 7 Banners -Administrative Fee $ 250.00 $ 1,881 100% $ (1,631) $ 28,214 $ 3,750 $ (24,464) 8 Buildin. Conversion $ 750.00 $ - 0% $ 750 $ - $ - $ 9 Certificate of Compliance $ 440.00 1,867 100% $ (1,427) $ 3,735 $ 880 $ (2,855) 10 Coastal Development Permit with public hearin $ 1,300.00 $ 3,561 100% $ 2,261 $ 14,242 $ 5,200 $ (9,042) Coastal Development Permit without public hearing $ 700.00 $ 1,911 100% $ (1,211) $ 3,822 $ 1,400 $ (2,422) Code Amendment $ 1,600.00 $ 5,068 100% $ (3,488) $ 15,265 $ 4,800 $ (10,465) $ (59,798) Conditional Use Permit $ 1,325.00 $ 3,717 100% $ (2,392) $ 92,923 $ 33,125 Environmental Impact Report $ 3,600.00 $ 14,426 100% $ (10,826) $ 14,426 $ 3,600 $ (10,826) General / S. cific Plan Change $ 2,000.00 $ 6,685 100% $ (4 685 $ 13,371 $ 4,000 $ (9,371) 18 Home Occupation Permit $ 60.00 $ 227 100% $ (167) $ 3,409 $ 900 $ (2,509) 17 Inte •retations $ 255.00 $ 1,066 100% $ 811 $ 1,066 $ 255 $ 811) 18 Initial Study (Environmental Assessment $ 380.00 $ 1,222 100% $ (842) $ 12,221 $ 3,800 $ (8,421) Large Fami Da Care $ 200.00 $ 597 100% $ (397 $ 1,792 $ 600 $ (1,192) 20 Lot Merger $ 200.00 618 $ (418) $ 200 $ (418 21 Non-profit Organizations - All discretionary permits $ 100.00 $ - 0% $ 100 $ - $ - $ _ 22 Painted Wall Sign $ 25.00 $ - 0% $ 25 $ - $ - $ - 23 Planned Development Permit $ 1,325.00 $ 3,720 100% $ (2,395) $ 37,196 $ 13,250 $ (23,946) $ (2,392) 24 Planned Unit Development $ 1,325.00 $ 3,717 100% $ (2,392) $ 3,717 $ 1,325 25 Preliminary Site Plan Review $ 530.00 $ 1,370 100% $ (840) $ 6,848 $ 2,650 $ (4,198) $ (4,633) 26 Request to Initiate General / Specific Plan Change $ 490.00 $ 2,034 100% $ (1,544) $ 6,103 $ 1,470 27 Si n Modification - Nonstructural $ 30.00 $ 112 100% $ (82) $ 894 $ 240 $ 654) 28 Sign Reface $ 25.00 0% $ 25 I $ - $ - $ 29 Street Vacation $ 2,000,00 6,250 100% $ (4,250) $ 6,250 $ 2,000 $ 4,250) 30 Subdivision $ 1,825.00 5,532 100% $ (3,707) $ 22,128 $ 7,300 $ (14,828) 31 Tentative Parcel Map $ 1,130.00 3,334 100% $ (2,204) $ 16,671 $ 5,650 $ (11,021) 32 Time Extension -with public hearing (CUP, PD, PUD, Variance $ 500.00 $ 1,783 100% $ 1,283) $ 1,783 $ 500 $ (1 283 33 Time Extension - without public hearing CUP, PD, PUD, Variance) $ 270.00 5 1,096 100% $ (826) $ 1,096 $ 270 $ (826) 34 Time Extension -Tentative Parcel Map $ 270.00 1,173 100% $ (903) $ 2,347 $ 540 $ (1,807) $ (1,807) 35 Time Extension -Tentative Subdivision Map $ 270.00 $ 1,173 100% $ (903) $ 2,347 $ 540 38 Variance $ 750.00 $ 3,522 100% $ 2,772) $ 21,134 $ 4,500 $ (16,634) 37 Zone Boundary Determination $ 400.00 $ 1,852 100% $ (1,452) $ 1,852 $ 400 $ (1,452) 38 Zone Change $ 2,225.00 $ 6,983 100% $ (4,758 $ 13,966 $ 4,450 $ (9,516) 39 General Plan Text $ 10.00 $ 21 100% $ (11) $ 206 $ 100 $ (106) 40 General Plan Map/Base Maps $ 14.00 $ 16 100% $ (2) $ 164 $ 140 $ (24) 41 Housin. Element $ 8.00 $ 23 00% $ 15) $ 227 $ 80 $ 147) 42 Design Guidelines $ 7.00 $ 16 100% $ (9) $ 323 $ 140 $ (183) 43 National City Facts $ - $ 498 100% $ (498) $ 498 $ - $ (498) 44 Subdivision Ordinance $ 10.00 $ 16 100% $ (6 $ 158 $ 100 $ (58) 45 Local Coastal Plan $ 8.00 $ 61 100% $ 53) $ 609 $ 80 $ (529) Land Use Code $ 50.00 $ 61 100% $ (11) $ 609 $ 500 $ (109) Planning Commission Agendas (yearly subsoil tions $ 70.00 $ 113 100% $ (43) $ 113 $ 70 $ 43) Substantial Conformance $ - $ - 0% $ -I $ - $ - $ - Zonln. / Rebuild Letters $ - 0% $ -I $ - $ - $ - 50 Plan Check- Single Family Dwelling Alteration $ $ - 0% - - $ - 51 Plan Check - New Single Family Dwellin. $ - 0% $ - $ - MAXIMUS, Inc. Appendix 2- Page 3 of 4 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS 11EIMP.i0.CT51 x' JIP::' Fee # Fee Service Name I Description Current Fee / Deposit Recommend ed Feel Deposit (if T&M) % Of Recovery Per Unit Surplus ! (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 52 Plan Check - Multiple Family Dwelling Alteration $ - $ - 0% $ - $ - $ - $ - 53 Plan Check - New Multiple Family Dwelling $ - $ ;: - 0% $ - $ - $ - $ - 54 Plan Check - Commercial / Industrial Alteration $ - $ - 0% $ - $ - $ - $ - 55 Plan Check - New Commercial / Industrial $ - $ - 0% $ - $ - $ - $ - 56 Code Compliance Hourly $ - $ 141 100% $ (141) $ 141 $ - $ (141) NF Non -User Fee Activities $ - $ - $ - $ - $ - $ - Recovered In Sanding & Safely Services Fees LEGEND: Totals: $ 364,492 $ 111,320 $ (253,172) Fee # A reference number to faciliate discussion Fee or Service Name / Description The services and/or fees included In the MAXIMUS study Annual Quantity The annual number of each Service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each Service, R applicable Per Unit Surplus I (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual CosUPotential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. ' Revenue Exclusions Due to data uncertainty (primarily volumes) or non -fee activity, these revenues were excluded horn the revenue impact totals_ Shaded cells indicate Departmental input. MAXIMUS, Inc Appendix 2 - Page 4 of 4 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 3: COST RESULTS for FIRE PREVENTION SERVICES FEES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City USER FEE STUDY ACTUAL COST RESULTS IRE ' rj I. .,STS1,0"i4c' . F.'w5.". :.f�i, >a.""s"rsta.''�F.^rz�i� Actual Annual Cost! Potential Revenue „^f?R7EAfAP At+"+" Annual Revenue at Current Fee 14.+u,°i,;+i�'¢`r>b�. Annual Revenue Surplus / (Subsidy) Fee # Fee or Service Name / Description Annual "Recover- able" Quantity Actual Unit Cost / Potential Fee Current Fee Per Unit Surplus / (Subsidy) 1 Sprinkler Syst. Improvement <20,000 sf 1 $ 567 $ 145 (422) $ 567 $ 145 $ (422) 2 Sprinkler Syst. Improvement 20,001 - 45,000 st 1 $ 725 $ 145 (580) $ 725 $ 145 $ (580) 3 Sprinkler Syst Improvement 45,001 - 80,000 s 1 $ 940 $ 145 (795) $ 940 $ 145 $ (795) 4 Sprinkler Syst. Improvement 80,001 - 100,000 1 $ 1,218 $ 145 (1,073) $ 1,218 $ 145 $ .(1,073) 5 Sprinkler Syst Improvement 100,001+ 1 $ 1,561 $ 145 (1,416) $ 1,561 $ 145 $ (1,416) 6 Sprinkler Syst.New <20,000 sf 1 $ 940 $ 245 (695) $ 940 $ 245 $ (695) 7 Sprinkler Syst.New 20,001 - 45,000 sf 1 $ 1,218 $ 245 (973) $ 1,218 $ 245 $ (973) 8 Sprinkler SystNew 45,001 - 80,000 sf 1 $ 1,561 $ 245 (1,316) $ 1,561 $ 245 $ (1,316) 9 Sprinkler SystNew 80,001 - 100,000 sf 1 $ 1,997 $ 245 (1,752) $ 1,997 $ 245 $ (1,752) 10 Sprinkler SystNew 100,001+ 1 $ 2,614 $ 245 (2,389) $ 2,614 $ 245 $ (2,369) 11 Fire Alarm Syst. Improvement <20,000 sf 1 $ 379 $ 105 (274) $ 379 $ 105 $ (274) 12 Fire Alarm Syst. Improvement 20,001 - 45,000 1 $ 379 $ 105 (274) $ 379 $ 105 $ (274) 13 Fire Alarm Syst. Improvement 45,001 - 80,000 1 $ 505 $ 105 (400) $ 505 $ 105 $ (400) 14 Fire Alarm Syst. Improvement 80,001 - 100,00( 1 $ 630 $ 105 (525) $ 630 $ 105 $ (525) 15 Fire Alarm Syst Improvement 100,001+ 1 $ 817 $ 105 (712) $ 817 $ 105 $ (712) 16 Fire Protection Syst Improvement 1 $ 257 $ 70 (187) $ 257 $ 70 $ (187) 17 Permits 55 $ 332 $ 85 (247) $ 18,273 $ 4,675 $ (13,598) 18 Underground Tank - Removal 2 $ 196 $ 80 (116) $ 391 $ 160 $ (231) 19 Underground Tank - Installation 3 $ 320 $ 110 (210) $ 960 $ 330 $ (630) 20 Aboveground Tank - Installation 2 $ 196 $ 80 (116) $ 391 $ 160 $ (231) 21 Weed Abatement" 288 $ 376 $ - (376) $ 108,389 $ - $ (108,389) 22 Malicious False Alarm Response 12 $ 168 $ 250 82 $ 2,015 $ 3,000 $ 985 23 False Alarm Response 160 $ 168 $ 250 82 $ 26,859 $ 40,000 $ 13,141 24 Complaints -Noncompliance 26 $ 200 $ 140 (60) $ 5,189 $ 3,640 $ (1,549) 25 Plan Check- New Commercial / Industrial` 36 $ 320 $ 90 (230) $ 11,527 $ 3,240 $ (8,287) 26 Plan Check - Commercial / Industrial Alteration* 100 $ 93 $ 50 (43) $ 9,301 $ 5,000 $ (4,301) 27 Plan Check - Multiple Family Dwelling* 8 $ 124 $ 75 (49) $ 991 $ 600 $ (391) 28 - Multiple Family Dwelling Plan Check4 Alteration*75 $ 92 $ 17 () $ 368 $ 300 $ (68) 29 Fire Safetylnspection- Hazardous Occupancy 177 $ 141 $ 60 (81) $ 24,996 $ 10,620 $ (14,376) $ (14,620) 30 Fire Safety Reinspection 180 $ 141 $ 60 (81) $ 25,420 $ - 10,800 31 Approval of Plans"` 1 $ 184 $ - (184) $ 184 $ - $ (184) 32 Coastal Development Permit with Public Hearing"' 4 $ 92 $ - (92) $ 368 $ - $ (368) 33 Coastal Development Permit without Public Hearing" 2 $ 184 $ - (184) $ 368 $ - $ (368) 34 Code Amendment` 3 $ 50 $ - (50) $ 150 $ - $ (150) 35 Conditional Use Permit" 25 $ 93 $ - (93) $ 2,325 $ - $ (2,325) 36 General / Specific Plan Change" 2 $ 76 $ - (76) $ 152 $ - $ (152) 37 Large Family Day Care"' 3 $ 185 $ - (185) $ 555 $ - $ (555) 38 Planned Development Permit` 10 $ 93 $ - (93) $ 930 $ - $ (93D) 39 Planned Unit Development` 1 $ 91 $ - (91) $ 91 $ - $ (91) 40 Preliminary Site Plan Review" 5 $ 186 $ - (186) $ 930 $ - $ (930) MAXIMUS, Inc. Appendix 3 - Page 1 of 4 12/6/2004 City of National City USER FEE STUDY ACTUAL COST RESULTS J � t f4l„)•?Cr STS ra�is 11 ` � 7 w..;;; u H wow la -- 04t,'d i a 'M"',rA';300 l' Fee # Fee or Service Name / Description Annual "Recover- able" Quantity Actual Unit Cost / Potential Fee Current Fee Per Unit Surplus / (Subsidy) Actual Annual Cost! Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 41 Street Vacation" 1 $ 61 $ - (61) $ 61 $ - $ (61) 42 Subdivision" 4 $ 61 $ - (61) $ 245 $ - $ (245) 43 Tentative Parcel Map" 5 $ 124 $ - (124) $ 619 $ - $ (619) 44 Variance" 6 $ 41 $ - (41) $ 243 $ - $ (243) 45 Zone Change** 2 $ 40 $ - (40) $ 80 $ - $ (80) NF Non -User Fee Activities - $ 3,949,445 $ - (3,949,445) $ - $ - $ - Recovered In Building & Safety Fees Recovered in Planning Fees Recovered in City Clerk Fees LEGEND: TOTALS: $ 258,679 $ 85,070 $ (173,609) Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. * Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 3 - Page 2 of 4 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS FJRESMIRPROUP `r Og ;';"R£CONIMENDEDFEES T 4PiTNYEAMI., TS>� Annual Revenue Surplus I (Subsidy) Fee # Fee Service Name / Description Current Fee Recommended Fee % Recovery (of full cost) Remaining Per Unit Surplus / (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee 1 Sprinkler Syst Improvement <20,000 sf $ 145 $ 567 100% $ (422) $ 567 $ 145 $ (422) 2 Sprinkler Syst. Improvement 20,001 - 45,000 sf $ 145 $ - 725 100% $ (580) $ 725 $ 145 $ (580) 3 Sprinkler Syst. Improvement 45,001 - 80,000 sf $ 145 $ 940 100% $ (795) $ 940 $ 145 $ (795) 4 Sprinkler Syst Improvement 80,001 - 100,000 sf $ 145 $ 1,218 100% $ (1,073) $ 1,218 $ 145 $ (1,073) 5 Sprinkler Syst Improvement 100,001+ $ 145 $ 1,561 : 100% $ (1,416) $ 1,561 $ 145 $ (1,416) 6 Sprinkler SystNew <20,000 sf $ 245 $ 940 100% $ (695) $ 940 $ 245 $ (695) 7 Sprinkler SystNew 20,001 - 45,000 sf $ 245 $ ' 1,218 100% $ (973) $ 1,218 $ 245 $ (973) 8 Sprinkler SystNew 45,001-80,000sf $ 245 $._. - 1,561 100% $ (1,316) $ 1,561 $ 245 $ (1,316) 9 Sprinkler Syst.New 80,001 - 100,000 sf $ 245 $ 1,997 100% $ (1,752) $ 1,997 $ 245 $ (1,752) 10 Sprinkler SystNew 100,001+ $ 245 $ 2,614 100% $ (2,369) $ 2,614 $ 245 $ (2,369) 11 Fire Alarm Syst. Improvement <20,000 sf $ 105 $ 379 100% $ (274) $ 379 $ 105 $ (274) 12 Fire Alarm Syst. Improvement 20,001 - 45,000 sf $ 105 $ :. : 379 100% $ (274) $ 379 $ 105 $ (274) 13 Fire Alarm Syst Improvement 45,001 - 80,000 sf $ 105 $ : 505 - 100% $ (400) $ 505 $ 105 $ (400) 14 Fire Alarm Syst. Improvement 80,001 - 100,000 sf $ 105 $ . 630 100% $ (525) $ 630 $ 105 $ (525) 15 Fire Alarm Syst. Improvement 100,001+ $ 105 $ -- 817 - 100% $ (712) $ 817 $ 105 $ (712) 16 Fire Protection Syst. Improvement $ 70 $ 257. - -. 100% $ (187) $ 257 $ 70 $ (187) 17 Permits $ 85 $ - 332 - 100% $ (247) $ 18,273 $ 4,675 $ (13,598) 18 Underground Tank - Removal $ 80 $ '. 196 100% $ (116) $ 391 $ 160 $ (231) 19 Underground Tank - Installation $ 110 $ 320 : - 100% $ (210) $ 960 $ 330 $ (630) 20 Aboveground Tank - Installation $ 80 $ -: - : > 196 100% $ (116) $ 391 $ 160 $ (231) 21 Weed Abatement`** $ - $ - _ : 0% $ - $ - $ - $ - 22 Malicious False Alarm Response $ 250 $ 168 100% $ 82 $ 2,015 $ 3,000 $ 985 23 False Alarm Response $ 250 $ - ... -- 168 100% $ 82 $ 26,859 $ 40,000 $ 13,141 24 Complaints - Noncompliance $ 140 $ , " 200 .. 100% $ (60) $ 5,189 $ 3,640 $ (1,549) 25 Plan Check - New Commercial / Industrial` $ 90 $ - . 0% $ 90 $ - $ 3,240 $ 3,240 26 Plan Check - Commercial / Industrial Alteration` $ 50 $ : 0% $ 50 $ - $ 5,000 $ 5,000 27 Plan Check - Multiple Family Dwelling` $ 75 $ ; - 0% $ 75 $ - $ 600 $ 600 28 Plan Check - Multiple Family Dwelling Alteration` $ 75 $ - 0% $ 75 $ - $ 300 $ 300 29 Fire Safety Inspection - Hazardous Occupancy $ 60 $ : 141 100% $ (81) $ 24,996 $ 10,620 $ (14,376) 30 Fire Safety Reinspection $ 60 $ 141 `.'.100% $ (81) $ 25,420 $ 10,800 $ (14,620) 31 Approval of Plans`* $ - $.` ' 0% $ - $ - $ - $ - 32 Coastal Development Permit with Public Hearing"" $ - $ - 0% $ - $ - $ - $ - 33 Coastal Development Permit without Public Hearing"" $ - $ : - '- 0% $ - $ - $ - $ - 34 Code Amendment"" $ - $ 0% $ - $ - $ - $ - 35 Conditional Use Permit** $ - $ - 0% $ - $ - $ - $ 36 General / Specific Plan Change"* $ - $ - 0% $ _ $ - $ - $ - 37 Large Family Day Care** $ - $ - 0% $ - $ - $ - $ ' 38 Planned Development Permit** $ - $ - 0% $ _ $ - $ - $ 39 Planned Unit Development** $ - $ '- 0% $ - $ - $ - $ 40 Preliminary Site Plan Review** $ $ - 0% $ - $ - $ - $ - MAXIMUS, Inc Appendix 3 - Page 3 of 4 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS li',-11 iJ[ E I ° P IMI NDE17`F„EES 1 ry Mti z i£y El MP CTs'', Fee # Fee Service Name / Description Current Fee Recommended Fee % Recovery (of full cost) Remaining Per Unit Surplus / (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) $ - 41 Street Vacation" $ - $ - 0% $ - $ - $ - 42 Subdivision" $ - $ - 0% $ - $ - $ - $ - 43 Tentative Parcel Map" $ - $ - - _ 0% $ - $ - $ - $ - 44 Variance" $ - $ - - ". 0% $ - $ - $ - $ - 45 Zone Change" $ - $ 0% $ - $ - $ - $ - Non -User Fee Activities $ - $ - 0% $ - $ - $ - $ - $ - $ - $ • Recovered In Building & Safety Fees — Recovered in Planning Fees "' Recovered in City Clerk Fees LEGEND: TOTALS: $ 120,802 $ 85,070 $ (35,732) Fee # A reference number to faciliate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost! Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of ' Revenue Exclusions Due to data uncertainty (primarily volumes) or non -fee activity, these revenues were excluded from the revenue impact totals. Shaded cells indicate Departmental input ... MAXIMUS, Inc Appendix 3 - Page 4 of 4 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 4: COST RESULTS for ENGINEERING SERVICES FEES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS NGINEERINGdI';- .µx. I ,l "r r£3°(r^.s' NITic'QSTOW .AM#P'AE$'' lat4010104C,151MMTVIKIM,I Fee # Fee Service Name I Description Annual "Recover- able" Quantity Actual Unit Cost/ Potential Fee Current Fee / Deposit Per Unit Surplus I (Subsidy) Actual Annual Cost I Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I ISubsidy) 1 Approval of Plans" 1 $ 281 $ - $ (281) $ 281 $ - $ (261) 2 Coastal Development Permit with public hearing" 4 $ 252 $ - $ (252) $ 1,009 $ - $ (1,009) 3 Coastal Development Permit without public hearing" 2 $ 284 $ - $ (284) $ 568 $ - $ (568) 4 Conditional Use Permit" 25 $ 284 $ - $ (284) $ 7,089 $ - $ (7,089) 5 General / Specific Plan Change" 2 $ 217 $ - $ (217) $ 433 $ - $ (433) 6 Lot Merger" 1 $ 403 $ - $ (403) $ 403 $ - $ (403) 7 Planned Development Permit" 10 $ 350 $ - $ (350) $ 3,502 $ - $ (3,502) 8 Planned Unit Development" 1 $ 351 $ - $ (351) $ 351 $ - $ (351) 9 Preliminary Site Plan Review" 5 $ 350 $ - $ (350) $ 1,750 $ - $ (1,750) 10 Street Vacation" 1 $ 647 $ - $ (647) $ 647 $ - $ (647) 11 Subdivision" 4 $ 373 $ - $ (373) $ 1,490 $ - $ (1,490) $ (1,867) 12 Tentative Parcel Map" 5 $ 373 $ - $ (373) $ 1,867 $ 13 Variance" 6 $ 350 $ - $ (350) $ 2,102 $ (2,102) $ (700) 14 Zone Change" 2 $ 350 $ - $ (350) $ 700 $ 15 Record of Survey 1 $ 433 $ 210 $ (223) $ 433 r $ (223) 16 Encroachment Agreement 6 $ 305 $ 200 $ (105) $ 1,831 $ 1,200 $ (631) 17 Special Driveway Permit 2 $ 132 $ 155 $ 24 $ 263 : 310 $ 47 18 Easement Check Fee 1 $ 427 $ 185 $ (242) $ 427 $ (242) 19 Lot Line Adjustment 4 $ 534 $ 570 $ 36 $ 2,137 $ 2,280 $ 143 20 Sidewalk, Driveway, Curb Permit 120 $ 183 $ 80 $ (103) $ 21,935 9,600 $ (12,335) 21 Deferrals 1 $ 420 $ 200 $ (220) $ 420 200 $ (220) 22 Sewer Permit 12 $ 183 $ 60 $ (123) $ 2,198 r $ (1,478) 23 Flood Hazard Area Permit 1 $ 167 $ 100 $ (67) $ 167 100 $ (67) 24 Construction Permit 50 $ 212 $ 150 $ (62) $ 10,610 $ 7,500 $ (3,110) 25 Annual Parking District Renewal Permit 100 $ 16 $ 10 $ (6) $ 1,634 $ 1,000 $ (634) 26 Traffic Impact Plan Review 1 $ 520 $ 250 $ (270) $ 520 r $ (270) 27 Plan Copy Service 36 $ 11 $ 5 $ (6) $ 398 :0 $ (218) 28 Engineering Compliance Fee 1 $ 278 $ 185 $ (93) $ 278 $ (93) 29 Investigation 1 $ 145 $ 70 $ (75) $ 145 $ 70 $ (75) 30 Utility Company Permit (w/o add! inspections) 60 $ 246 $ 120 $ (126) $ 14,731 $ 7,200 $ (7,531) $ (18,016) 31 Plan Check - Traffic Control Plan 120 $ 150 $ - $ (150) $ 18,016 $ - 32 Plan Check - New Commercial / Industrial' 36 $ 460 $ - $ (460) $ 16,546 $ - $ (16,546) 33 Plan Check - Commercial / Industrial Alteration' 100 $ 96 $ - $ (96) $ 9,621 $ - $ (9,621) 34 Plan Check - New Multiple Family Dwelling' 8 $ 422 $ - $ (422) $ 3,379 $ - $ (3,379) 35 Plan Check - Multiple Family Dwelling Alteration` 4 $ 97 $ - $ (97) $ 387 $ - $ (387) 36 Plan Check - Single Family Dwelling Alteration' 80 $ 72 $ - $ (72) $ 5,776 $ - $ (5,776) 37 Plan Check - New Single Family Dwelling` 30 $ 259 $ - $ (259) $ 7,778 $ - $ (7,778) NF Non -User Fee Activities 0 $ 929,358 $ - $ (929,358) $ - $ - $ - • Recovered In Building & Safety Fees `• Recovered in Planning Fees LEGEND: Totals: $ 141,822 $ 31,190 $ (110,632) Fee a A reference number to faciliate discussion Fee or Service Name I Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, If applicable Per Unit Surplus / (Subsidy) The difference between the Actual Untt Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost s Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. MAXIMUS, Inc Appendix 4 - Page 1 of 2 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS Igigeo:somittweoromMorfa.ri NGINEERING ,.:'':, ,yr?r ttr ,,fits (tt extsN is-IREOi7MMEfi D 3fEES, : '`Pi` n O : w?`f. EN.1EE M0AA1S;w$ #?`r,.y 'i. Fee # Fee Service Name / Description Current Fee I Deposit Recommended Fee 1 Deposit (if T&M) % Of Recovery Per Unit Surplus ! (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 0 2 •.. royal of Plans $ - $ - 0% EMI. $ - $ - $ - Coastal Development Permit with .ublic hearin." $ - $ - - 0% $ - $ - $ - © 4 Coastal Development Permit without public hearing" $ - $ - 0% $ - $ $ - Conditional Use Permit" $ - $ - 0% $ - $ - $ - EMMEN $ - 5 General / Specific Plan Change" $ - $ - 0%L $ - $ - 6 Lot Merger" $ - $ - 0% $ - $ - - $ HIPlanned 9 Development Permit" $ - $ - 111111.211ZMill $ - $ $ Planned Unit Development" $ - $ - - 0% $ - $ - - $ - $ - Preiimina Site Plan Review" $ - $ -1111=321 $ - $ - $ - m m ® Street Vacation" $ - $ - 0% $ - Subdivision" $ - $ -111111.1321 $ $ - $ - $ Tentative Parcel Map" $ - $ ' ®'' $ - $ - $ 13 Variance" $ - $ - 0% $ - $ - $ - 14 Zone Change" $ - $ - 0% $ - $ - $ - $ - 15 Record of Survey $ 210 $ 433 100% $ (22$ $ 433 $ 210 $ 223 Encroachment A.reement $ 200 $ -" 305 100% $ 105 EMI= $ 1,200 $ 631) 17 Special Driveway Permit $ 155 $ 132 100% $ 24 $ 263 $ 310 $ 47 18 Easement Check Fee $ 185 $ 427 100% $ 242 $ 427 $ 185 $ (242 • Lot Line Ad'ustment $ 534 100% $ 36 $ 2,137 I $ 12,335) 20 Sidewalk, Driveway, Curb Permit $ 80 $ 183 100%EMECIE $ 21,935 $ 9,600 ® ® ® m 25 Deferrals 11M311 $ - 420 100% $ 220 $ 420 11W13 $ 220 Sewer Permit $ 60 $ 183 rr'M=IM $ 2,198 $ 720 $ (1,478 Flood Hazard Area Permit r r $ - 167 100% $ 67 $ 167 r r $ (67 Construction Permit $ 150 $ - 212 100% $ (62 $ 10,610 $ 7,500 $ 3,110 Annual Parking District Renewal Permit $ 10 $ - 16 100% $ (6) $ 1,634 $ 1,000 $ (634) 26 Traffic Impact Plan Review $ 250 $ 520 100% $ 270 $ 520 $ 250 $ 270 m Plan Copy Service $ 5 $ 11 100% EMIIIIIMIEME31 $ 180 $ (218) m • IEEE 31 Engineering Compliance Fee $ 185 $ 278 111MICEI 93 I $ 278 $ 185 Investl.aion $ 70 $ 145 111MEZ11111MIIIIM $ 70 $ (75) Utit Com.an Permit (w/o add'I ins.-ctions $ 246 1111111M21 $ 126 I $ 14,731 $ 7,200 $ 7,531) Plan Check -Traffic Control Plan $ - $ 150 100% $ (150) $ 18,016 $ - $ (18,016) $ - 32 Plan Check - New Commercial / Industrial` $ - $ - 0% $ - $ - $ - 33 Plan Check - Commercial I Industrial Alteration` $ - $ - 0% $ - $ - $ - $ - HPlan 36 Check - New Multiple Family Dwellin. $ - $ - - 0% $ - ICI. • $ $ $ $ $ - Plan Check - Multiple Family Dweliiag Alteration` $ $ 0% $ - Plan Check- Single Family Dwellin. Alteration` $ - $ '- - - 0% $ 121.1.1MMIIIIM 37 Plan Check - New Single Family Dwellin. ` $ - 13.111.111=1111111E0 $ - I $ - $ - $ - NF Non -User Fee Activities $ - $' -.MEMO $ 111.1MMEMION$ - Recovered In Land Development Fees Recovered in Current Planning Fees • Totals: $ 76,143 $ 31,190 $ (44,953) W Fee # A reference number to feciliate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost! Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue If the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based' on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. • Revenue Exclusions Due to data uncertainty (primarily volumes) or non -fee activity, these revenues were excluded from the revenue impact totals. Shaded cells indicate Departmental input - - MAXIMUS, Inc Appendix 4 - Page 2 of 2 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 5: COST RESULTS for POLICE SERVICES FEES December 6, 2004 Appendices NIAXIMUS HELPING GGVERNMETTSERVE THE PEOPLE* City of National City CITYWIDE FEE STUDY ACTUAL COST RESULTS rr, .POIJCEic 7'+iv':e. 1.,zRn,:,"+-e. <S4..1i"it`E '"asi,°. "r io :At. Annual "Recover able" Quanti , ali .'t iNITCQSTS} Actual Unit Cost / Potential Fee Current Fee I Deposit �h f Per Unit Surplus I ,[Subsidy) k,, d, .., :,RENSNUE Actual Annual Cost/ Potential Revenue MP^!j.•%AS Annual Revenue at Current Fee r.z' i g"�. Annual Revenue Surplus / (Subsidy) Fee # Fee Service Name / Description Q © 3 Approval of Plans' 0 $ - $ 93 $ 93 $ - Coastal Development Permit with •ublic hearing' 4 t $ - $ (51) $ 202 $ - Coastal Development Permit without public hearing" 2 $ 51 $ - $ (51) $ 102 $ - $ (102) 4 Conditional Use Permit' 25 $ 102 $ - $ 102) $ 2,544 $ - $ (2,544) © General / S. •civic Plan Change" 2 $ 101 1121.11MBIMEM $ 202 6 Planned Development Permit" 10 $ 102 $ - $ (102) $ 1,018 $ - $ (1,018) 7 Planned Unit Development` 1 $ 102 $ - $ 102 $ 102 $ - $ (102) v Prelimina Site Plan Review' 5 $ 204 EIMISIMEIIIIIM $ 1,018 IENI.'- EMIIIIMMIERIIIIIIMI Street Vacation` 0 $ 102 lin. $ 102) $ 102 Subdivision` $ $ 0 Tentative Parcel Map'$ P — 102 - $ (102) $ 509 $ - $ (509) ® ® Variance` 0 $ 102 $ - I Zone Change" © $ 101 $ - $ (101)110111MEMIEN.1111.0 14 False alarms 100 $ 70 $ 50 $ (20) $ 7,030 $ 5,000 $ (2,030) 15 Request for Report 1742 $ 6 $ 10 $ 4 $ 9 773 ILIIIIME313.11110=11131MECIMI $ 1,515 $ 17,420 $ 2,700 $ 7,647 $ 1,185 m 17 Record Check / Clearance letters / No record $ 14 I I $ (4 Fingerprint 270 $ 6 $ 10 $ 4 18 Animal Quarantine Release 60 $ 79 $ 50 $ (29) $ 4,715 $ 3,000 $ (1,715) 19 Animal Relinquishment 8 $ 22 $ 50 $ 28 I $ 174 $ 400 $ 226 20 Dead Animal Pickup 2 $ 4 $ 50 $ 46 I $ 8 $ 100 $ 92 ® ® Photograph 1 $ 17 EINKCIEMONIMEHEI $ 20 Eillillal N- eli•ent vehicle impound/release 1600 $ 50 EIIIIIE1131111111111131 $ 79,696 $ 88,000 ® 24 Tranquilizer fee (proposed) m $ 13 rUE3.111111E11 $ 183 r r Guard dog permit (proposed) 1 $ 259 $ 50 $ (209) $ 259 $ 50 $ (209) 25 Non -allowed animal permit (proposed) 1 $ 155 $ 5 $ (150) $ 155 I $ 5 $ (150) NF Non -User Fee Related Activities 0 $ 12,756,725 $ - $ 12,756,725) $ - $ - $ * Recovered in Planning Fees • Totals: $ 113,144 $ 118,895 $ 5,751 Fee # A reference number to faciliate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost! Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service al the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. MAXIMUS, Inc. Appendix 5 - Page 1 of 2 12/6/2004 City of National City CITYWIDE FEE STUDY RECOMMENDED FEE RESULTS Or 'r 1lMMEWDt`19 ,`EES 3 r:, fit}Xi BW �MP,At;7S Fee # Fee Service Name I Description Current Fee I Deposit Recommended Fee/ Deposit (if T&MJ % Of Recovery Per Unit Surplus/ (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 1 Approval of Plans' $ - $ - 0% $ - $ - $ - $ 2 Coastal Development Permit with public hearing' $ - $ - 0% $ - $ - $ - $ - 3 Coastal Development Permit without public hearing` $ - $ - 0% $ - $ - $ - $ - 4 Conditional Use Permit* $ - $ - 0% $ - $ - $ - $ - 5 General / Specific Plan Change` $ - $ - 0% $ - $ - $ - $ - 6 Planned Development Permit* $ - $ - 0% $ - $ - $ - $ - 7 Planned Unit Development* $ - $ - 0% $ - $ - $ - $ - 8 Preliminary Site Plan Review' $ - $ - 0% $ - $ - $ - $ - 9 Street Vacation` $ - $ - 0% $ - $ - $ - $ - 10 Subdivision` $ - $ - 0% $ - $ - $ - $ 11 Tentative Parcel Map` $ - $ - 0% $ - $ - $ - $ - 12 Variance` $ - $ - 0% $ - $ • $ - $ - 13 Zone Change' $ - $ - 0% $ - $ - $ - $ - 14 False alarms $ 50 $ 70 100% $ (20) $ 7,030 $ 5,000 $ (2,030) 15 Request for Reports $ 10 $ 6 100% $ 4 $ 9,773 $ 17,420 $ 7,647 16 Record Check / Clearance letters / No record $ 10 $ 14 100% $ (4) $ 2,102 $ 1,500 $ (602) 17 Fingerprint $ 10 $ 6 100% $ 4 $ 1,515 $ 2,700 $ 1,185 18 Animal Quarantine Release $ 50 $ 79 100% $ (29) $ 4,715 $ 3,000 $ (1,715) 19 Animal Relinquishment $ 50 $ 22 100% $ 28 $ 174 $ 400 $ 226 20 Dead Animal Pickup $ 50 $ 4 100% $ 46 $ 8 $ 100 $ 92 21 Photograph $ 20 $ Si. 17 100% $ 3 $ 17 $ 20 $ 3 22 Negligent vehicle Impound / release $ 55 $ : - 50 100% $ 5 $ 79,696 $ 88,000 $ 8,304 23 Tranquilizer fee (proposed) $ 50 $ 13 100% $ 37 $ 183 $ 700 $ 517 24 Guard dog permit (proposed) $ 50 $ 259 100% $ (209) $ 259 $ 50 $ (209) 25 Non -allowed animal permit (proposed) $ 5 $ - 155 100% $ (150) $ 155 $ 5 $ (150) NF Non -User Fee Related Activities $ - $ - - 0% $ - $ - $ - $ - ` Recovered in Planning Fees LEGEND: Totals: $ 105,626 $ 118,895 $ 13,269 Fee # A reference number to faciliate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. ` Revenue Exclusions Due to data uncertainty (primarily volumes) or non -fee activity, these revenues were excluded from the revenue MAXIMUS, Inc Appendix 5 - Page 2 of 2 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 6: PRODUCTIVE HOURLY RATE RESULTS for PARKS & RECREATION December 6, 2004 Appendices MAXtIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City Parks Staff — Determination of Hours available for Fieldwork Hours and Adjustments Source Average Gross Annual Hours Available (1.0 FTE): 2,080 Annual (Full Day) Reductions for: Annual Hours Vacation Annual Accrual 100 Holiday City policy 80 Seminars, Conferences, Training 2 days/year 16 Sick Leave and Wellness Annual Accrual 96 Floater holidays 32 Other Total Annual Reductions: -324 Net Available Hours 1,756 Net. Available Days @ hrs/day = 8 220 Annual (Partial Day) Reductions for: Annual Hours Training Classes/Sessions 8 Staff Meetings 48 Supervisor Meetings 0 Other 0 Total Annual Reductions: -56 Daily Reductions for: Hours per Day Break time Mandated 0.5 Office hours Support to All Proj 0.5 Public Counter Duty Support to All Proj 0 Other 0 Total Daily Reduction: , 1 Total Daily Reductions (annualized): -220 Overtime Hours (annual) Actual Usage 0 Net Available Productive Hours Per Year: 1,481 MAXIMUS, Inc. Appendix 6 - Page 1 of 4 12/6/2004 National City, California Department of Parks & Recreation Hourly Rates by Job Title Title RECREATION Aquatics Manager Lifeguard Recreation Aide Recreation Leader I Recreation Leader II Recreation Leader Ill Recreation Specialist Senior Lifeguard PARKS Lead Tree Trimmer Tree Trimmer Park Caretaker Parks Equipment Operator Senior Park Caretaker Productive Hours per Year Compensated (Compensated Hours per less paid Year leave) Avg Direct Dept Head Labor Recreation and Hourly Rate Supervisors Secretary 728.00 728.00 $14.63 $5.40 $2.31 5,283.20 5,283.20 $10.04 $5.40 $2.31 5,532.80 5,532.80 $7.39 $5.40 $2.31 8,387.29 8,387.29 $8.52 $5.40 $2.31 1,118.31 1,118.31 $9.82 $5.40 $2.31 894.40 894.40 $10.27 $5.40 $2.31 4,180.80 4,180.80 $10.64 $5.40 $2.31 561.60 561.60 $11.48 $5.40 $2.31 1,480.50 1,480.50 $19.52 $2.31 2,961.00 2,961.00 $18.46 $2.31 7,402.50 7,402.50 $16.20 $2.31 1,480.50 1,480.50 $20.35 $2.31 4,441.50 4,441.50 $17.71 $2.31 MAXIMUS, Inc. Appendix 6 - Page 2 of 4 12/6/2004 National City, California Department of Parks & Recreation Hourly Rates by Job Title Title RECREATION Aquatics Manager Lifeguard Recreation Aide Recreation Leader I Recreation Leader II Recreation Leader Ill Recreation Specialist Senior Lifeguard PARKS Lead Tree Trimmer Tree Trimmer Park Caretaker Parks Equipment Operator Senior Park Caretaker Personal Services other than FT/PT $3.26 $3.26 $3.26 $3.26 $3.26 $3.26 $3.26 $3.26 $8.28 $8.28 $8.28 $8.28 $8.28 Additional Street Tree Personal Services Maintenance & other than operations and FT/PT capital $5.08 $5.08 $0.86 $0.86 $0.86 $0.86 $0.86 $0.86 $0.86 $0.86 $4.23 $4.23 $4.23 $4.23 $4.23 Schedule 1 Additional Street Tree Personal Maintenance & operations and capital $2.95 $2.95 MAXIMUS, Inc. Appendix 6 - Page 3 of 4 12/6/2004 National City, California Department of Parks & Recreation Hourly Rates by Job Title Title RECREATION Aquatics Manager Lifeguard Recreation Aide Recreation Leader I Recreation Leader II Recreation Leader Ill Recreation Specialist Senior Lifeguard PARKS Lead Tree Trimmer Tree Trimmer Park Caretaker Parks Equipment Operator Senior Park Caretaker POTENTIAL RECOVERY LEVELS 100% of 75% of 50% of 25% of cost cost cost cost 20% $26.46 , $19.85 $13.23 $6.62 $3.97 $21.87 $16.40 $10.93 $5.47 $3.28 $19.22 $14.41 $9.61 $4.80 $2.88 $20.35 $15.26 $10.17 $5.09 $3.05 $21.64 $16.23, $10.82 $5.41 $3.25 $22.10 $16.57 $11.05 $5.52 $3.31 $22.46 $16.85 $11.23 $5.62 $3.37 $23.30 $17.48 $11.65 $5.83 $3.50 $42.36 $31.77. $21.18 $10.59 $6.35 $41.30 $30.98 $20.65 $10.33 $6.20 $31.02 $23.26 $15.51 $7.75 $4.65 $35.16 $26.37 $17.58 $8.79 $5.27 $32.52 $24.39 $16.26 $8.13 $4.88 MAXIMUS, Inc. Appendix 6 - Page 4 of 4 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 7: COST RESULTS for HOUSING INSPECTION SERVICES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City USER FEE STUDY ACTUAL COST RESULTS xl= OUSINGfINSPEC 3O 4Jaw% TS„a„ '",' ;J1M?EYENUE Actual Annual Cost! Potential Revenue MPA'CT9a Annual Revenue at Current Fee :, `;' 1EMt...N Annual Revenue Surplus I (Subsidy) # Fee or Service Name I Description Annual Quantity Actual Unit Cost I Potential Fee Current Fee Per Unit Surplus I (Subsidy) Fee Apartment lnspsections!Occupancy Permits - 4 10 1 $ 101 $ (101) $ 101 $ - $ (101) 1 to units Apartment Inspsections/Occupancy Permits - > 15 units) 1 $ 65 $ - (65) $ 65 $ _ $ (65) 2 3 10 units (per Housing Inspection - Small Rental Units 4169 $ 68 $ - (68) $ 281,408 $ $ $ (281,408) TOTALS: I $ 281,573 I $ $ (281,573) LEGEND: Fee # A reference number to facilitate discussion Service Name / Description The services and/or fees included in the MAXIMUS study Fee or Quantity The annual number of each service provided, as reported by the City Annual Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Actual Unit Fee The current fee charged by the City for each service, if applicable Current Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual. Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharg ` Non Fee Activities These costs have been excluded from the estimated potential revenue totals. -User MAXIMUS, Inc. Appendix 7 - Page 1 of 2 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS O ! , x ANe : ,t , ,,, ,}1013SINGLINSPECTT4ON, Y 6 h xO n,U.r.,.? ., „fi. is AVMs r 01 ! E0QM.MENPfP 1 ., a f€ UE" y) !ACO i ' "i Fee # Fee Service Name ! Description Current Fee Recommended Fee % Recovery (of full cost) Remaining Per Unit Surplus / (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) 1 Apartment Inspsections/Occupancy Permits - 4to 10 units $ - $ 101 100% $ (101) $ 101 $ - $ (101) 2 Apartment Inspsections/Occupancy Permits - > 10 units (per 15 units) $ - $ 65 100% $ (65) $ 65 $ - $ (65) 3 Housing Inspection - Small Rental Units $ - $ 68 100% $ (68) $ 281,408 $ - $ (281 408) Recovered in Planning Fees LEGEND: TOTALS: $ 281,573 $ $ (281,573) Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharg ` Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc Appendix 7 - Page 2 of 2 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 8: COST RESULTS for CITY CLERK SERVICES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City USER FEE STUDY ACTUAL COST RESULTS ina'ATT; SUMW f Ci:ERKEf !r`Yr, ,tkl rr U 1 a^4,4143 ,REVEN4 E1MPACTS" Fee # Fee or Service Name / Description Annual Quantity Actual Unit Cost Potential Fee Current Fee Per Unit Surplus / (Subsidy) Actual Annual Cost/ Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) 1 Annexation* 1 $ 269 $ - (269) $ 269 $ - $ (269) 2 Appeal — Project Processing (non-refundable)` 1 $ 383 $ - (383) $ 383 $ - $ (383) 3 Code Amendment* 3 $ 384 $ - (384) $ 1,151 $ - $ (1,151) $ (765) 4 General / Specific Plan Change' 2 $ 383 $ - (383) $ 765 $ - 5 Street Vacation' 1 $ 383 $ - (383) $ 383 $ - $ (383) 8 Weed Abatement 288 $ 378 $ 300 (78) $ 108,772 $ 86,400 $ (22,372) 9 Conditional Use Permit* 25 $ 64 $ - ($4) $ 1,598 $ - $ (1,598) 10 Copy of audio tape 40 $ 32 $ 8 (24) $ 1,279 $ 320 $ (959) NF Non -User Fee Activities 0 $ 189,103 $ - (189,103) $ - $ - $ - Recovered in Planning Fees LEGEND: TOTALS: $ 116,899 $ 86,720 $ (30,179) Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or tees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharge. ` Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 8 - Pagel of 2 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS 'P A %ClTtlCLERC,0",&3i z. - —WORE C,OMMENDER,EEES<* e , Asti i;cl3EVENUEIMP4 TS3 '=u , ,4;"u:4 Fee # Fee Service Name I Description Current Fee Recommended Fee % Recovery (of full cost) Remaining Per Unit Surplus I (Subsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus/ (Subsidy) 1 Annexation' $ - $ - 0% $ - $ - $ - $ 2 Appeal — Project Processing (non-refundable $ - $ - 0%. $ - $ - $ - $ - 3 Code Amendment' $ - $ - - 0% $ - $ - $ $ 4 General / Specific Plan Change' $ - $ -- - 0% $ - $ - $ - $ - 5 Street Vacation' $ - $ - - - 0% $ - $ - $ - $ - 8 Weed Abatement $ 300 $ - 378 100% $ (78) $ 108,772 $ 86,400 $ (22,372) 9 Conditional Use Permit $ - $ 0% $ - $ $ $ 10 Copy of audio tape $ 8 $ 32 100% $ (24) $ 1,279 $ 320 $ (959) NF Non -User Fee Activities $ - $ ' - 0% $ - $ - $ - $ - * Recovered In Planning Fees TOTALS: $ 110,051 $ 86,720 $ (23,331)1 LCI,C/YU: Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue'rf the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee- payers/customers for each service, or the amount of overcharge. ' Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS. Inc. Appendix 8 - Page 2 of 2 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 9: COST RESULTS for CITY MANAGER SERVICES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE City of National City USER FEE STUDY ACTUAL COST RESULTS ii j 1 ,Fz tuNI, P. ,;y: - 1 REvF , E fMPACT . 'RO r'' Fee # Fee or Service Name / Description Annual Quantity Actual Unit Cost 1 Potential Fee Current Fee Per Unit Surplus I (Subsidy) Actual Annual Cost 1 Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) 1 Appeal — Project Processing (non-refundable)` 1 $ 110 $ - (110) $ 110 $ - $ (110) 2 Coastal Development Permit with public hearing` 4 $ 110 $ - (110) $ 438 $ - $ (438) 3 Code Amendment' 3 $ 110 $ - (110) $ 329 $ $ (329) 4 Conditional Use Permit* 25 $ 110 $ - (110) $ 2,738 $ - $ (2,738) 5 General / Specific Plan Chance' 2 $ 109 $ - (109) $ 218 $ - $ (218) 8 Street Vacation` 1 $ 110 $ - (110) $ 110 $ - $ (110) 9 Subdivision' 4 $ 110 $ - (110) $ 438 $ - $ (438) 10 Tentative Parcel Map' 5 $ 109 $ - (109) $ 546 $ - $ (546) 11 Variance' 6 $ 109 $ - (109) $ 654 $ - $ (654) NF Non -User Fee Activities 0 $ 764,881 $ - (764,881) $ - $ - $ Sum of Exclusions from Revenue Impacts 0 $ - $ - $ - $ - $ - $ - Recovered in Planning Fees TOTALS: $ 6,787 1 $ - 1s (6,787)) Lcrarrvu: Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus I (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharg • Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 9 - Page 1 of 2 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS jl r'..AIM Hxrlt""i-ne- EVENUEfMPAOTS i?MIrrtx.:{ Fee # Fee Service Name 1 Description Current Fee Recommended. Fee % Recovery (of full cost) Remaining Per Unit Surplus / ASubsidy) Potential Revenue at Rec. Fee Annual Revenue at Current Fee Annual Revenue Surplus / (Subsidy) 1 Appeal —Project Processing (non- refundable)* $ - $ - 0% $ - $ - $ - $ - 2 Coastal Development Permit with public hearing* $ - $ - - 0% $ - $ - $ - $ - 3 Code Amendment` $ - $ - 0% $ - $ - $ - $ - 4 Conditional Use Permit* $ - $ 0% $ - $ - $ - $ - 5 General I Specific Plan Change' $ - $ - 0% $ - $ - $ - $ - 8 Street Vacation' $ - $ - 0% $ - $ - $ - $ - 9 Subdivision' $ - $ 0% $ - $ - $ - $ - 10 Tentative Parcel Map' $ - $ - , 0% $ - $ - $ - $ 11 Variance' $ - $ - _ - 0% $ - $ - $ - $ - NF Non -User Fee Activities $ - $ .- - 0% $ - $ - $ - $ - ` Sum of Exclusions from Revenue Impacts $ - $ - 0% $ - $ - $ - $ - Recovered in Planning Fees LEGEND: TOTALS: $ Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus / (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee- payers/customers for each service, or the amount of overcharg ` Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 9 - Page 2 of 2 12/6/2004 City of National City, California CITYWIDE FEE STUDY FINAL REPORT APPENDIX 10: COST RESULTS for CITY ATTORNEY SERVICES December 6, 2004 Appendices MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' City of National City USER FEE STUDY ACTUAL COST RESULTS +N16%i"M... refit,&AOR.r +rx(mv"&li'rii�O1T.Y..':1A " Y sP a a� - .'- E,. ,� `rr+ r„ µt, ,+ a �,y.,.. �rrr .+" .,� T3�RN8�'m-�m�ai!°�' r , "i 4a�1',��£,�..""�afr„�*t�r��":t�1Y,�ar,,.,��11 AVM Nfj-G 'S£ NUEiIMPPAQTS„"'.�EC-' es;, Fee # Fee or Service Name I Description Annual Quantity Actual Unit Cost/ Potential Fee Current Fee Per Unit Surplus I (Subsidy) Actual Annual Cost I Potential Revenue Annual Revenue at Current Fee Annual Revenue Surplus I (Subsidy) 1 Annexation* 1 $ 154 $ - (154) $ 154 $ - $ (154) 2 Appeal — Code Enforcement (refunded if appeal granted)' 1 $ 172 $ - (172) $ 172 $ - $ (172) 3 Banners —Administrative Fee' 15 $ 1,467 $ - (1,467) $ 22,001 $ - $ (22,001) 4 Coastal Development Permit with public hearing" 4 $ 231 $ - (231) $ 923 '$ - $ (923) 5 Code Amendment* 3 $ 200 $ - (200) $ 601 $ - $ (601) 8 General / Specific Plan Change' 2 $ 201 $ - (201) $ 401 $ - $ (401) 9 Planned Development Permit' 10 $ 172 $ - (172) $ 1,717 $ - $ (1,717) 10 Planned Unit Development' 1 $ 172 $ - (172) $ 172 $ - $ (172) 11 Street Vacation' 1 $ 485 $ - (485) $ 485 $ - $ (485) 12 Subdivision' 4 $ 154 $ - (154) $ 614 $ - $ (614) 13 Tentative Parcel Map' 5 $ 114 $ - (114) $ 572 $ - $ (572) 14 Variance' 6 $ 115 $ - (115) $ 688 $ - $ (668) 15 Zone Change' 2 $ 307 $ - (307) $ 614 $ - $ (614) 16 Substantial Conformance' 2 $ 114 $ - (114) $ 227 $ - $ (227) NF Non -User Fee Activities 0 $ 431,121 $ - (431,121) $ - $ - $ - ' Recovered in Planning Fees LEGEND: TOTALS: $ 34,403 $ (34,403) Fee # A reference number to facilitate discussion Fee or Service Name / Description The services and/or fees included in the MAXIMUS study Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost / Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus I (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee-payers/customers for each service, or the amount of overcharg 'Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 10 - Page 1 of 2 12/6/2004 City of National City USER FEE STUDY RECOMMENDED FEE RESULTS 4,cir A'T,TPRNEY „ 4 5A!.RECON1MENDEDfEES; i%,^ s"„ ;f.'";AI'''sA1:REVEMUE€fMP,ACTs`.vSS" Potential Revenue at Rec. Fee Annual Revenue at Current Fee 'u .1 Annual Revenue Surplus / (Subsidy) Fee # Fee Service Name I Description Current Fee Recommended Fee - % Recovery (of full cost) Remaining Per Unit Surplus ! (Subsidy) Annexation' $ - $- 0% $ - $ - $ - $ 1 Appeal Code Enforcement (refunded if Bloc $ - $ - 0% $ - ' $ - $ $ 2 — Banners Administrative Fee" $ - $ 0% $ $ $ - $ - 3 — Development Permit with public hea $ - $ - 0% $ - $ $ $ 4 5 Coastal Code Amendment* $ - $ ` . 0% $ - $ - $ - $ General / Specific Plan Change' $ - $ 0% $ $ $ $ _ 8 9 Planned Development Permit" $ - $ 0% $ - $ _ $ - - $ - $ 10 11 Street Vacation' $ - $ - 0% $ - - $$ $ - 12 Subdivision' $ - $ 0% $ - $ $ - $ - 13 Tentative Parcel Map' $ - $ - 0% $ - $ - $ - $ - 14 Variance" $ - $- 0% $ - $ $ $ - Zone Change" $ - $ - _: 0% $ - $ - $ - $ - 15 16 Substantial Conformance" $ - $ - - 0% $ $ $ $ NF Non -User Fee Activities $ - $ - - - • 0% $ - $ - $ - $ - ' Recovered in Planning Fees TOTALS: I $ Is Is LEGEND: Fee # A reference number to facilitate discussion Fee Service Name / Description The services and/or fees included in the MAXIMUS study or Annual Quantity The annual number of each service provided, as reported by the City Actual Unit Cost / Potential Fee The actual cost of each service, as calculated by MAXIMUS Current Fee The current fee charged by the City for each service, if applicable Per Unit Surplus / (Subsidy) The difference between the Actual Unit Cost and the Current Fee for each service Total Actual Annual Cost I Potential Revenue The potential revenue if the City charged the Actual Unit Cost for each service at the Annual Quantity for that service (Unit Cost x Annual Quantity) Annual Revenue at Current Fee The potential revenue if the City charged the Current Fee for each service at the Annual Quantity for that service (Current Fee x Annual Quantity) Total Annual Revenue Surplus ! (Subsidy) The difference between the Total Annual Cost/Potential Revenue and the Annual Revenue at Current Fee. This figure represents the annual subsidy (based on actual cost), the City provides to fee- payers/customers for each service, or the amount of overcharg ' Non -User Fee Activities These costs have been excluded from the estimated potential revenue totals. MAXIMUS, Inc. Appendix 10 - Page 2 of 2 12/6/2004 POLICE FEE NUMBER DESCRIPTION MAXIMUS 5% FEE PERCENT FEE INCREASE RECOVERY 11-14 False Alarms $ 70 $ 74 100% 11-15 Request for Reports $ 6 $ 6 100% 11-16 Record Check/Clearance letters/No record $ 14 $ 15 100% 11-17 Fingerprint $ 6 $ 6 100% 11-18 Animal Quarantine Release $ 79 $ 83 100% 11-19 Animal Relinquishment $ 22 $ 23 100% 11-20 Dead Animal Pickup $ 4 $ 4 100% 11-21 Photograph $ 17 $ 18 100% 11-22 Negligent vehicle impound/release $ 50 $ 53 100% 11-23 Tranquilizer fee $ 13 $ 14 100% 11-24 Guard dog permit $ 259 $ 272 100% 11-25 Non -allowed animal permit $ 155 $ 163 100% CITY CLERK FEE NUMBER DESCRIPTION MAXIMUS 5% FEE PERCENT 1 FEE INCREASE RECOVERY 02-08 Weed Abatement $ 378 $ 397 100% 02-10 Copy of Audio Tape $ 32 $ 34 100% National City BUILDING FEE ANALYSIS (NEXUS Methodology) Building Department FINAL RESULTS JVIAXIJ'sAUS HELPING GOVERNMENT SERVE THE PEOPLE December 3, 2004 For more information, contact: Richard Pearl 4320 Auburn Boulevard, Suite 2000 Sacramento, CA 95841 (916) 485-8102 richardpearl(a�maximus.com 1-213{22991 4 PM National City - Building Fee Analysis Calculation of Productive Hours - Building Department (Administration) Hours and Adjustments Source Average Totals Dlr B&S, Trees Permit Tech, Lattire Sr Bldg Insp, Virden Po forma Plan Checker Bldg Imp Plan Cecker, Zamorano Office Asst, Gutierrez Total FTE: - 5.6 1 1 1 1 1 0.5 Gross Annual Hours Available (1.0 FTE : 2,080 11,440 2,080 2,080 2,080 2,080 2,080 1,040 Annual (Full Day) Reductions for: Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Vacation Annual Accrual 95 520 120 80 80 80 120 40 Holiday City Policy 121 666. 112 112 112 112 112 106 Seminars, Conferences, Training 2days/ 'Sr 26 144 72 16 16 16 16 6 Annual Accrual 96 528 96 96 96 96 96 48 Management Leave n/a 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Other n/a 0 , 0 0 0 0 0 0 0 0 Total Annual Reductions: (338) (1,858) (400) (304) (304) (304) (344) (202) NefAvai/able Hours 1,742 9,682 1,880 1,778 1,778 1,776 1,736 838 Nef Available Days c hrs�/Yda = 8 218 - 1,198 22A10 222 222 222 217 105 Annual (Partial Day) Reductions for: Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Annual Hours Training Classes/Sesslons 14 78 14 14 14 14 14 7.5 Staff Meetings weekly 48 265 48 48 48 48 46 24.5 Supervisor Meetings w/B.O. monthly 8 45 8 8 8 8 8 4.5 Other n/a 0 1 0 0 0 0 0 0.5 0 0 0 Total Annual Reductions: 70 .. 387i (1 0 0 ) 70 P6J (70)(37 � . Daily Reductions for. ii�e�� ��. )� Ya ".:'VM 4nw Hours per Day t[ hf Hours per Day .Y' Hours per Day Hours per Day Hours per Day Hours per Day Hours per Day Hours per Day Break lime Mandated 0.50 2.75 0.5 0.5 0.5 0.5 0.5 0.25 Office hours Support to A0 Proj. 0.75 4.12 0.75 0.75 0.75 0.75 0.75 0.37 Public Counter Duty Support to All Prof. 0.07 0.37 0.25 0.12 Other n/a 0.00 0.00 Total Daily Reduction: 1.32 7.24 1.3 1.5 1.3 1.3 1.3 0.7 Total Dail Reductions (annualized): (267) (1499L (263) (333 276) (278) cm (78 Actual Usa a 0.00 1 :w7, d w Overtime Hours annual) 2.00 0.0 0.0 0.0 1.0 0.0 1.0 fT' ,ems-s-rtr�razar �� r(� v�%kAV.PiAI* s,+,G# }}9�9 �x, �'iG'S'fn ��. MA } M�1�o.i.," Net Available Productive Hours Per Year: 1,385 7,698 1,348 1,373 1,429 1,430 1,395 724 Supervision and Administration (Overhead I Non -Billable): % of Remaining Available Time (Prod Hours / Yr.) 50%: 0% 0% 0% 5% 100% Hours 266.87 1,467.79 674 - - 70 72-41 NET PRODUCTIVE ("Billable") HOURS Per Year: 1,118.0 6,230.0 873,8 1,373.1 1,428.8 1,429.6 1,325.1 0.0 I MAXIMUS, Inc. Page 2 of 30 12/3/2004 National City Fee Analysis Productive Hourly Rate Calculation Building Department Total Net Productive Hours Per Year: 6,230.0 CALCULATION OF HOURLY RATE Program Costs FY 2003/04 Costs Total Productive Hours Productive Hourly Rate - Building and Safety Department Salaries $276,986 6,230 $ 44.46 Overtime $0 _ Benefits $89,123 Materials and Supplies $13,566 Pro Forma Plan Check Eng (sal+ben) $ 80,400 Salary Update $ 31,000 Subtotal of Direct Costs $ 491,075 6,230 $ 78.82 Net Productive FTE and Hours: $ 491,075 6,230 $ 78.82 Other Contributing Departments/Divisions: Planning $ 124,730 $ 20.02 City Attorney $ 227 $ 0.04 Engineering $ 43,489 $ 6.98 Fire $ 22,188 $ 3.56 $ Subtotal of Other Departments: $ 190,634 $ 30.60 Citywide Overhead (CAP): $ 94,465 $ 15.16 Off Budget or Planned Items: General Plan Update $ 15,000 $ 2.41 $ Subtotal of Other Costs $ 15,000 $ 2.41 TOTALS: $ 791,174 6,230 $ 126.99 Cost Adjustments for MP&E's & Misc. Items: Exclusions Subtotal of Other Departments: $ (190,634) $ (30.60) Adjustments Subtotal: $ (190,634) $ (30.60) TOTALS (MP&E's): $ 600,540 6,230 $ 96.39 National City - Building Fee Analysis New Construction Cost Calculations Plan Check Services TIME ESTIMATE DETAIL AND BUILD-UP PLAN CHECK DISCIPLINES - Related Standard Time From UBC Building Use Occupancy Intake and Pitied Codes Document- Previous Class (e.g., UBC Occupancy Type) Size (sl) Processing Review Grading Site Foundation Structural (Life & Safety) Mechanical Plumbing Electrical Energy ADA Other Re -Checks anon Study Totals A-1 Theater 20,000 48.0 A-2 Church 10,000 23.0 A-2.1 Auditorium 10,000 20.0 A-2.1 Restaurant 10,000 23,0 Restaurant Tenant Improvements 1,000 16.0 A-3 Small Assembly Buildings 5,000 20.0 B Banks 10,000 20.0 B Laundromat 5,000 10.0 B Medical Office 5,000 - 26.0 B Offices 1,000 10.0 5,000 20.0 10,000 30.0 20,000 38.5 50,000 40.0 100,000 60.0 B Office Tenant Improvements 5,000 10.0 B High Rise Office Building 100,000 100.0 B delete 100,000 delete - B High Rise Condo Building 100,000 100.0 E.1 Preschool / School 5,000 14.6 E-2 Preschool / School 3,000 12.0 E-3 Daycare 3,000 11.0 F-1 delete 20,000 - F-1 Woodworking / Indushial I Manufacturir 15,000 24.0 F-1 delete 5,000 - F-2 Steel Production/Fabrication 10,000 20.0 H-2 Moderate Explosion Hazard 8,000 17.0 H-3 High Fire Hazard 6,000 18.0 H-4 Repair Garage 8,000 16.0 H-5 delete 15,000 - H-6 delete 20,000 H-7 Health Hazard Materials 6,000 17.0 14.1 delete 10.000 1-1.2 Health Care Centers 10,000 25.0 1-2 Nursing Home/ Assisted Living I 10,000 30,0 1-3 delete 15,000 . M Stores (Retail) 10,000 24.0 M Market 5,000 15.0 M Retail Tenant Improvements 5,000 8.0 R-1 Apartment Bldg 10,000 20.0 R-1 Apartment Bldg - Repeat Unit 10,000 8.0 MAXIMUS, Inc. Page 4 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction Cost Calculations Plan Check Services TIME ESTIMATE DETAIL AND BUILD-UP Related Standard ,....,,. -....-- -...-.. -.- Time From UBC Building Use Occupancy Intake and Project Codes Document- Previous Study Totals Class (e.g., UBC Occupancy Type) Size (cI) Processing Review Grading Slle Foundation Structural (Lite & Safety) Mechanical Plumbing Electrical Energy ADA Other Re -Checks allon 20.0 R-1 Hotels & Motels 10,000 1 1,500 7,0 8.0 " 2,500 4,000 9.0 10.0 5,000 7,500 it . 10,000 20.0 Production Phase 1,500 3.0 R-3 Dwaings - 2,500 3.6 ., 4,000 4.0 • 5000 4.5 . , 7,500 6.0 . 10,000 6.0 9.0 R-3 Alternate Materials 1.500 . 2500 10.0 . , 4,000 1 to 5,000 2.0 1 . 7,500 17.0 " 10,000 22.0 R - 2,1, Group Care, Non-Amb. (6k) 10,000 23.0 R-2.2 & Group Care, Ambulatory (6+) 10,000 22.0 R-2.1.1, Group Care, Non-Arnb. (1-5) 7,D0D 16.0 R-2.2.1 & Group Care, Ambulatory. (1-5) 7,000 16.0- S-1 delete ' 10,000 S-1 Mini Storage 10,000 17.0 S-2 Low Hazard Storage 10,000 15.0 S-3 Repair Garage 5,000 12.0 S-3 Motor Vehicle Fuel Dispensing 10,000 18.0 S-3 delete 20,000 S-4 Open Parking Garage (detached) 20,000 40.0 5-5 delete 20,000 U-1 delete 400 delete U-1 delete 500 delete U-1 delete 200 delete U-1 delete 300 delete U-1 delete 2,000 . Lab) R&D 10,000 30.0 Other Tenant Improvements 10,000 18.0 S All Shell Buildings 10,000 24.0 B delete 10,000 B delete 10,000 A-2.1 delete 5,000 M delete 10,000 0 delete 10,000 MAXIMUS, Inc. Page 5 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction Cost Calculations Inspection Services TIME ESTIMATE DETAIL AND BUILD-UP INSPECTION TYPES Related Standard Scheduling. Travel Grading I Foundation & UBC Building Use Occupancy Intake, and To/From Onslie Underground Life 5 Rough I Document - Class (e.g., UBC Occupancy Type) Size (sI) Processing Site Inspection Site Utilities Structural Safety Trades Mechanical Plumbing _ Electrical Energy ADA Other Reinspectlon alien Totals A-1 Theater 20,000 30.0 A-2 Church 10,000 1.0 2.0 0.5 1.5 3.0 1.0 1.5 0.5 0.5 5.0 0.5 1.0 0.5 1.0 0.5 20.0 A-2.1 Auditorium 10.000 _ 18.0 A-2.1 Restaurant 10,000 23.0 Restaurant Tenant Improvements 1,000 12.0 A-3 Small Assembly Buildings 5,000 14.0 B Banks 10,000 20.0 B Laundromat 5,000 10.0 B Medical Office 5,000 12.0 B Offices 1,000 8.6 5,000 11.0 " - 10,000 20.0 " 20,000 35.0 " 50,000 48.0 " 100,000 70,0 B Office Tenant Improvements 5,000 8.0 B High Rise Office Building 100,000 140.E B delete 100,000 delete B High Rise Condo Building 100,000 140.5 E-1 Preschool / School 5,000 10.0 E-2 Preschool / School 3,000 8.0 E-3 Daycare 3,000 7,0 F-1 delete 20,000 - F-1 Woodworking/Industrial/ Manufaclurh 15,000 24,0 F-1 delete 5,000 F-2 Steel Production/Fabrication 10,000 2.0 2.0 0.5 1.5 2.0 2.0 1.5 1.0 1,0 1.0 1.0 1.0 1,0 1.0 0.5 19.0 H-2 Moderate Explosion Hazard 6,000 150 H-3 High Fire Hazard 8,000 16.0 H-4 Repair Garage 8,000 14.5 H-5 delete 15,000 - H-6 delete 20,000 - H-7 Health Hazard Materials 6,000 16.6 1-1.1 delete 10,000 1-1.2 Health Care Centers 10,000 20.0 1-2 Nursing Home / Assisted Living/ 10.000 20.0 1-3 delete 15.000 M Stores (Retail) 10,000 18.0 M Market 5.000 100 M Retail Tenant Improvements 5,000 _ _ 7.3 R-1 Apartment Bldg 10,000 1.0 1.0 1.5 2.5 3.0 1.5 3.0 0,5 0.5 0.5 1.5 1.5 - 1.5 1.0 20.5 R-1 Apartment Bldg - Repeat Unit 10,000 1.0 1.0 1.5 2.5 3.0 1.5 3.0 0.5 0.5 0.5 1.5 1.5 - 1.5 1.0 20.6 MAXIMUS, Inc. Page 6 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction Cost Calculations Inspection Services TIME ESTIMATE DETAIL AND BUILD-UP INSPECTION TYPES Related UBC Class Building Use (e.g., UBC Occupancy Type) Standard Occupancy Size (sf) Scheduling, Intake, and Processing Travel To/From Site Grading I Onsite Inspection Site Foundation & Underground Utitilles Structural Life & Safety Rough / Trades Mechanical Plumbing Electrical Energy ADA Other Reinspection Document - ation Totals R-1 Hotels & Motels delete 10,000 10,000 21.5 - R-1 R-3 Dwellings -Custom, Models, 1,500 8.5 ^ 10.0 2,500 5,000 12.0 57,500 13.0 00 15.0 10,0, 000 20.0 R-3 Dwellings- Production Phase 1,500 6.6 10.0 12.0 2,500 4,000 5,000 13.0 7.500 16.0 10,000 20.0 R-3 Alternate Materials 1,500 - 2,500 12.0als 4,000 11.0 516.0 7,500 0D 17.0 22.0 10,00D R - 2.1. Group Care, Nan-Amb. (EH-) 10,000 23.0 R-2,28 Group Care, Ambulatory (6t) 10000 22.0 R-2.1.1, Group Care, Non-Amb. (1-5) 7,000 16.0 R-2.2.1 & Group Care, Ambulatory. (1-5)16.0 7,000 _ S-1 delete 10,000 _ 10,000 2.0 1.0 1.0 2.5 1.5 1.0 1.0 1.0 1.D 1.0 1.0 1.0 1.0 1.0 1.0 18.0 S-1 S-2 Mini Storage Low Hazard Storage 10,000 1.0 1.0 1.0 1.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 10 1.0 16.6 S-3 Repair Garage 5,000 12.0 S-3 Motor Vehicle Fuel Dispensing 10,000 3.0 1.0 1.0 4.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 20.5 S-3 delete 20,000 • S-4 Open Parking Garage (detached) 20,000 44.0 S-5 delete 20,000 U-1 delete delete U-1 delete 500 delete U-1 delete 200 delete U-1 delete 300 delete _ U-1 delete 2,000 delete Lab I R&D 10,000 24.0 Other Tenant Improvements 10,000 15.0 SHELL BUILDINGS 0 All Shell Buildings 10,000 16.0 B delete 10.000 B delete 10,000 A-2.1 delete 5,000 M delete 10,000 - 0 delete 10,000 MAXIMUS, Inc. Page 7 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction Cost Calculations Building & Safety Department Check this box if MP&E times are included in the time estimates. Type of Construction Modifier NEXUS CATEGORY: Related UBC Class Building Use (UBC Occupancy Type) Annual Volume (# of Units) Current Fee (Average) Building Plan Check Process Hours Building Inspection Process Hours Total Time Full Cost g Applicable Hourly Rate' Project Size Threshold Square Ft Average Cost per Square Ft A B C I FR II FR II 1-HR III 1-HR V 1-HR II N, Ill N IV V N A-1 Theater 13.5 5.6 19.1 $2,425 1,000 $2.42 27.0 9.4 36.5 $4,631 5,000 $0.93 40.6 17.1 57.7 $7,328 10,000 $0.73 .....,y ...,.,....�....� $3.64 .,.a $3.03 ,tea, �. i:-$2.42-°<- $1.39 $1.16 r-$0.93 $1.10 $0.92 f: $0.73 -- - I I 48.0 I 30.0 78.0 $9,905 -:` 20,000 $0.50 $0.74 $0.62 ' $0.50 54.1 41.1 95.2 $12,093 50,000 $0.24 67.6 60.0 127.6 $16,205 100,000 $0.16 $0.36 $0.30 ;.$0.24"' $0.24 $0.20 '-$0.161: • A-2 Church 1 1100 7.7 6.5 14.2 $1,799 1,000 $1.80 15.3 11.0 26.3 $3,344 5,000 $0.67 $2.70 $2.25 : $1.80" $1.00 $0.84 "..$0.67 a. 23.0 20.0 43.0 $5,461 '.,10,000 $0.55 $0.82 $0.68 $0.55 ; 27.2 35.0 62.2 $7,901 20,000 $0.40 30.7 48.0 78.7 $9,990 50,000 $0.20 38.3 70.0 108.3 $13,757 100,000 $0.14 $0.59 $0,49 f:$0.40': $0.30 $0.25 $0.20 $0.21 $0.17 $0.14 =. A-2.1 Auditorium 6.7 5.9 12.5 $1,589 1,000 $1.59 13.3 9.9 23.2 $2,950 5,000 $0.59 $2.38 $1.99 ``$1.59.'. $0.89 $0.74 'r$0.59'.. 20.0 18.0 38.0 $4,826 •: 10,000 $0.48 $0.72 $0.60 ;; $0.48 '.- 23.7 31.5 55.2 $7,006 20,000 $0.35 26.7 43.2 69.9 $8,872 50,000 $0.18 33.3 63.0 96.3 $12,233 100,000 $0.12 $0.53 $0.44 .--;$0.35 It $0.27 $0.22 : <$0,18 ,-' $0.18 $0,15;:$0.12 A-2.1 Restaurant 7.7 7.5 15.1 $1,923 1,000 $1.92 1 2671 15.3 12.7 28.0 $3,554 5,000 $0.71 $2.88 $2.40 ` $1.92 $1.07 $0.89 'is:$0.71-'.. I. 23.0 23.0 46.0 $5,842 ; 10,000 $0.58 $0.88 $0.73 `': $0.58,- ' 27,2 40.3 67.5 $8,568 20,000 $0.43 30.7 55.2 85.9 $10,904 50,000 $0.22 38.3 80.5 118.8 $15,091 100,000 $0.15 $0.64 $0.54 .;Y $0,43:.: $0.33 $0.27 =5:$0.22 $0.23 $0.19 ', $0.15 _` Restaurant Tenant Improvements 4.0 4.2 8.2 $1,041 200 $5 20 $7.81 $6.50 $5.20 ' 6 608 8.0 7.1 15.1 $1,918 ' , 1,000 $1.92 $2.88 $2.40 :' $1.92' 6 998 12.0 12.9 24.9 $3,163 2,000 $1.58 14.2 22.6 36.8 $4,672 4,000 $1.17 16.0 31.0 47.0 $5,966 10,000 $0.60 20.0 45.2 65.2 $8,277 100,000 $0.08 $2.37 $1.98 ^;$1.58';: $1.75 $1.46 ..'$1.17='.-: $0.89 $0.75 $0.60 . $0.12 $0.10 , : $0.08., A-3 Small Assembly Buildings 6.7 4.6 11.2 $1,424 500 $2.85 13.3 77 210 $2,671 2,500 $1.07 $4.27 $3.56 - $2.85 "' $1.60 $1.34 '% $1.07'x:. 20.0 14.0 34.0 $4,318 r 5,000 $0.86 $1.30 $1.08 a$0.86'. 23.7 24.5 48.2 $6,117 10,000 $0.61 26.7 33.6 60.3 $7,653 25,000 $0.31 33.3 49.0 82.3 310,456 50,000 $0.21 $0.92 $0.76 . $0.61, -, $0.46 $0.38 ; $0.31 ''_• $0.31 $0.26 •.. $0.21 • B Banks 6.7 6.5 13.2 $1,672 1,000 $1.67 13.3 11.0 24.3 $3,090 5,000 $0.62 $2.51 $2.09 .- $1.67-- $0.93 $0.77 `', $0.62 20.0 20.0 40.0 $5,080 .i:. 10,000 $0.51 $0.76 $0.64 z1-$0:51 23.7 35,0 58.7 $7,450 20,000 $0.37 26.7 48.0 74.7 $9,482 50,000 $0.19 33.3 70.0 103.3 $13,122 100,000 $0.13 $0.56 $0.47 ":;,$0.3r.'.. $0.28 $0.24 z $0.19 $0.20 $0.16 -°50.73,'? B Laundromat 3.3 3.3 6.6 $836 500 $1.67 6.7 5.5 12.2 $1,545 2,500 $0,62 $2.51 $2.09 ' $1.671,- $0.93 $0.77 140.62'1 10.0 10.0 20.0 $2,540 h .' i '5,000 $0.51 $0.76 $0.64 : $0.51k�°' 11.8 17.5 29.3 83,725 10,000 $0.37 13.3 24.0 37.3 $4,741 25,000 $0.19 16.7 35.0 51.7 $6,561 50,000 $0.13 $0.56 $0.47 ' $0371' $0.28 $0.24 • $0:`19r'ri $0.20 $0.16 $013 ":'.. B Medical Office 12.5 7.1 19.6 $2,488 1,000 $2.49 $3.73 $3.11 ' $2.49 -'.. 25.0 12.0 37.0 $4,699 < 5,000. $0.94 $1.41 $1.17 W�'$0.94"„: 37.5 21.8 59.3 $7,533 10,000 $0.75 44.4 38.2 82.6 $10484 20,000 $0.52 50.0 52.4 102.4 $12,999 50000 $0.26 62.5 76.4 138.9 $17,634 100,000 $0 18 $1.13 $0.94 . $0.75'; $0.79 $0.66 ',- $0.52,,-. $0,39 $0.33 ?::$026.,,- $0.26 $0.22 ''$0i18`. B Offices 1 1824 10.0 6.5 16.5 $2,095 31.0 $3,937 50.0 $6 350 70.5 $8,953 88.0 $11,175 120.0 $15,239 . ` j 1,000 $2.10 $0.79 $0.64 $0.45 $0.22 $0.15 $3.14 $2.62 a' $2.10`°'-, 20.0 11.0 .I 5,000 $1.18 $0.98 : $0.79. .l. 0 I 30.0 20.0 ''.- 10,000 $0.95 $0.79 $0 84 -', (Please complete all rows - This section also used for scaling] 35.5 35.0 20,000 $0.67 $0.56 '_ $0.45',,. 40.0 48.0 50,000 $0.34 $0.28 •. $0.22 • 50.0 70.0 100,000 $0.23 $0.19 '• $0.15' MAXIMUS, Inc. age 72/J/LUU4-5.51YNf National City - Building Fee Analysis New Construction Cost Calculations Building & Safety Department Check this box if MP&E times are included in the time estimates. Type of Construction Modifier NEXUS CATEGORY: Related UBC Class Building Use (UBC Occupancy Type) Annual Volume (# of Units) Current Fee (Average) Building Plan Check Process Hours Building Inspection Process Hours Total Time Full Cost © Applicable Hourly Rate' Project Size Threshold Square Ft Average Cost per Square Ft A B C I FR II FR II 1-HR III 1-HR V 1-HR II N, Ill N IV V N • B Office Tenant Improvements 1 5 4 587 584 942 2.8 5.6 8.5 1.5 2.5 4.6 4.3 8.1 13.0 18.0 22.2 30.1 $546 250 $1,035 1,250 $1,654 2,500 $2.19 $0.83 so.ss $0.46 $0.23 $0.15 $3.28 $2.73 $2.19 $1.24 $1.03 '._:$0.83: $0.99 $0.83 $0.66 2 2308 10.0 8.0 $2,286 ': 6,000. $0.69 $0.57 $0.46 0 2 0 5879 11.3 14.1 11.0 16.0 $2,824 12,500 $3,820 25,000 $0.34 $0.28 '.$0.23 $0.23 $0.19 + $0.15'i B High Rise Office Building 28.2 56.3 84.5 26.1 44.2 80.3 54.3 100.5 164.8 240.5 305.4 $6,891 5,000 $12,762 25,000 $20,927 50,000 $1.38 $0.51 $0.42 $0.31 50.16 $2.07 $1.72 :" $1.38!I,.:I, $0.77 $0.64-'. $0.51.-i. $0.63 $0.52 .:$0.42 100.0 140.5 $30,541-'100,000 $0.46 $0.38 'f$0.31` 112.7 192.7 $38,778 250,000 $0,23 $0.19 -'$0.16.:' 140.8 281.0 421.8 $53,570 500,000 $0.11 $0.16 $0.13 $0.11 B High Rise Condo Building 28.2 26-1 54.3 $6,891 5,000 $1.38 $2.07 $1.72 .$1.38 $0.77 $0.64 `-$0.51 56.3 44.2 100.5 $12,762 25,000 $0.51 84.5 80.3 164.8 $20,927 50,000 $0.42 $0.63 $0.52 a+ $0.42 100.0 I 140.5 240.5 $30,541 ::100,000 $0.31 $0.46 $0.38 `fi $0.31 112.7 192.7 305.4 $38,778 250,000 $0.16 $0.23 $0.19 i-$0.16 -: 140.8 281.0 421.8 $53,570 500.000 $0.11 $0.16 $0.13 $0.11 E-1 Preschool / School 4.8 3.3 8.1 $1,027 500 $2.05 $3.08 $2.57 -6$2.05 K-12>50 9-7 5.5 15.2 $1,926 2,500 $0.77 $1.16 $0.96 -::C$0.77:s :. 0 14.5 10.0 24.5 $3,111 ' _.' 5,000 $0.62 $0.93 $0.78 -.:$0.62 17.2 17.5 34.7 $4,401 10,000 $0.44 $0.66 $0.55 - $0.44 0 19.3 24.0 43.3 $5,503 25,000 $0.22 $0.33 $0.28 $0.22' -. 24.2 35.0 59.2 $7,514 50,000 $0.15 $0.23 $0.19 .$0.15_., E-2 Preschool / School 4.0 2.6 6.6 $838 300 $2.79 $4.19 $3.49 '+' $2.79 K-12 <50 8.0 4.4 12.4 $1,575 1,500 $1.05 $1.57 $1.31 ' $1.05 4 12.0 8.0 20.0 $2,540 3,000 $0.85 $1.27 $1.06 1 $0.85 r 14.2 14.0 28.2 $3,581 6,000 $0.60 $0.90 $0 75 .:i$0.60 "fi 16.0 19.2 35.2 $4,470 15,000 $0.30 $0.45 $0.37 $0.30 ='.' 20.0 28.0 48.0 $6,096 30,000 $020 $0.30 $0.25 7$0.20 ,, E-3 Daycare 3.7 2.3 5.9 $755 300 $2.52 $3.77 $3.14 °:$2.52--'. 7.3 3.9 11.2 $1,420 1,500 $0.95 $1.42 $1.18 ';.l$0.95` 11.0 7.0 18.0 $2,286 '-. 3,000. $0.76 $1.14 $0.95 :$0.76 . 13.0 12.3 25.3 $3,209 6,000 $0.53 $0.80 $0.67 '''$0.53 ,. 14.7 16.8 31.5 $3,996 15,000 $0.27 $0.40 $0.33 ":'$027--f 18.3 24.5 42.8 $5,439 30,000 $0.18 $0.27 $0.23 ', $0.18 , li F-1 Woodworking / Industrial / Manufacturing 8.0 7.8 15 8 $2,006 1,500 $1.34 $2.01 $1.67 $1.34t 16.0 13.2 29.2 $3,708 7,500 $0.49 $0.74 $0.62 =:$0.49.: 24-0 24.0 48.0 $6,096 .:`':.15,000 $0.41 $0.61 $0.51 '`-.SOAP,. 28.4 42.0 70.4 $8,940 30,000 $0.30 $0.45 $0.37 '-: $0.30.i�r. 32.0 57.6 89.6 $11,378 75,000 $0.15 $0.23 $0.19 ^-$0151 40.0 84.0 124.0 $15,747 150,060 $0.11 $0.16 $0.13 ;w..$0.11 a F-2 Steel Production/Fabrication 10.0 11.2 21.2 $2,696 2,000 61.35 $2.02 $1.68 -,.; $1.35: Industrial / Manufacturing 1 20.0 19.0 39.0 $4,953 ' ',' 10,000 $0.50 $0.74 $0.62 =,-:$0.50 4 t 30.0 34.5 64.5 $8,197 20,000 $0.41 $0.61 $0.51 s$0.41.-:: 6869 35.5 60.5 96.0 $12,185 40,000 $0.30 $0.46 $0.38 IT ''$0.30::I 40-0 82.9 122.9 $15,608 100,000 8016 $0.23 $0.20 '+":$0.16. 50.0 120.9 170.9 $21,704 200,000 $0.11 $0.16 $0.14 "`($0 11, H-2 Moderate Explosion Hazard 5.7 4.9 10.5 $1,339 600 $223 $3.35 $2.79 •..$2.23„" 11.3 8.3 19.6 $2,487 3,000 $0.83 $1.24 $1.04 '->$0.83 17.0 15.0 32.0 $4,064 ' ;' 6,000j $0.68 $1.02 $0.85 ,"$0.68;'.. 20.1 26.3 46.4 55,888 12,000 $0.49 $0.74 $0.61 ;1$0.49. 22.7 36.0 58.7 - $7,450 30,000 $0.25 $0.37 $0.31 ''$0.25', 28.3 52.5 80.8 $10,265 60,000 $0.17 $0.26 $0.21 $0.17 H-3 High Fire Hazard 6.0 5.2 11.2 $1,422 600 $2.37 $3.56 $2.96 "-' $2.37,:'.:�.. 12.0 8.8 20.8 $2,641 3,000 $0.88 $1.32 $1.10 $., $0.88'F':: 18.0 16.0 34.0 $4,318 :. 6,000 $0.72 $1.08 $0.90 --$0.72' 213 28.0 49.3 $6,261 12,000 $0.52 $0.78 $0.65 .'s. $0.52- 24.0 38.4 62.4 $7,924 30,000 $0.26 $0.40 $0.33 440.26 ,. 30.0 56.0 86.0 $10,921 60,000 $0.18 $0.27 $0.23 =, $0.18 '; AXIMUS Inc. age National City - Building Fee Analysis New Construction Cost Calculations Building & Safety Department ■ Check this box if MP&E times are included in the time estimates. Type of Construction Modifier NEXUS CATEGORY: Related UBC Class Building Use (UBC Occupancy Type) Annual Volume (# of Units) Current Fee (Average) Building Plan Check Process Hours Building Inspection Process Hours Total Time Full Cost i Applicable Hourly Rate' Project Size Threshold Square Ft Average Cost per Square Ft A B C I FR II FR II 1-HR III 1-HR V 1-HR II N, Ill N IV V N Shading indicates the standard H-4 Repair Garage 5.0 10.0 4.7 8.0 9.7 18.0 29.5 43.1 54.8 75.8 $1,233 600 $2,283 3,000 $2.06 $0.76 $0.62 $0.46 $0.23 $0.16 $3.08 $2.57 >s$2.06 $1.14 $0.95 "' $0.76::', 15.0 14.5 $3,746 ':.-: 6,000 $0.94 $0.78 : $0.62. 17.8 20.0 25.0 25.4 34.8 50.8 $5,476 12,000 $6,959 30,000 $9,619 60,000 $0.68 $0.57 ': $0.46 '.. $0.35 $0.29 ':$0.23 '.'. $0.24 - $0.20 $0.16 H-7 Health Hazard Materials 4.8 9.6 14.4 2.9 4.9 8.9 7.7 14.4 23.2 32.5 40.4 $974 300 $1,835 1,500 $2,949 3,000 $3.25 $1.22 $0.98 $0.69 $0.34 $4.87 $4.06 -$3.25 $1.83 $1.53 $1.22 :- $1.47 $1.23 ;$0.98:.; 17.0 15.5 $4127t ;: 6,000 $1.03 $0.86 ':1$0.69 19.2 21.3 $5,132 15,000 $0.51 $0.43: $0.34 23.9 31.0 54.9 $6,977 30,000 $0.23 $0.35 $0.29 °:$0.23• 1-1.2 Heath Care Centers 8.3 6.5 14.8 $1,884 1,000 $1.88 $2.83 $2.35 :'. $1.88'-'.. 16.7 11.0 27.7 $3,513 5,000 $0.70 $1.05 $0.88 --: $0.70,'"' 25.0 20.0 45 0 $5,715 3 10,000 $0.57 $0.86 $0.71 .h$0.57- 29.6 35.0 64.6 $8,201 20,000 $0.41 $0.62 $0.51 "i$0.412. 33.3 48.0 81.3 $10,329 50,000 $0.21 $0.31 $0.26 $0.21 41.7 70.0 111.7 $14,181 100,000 $0.14 $0.21 $0.18 :9',$014 .b 1-2 Nursing Home / Assisted Living / 10.0 6.5 16.5 $2,095 1,000 $2.10 $3.14 $2.62 '$2.10,.ii Convalescent Hospital 20.0 11.0 31.0 $3,937 5,000 $0.79 $1.18 $0.98 '$0.79 30.0 20.0 50.0 $6,350 '+10,000 $0.64 $0.95 $0.79 .$0.64 `'. 35.5 35.0 70.5 $8,953 20,000 $0.45 $0.67 $0.56.$0.:45 40.0 48.0 88.0 $11,175 50,000 $0.22 $0.34 $0.28 ii$0.22 50.0 70.0 120.0 $15,239 100,000 $0.15 $0.23 $0.19 $0.15 M Stores (Retail) 8.0 5.9 13.9 $1,759 1,000 51.76 $2.64 $2.20 "; $1.76 -:: 16.0 9.9 25.9 $3,289 5,o00 $0.66 $0.99 $0.82 • $0.66 1 3390 24.0 18.0 42.0 $5,334 ':.10,900 $0.53 $0.80 $0.67 '$0.53'.:T: 1 6205 28.4 31.5 59.9 $7,807 20,000 $0.38 $0.57 $0.48 <$0.38 32.0 43.2 75.2 $9,550 50,000 $0.19 $0.29 $0.24 "'$0.19R. 40.0 63.0 103.0 $13,08D 100,000 $0.13 $0.20 $0.16 $0.13 M Market 5.0 3.3 8.3 $1,048 500 $2.10 $3.14 $2.62 .$2.10. 10.0 5.5 15.5 $1,968 2,500 $0.79 $1.18 $0.98 $0.79 -' 15.0 10.0 25.0 $3,175 :: 5,000 $0.64 $0.95 $0.79 ':$0.64 17.8 17.5 35.3 $4,476 10,000 $0.45 $0.67 $0.56 ' ;`$0.45- 20.0 24.0 44.0 $5,588 25,000 $0.22 $0.34 $0.28 -'.i:$0.22=:.+ 25.0 35.0 60.0 $7,619 50,000 $0.15 $0.23 $0.19 "'$0.15•:. M Retail Tenant Improvements 2 611 2.7 2.4 5.0 $640 500 $1.28 $1.92 $1.60 '$1.28' 'a' 2 1097 5.3 4.0 9.3 $1,187 2,500 $0.47 $0.71 $0.59 m!.$0.47-,I 0 8.0 7.3 15.3 $1,943 °',' f,000 $0.39 $0.58 $0.49 `'•$0.39 i 1 4 1873 9.5 12.8 22.2 $2,824 10,000 $0.28 $0.42 $0.35 -$0.281'i 1 2199 10.7 17.5 28.2 $3,579 25,000 $0.14 $0.21 $0.18 :$0.14 .e 13.3 25.6 38.9 $4,938 50,000 $0.10 $0.15 $0.12 '-$0.10' ,- R-1 Apartment Bldg 6.7 6.7 13.3 $1,693 1,000 $1.69 $2.54 $2.12 : ;$1.69:r: 1 4485 13.3 11.3 24.6 $3,125 5,000 $0.63 $0.94 $0.78 `" `$0.63 4 7601 20.0 20.5 40.5 $5,143 , . 10,0001 $0.51 $0.77 $0.64 '$0.51°` 23.7 35.9 59.5 $7,561 20,000 $0.38 $0.57 $0.47 '-r$0.38a '. 267 49.2 75.9 $9,634 50,000 $0.19 $0.29 $0.24 '$0.19,J+. 33.3 71.8 105.1 $13,345 100,00D $0.13 $0.20 $0.17 $0.13'. j R-1 Apartment Bldg -Repeat Unit 2.7 6.7 9.3 $1,185 1,00D $1.18 $1.78 $1.48 $1.,18 , G. 7 3279 5.3 11.3 16.6 $2,109 5,000 $0.42 $0.63 $0.53 ti'$0.42'- 7 4140 8.0 20.5 28.5 $3,619 Lil,' `"+ 10;000 $0.36 $0.54 $0.45 40.36 ,'.... s.5 35.9 45.3 $5,758 20,000 $0.29 $0.43 $0.36 • '.•$0.29'-``. 10.7 49.2 59.9 $7,602 50,000 $0.15 $0.23 $0.19 2 $0.15,'.' 13.3 71.8 85.1 $10,805 100,000 $0.11 $0.16 $0.14 - $0.11 '•.''. R-1 Hotels & Motels 6.7 7.0 13.7 $1,734 1,000 $1.73 $2.60 $2.17 '•.$1.73w; 13.3 11.8 25.2 $3,195 5,000 $0.64 $0.96 $0.80 .,$0.64,..l 20.0 21.5 41.5 $5,270 " 10,000 $0.53 $0.79 $0.66 i+a:$0.53.:.i 23.7 37.6 61.3 $7,783 20,000 $0.39 $0.58 $049'$0.39'•1 . 26.7 51.6 78.3 $9,939 50,000 $0.20 $0.30 $0.25 • ,:$0.20 33.3 75.3 108.6 513,789 100,000 $0.14 $0.21 $0.17 . $0.14,., MAXIMUS, Inc. Page 10 of 30 National City - Building Fee Analysis New Construction Cost Calculations Building & Safety Department box if MP&E times are included in the time estimates. Type of Construction Modifier ■ Check this NEXUS CATEGORY: Related UBC Class Building Use (UBC Occupancy Type) Annual Volume (# of UnitsL Current Fee (Average) Building Plan Check Process Hours Building Inspection Process Hours A B C Total Time Full Cost @ Applicable Hourly Rate' Project Size Threshold Square Ft Average Cost per Square Ft I FR II FR CharJinn indicates II 1-HR Ill 1-HR V 1-HR the standard. II N, Ill N IV V N Models, 11 1470 7.0 8.5 15.5 $1,968 ' 1,500 $1.31 n.a. ❑ a. $1.31 n.a. n.a. $0.91 R-3 Dwellings - Custom, First Master Plan 9 2015 8.0 10.0 18.0 $2,286 2,50D $0.91 n.a. n.a. - $0.671.-- 1 2886 9.0 12.0 21.0 $2667 : :r4,000 $0.67 n.a. n a :'$0.58 1 3193 10.0 13.0 23.0 $2,921 ':. 5,000 $0.58 n.a. n.e. $0.51": ''' 15.0 15.0 30.0 $3,810 ,. '.. 7,500 $0.51 n.a. n.a ' $0.51 '9, 20.0 20.0 40.0 $5,080 10,000 $0.51 Production Phase 28 1121 3.0 8.5 11.5 $1,460 ': 1,500 $0.97 n.a. n.a. ', $0.97- n.a. n.a $0.69 ' ; R-3 Dwellings- Master Plan 63 1413 3.5 10.0 13.5 $1,714 `. 2,500 $0.69 n.a. n.a ,'.. $0.51' of 0 4.0 12.0 16.0 $2,032 i 4,000 $0.51 n.a. ❑.a. ''.$0.44 '" (repeats) 4.5 13.0 17.5 $2,222 '1' 5,000 $0.44 n.a. n.a. -$0.34 5.0 15.0 20.0 $2,540 '_ 7,500 $0.34 n.a. n.a. '.$0.33 6.0 20.0 26.0 $3,302 - 10,000.. 50.33 Materials 9.0 10.5 19.5 $2,476 1,500. $1.65 n.a. n.a $1.65 ma. ❑.a -`$1.12', R-3 Alternate 1 1946 10.0 12.0 22.0 $2,794 i, -2,600 $1.12 n.a. n.a.-$0.79 11.0 14.0 25.0 $3,175 'i,4,000. $0.79 n.a. n.a. "=$0.69 12.0 15.0 27.0 $3429 ".5,000 $0.69 n.a. n.a. $0.58 !'. 17.0 17.0 34.0 $4318 !- '7,500 $0.58 n.a. n.a. `b$0.56 22.0 22.0 44.0 $5,588 , 10,000 $0.56 R-2.1, Group Care, Non-Amb. (6+) 7.7 7.5 15.1 $1,923 1,000 $1.92 15.3 12.7 28.0 $3,554 5,000 $0.71 $2.88 $2.40 . $1.92.'. $1.07 $0.89 $071-. $0.88 $0.73 $0.58_ r 2.386.1 I I I 23.0I 23.0I 46.0 $5,842 "";r 10,0001 $0.58 $0.64 $0.54 =:- $0.43 -.,. 27.2 40.3 67.5 $8,568 20.000 $0.43 30.7 55.2 85.9 $10,904 50,000 $0.22 38.3 80.5 118.8 $15.091 100,000 $0.15 $0.33 $0.27 ='..$0.22 : $0.23 $0.19 _,$0.15 ( ' R-2.2 8 Group Care, Ambulatory (6+) 7.3 7.2 14.5 $1,839 1,000 $1.84 14.7 12.1 26.8 $3 399 5,000 $0.68 $2.76 $2.30 ; $1.84 $1.02 $0.85 $0.68- ' $0.84 $0.70 • $0.56, i 6.2 1 I 6500 I 22.0 I 22.0 I 440 $5,588 : i' 10,0001 $0.56 $0.61 $0.51 ::$041•`s 26.0 38.5 64.5 $8,195 20,000 $0.41 29.3 52.8 82.1 $10,430 50,000 $0.21 36.7 77.0 113.7 $14,435 100,000 $0.14 $0.31 $0.26 •'$0.21-,' $0.22 $0.18 - $0.14'..: R-2.1.1, Group Care, Non-Amb. (1-5) 5.3 5.2 10.5 $1,338 700 $1.91 10.7 8.8 19.5 $2,472 3,500 $0.71 $2.87 $2.39 :`$1.91 .' $1.06 $0.88 -�$0.71' '. $0.87 $0.73 • i$0.56: 2.3.18 I I I 16.0 I 16.0 I 32.0 $4,064 ; i `. 7,000 $0.58 $0.64 $0.53 .;,,.$0.43::;•'! 6.1.1 16.9 28.0 46.9 $5,960 14,000 $0.43 21.3 38.4 59.7 $7,586 35,000 $0.22 26.7 56.0 82.7 $10,498 70,000 $0.15 $0.33 $0.27 '°..$0.22-', $0.23 $0.19 =.:$0.15.` R-2.2.1 8 Group Care, Ambulatory. (1-5) 5.0 4.9 9.9 $1254 700 $1.79 10.0 6.3 18.3 $2,318 3,500 $0.66 $2.69 $2.24 '.. $1.79 : ' $0.99 $0.83 ,!'r$0.86- i, $0.82 $0.68 -• $0.54''% 6.2.1 I I I is.0 I 15.0 30.0 $3,810 a,,. - 7,000. $0.54 $0.60 $0.50 :i..-$0.40.:: 17.8 26.3 44.0 $5,588 14,000 $0.40 20.0 36.0 56.0 $7,111 35,000 $0.20 25.0 52.5 77.5 $9,842 70,000 $0.14 $0.30 $0.25 -, $0.20..!,! $0.21 $0.18 'f I$014 "."; S-1 Mini Storage 5.7 5.9 11.5 $1,463 1.000 $1.46 Moderate Hazard Storage 11.3 9.9 21.2 $2,696 5,000 $0.54 $2.19 $1.83 :..$1 46: f $0.81 $0.67 k $0.54:.:' $0.67 $0.56 4 .$0 44 %,, I I I 17.0 I 18.0 I 35.0 $4,445 :' " 10,000 $0.44 $0.49 $0.41 ''f$0.331<- 1 4610 20.1 31.5 51.6 $6,555 20,000 $0.33 22 7 43.2 65.9 $8,364 50,000 50.17 28.3 63.0 91.3 $11,598 100,000 $0.12 $0.25 $0.21 :'-"$0.17 $0.17 $0.15 •:'$012 1' S-2 Low Hazard Storage 5.0 5.0 10.0 $1,275 1,000 $1.27 10.0 8.5 15.5 $2,352 5,000 $0.47 $1.91 $1.59 : $1.27...'_ $0.71 $0.59 $0.47: y: $0.58 $0.48 '; $039.,', I I I 15.0I 15.5 30.5 $3,873 • ; `; 10,000 $0.39 $0.43 $0.36 '`$0.28:".. 1 8800 17.8 27.1 44.9 $5,699 20,000 $0.28 20.0 37.2 572 $7,264 50,000 $0.15 25.0 54.3 79.3 $10,064 100,000 $0.10 $0.22 $0.18 •=':$0.15`°I'< $0.15 $0.13 r:1$0.10. . S-3 Repair Garage 4.0 3.9 7.9 $1,003 500 $2.01 H-4) 8.0 6.6 14.6 $1,854 2,500 $0.74 $3.01 $2.51 :'_$201'-.f $7.71 $0.93 -. $0.74 $0.91 $0.76 ' $0.61; :i (not 1 I 1923 I 12.0 I 12.0 24.0 $3,048 ' _ ' 5,000 $0.61 $0.67 $0.56 ;$0.45 14.2 21.0 35.2 $4,470 10,000 $0.45 16.0 28.8 44.6 $5,689 25,000 $0.23 20.0 42.0 62.0 $7,873 50,000 $0.16 $0.34 $0.28 "--$0.237 $0.24 $0.20 . $0.167. '.. MAXIMUS, Inc. Page 11 of 30 National City - Building Fee Analysis New Construction Cost Calculations Building & Safety Department ■ Check this box if MP&E times are included in the time estimates. Type of Construction Modifier NEXUS CATEGORY: Related UBC Class Building Use (UBC Occupancy Type) Annual Volume (# of Units) Current Fee (Average) Building Plan Check Process Hours Building Inspection Process Hours Total Time Full Cost @ Applicable Hourly Rate' Project Size Threshold Square Ft Average Cost per Square Ft A B C I FR II FR II 1-HR III 1-HR V 1-HR II N, Ill N IV V N Shading indicates the standard. S-3 Motor Vehicle Fuel Dispensing 6.0 6.7 12.7 $1,608 1,000 $1.61 (including canopy) 12.0 11.3 23.3 $2,958 5,000 $0.59 $2.41 $2.01 :.$1.61 $0.89 $0.74 $0.59 `. 18.0 20.5 38.5 $4,889 :,_`10,000. $0.49 $0.73 $0.61 :I$0.49"> 21.3 35.9 57.2 $7.261 20,000 $0.36 24.0 49.2 73.2 $9,296 50,000 $0.19 30.0 71.8 101.8 $12,921 100,000 $0.13 $0.54 $0,45 .$0.36 . $0.28 $0.23 ":$019 $0.19 $0,16 'i.$013 .':• S4 Open Parking Garage (detached) 11.3 8.2 19.4 $2,469 1,000 $2.47 22.5 13.8 36.4 $4,618 5,000 $0.92 33.8 25.1 58.9 $7,486 10,000 $0.75 $3.70 $3.09 ;.$2.47 $1.39 $1.15 . $0.92 $1.12 $0.94 -.$0.75. 1 j ] 40.0 44.0 84.0 $10,667 -, 2oDDD $0.53 $0.80 $0.67 '-$0.53 45.1 60.3 105.4 $13,386 50,000 $0.27 56.3 88.0 144.3 $18.329 100,000 $0.18 $0.40 $0.33 ' $0.27 ' $0.28 $0.23 -. $0.18 '1 Lab / R&D 10.0 7.8 17.8 $2,260 1,000 $2.26 20.0 13.2 33.2 $4,216 5,000 $0.84 $3.39 $2.83 $2.26 ' $1.26 $1.05 ;$084 30.0 24.0 54.0 $6,857 10,000 $0.69 $1.03 $0.86 ;:$0.69 ` 35.5 42.0 77.5 $9,842 20,000 $0.49 40.0 57.6 97.6 $12,394 50,000 $0.25 50.0 84.0 134.0 $17.017 100,000 $0.17 $0.74 $0.62 ,$0,49 $0.37 $0.31 .,$0.25 $0.26 $0.21 $0.17 -i Other Tenant Improvements 1 508 6.0 4.9 10.9 $1,381 1,000 $1.38 (not Office or Retail) 4 1626 12.0 8.3 20.3 $2,572 5,000 $0.51 $2.07 $1.73 -'$1.38-) $0.77 $0.64 ':r$0.$1.' 1 2693 18.0 15.0 33.0 $4,191 r;: 10,000 $0.42 $0.63 $0.52 $0.42 H 2 4705 213 26.3 47.6 $6,038 20,000 $0.30 24.0 36.0 60.0 $7.619 50,000 $0.15 30.0 52.5 82.5 $10,477 100,000 $0.10 $0.45 $0.38 .'$0.30, $0.23 $0.19 "-$015 $0.16 $0.13 -!' $0'10i-- SHELL BUILDINGS All Shell Buildings 1 1300 8.0 5.2 13.2 $1,676 1,000 $1.68 5 2800 16.0 8.8 24.8 $3,149 5,000 $0.63 $2.01 '$1,68,; $1.34 $0.76 =$0.63 $0.50 $0.61 -''$0,51 '• $0.41 1 4000 24.0 16.0 ] 40.0 $5,080 , "' 'i 10,000 $0.51 $0.43 -:$0.35:...: $0.29 1 6500 28.4 28.0 56.4 $7,162 20,000 $036 1 17500 32.0 38.4 70.4 $8,940 50.000 $0.18 40.0 56.0 96.0 $12,191 100,000 $0.12 $0.21 ' $0.18 '; $0.14 $0.15 ', $0.12 : $0.10 Total Hours Consumed: Productive Hours per FTE: FTE Consumed: I 1,496.4 I 2,199.7 j 3,696 I 469,370 Residential occupancies use the residential hourly rate of: Commercial occupancies use the commercial hourly rate of: 1,118 3.31 $ 126.99 $ 126.99 Primary Category: A Const. Modifier Factors: 1.00 0.83 0.67 B 1.20 1.00 0.80 C 1.50 1.25 1.00 MAXIMUS, Inc. Page 12 of 30 12/3/2004 -b:51- PM National City - Building Fee Analysis POTENTIAL FEE SCHEDULE FOR MISCELLANEOUS ITEMS Building & Safety Department Work Item Unit Travel and Processing (Intake, etc.) Hours Average Plan Inspecti. Check Process Hours Average n Process Hours calculated Total Time Potential Fee (based upon hourly rate) Annual Volume (# of Units) Average Current Fee $ 96 Standard Hourly Rate MISCELLANEOUS ITEMS: Antenna Equipment Container each 2.5 2 2 6.5 $ 627 12 $ 700 Cellular/Mobile Phone, free-standing each 1.5 1 1.5 4 $ 386 3 $ 500 Cellular/Mobile Phone, co -location each 1.5 1 1 3.5 $ 337 9 $ 300 Appeal of Abatement Notice each 4 4 $ 386 0 Awning or Canopy each 1.5 0.5 0.5 2.5 $ 241 2 $ 100 Balcony addition each 1.5 1 1.5 4 $ 386 5 $ 150 Carport up to 500 sq ft 1.5 1 1 3.5 _ $ 337 9 $ 225 Change of Occupancy each 1.5 3 0.75 5.25 $ 506 1 Close Existing Openings each 1 0.5 0.5 2 $ 193 1 $ 30 Compliance Inspections/Reinspections each 1 1 2 $ 193 3 $ 40 Covered Porch each 1.5 2 1.5 5 $ 482 4 $ 120 Deck (wood) each 1.5 2 1 4.5 $ 434 7 $ 150 Demolition -Residential each 2 0 1 3 $ 289 8$ 60 Demolition- MultiFamily/Commercial each 2 0.5 1.5 4 $ 386 4 $ 300 Door -new each 1.5 1.5 1 4 $ 386 15 $ 35 Fence or Freestanding Wall (non -masonry) _ >6 feet in height up to 100 I.f. 1.5 0.5 0.25 2.25 $ 217 2 $ 90 Each additional 100 If each 1001.1. 0 0.08 0.167 0.247 $ 24 $ 60 Fence or Freestanding Wall (masonry) >6 feet in height up to 10011 1.5 1 0.5 3 $ 289 2 $ 150 Each additional 10011 each 100 I1. 0 0.167 0.3 0.467 $ 45 Fireplace Masonry each 1 0.5 0.75 2.25 $ 217 Pre -Fabricated / Metal each 1 0.25 0.5 1.75 $ 169 1 $ 150 Flag pale (over 30 feet in height) each 1 1 0.5 2.5 $ 241 1 $ 85 Garage (detached) up to 1,000 s.f 1.5 1 1 3.5 $ 337 7 $ 610 Greenhouse (non-commercial) each 1.5 1 1 3.5 $ 337 Lighting pole each 1.5 0.5 0.5 2.5 $ 241 3 $ 85 each add'l pole each 0 0 0.5 0.5 $ 48 15 $ 40 Mobile Home each 2 2 1.5 5.5 $ 530 0 $ - Mobile Home, double wide each 2 2 2 6 $ 578 9 $ 822 Partition - Commercial, Interior (up to 30 ft) up to 301.f. 1 0.25 0.167 1.417 $ 137 6 $ 75 Additional partition each 30 It. 0 0 0.08 0.08 $ 8 1 $ 50 Partition- Residential, Interior (up to 30 ft) up to 3011 1 0.25 0.167 1.417 $ 137 1 $ 75 Additional partition each 30 If. 0 0 0.08 0.08 $ 8 $ 50 Patio Cover up to 300 s.f. 1.5 1.5 1 4 $ 386 Wood frame up to 300 s.f. 1.5 1.5 1 4 $ 386 14 $ 140 Wood frame (with Calcs) up to 300 s.f. 1.5 2.5 1 5 $ 482 1 $ 140 Metal frame up to 300 s.f. 1.5 1.5 1 4 $ 386 2 $ 140 Photovoltaic System per KWh 1.5 1 1 3.5 $ 337 1 $ 90. Pile Foundation Cast in Place Concrete (first 10 piles) up to 10 1.5 1 1.5 4 $386 Additional Piles (increments of 10) each 10 0 0 1.5 1.5 $ 145 Driven (steel, pm -stressed concrete) up to 10 1.5 1 2 4.5 $ 434 1 $ 75 Additional Piles (increments of 10) each 10 0 0 2 2 - $ 193 Pm -Plan Check Appointments (first hour) each 0.25 1 0 1.25 $ 120 Pm -Plan Check Appt (each add'l 1/2 hour) each 0 0.5 0 0.5 $ 48 Stucco Applications up to400 s.f. 1 0 1 2 $ 193 8 $ 75 Additional Stucco Application each 400 s.f. 0 0 0.25 0.25 $ 24 17 $ 35 Remodel - Residential 500 s.f. Single Story up to 500 s.f. 1.5 1 1 3.5 $ 337 7 $ 150 Additional remodel each 100 s.f. 0 0.08 0.167 0.247 $ 24 2 $ 100 Re -roofing Tile/Shake - first 500 sf up to 500 s.f. 1.5 2 3.5 $ 337 1 $ 90 Each additional 100 sf each 100 s.f. 0 0.08 0.08 $ 8 320 $ 10 Comp/Metal - first 500 sf up to 500 s.f. 1.5 2 3.5 $ 337 91 $ 50 Each additional 100 sf each 100 s.1. 0 0.08 0.08 $ 8 1600 $ 2 Roof Structure Replacement up to 500 s.f. 1.5 2 1 4.5 $ 434 5 $ 200 Each additional 100 sf each 100 s.f. 0.08 0.25 0.08 0.41 $ 40 50 $ 15 Room Addition - First Story Up to 500s.f. up to500s.f. 2 1 1 4 $ 386 150 $ 438 Revenue @ Potential Fee Revenue @ Current Fee Current Surplus / (Subsidy) $ 7,518 $ 8,400 $ 882 Total Hours Consumed 0 78 $ 1,157 $ 3,036 $ $ 482 $ 1,928 $ 3,036 $ 506 $ 193 $ 578 $ 1,928 $ 3,036 $ 2,313 $ 1,542 $ 5,783 $ - $ 1,500 $ 2,700 $ - $ 200 $ 750 $ 2,025 $ - $ 30 $ 120 $ 480 $ 1,050 $ 480 $ 1,200 $ 525 $ - $ 343 $ (336) $ (282) $ (1,178) $ (1,011) $ (506) $ (163) $ (458) $ (1,448) $ (1,986) $ (1,833) $ (342) $ (5,258) $ 12 32 0 5 20 32 5 2 6 20 32 24 16 60 0 $ 434 $ $ 180 $ $ (254) 5 0 0 $ 578 $ $ 300 $ $ (278) 6 0 $ $ 169 $ 150 $ (19) 0 0 2 $ 241 $ 85 $ (156) $ 2,362 $ 4,270 $ 1,908 3 25 $ 0 $ 723 $ 723 $ $ 255 $ 600 $ (468) $ (123) $ - 8 8 0 $ 5,205 $ 7,398 $ 2,193 $ 820 $ 450 $ (370) $ 8 $ 50 $ 42 $ 137 $ - $ $ 5,398 $ 75 $ $ $ 1,960 $ (62) $ - $ (3,438) 9 0 1 0 0 56 $ 482 $ 771 $ 337 140 280 $ 90 $ $ (342) $ (491) $ (247) $ 5 8 4 $ $ - $ - 0 0 $ 434 $ 75 $ (359) 5 $ $ - $ $ $ $ $ 0 0 0 $ 1,542 $ 410 $ - $ 2,362 $ 48 $ $ 600 $ 595 $ $ 1,050 $ 200 $ - $ (942) $ 185 $ (1,312) $ 152 $ 16 4 0 25 0 $ 337 $ 90 $ (247) 4 $ 2,468 $ 3,200 $ 732 $ 30,700 $ 12,336 $ 2,169 $ 4,550 $ 3,200 $ 1,000 $ (26,150) $ (9,137) $ (1,169) 26 319 128 23 $ 1,958 $ 743 $ (1,215) 20 $ - $ - $ 57,834 $ 65,700 $ $ 7,866 600 MAXIMUS, Inc. Page 13 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis POTENTIAL FEE SCHEDULE FOR MISCELLANEOUS ITEMS Building & Safety Department Work Item Unit Travel and Processing (Intake, etc.) Hours Average Plan Check Process Hours Average Inspectio n Process Hours Total Time Potential Fee (based upon calculated hourly rate) Additional room addition (over 500 s.f.) each 100 s.f. 0.08 0.08 0.08 0.24 $ 23 Up to 500 s.f. (with Cates) up to 500 s.f. 2 2 2 6 $ 578 Additional room addition (over 500 s.f. with Calm) each 100 s.f. 0.08 0.08 0.17 0.327 $ 32 Room Addition - Multi -story Up to 500 s.f. up to 500 s.f. 2 _ 2 2 6 $ 578 Additional room addition (over 500 s.f.) each 100 s.f. 0.08 0.08 0.08 0.24 $ 23 Up to 500 s.f. (with Cates) each 500 s.f. 2 3 3 8 $ 771 Additional room addition (over 500 s.f. with Cates) each 100 s.f. 0.08 0.08 0.17 0.327 $ 32 Sauna - steam each 1 0.25 0.5 1.75 $ 169 Siding up to 400 s.f. 1 0 0.5 1.5 $ 145 Additional siding each 400 s.f. 0 0 0.167 0.167 $ 16 Signs Pole Sign, non- electric each 1.5 0.5 0.5 2.5 $ 241 Pole Sign, Electric each 1.5 0.5 0.75 2.75 $ 265 Wall/Awning Sign, Non -Electric each 1.25 0.25 0.25 1.75 $ 169 Wall, Electric each 1.5 0.5 0.5 2.5 $ 241 Skylight each 1 0.25 0.5 1.75 $ 169 Spa or Hot Tub (Pre -fabricated) each 1 0.25 0.25 1.5 $ 145 Stairs - First Flight first flight 1 0.25 0.25 1.5 $ 145 Each additional flight per flight 0 0.08 0.167 0.247 $ 24 Storage Racks 1 over 8' high (up to 100 If) first 100 If 1 0.25 2.25 $ 217 each additional 100 If each 100 If 0 0.08 0.167 0.247 $ 24 Swimming Pool / Spa $ - Gunite Master Plan Coord - Prod. Unit up to 800 s.f. 1.5 0.5 2 4 $ 386 Each Additional 100 s.f. each 100 s.f. 0 0.08 0.25 0.33 $ 32 Commercial Gunge pool (up to 800 sf) up to 800 s.f. 1.5 0.75 2.5 4.75 $ 458 Commercial Each Add1100 s.f. each 100 s.f. 0 0.08 0.25 0.33 $ 32 Window or Sliding Glass Door New Window (non structural) each 1 0.25 0.167 1.417 $ 137 New window (structural) each 1.5 0.5 0.15 2.15 $ 207 each additional non- structural window each 0.067 0.167 0234 $ 23 each additional structural window() each 0.067 0.167 0.234 $ 23 0 $ - OTHER MISCELLANEOUS FEES: 0 0 0 $ - $ - Research (per 1/2 hour) 1/2 hour 0.5 0.5 $ 48 Supplemental Plan Check Fee per hour 1 1 $ 96 Supplemental Inspection Fee per hour 1 1 $ 96 0 $ Emergency (Non -Scheduled) Call -Out Fee 4 Hours 4 4 $ 386 Alter Hours (Scheduled) Call -Out Fee 2 Hours 2 2 $ 193 Each additional hour Per Hour 1 1 $ 96 0 $ - Hours Consumed: Productive Hours per FTE: FTE Consumed: 825 442 785 2,053 1,118 MOM Annual Volume (# of Units) Average Current Fee Revenue Potential Fee Revenue @ Current Fee Current Surplus / (Subsidy) 165 0 $ 520 16 107 $1,300 $ - $ 3,817 $ $ (3,817) $ - $ $ $ $ $ $ $ 9,253 $ 2,475 $ 20,800 $ - $ 11,547 $ (2,475) 5 $ 632 15 $ - 5 $ 100 1 $ 210 4 $ 92 28 $ 165 1 $ 198 2 $ 37 $ 3,856 $ 3,160 $ (696) $ 483 $ (483) $ $ $ $ $ 1,205 $ 500 $ (705) $ 265 $ 210 $ (55) $ 675 $ 368 $ (307) $ 6,747 $ - $ 4,620 $ - $ (2,127) $ $ 145 $ 198 53 $ 289 74 $ (215) $ - $ $ $ 4 $ 139 30 $ 30 4 $ 512 1 $ 50 $ 522 $ 55 5 $ 45 1 $ 55 $ 868 $ 556 $ (312) $ 714 $ 900 $ 186 $ $ - $ $ 1,542 $ 2,048 $ 506 $ 32 $ 50 $ 18 $ $ $ $ 683 225 $ (458) $ 207 55 $ (152) 22 $ 10 3 $ 15 $ 496 $ 220 $ (276) $ 68 $ 45 $ (23) $ $ $ $ $ $ $ $ $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Revenues: $197,841 $150,775 47,066 Total Hours Consumed 40 0 0 96 26 40 5 0 0 0 0 13 7 70 0 2 3 0 0 9 7 0 16 0 0 0 7 2 5 1 0 0 0 0 0 0 0 0 0 0 0 2,050 MAXIMUS, Inc. Page 14 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis MECHANICAL, PLUMBING, AND ELECTRICAL PERMIT FEES Building & Safety Department Fee Types Estimate d Time (in minutes) Potential Fee based on a per - minute rate $ 1.61 ADMINISTRATIVE AND MISC. FEES Travel and Documentation (standard) (2 trips) Travel and Documentation (each additional trip) Permit Issuance 45.00 30.00 30.00 $ 72 $ 48 $ 48 MECHANICAL PERMIT FEES Annual Volume (# of Units Average Current Fee (Per Unit) 349 $ - 349 $ 20.00 Stand Alone Mechanical Plan Check (hourly rate) 60.00 $ 97 2 $ 40.00 A/C (Residential) - each 15 $ 24 6 $ 11.00 Furnaces (F.A.U., Floor) 15 $ 24 11 $ 11.00 Heater (Wall) 15 $ 24 35 $ 11.00 Appliance Vent / Chimney (Only) 10 $ 16 Refridgeration Compressor 30 $ 48 Boiler 30 $ 48 Chiller 30 $ 48 1 $ 11.00 Heat Pump (Package Unit) 15 $ 24 Heater (Unit, Radiant, etc.) 15 $ 24 Air Handier 15 $ 24 Duct Work only 30 $ 48 Evaporative Cooler 15 $ 24 Make-up Air System 30 $ 48 Moisture Exhaust Duct (Clothes Dryer) 5 $ 8 Vent Fan (Single Duct) - each 5 $ 8 Vent System 15 $ 24 3 $ 6.00 Exhaust Hood and Duct (Residential) 15 $ 24 Exhaust Hood - Type I (Commercial Grease Hood) 30 $ 48 2 $ 12.00 Exhaust Hood - Type II (Commercial Steam Hood) 30 $ 48 Non -Residential Incinerator 30 $ 48 - $ - Refrigerator Condenser Remote 30 $ 48 Walk-in Box / Refrigerator Coil 30 $ 48 $ - Revenue Revenue @ @ Current Potential Current Surplus / Fee Fee (Subsidy) $ 25,285 $ - $ (25,285) $ - $ - $ - $ 16,857 $ 6,980 $ (9,877) $ 193 $ 80 $ (113) $ 145 $ 66 $ (79) $ 266 $ 121 $ (145) $ 845 $ 385 $ (460) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 48 $ 11 $ (37) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 72 $ 18 $ (54) $ - $ - $ - $ 97 $ 24 $ (73) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Hours Consumed 261.8 174.5 2.0 1.5 2.8 8.8 0.5 0.8 1.0 MAXIMUS, Inc. Page 15 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis MECHANICAL, PLUMBING, AND ELECTRICAL PERMIT FEES Bui ding & Safety Department Fee Types Estimate d Time (in minutes) Potential Fee based on a per - minute rate $ 1.61 PLUMBING / GAS PERMIT FEES Stand Alone Plumbing Plan Check (hourly rate) 60 $ 97 $ - Fixtures (each) 5 $ 8 Gas System (First Outlet) 10 $ 16 Gas Outlets (Each Additional) 5 $ 8 Building Sewer 15 $ 24 Grease Trap 15 $ 24 Backflow Preventer (First 5) 10 $ 16 Backflow Preventer (More than 5) - each 3 $ 4 Roof Drain - Rainwater System 30 $ 48 Water Heater (First Heater) 15 $ 24 Water Heater (Each Additional Heater) 10 $ 16 Water Pipe Repair / Replacement 10 $ 16 Drain -Vent Repair / Alterations 10 $ 16 Drinking Fountain 15 $ 24 Solar Water System Fixtures (solar panels, tanks, water treatment equipment) 30 $ 48 Graywater Systems (per hour) 60 $ 97 Medical Gas System (Each Outlet) 5 $ 8 $ - $ - Annual Volume (# of Units Average Current Fee (Per Unit) 1 $ 40.00 7 $ 4.00 78 $ 6.00 $ 1.00 6 $ 11.00 1 $ 4.00 1 $ 4.00 84 $ 4.00 1 $ 4.00 2 $ 4.00 Revenue Revenue @ @ Current Potential Current Surplus / Fee Fee (Subsidy) $ 97 $ 40 $ (57) $ - $ - $ - $ 56 $ 28 $ (28) $ 1,256 $ 468 $ (788) $ - $ - $ - $ 145 $ 66 $ (79) $ 24 $ 4 $ (20) $ 16 $ 4 $ (12) $ - $ - $ - $ - $ - $ - $ 2,029 $ 336 $ (1,693) $ - $ - $ - $ 16 $ 4 $ (12) $ 32 $ 8 $ (24) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Total Hours Consumed 1.0 0.6 13.0 1.5 0.3 0.2 21.0 0.2 0.3 MAXIMUS, Inc. Page 16 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis MECHANICAL, PLUMBING, AND ELECTRICAL PERMIT FEES Building & Safety Department Fee Types Estimate d Time (in minutes) Potential Fee based on a per - minute rate $ 1.61 ELECTRICAL PERMIT FEES Stand Alone Electrical Plan Check (hourly rate) 60 $ 97 $ - New Multi -Family $ - Single Phase Service (per 100 amps) 20 $ 32 $ - Three Phase Service (per 100 amps) 30 $ 48 $ - $ - All Other Types of Construction $ - 15 or 20 amp - First 10 circuits (each) 10 $ 16 15 or 20 amp - next 90 circuits (each) 5 $ 8 15 or 20 amp - over 100 circuits (each) 3 $ 5 $ - 25 to 40 amp circuits (each) 15 $ 24 50 to 175 amp circuits (each) 20 $ 32 200 amp and larger circuits (each) 25 $ 40 $ - Temporary Service (each) 15 $ 24 Temporary Pole (each) 15 $ 24 $ - Pre -Inspection (per hour) 60 $ 97 Generator Installation (per kW) 15 $ 24 $ - Minutes Consumed: Hours Consumed: Productive Hours per FTE: FTE Consumed: 33,070 551.2 1,118 0.5 Annual Volume # of Units Average Current Fee (Per Unit) 3 $ 40.00 110 $ 45.00 22 $ 45.00 14 $ 10.00 2 $ 30.00 14 $ 10.00 2 $ 40.00 2 $ 10.00 Revenue Revenue @ @ Current Potential Current Surplus / Fee Fee (Subsidy) $ 290 $ 120 $ (170) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 3,542 $ 4,950 $ 1,408 $ - $ - $ - $ 1,063 $ 990 $ (73) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 225 $ 140 $ (85) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 64 $ 60 $ (4) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 338 $ 140 $ (198) $ - $ - $ - $ 193 $ 80 $ (113) $ 48 $ 20 $ (28) $ - $ - $ - Total Revenues: $ 53,243 $15,143 $(38,100) Total Hours Consumed 3.0 36.7 11.0 2.3 0.7 3.5 2.0 0.5 551 MAXIMUS, Inc. Page 17 of 30 12/3/20 National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: II 1-HR, III 1-HR, V 1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. ` Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * A-1 Theater 1,000 $3,637 $82.77 $3,031 $68.97 $2,425 $55.17 5,000 $6,948 $80.89 $5,790 $67.41 $4,632 $53.93 10,000 $10,992 $38.68 $9,160 $32.22 $7,328 $25.78 20,000 $14,860 $10.95 $12,382 $9.13 $9,906 $7.30 50,000 $18,145 $12.31 $15,120 $10.26 $12,095 $8.21 100,000 $24,300 $24.30 $20,250 $20.25 $16,200 $16.20 A-2 Church 1,000 $2,699 $57.94 $2,249 $48.28 $1,799 $38.63 5,000 $5,016 $63.52 $4,180 $52.92 $3,344 $42.34 10,000 $8,192 $36.58 $6,826 $30.50 $5,461 $24.39 20,000 $11,850 $10.45 $9,876 $8.71 $7,900 $6.97 50,000 $14,985 $11.31 $12,490 $9.42 $9,990 $7.54 100,000 $20,640 $20.64 $17,200 $17.20 $13,760 $13.76 A-2.1 Auditorium 1,000 $2,384 $51.04 $1,987 $42.53 $1,590 $34.03 5,000 $4,426 $56.26 $3,688 $46.90 $2,951 $37.51 10,000 $7,239 $32.71 $6,033 $27.25 $4,826 $21.80 20,000 $10,510 $9.32 $8,758 $7.77 $7,006 $6.21 50,000 $13,305 $10.09 $11,090 $8.40 $8,870 $6.72 100,000 $18,350 $18.35 $15,290 $15.29 $12,230 $1223 A-2.1 Restaurant 1,000 $2,884 $61.16 $2,404 $50.96 $1,923 $40.77 5,000 $5,331 $68.65 $4,442 $57.22 $3,554 $45.77 10,000 $8,763 $40.89 $7,303 $34.07 $5,842 $27.26 20,000 $12,852 $11.69 $10,710 $9.73 $8,568 $7.79 50,000 $16,360 $12.56 $13,630 $10.46 $10,905 $8.37 100,000 $22,640 $22.64 $18,860 $18.86 $15,090 $15.09 Restaurant Tenant Improvements 200' $1,561 $164.40 $1,301 $137.00 $1,041 $109.60 1,000 $2,876 $186.85 $2,397 $155.71 $1,918 $124.57 2,000 $4,745 $113.16 $3,954 $94.30 $3,163 $75.44 4,000 $7,008 $32.35 $5,840 $26.97 $4,672 $21.57, 10,000 $8,949 $3.86 $7,458 $3.21 $5,966 $2.57 100,000 $12,420 $12.42 $10,350 $10.35 $8,280 $8.28 A-3 Small Assembly Buildings 500 $2,137 $93.50 $1,781 $77.91 $1,424 $62.33 2,500 $4,007 $98.80 $3,339 $82.33 $2,671 $65.86 5,000 $6,477 $53.99 $5,397 $44.98 $4,318 $35.99 10,000 $9,176 $15.36 $7,646 $12.79 $6,117 $10.24 25,000 $11,480 $16.82 $9,565 $14.02 $7,653 $11.21 50,000 $15,685 $31.37 $13,070 $26.14 $10,455 $20.91 B Banks 1,000 $2,508 $53.18 $2,090 $44.31 $1,672 $35.45 5,000 $4,635 $59.70 $3,863 $49.75 $3,090 $39.80 10,000 $7,620 $35.56 $6,350 $29.62 $5,080 $23.70 20,000 $11,176 $10.15 $9,312 $8.46 $7,450 $6.77 50,000 $14,220 $10.92 $11,850 $9.10 $9,480 $7.28 100,000 $19,680 $19.68 $16,400 $16.40 $13,120 $13.12 B .Laundromat 500 $1,254 $53.18 $1,045 $44.31 $836 $35.45 2,500 $2,318 $59.70 $1,931 $49.75 $1,545 $39.80 5,000 $3,810 $35.56 $3,175 $29.62 $2,540 $23.70 10,000 $5,588 $10.15 $4,656 $8.46 $3,725 $6.77 25,000 $7,110 $10.92 $5,925 $9.10 $4,740 $7.28 50,000 $9,840 $19.68 $8,200 $16.40 $6,560 $13.12 MAXIMUS, Inc. Page 18 of 30 12/3 National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: IFR,IIFR Construction Types: II 1-HR, Ill 1-HR, V 1-HR Construction II N, Ill N, Types: IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f.* Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * B Office 1,000 $3,732 $82.91 $3,110 $69.08 $2,488 $55.27 Medical 5,000 $7,048 $85.04 $5,873 $70.86 $4,699 $56.69 10,000 $11,300 $44.26 $9,416 $36.90 $7,533 $29.51 20,000 $15,726 $12.58 $13,106 $10.48 $10,484 $8.39 50,000 $19,500 $13.90 $16,250 $11.58 $13,000 100,000 $26,450 $26.45 $22,040 $22.04 $17,630 $17.63 B Offices 1,000 $3,143 $69.05 $2,619 $57.54 $2,095 $46.03 5,000 $5,905 $72.40 $4,921 $60.35 $3,937 $48.27 10,000 $9,525 $39.03 $7,938 $32.52 $6,350 $26.02 20,000 $13,428 $11.12 $11,190 $9.27 $8,952 $7.41 50,000 $16,765 $12.19 $13,970 $10.16 $11,175 $8.13 100,000 $22,860 $22.86 $19,050 $19.05 $15,240 $15.24 B Tenant Improvements 250 $820 $73.25 $683 $61.05 $546 $48.84 Office 1,250 $1,552 $74.29 $1,294 $61.90 $1,035 $49.52 2,500 $2,481 $37.93 $2,067 $31.61 $1,654 $25.29 5,000 $3,429 $10.76 $2,858 $8.97 $2,286 $7.17 12,500 $4,236 $11.95 $3,530 $9.96 $2,824 $7.97 25,000 $5,730 $22.92 $4,775 $19.10 $3,820 $15.28 B High Rise Office Building 5,000 $10,336 $44.05 $8,613 $36.70 $6,891 $29.36 25,000 $19,145 $48.98 $15,953 $40.81 $12,763 $32.65 50,000 $31,390 $28.84 $26,155 $24.05 $20,925 $19.23 100,000 $45,810 $8.24 $38,180 $6.86 $30,540 $5.49 250,000 $58,175 $8.87 $48,475 $7.39 $38,775 $5.91 500,000 $80,350 $16.07 $66,950 $13.39 $53,550 $10.71 B High Rise Condo Building 5,000 $10,336 $44.05 $8,613 $36.70 $6,891 $29.36 25,000 $19,145 $48.98 $15,953 $40.81 $12,763 $32.65 50,000 $31,390 $28.84 $26,155 $24.05 $20,925 $19.23 100,000 $45,810 $8.24 $38,180 $6.86 $30,540 $5.49 250,000 $58,175 $8.87 $48,475 $7.39 $38,775 $5.91 500,000 $80,350 $16.07 $66,950 $13.39 $53,550 $10.71 E-1 Preschool/School 500 $1,540 $67.46 $1,283 $56.22 $1,027 $44.98 2,500 $2,889 $71.14 $2,408 $59.28 $1,926 $47.42 5,000 $4,668 $38.69 $3,890 $32.23 $3,112 $25.79 10,000 $6,602 $11.02 $5,501 $9.18 $4,401 $7.34 25,000 $8,255 $12.08 $6,878 $10.07 $5,503 $8.05 50,000 $11,275 $22.55 $9,395 $18.79 $7,515 $15.03 E-2 Preschool / School 300 $1,257 $92.07 $1,048 $76.73 $838 $61.38 1,500 $2,362 $96.51 $1,968 $80.43 $1,575 $64.34 3,000 $3,810 $52.09 $3,175 $43.39 $2,540 $34.72 6,000 $5,372 $14.81 $4,477 $12.34 $3,581 $9.87 15,000 $6,705 $16.26 $5,588 $13.55 $4,470 $10.84 30,000 $9,144 $30.48 $7,620 $25.40 $6,096 $20.32 E-3 Daycare 300 $1,132 $83.21 $943 $69.34 $755 $55.47 1,500 $2,130 $86.56 $1,775 $72.13 $1,420 $57.70 3,000 $3,429 $46.15 $2,857 $38.46 $2,286 $30.77 6,000 $4,813 $13.12 $4,011 $10.93 $3,209 $8.75 15,000 $5,994 $14.44 $4,995 $12.02 $3,996 $9.62 30,000 $8,160 $27.20 $6,798 $22.66 $5,439 $18.13 MAXIMUS, Inc. Page 19 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: II 1-HR, Ill 1-HR, V 1-HR Construction Types: II N, III N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f.` Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. • Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * F-1 Woodworking / Industrial / Manufac 1,500 $3,010 $42.54 $2,508 $35.45 $2,006 $28.36 7,500 $5,562 $47.76 $4,635 $39.80 $3,708 $31.84 15,000 $9,144 $28.44 $7,620 $23.70 $6,096 $18.96 30,000 $13,410 $8.13 $11,175 $6.77 $8,940 $5.42 75,000 $17,070 $8.74 $14,220 $7.30 $11,378 $5.83 150,000 $23,625 $15.75 $19,695 $13.13 $15,750 $10.50 F-2 Steel Production/Fabrication 2,000 $4,043 $42.33 $3,370 $35.27 $2,696 $28.22 10,000 $7,430 $48.64 $6,191 $40.55 $4,953 $32.43 20,000 $12,294 $29.91 $10,246 $24.93 $8,196 $19.94 40,000 $18,276 $8.57 $15,232 $7.13 $12,184 $5.71 100,000 $23,42D $9.14 $19,510 $7.61 $15,610 $6.09 200,000 $32,560 $16.28 $27,120 $13.56 $21,700 $10.85 H-2 Moderate Explosion Hazard 0 600 $2,008 $71.77 $1,673 $59.82 $1,339 $47.85 3,000 $3,731 $78.85 $3,109 $65.69 $2,487 $52.56 6,000 $6,096 $45.62 $5,080 $38.02 $4,064 $30.41 12,000 $8,833 $13.01 $7,361 $10.84 $5,888 $8.67 30,000 $11,175 $14.09 $9,312 $11.74 $7,449 $9.39 60,000 $15,402 $25.67 $12,834 $21.39 $10,266 $17.11 H-3 High Fire Hazard 600 $2,133 $76.21 $1,778 $63.50 $1,422 $50.80 3,000 $3,962 $83.80 $3,302 $69.84 $2,642 $55.87 6,000 $6,476 $48.58 $5,397 $40.47 $4,318 $32.38 12,000 $9,391 $13.86 $7,825 $11.54 $6,260 $9.24 30,000 $11,886 $14.98 $9,903 $12.49 $7,923 $9.99 60,000 $16,380 $27.30 $13,650 $22.75 $10,920 $18.20 H-4 Repair Garage 600 $1,850 $65.59 $1,542 $54.65 $1,233 $43.72 3,000 $3,424 $73.18 $2,853 $60.99 $2,283 $48.79 6,000 $5,620 $43.26 $4,683 $36.05 $3,746 $28.84 12,000 $8,215 $12.36 $6,846 $10.30 $5,477 $8.24 30,000 $10,440 $13.30 $8,700 $11.08 $6,960 $8.86 60,000 $14,430 $24.05 $12,024 $20.04 $9,618 $16.03 H-7 Health Hazard Materials • 300 $1,461 $107.64 $1,217 $89.70 $974 $71.76 1,500 $2,752 $111.42 $2,294 $92.86 $1,835 $74.28 3,000 $4,424 $58.93 $3,686 $49.10 $2,949 $39.28 6,000 $6,191 $16.74 $5,159 $13.94 $4,127 $11.16 15,000 $7,698 $18.46 $6,414 $15.40 $5,132 $12.31 30,000 $10,467 $34.89 $8,724 $29.08 $6,978 $23.26 1-1.2 Health Care Centers 1,000 $2,826 $61.12 $2,355 $50.94 $1,884 $40.75 5,000 $5,271 $66.05 $4,392 $55.04 $3,514 $44.03 10,000 $8,573 $37.31 $7,144 $31.08 $5,715 $24.87 20,000 $12,304 $10.64 $10,252 $8.88 $8,202 $7.09 50,000 $15,495 $11.55 $12,915 $9.63 $10,330 $7.70 100,000 $21,270 $21.27 $17,730 $17.73 $14,180 $14.18 1-2 Nursing Home / Assisted Living / 1,000 $3,143 $69.05 $2,619 $57.54 $2,095 $46.03 5,000 $5,905 $72.40 $4,921 $60.35 $3,937 $48.27 10,000 $9,525 $39.03 $7,938 $32.52 $6,350 $26.02 20,000 $13,428 $11.12 $11,190 $9.27 $8,952 $7.41 50,000 $16,765 $12.19 $13,970 $10.16 $11,175 $8.13 100,000 $22,860 $22.86 $19,050 $19.05 $15,240 $15.24 MAXIMUS, Inc. Page 20 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: 111-HR,Ill 1-HR,V1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. • M Stores (Retail) 1,000 $2,638 $57.38 $2,199 $47.83 $1,759 $38.26 5,000 $4,934 $61.35 $4,112 $51.13 $3,289 $40.90 10,000 $8,001 $34.09 $6,668 $28.40 $5,334 $22.72 20,000 $11,410 $9.72 $9,508 $8.11 $7,606 $6.48 50,000 $14,325 $10.59 $11,940 $8.82 $9,550 $7.06 100,000 $19,620 $19.62 $16,350 $16.35 $13,080 $13.08 M Market 500 $1,572 $69.05 $1,310 $57.54 $1,048 $46.03 2,500 $2,953 $72.40 $2,460 $60.35 $1,968 $48.27 5,000 $4,763 $39.03 $3,969 $32.52 $3,175 $26.02 10,000 $6,714 $11.12 $5,595 $9.27 $4,476 $7.41 25,000 $8,383 $12.19 $6,985 $10.16 $5,588 $8.13 50,000 $11,430 $22.86 $9,525 $19.05 $7,620 $15.24 M Retail Tenant Improvements 500 $960 $41.06 $800 $34.21 $640 $27.37 2,500 $1,781 $45.34 $1,484 $37.80 $1,187 $30.23 5,000 $2,915 $26.43 $2,429 $22.02 $1,943 $17.62 10,000 $4,236 $7.56 $3,530 $6.30 $2,824 $5.04 25,000 $5,370 $8.16 $4,475 $6.80 $3,580 $5.44 50,000 $7,410 $14.82 $6,175 $12.35 $4,940 $9.88 R-1 Apartment Bldg 1,000 $2,539 $53.71 $2,116 $44.77 $1,693 $35.81 5,000 $4,688 $60.55 $3,907 $50.45 $3,125 $40.36 10,000 $7,715 $36.29 $6,429 $30.23 $5,143 $24.19 20,000 $11,344 $10.37 $9,452 $8.64 $7,562 $6.91 50,000 $14,455 $11.11 $12,045 $9.27 $9,635 $7.41 100,000 $20,010 $20.01 $16,680 $16.68 $13,340 $13.34 R-1 Apartment Bldg - Repeat Unit 1,000 $1,777 $34.66 $1,481 $28.89 $1,185 $23.11 5,000 $3,164 $45.31 $2,637 $37.75 $2,109 $30.20 10,000 $5,429 $32.09 $4,524 $26.74 $3,619 $21.39 20,000 $8,638 $9.21 $7,198 $7.67 $5,758 $6.14 50,000 $11,400 $9.60 $9,500 $8.00 $7,600 $6.40 100,000 $16,200 $16.20 $13,500 $13.50 $10,800 $10.80 R-1 Hotels & Motels 1,000 $2,601 $54.79 $2,167 $45.67 $1,734 $36.53 5,000 $4,793 $62.25 $3,994 $51.88 $3,195 $41.50 10,000 $7,905 $37.71 $6,588 $31.42 $5,270 $25.14 20,000 $11,676 $10.78 $9,730 $8.98 $7,784 $7.19 50,000 $14,910 $11.56 $12,425 $9.63 $9,940 $7.70 100,000 $20,690 $20.69 $17,240 $17.24 $13,790 $13.79 R-3 Dwellings -Custom, Models, 1,500 n.a. n.a. n.a. n.a. $1,968 $31.75 2,500 n.a. n.a. n.a. n.a. $2,286 $25.40 4,000 n.a. n.a. n.a. n.a. $2,667 $25.42 5,000 n.a. n.a. n.a. n.a. $2,921 $35.56 7,500 n.a. n.a n.a. n.a. $3,810 $50.80 10,000 n.a. n.a n.a. n.a. $5,080 $50.80 R-3 Dwellings - Production Phase 1,500. n.a. n.a n.a. n.a. $1,460 $25.39 2,500 n.a. n.a. n.a. n.a. $1,714 $21.18 4,000 n.a. n.a n.a. n.a. $2,032 $19.05 5,000 n.a. n.a n.a. n.a. $2,223 $12.68 7,500 n.a. n.a n.a. n.a. $2,540 $30.50 10,000 n.a. n.a. n.a. n.a. $3,302 $33.02 MAXIMUS, Inc. Page 21 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: II1-HR,III 1-HR,V1-HR Construction 11 N, Ill N, Types: IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f.* R-3 Alternate Materials 1,500 n.a. n.a. n.a. n.a. $2,476 $31.74 2,500 n.a. n.a. n.a. n.a. $2,794 $25.40 4,000 n.a. n.a. n.a. n.a. $3,175 $25.37 5,000 n.a. n.a. n.a. n.a. $3,429 m $35.57 7,500 n.a. n.a. n.a. n.a. $4,318 $50.81 10,000 n.a. n.a. n.a. n.a. $5,588 $55.88 R-2.1, Group Care, Non-Amb. (6+) 1,000 $2,884 $61.16 $2,404 $50.96 $1,923 $40.77 0 5,000 $5,331 $68.65 $4,442 $57.22 $3,554 $45.77 10,000 $8,763 $40.89 $7,303 $34.07 $5,842 $27.26 20,000 $12,852 $11.69 $10,710 $9.73 $8,568 $7.79 50,000 $16,360 $12.56 $13,630 $10.46 $10,905 $8.37 100,000 $22,640 $22.64 $18,860 $18.86 $15,090 $15.09 R-2.2 & Group Care, Ambulatory (6+) 1,000 $2,759 $58.49 $2,299 $48.75 $1,839 $39.00 5,000 $5,099 $65.67 $4,249 $54.72 $3,399 $43.78 10,000 $8,382 $39.12 $6,985 $32.61 $5,588 $26.08 20,000 $12,294 $11.17 $10,246 $9.31 $8,196 $7.45 50,000 $15,645 $12.01 $13,040 $10.00 $10,430 $8.00 100,000 $21,650 $21.65 $18,040 $18.04 $14,430 $14.43 R-2.1.1, Group Care, Non-Amb. (1-5) 700 $2,006 $60.78 $1,672 $50.65 $1,338 $40.52 3,500 $3,708 $68.21 $3,090 $56.83 $2,472 $45.47 7,000 $6,096 $40.64 $5,079 $33.86 $4,064 $27.09 14,000 $8,940 $11.61 $7,449 $9.68 $5,960 $7.74 35,000 $11,379 $12.49 $9,482 $10.41 $7,585 $8.33 70,000 $15,750 $22.50 $13,125 $18.75 $10,500 $15.00 R-2.2.1 & Group Care, Ambulatory. (1-5) 700 $1,881 $56.98 $1,568 $47.49 $1,254 $37.99 3,500 $3,477 $63.93 $2,897 $53.28 $2,318 $42.62 7,000 $5,714 $38.11 $4,762 $31.75 $3,809 $25.40 14,000 $8,382 $10.89 $6,985 $9.07 $5,587 $7.26 35,000 , $10,668 $11.70 $8,890 $9.76 $7,112 $7.80 70,000 $14,763 $21.09 $12,306 $17.58 $9,842 $14.06 S-1 Mini Storage 1,000 $2,194 $46.28 $1,828 $38.56 $1,463 $30.85 5,000 $4,045 $52.46 $3,371 $43.71 $2,697 $34.97 10,000 $6,668 $31.64 $5,556 $26.36 $4,445 $21.09 20,000 $9,832 $9.06 $8,192 $7.54 $6,554 $6.04 50,000 $12,550 $9.70 $10,455 $8.09 $8,365 $6.47 100,000 $17,400 $17.40 $14,500 $14.50 $11,600 $11.60 S-2 Low Hazard Storage 1,000 $1,912 $40.42 $1,593 $33.68 $1,275 $26.95 5,000 $3,529 $45.62 $2,941 $38.01 $2,353 $30.41 10,000 $5,810 $27.38 $4,841 $22.81 $3,873 $18.25 20,000 $8,548 $7.84 $7,122 $6.53 $5,698 $5.22 50,000 $10,900 $8.38 $9,080 $7.00 $7,265 $5.59 100,000 $15,090 $15.09 $12,580 $12.58 $10,060 $10.06 S-3 Repair Garage 500 $1,505 $63.81 $1,254 $53.18 $1,003 $42.54 2,500 $2,781 $71.64 $2,318 $59.70 $1,854 $47.76 5,000 $4,572 $42.66 $3,810 $35.56 $3,048 $28.44 10,000 $6,705 $12.20 $5,588 $10.16 $4,470 $8.13 25,000 $8,535 $13.12 $7,113 $10.93 $5,690 $8.74 50,000 $11,815 $23.63 $9,845 $19.69 $7,875 $15.75 MAX MUS, Inc. Page 22 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis Consolidated Schedule of New Construction Fees (All Construction Types) Construction Types: I FR, II FR Construction Types: III-HR,III 1-HR,V1-HR Construction Types: II N, Ill N, IV, V N UBC Class UBC Occupancy Type Project Size Threshold Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. * Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f.. Base Cost @ Threshold Size Blended Cost for Each Additional 100 s.f. S-3 Motor Vehicle Fuel Dispensing 1,000 $2,412 $50.54 $2,010 $42.11 $1,608 $33.69 5,000 $4,434 $58.01 $3,695 $48.33 $2,956 $38.67 10,000 $7,334 $35.56 $6,111 $29.65 $4,889 $23.71 20,000 $10,890 $10.18 $9,076 $8.48 $7,260 $6.78 50,000 $13,945 $10.87 $11,620 $9.06 $9,295 $7.25 100,000 $19,380 $19.38 $16,150 $16.15 $12,920 $12.92 S-4 Open Parking. Garage (detached) 1,000 $3,703 $80.60 $3,086 $67.17 $2,469 $53.74 5,000 $6,927 $86.04 $5,773 $71.71 $4,618 $57.36 10,000 $11,229 $47.73 $9,358 $39.78 $7,486 $31.82 20,000 $16,002 $13.59 $13,336 $11.31 $10,668 $9.06 50,000 $20,080 $14.84 $16,730 $12.36 $13,385 $9.89 100,000 $27,500 $27.50 $22,910 $22.91 ' $18,330., . $18.33 Lab / R&D 1,000 $3,391 $73.34 $2,826 $61.11 $2,260 $48.89 5,000 $6,324 $79.24 $5,270 $66.02 $4,216 $52.82 10,000 $10,286 $44.78 $8,571 $37.31 $6,857 $29.85 20,000 $14,764 $12.77 $12,302 $10.64 $9,842 $8.51 50,000 $18,595 $13.87 $15,495 $11.57 $12,395 $9.25 100,000 $25,530 $25.53 $21,280 $21.28 $17,020 $17.02 Other Tenant Improvements 1,000 $2,072 $44.65 $1,726 $37.21 $1,381 $29.76 5,000 $3,858 $48.59 $3,215 $40.49 $2,572 $32.39 10,000 $6,287 $27.71 $5,239 $23.09 $4,191 $18.47 20,000 $9,058 $7.91 $7,548 $6.59 $6,038 $5.27 50,000 $11,430 $8.58 $9,525 $7.15 $7,620 $5.72 100,000 $15,720 $15.72 $13,100 $13.10 $10,480 $10.48 SHELL BUILDINGS 0 All Shell Buildings 1,000 $2,012 $44.20 $1,676 $36.83 $1,341 $29.46 5,000 $3,780 $46.33 $3,150 $38.61 $2,520 $30.89 10,000 $6,096 $24.98 $5,080 $20.82 $4,064 $16.66 20,000 $8,594 $7.12 $7,162 $5.93 $5,730 $4.73 50,000 $10,730 $7.80 $8,940 $6.50 $7,150 $5.20 100,000 $14,630 $14.63 $12,190 $12.19 $9,750 $9.75 Each additional 100 square feet, or portion thereof, up to the next highest project size threshold. These figures are calculated to "smooth -out" the transitions between threshholds and are not intended to progress linearly. MAXIMUS, Inc. Page 23 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction FEE AND REVENUE COMPARISONS Class Occupancy Type Average Cost per SF SF Standard Potential Fee Current Fee Current Surplus / (Subsidy) - Each Fee Annual Volume ty f Revenue at Potential Fee Revenue at Current fee Current Revenue Surplus! Subsid (Subsidy) Subtotal A-1 Theater $ 2.425 1,000 $ 2,425 $ - $ (2,425) $ - $ - $ - $ - $ 0.926 5,000 $ 4,632 $ - $ (4,632) $ - $ - $ - $ - $ 0.733 10,000 $ 7,328 $ - $ (7,328) $ - $ - $ - $ - $ 0.495 20,000 $ 9,906 $ - $ (9,906) $ - $ - $ - $ - $ 0.242 50,000 $ 12,095 $ - $ (12,095) $ - $ - $ - $ - $ 0.162 100,000 $ 16,200 $ - $ (16,200) $ - $ - $ $ - $ - A-2 $ 1.799 1,000 $ 1,799 $ 1,100 $ (699) $ 1 $ 1,799 $ 1,100 $ (699) Church $ 0.669 5,000 $ 3,344 $ - $ (3,344) $ - $ - $ - $ - $ 0.546 10,000 $ 5,461 $ - $ (5,461) $ - $ - $ - $ - $ 0.395 20,000 $ 7,900 $ - $ (7,900) $ - $ - $ - $ - $ 0.200 50,000 $ 9,990 $ - $ (9,990) $ - $ - $ - $ - $ 0.138 100,000 $ 13,760 $ - S (13,760) $ - $ - $ - $ - $ (699) A-2.1 Auditorium $ 1.590 1,000 $ 1,590 $ - $ (1,590) $ - $ - $ - $ - $ 0.590 5,000 $ 2,951 $ - $ (2,951) S - $ - $ - $ - $ 0.483 10,000 $ 4,826 $ - $ (4,826) $ - $ - $ - $ - $ 0.350 20,000 $ 7,006 $ - $ (7,006) $ - $ - $ - $ - $ 0.177 50,000 $ 8,870 $ - $ (8,870) $ - $ - $ - $ - $ 0.122 100,000 $ 12,230 $ (12,230) $ - $ - $ - $ - $ - A-2.1 $ 1.923 1,000 $ 1,923 $ (1,923) $ - $ - $ - $ Restaurant $ 0.711 5,000 $ 3,554 $ 2,671 $ (883) $ 1 $ 3,554 $ 2,671 $ (883) $ 0.584 10,000 $ 5,842 $ - $ (5,842) $ - $ - $ - $ - $ 0.428 20,000 $ 8,568 $ - $ (8,568) $ - $ - $ - $ - $ 0218 50,000 $ 10,905 $ - $ (10,905) $ - $ - $ - $ - $ 0.151 100,000 $ 15,090 $ - $ (15,090) $ - $ - $ - $ - $ (883) - Restaurant Tenantlmprovemen $ 5.204 200 $ 1,041 $ - $ (1,041) $ - $ $ $ $ 1.918 1,000 $ 1,918 $ 608 $ (1;310) $ 6 $ 11,505 $ 3,648 $ (7,857) $ 1.582 2,000 S 3,163 $ 998 $ (2,165) $ 6 $ 18,979 $ 5,988 $ (12,991) $ 1.168 4,000 $ 4,672 $ - $ (4,672) $ - S. - $ - $ - $ 0.597 10,000 $ 5,966 '. $ (5,566) $ - $ - $ - $ - $ 0.083 100,000 $ 8,280 , $ (8,280) $ - $ - $ - $ - $ (20,848) A-3 Small Assembly Buildings $ 2.849 500 $ 1 424 $ (1,424) $ - $ - $ - $ $ 1.068 2,500 $ 2,671 $ - $ (2,671) $ - $ - $ - $ - $ 0.864 5,000 $ 4,318 $ - $ (4,318) $ - $ - $ - $ - $ 0.612 10,000 $ 6,117 $ - $ (6,117) $ - $ - $ - $ - $ 0.306 25.000 $ 7,653 $ - $ (7,653) $ - $ - $ - $ - $ 0.209 50,000 $ 10,455 $ - $ (10,455) $ - $ - $ - $ - $ - B Banks $ 1.672 1,000 $ 1,672 $ - $ (1,672) $ - $ - $ - $ - $ 0.618 5,000 $ 3,090 $ - $ (3,090) $ - $ - $ - $ - $ 0.508 10,000 $ 5,080 $ - $ (5,080) $ - $ - $ - $ - $ 0.373 20,000 $ 7,450 $ - $ (7,450) $ - $ - $ - $ $ 0.190 50,000 $ 9,480 $ - $ (9,480) $ - $ - $ - $ - $ 0.131 100,000 $ 13,120 $ - $ (13,120) $ - $ - $ - $ - $ B Laundromat $ 1.672 500 $ 836 $ - $ (836) $ - S - $ - $ - $ 0.618 2,500 $ 1,545 $ - $ (1,545) $ - $ - $ - $ $ 0.508 5,000 $ 2,540 $ - $ (2,540) $ - $ - $ - $ - $ 0.373 10,000 3,725 $ - $ (3,725) $ - $ - $ - $ - $ 0.190 25,000 $$ $ 4,740 $ - $ (4,740) $ - $ - $ - $ - $ 0.131 50,000 $ 6,560 $ - $ (6,560) $ - $ - $ - $ - $ B Medical Office $ 2.488 1,000 $ 2,488 $ - $ (2,488) $ - $ - $ $ $ 0.940 5.000 $ 4,699 $ - $ (4,699) $ - $ - $ - $ - $ 0.753 10,000 $ 7,533 $ - $ (7,533) $ - $ - $ - $ - $ 0.524 20,000 $ 10,484 $ - $ (10,484) $ - $ - $ - $ - $ 0.260 50,000 $ 13,000 $ $ (13,000) $ - $ - $ - $ - $ 0.176 100,000 $ 17,630 $ - ' $ (17,630) $ - $ - $ - $ - $ B Offices $ 2.095 1,oe $ 2,095 $ $ (2,095) $ - $ $ $ $ 0.787 5,000 $ 3,937 $ 1,824 $ (2,113) $ 1 $ 3,937 $ 1,824 $ (2,113) $ 0.635 10,000 $ 6,350 $ - $ (6,350) $ - $ - $ - $ . S 0.448 20,000 $ 8,952 $ - $ (8,952) $ - $ - $ $ - $ 0.224 50,000 $ 11,175 $ - $ (11,175) $ - $ - $ - $ - $ 0.152 100,000 $ 15,240 $ - $ (15,240) $ - $ - $ - $ - $ (2,113) MAXIMUS, Inc. Page 24 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction FEE AND REVENUE COMPARISONS Average Cost Potential Current Surplus! Annual Revenue at Revenue at Current Revenue Class Occupancy Type SF SF Standard Fee Current Fee (Subsidy) - Volume of Potential Fee Current Fee Surplus / Subtotal per Each Fee Activity (Subsidy) B Office Tenant Improvements $ 2.186 250 $ 546 $ 587 $ 41 $ 1 $ 546 $ 587 $ 41 $ 0.828 1,250 $ 1,035 $ 584 $ (451) $ 5 $ 5,174 $ 2,920 $ (2,254) $ 0.662 2,500 $ 1,654 $ 942 $ (712) $ 4 $ 6,615 $ 3,768 $ (2,847) $ 0.457 5,000 $ 2,286 $ 2,308 $ 22 $ 2 $ 4,572 $ 4,616 $ 44 $ 0.226 12,500 $ 2,824 $ - $ (2,824) $ - $ - $ - $ - $ 0.153 25,000 $ 3,820 $ 5,879 $ 2,059 $ 2 $ 7,640 $ 11,758 $ 4,118 $ (898) B High Rise Office Building $ 1.378 5,000 $ 6,891 $ - $ (6,891) $ - $ - $ - $ - $ 0.511 25,000 $ 12,763 $ - $ (12,763) $ - $ - $ - $ - $ 0.419 50,000 $ 20,925 $ - $ (20,925) $ - $ - $ - $ - $ 0.305 100,000 $ 30,540 $ - $ (30,540) $ - $ - $ - $ - $ 0.155 250,000 $ 38,775 $ - $ (38,775) $ - $ - $ - $ - $ 0.107 500,000 $ 53,550 $ - 5 (53,550) $ - $ - $ - $ - $ B High Rise Condo Building $ 1.378 5,000 $ 6,891 $ - $ (6,891) $ - $ - $ - $ - $ 0.511 25,000 $ 12,763 $ - $ (12,763) $ - $ - $ - $ - $ 0.419 50,000 $ 20,925 $ - $ (20,925) $ - $ - $ - $ - $ 0.305 100,000 $ 30,540 $ - $ (30,540) $ - $ - $ - $ - $ 0.155 250,000 $ 38,775 $ - $ (38,775) $ - $ - $ - $ - $ 0.107 500,000 $ 53,550 $ - $ (53,550) $ - $ - $ - $ - $ - E-1 Preschool/School $ 2.053 500 $ 1,027 $ - $ (1,027) $ - $ - $ - $ - $ 0.770 2,500 $ 1,926 $ - $ (1,926) $ - $ - $ - $ - $ 0.622 5,000 $ 3,112 $ - $ (3,112) $ - $ - IS - $ $ 0.440 10,000 $ 4,401 $ - $ (4,401) $ - $ - $ - $ - $ 0.220 25,000 $ 5,503 $ - $ (5,503) $ - $ - $ - $ - $ 0.150 50,000 $ 7,515 $ - $ (7,515) $ - $ - $ - $ - $ - E-2 Preschool / School $ 2.794 300 $ 838 $ - $ (838) $ - $ - $ - $ - $ 1.050 1,500 $ 1,575 $ - $ (1,575) $ - $ - $ - $ - $ 0.847 3,000 $ 2,540 $ - $ (2,540) $ - $ - $ - $ - $ 0.597 6,000 $ 3,581 $ - $ (3,581) $ - $ • $ - $ - $ 0.298 15,000 $ 4,470 $ - $ (4,470) $ - $ - $ - $ - $ 0.203 30,000 $ 6,096 $ - $ (6,096) $ - $ - $ - $ - $ - E-3 Daycare $ 2.515 300 $ 755 $ - $ (755) $ - _ $_ - $ - $ - $ 0.947 1,500 $ 1,420 $ - $ (1,420) $ - $ - $ - $ - $ 0.762 3,000 $ 2,286 $ - $ (2,286) $ - $ - $ - $ - $ 0.535 6,000 $ 3,209 $ - $ (3,209) $ - $ - $ - $ - $ 0266 15,000 $ 3,996 $ - $ (3,996) $ - $ - $ - $ - $ 0.181 30,000 $ 5,439 $ - $ (5,439) $ - $ - $ - $ - $ - F-1 Woodworking / Industrial /Mark $ 1.338 1,500 $ 2,006 $ - $ (2,006) $ - $ - $ - $ - $ 0.494 7,500 $ 3,708 $ - $ (3,708) $ - $ - $ - $ - $ 0.406 15,000 $ 6,096 $ - $ (6,096) $ - $ - $ - $ - $ 0.298 30,000 $ 8,940 $ - $ (8,940) $ - $ - $ - $ - $ 0.152 75,000 $ 11,378 $ - $ (11,378) $ - $ - $ - $ - $ 0.105 150,000 $ 15,750 $ - $ (15,750) $ - $ - $ - $ - $ - F-2 Steel Production/Fabrication $ 1.348 2,000 $ 2,696 $ - $ (2,696) $ - $ - $ - $ - $ 0.495 10,000 $ 4,953 $ - $ (4,953) $ - $ - $ - $ - $ 0.410 20,000 $ 8,196 $ - $ (8,196) $ - $ - $ - $ - $ 0.305 40,000 $ 12,184 $ 6,869 $ (5,315) $ 1 $ 12,184 $ 6,869 $ (5,315) $ 0.156 100,000 $ 15,610 $ - $ (15,610) $ - $ - $ - $ - $ 0.109 200,000 $ 21,700 $ - $ (21,700) $ - $ - $ - $ - $ (5,315) H-2 Moderate Explosion Hazard $ 2.231 600 $ 1,339 $ - $ (1,339) $ - $ - $ - $ $ 0.829 3,000 $ 2,487 $ - $ (2,487) $ - $ - $ - $ - $ 0.677 6,000 $ 4,064 $ - $ (4,064) $ - $ - $ - $ - $ 0.491 12,000 $ 5.888 $ - $ (5,888) $ - $ - $ - $ - $ 0.248 30,000 $ 7,449 $ - $ (7,449) $ - $ - $ - $ - $ 0.171 60,000 $ 10,266 $ - $ (10,266) $ - $ - $ - $ - $ - H-3 High Fire Hazard $ 2.371 600 $ 1,422 $ - $ (1,422) $ - $ - $ - $ - $ 0.881 3,000 $ 2,642 $ - $ (2,642) $ - $ - $ - $ - $ 0.720 6,000 $ 4,318 $ - $ (4,318) $ - $ - $ - $ - $ 0.522 12,000 $ 6,260 $ - $ (6,260) $ - $ - $ - $ - $ 0.264 30,000 $ 7,923 $ - $ (7,923) $ - $ - $ - $ - $ 0.182 60,000 $ 10,920 $ - $ (10,920) $ - $ - $ - $ - $ - MAXIMUS, Inc. Page 25 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction FEE AND REVENUE COMPARISONS Class Occupancy Type Average Cost per SF SF Standard Potential Fee Current Fee Current Surplus / (Subsidy) - Each Fee Annual Volume of Activity Revenue at Potential Fee Revenue at Current Fee Current Revenue Surplus / P (Subsidy) Subtotal H-4 Repair Garage $ 2.056 600 $ 1,233 $ - $ (1,233) $ - $ 0.624 6,000 $ 3,746 $ - $ (3,746) $ - $ - $ - $ $ 0.624 6,000 $ 3,746 $ - $ (3,746) $ - $ - $ - $ - $ 0.456 12,000 $ 5,477 $ - $ (5,477) $ - $ - $ - $ - $ 0.232 30,000 $ 6,960 $ - $ (6,960) $ - $ - $ - $ $ 0.160 60,000 $ 9,618 $ - $ (9,618) $ - $ - $ - $ - $ H-7 Health Hazard Materials $ 3.246 300 $ 974 $ - $ (974) $ - $ - $ - $ $ 1.223 1,500 $ 1,835 $ - $ (1,835) $ - $ - $ - $ - $ 0.983 3,000 $ 2,949 $ - $ (2,949) $ - $ - $ - $ - $ 0.688 6,000 $ 4,127 $ - $ (4,127) $ - $ - $ - $ - $ 0.342 15,000 $ 5,132 $ - $ (5,132) $ - $ - $ - $ - $ 0.233 30,000 $ 6,976 $ - $ (6,978) $ - $ - $ $ - $ 1-1.2 Health Care Centers $ 1.884 1,000 $ 1,884 $ - $ (1,884) $ - $ - $ - $ $ 0.703 5,000 $ 3,514 $ - $ (3,514) $ - $ - $ - $ - $ 0.572 10,000 $ 5,715 $ - $ (5,715) $ - $ - $ - $ - $ 0.410 20,000 $ 8,202 _ $ - $ (8,202) $ - $ - $ - $ - $ 0.207 50,000 $ 10,330 $ - $ (10,330) $ - $ - $ - $ - $ 0.142 100,000 $ 14,180 $ - $ (14,180) $ - $ - $ - $ - $ - 1.2 Nursing Home / Assisted Living $ 2.095 1,000 $ 2,095 $ - $ (2,095) $ - $ - $ - $ - $ 0.787 5,000 $ 3,937 $ - $ (3,937) $ - $ - $ - $ $ 0.635 10,000 $ 6,350 $ - $ (6,350) $ - $ - $ - $ $ 0.448 20,000 $ 8,952 $ - $ (8,952) $ - $ - $ $ - $ 0.224 50,000 $ 11,175 $ - $ (11,175) $ - $ - $ - $ - $ 0.152 100,000 $ 15,240 $ - $ (15,240) $ - $ - $ - $ - $ - M Stores (Retail) $ 1.759 1,000 $ 1,759 $ - $ (1,759) $ - $ - $ - $ $ 0.658 5,000 $ 3,289 $ - $ (3,289) $ - $ - $ - $ - 0.533 10,000 $ 5,334 $ 3.390 $ (1,944) $ 1 $ 5,334 $ 3,390 $ (1,944) $ $ 0.380 20,000 $ 7,606 $ 6,205 $ (1,401) $ 1 $ 7,606 $ 6,205 $ (1,401) $ 0.191 50,000 $ 9,550 $ - $ (9,550) $ - $ - $ - $ - $ 0.131 100,000 $ 13,080 $ - $ (13,080) $ - $ - $ - $ - $ (3,345) M Market $ 2.095 500 $ 1,048 $ - $ (1,048) $ - $ - $ - $ - $ 0.787 2,500 $ 1,968 $ - $ (1,968) $ - $ - $ - $ - $ 0.635 5,000 $ 3,175 $ - $ (3,175) $ - $ - $ - $ - $ 0.448 10,000 $ 4,476 $ - $ (4,476) $ - $ - $ - $ - $ 0.224 25,000 $ 5,588 $ - $ (5,588) $ - 5 - $ - $ - $ 0.152 50,000 $ 7,620 $ - $ (7,620) S - $ - $ - $ - $ - M Retail Tenant Improvements $ 1.280 - 500 $ 640 $ 611 $ (29) $ 2 $ 1,280 $ 1,222 $ (58) $ 0.475 2,500 $ 1,187 $ 1,097 $ (90) $ 2 $ 2,375 $ 2,194 $ (181) $ 0.389 5,000 $ 1,943 $ - $ (1,943) $ - $ - $ - $ - $ 0.282 10,000 $ 2,824 $ 1,873 $ (951) $ 4 $ 11,296 $ 7,492 $ (3,804) $ 0.143 25,000 $ 3,580 $ 2,199 $ (1,381) $ 1 $ 3,580 $ 2,199 $ (1,381) $ 0.099 50,000 $ 4,940 $ - $ (4,940) $ - $ - $ - $ - $ (5,423) R-1 Apartment Bldg $ 1.693 1,000 $ 1,693 $ - $ (1,693) $ - $ - $ $ - $ 0.625 5,000 $ 3,125 $ 4,485 $ 1,360 $ 1 $ 3,125 $ 4,485 $ 1,360 $ 0.514 10,000 $ 5,143 $ 7,601 $ 2,458 $ 4 $ 20,572 $ 30,404 $ 9,832 $ 0.378 20,000 $ 7,562 $ - $ (7,562) $ - $ - $ - $ - $ 0.193 50,000 $ 9,635 $ - $ (9,635) $ - $ - $ - $ - $ 0.133 100,000 $ 13,340 $ - $ (13,340) $ - $ - $ - $ - $ 11,192 R-1 Apartment Bldg - Repeat Unit $ 1.185 1,000 $ 1,185 $ - $ (1,185) $ - $ - $ $ $ 0.422 5,000 $ 2,109 $ 3,279 $ 1,170 $ 7 $ 14,763 $ 22,953 $ 8,190 $ 0.362 10,000 $ 3,619 $ 4,140 $ 521 $ 7 $ 25,333 $ 28,980 $ 3,647 $ 0.288 20,000 $ 5,758 $ - $ (5,758) $ - $ - $ - $ - $ 0.152 50,000 $ 7,600 $ - $ (7,600) $ - $ - $ - $ - $ 0.108 100,000 $ 10,800 $ - $ (10,800) $ - $ - $ - $ - $ 11,837 R-1 Hotels & Motels $ 1.734 1,000 $ 1,734 $ - $ (1,734) $ - $ $ $ $ 0.639 5,000 $ 3,195 $ - $ (3,195) $ - $ - $ $ - $ 0.527 10,000 $ 5,270 $ - $ (5,270) $ - $ - $ - $ - $ 0.389 20,000 $ 7,784 $ - $ (7,784) $ - $ - $ - $ $ 0.199 50,000 $ 9,940 $ $ (9,940) $ - $ - $ - $ - $ 0.138 100,000 $ 13,790 $ - $ (13,790) $ - $ - $ MAXIMUS, Inc. Page 26 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction FEE AND REVENUE COMPARISONS Class Occupancy Type Average Cost SF SF Standard Potential Fee Current Fee Current Surplus I (Subsidy) - Annual Volume of Revenue at Potential Fee Revenue at Current Fee Current Revenue Surplus I Subtotal per Each Fee Activity (Subsidy) R-3 Dwellings- Custom, Models, $ 1.312 1,500 $ 1,968 $ 1,470 $ (498) $ 11 $ 21,651 $ 16,170 $ (5,481) $ 0.914 2,500 $ 2,286 $ 2,015 $ (271) $ 9 $ 20,572 $ 18,135 $ (2,437) $ 0.667 4,000 $ 2,667 $ 2,886 $ 219 $ 1 $ 2,667 $ 2.886 $ 219 $ 0.584 5,000 $ 2821 $ 3,193 $ 272 $ 1 $ 2,921 $ 3,193 $ 272 $ 0.508 7,500 $ 3,810 $ - $ (3,810) $ - $ - $ - $ - $ 0.508 10,000 $ 5,080 $ - $ (5,080) $ - $ - $ - $ - $ (7,427) R-3 Dwellings- Production Phase $ 0.974 1,500 $ 1,460 $ 1,121 $ (339) $ 28 $ 40,891 $ 31,388 $ (9,503) $ 0.686 2,500 $ 1,714 $ 1,413 $ (301) $ 63 $ 107,998 $ 89,019 $ (18,979) $ 0.508 4,000 $ 2,032 $ - $ (2,032) $ - $ - $ - $ - $ 0.445 5,000 $ 2,223 $ - $ (2,223) $ - $ - $ - $ - $ 0.339 7,500 $ 2,540 $ - $ (2,540) $ - $ - $ - $ - $ 0.330 10,000 $ 3,302 $ - $ (3,302) $ - $ - $ - $ - $ (28,482) R-3 Alternate Materials $ 1.651 1,500 $ 2,476 $ - $ (2,476) $ - $ - $ - $ - $ 1.118 2,500 $ 2,794 $ 1,946 $ (848) $ 1 $ 2,794 $ 1,946 $ (848) $ 0.794 4,000 $ 3,175 $ - $ (3,175) $ - $ - $ - $ - $ 0.686 5,000 $ 3,429 $ - $ (3,429) $ - $ - $ - $ - $ 0.576 7,500 $ 4,318 $ - $ (4,318) $ - $ - $ - $ - $ 0.559 10,000 $ 5,588 $ - $ (5,588) $ - $ - $ - $ - $ (849) R- 2.1, Group Care, Non-Amb. (6+) $ 1.923 1,000 $ 1,923 $ - $ (1,923) $ - $ - $ - $ - $ 0.711 5,000 $ 3,554 $ - $ (3,554) $ - $ - $ - $ - $ 0.584 10,000 $ 5,842 $ - $ (5,842) $ - $ - $ - $ - $ 0.428 20,000 $ 8,568 $ - $ (8,568) $ - $ - $ - $ - $ 0.218 50,000 $ 10,905 $ - $ (10,905) $ - $ - $ - $ - $ 0.151 100,000 $ 15,090 $ - $ (15,090) $ - $ - $ • $ - $ - R-2.2 & Group Care, Ambulatory (6+) $ 1.839 1,000 $ 1,839 $ - $ (1,839) $ - $ - $ - $ - $ 0.680 5,000 $ 3,399 $ - $ (3,399) $ - $ - $ - $ - $ 0.559 10,000 $ 5,588 $ 6,500 $ 912 $ 1 $ 5,588 $ 6,500 $ 912 $ 0.410 - 20,000 $ 8,196 $ - $ (8,196) $ - $ - $ - $ - - $ 0.209 50,000 $ 10,430 $ - $ (10,430) $ - $ - $ - $ - $ 0.144 100,000 $ 14,430 $ - $ (14,430) $ - $ - $ - $ - $ 912 R-2.1.1 Group Care, Non-Amb. (1-5) $ 1.911 700 $ 1,338 $ - $ (1,338) $ - $ - $ - $ - $ 0.706 3,500 $ 2,472 $ - $ (2,472) $ - $ - $ - $ $ 0.581 7,000 $ 4,064 $ - $ (4,064) $ - $ - $ - $ - $ 0.426 14,000 $ 5,960 $ - $ (5,960) $ - $ - $ - $ - $ 0.217 35,000 $ 7,585 $ - $ (7,585) $ - $ - $ - $ $ 0.150 70,000 $ 10,500 $ - $ (10,500) $ - $ - $ - $ - $ - R-22.1 Group Care, Ambulatory. (1-5) $ 1.792 700 $ 1,254 $ - $ (1,254) $ - $ - $ - $ - $ 0.662 3,500 $ 2,318 $ - $ (2,318) $ - $ - $ - $ - $ 0.544 7,000 $ 3,809 $ - $ (3.809) $ - $ - $ - $ - $ 0.399 14,000 $ 5,587 $ - $ (5,587) $ - $ - $ - $ - $ 0.203 35,000 $ 7,112 $ - $ (7,112) $ - $ - $ - $ - $ 0.141 70,000 $ 9,842 $ - $ (9,842) $ - $ - $ - $ - $ S-1 Mini Storage $ 1.463 1,000 $ 1,463 $ - $ (1,463) $ - $ - $ - $ - $ 0.539 5,000 $ 2,697 $ - $ (2,697) $ - $ - $ - $ - $ 0.445 10,000 $ 4,445 $ - $ (4,445) $ - $ - $ - $ - $ 0.328 20,000 $ 6,554 $ 4,610 $ (1,944) $ 1 $ 6,554 $ 4,610 $ (1,944) $ 0.167 50,000 $ 8,365 $ - $ (8,365) $ - $ - $ - $ - $ 0.116 100,000 $ 11,600 $ - $ (11,600) $ - $ - $ - $ - $ (1,944) S-2 Low Hazard Storage $ 1.275 1,000 $ 1,275 $ - $ (1,275) $ - $ - $ - $ - $ 0.471 5,000 $ 2,353 $ - $ (2,353) $ - $ - $ - $ - $ 0.387 10,000 $ 3,873 $ - $ (3,873) $ - $ - $ - $ - $ 0.285 20,000 $ 5,698 $ 8,800 $ 3,102 $ 1 $ 5,698 $ 8,800 $ 3,102 $ 0.145 50,000 $ 7,265 $ - $ (7,265) $ - $ - $ - $ - $ 0.101 100,000 $ 10,060 $ - $ (10,060) $ $ - $ - $ - $ 3,102 S-3 Repair Garage $ 2.006 500 $ 1,003 $ - $ (1,003) $ - $ - $ - $ - $ 0.742 2,500 $ 1,854 $ - $ . (1,854) $ - $ - $ - $ $ 0.610 5,00D $ 3,048 $ 1,923 $ (1,125) $ 1 $ 3,048 $ 1,923 $ (1,125) $ 0.447 10,000 $ 4,470 $ - $ (4,470) $ - $ - $ - $ - $ 0.228 25,000 $ 5,690 $ - $ (5,690) $ - $ - $ - $ - $ 0.158 50,000 $ 7,875 $ - $ (7,875) $ - $ - $ - $ - $ (1,125) MAXIMUS, Inc. Page 27 of 30 12/3/2004 - 5:51 PM National City - Building Fee Analysis New Construction FEE AND REVENUE COMPARISONS Class Occupancy Type Average Cost per SF SF Standard Potential Fee Current Fee Current Surplus I (Subsidy) - Each Fee Annual VActm ry 1 Revenue at Potential Fee Revenue at Current Fee Current Revenue Surplus I 5ubsid (Subsidy) Subtotal S-3 Motor Vehicle Fuel Dispensing $ 1.608 1,000 $ 1,608 $ - $ (1,608) $ - $ - $ - $ - $ 0.591 5,000 $ 2,956 $ - $ (2,956) $ - $ - $ - $ - $ 0.489 10,000 $ 4,889 $ - $ (4,889) $ - $ - $ - $ - $ 0.363 20,000 $ 7,260 $ - $ (7,260) $ - $ - $ - $ - $ 0.186 50,000 $ 9,295 $ - $ (9,295) $ - $ - $ - $ - $ 0.129 100,000 $ 12,920 $ - $ (12,920) $ - $ - $ - $ - $ S-4 Open Parking Garage (detacher $ 2.469 1,000 $ 2,469 $ - $ (2.469) $ - $ - $ - $ - $ 0.924 5,000 $ 4,618 $ - $ (4,618) $ - $ - $ - $ - $ 0.749 10,000 $ 7,486 $ - $ (7,486) $ - $ - $ - $ - $ 0.533 20,000 $ 10,668 $ - $ (10,668) $ 1 $ 10,668 $ - $ (10,668) $ 0.268 50,000 $ 13,385 $ - $ (13,385) $ - $ - $ - $ - $ 0.183 100,000 $ 18,330 $ - $ (18,330) $ - $ - $ - $ - $ (10,668) - Lab / R&D $ 2.260 1,000 $ 2,260 $ - $ (2,260) $ - $ - $ - $ - $ 0.843 5,000 $ 4,216 $ - $ (4,216) $ -. $ - $ - $ $ 0.686 10,000 $ 6,857 $ - $ (6,857) $ - $ - $ - $ - $ 0.492 20,000 $ 9,842 $ - $ (9,842) $ - $ - $ - S $ 0.248 50,000 $ 12,395 $ - $ (12,395) $ - $ - $ - $ - $ 0.170 100,000 $ 17,020 $ - $ (17,020) $ - $ - $ - $ - $ - Other Tenant Improvements $ 1.381 1,000 $ 1,381 $ 508 $ (873) $ 1 $ 1,381 $ 508 $ (873) $ 0.514 5,000 $ 2,572 $ 1,626 $ (946) $ 4 $ 10,286 $ 6,504 $ (3,782) $ 0.419 10,000 $ 4,191 $ 2,693 $ (1,498) $ 1 $ 4,191 $ 2,693 $ (1,498) $ 0.302 20,000 $ 6,038 $ 4,705 $ (1,333) $ 2 $ 12,076 $ 9,410 $ (2,666) $ 0.152 50,000 $ 7,620 $ - $ (7,620) $ - $ - $ - $ $ 0.105 100,000 $ 10,480 $ - $ (10,480) $ - $ - $ - $ - $ (8,819) SHELL BUILDINGS All Shell Buildings $ 1.676 1,000 $ 1,676 Si 1,300 $ (376) $ 1 $ 1,676 $ 1,300 $ (376) $ 0.630 5,000 $ 3,150 $ 2,800 $ (350) $ 5 $ 15,748 $ 14,000 $ (1,748) $ 0.508 10,000 $ 5,080 $ 4,000 $ (1,080) $ 1 $ 5,080 $ 4,000 $ (1,080) $ 0.358 20,000 $ 7,162 $ 6,500 $ (662) $ 1 $ 7,162 $ 6,500 $ (662) $ 0.179 50,000 $ 8,940 $ 17,500 $ 8,560 $ 1 $ 8,940 $ 17,500 $ 8,560 $ 0.122 100,000 $ 12,190 $ - $ (12,190) $ - $ - $ - $ - $ 4,694 Total Revenues: $ 469,357 $402,258 $ (67,099) $ (67,099) MAXIMUS, Inc. Page 28 of 30 12/3/2004 - 5:51 PM National City Building Fee Study FEE AND REVENUE COMPARISONS Revenue at Revenue at Current Revenue Building Fee Category Potential Fee Current Fee Surplus / (Subsidy) New Construction Inspection $ 469,357 $ 402,258 $ (67,099) Misc. Items $ 197,841 $ 150,775 $ (47,066) MP&E's $ 53,243 $ 15,143 $ (38,100) Total Revenues: $ 720,441 $ 568,176 152,265 Cross -Check: Calculated Annual Cost from Cost from PHR Calculation Difference Fees (Budget) Difference $ 720,441 $ 791,174 $ 70,733 -9% Estimated revenue Revenue at Current Fee Difference Difference $ 400,000 $ 568,176 $ 168,176 42% MAXIMUS, Inc. Page 29 of 30 12/3/2004 - 5:51 PM National City Building Fee Study CONSUMPTION OF FTE's Total Hours Productive Total FTE Building Fee Category Consumed Hours per FTE Consumed New Construction Inspection 3,696 1,118 3.3 Misc. Items 2,053 1,118 1.8 MP&E's 551 1,118 0.5 Totals: 6,300 1,118 5.6 Cross -Check: Total Calculated Available Consumption of Hours (from Difference % Difference Hours Prod Hours WS) 6,299.8 6,230.0 (69.8) 1% MAXIMUS, Inc. Page 30 of 30 12/3/2004 - 5:51 PM National City, California Costs in Support of Services where Fee is Collected by Building & Safety Annual $ Demand Bldg #A Substantial Conformance $500 2 Bldg #B Zoning I Rebuild Letters $75 15 Bldg #C Plan Check - Single Family Dwelling Alteration $ - 80 Bldg #D Plan Check - New Single Family Dwelling $ - 30 Bldg #E Plan Check - New Multiple Family Dwelling $ - 3 Bldg #F Plan Check - New Commercial / Industrial $90 36 Bldg #G Plan Check - Commercial / Industrial Alteration $50 100 Bldg #H Plan Check - Multiple Family Dwelling $75 8 Bldg #1 Plan Check - Multiple Family Dwelling Alteration $75 4 Planning Fire Engineering Police Atty Clerk Manager $20,600 $6,396 $42,850 $16,546 $25,420 $9,621 $3,247 $3,380 $7,489 $11,527 $387 $14,047 $9,301 $5,776 $992 $4,681 $368 $7,779 $227 $124,730 $22,188 $43,489 $ $227 $ $ Total $20,827 $6,396 $59,396 $35,041 $6,627 $19,403 $29,124 $992 $12,828 $190,634 IMPACT FEES DRAFT Development Impact Fee Study Prepared for: National City, California November 12, 2004 REDISCOVER Prepared by: Tischler & Associates, Inc. Fiscal, Economic and Planning Consultants Bethesda, Maryland NATIONAL CITY, CALIFORNIA - IMPACT Flili STUDY Table of Contents EXECUTIVE SUMMARY 1 LEGAL FRAMEWORK.. .... 1 IMPACT FEE CALCULATION METHODOLOGY 5 Figure 1: Schedule of Maximum Supportable Impact Fees 6 DEVELOPMENT AND DEMAND DATA 7 BACKGROUND AND SETTING 7 STUDY AREA AND TIME FRAME 7 DATA SOURCES 7 DEMAND VARIABLES AND IMPACT FACTORS 8 Figure 2: Persons Per Housing Unit 9 Figure 3: Residential Equivalent Dwelling Unit Factors by Unit Type 10 Figure 4: Nonresidential Equivalent Dwelling Unit Factors 11 Figure 5: Total Equivalent Dwelling Units 11 CURRENT AND FUTURE DEVELOPMENT 12 Figure 6: Existing Population and Employment 12 Figure 7: Existing Residential Units and Nonresidential Floor Area 12 Figure 8: Projected Development in 2020 13 POLICE 14 METHODOLOGY 14 Figure 9: Police Impact Fee Methodology Chart 15 LEVEL -OF -SERVICE 15 Figure 10: Police Capital Improvement Plan 16 Figure 11: Police Headquarters Cost Recovery Component 16 Figure 12: Vehicle Incremental Expansion Component 17 CREDITS 17 Figure 13: Principal Parjment Credit for Police Substation 18 MAXIMUM SUPPORTABLE POLICE IMPACT FEE 19 Figure 14: Police Impact Fee Level -of -Service Standard Summary, 19 Figure 15: Police Impact Fee Schedule 20 REVENUE POTENTIAL 20 Figure 16: Police Impact Fee Revenue Potential 21 FIRE AND RESCUE 22 METHODOLOGY 22 Figure 17: Fire and Rescue Impact Fee Methodology 23 - LEVEL -OF -SERVICE 23 Figure 18: Fire and Rescue Capital Improvement Plan 24 Figure 19: Existing Station and Apparatus Cost Recovery Component 25 CREDITS 25 Figure 20: Principal Payment Credit for Fire Station 26 MAXIMUM SUPPORTABLE FIRE AND RESCUE IMPACT FEE 26 Figure 21: Fire and Rescue Impact Fee Level -of -Service Standard Summary 27 Figure 22: Fire and Rescue Impact Fee Schedule 28 REVENUE POTENTIAL 28 Figure 23: Fire and Rescue Impact Fee Revenue Potential 29 PARKS AND RECREATION 30 METHODOLOGY .. .. . 30 Figure 24: Parks and Recreation Impact Fee Methodology 30 LEVEL-OF-SERVICF 30 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 25: Park Improvements Incremental Expansion Cost Component 31 Figure 26: Recreation Center Incremental Expansion Cost Component 31 CREDITS MAXIMUM SUPPORTABLE PARKSAND RECREATION IMPACT FEE 32 32 Figure 27: Maximum Supportable Parks and Recreation Impact Fee Schedule 32 REVENUE PO I EN'I'IAL 33 Figure 28: Parks and Recreation Impact Fee Revenue Potential 33 LIBRARY 34 METHODOLOGY 34 Figure 29: Library Impact Fee Methodology 34 LEVEL -OF -SERVICE 34 Figure 30: Plan -Based Cost Component forMain library 35 CREDITS 35 Figure 31: Principal Payment Credit 36 MAXIMUM SUPPORTABLE LIBRARY IMPACT FEE 36 Figure 32: Maximum Supportable library Impact Fee Schedule 37 REVENUE PO1 ENTIAL 37 Figure 33: Library Impact Fee Revenue Potential 37 IMPLEMENTATION AND ADMINISTRATION 38 ADOPTION 38 ADMINISTRATION 38 TRAINING AND PUBLIC INFORMATION 41 RECOVERY OF STUDY COST 42 TISCHLER & ASSOCIATES, INC. 4701 Sangamore Rd Suite N2I0 Bethesda, MD 20816 (301)320-6900 Fax: (301) 32Q-4860 80 Annandale Road Pasadena, CA 91105-1404 (818)790-6170 Fax: (818)790.6235 (800) 424-4318 tischlerassociates.com Fiscal Impact Analysis • Capital Improvement Programs • Impact Fees • Growth Policy Planning • Economic and Market Analysis • Fiscal and Economic Software NATIONAL CITY, CALIFORNIA - IMPACT FILE STUDY Executive Summary National City has retained Tischler & Associates, Inc. (TA), in conjunction with MAXIMUS, to prepare this study to analyze the impacts of development on the City's capital facilities and to calculate development impact fees based on that analysis. This report documents the data, methodology, and results of the impact fee study. The methods used to calculate impact fees in this study are intended to satisfy all legal requirements governing such fees, including provisions of the U. S. Constitution, the California Constitution, and the California Mitigation Fee Act (Government Code Sections 66000 et seg.). National City has contracted with MAXIMUS and Tischler.& Associates, Inc. (TA) to prepare an impact fee study for four categories of capital facilities. Specifically, the feasibility of implementing impact fees has been evaluated for the following infrastructure categories: • Police; • Fire and Rescue; • Parks and Recreation; • Library. LEGAL FRAMEWORK U. S. Constitution. Like all land use regulations, development exactions, including impact fees, arc subject to the Fifth Amendment prohibition on taking of private property for public use without just compensation. Both state and federal courts have recognized the imposition of impact fees on development as a legitimate form of land use regulation, provided the fees meet standards intended to protect against regulatory takings. To comply with the Fifth Amendment, development regulations must be shown to substantially advance a legitimate governmental interest. In the case of impact fees, that interest is in the protection of public health, safety, and welfare by ensuring that development is not detrimental to the quality of essential public services. There is little federal case law specifically dealing with impact fees, although other rulings on other types of exactions (e.g. land dedication requirements) are relevant. In one of the most important exaction cases, the U. S. Supreme Court found that a government agency imposing exactions on development must demonstrate an "essential nexus" between the exaction and the interest being protected (See Nollan v. California Coastal Commission, 1987). In a more recent case (Dolan v. City of Tigard, OR, 1994), the Court ruled that an exaction also must be "roughly proportional" to the burden created by development. However, the Dolan decision appeared to set a higher standard of review for mandatory dedications of land than for monetary exactions such as impact fees. Constitutional issues related to impact fees will be discussed in more detail below. NATIONAL CITY, CALIFORNIA - IMPACT FEE S'i'unv California Constitution. The California Constitution grants broad police power to local governments, including the authority to regulate land use and development. That police power is the source of authority for a wide range of regulations, including the authority to impose impact fees on development to pay for infrastructure and capital facilities. Some impact fees have been challenged on grounds that they arc special taxes imposed without voter approval in violation of Article XIIIA, which was added by Proposition 13 in 1978. That objection is valid only if the fees exceed the cost of providing capital facilities needed to serve new development. If that were the case, then the fees would also run afoul of the U. S. Constitution and the Mitigation Fee Act. Articles XIIIC and XIIID, added by Proposition 218 in 1996, require voter approval for some "property -related fees," but exempt "the imposition of fees or charges as a condition of property development." The Mitigation Fee Act. California's impact fee statute originated in Assembly Bill 1600 during the 1987 session of the Legislature, and took effect in January, 1989. AB 1600 added several sections to the Government Code, beginning with Section 66000. Since that time the impact fee statute has been amended from time to time, and in 1997 was officially titled the "Mitigation Fee Act." Unless otherwise noted, code sections referenced in this report are from the Government Code. The Act does not limit the types of capital improvements for which impact fees may be charged. It defines public facilities very broadly to include "public improvements, public services and community amenities." Although the issue is not specifically addressed in the Mitigation Fee Act, other provisions of the Government Code (see Section 65913.8) prohibit the use of impact fees for maintenance or operating costs. Consequently, the fees calculated in this report are based ,on capital costs only. The Mitigation Fee Act does not use the term "mitigation fee" except in its official title. Nor does it use the more common term "impact fee." The Act simply uses the word "fee," which is defined as "a monetary exaction, other than a tax or special assessment, ... that is charged by a local agency to the applicant in connection with approval of a development project for the purpose of defraying all or a portion of the cost of public facilities related to the development project ...." To avoid confusion with other types of fees, this report uses the widely -accepted term "impact fee," which should be understood to mean "fee" as defined in the Mitigation Fee Act. The Mitigation Fee Act contains requirements for establishing, increasing and imposing impact fees. They are summarized below. It also contains provisions that govern the collection and expenditure of fees, and require annual reports and periodic re-evaluation of impact fee programs. Those administrative requirements are discussed in the Implementation Chapter of this report. Certain fees or charges related to development are exempted from the requirements of the Mitigation Fee Act. Among them are fees in lieu of park land dedication as authorized by the Quimby Act (Section 66477), fees collected pursuant to a reimbursement agreement or developer agreement, and fees for processing development applications. Required Findings. Section 66001 requires that an agency establishing, increasing or imposing impact fees, must make findings to: Identify the purpose of the fee; 2 . NATIONAL CITY, CALIFORNIA - IMPACT FRG STUDY 2. Identify the use of the fee; and, 3. Determine that there is a reasonable relationship between: a. The use of the fee and the development type on which it is imposed; b. The need for the facility and the type of development on which the fee is imposed; and c. The amount of the fee and the facility cost attributable to the development project. (Applies only upon imposition of fees.) Each of those requirements is discussed in more detail below. Identifying the Purpose of the Fees. The broad purpose of impact fees is to protect the public health, safety and general welfare by providing for adequate public facilities. The specific purpose of the fees calculated in this study is to fund the construction of certain capital improvements identified in this report. Those improvements are needed to mitigate the impacts of additional development in the City, and thereby prevent deterioration in public services that would result from additional development if impact fee revenues were not available to fund such improvements. Findings with respect to the purpose of a fee should state the purpose of the fees as financing development -related public facilities in a broad category, such as street improvements or water supply system improvements. Identifying the Use of the Fees. According to Section 66001, if a fee is used to finance public facilities, those facilities must be identified. A capital improvement plan may be used for that purpose, but is not mandatory if the facilities are identified in the General Plan, a Specific Plan, or in other public documents. If a capital improvement plan is used to identify the use of the fees, it must be updated annually by resolution of the governing body at a noticed public hearing. Impact fees calculated in this study are based on specific capital facilities identified in this report. We recommend that this report be designated as the public document identifying the use of the fees. Reasonable Relationship Requirement. As discussed above, Section 66001 requires that, for fees subject to its provisions, a "reasonable relationship" must be demonstrated between: 1. the use of the fee and the type of development on which it is imposed; 2. the need for a public facility and the type of development on which a fee is imposed; and, 3. the amount of the fee and the facility cost attributable to the development on which the fee is imposed. These three reasonable relationship requirements as defined in the statute are closely related to "rational nexus" or "reasonable relationship" requirements enunciated by a number of state courts. Although the term "dual rational nexus" is often used to characterize the standard by which courts evaluate the validity of development impact fees under the U. S. Constitution, we prefer a formulation that recognizes three elements: "impact or need" "benefit," and "proportionality." The dual rational nexus test explicitly addresses only the first two, although proportionality is reasonably implied, and was specifically mentioned by the U.S. Supreme Court in the Dolan case. 3 NATIONAL CITY, CALIFORNIA - IMPACT Fitts STUDY The reasonable relationship language of the statute is considered less strict than the rational nexus standard used by many courts, Of course, the higher standard controls. We will use the nexus terminology in this report for two reasons: because it is more concise and descriptive, and also to signify that the methods used to calculate impact fees in this study are intended to satisfy the more demanding constitutional standard. Individual elements of the nexus standard are discussed further in the following paragraphs. Demonstrating an Impact. All new development in a community creates additional demands on some, or all, public facilities provided by local government. If the supply of facilities is not increased to satisfy that additional demand, the quality or availability of public services for the entire community will deteriorate. Impact fees may be used to recover the cost of development -related facilities, but only to the extent that the need for facilities is a consequence of development that is subject to the fees. The Nollan decision reinforced the principle that development exactions may be used only to mitigate conditions created by the developments upon which they are imposed. That principle clearly applies to impact fees. In this study, the impact of development on improvement needs is analyzed in terms of quantifiable relationships between various types of development and the demand for specific facilities, based on applicable level -of -service standards. This report contains all information needed to demonstrate this element of the nexus. Demonstrating a Benefit. A sufficient benefit relationship requires that impact fee revenues be segregated from other funds and expended only on the facilities for which the fees were charged. Fees must be expended in a timely manner and the facilities funded by the fees must serve the development paying the fees. Nothing in the U.S. Constitution or California law requires that facilities paid for with impact fee revenues be available exclusively to development paying the fees. Procedures for earmarking and expenditure of fee revenues are mandated by the Mitigation Fees Act, as are procedures to ensure that the fees are expended expeditiously or refunded. All of those requirements are intended to ensure that developments benefit from the impact fees they are required to pay. Thus, an adequate showing of benefit must address procedural as well as substantive issues. Demonstrating Proportionality. The requirement that exactions be proportional to the impacts of development was clearly stated by the U.S. Supreme Court in the Dolan case (although the relevance of that decision to impact fees has been debated) and is logically necessary to establish a proper nexus. Proportionality is established through the procedures used to identify development -related facility costs, and in the methods used to calculate impact fees for various types of facilities and categories of development. In this study, the demand for facilities is measured in terms of relevant and measurable attributes of development. For example, the need for road improvements is measured by the number of vehicle trips generated by development. In calculating impact fees, costs for development -related facilities are allocated in proportion to the service needs created by different types and quantities of development. The following section describes methods used to allocate facility costs and calculate impact fees in ways that meet the proportionality standard. Impact Fees for Existing Facilities. It is important to note that impact fees may be used to pay for existing facilities, provided that those facilities are needed to serve additional development and 4 NA"IIONAI. CITY, CALIFORNIA - IMPACT FHF. STUDY have the capacity to do so. In other words, such fees must satisfy the same nexus requirements as any other impact fee. IMPACT FEE CALCULATION METHODOLOGY Any one of several legitimate methods may be used to calculate impact fees. The choice of a particular method depends primarily on the service characteristics and planning requirements for the facility type being addressed. Each method has advantages and disadvantages in a particular situation, and to some extent they are interchangeable, because they all allocate facility costs in proportion to the needs created by development. Reduced to its simplest terms, the process of calculating impact fees involves only two steps: determining the cost of development -related capital improvements, and allocating those costs equitably to various types of development. In practice, though, the calculation of impact fees can become quite complicated because of the many variables involved in defining the relationship between development and the need for facilities. The following paragraphs discuss three basic methods for calculating impact fees and how those methods can be applied. Plan -Based Impact Fee Calculation. The plan -based method allocates costs for a specified set of improvements to a specified amount of development. The improvements are identified by a facility plan and the development is identified by a land use plan. In this method, the total cost of relevant facilities is divided by total demand to calculate a cost per unit of demand. Then, the cost per unit of demand is multiplied by the amount of demand per unit of development (e.g. dwelling units or square feet of building area) in each category to arrive at a cost per unit of development. The plan -based method is often the most workable approach where actual service usage is difficult to measure (as is the case with administrative facilities), or does not directly drive the need for added facilities (as is the case with fire stations). It is also useful for facilities, such as streets, where capacity cannot always be matched closely to demand. This method is relatively inflexible in the sense that it is based on the relationship between a particular facility plan and a particular land use plan. If either plan changes significantly, the fees should be recalculated. Cost Recovery Impact Fee Calculation. The rationale for the cost recovery approach is that new development is paying for its share of the useful life and remaining capacity of facilities from which new growth will benefit. To calculate an impact fee using the cost recovery approach, facility cost is divided by ultimate number of demand units the facility will serve. Incremental Expansion Impact Fee Calculation. The incremental expansion method documents the current level -of -service (LOS) for each type of public facility in both quantitative and qualitative measures, based on an existing service standard such as square feet per capita or park acres per capita. The level -of -service standards are determined in a manner similar to the current replacement cost approach used by property insurance companies. However, in contrast to • insurance practices, National City will not use the funds for renewal and/or replacement of existing facilities. Rather, the City will use the impact fee revenue to expand or provide additional facilities, as needed, to accommodate new development. An incremental expansion cost method is best suited for public facilities that will be expanded in regular increments, with LOS standards based on current conditions in the community. 5 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 1 provides a schedule of the maximum supportable impactfees for National City. Impact fees for residential development will be assessed per housing unit and nonresidential impact fees will be assessed pet thousand square feet of floor area and per room for lodging. The City may adopt fees that are less than the amounts shown. However, a reduction in impact fee revenue will necessitate an increase in other revenues, a decrease in planned capital expenditures and/or a decrease in the City's LOS standards. Figure 1: Schedule of Maximum Supportable Impact Fees FACILITY TYI'L Parks & Recreation Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Com / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Library Fire/EMS Police TOTAL Per Housing Unit $590 $248 $126 $318 $1,282 $475 $200 $102 $257 $1,034 $584 $245 $124 $315 $1,268 er 1,uuu Square Feet/Per Room for Hotel $1,009 $2,549 $3,558 $809 $2,043 $2,852 $652 $1,649 $2,301 $530 $1,340 $1,870 $448 $1,133 $1,581 $400 $1,012 $1,412 $367 $929 $1,296 $332 $840 $1,172 $282 $713 $995 $195 $493 $688 $113 $286 $399 $144 $366 $510 $107 $270 $377 All costs in the development fee calculations are given in current dollars with no assumed inflation rate over time. Necessary cost adjustments can be made as part of the recommended annual evaluation and update of impact fees. One approach is to adjust for inflation in construction costs by means of an index like the one published by Engineering News Record (ENR). This index could be applied against the calculated impact fees. If cost estimates change significantly, the fees should be recalculated. 6 NA"I'IONAL CITY, CALIFORNIA - I MPAC, I' FEE STUDY Development and Demand Data Both existing and planned development must be addressed as part of the nexus analysis required to support the establishment of impact fees. This chapter of the report organizes and correlates information on existing and planned development to provide a framework for the impact fee analysis contained in subsequent chapters of the report. The information in this chapter forms a basis for establishing levels of service, analyzing facility needs, and allocating the cost of capital facilities between existing and future development and among various types of new development. Data on land use employed in this study are based on information obtained from National City, San Diego Association of Governments and the California Department of Finance. Demographic data used in this study are based on information obtained from the 2000 U.S. Census, ESRI/InfoUSA, Institute of Transportation Engineers and the Urban Land Institute. BACKGROUND AND SETTING National City is located 5 miles south of downtown San Diego, on San Diego Bay in southern San Diego County, and 10 miles north of Baja California, Mexico. The City is bordered by San Diego to the north and east, Chula Vista to the south, the unincorporated areas of Lincoln Acres and Bonita to the south and southeast, and San Diego Bay to the west. The City has a land area of 8.5 square miles. National City is almost entirely developed, with a mix of residential neighborhoods and industrial and commercial uses. However, there are several major redevelopment opportunities that are expected to comprise the majority of the City's net increase in residential development over the next ten years. STUDY AREA AND TIME FRAME The study area for the impact fee analysis is the existing City. Data on future development used in this study represents the amount of additional development expected in the study area through 2020. The impact fees calculated in this study are based on the amount and type of projected development and the fees are calculated in terms of current dollars. Development may occur sooner or later than projected, but the rate and timing of development do not affect the fee calculations except in rare cases where fee revenue will be used to repay debt issued to fund capital facilities. If that situation arises in this study, it will be discussed in the fee analysis for a particular type of facility. DATA SOURCES Data on existing and future development available for use in this study are: • Dwelling units by type (single-family, multi -family and mobile home/other) • Population • Employment • Nonresidential building area 7 NATIONAI.CITY,CALIFORNIA- IMPACTFin STUDY • Equivalent Dwelling Units The source of data for existing dwelling units and population was the California Department of Finance Demographic Research Unit, which publishes annual estimates. The source of data for existing employment was a 2004 estimate available from ESRI/InfoUSA. Data on future (2020) development was based on housing unit and population projections obtained from SANDAG. Nonresidential projections are based on information contained in the National City Downtown Plan. DEMAND VARIABLES AND IMPACT FACTORS In calculating impact fees, the relationship between facility needs and development must be quantified in cost allocation formulas. Certain measurable attributes of development (e.g., population) are used in those formulas as "demand variables" that reflect the impact of different types and amounts of development on the demand for specific public services and facilities. Demand variables are selected either because they directly measure service demand or because they are reasonably correlated with that demand. For example, the service standard for parks in a community is typically defined as a ratio of park acreage to population. As population grows, more parks are needed to maintain the desired standard. Logically, then, population is an appropriate yardstick for measuring the impacts of development on the need for additional parks. Each demand variable has a specific value per unit of development for each land use category. Those values may be referred to as demand factors or impact factors. For example, on average,- one single-family dwelling unit generates an average of 3.71 persons (US Census data). Consequently, the persons per housing unit factor for single-family residential development are 3.71 persons per dwelling unit. Other land use categories would have different impact factors. Some of the impact factors used in this study are based on widely -accepted standards (e.g., trip generation rates), while others are based on local conditions (e.g., population). The specific demand variables used in this study are discussed below. Population per Unit of Development. Persons per housing unit are an important demographic factor that helps account for variations in service demand by type of housing. Because population is tied to residential development, the value of this variable for all non-residential land uses is zero. The best data currently available to calculate this differentiation is the US Census Summary File 3 sample dataset. According to the 2000 Census data, National City had 15,100 housing units (shown in Figure 2). Census data also indicates a total of 51,046 persons residing in these housing units in 2000. This results in an average, for all housing types, of 3.38 persons per housing unit. The residential vacancy rate in 2000 was 2.6%. This is shown in Figure 2 below. After reviewing the detailed persons per housing unit data, TA recommends using the following three residential categories in the impact fee calculations: 1) Single Family; 2) Multifamily, and 3) Mobile Home/Other. A differentiation by type of housing is necessary to make residential development fees proportionate and reasonably related to the demand for public facilities. 8 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 2: Persons Per Housing Unit Units in Strzicture 1-Detached 1-Attached Two 3-4 5-9 10-19 20-49 50 or more Mobile Homes Other Total SF3 Sample Data 100 Percent Data Source: Census 2000 Persons 23,744 5,205 2,138 3,253 4,648 3,671 2,849 3,995 1,507 36 Housing Units Hag Units 6,509 1,294 636 967 1,398 1,180 995 1,701 405 15 PP1� 3.65 4.02 3.36 3.36 3.32 3.11 2.86 2.35 3.72 2.40 51,046 15,100 3.38 54,260 15,422 3.52 Vacant HU Vacancy Rate Persons Per Housing Unit - Two Categories Single Family Multifamily Mobile Home/Other Total Less Group Quarters Group Quarters Sample Difference TOTAL Persons Hag Units 28,949 7,803 20,554 6,877 1,543 420 404 2.6% PPH Hag Mix 3.71 51.7% 2.99 45.5% 3.67 2.8% 51,046 15,100 3,343 3,214 322 57,603 15,422 3.38 100.0% Functional Population and Equivalent Dwelling Units. Functional population is sometimes used to estimate proportionate share factors for demand on public safety services when detailed calls for service data is not available, which is the case in National City. Functional population represents the number of "full-time equivalent" people present at a particular land use. To a certain extent, however, the demand for public safety services is related to real property itself, regardless of whether it is occupied, as well as the presence of people. Consequently, the need for public safety services during nighttime hours, when most people are at home, should not be attributed solely to residential development. For this reason, the equivalent population projections are based on a 16-hour day. This functional, or "equivalent population", is then converted into "equivalent dwelling units". For the residential component of functional population, it is assumed that people spend eight hours, or one-halfof their waking hours, at their place of residence. The other half of the day spent away from their place of residence is assumed to account for working, shopping and other away -from - home activities. Therefore, it is assumed that the occupancy factor at any given time during the 16- hour day used in the calculation of functional population is 50 percent. To determine the equivalent dwelling unit factor, the functional, or "equivalent" persons per unit is compared against that of the single family detached housing type. This is shown in Figure 3 below. 9 NATIONAL CITY, CALIFORNIA IMPACT FEE STUDY Figure 3: Residential Equivalent Dwelling Unit Factors by Unit Type Housing Type Average Household Size" Occupancy Factor Equivalent Persons/ Unit EDUs/ Unit Single Family Multifamily Mobile Home/Other 3.71 2.99 3.67 0.50 0.50 0.50 1.85 1.49 1.84 1.00 0.81 0.99 2000 Census SF3 data se The equivalent population for nonresidential uses is based on national trip generation data compiled by the Institute of Transportation Engineers (ITE). Equivalent population per 1,000 square feet is derived by dividing the total number of hours spent by employees and visitors during a day by 16 hours. Employees are assumed to spend ten hours a day at their place of employment, accounting for both the regular 8-hour day and split shifts, overtime, and 24-hour operations. Visitors are assumed to spend one -hour per visit. The formula used to derive the nonresidential functional population estimate is summarized below. Equivalent population/1000 sf = (employee hours/1000 sf + visitor hours/1000 sf)divided by 16 hours/day Where: Employee hours/1000 sf = employees/1000 sf x 10 hours/day Visitor hours/1000 sf = visitors/1000 sf x 1 hour/visit Visitors/1000 sf = weekday ADT/1000 sf x average vehicle occupancy — employees/1000 sf Weekday ADT/1000 sf = one-way average daily trips (total trips divided by 2) Using the formula above and trip generation information from the Institute of Transportation Engineers Trip Generation Manual, nonresidential equivalent population estimates per unit of development (1,000 square feet of gross floor area, per room for hotel/motels). These equivalent population estimates were then converted into equivalent dwelling units by dividing them by the equivalent population per single family unit calculated in the preceding table. Figure 4 below shows the results for various nonresidential land use categories. 10 NAIL )NAI. CITY, CALIFORNIA - IMPACT FEE STUDY Figure 4: Nonresidential Equivalent Dwelling Unit Factors Land Use Unit Trip Rate Persons/ Trip Employees/ Unit Visitors/ Unit Equiv. Pop/ Unit EDUs/ Unit Lodging Room 2.82 1.78 0.44 4.57 0.85 0.46 Corn / Shop Ctr 25,000 SF or less 1,000 sq. ft. 55.16 1.78 3.33 94.85 8.01 4.32 Corn / Shop Ctr 25,001-50,000 SF 1,000 sq. ft. 43.28 1.78 2.86 74.18 6.42 3.46 Corn / Shop Ctr 50,001-100,000 SF 1,000 sq. ft. 33.96 1.78 2.50 57.94 5.18 2.79 Corn / Shop Ctr 100,001-200,000 SF 1,000 sq. ft. 26.64 1.78 2.22 45.20 4.21 2.27 Medical -Dental Office 1,000 sq. ft. 18.07 1.47 4.05 22.51 3.94 2.12 General Office 10,000 SF or less 1,000 sq. ft. 11.33 1.47 4.48 12.18 3.56 . 1.92 General Office 10,001-25,000 SF 1,000 sq. ft. 9.18 1.47 4.15 9.34 3.18 1.71 General Office 25,001-50,000 SF 1,000 sq. ft. 7.83 1.47 3.91 7.59 2.92 1.57 General Office 50,001-100,000 SF 1,000 sq. ft. 6.67 1.47 3.61 6.19 2.64 1.43 Government Office Building 1,000 sq. ft. 34.47 1.47 5.77 44.89 6.41 3.46 Day Care Center Student 2.24 1.47 0.16 3.13 0.30 0.16 Business Park 1,000 sq. ft. 6.38 1.16 3.16 4.24 2.24 1.21 Industrial Park 1,000 sq. ft. 3.49 1.16 2.31 1.73 1.55 0.84 Warehousing 1,000 sq. ft. 2.48 1.16 1.28 1.60 0.90 0.49 Manufacturing 1,000 sq. ft. 1.91 1.16 1.79 0.43 1.15 0.62 Source: Average daily trip rates (1/2 of trip ends) from Institute of Transpor ation Engineers (ITE) Trip Generation, Seventh Edition, 2003; persons per trip are average vehicle occupancies from the US Department of Transportation, 1990 National Personal Transportation Survey; employees per 1,000 sq. ft. from ITE manual (ADT per 1,000 sq. ft. divided by ADT per employee -retail rate from Urban Land Institute); visitors per unit and equivalent population calculated based on formula in table above; 1 hour per visitor assumed (2 hours per hotel/motel); EDUs per unit is ratio of equivalentpopulation to equivalent population of single family detached unit. Existing equivalent dwelling units in National City can be determined using existing land use data and the EDU ratios for various land use categories contained in Figures 3 and 4 above. As shown in Figure 5, total equivalent dwelling units amount to 39,272. Figure 5: Total Equivalent Dwelling Units Land Use Unit Existing Units* EDUs/ Unit Total EDUs Single Family Dwelling 7,960 . 1.00 7,960 Multifamily Dwelling 7,068 0.81 5,694 Mobile Home/Other Dwelling 437 0.99 433 Retail 1,000 sq. ft. 4,770.7 3.46 16,520 Office ' 1,000 sq. ft. 217.8 1.71 373 Industrial 1,000 sq. ft. 4,763.7 0.84 3,986 Public/Quasi-Public 1,000 sq. ft. 1,245.8 3.46 4,306 Total Equivalent Dwelling Units 39,272 * Dwelling unit data from California Department of Finance as of January 2u04. Nonresidential building area estimated using developed acres and an FAR of .25 11 NATIONAL C IY, CALIFORNIA - INIPAC I FEr. STUDY CURRENT AND FUTURE DEVELOPMENT Figure 6 presents data on current population and employment in the City, based on estimates from the California Department of Finance and InfoUSA/ESRI. As the table indicates, the current population estimate for National City is 57,047 persons. Current employment is estimated at 17,968. As the table indicates, the largest employment sector is retail (6,380 jobs), followed by the service sector (5,691 jobs). Figure 6: Existing Population and Employment Development Type Amount Population * In Households 52,223 In Group Quarters 4,824 Total 57,047 Employment# Retail 6,380 Industrial 4,044 Office 1,050 Service 5,691 Institutional/Other 803 Total 17,968 From California Department of Finance # From InfoUSA and ESRI Figure 7 presents data on current developed acres, housing units and nonresidential floor area in the City, based on estimates from the San Diego Association of Governments (SANDAG) and the California Department of Finance. As the table indicates, the current housing unit estimate for National City is 15,465 units. For the most part, the housing unit distribution is pretty evenly split between single-family detached units and multifamily and other unit types (i.e mobile homes). Current nonresidential building area is estimated at almost 11 million square feet. This estimate is based on the current developed acreage and a floor area ratio of .20. Figure 7: Existing Residential Units and Nonresidential Floor Area Development Type Dev Acres * Dwelling Units ** Square Feet*** Single -Family Detached 1,067.0 7,960 N/A Multi -Family Residential 334.6 7,068 N/A Mobile Home/Other 29.0 437 N/A Commercial 547.6 N/A 4,770,691 Office/Business Park 25.0 N/A 217,800 Industrial 546.8 N/A 4,763,722 Public/Quasi-Public 143.0 N/A 1,245,816 Totals 2,693.0 15,465 10,998,029 12 NATIONAL CITY, CALIFORNIA - IMPACT FEIL STUDY Figure 8 shows current and projected future development to 2020. Data on future (2020) development was based on housing unit and population projections obtained from SANDAG. Nonresidential projections are based on information contained in the National City Downtown Plan. Equivalent dwelling unit projections are based on the factors contained in Figures 3 and 4. National City is approaching buildout, with limited opportunities for new development. As such, much of the forecasted new development in the City is anticipated to result from redevelopment of existing sites. As Figure 8 indicates, population is expected to increase by approximately 7,400 persons by 2020 to approximately 64,465 persons. Additional housing unit growth is projected at an additional 2,427 units, with the majority being multifamily units. Nonresidential development potential is even more limited, with the only projected increase coming from the commercial sector, at an additional 342,000 square feet of building area. Figure 8: Projected Development in 2020 2004* 2020** Net Increase Population 57,047 64,464 7,417 Equivalent Dwelling Units 39,272 41,405 2,133 Housing Units 15,465 17,892 2,427 Single Family -Detached 7,960 8,169 209 Multifamily 7,068 9,268 2,200 Mobile Home/Other 437 455 18 Nonres. Bldg. Area (KSF) 10,998 11,340 342 Commercial 4,771 5,113 342 Office/Business Park 218 218 - Industrial 4,764 4,764 - Public/Quasi-Public 1,246 1,246 - Employment 17,968 18,823 855 Commercial 12,071 12,926 855 Office/Business Park 1,050 1,050 - Industrial 4,044 4,044 - Public/Quasi-Public 803 803 - *Existing population and dwelling unit estimates from the California Department of Finance. Estimates of nonres. building are based on SANDAG information. Employment is from InfoUSA an ESRI. EDU's are estimated using factors discussed previously. **Projections for population and housing units is from SANDAG. Nonresidential building area is from estimates contained in the National City Downtown Plan. Employment was then estimated using standard square feet per employee multipliers. EDU's were estimated using factors discussed previously. 13 NATIONAL an', , CALIFORNIA - IMPACT FCC STUDY Implementation and Administration This section of the report contains recommendations for adoption and administration of a development impact fee program based on this study, and for the interpretation and application of impact fees recommended herein. Statutory requirements for the adoption and administration of fees imposed as a condition of development approval are found in the Mitigation Fee Act (Government Code Sections 66000 et seq.). ADOPTION The form in which development impact fees are adopted, whether by ordinance or resolution, should be determined by the City Attorney. Typically, it is desirable that specific fee schedules be set by resolution to facilitate periodic adjustments. Procedures for adoption of fees subject to the Mitigation Fee Act, including notice and public hearing requirements, are specified in Government Code Section 66016. Such fees do not become effective until 60 days after final action by the Governing body. Actions establishing or increasing fees subject to the Mitigation Fee Act require certain findings, as set forth in Government Code Section 66001 and discussed in Section 1 of this report summarized below. ADMINISTRATION Several requirements of the California Mitigation Fee Act (Government Code Sections 66000 et seq.) address the administration of impact fee programs, including collection and accounting procedures, refunds, updates and reporting. References to code sections in the following paragraphs pertain to the California Government Code. Imposition of Fees. Pursuant to the Mitigation Fee Act, when the City imposes an impact fee upon a specific development project, it must make findings to : 1. Identify the purpose of the fee; 2. Identify the use of the fee; and 3. Determine that there is a reasonable relationship between: a. The use of the fee and the development type on which it is imposed; b The need for the facility and the type of development on which the fee is imposed; and c. The amount of the fee and the facii0.1 cost attributable to the development project. Most of those findings would normally be based on an impact fee study, and this study is intended to provide a basis for all of the required findings. According to the statute, the use of the fee (2., above) may be specified in a capital improvement plan, the General Plan, or other public document. This study is intended to serve as a public document identifying the use of the fees. 38 NATIONAL Cir', CALIFORNIA - IMPACT FIT STUDY In addition, Section 66006, as amended by SB 1693, provides that a local agency, at the time it imposes a fee for public improvements on a specific development project, "... shall identify the public improvement that the fee will be used to finance." For each type of fee calculated in this report, the improvements to be funded by the impact fees are identified. Consequently, this report provides a basis for the notification required by the statute. The City Attorney should be consulted as to the specific method of notification to be provided. Collection of Fees. Section 66007, provides that a local agency shall not require payment of fees by developers of residential projects prior to the date of final inspection, or issuance of a certificate of occupancy, whichever occurs first. However, "utility service fees" (not defined) may be collected upon application for utility service. In a residential development project of more than one dwelling unit, the agency may choose to collect fees either for individual units or for phases upon final inspection, or for the entire project upon final inspection of the first dwelling unit completed. An important exception allows fees to be collected at an earlier time if they will be used to reimburse the agency for expenditures previously made, or for improvements or facilities for which money has been appropriated. The agency must also have adopted a construction schedule or plan for the improvement. These restrictions on the time of collection do not apply to non-residential development. Notwithstanding the foregoing restrictions, many cities routinely collect impact fees for all facilities at the time building permits are issued, and builders often find it convenient to pay the fees at that time. In cases where the fees are not collected upon issuance of building permits, Section 66007 provides that the city may require the property owner to execute a contract to pay the fee, and to record that contract as a lien against the property until the fees are paid. Credit for Improvements provided by Developers. If the City requires a developer, as a condition of project approval, to construct facilities or improvements for which impact fees have been, or will be, charged, the impact fee imposed on that development project, for that type of facility, should be adjusted to reflect a credit for the cost of those facilities or improvements. If the reimbursement would exceed the amount of the fee to be paid by the development for that type of facility, the City may wish to negotiate a reimbursement agreement with the developer. Credit for Existing Development. If a project involves replacement, redevelopment or intensification of previously existing development, impact fees should be applied only to the portion of the project which represents an increase in demand for City facilities, as measured by the demand variables used in this study. Since residential service demand is normally estimated on the basis of demand per dwelling unit, an addition to a single family dwelling unit typically would not be subject to an impact fee if it does not increase the number of dwelling units in the structure. If a dwelling unit is added to an existing structure, no impact fee would be charged for the previously existing units. A similar approach can be used for other types of development. Earmarking of Fee Revenue. Section 66006 specifies that fees shall be deposited with other fees for the improvement in a separate capital facilities account or fund in a manner to avoid any commingling of the fees with other revenues and funds of the local agency, except for temporary investments. Fees must be expended solely for the purpose for which the fee was collected. Interest earned on the fee revenues must also be placed in the capital account and used for the same purpose. 39 NATIONAL CITY, CALIFORNIA - IMPA< I. FEE STUDY The language of the law is not clear as to whether depositing fees "with other fees for the improvement" refers to a specific capital improvement or a class of improvements (e.g., street improvements). We are not aware 'of any city that has interpreted that language to mean that funds must be segregated by individual projects. As a practical matter, that would make it exceedingly difficult to accumulate enough funds to construct any improvements funded by impact fees. Common practice is to maintain separate funds or accounts for impact fee revenues by facility category (i.e., streets, traffic signals, or park improvements), but not for individual projects. We recommend that approach. Reporting. As amended by SB 1693 in 1996, Section 66006 requires that once each year, within 180 days of the close of the fiscal year, the local agency must make available to the public the following information for each separate account established to receive impact fee revenues: 1. The amount of the fee; 2. The beginning and ending balance of the account or fund; 3. The amount of the fees collected and interest earned', 4. Identification of each public improvement on which fees were expended and the amount of the expenditures on each improvement, including the percentage of the cost of the public improvement that was funded with fees; 5. Identification of the approximate date by which the construction of a public improvement will commence, if the City determines sufficient funds have been collected to complete financing of an incomplete public improvement; 6. A description of each inter -fund transfer or loan made from the account or fund, including interest rates, repayment dates, and a description of the improvement on which the transfer or loan will be expended; 7. The amount of any refunds or allocations made pursuant to Section 66001, paragraphs (e) and (f). That information must be reviewed by the City Council at its next regularly scheduled public meeting, but not less than 15 days after the statements are made public. Findings and Refunds. Prior to the adoption of Government Code amendments contained in SB 1693, a local agency collecting impact fees was required to expend or commit the fee revenue within five years or make findings to justify a continued need for the money. Otherwise, those funds had to be refunded. SB 1693 changed that requirement in material ways. Now, Section 66001 requires that, for the fifth fiscal year following the first deposit of any impact fee revenue into an account or fund as required by Section 66006, and every five years thereafter, the local agency shall make all of the following findings for any fee revenue that remains unexpended, whether committed or uncommitted: 1. Identify the purpose to which the fee will be put; 2. Demonstrate the reasonable relationship between the fee and the purpose for which it is charged; 40 NATIONAL CITY, CALIRORNIA - IMPACT FIT STUDY 3. Identify all sources and amounts of funding anticipated to complete financing of incomplete improvements for which impact fees are to be used; 4. Designate the approximate dates on which the funding necessary to complete financing of those improvements will be deposited into the appropriate account or fund, Those findings are to be made in conjunction with the annual reports discussed above. If such findings are not made as required by Section 66001, the local agency must refund the moneys in the account or fund. Once the agency determines that sufficient funds have been collected to complete an incomplete improvement for which impact fee revenue is to be used, it must, within 180 days of that determination, identify an approximate date by which construction of the public improvement will be commenced. If the agency fails to comply with that requirement, it must refund impact fee revenue in the account according to procedures specified in the statute. Costs of Implementation. The ongoing cost of implementing the impact fee program is not included in the fees themselves. Implementation costs would include the staff time involved in applying the fees to specific projects, accounting for fee revenues and expenditures, preparing required annual reports, updating the fees, and preparing forms and public information handouts. We recommend that those costs be included in user fees charged to applicants for processing development applications. Annual Update of the Capital Improvement Plan. Section 66002 provides that if a local agency adopts a capital improvement plan to identify the use of impact fees, that plan must be adopted and annually updated by a resolution of the governing body at a noticed public hearing. The alternative is to identify improvements in other public documents. Since impact fee calculations in this study include costs for future facilities to be funded by impact fees, we believe it is to the City's advantage to use this report as the public document in which the use of impact fees is identified. In that event, we believe the City would not be required to update its CIP annually to satisfy Section 66002. Indexing of Impact Fee Rates. The fees recommended in this report are stated in current dollars. Fees should be adjusted annually to account for construction cost escalation. The Engineering News Record Building Cost Index is recommended as the basis for indexing the cost of yet to be constructed projects. It is desirable that the ordinance or resolution establishing the fees include provisions for annual escalation. Updates of This Study. Generally, impact fees should be reviewed and updated about every five years, unless significant changes in land use or facility plans make it necessary to update the fees more often. 'RAINING AND PUBLIC INFORMATION Administering an impact fee program effectively requires considerable preparation and training. It is important that those responsible for writing findings to impose the fees, for collecting the fees, and for explaining them to the public, understand both the details of the fee program and its supporting rationale. Before fees are imposed, a staff training workshop is highly desirable if more than a handful of employees will be involved in collecting or accounting for fees., 41 NA'll( INAI. CITY, CALIFORNIA - IMPACT ['PP STUDY It is also useful to pay close attention to handouts which provide information to the public regarding impact fees. Impact fees should be clearly distinguished from user fees, such as application and plan review fees, and the purpose and use of particular impact fees should be made clear. Finally, anyone who is responsible for accounting, capital budgeting, or project management for projects involving impact fees must be fully aware of the restrictions placed on the expenditure of impact fee revenues. The fees recommended in this report are tied to specific improvements and cost estimates. Fees must be expended accordingly and the City must be able to show that funds have been properly expended. RECOVERY OF STUDY COST We do not recommend adding an administrative fee to impact fees to cover the costs of administering the impact fee program. Those costs should be included in the processing fees charged to developers and builders. However, it is reasonable for the City to recover the cost of this study through the impact fee program. Once the City Council decides what impact fees to impose, it is a relatively simple matter to calculate an adjustment to cover the cost of the study. Assuming the impact fee study will be updated every five years or so, the cost of this study can be divided by the amount of revenue projected over the next five years to determine the percentage by which fees should be increased to cover the cost of the study. That percentage typically represents a very small increase in the fees. For,example, if the study costs amount to $25,000 and the City expects to collect $2,500,000 in public safety impact fees over the next five years, the fees calculated in this study would be have to be increased by 1% to recover the cost of the study over five years 125,000 / 2,500,000 = 0.011 The necessary adjustment should be made before the fees are actually adopted by the City Council. 42 POLICE NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Police METHODOLOGY The police impact fees have been calculated using a combination of the plan -based, cost recovery and incremental expansion methodologies. First, a plan -based methodology is used for a new police substation. Secondly, a cost recovery methodology is used for the main headquarters. Finally, an incremental expansion methodology is used for new patrol vehicles utilized by the Police Department. As shown in Figure 9, the police impact fees are based on "equivalent dwelling units", or EDUs. An EDU represents the impact of a typical single family dwelling on the demand for police services, based on the assumption that the demand for services is reasonably proportional to the presence of people at the site of a land use. The residential component of the equivalent dwelling unit calculations is based on household size. For nonresidential development, the equivalent dwelling unit calculation is per 1,000 square feet of floor area, based largely on national trip generation data compiled by the Institute of Transportation Engineers (ITE). This ranking of trip rates is consistent with the relative demand for police protection from nonresidential development. Trip generation rates are highest for commercial development, such as a shopping center, and lowest for industrial/warehouse development. Office/institutional trip rates fall between the other two categories. Other possible nonresidential demand indicators, such as employment or floor area, do not accurately reflect the demand for police services. If employees per 1,000 square feet of building area were used as the demand indicator, police impact fees would be too high for office/institutional development. See the Demand and Development Data section of this report for the calculation of equivalent dwelling units. 14 NATIONAL alY, CALIFORNIA - IMPACT FEI? STUDY Figure 9: Police Impact Fee Methodology Chart New Developineri Residential Units Nonresidential Floor Area EDUs By Type of Development:' multiplied by Net Capita' Per BDU 1 Cost Recovery for Police Headquarters less Future Principal Payment Credit LEVEL -OF -SERVICE 1 Incremental Expansion Cost for Vehicles PLAN -BASED COMPONENT The National City Police Department currently operates out of a 55,755 square foot facility located at 1200 National City Boulevard. The City plans on constructing a 6,903 square foot substation in conjunction with a new fire station. The estimated cost of the planned substation is $2,243,475, or $325 per square foot. This new substation is intended to serve new growth as well as enhance the level -of -service provided to current City residents and businesses. Therefore, to ensure that new development is not charged for a higher level -of -service than is currently provided to existing residents and businesses, the cost of this facility is spread equally over the projected number of equivalent dwelling units in the year 2020. Based on the cost of the planned substation ($2,243,475) and the projected number of equivalent dwelling units in 2020, the cost per demand unit factor is $54.18 per equivalent dwelling unit. This is shown below in Figure 10. 15 NATIONAL CITY, CALIFORNIA - IMPACT' FI n STUDY Figure 10: Police Capital Improvement Plan Facility New Police Substation Total Demand Units Served Equivalent Dwelling Units in 2020 Cost Per Demand Unit Police Substation Cost Per EDU Construction Timeframe Cost 2005-2011 $2,243,475 41,405 $54.18 COST RECOVERY COMPONENT Since law enforcement services are citywide, new development in National City will benefit from the existing Police station. Therefore, the police impact fees contain a cost recovery component. Figure 11 indicates that the current asset value of the existing station is $10,250,657. The current asset value was determined by inflating the original cost ($10,000,000) to 2004 dollars using Consumer Price Index Inflators. The current cost is then depreciated based on the year constructed and the remaining useful life. For purposes of the impact fee calculation, the current value ($10,250,657) is divided by the projected number of equivalent dwelling units in 2020 (41,405), for a cost per demand unit of $247.57. Figure 11: Police Headquarters Cost Recovery Component Acq. Useful Orig. Cost Current Current Year Years Cost Index Cost Value Police Headquarters 1993 50 $10,000,000 144.5 $13,141,869 $10,250,657 TOTAL Total Demand Units Served Equivalent Dwelling Units in 2020 Cost per Demand Unit Headquarters Cost Recovery Cost Per EDU 41,405 $247.57 INCREMENTAL EXPANSION COMPONENT The police impact fee methodology also contains a cost component for vehicles operated by the Police Department. Since these vehicles will be purchased incrementally over time, an incremental expansion method is utilized. As shown in Figure 12, the Police Department currently operates a fleet of 67 vehicles. The current level -of -service is based on the replacement cost of the current, which is estimated at $1,974,533. This is estimate is based on the current replacement costs. When the replacement cost ($1,974,533) is divided by the current estimate of equivalent dwelling units in National City (39,272), the cost per demand unit factor is $50.28 per equivalent dwelling unit. 16 NATIONAL CITY, CALIFORNIA -IMPACT FN.?: STUDY Figure 12: Vehicle Incremental Expansion Component Vehicles Motorcycles 4x4 Vehicles Ford Crown Victorias Vans Sedans Pickups TOTAL Unit Count Unit Cost 3 $21,781 3 $18,000 26 $32,230 6 $18,500 27 $32,230 2 $18,000 67 Demand Units Served Equivalent Dwelling Units in 2004 Cost per Demand Unit Vehicle Cost Per EDU Replacement Cost $65,343 $54,000 $837,980 $111,000 $870,210 $36,000 $1,974,533 39,272 $50.28 CREDITS It is anticipated that National City will fund the planned police substation over a twenty-year period through a bond issue. To avoid potential double payment for the new police substation, a principal payment credit has been derived, as shown below in Figure 13. Interest payments are not included since interest has not been factored in the cost of the facility. Annual principal payments are divided by the projected number of equivalent dwelling units in National City to yield an annual principal payment per equivalent dwelling unit. A net present value adjustment was used to account for the time value of money, resulting in a principal payment credit of $33.69 per equivalent dwelling unit. 17 NATIONAL CITY, CALIFORNIA - IMPAc, r FEE Sruuv Figure 13: Principal Payment Credit for Police Substation Principal Fiscal Future Payment Year Bond EDU's Per EDU 2005 $71,513 39,464 $1.81 2006 $74,731 39,589 $1.89 2007 $78,094 39,713 $1.97 2008 $81,609 39,838 $2.05 2009 $85,281 39,963 $2.13 2010 $89,119 40,087 $2.22 2011 $93,129 40,229 $2.31 2012 $97,320 40,371 $2.41 2013 $101,699 40,512 $2.51 2014 $106,276 40,654 $2.61 2015 $111,058 40,795 $2.72 2016 $116,056 40,937 $2.83 2017 $121,278 41,079 $2.95 2018 $126,736 41,220 $3.07 2019 $132,439 41,362 $3.20 2020 $138,398 41,405 $3.34 2021 $144,626 41,405 $3.49 2022 $151,135 41,405 $3.65 2023 $157,936 41,405 $3.81 2024 $165,043 41,405 $3.99 TOTAL $2,243,475 $54.99 Discount Rate 4.50% Net Present Value $33.69 18 NATIONAL C1Y, CALIFORNIA - IMPACT FRC STUDY MAXIMUM SUPPORTABLE POLICE IMPACT FEE Figure 14 provides a summary of the level -of -service standards used to calculate the police impact fees. As discussed previously, police impact fees are calculated for both residential and nonresidential land uses. As shown in the bottom of Figure 14, the net capital cost per demand unit is $318.35 per equivalent dwelling unit. Figure 14: Police Impact Fee Level -of -Service Standard Summary EDUs Per Housing Unit Single Family Multifamily Mobile Home/Other EDUs Per 1,000 Square Feet/Per Room (Lodging) Com / Shop Ctr 25,000 SF or less Com / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Level Of Service Substation Plan -Based Component Headquarters Cost Recovery Component Vehicle Incremental Expansion Component Substation Principal Payment Credit Net Capital Cost 19 Standards: 1.00 0.81 0.99 8.01 6.42 5.18 4.21 3.56 3.18 2.92 2.64 2.24 1.55 0.90 1.15 0.85 Per Residential EDU Per Nonres. EDU $54.18 $54.18 $247.57 $247.57 $50.28 $50.28 ($33.69) ($33.69) $318.35 $318:35 NATIONAL Crvy, CALIFORNIA - IMPACr Fee STUDY Figure 15 contains a schedule of the impact fees for police. The equivalent dwelling unit factor per unit for residential land uses and per 1,000 square feet for nonresidential land uses is multiplied by the net capital cost per equivalent dwelling unit to determine the impact fee amounts. For example, a general office building greater than 10,000 square feet, but less than 25,000 square feet, the number of equivalent dwelling units per 1,000 square feet (3.18) is multiplied by the net capital cost per equivalent dwelling unit ($318.35), for a fee of $2,043 per 1,000 square feet. Figure 15: Police Impact Fee Schedule Maximum Supportable Impact Fee Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Com / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or Iess General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Per Housing Unit $318 $257 $315 Per 1,000 Sq Ft/Per Room (Lodging) $2,549 $2,043 $1,649 $1,340 $1,133 $1,012 $929 $840 $713 $493 $286 $366 $270 REVENUE POTENTIAL Finally, the impact fees from Figure 15 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and -Development Data chapter of this study. As shown in Figure 16, police impact fee revenue from new growth is expected to total approximately $1.3 million over the next sixteen years, or approximately $83,500 annually. Over the same time -period, the City will spend approximately $2.4 million on the planned police substation and growth -related vehicles. Projected capital costs will not be fully met by impact fee revenue because the capital improvement plan used to derive the police impact fees represents an increase to the current level -of -service being provided by the City. The projected $1.1 million shortfall is the amount the City must fund from general revenue to provide the increased level -of -service to the existing development base. This will ensure that new development is not charged for a higher level -of -service than what is provided to existing residents. 20 NATIONAL CITY, CALIFORNIA - IMPACT FEF. STUDY Figure 16: Police Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit/ KSF Revenue Yield Single Family 209 Units $318 $66,462 Multifamily 2,200 Units $257 $565,400 Mobile Home/Other 18 Units $315 $5,670 Commerical 342,000 Sq.Ft. $2,043 $698,706 Office 0 Sq.Ft. $929 $0 Industrial 0 Sq.Ft. $493 $0 TOTAL $1,336,238 21 FIRE NATIONAL. CITY, CALIFORNIA - IMPACT FEE slimy Fire and Rescue METHODOLOGY The fire and rescue impact fees have been calculated using a combination of the plan -based and cost recovery. First, a plan -based methodology is used for the relocation and expansion of Station 34 as well as the construction of one additional station and associated apparatus. Secondly, a cost recovery methodology is used for the City's existing Station 31 and apparatus. As shown in Figure 17 the fire and rescue impact fees are based on "equivalent dwelling units", or EDUs. An EDU represents the impact of a typical single family dwelling on the demand for fire and rescue services, based on the assumption that the demand for services is reasonably proportional to the presence of people at the site of a land use. The residential component of the equivalent dwelling unit calculations is based on household size. For nonresidential development, the equivalent dwelling unit calculation is per 1,000 square feet of floor area, based largely on national trip generation data compiled by the Institute of Transportation Engineers (In). This ranking of trip rates is consistent with the relative demand for fire and rescue service from nonresidential development. Trip generation rates are highest for commercial development, such as a shopping center, and lowest for industrial/warehouse development. Office/institutional trip rates fall between the other two categories. Other possible nonresidential demand indicators, such as employment or floor area, do not accurately reflect the demand for fire and rescue services. If employees per 1,000 square feet of building area were used as the demand indicator, fire and rescue impact fees would be too high for office/institutional development. See the Demand and Development Data section of this report for the calculation of equivalent dwelling units. 22 NATIONAL an', CALIFORNIA - IMPAC.r FEE SruDy Figure 17: Fire and Rescue Impact Fee Methodology Residential • Units Nonresidential Floor Area EDUs By Type of Development 1 New Stations/Apparatus LEVEL -OF -SERVICE 1 Cost Recovery foriExisting Station/Apparatus. less Future Principal Payment Credit PLAN -BASED COMPONENT The National City Fire Department currently operates two stations (Stations 31 and 34). The City plans on moving and expanding the existing Station 34 in order to serve new growth and enhance the level -of -service provided to current City residents and businesses. This will occur in 2005. In addition, the City plans on constructing a third station in the near future, partly to serve new growth and partly to enhance current services. The City's cost for this capital improvement plan is $6,113,600. Since this facilities and apparatus is intended to serve new growth as well as enhance the level -of -service provided to current City residents and businesses, the cost of this capital improvement plan is spread equally over the projected number of equivalent dwelling units in the year 2020. This will ensure that new development is not charged for a higher level -of -service than is currently provided to existing residents Based on the cost of this capital improvement plan ($6,113,600) and the projected number of equivalent dwelling units in 2020, the cost per demand unit factor is $147.65 per equivalent dwelling unit. This is shown below in Figure 18. 23 NATIONAL. CITY, CALIFOI NL\ - IMPACT FEE STUDY Figure 18: Fire and Rescue Capital Improvement Plan Item New Station No.34* Future Station 100 Foot Ladder Truck Light/Air Unit Construction Timeframe 2005 2006-2012 2006-2012 2006-2012 Cost $2,100,000 $3,113,600 $500,000 $400,000 TOTAL $6,113,600 Total Demand Units Served Equivalent Dwelling Units in 2020 Cost per Demand Unit Fire and Rescue CIP Cost Per EDU `$6.9 million of this facility is funded through grants and is therefore not factored in the fee. 41,405 $147.65 COST RECOVERY COMPONENT Since fire and rescue services are citywide, new development in National City will benefit from the existing station and capital equipment. Therefore, the fire and rescue impact fees contain a cost recovery component. Figure 19 indicates that the current asset value of the existing station and apparatus is $1,039,732. The current asset value was determined by inflating the original cost ($1,480,170) to 2004 dollars using Consumer Price Index Inflators. The current cost ($2,316,175) is then depreciated based on the year constructed/purchased and the remaining useful life. For purposes of the impact fee calculation, the current value ($1,039,732) is divided by the projected number of equivalent dwelling units in 2020 (41,405), for a cost per demand unit of $25.11. 24 NATIONAL CITY, CALIFORNIA - IMPAr.r FFF. STUDY Figure 19: Existing Station and Apparatus Cost Recovery Component Acq. Useful Orig. Cost Current Current Year Years Cost Index Cost Value Station No. 31 1984 50 $516,000 103.9 $943,103 $565,862 Triple Combination Pumper 1991 20 $209,501 136.2 $292,102 $102,236 Triple Combination Pumper 1989 20 $208,650 124.0 $319,537 $79,884 Triple Combination Pumper 1981 20 $103,273 90.9 $215,749 $0 75' Ladder Truck 1996 20 $358,173 156.9 $433,506 $260,103 Rescue Unit 1991 20 $36,451 136.2 $50,823 $17,788 Chevrolet Command Vehicle 1998 10 $29,739 163.0 $34,647 $13,859 Jeep Command Vehicle 1990 10 $18,383 130.7 $26,710 $0 TOTAL $1,480,170 $2,316,175 $1,039,732 Total Demand Units Served Equivalent Dwelling Units in 2020 Cost per Demand Unit Station/Apparatus Cost Recovery Per EDU 41,405 $25.11 CREDITS It is anticipated that National City will fund the planned future station over a twenty-year period through a bond issue. To avoid potential double payment for the new fire station, a principal payment credit has been derived, as shown below in Figure 20. Interest payments are not included since interest has not been factored in the cost of the station. Annual principal payments are divided by the projected number of equivalent dwelling units in National City to yield an annual principal payment per equivalent dwelling unit. A net present value adjustment was used to account for the time value of money, resulting in a principal payment credit of $46.75 per equivalent dwelling unit. 25 NXI IONAI. CFI)", CALIFORNIA - IMPA(:P FEE S'ruoY Figure 20: Principal Payment Credit for Fire Station Principal Fiscal Future Payment Year Bond EDU's Per EDU 2005 $99,250 39,464 $2.51 2006 $103,716 39,589 $2.62 2007 $108,383 39,713 $2.73 2008 $113,260 39,838 $2.84 2009 $118,357 39,963 $2.96 2010 $123,683 40,087 $3.09 2011 $129,249 40,229 $3.21 2012 $135,065 40,371 $3.35 2013 $141,143 40,512 $3.48 2014 $147,494 40,654 $3.63 2015 $154,132 40,795 $3.78 2016 $161,067 40,937 $3.93 2017 $168,315 41,079 $4.10 2018 $175,890 41,220 $4.27 2019 $183,805 41,362 $4.44 2020 $192,076 41,405 $4.64 2021 $200,719 41,405 $4.85 2022 $209,752 41,405 $5.07 2023 $219,191 41,405 $5.29 2024 $229,054 41,405 $5.53 TOTAL $3,113,600 $76.32 Discount Rate 4.50% Net Present Value $46.75 MAXIMUM SUPPORTABLE FIRE AND RESCUE IMPACT FEE Figure 21 provides a summary of the level -of -service standards used to calculate impact fees for fire and rescue facilities/apparatus. Fire and rescue impact fees are calculated for both residential and nonresidential land uses. As shown in the bottom of Figure 21, the.net capital costs per demand unit is $126.01 per equivalent dwelling unit. 26 NATIONAL CITY, CALIFORNIA - IMPACT FI:L STUDY Figure 21: Fire and Rescue Impact Fee Level -of -Service Standard Summary EDUs Per Housing Unit Single Family Multifamily Mobile Home/Other EDUs Per 1,000 Square Feet/Per Room (Lodging) Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Level Of Service Station/Apparatus Plan -Based Component Station/Apparatus Cost Recovery Component Substation Principal Payment Credit Net Capital Cost 27 Standards: 1.00 0.81 0.99 8.01 6.42 5.18 4.21 3.56 3.18 2.92 2.64 2.24 1.55 0.90 1.15 0.85 Per Residential EDU Per Nonres. EDU $147.65 $147.65 $25.11 $25.11 ($46.75) ($46.75) $126.01 $126.01 NATIONAL CITY, CAu.rr,oriNuA- IMPACT FEE STUDY Figure 22 contains a schedule of the impact fees for fire and rescue. The equivalent dwelling unit factor per unit for residential land uses and per 1,000 square feet for nonresidential land uses is multiplied by the net capital cost per equivalent dwelling unit to determine the impact fee amounts. For example, a general office building greater than 10,000 square feet, but less than 25,000 square feet, the number of equivalent dwelling units per 1,000 square feet (3.18) is multiplied by the net capital cost per equivalent dwelling unit ($126.01), for a fee of $400 per 1,000 square feet. Figure 22: Fire and Rescue Impact Fee Schedule Maximum Supportable Impact Fee Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Per Housing Unit $126 $102 $124 Per 1,000 Sq Ft/Per Room (Lodging) $1,009 $809 $652 $530 $448 $400 $367 $332 $282 $195 $113 $144 $107 REVENUE POTENTIAL Finally, the impact fees from Figure 22 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and Development Data chapter of this study. As shown in Figure 23, fire and rescue impact fee revenue from new growth is expected to total approximately $530,000 over the next sixteen years, or approximately $33,000 annually. Over the same time -period, the City will spend approximately $6.1 million of General Fund revenue on the planned station and apparatus. Projected capital costs will not be fully met by impact fee revenue because the capital improvement plan used to derive the fire and rescue impact fees represents an increase to the current level -of - service being provided by the City. The projected $5.57 million shortfall is the amount the City must fund from general revenue to provide the increased level -of -service to the existing development base. This will ensure that new development is not charged for a higher level -of - service than what is provided to existing residents. 28 RATIONAL CITY, CALIFORNIA - IMI'ACr FEE STUDY Figure 23: Fire and Rescue Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit/ KSF Revenue Yield Single Family 209 Units $126 $26,334 Multifamily 2,200 Units $102 $224,400 Mobile Home/Other 18 Units $124 $2,232 Commerical 342,000 Sq.Ft. $809 $276,678 Office 0 Sq.Ft. $367 $0 Industrial 0 Sq.Ft. $195 $0 TOTAL $529,644 29 PARKS AND RECREATION NATIONAL CITY, CALIFORNIA - IMPAC:1' Pin. STUDY Parks and Recreation METHODOLOGY The impact fees for park and recreation were derived using an incremental expansion methodology. As shown in Figure 24, cost components were allocated 100% to residential development and include park and recreation improvements only. This is because the City is limited in terms of expanding its inventory of park acreage and will therefore provide additional improvements and facilities at existing locations. This methodology will enable National City to maintain the current LOS standard as the City grows. Impact fee revenue collected using this methodology may not be used to replace or rehabilitate existing improvements. Figure 24: Parks and Recreation Impact Fee Methodology Residential Development I Persons Per Household multiplied by Capital Cost LEVEL -OF -SERVICE PARKIMPROVEMENTS INCREMENTAL EXPANSION COMPONENT National City is essentially built out, with new development occurring in the form of redevelopment. In addition, there are no opportunities for expanding the current municipal boundaries. Therefore, the City is limited in terms of its ability to expand its inventory of park acreage. This being the case, only park improvements are included in the impact fee. Figure 25 lists current improvements at National City parks, which total $1,978,390. The total value of park improvements is based on the inventory of park improvements provided by City staff. As discussed above, the value of park improvements is allocated 100% to residential development. Dividing the total improvement value ($1,978,390) by the current population estimate (57,047) results in a cost per demand unit of $34.68 per capita. 30 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY Figure 25: Park Improvements Incremental Expansion Cost Component El Toyon Kimball Las Palmas Sweetwater Park Park Park Heights Park Total Unit Total Units Price Cost Acreage 23.15 26.81 36.69 2.35 89 N/A N/A Basketball Courts 0 1 0 0 1 $81,800 $81,800 Tennis Courts 1 1 1 1 4 $103,260 $413,040 Baseball/Softball Field 0 0 0 0 0 $0 $0 Football Field 0 0 0 0 0 $0 $0 Playground 1 0 0 0 1 $90,000 $90,000 Horseshoe 0 1 0 0 1 $600 $600 Fitness Course 0 0 0 0 0 $0 $0 Swimming Pool 0 0 1 0 1 $1,380,000 $1,380,000 Amphitheater 0 1 0 0 1 $0 $0 Picnic Facilities 8 15 12 2 37 $350 $12,950 Total Improvements $1,978,390 Population in 2004 57,047 Improvements Cost Per Acre $22,000 Improvements Per Capita $34.68 RECREATION CENTER INCREMENTAL EXPANSION COMPONENT The parks and recreation impact fee methodology also includes a component for recreation centers, as the City will be expanding recreation center space in the future. Figure 26 lists the current inventory of the City's recreation centers. As Figure 26 indicates, the City currently has three recreation centers with a total square footage of 23,644. When the total square footage is compared to the current population estimate of 57,047, the resulting level -of -service standard is 0.414 square feet per person. According to City staff, the estimated cost to build additional recreation center space is $300 a square foot. This results in a cost per demand unit of $124.34 per person ($300 a square foot times .414 square feet per person). Figure 26: Recreation Center Incremental Expansion Cost Component Recreation Center Inventory Location Square Feet Las Palmas Park Recreation Center 12,738 Kimball Park Recreation Center 6,072 El Toyon Recreation Center 4,834 TOTAL 23,644 Total Demand Units Served Population in 2004 57,047 Recreation Center Level -Of -Service Standard Square Feet Per Person 0.414 Construction Cost Per Sq. Ft. $300 Cost Per Demand Unit Recreation Cost Per Person $124.34 31 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY CREDITS At present, the City does not have any outstanding bonded debt related to the construction of parks and recreation facilities and improvements. Therefore, a credit for existing bond financing is not applicable to this impact fee. MAXIMUM SUPPORTABLE PARKS AND RECREATION IMPACT FEE Figure 27 provides a summary of the level -of -service standards used to calculate impact fees for parks and recreation, as well as a schedule of the impact fees. Impact fees are calculated for residential land uses only. As shown in the bottom of Figure 27, the capital cost per demand unit is $34.68 per person for park improvements and $124.34 per person for recreation centers. To calculate the fee, persons per household (3.71 for a single family unit) is multiplied by the capital cost per demand unit ($34.68 for park improvements and $124.34 for recreation centers), for an impact fee per unit of $129 for park improvements and $461 for recreation centers. Figure 27: Maximum Supportable Parks and Recreation Impact Fee Schedule Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Park Improvement Cost Per Person Recreation Center Cost Per Person Total Capital Cost Maximum Supportable Impact Fee Standards: 3.71 2.99 3.67 $34.68 $124.34 $159.02 Per Housing Unit Parks • Recreation Total Single Family $129 $461 $590 Multifamily $104 $372 $475 Mobile Home/Other $127 $456 $584 32 NATIONAL CITY, CALIFORNIA - IMPACT FEE STUDY REVENUE POTENTIAL Finally, the impact fees from Figure 27 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and Development Data chapter of this study. As shown in Figure 28, parks and recreation impact fee revenue from new growth is expected to total approximately $1.17 million over the next sixteen years, or approximately $74,000 annually. Since an incremental expansion methodology was used in the impact calculation, based on maintaining the City's current level -of -service, the City is only obligated to build facilities/improvements totaling the amount collected. Figure 28: Parks and Recreation Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit Revenue Yield Single Family 209 Units $590 $123,310 Multifamily 2,200 Units $476 $1,046,100 Mobile Home/Other 18 Units $584 $10,505 TOTAL $1,179,915 33 LIBRARY NATIONAL. CITY, CALIFORNIA - IMPACT FI3c STUDY Library METHODOLOGY The library impact fees have been calculated using a plan -based approach, based on the planned replacement of the City's Main Library. As shown in Figure 29, 100% of the costs are allocated to residential development. The impact fees are calculated on a per capita basis and then converted to an appropriate amount by type of housing unit based on household size. Figure 29: Library Impact Fee Methodology multiplied by Capital Cost Per Person Planned Library Expansion less Principal Payment: Credit LEVEL -OF -SERVICE CAPITAL IMPROVEMENTPLAN As discussed above, the library impact fees are derived using a plan -based methodology, based on the planned replacement of the Main Library facility. The total square footage of the new facility is 49,510 square feet. As shown in Figure 30, there is presently 25,000 square feet of library space in National City. When this is compared to the current population estimate (57,047), the resulting level -of -service standard is .44 square feet per person. The construction of this new facility will result in an increased level -of - service when compared to the projected population in 2020. As shown in Figure 30, the new 49,510 square foot library facility will result in a level -of -service standard of .84 square feet per person. The construction cost for this new library is $19.1 million, or $386 a square foot. Of this amount, the City will fund $7.2 million of the construction (38%), with the remaining share coming from outside sources. This results in the City per square foot cost of $145. To determine the cost per 34 NATIONALCITY,CALIFORNIA- IMPACT FI?F;STUDY demand unit, the local share of the construction cost per square foot ($145) is multiplied by the level -of -service standard of .84, for a cost of 122.16 per demand unit. Figure 30: Plan -Based Cost Component for Main Library Calculation of Current Level of Service Current Building Inventory Square Footage Current Main Library 25,000 Total 25,000 Total Demand Units Served Population in 2004 57,047 Current Level of Service Standards Square Feet Per Person 0.44 Calculation of Level of Service with Plan -Based Component Proposed Building Inventory Square Footage New Main Library Facility 49,510 Total 49,510 Total Demand Units Served Population in 2020 59,019 Proposed Level of Service Standards Square Feet Per Person 0.84 Local Construction Cost Per Sq. Ft.* $145 Cost Per Demand Unit Library Cost Per Person $122.16 "Based on the City's share of total $19.1 million construction cost (38%) CREDITS National City has already issued bonds for the funding of the planned replacement of the Main Library, for which the amortization schedule is shown in Figure 31. The total principal payments were divided by the projected average daily water demand for the culinary water system, to yield annual debt payments per gallon of capacity. Interest payments are not included since interest costs are not included in the facility cost. To account for the time value of money, a net present value 35 NATIONAL CITY, CALIFORNIA - IMPACT PEE STUDY calculation was used at an annual discount rate of 4.5% to derive the debt service credit of $55.35 per person. Figure 31: Principal Payment Credit Fiscal 2003 Debt Service Year Bond Population* Per Person 2005 $120,000 55,178 $2.17 2006 $130,000 55,361 $2.35 2007 $135,000 55,545 $2.43 2008 $145,000 55,728 $2.60 2009 $155,000 55,912 $2.77 2010 $165,000 56,095 $2.94 2011 $175,000 56,387 $3.10 2012 $185,000 56,679 $3.26 2013 $200,000 56,972 $3.51 2014 $210,000 57,265 $3.67 2015 $220,000 57,557 $3.82 2016 $230,000 57,849 $3.98 2017 $240,000 58,142 $4.13 2018 $255,000 58,434 $4.36 2019 $265,000 58,726 $4.51 2020 $280,000 59,019 $4.74 2021 $295,000 59,401 $4.97 2022 $310,000 59,783 $5.19 2023 $330,000 60,164 $5.49 2024 $345,000 60,546 $5.70 2025 $360,000 60,928 $5.91 2026 $385,000 61,310 $6.28 2027 $410,000 61,692 $6.65 2028 $425,000 62,073 $6.85 TOTAL $5,970,000 Discount Rate Net Present Value *Population projection is from SANDAG $101.38 4.50% $55.35 MAXIMUM SUPPORTABLE LIBRARY IMPACT FEE Figure 32 provides a summary of the level -of -service standards used to calculate impact fees for libraries, as well as a schedule of the impact fees. Impact fees are calculated for residential land uses only. As shown in the bottom of Figure 32, the net capital cost per demand unit is $66.80 per person. To calculate the fee, persons per household (3.71 for a single family unit) is multiplied by the net capital cost per demand unit ($66.80), for an impact fee per unit of $248. 36 NATIONAL CITY, CAI.IFORNIA- IMPACT FLE STUDY Figure 32: Maximum Supportable Library Impact Fee Schedule Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Library Expansion Cost Per Person Principal Payment Credit Net Capital Cost Maximum Supportable Impact Fee Standards.' 3.71 2.99 3.67 $122.15 ($55.35) $66.80 Per Housing Unit Single Family $248 Multifamily $200 Mobile Home/Other $245 REVENUE POTENTIAL Finally, the impact fees from Figure 32 can be applied to future development to project the total revenue that would be generated by those fees if they are applied to future development projected in Demand and Development Data chapter of this study. As shown in Figure 33, library impact fee revenue from new growth is expected to total approximately $495,000 over the next sixteen years, or approximately $31,000 annually. Over the same time -period, the City will spend approximately $7.2 million from the General Fund on the planned library replacement. Projected capital costs will not be fully met by impact fee revenue because the capital improvement plan used to derive the library impact fees represents a substantial increase to the current level -of -service being provided by the City. The projected $6.7 million shortfall is the amount the City must fund from general revenue to provide the increased level -of -service to the existing development base. This will ensure that new development is not charged for a higher level -of -service than what is provided to existing residents. Figure 33: Library Impact Fee Revenue Potential Land Use Development Potential Impact Fee Per Unit Revenue Yield Single Family 209 Units $248 $51,798 Multifamily 2,200 Units $200 $439,427 Mobile Home/Other 18 Units $245 $4,413 TOTAL $495,639 37 CITYOF National City Cost of Service Study City Council WORKSHOP Presentation by: MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE ° Cost Services Division January 11, 2005 TODAY'S PURPOSE ■ Basic Orientation to the Project ■ Provide "Context" for the Future Results ■ Understand the MAXIMUS Approach ■ Understand Methodologies ■ Review Key Issues ■ Solicit Ideas and Feedback ■ Answer Questions 1 HEIPtNC GOVERNMEN EMVI THE PI P! E• Major Tasks Cost Plan: Distribute the City's administrative overhead costs to the operating departments proportionate to the services they receive. Fee Study: Determine the actual cost of providing specific City services. 2 National City Project Objectives ❑ Provide Insight and a Rational Basis for Setting Fees ❑ Understand the Full Cost of Services (Direct and Indirect) ❑ Understand and Adjust Subsidies ❑ Increase Revenues ❑ Enhance Fairness and Equity ❑ Ensure Compliance with State Law ❑ Simplify Fee Schedules ❑ Recognize Opportunities for Process Improvements Project Scope ■ Cost Allocation Plan - Citywide Administration - Selected Department Admin. ■ Cost of Service/Fee Study: Building • Plan Check & Inspection • Code Enforcement Community Development • Engineering • Planning • Recreation & Comm. Svc. - Police 4 MAXI US HELPINGGOVERN A(EA TSERVE 777E PEOPLE" Project Scope - Services • Cost of Service Analysis — Full Cost Development — Revenue Impacts • Not A Management Analysis — Efficiency and Effectiveness — Service Level or Quality ("Value" Assessment) — Staffing and Organizational Structure — Comparison of Operations or Services — Economic Impacts 5 Government Fee Setting Philosophy ❑ Fees Should Be: • In proportion to the service provided (cost) • Cost -recovery -based whenever appropriate • Not structured to make a profit • Consistent with City fiscal and policy goals • Fair and equitable to all users • Kept current with a changing fiscal environment ❑ Fees Should Not Be: • Arbitrary • Unknowingly, unfairly subsidized 6 MAXIMUS HF.7FFNG COVERMfI A7SERVE TC(£ PEOPLE• Cost Components "Full Cost" Calculations Include: Direct Staff Salaries and Benefits Services and Supplies Supervision and Support Departmental Administration Citywide Administration Cross -Department Support Productivity Factors 7 1XIMUS l3EIPFNG GOVERNMF TSN.RVE TNE'PEDPLE Fee -Setting Policy Matrix 8 MAXIM.L S HELPING GOVERNMENT SERVE THE PEOPLE' Pricing Considerations LOCAL REALITY AND INTENT: Why Not Charge Full Cost? ❑ Elasticity of Demand ❑ Incentive/Disincentive ❑ Legal Restrictions ❑ Social Consequences ❑ City Philosophy ❑ Comparable Fees 9 HEZPINGGOVERYMF.NtSERVE THE PEOPLE• Customized Methodologies ■ MAXCARS (Cost Plan): Detailed and rational allocation of citywide indirect costs based upon Federal and State guidelines. ■ MAXFEE (User Fees): Unit or activity cost build-up approach to calculate individual user fees or specific service costs. ■ Cost Recovery (Building & Recreation Fees): Cost analysis and fee -setting through historical program recovery performance. This model is necessary when unit cost data is not available or desired. 10 MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE' Cost Allocation Plan Methodology Overview 1. Follow Federal/State Guidelines (OMB A-87) 2. Identify Central Service Departments 3. Allocate Departments into Functions - Distinct Operations - Determine the Allocation Basis for each 4. Allocate Functions to Operating Departments - Who is Served or Receives the Benefits - Determine the Allocation Basis for Each - Rational / Objective Bases 11 Allocation Process Department: FINANCE FUNCTION ALLOCATION BASIS Payroll FTE Accounts Payable AP Transactions Budget Preparation Department Budgets General Ledger Department Expenditures Tgan 12 IUS HEITINGGOVEBNMENT SERVE THE PEOPLE. Fee Methodology Overview ■ Define the fee -related Services and Activities ■ Determine the time to complete each Service/Activity — for each involved staff position ■ Calculate the cost of the time devoted to each Service/Activity ■ Identify and distribute all relevant direct, indirect, and support costs ■ Gap Analysis (unit fee and revenue) ■ Review with City staff at all stages ■ Full Cost of Service = Potential Fee 13 MAXIMUS HEL PING GOVERNMENT SERVE TFLE PEOPLE • Simplified MAXFEE Calculations (Hypothetical Planning #'s) TIME PER ACTIVITY (HOURS ) 1 2 3 EMPLOYEE / POSITION ANNUAL SALARY Direct Hourly Rate Admin. & Overhead (a nnua 1) Address Name Change Boundary Line Adjust. Cond'1 Us e Permit Planning Manager $75,000 $ 47 200.0 1.0 1.0 1.0 Planning Tech. $50,000 $ 31 - 2.0 0.75 0.25 Planning Analyst $60,000 $ 38 - 0.25 0.5 3.5 Principal Planner $70,000 $ 44 50.0 0.25 0.25 2.0 Sal. &Ben. Totals: $ 11,563 $ 130 $ 100 $ 273 Allocation % 4.5% 0.05% 0.04% 0.11% Supplies: $50,000 $ 2,267 $ 25 $ 20 $ 54 Admin. & OH: $ 13,830 $ (13,830) $ 7 $ 6 $ 16 FEE TOTALS : $ 0 $ 162 $ 125,343 IA N AXIMUS HELPING GOVERNMENFSERVE THE PEOPLE* Cost Recovery Approach • Unit Cost Issues - Fixed costs not available/desired - Variable "fee" structures - Variable usage patterns • Cost Recovery Method - Calculates current cost recovery - at program levels - Identifies necessary adjustments to program recovery goals - Determines fee changes necessary 15 Sample Cost Recovery Calculation Program Revenue Current Actual Program Cost Current Recovery Rate Increase Rate Total $1,000 $1,500 66.67% 150% Current Calculated $ Increase % Change Unit Fee Actual Cost $20 $30 $10 50% * Rate applied to current fee to adjust current fee to 100% cost recovery 16 AXMUS HELPING GOVERNMENT SERVE THE PEOPLE* Discussion of Results ■ Results show the FULL COST ■ "FEES" will be set by the City Council • "Subsidy" is the difference between the Full Cost and the Current Fee / Revenue • "Potential Revenue Growth" is the additional revenue the City could collect above current fees if set at the Fyll Cost Recovery levels HELPING GOVERNMENT SERVE fiF PEOPLE• RESULTS FORMAT (Hypothetical Planning Example) UNIT COSTS 1 REVENUE IMPACTS Fee # Fee or Service Name / Description Annual Quantity Current Fee Actual Unit Cost! Potential Fee Per Unit Surplus! (Subsidy) Annual Revenue at Current Fee Actual Annual Cost / Potential Revenue Annual Revenue Surplus! (Deficit) 1 APPEALS 11 $ 100 $ 500 $ (400) $ 1,100 $ 5,500 $ (4,400) 2 BOUNDARY LINE ADJUSTMENT 75 $ 100 $ 200 $ (100) $ 7,500 $ 15,000 $ (7,500) 3 BOUNDARY LINE MERGE 26 $ 60 $ 75 $ (15) $ 1,560 $ 1,950 $ (390) 5 CERTIFICATE OF COMPLIANCE 10 $ 1,832 $ 3,000 $ (1,169) $ 18,315 $ 30,000 $ (11,685) 7 DEVELOPMENT AGREEMENT 1 $ 800 $ 2,400 $ (1,600) $ 800 $ 2,400 $ (1,600) 13 FINAL MAP 11 $ 1,500 $ 1,250 $ 250 $ 16,500 $ 13,750 $ 2,750 14 FINDING OF CONSISTENCY 1 $ 480 $ 500 $ (20) $ 480 $ 500 $ (20) 15 GENERAL PLAN AMENDMENTS 1 $ 2,480 $ 1,500 $ 980 $ 2,480 $ 1,500 $ 980 21 PARCEL MAP AMENDMENT 6 $ 480 $ 500 $ (20) $ 2,880 $ 3,000 $ (120) 22 PARCEL MAP WAIVER 2 $ 400 $ 575.79 $ (175.79) $ 800 $ 1,152 $ (352) 18 MAXIMUS AXIMUS HELPING GOVERNMENT SERVE TFIE PEOPLE' Fee Study Results -Potential Revenue/Subsidy Reduction Department / Division Building & Safety Planning Fire Engineering Police TOTALS: 19 FULL COST: CURRENT Annual Cost of REVENUE: Fee -Related Annual Services Revenue at Current Fees 720,000 $ 568,000 POTENTIAL REVENUE: Annual Revenue at Reconunended Fees 720,000 $ 489,000 $ 111,000 $ 364,000 $ 259,000 $ 85,000 $ 121,000 $ 142,000 $ 31,000 $ 76,000 $ 113,000 $ 119,000 $ 106,000 $ 1,723,000 $ 914,000 $ 1,387,000 POTENTIAL REVENUE GROWTH (t?a Rec'd Fees) $ 152,000 $ 253,000 $ 36,000 $ 45,000 $ (13,000) $ 473,000 1Y A MI HELPING GOVERNMENT SERVE THE IPEOPLE. National City, California Impact Fee Study Presentation to the City Council January 11, 2005 Prepared by: Maximus In association with Tischler & Associates Fiscal, Economic, and Planning Consultants rik Presentation Overview ■ Introduction of firm ■ Requirements for impact fees ■ Impact fee methodologies ■ Proposed impact fee schedule ■ Impact fee categories, levels -of -service, fees Tischler & Associates, Inc. • Firm Overview ❑ Fiscal Impact Analysis ❑Impact Fees ❑ Infrastructure Financing/Revenue Strategies ❑ Capital Improvement Programming u Economic Feasibility Analysis Impact Fees ■ Per the Mitigation Fee Act (Gov't Code 66000) ❑ Monetary Exaction other than Tax/Assessment o Imposed as Condition of Project Approval Cl To Pay for Development -Related Facilities • May Be Used for New or Existing Facilities u Must Provide Capacity to Serve Development • Not To Be Used for Maintenance/Operations ❑ See Gov't Code Section 65913.8 The Constitutional Nexus ■ Project Must Create A Need For Facilities ❑ Need Should be Supported by General Plan, Facility Plans, Level of Service Standards ■ Project Must Benefit from Use of the Fees ❑ Facilities Must Serve Project ❑ Revenue Must Be Earmarked and Expended in A Reasonable Time ■ Fees Must Be Proportional To Impact ❑ Limits Eligible Facilities and Costs ❑ Drives Cost Allocation/Fee Calculation Method The Mitigation Fee Act ■ Government Code 66000 et seq. ❑ Mostly Procedural in Nature ❑ Liberal as to Facility Types, Cost of Assets ■ Required Findings: ❑ Identify Purpose of the Fee ❑ Identify Use of the Fee (Specific Facilities) ❑ Demonstrate Benefit, Need, Proportionality ■ Mandated Administrative Procedures ❑ Collection, Expenditure, Earmarking, Reports ❑ Statement of Fee Amount When Imposed ■ Exemptions: ❑ Park Land In -lieu Fees (Quimby Act) ❑ Development Agreements Impact Fee Calculation Methodologies ■ Cost Recovery (past) ❑ Typically used for oversized facilities • Incremental Expansion (present) ❑ Formula -based approach using current levels of service • Plan -Based (future) ❑ Usually reflects an adopted CIP or master plan Maximum Supportable Impact Fees ReportFigure 1 Table Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging FACILITY TYPE Parks & Recreation Library Fire/EMS Police I TOTAL Per Housing Unit $858 $172 $126 $318 $1,475 $692 $139 $102 $257 $1,190 $849 $170 $124 $315 $1,459 Per 1,000 Square Feet/Per Room for Hotel $1,009 $2,549 $3,558 $809 $2,043 $2,852 $652 $1,649 $2,301 $530 $1,340 $1,870 $448 $1,133 $1,581 $400 $1,012 $1,412 $367 $929 $1,296 $332 $840 $1,172 $282 $713 $995 $195 $493 $688 $113 $286 $399 $144 $366 $510 $107 $270 $377 1k Police Fee Calculation Methodology ■ Plan -Based Component ❑New police substation ■ Cost Recovery Component ❑ Existing headquarters ■ Incremental Expansion Component ❑ Police vehicles Police (continued) New Development Residential Units Nonresidential Floor Area EDUs By Type of Development multiplied by Net Capital Cost Per EDU New Police Substation Cost Recovery for Police Headquarters less Future Principal Payment Credit IncrementalExpansion Cost for Vehicles Police (continued) Report Figures 14 & 15 EDUs Per Housing Unit Single Family Multifamily Mobile Home/Other EDUs Per 1,000 Square Feet/Per Room (Lodging) Com / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Level Of Service Substation Plan -Based Component Headquarters Cost Recovery Component Vehicle Incremental Expansion Component Substation Principal Payment Credit Net Capital Cost Maximum Supportable Impact Fee Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Standards: 1.00 0.81 0.99 Per Residential EDU $54.18 $247.57 $50.28 ($33.69) 8.01 6.42 5.18 4.21 3.56 3.18 2.92 2.64 2.24 1.55 0.90 1.15 0.85 Per Nonres. EDU $54.18 $247.57 $50.28 ($33.69) $318.35 $318.35 Per Housing_Unit $318 $257 $315 Per 1,000 Sq Ft/Per Room (Lodging) $2,549 $2,043 $1,649 $1,340 $1,133 $1,012 $929 $840 $713 $493 $286 $366 $270 Fire/Rescue Fee Calculation Methodology ■ Plan -Based Component ❑ Relocation/expansion of Station 34 U Additional future station u Associated apparatus ■ Cost Recovery Component ❑ Existing stations/apparatus 1k Fire/Rescue (continued) New Development Residential Units Nonresidential Floor Area EDUs By Type of Development multiplied by Net Capital Cost Per EDU New Stations/Apparatus 1 Cost Recovery for Existing Station/Apparatus less Future Principal Payment Credit 1k Fire/Rescue (continued) Report Figures 21 & 22 EDUs Per Housing Unit Single Family Multifamily Mobile Home/Other EDUs Per 1,000 Square Feet/Per Room (Lodging) Corn / Shop Ctr 25,000 SF or less Corn / Shop Ctr 25,001-50,000 SF Corn / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Level Of Service Station/Apparatus Plan -Based Component Station/Apparatus Cost Recovery Component Substation Principal Payment Credit Net Capital Cost Maximum Supportable Impact Fee Residential Single Family Multifamily Mobile Home/Other Nonresidential Corn / Shop Ctr 25,000 SF or less Com / Shop Ctr 25,001-50,000 SF Com / Shop Ctr 50,001-100,000 SF Corn / Shop Ctr 100,001-200,000 SF General Office 10,000 SF or less General Office 10,001-25,000 SF General Office 25,001-50,000 SF General Office 50,001-100,000 SF Business Park Industrial Park Warehousing Manufacturing Lodging Standards: 1.00 0.81 0.99 Per Residential EDU $147.65 $25.11 ($46.75) $126.01 8.01 6.42 5.18 4.21 3.56 3.18 2.92 2.64 2.24 1.55 0.90 1.15 0.85 Per Nonres. EDU $147.65 $25.11 ($46.75) $126.01 Per Housing Unit $126 $102 $124 Per 1,000 Sq Ft/Per Room (Lodging) $1,009 $809 $652 $530 $448 $400 $367 $332 $282 $195 $113 $144 $107 Parks/Recreation Fee Calculation Methodology ■ Incremental Expansion Methodology ❑ Park improvements o Recreation center space Parks/Recreation (continued) Residential Development Persons Per Household multiplied by Capital Cost Per Person Park Improvements Recreation Center Space ,k Parks/Recreation (continued) Report Figure 27 Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Park Improvement Cost Per Person Recreation Center Cost Per Person Total Capital Cost Maximum Supportable Impact Fee Standards: 3.71 2.99 3.67 $107.03 $124.34 $231.37 Per Housing Unit Parks Recreation Total Single Family $397 $461 $858 Multifamily $320 $372 $692 Mobile Home/Other $393 $456 $849 Library Fee Calculation Methodology ■ Plan -Based Methodology ❑ City's share (35%) of planned library expansion Library (continued) Residential Development Persons Per Household multiplied by Capital Cost Per Person Planned Library Expansion less Principal Payment Credit 'k Library (continued) Report Figure 32 Residential Demand Indicators (Persons Per Household) Single Family Multifamily Mobile Home/Other Demand Unit Cost Factors Library Expansion Cost Per Person Principal Payment Credit Net Capital Cost Maximum Supportable Impact Fee Standards: 3.71 2.99 3.67 $101.80 ($55.35) $46.45 Per Housing Unit Single Family $172 Multifamily $139 Mobile Home/Other $170 1k