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Item 10.a. - Page 1
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 2
BACKGROUND:
Historically, cities have relied on revenue generated by property and other taxes to
provide services to the community. In addition, local governments rely upon user fees
to fund programs and services that provide limited or no direct benefit to the community
as a whole. To the extent that the government uses general tax monies (General Fund)
to provide an individual with a private benefit and does not require the individual to pay
the cost of the service (therefore, receiving a subsidy), the government is unable to use
those resources to provide benefits to the community as a whole. In effect, then, the
government is using community funds to pay for a private benefit. In order to determine
the cost of providing user-specific services to individuals or businesses, a fee study is
required. The City contracted with Wohlford Consulting to conduct the Study, the final
results are included as Attachment 1.
The last user fee study was prepared for the City in 2007, also by Wohlford Consulting.
The recommendations of that study were implemented at the time and fees were
established at varying levels of cost recovery. In the intervening years, the City has
applied across-the-board increases to the fees, in order to reflect inflationary changes.
In addition, processes, procedures and regulatory requirements have changed;
efficiencies and technological changes have occurred and, in some cases, activities
have been added or deleted from the list of services provided. Because of these types
of changes, comprehensively examining user fees every 5 years is considered a best
practice.
ANALYSIS OF ISSUES:
The purpose of a fee study, at its most fundamental, is to identify the cost of providing a
specific service to the end user in order to set the fee charged for that service.
However, an analysis of this type can provide additional benefits and outcomes to the
City, resulting in a better understanding of the City’s operations and financial
circumstances. Other important outcomes and benefits from the study include the ability
to:
Calculate specific fee subsidies and overall revenue impacts of current and
potential fees;
Identify new fees and cost recovery strategies;
Enhance internal understanding of program operations and support activities;
Allow the City to compare its costs (if available) or fee levels with neighboring
jurisdictions;
Quantify productivity and staffing shortages;
Measure the distribution of staff effort of specific positions to individual tasks and
service areas, which can help managers more effectively prioritize work tasks;
Ensure that the City’s fees are consistent with state law;
Ensure City fees are defensible to the public, interest groups, and the courts; and
Foster a better understanding of workflow and staff involvement in specific
services and activities.
Item 10.a. - Page 2
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 3
The basic concept of a User Fee Study is to determine the full cost of each service
provided by the City for which the City charges a user fee. In order to determine the full
cost for each fee service and provide a basis for the City to establish full cost recovery,
the cost analysis incorporated the following components:
Direct salaries and benefits
Services and supplies
Indirect and support activities
Supervision and support
Cross-department support
Department administration
Citywide administration
Facility use
Capital (annualized)
Anticipated growth
For most of the development related user fees, State law establishes that “the fee may
not exceed the estimated reasonable cost of providing the service for which the fee is
charged” (Government Code 66014). This is the overriding principle in this User Fee
Study. The costs calculated represent the estimated full cost for each service and,
therefore, the maximum fee the City should charge for its services. Once the full cost is
known, the City can determine what portion of these costs should be recovered through
user fees and what portion, if any, is appropriate for the City to subsidize. Included in
the Study are recommended fee amounts based on the Consultant’s recommendation
of achieving full cost recovery.
The Study shows the service provided by the City, the current fee charged for that
service, the costs incurred to provide the service, the subsidy borne by the general
populace, the full cost recovery rate, the full cost recovery fee, and finally the increased
revenue expected from the fee adjustment. As shown below, the Study’s total expected
revenue from increasing fees is estimated at $723,000, assuming the City achieved full
cost recovery. In addition, this assumes that current fees are generating approximately
$900,000 in revenue, as opposed to the budget estimate of $622,600. However, the
study assumes a “typical” level of annual activity, while the City’s budget estimates are
based on projected levels of activity, which can cause some discrepancies between
projected revenues. In addition, as discussed in more detail, full cost recovery is not
recommended for all activities.
Fee Study Results:
Department /
Division
FULL COST:
Annual Cost of
Fee-Related
Services
CURRENT
REVENUE:
Projected
(annual) @
Current Fees
POTENTIAL FEE
REVENUE
CHANGE:
(Full Cost -
Current)
CURRENT COST
RECOVERY RATE
(Current / Full Cost)
Planning $ 659,000 $ 196,000 $ (463,000) 30%
Building $ 434,000 $ 347,000 $ (87,000) 80%
Engineering $ 387,000 $ 319,000 $ (68,000) 82%
Police $ 160,000 $ 55,000 $ (105,000) 34%
TOTALS: $ 1,640,000 $ 917,000 $ (723,000) 56%
Item 10.a. - Page 3
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 4
Full cost recovery may not be appropriate in all circumstances, in particular where the
activity provides some benefit to the entire community or certain vulnerable populations,
where recovery is restricted by law, or where recovery would be administratively
burdensome or impractical.
Attachment 2 provides the details associated with the recommended fees. It indicates
the full cost per unit, the recommended fee, the remaining surplus or subsidy and the
cost recovery rate for each fee in the Study. Fee recommendations were developed
after taking into account a number of considerations, such as fairness and equity,
consistency with previous Council direction or policy, impact on market factors, legal
compliance, comparable fees, constituencies affected, and public benefit. Ultimately
the level of subsidy provided to any given fee or activity is at the discretion of the City
Council. In general, there are several factors that influence the level of cost recovery for
each activity.
Factors favoring low cost recovery include:
1. There is no intended relationship between the amount paid and the benefit
received.
2. Collecting fees is not cost-effective or will significantly impact the efficient
delivery of the service.
3. There is no intent to limit the use of, or entitlement to, the service. Access to
parks or public safety services historically fit into this category.
4. The service is non-recurring, generally delivered on an emergency basis,
cannot reasonably be planned for on an individual basis and is not readily
available from a private sector source. Many social service and public safety
services fit into this category.
5. Collecting fees would discourage compliance with regulatory requirements
and adherence is primarily self-identified, and as such, failure to comply
would not be readily detected by the City. Many small-scale licenses and
permits might fall into this category.
Factors favoring high cost recovery levels include:
1. The service is similar to services provided through the private sector.
2. Other private or public sector alternatives could or do exist for the delivery of
the service.
3. For equity or demand management purposes, it is intended that there be a
direct relationship between the amount paid and the level and cost of the
service received.
4. The use of the service is specifically discouraged. Police response to false
alarms might fall into this category.
5. The service is regulatory in nature and voluntary compliance is not expected
to be the primary method of detecting failure to meet regulatory requirements.
Item 10.a. - Page 4
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 5
Building permit, plan check and subdivision review fees might fall into this
category.
Many of the activities for which full cost recovery is not recommended are in the Police
Department. For example, processing permits for block parties costs $249, however, by
setting the fee at $25, the City is more likely to achieve compliance and there is
community-wide benefit in the Police Department knowing where block parties are
occurring and that appropriate safety measures, such as road closures, are followed.
Additionally, many fees in the planning category are recommended at less than full cost
recovery. This is primarily in recognition that a significant portion of planning activities
are long-range in nature, which provide almost exclusively public benefit, as opposed to
development review activities that are almost exclusively private benefit activities.
Establishing new fees for activities not previously provided by the City is recommended
in three cases. In the Recreation category, an annual fee for the newly established
pickleball Club of $95.00 is recommended. This fee is conceptually similar to the fees
paid for sports leagues, in that it essentially reserves facility space for the league at
specifically identified times. During other times, the pickleball court is available for
general public use.
As previously discussed with the City Council, animal impound fees for dogs and cats
that are held at the Arroyo Grande Police Department of $20 to $60 are recommended
for adoption. These fees increase as the number of impound instances increase and
would not be charged for animals that are ultimately transported to County Animal
Services.
At the direction of the City Council, a process to allow limited and strictly regulated
deliveries of medical marijuana and provide that such deliveries are only permitted by
licensed providers has been developed by the Police Department. Procedures have
been established to select up to three delivery service providers that will be permitted to
make deliveries of medical marijuana in the City, provided that they meet standards set
forth in the Ordinance to protect the health and safety of the community and provided
that drivers who deliver medical marijuana receive permits after appropriate background
checks are conducted by the Arroyo Grande Police Department.
A detailed analysis was conducted in order to determine the direct cost of conducting
background checks on both prospective marijuana delivery service provider applicants
(Company) and individual background checks on applicants for marijuana delivery
driver permits (Delivery Drivers). The analysis was not conducted by Wohlford
Consulting; however, a consistent approach was used. The fee study results in a cost of
$600.00 for the Applicant Processing Fee for either the marijuana delivery service
license or the marijuana delivery driver permit. This does not include any additional fees
Item 10.a. - Page 5
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 6
that will be incurred such as the Department of Justice Live Scan Fee, urine test fees or
identification card fee. Full cost recovery is recommended.
Based on the recommended fees as reflected in the Master Fee Schedule attached to
the accompanying Resolution, total revenue of approximately $700,000 is anticipated
during the remainder of the 2016-17 fiscal year, which is $78,000 higher than the
current budget for these fees. As reflected below, ongoing annual revenues of
approximately $1.2 million is projected, which assumes that activity levels remain
relatively high. Adopting the recommended fees will result in an overall cost recovery
rate of 75% for fee related activities. In addition, the study has provided an opportunity
to review the City’s processes and procedures related to fee activities and fee
collection. The value received in these reviews will likely result in more consistent fee
recovery and higher levels of customer service.
Recommended Fee Results:
Department
/ Division
FULL COST:
Annual Cost
of Fee-
Related
Services
REVENUE:
Projected
(annual) @
Recommended
Fees
SUBSIDY:
(Full Cost –
Recommended
Revenue)
RECOMMENDED
COST
RECOVERY
RATE
(Revenue / Full
Cost)
Planning $ 659,000 $ 363,000 $ (296,000) 55%
Building $ 434,000 $ 434,000 $ 0 100%
Engineering $ 387,000 $ 387,000 $ 0 100%
Police $ 160,000 $ 54,000 $ (106,000) 34%
TOTALS: $ 1,640,000 $ 1,238,000 $ (402,000) 75%
ALTERNATIVES:
The following alternatives are provided for City Council consideration:
1. Adopt the Resolution updating operating fees set forth in the Master Fee
Schedule;
2. Modify and adopt the Resolution updating operating fees set forth in the Master
Fee Schedule;
3. Do not adopt the Resolution; or
4. Provide direction to staff.
ADVANTAGES:
Adoption of fees that are based on the cost of services, fair and equitable, consistent
with City goals and objectives, compliant with state law, and responsive to changing
circumstances is considered a best practice. The established fees will provide
Item 10.a. - Page 6
CITY COUNCIL
CONSIDERATION OF USER FEE STUDY AND RESOLUTION UPDATING THE
CITYWIDE MASTER FEE SCHEDULE
SEPTEMBER 13, 2016
PAGE 7
appropriate General Fund subsidies to activities, maximizing the use of tax revenues for
the community while balancing community-wide benefits.
DISADVANTAGES:
Some City services will become more expensive to users. Recovering less than full
costs provides a subsidy for some City services, thus reducing the ability to use general
tax revenues for other community needs.
ENVIRONMENTAL REVIEW:
No environmental review is required for this item.
PUBLIC NOTIFICATION AND COMMENTS:
In compliance with Government Code Section 66018, a notice of public hearing was
published in The Tribune newspaper on August 31, 2016 and September 7, 2016. In
compliance with Government Code Section 66016, the public hearing notice was mailed to
interested parties. The Agenda was posted at City Hall and on the City’s website in
accordance with Government Code Section 54954.2.
ATTACHMENTS:
1. Fee Study
2. Recommended Fee Schedules
Item 10.a. - Page 7
RESOLUTION NO.
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF ARROYO GRANDE UPDATING OPERATING FEES
SET FORTH IN THE MASTER FEE SCHEDULE
WHEREAS, in January 2015 the City of Arroyo Grande retained Wohlford Consulting to
conduct a User (operating) Fee Study for City services; and
WHEREAS, operating fees are intended to be paid by persons utilizing the program or
service and to reimburse the City for the actual cost of said program or service; and
WHEREAS, said operating fees no longer accurately reflect the cost of the program or
service provided; and
WHEREAS, the City has established a proposed Master Fee Schedule based on the
User Fee Study, which includes fees related to planning, building, engineering, police,
recreation, and public works charges; and
WHEREAS, the City desires to establish additional new fees related to pickleball
programs, animal impound services, and licensing of medical marijuana delivery
services; and
WHEREAS, the City Council has considered the question of whether or not to adjust or
establish User (operating) Fees for City services to reflect the estimated amount that is
required to recover the actual cost to the City of providing such services; and
WHEREAS, the amount of the fees do not exceed the cost of providing the City
services; and
WHEREAS, at a duly noticed public meeting, the City Council considered all verbal and
written presentations that were made regarding the proposed fees.
NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Arroyo
Grande as follows:
1. The schedule of fees entitled “Master Fee Schedule” in Exhibit A attached hereto
and incorporated herein by this reference as though set forth in full, is hereby
adopted.
2. Fees shall be administratively adjusted annually by modifying the adopted value
up or down in conformance with the annual change in the Consumer Price Index
(CPI) for the Los Angeles region. The factor for the adjustment of the fees shall
be calculated and established each year by the Director of Administrative
Services, based on the reported CPI change as of the immediately preceding
January, for fee adjustment implementation in July.
Item 10.a. - Page 8
RESOLUTION NO.
PAGE 2
BE IT FURTHER RESOLVED by the City Council that this Resolution shall be effective
December 1, 2016.
On motion of Council Member ______, seconded by Council Member ________, and by
the following roll call vote, to wit:
AYES:
NOES:
ABSENT:
the foregoing Resolution was passed and adopted this ____ day of ______, 2016.
Item 10.a. - Page 9
RESOLUTION NO.
PAGE 3
___________________________________
JIM HILL, MAYOR
ATTEST:
___
KELLY WETMORE, CITY CLERK
APPROVED AS TO CONTENT:
___________________________________
BOB MCFALL, INTERIM CITY MANAGER
APPROVED AS TO FORM:
___________________________________
HEATHER WHITHAM, CITY ATTORNEY
Item 10.a. - Page 10
Issued by the Administrative Services Department
CITY OF ARROYO GRANDE
MASTER FEE SCHEDULE
Fiscal Year 2016-17
Fees effective December 1, 2016
EXHIBIT A
Item 10.a. - Page 11
FY 2016-17 Fee
Budget (Bound Copy, estimated 200 (double sided) pages x .20 per page)40.00$
Financial Statements copy costs
Business License Fees:
(Basic fees are prorated per the application date: Jan1-Jun30, 100%; Jul1-Dec31, 50%)
Basic Fee--All businesses except Specific License Fees listed below 31.00*
>Per Employee, Partner, or Associate (Except those listed below)5.00
Specific License Fees:
Contractor 61.00*
Motels & Hotels (Basic Fee)31.00*
>per room 1.00
Trailer Parks 31.00*
>per space 1.00
Hospitals, Sanitariums, Rest or Nursing Homes 41.00*
>per bed 3.00
Taxi Cabs 46.00*
>per vehicle 15.00
Billboards 126.00*
Commercial Auctions - Per Year 86.00*
Commercial Auctions - Per Day of Auctioning 26.00*
Circuses and similar shows 70.00 per day + $1 SB1186
Bazaars and street fairs:
>Small Bazaars (1-4 displays or exhibits) per display per every two (2) days 15.00 + $1 SB1186
>Large Bazaars (5 or more displays or exhibits)70.00 per day + $1 SB1186
* Includes $1 per license per State law (SB 1186)
Copies, per page (Black and White)0.20
Color copies Actual cost
Maps--Chamber of Commerce 1.00
Utility Fees and Penalties:
Renter's Deposit 180.00
New Utility Account Set Up Fee 30.00
Past Due Penalty (% of Past Due Total)0.10
Lock Cut Replacement Fee 10.00
Reconnection Fee (Reconnect by City Personnel)45.00
Unauthorized Reconnection Fee (Reconnect by non-City Personnel)65.00
Returned check fee (NSF) -Per CA Civil Code Section 1719 25.00
Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
ADMINISTRATIVE SERVICES
2
Item 10.a. - Page 12
FY 2016-17 Fee
City Council Agenda and Minutes Subscription:
City Council Agenda Only 20.00$
City Council Agenda and Minutes 35.00
City Council Meeting Audio CD $ 5.00/each
City Council Meeting DVD Vendor cost
Candidate Filing Fee no charge
Candidate Statement actual cost
Notice of Intent to Circulate Petition (EC 9202)200.00
Copies, per page (Black and White)0.20
Color copies Actual cost
Copies of records sent to a commercial copier Actual cost
Document Certification 10.00
Fair Political Practices Commission Forms:
Statement of Economic Interests Form 700 (GC 81008).10/page
Campaign Statements (GC 81008).10/page
Retrieval fee for statements 5 or more years old (GC 81008)5.00/request
Municipal Code (w/out binder)150.00
Municipal Code Supplement Subscription 25.00/year
Notary (per signature)10.00
Transcript of City Council proceedings Actual cost
Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
CITY CLERK/LEGISLATIVE AND INFORMATION SERVICES
3
Item 10.a. - Page 13
Fee Description FY 2016-17 Fee
Printing/Copying Charges:
8 1/2" x 11 (per page)0.20$
18" x 30 (per page)3.00
24" x 36" (per page)4.00
36" x 48" (per page)5.00
Standard Plans 35.00
Land Use Map and Zoning Maps (each)
24x36 3.00
36x48 4.00
Welcome to Arroyo Grande Maps 4.00
Overtime Inspections (per hour- 2 hour min.)140.00
Map Review - Final (LLA, PM, TM 0-2 Lots)5,210.00
Each Additional Lot 124.00
Additional Map Review - After 3 2,481.00
Encroachment Permit - Minor (pod, dumpster)50.00
Encroachment Permit - Standard - per Month 619.00
Encroachment Permit - Franchise Annual 15,500.00
Certificate of Compliance 1,915.00
Certificate of Correction / Merger 693.00
Transporation Permit - each occurance 36.00
Public Improvement Plan - Plan Check (based on Engineer's estimate of
construction cost):
$0 - 10,000 2,285.00
$10,001 - 50,000 2,626.00
$50,001 - 100,000 3,023.00
$100,001 - 250,000 3,482.00
$250,001 - 500,000 4,842.00
$500,001 - 1.0 Million 6,315.00
Each additional $500,000 (over $1M)1,944.00
Additional Review Public Improvement Plan - Plan Check - After 3 (based on
Engineer's estimate of construction cost):
$0 - 10,000 554.00
$10,001 - 50,000 622.00
$50,001 - 100,000 691.00
$100,001 - 250,000 826.00
$250,001 - 500,000 1,093.00
$500,001 - 1.0 Million 1,899.00
Each additional $500,000 (over $1M)805.00
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
ENGINEERING
4
Item 10.a. - Page 14
Fee Description FY 2016-17 Fee
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
ENGINEERING
Grading / Drainage / Erosion Plan Review:
0 - 50 cy 1,132.00$
50 cy to 100 cy 1,215.00
100 cy to 1,0000 cy 1,372.00
1,000 cy to 10,000 cy 1,529.00
10,000 cy to 100,000 cy 1,685.00
Hydraulic / Hydrology Report Review 710.00
SWPPP Review 710.00
Stormwater Control Plan Review 710.00
Inspection Agreement, including Subdivision Agreement (based on Engineer's
estimate of construction cost):
$0 - 10,000 662.00
$10,001 - 50,000 1,723.00
$50,001 - 100,000 3,298.00
$100,001 - 250,000 6,583.00
$250,001 - 500,000 12,662.00
$500,001 - 1.0 Million 24,567.00
Each additional $500,000 (over $1M)11,960.00
Major Project with a Contract Engineer - Actual cost of Contractor passed
directly through to Applicant
Major Project with a Contract Engineer - City Project Management and
Administrative Charge 1,143.00
5
Item 10.a. - Page 15
FY 2016-17 Fee
Development Code w/out Appendices 50.00$
Appendice 1 15.00
Appendice 2 5.00
Development Code w/Appendices 70.00
General Plan 25.00
Housing Element 2003 35.00
General Plan EIR 12.00
Design Guidelines for Historic Districts 25.00
Design Guidelines for Traffic Way/Station Way 6.00
Design Guidelines for Mixed Use Districts 30.00
East Grand Avenue Enhancement Plan 20.00
Land Use Map and Zoning Maps (each)
24 x 36 3.00
36 x 48 4.00
DVD (Planning Commission meetings)Vendor cost
Audio Tape copies 10.00
Copies, per page (Black and White)0.20
Color copies Actual cost
Arroyo Grande Bike Plan 26.00
Downtown Parking in lieu fee (per resolution 3994)24,000.00
Notary (per signature)10.00
Annexation - deposit (fee based on actual time at staff at hourly rates)20,000.00
Time and Materials (if project exceeds 50 hours of staff time)
Appeals:
CD Director to Planning Commission 333.00
Planning Commission to City Council 790.00
Certificate of Compliance 2,387.00
Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
COMMUNITY DEVELOPMENT
6
Item 10.a. - Page 16
FY 2016-17 Fee Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
COMMUNITY DEVELOPMENT
Conditional Use Permit:
Project - Major (multi building)9,750.00
Time and Materials (if project exceeds 50 hours of staff time)
Project - Minor (routine) - as det'd by CDD 4,221.00
Amendment 2,132.00
Development Agreement - deposit 16,325.00$
Time and Materials (if project exceeds 50 hours of staff time)
Dev. Code Amendment - Major 11,000.00
Time and Materials (if project exceeds 50 hours of staff time)
Dev. Code Amendment - Minor 6,048.00
Environmental Impact Determination:
Initial Study Fee 2,319.00
Negative Declaration 377.00
Mitigated Neg Dec 1,575.00
General Plan Amendment (Major)11,000.00
Time and Materials (if project exceeds 50 hours of staff time)
General Plan Amendment (Minor)6,048.00
Home Occupation Permit 112.00
Lot Line Adjustment 2,260.00
Lot Merger / Reversion to Acreage 2,224.00
Mailing Label Production 276.00
Request for Meeting Continuance 314.00
Minor Use Permit - Architectural Review
Major (e.g. subdivision if PUD or CUP is not concurrently processed)3,496.00
Minor (e.g. single lot)627.00
Minor Use Permit - Historic Resource Designation 1,000.00
Minor Use Permit - Large Family Day Care 381.00
Minor Use Permit - Minor Exception 679.00
Minor Use Permit - Plot Plan Review 500.00
Minor Use Permit - Temporary Use Permit 200.00
Minor Use Permit - Viewshed Review:768.00
Planned Unit Development Permit (Major)10,370.00
Time and Materials (if project exceeds 50 hours of staff time)
Planned Unit Development Permit (Minor)4,962.00
Planning Commission lnterpretation or Waiver 1,230.00
Pre-Application - S.A.C.835.00
Public Art Permit 630.00
Research (deposit)150.00
7
Item 10.a. - Page 17
FY 2016-17 Fee Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
COMMUNITY DEVELOPMENT
Signs:
Planned Sign Program 1,625.00
Administrative Sign Permit 233.00
Administrative Sign Program 915.00
Specific Plan or Amendment (deposit)16,294.00
Time and Materials (if project exceeds 50 hours of staff time)
Tentative Parcel Map (0-4 lots)6,481.00
with Vesting (added to base fee)402.00
Amendment 3,139.00
Tentative Tract Map:
5-20 lots 10,649.00
over 20 lots 12,361.00
with Vesting (added to base fee)1,043.00
Amendment 4,675.00
Time Extension 1,745.00$
Variance 2,469.00
Zoning Compliance Letter 100.00
Hourly Rates:
Community Development Director (per hour)
Provided by
Admin Svcs
Planning Manager (per hour)"
Associate Planner (per hour)"
Assistant Planner (per hour)"
Planning Technician (per hour)"
Admin. Secretary (per hour)"
Office Assistant (per hour)"
Interns (per hour)"
8
Item 10.a. - Page 18
Fee Description FY 2016-17 Fee
ANIMAL CONTROL / IMPOUND
Dog Impound Fee
1st Impound 20.00$
2nd Impound 40.00
3rd Impound +60.00
Cat Impound Fee
1st Impound 20.00
2nd Impound 40.00
3rd Impound +60.00
PERMITS & LICENSES:
Alarm Permit
Original Application Permit Processing Fee 95.00
Annual Renewal Permit Processing Fee 45.00
False Alarm Response
Fourth False Alarm within 12 months 150.00
Fifth False Alarm within 12 months 300.00
Sixth or more false alarm within 12 months (per incident)450.00
Block Party Permit
Block Party Permit 25.00
Commercial Filming / Still Photography Permit
Permit Processing Fee 50.00
Commercial Filming (per day)250.00
Still Photography (per day)100.00
City Staff Assigned - 4 hour minimum (if applicable)overtime rate
Concealed Weapons Permit Original Application
Police Department Investigation Fee 100.00
Dept of Justice & FBI fingerprint process (DOJ passthrough fee paid by applicant)actual cost
Live Scan Fingerprint Rolling Fee (per penal code section 13300)25.00
Identification Card 20.00
Concealed Weapons Permit Biennial Renewal:
Police Department Investigation Fee 25.00
Identification Card 20.00
Massage Establishment Permit Original Application
Permit Processing Fee 125.00
Massage Establishment Annual Renewal
Permit Renewal Processing 100.00
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
POLICE
9
Item 10.a. - Page 19
Fee Description FY 2016-17 Fee
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
POLICE
Medical Marijuana Delivery Service License
Application Processing Fee 600.00$
Background Investigation Fees 92.00
ID Card / Vehicle Permit Fee 30.00
Medical Marijuana Delivery Service License Renewal
Application Processing Fee 500.00
Background Investigation Fees 35.00
ID Card / Vehicle Permit Fee 30.00
Medical Marijuana Delivery Driver Permit
Application Processing Fee 600.00
Background Investigation Fees 92.00
ID Card / Vehicle Permit Fee 30.00
Medical Marijuana Delivery Driver Permit Renewal
Application Processing Fee 500.00
Background Investigation Fees 92.00
ID Card / Vehicle Permit Fee 30.00
Mobile Vendor Permit
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per PC 13300)25.00
Dept of Justice & FBI Fingerprint Process actual cost
Mobile Vendor Employee Permit
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per PC 13300)25.00
Dept of Justice & FBI Fingerprint Process actual cost
Palmreader Fortune Teller Permit - Original Application
Permit Processing Fee 125.00
Dept of Justice & FBI fingerprint process (DOJ passthrough fee paid by applicant)actual cost
Live Scan Fingerprint Rolling Fee (per penal code section 13300)25.00
Palmreader Fortune Teller Permit - Annual Renewal
Permit Renewal Processing 100.00
Palmreader Fortune Teller Establishment Permit - Original Application
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per penal code section 13300)25.00
Dept of Justice & FBI fingerprint process (DOJ passthrough fee paid by applicant)actual cost
Palmreader Fortune Teller Establishment Permit - Renewal Application
Permit Processing Fee 100.00
10
Item 10.a. - Page 20
Fee Description FY 2016-17 Fee
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
POLICE
Public Safety and Welfare Permit:
Less than 200 Non-Commercial Event 50.00$
More than 200 Non-Commercial Event 100.00
Commercial Event 125.00
Second Hand Dealer Permit Original Application
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per penal code section 13300)25.00
Dept of Justice & FBI Fingerprint process (DOJ passthrough fee paid by applicant)actual cost
Second Hand Dealer Permit Biennial Renewal
City Processing Fee 100.00
Solicitation Permit (per solicitor)
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per PC 13300)25.00
Dept of Justice & FBI Fingerprint Processing Fee actual cost
Taxi Cab Driver Permit Original Application
Permit Processing Fee 125.00
Live Scan Fingerprint Rolling Fee (per PC 13300)25.00
Dept of Justice & FBI Fingerprint Process actual cost
Taxi Cab Driver Permit Annual Renewal
Annual Renewal 100.00
Tobacco Retailers License
Permit Processing Fee 125.00
11
Item 10.a. - Page 21
Fee Description FY 2016-17 Fee
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
POLICE
OTHER FEES
Citation correction certification 25.00$
Civil Witness Fee (Deposit)275.00
Copies, per page (Black and White).20 per page
Copies - Color copies per page 5.00
Court Ordered Booking 125.00
Criminal history summary examination
Live Scan Fingerprint Rolling Fee (per PC 13300)25.00
Dept of Justice & FBI Fingerprint Process actual cost
Disturbance 415PC
Second Response 150.00
Third Response 300.00
Fourth Response 500.00
Emergency DUI Response -Impaired Driver Accident - Actual Time @ Staff Hourly Rates actual cost
Local Records Check 15.00
Photographs
per disc 25.00
Property Handling for Mailing / Shipping actual cost
Replacement of lost/stolen Permits, Licenses and registration receipts 45.00
Repossessed Vehicle 15.00
Subpoena Duces Tecum
Actual staff time billed at hourly rate to produce records actual cost
.20 per page produced actual cost
postage/shipping actual cost
Custodian of Records Court Appearance $275
Vehicle Release - Impound/Stored Vehicle Release 50.00
Vehicle Release 30-day Impound Release Review 75.00
Clearance letter 45.00
12
Item 10.a. - Page 22
Fee Description FY 2016-17 Fee
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
POLICE
Provided by
Admin Svcs
Auxiliary Police Services (APS) - Actual time @ staff hourly rates
Staff Services (APS) - Actual Cost "
Hourly Rate: Chief "
Hourly Rate: Commander "
Hourly Rate: Sergeant "
Hourly Rate: Sr. Police Officer "
Hourly Rate: Police Officer "
Hourly Rate: Property Evidence Technician "
Hourly Rate: Executive Secretary "
Hourly Rate: Records Clerk "
Hourly Rate: Fleet/Equipment Technician "
Hourly Rate: Training Technician "
13
Item 10.a. - Page 23
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Cellular/Mobile Phone, free-standing NEW 986.00$ 1,405.00$
Cellular Tower with Equipment Shelter 986.00 1,575.00
Cellular Tower Equipment Demolition 379.00 396.00
Awning (not patio cover) Tents / Canopies / Booths 103.00 154.00
Change of Occupancy No T.I. w/ plan check & Inspection 172.00 313.00
Close Existing Openings 103.00 210.00
Compliance Inspections/Reinspections 191.00 258.00
Deck (with Calcs)221.00 276.00
Demolition 103.00 324.00
Demolition - MultiFamily/Commercial 103.00 324.00
Door 103.00 222.00
Fence or Wall (wood, chain link, wrought iron):
>6 feet in height, 1st 100 s.f.103.00 283.00
Each additional 100 sf 78.00 103.00
Fence or Freestanding Wall (masonry / garden):
City Standard, 1st 100 s.f.103.00 283.00
Each additional 100 sf 78.00 103.00
Engineered Wall, 1st 100 sf 133.00 283.00
Each additional 100 sf 108.00 103.00
Fireplace (masonry or pre-fab)103.00 204.00
Flag pole (greater than 6 feet in height)103.00 204.00
Grading (Cut and Fill):
0-50 Cubic Yards (Cut and Fill)133.00 204.00
Each Add'l 50 CY (or portion thereof)65.00 154.00
Pilaster each 10 103.00 204.00
Lighting pole (each)103.00 174.00
Stucco Applications 64.00 204.00
Retaining Wall (concrete or masonry):
First 50 sf 211.00 234.00
Each additional 50 sf 186.00 133.00
Re-roofing:
Composition - no tear off 84.00$ 198.00$
Other roofs (first 10 squares)84.00 198.00
Each additional 10 squares 20.00 48.00
Roof Structure Replacement 133.00 234.00
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MISC
14
Item 10.a. - Page 24
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MISC
Sauna - steam 103.00 246.00
Siding:
Stone and Brick Veneer (interior or exterior)84.00 246.00
All Other 64.00 246.00
Signs:
Directional / Menu 211.00 246.00
Freeway sign 485.00 270.00
Ground / Roof / Projecting Signs 201.00 234.00
Wall, Illuminated 84.00 246.00
Skylight (Residential each)64.00 216.00
Skylight (Commercial) one 84.00 216.00
Spa or Hot Tub (Pre-fabricated)84.00 246.00
Stairs - per story 309.00 234.00
Storage Racks each set of plans 358.00 294.00
Temporary Utility Connection or Occupancy - 84.00
Window or Sliding Glass Door (first)211.00 234.00
Each additional 186.00 109.00
Board of Appeals 794.00$ -$
Business License Inspection 40.00 61.00
Business License Re-inspection 40.00 32.00
Product Review 597.00 -
Disabled Access Compliance Inspection 119.00 79.00
Supplemental Plan Check Fee (first 1/2 hour)108.00 -
Each Additional 1/2 hour (or portion thereof)98.00 -
Supplemental Inspection Fee (first 1/2 hour)- 108.00
Each Additional 1/2 hour (or portion thereof)- 98.00
Emergency (Non-Scheduled) Call-Out Fee (first hour) 2 hour minimum - 206.00
Emergency (Non-Scheduled) Call-Out Fee (each additional hour)196.00
After Hours Inspection 2 hour minimum - 206.00
Each additional hour - 196.00
After Hours Plan Review 2 hour minimum 206.00 -
Each additional hour 196.00 -
15
Item 10.a. - Page 25
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MISC
Hourly Rates:
Building Official
Provided by
Admin Svcs
Provided by
Admin Svcs
Building Inspector ""
Building Permit Tech ""
Director of Community Development ""
Executive Secretary ""
Neighborhood Services Staff ""
Copies, per page (Black and White) .20 per page
Color copies actual costs
16
Item 10.a. - Page 26
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Fire Sprinkler Systems - New Construction:
1-50 Heads 197.00$ 215.00$
51-100 Heads 246.00 305.00
101-200 Heads 443.00 365.00
Every 200 Heads above 200 196.00 140.00
Fire Sprinkler Systems -Tenant Improvements:
1-25 Heads 197.00 215.00
26-100 Heads 296.00 335.00
Every 100 Heads above 100 98.00 225.00
Fire Alarm System (including Sprinkler Monitor System) - New Construction:
1-50 Devices 197.00 215.00
51-100 Devices 246.00 305.00
Every 50 Devices above 100 98.00 201.00
Fire Alarm System (including Sprinkler Monitor System) - Tenant Improvements:
1-50 Devices 197.00 245.00
51-100 Devices 246.00 335.00
Every 50 Devices above 100 148.00 201.00
Other Suppression Systems:
Inert Gas Systems 344.00 430.00
Dry Chemical Systems 197.00 430.00
Wet Chemical/Kitchen Hood 295.00 430.00
Foam Systems 197.00 588.00
Paint Spray Booth 442.00 638.00
Other Fire Fees:
Hydrants/Underground Fire Service Plan Check 393.00 -
Hydrant Flow Test (existing hydrants)- 588.00
Special Event Inspection (e.g., fairs) These are group events, when multiple booths/tents are erected
Booth / Tent 52.00 56.00
Booth / Tent with Electricity 75.00 92.00
Booth / Tent with Cooking (includes Electricity)80.00 110.00
Special Event Application Review 21.00
Additional Fire related services are provided by Five Cities Fire Authority (FCFA). See the FCFA fee
schedule for fees.
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING FIRE
17
Item 10.a. - Page 27
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
ADMINISTRATIVE (BASE) FEES:
Permit Issuance and Administration 101.00$ -$
MECHANICAL PERMIT FEES
FAU less than 100,000 Btu/h 49.00 60.00
FAU greater than 100,000 Btu/h 49.00 91.00
Floor furnace (including vent)49.00 121.00
Suspended, wall, or floor-mounted heaters 49.00 91.00
Appliance vents not included in an appliance permit 49.00 91.00
Boiler or compressor, from 15 HP to 30 HP /
absorption system from 500,000 Btu/h to 1,000,000 Btu/h.49.00 91.00
Boiler or compressor, from 30 HP to 50 HP, /
absorption system from 1,000,000 Btu/h to 1,750,000 Btu/h.98.00 121.00
Boiler or compressor, over 50 HP /
absorption system over 1,750,000 Btu/h.147.00 91.00
Air-handling unit, including attached ducts.98.00 91.00
Air-handling unit over 10,000 CFM 147.00 121.00
Evaporative cooler 49.00 60.00
Ventilation fan connected to a single duct 98.00 91.00
Ventilation system (not a portion of heating or a/c system)147.00 121.00
Incinerator, residential 245.00 181.00
Commercial or Industrial-type incinerator 294.00 181.00
Misc. appliances or equipment.147.00 121.00
Stand Alone Mechanical Plan Check (hourly rate)196.00 -
Other Mechanical Inspections (per hour)- 121.00
PLUMBING / GAS PERMIT FEES:
Plumbing fixtures 49.00 60.00
Building sewer 98.00 91.00
Rainwater systems (per drain)49.00 60.00
Gray Water system 147.00 151.00
Private sewage disposal system 147.00 151.00
Water Heater 98.00 60.00
Industrial waste pretreatment interceptor 49.00 91.00
Water piping and/or water treating equipment (each)49.00 91.00
Repair or alteration of drainage or vent piping, each fixture 49.00 91.00
Each lawn sprinkler system on any one meter 49.00 60.00
Backflow devices each unit 98.00 60.00
Atmospheric-type vacuum breakers: 1-5 units 98.00 60.00
Atmospheric-type vacuum breakers: each unit over 5 units 98.00 60.00
Stand Alone Plumbing Plan Check (hourly rate)196.00 -
Other Plumbing and Gas Inspections (per hour)- 121.00
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MPE
18
Item 10.a. - Page 28
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MPE
SYSTEM FEES:
Swimming Pools 147.00$ 211.00$
Outdoor Events 147.00 91.00
Electric generator and electrically-driven rides 98.00 91.00
Mechanically-driven rides/ attractions with electrical lighting 147.00 91.00
Each system of area and booth lighting 98.00 91.00
Temporary Power Service 98.00 60.00
Temporary power pole 98.00 60.00
Sub poles (each)49.00 42.00
UNIT FEES:
Receptacle, Switch, and Lighting Outlets
First 10 98.00 60.00
Each Additional 10 49.00 30.00
Lighting Fixtures:
First 10 98.00 60.00
Each additional 10 49.00 30.00
Pole or platform-mounted lighting fixtures (each)98.00 91.00
Theatrical-type lighting fixtures or assemblies (each)98.00 121.00
Residential Appliances (each)98.00 60.00
Nonresidential Appliances 147.00 121.00
Residential appliances and self-contained, nonresidential appliances,
(each)147.00 121.00
Appliances not exceeding one horsepower (HP)
kilowatt (KW), or kilovolt-ampere (KVA), in rating,(each)196.00 121.00
Power Apparatus:
Motors, generators, transformers, rectifiers,
synchronous converters, capacitors, industrial heating, air
conditioners
and heat pumps, cooking or baking equipment, and other
apparatus (all sizes)147.00 60.00
19
Item 10.a. - Page 29
Fee Description
Plan Check Fee
FY 16-17
Inspection Fee
FY 16-17
Recovery Rate 100% of Cost
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING MPE
Signs, Outline Lighting, and Marquees:
Signs, Outline Lighting, or Marquees supplied from one branch circuit
(each)98.00 91.00
Additional branch circuits within the same sign,
outline lighting system, or marquee (each)98.00 60.00
Service or Panel:
200 amp or less Electrical Panel (each)147.00 121.00
Over 200 amp up to 1000 amp Electrical Panel (each)245.00 151.00
Over 1000 amp Electrical Panel (each)391.00 181.00
UNIT FEES (continued):
Miscellaneous Apparatus, Conduits, and Conductors 98.00$ 91.00$
Electrical apparatus, conduits, and conductors for which a permit
is required, but for which no fee is herein set forth 98.00 121.00
Photovotaic Systems - each 147.00 181.00
Stand Alone Electrical Plan Check (hourly rate)196.00 -
Other Electrical Inspections (per hour)- 121.00
20
Item 10.a. - Page 30
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
2,000 4,183$ $0.188
8,000 5,311$ $0.253
1 A-1 Assembly Group - Theaters 20,000 8,347$ $0.274
40,000 13,832$ $0.184
100,000 24,860$ $0.249
1,000 2,698$ $0.216
4,000 3,347$ $0.294
2 A-2 Assembly Group: Restaurants, nightclubs 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
250 1,413$ $0.296
1,000 1,635$ $0.359
3 A Assembly Group - TI 2,500 2,174$ $0.392
5,000 3,155$ $0.253
12,500 5,049$ $0.404
1,000 2,698$ $0.216
4,000 3,347$ $0.294
4 A-3 Church and Religious Bldg - Complete 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
500 1,927$ $0.262
2,000 2,320$ $0.343
5 R-4 Congregate Care - Complete 5,000 3,348$ $0.372
10,000 5,210$ $0.247
25,000 8,914$ $0.357
250 1,413$ $0.296
1,000 1,635$ $0.359
6 A-3 Church and Religious Bldg - TI 2,500 2,174$ $0.392
5,000 3,155$ $0.253
12,500 5,049$ $0.404
2,000 3,254$ $0.139
8,000 4,089$ $0.191
7 E Educational Building - Complete 20,000 6,382$ $0.207
40,000 10,519$ $0.140
100,000 18,899$ $0.189
250 1,413$ $0.296
1,000 1,635$ $0.359
8 E Educational Building - TI 2,500 2,174$ $0.392
5,000 3,155$ $0.253
12,500 5,049$ $0.404
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
20
Item 10.a. - Page 31
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
500 1,627$ $0.195
2,000 1,920$ $0.248
9 S-2 Parking Garage - Complete 5,000 2,664$ $0.270
10,000 4,012$ $0.177
25,000 6,660$ $0.266
1,000 2,698$ $0.216
4,000 3,347$ $0.294
10 R-1 Hotel Low/Mid Rise - Complete 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
1,000 1,585$ $0.093
4,000 1,863$ $0.117
11 R-1 Hotel Low/Mid Rise - Shell 10,000 2,566$ $0.127
20,000 3,840$ $0.083
50,000 6,338$ $0.127
250 1,370$ $0.277
1,000 1,578$ $0.332
12 R-1 Hotel Low/Mid Rise - TI 2,500 2,076$ $0.363
5,000 2,984$ $0.232
12,500 4,727$ $0.378
500 2,028$ $0.278
2,000 2,445$ $0.351
13 B Offices, etc. - Complete 5,000 3,499$ $0.382
10,000 5,411$ $0.250
25,000 9,157$ $0.366
1,000 1,392$ $0.071
4,000 1,606$ $0.087
14 B Offices, etc. - Shell 10,000 2,125$ $0.095
20,000 3,070$ $0.061
50,000 4,888$ $0.098
100 1,208$ $0.510
400 1,361$ $0.573
15 B Offices, etc. - TI 1,000 1,705$ $0.629
2,000 2,334$ $0.390
5,000 3,503$ $0.701
1,000 2,698$ $0.216
4,000 3,347$ $0.294
16 F Industrial Building - Complete 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
21
Item 10.a. - Page 32
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
1,000 1,841$ $0.122
4,000 2,206$ $0.158
17 F Industrial Building - Shell 10,000 3,153$ $0.172
20,000 4,868$ $0.113
50,000 8,270$ $0.165
250 1,370$ $0.277
1,000 1,578$ $0.332
18 F Industrial Building - TI 2,500 2,076$ $0.363
5,000 2,984$ $0.232
12,500 4,727$ $0.378
500 1,841$ $0.243
2,000 2,206$ $0.316
19 S-1 Repair Garage & Service St - Complete 5,000 3,153$ $0.343
10,000 4,868$ $0.227
25,000 8,270$ $0.331
500 1,285$ $0.119
2,000 1,464$ $0.139
20 S-1 Repair Garage & Service St - Shell 5,000 1,881$ $0.152
10,000 2,642$ $0.096
25,000 4,083$ $0.163
100 1,349$ $0.667
400 1,549$ $0.798
21 S-1 Repair Garage & Service St - TI 1,000 2,028$ $0.871
2,000 2,899$ $0.556
5,000 4,566$ $0.913
500 1,927$ $0.262
2,000 2,320$ $0.343
22 M Retail Sales - Complete 5,000 3,348$ $0.372
10,000 5,210$ $0.247
25,000 8,914$ $0.357
500 1,285$ $0.119
2,000 1,464$ $0.139
23 M Retail Sales - Shell 5,000 1,881$ $0.152
10,000 2,642$ $0.096
25,000 4,083$ $0.163
100 1,349$ $0.667
400 1,549$ $0.798
24 M Retail Sales - TI 1,000 2,028$ $0.871
2,000 2,899$ $0.556
5,000 4,566$ $0.913
22
Item 10.a. - Page 33
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
2,000 1,841$ $0.061
8,000 2,206$ $0.079
25 - Warehouse - Complete 20,000 3,153$ $0.086
40,000 4,868$ $0.057
100,000 8,270$ $0.083
1,000 2,698$ $0.216
4,000 3,347$ $0.294
26 I Medical/24 Hour Care - Complete 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
1,000 1,627$ $0.098
4,000 1,920$ $0.124
27 I Medical/24 Hour Care - Shell 10,000 2,664$ $0.135
20,000 4,012$ $0.088
50,000 6,660$ $0.133
100 1,542$ $0.880
400 1,806$ $1.103
28 I Medical/24Hour Care - TI 1,000 2,468$ $1.201
2,000 3,669$ $0.782
5,000 6,016$ $1.203
1,000 2,698$ $0.216
4,000 3,347$ $0.294
29 B Medical Offices - Complete 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
1,000 1,627$ $0.098
4,000 1,920$ $0.124
30 B Medical Offices - Shell 10,000 2,664$ $0.135
20,000 4,012$ $0.088
50,000 6,660$ $0.133
250 1,542$ $0.352
1,000 1,806$ $0.441
31 B Medical Offices - TI 2,500 2,468$ $0.480
5,000 3,669$ $0.313
12,500 6,016$ $0.481
500 2,055$ $0.291
2,000 2,491$ $0.384
32 - Restaurant - Complete 5,000 3,642$ $0.416
10,000 5,724$ $0.277
25,000 9,881$ $0.395
23
Item 10.a. - Page 34
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
500 1,413$ $0.148
2,000 1,635$ $0.180
33 - Restaurant - Shell 5,000 2,174$ $0.196
10,000 3,155$ $0.126
25,000 5,049$ $0.202
250 1,306$ $0.248
1,000 1,492$ $0.292
34 - Restaurant - TI 2,500 1,930$ $0.319
5,000 2,727$ $0.202
12,500 4,244$ $0.340
250 1,799$ $0.465
1,000 2,148$ $0.605
35 I-4 Day Care Facility - Complete 2,500 3,055$ $0.657
5,000 4,697$ $0.433
12,500 7,948$ $0.636
100 1,542$ $0.880
400 1,806$ $1.103
36 I-4 Day Care Facility - TI 1,000 2,468$ $1.201
2,000 3,669$ $0.782
5,000 6,016$ $1.203
500 1,670$ $0.205
2,000 1,977$ $0.261
37 H Hazardous H- Complete 5,000 2,761$ $0.284
10,000 4,183$ $0.187
25,000 6,982$ $0.279
500 2,055$ $0.291
2,000 2,491$ $0.384
38 H Hazardous H- Shell 5,000 3,642$ $0.416
10,000 5,724$ $0.277
25,000 9,881$ $0.395
100 1,542$ $0.880
400 1,806$ $1.103
39 H Hazardous H- T I 1,000 2,468$ $1.201
2,000 3,669$ $0.782
5,000 6,016$ $1.203
200 1,199$ $0.250
800 1,349$ $0.280
40 - Commercial Building - Foundation 2,000 1,685$ $0.307
4,000 2,299$ $0.190
10,000 3,439$ $0.344
24
Item 10.a. - Page 35
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
200 1,242$ $0.273
800 1,406$ $0.314
41 - Commercial Building - Addition 2,000 1,783$ $0.344
4,000 2,471$ $0.215
10,000 3,761$ $0.376
1,000 2,698$ $0.216
4,000 3,347$ $0.294
42 R-2 Apartment Building 10,000 5,110$ $0.318
20,000 8,292$ $0.214
50,000 14,712$ $0.294
1,000 2,174$ $0.123
2,000 2,297$ $0.636
64 R-3 Single-Family (custom or model)3,000 2,933$ $0.332
5,000 3,597$ $0.471
7,500 4,774$ $0.637
667 1,278$ $0.072
1,333 1,326$ $0.245
65 R-3 Single-Family - Production / Repeat 2,000 1,489$ $0.191
3,333 1,743$ $0.221
5,000 2,112$ $0.422
333 1,218$ $0.129
667 1,261$ $0.393
66 R-3 Moved Building - Residential 1,000 1,392$ $0.339
1,667 1,618$ $0.377
2,500 1,932$ $0.773
800 1,109$ $0.044
1,600 1,144$ $0.089
67 R-3 Manufactured Home - Complete 2,400 1,215$ $0.111
4,000 1,392$ $0.107
6,000 1,606$ $0.268
667 1,109$ $0.053
1,333 1,144$ $0.107
68 R-3 Prefabricated Dwelling - Complete 2,000 1,215$ $0.133
3,333 1,392$ $0.128
5,000 1,606$ $0.321
120 972$ $0.208
480 1,047$ $0.165
69 - Commercial Coach - Complete 1,200 1,166$ $0.188
2,400 1,392$ $0.094
6,000 1,732$ $0.289
25
Item 10.a. - Page 36
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
240 972$ $0.104
960 1,047$ $0.083
70 - Modular Building - Complete 2,400 1,166$ $0.094
4,800 1,392$ $0.047
12,000 1,732$ $0.144
500 994$ $0.054
2,000 1,075$ $0.047
71 - Manufactured Building - Foundation 5,000 1,215$ $0.052
10,000 1,477$ $0.028
25,000 1,893$ $0.076
167 1,109$ $0.210
333 1,144$ $0.426
72 U Residential Garage 500 1,215$ $0.531
833 1,392$ $0.514
1,250 1,606$ $1.285
40 1,028$ $0.775
160 1,121$ $0.721
73 U Pool/Spa - Standard Plan 400 1,294$ $0.800
800 1,614$ $0.448
2,000 2,151$ $1.076
200 1,542$ $0.440
800 1,806$ $0.552
74 - Commercial Building - Remodel 2,000 2,468$ $0.601
4,000 3,669$ $0.391
10,000 6,016$ $0.602
200 1,499$ $0.417
800 1,749$ $0.518
75 - Commercial Building - Repair 2,000 2,370$ $0.564
4,000 3,498$ $0.366
10,000 5,694$ $0.569
50 1,011$ $0.580
200 1,098$ $0.523
77 U Accessory Building - Commercial 500 1,255$ $0.582
1,000 1,546$ $0.317
2,500 2,022$ $0.809
50 1,011$ $0.580
200 1,098$ $0.523
78 U Commercial Carport 500 1,255$ $0.582
1,000 1,546$ $0.317
2,500 2,022$ $0.809
26
Item 10.a. - Page 37
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
167 1,278$ $0.288
333 1,326$ $0.978
79 R-3 Single-Family Residential - Addition 500 1,489$ $0.762
833 1,743$ $0.886
1,250 2,112$ $1.690
333 1,459$ $0.189
667 1,522$ $0.783
80 R-2 Multi-Family Residential - Addition 1,000 1,783$ $0.506
1,667 2,120$ $0.641
2,500 2,654$ $1.062
333 1,097$ $0.102
667 1,131$ $0.195
81 IRC SFD Single-Family Residential - Remodel 1,000 1,196$ $0.257
1,667 1,367$ $0.244
2,500 1,570$ $0.628
667 1,224$ $0.066
1,333 1,268$ $0.200
82 R-2 Multi-Family Residential - Remodel 2,000 1,401$ $0.172
3,333 1,630$ $0.192
5,000 1,950$ $0.390
333 948$ $0.063
667 969$ $0.252
83 R-3 Residential Building - Foundation 1,000 1,053$ $0.167
1,667 1,164$ $0.209
2,500 1,338$ $0.535
83 912$ $0.204
167 929$ $0.792
84 U Accessory Building - Residential 250 995$ $0.564
417 1,089$ $0.677
625 1,230$ $1.968
133 912$ $0.128
267 929$ $0.495
85 U Residential Carport 400 995$ $0.353
667 1,089$ $0.423
1,000 1,230$ $1.230
83 912$ $0.204
167 929$ $0.792
86 U Residential Patio Cover 250 995$ $0.564
417 1,089$ $0.677
625 1,230$ $1.968
27
Item 10.a. - Page 38
Note:All fees include MPE plan checks.
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet) Base Cost
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING PLAN CHECK
Recovery Rate 100% of Cost
PLAN CHECK VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
83 1,032$ $0.336
167 1,060$ $1.560
87 U Residential Balcony/Deck 250 1,190$ $0.894
417 1,339$ $1.210
625 1,591$ $2.546
83 1,002$ $0.300
167 1,027$ $1.368
88 U Residential Patio Enclosure 250 1,141$ $0.816
417 1,277$ $1.075
625 1,501$ $2.402
28
Item 10.a. - Page 39
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
2,000 2,900$ $0.355
8,000 5,028$ $0.308
1 A-1 Assembly Group - Theaters 20,000 8,722$ $0.265
40,000 14,012$ $0.299
100,000 31,977$ $0.320
1,000 2,354$ $0.559
4,000 4,032$ $0.581
2 A-2 Assembly Group: Restaurants, nightclubs 10,000 7,515$ $0.479
20,000 12,303$ $0.567
50,000 29,300$ $0.586
250 638$ $0.664
1,000 1,136$ $0.235
3 A Assembly Group - TI 2,500 1,489$ $0.259
5,000 2,137$ $0.231
12,500 3,869$ $0.310
1,000 1,917$ $0.440
4,000 3,236$ $0.552
4 A-3 Church and Religious Bldg - Complete 10,000 6,550$ $0.439
20,000 10,936$ $0.541
50,000 27,158$ $0.543
500 1,230$ $0.545
2,000 2,047$ $0.617
5 R-4 Congregate Care - Complete 5,000 3,898$ $0.474
10,000 6,267$ $0.619
25,000 15,550$ $0.622
250 475$ $0.484
1,000 838$ $0.193
6 A-3 Church and Religious Bldg - TI 2,500 1,128$ $0.198
5,000 1,624$ $0.192
12,500 3,065$ $0.245
2,000 2,846$ $0.347
8,000 4,928$ $0.306
7 E Educational Building - Complete 20,000 8,601$ $0.262
40,000 13,841$ $0.298
100,000 31,709$ $0.317
250 475$ $0.484
1,000 838$ $0.193
8 E Educational Building - TI 2,500 1,128$ $0.198
5,000 1,624$ $0.192
12,500 3,065$ $0.245
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
29
Item 10.a. - Page 40
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
500 638$ $0.332
2,000 1,136$ $0.118
9 S-2 Parking Garage - Complete 5,000 1,489$ $0.130
10,000 2,137$ $0.115
25,000 3,869$ $0.155
1,000 1,917$ $0.440
4,000 3,236$ $0.552
10 R-1 Hotel Low/Mid Rise - Complete 10,000 6,550$ $0.439
20,000 10,936$ $0.541
50,000 27,158$ $0.543
1,000 682$ $0.178
4,000 1,216$ $0.062
11 R-1 Hotel Low/Mid Rise - Shell 10,000 1,586$ $0.069
20,000 2,274$ $0.060
50,000 4,083$ $0.082
250 475$ $0.484
1,000 838$ $0.193
12 R-1 Hotel Low/Mid Rise - TI 2,500 1,128$ $0.198
5,000 1,624$ $0.192
12,500 3,065$ $0.245
500 2,136$ $1.091
2,000 3,773$ $0.700
13 B Offices, etc. - Complete 5,000 5,874$ $0.657
10,000 9,159$ $0.674
25,000 19,273$ $0.771
1,000 387$ $0.097
4,000 678$ $0.043
14 B Offices, etc. - Shell 10,000 934$ $0.042
20,000 1,351$ $0.043
50,000 2,637$ $0.053
100 281$ $0.677
400 484$ $0.358
15 B Offices, etc. - TI 1,000 699$ $0.319
2,000 1,018$ $0.366
5,000 2,115$ $0.423
1,000 1,863$ $0.425
4,000 3,137$ $0.549
16 F Industrial Building - Complete 10,000 6,429$ $0.434
20,000 10,765$ $0.538
50,000 26,890$ $0.538
30
Item 10.a. - Page 41
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
1,000 450$ $0.114
4,000 793$ $0.047
17 F Industrial Building - Shell 10,000 1,073$ $0.048
20,000 1,548$ $0.047
50,000 2,945$ $0.059
250 614$ $0.637
1,000 1,092$ $0.229
18 F Industrial Building - TI 2,500 1,435$ $0.250
5,000 2,060$ $0.225
12,500 3,748$ $0.300
500 903$ $0.365
2,000 1,450$ $0.575
19 S-1 Repair Garage & Service St - Complete 5,000 3,174$ $0.414
10,000 5,242$ $0.580
25,000 13,944$ $0.558
500 423$ $0.213
2,000 743$ $0.090
20 S-1 Repair Garage & Service St - Shell 5,000 1,013$ $0.090
10,000 1,462$ $0.090
25,000 2,811$ $0.112
100 281$ $0.677
400 484$ $0.358
21 S-1 Repair Garage & Service St - TI 1,000 699$ $0.319
2,000 1,018$ $0.366
5,000 2,115$ $0.423
500 985$ $0.409
2,000 1,599$ $0.585
22 M Retail Sales - Complete 5,000 3,355$ $0.429
10,000 5,498$ $0.590
25,000 14,345$ $0.574
500 518$ $0.266
2,000 917$ $0.102
23 M Retail Sales - Shell 5,000 1,224$ $0.107
10,000 1,761$ $0.101
25,000 3,280$ $0.131
100 281$ $0.677
400 484$ $0.358
24 M Retail Sales - TI 1,000 699$ $0.319
2,000 1,018$ $0.366
5,000 2,115$ $0.423
31
Item 10.a. - Page 42
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
2,000 2,541$ $0.316
8,000 4,435$ $0.197
25 - Warehouse - Complete 20,000 6,794$ $0.179
40,000 10,368$ $0.193
100,000 21,976$ $0.220
1,000 1,917$ $0.440
4,000 3,236$ $0.552
26 I Medical/24 Hour Care - Complete 10,000 6,550$ $0.439
20,000 10,936$ $0.541
50,000 27,158$ $0.543
1,000 477$ $0.122
4,000 843$ $0.049
27 I Medical/24 Hour Care - Shell 10,000 1,134$ $0.050
20,000 1,633$ $0.048
50,000 3,079$ $0.062
100 253$ $0.607
400 435$ $0.340
28 I Medical/24Hour Care - TI 1,000 639$ $0.293
2,000 932$ $0.350
5,000 1,981$ $0.396
1,000 1,917$ $0.440
4,000 3,236$ $0.552
29 B Medical Offices - Complete 10,000 6,550$ $0.439
20,000 10,936$ $0.541
50,000 27,158$ $0.543
1,000 491$ $0.126
4,000 868$ $0.049
30 B Medical Offices - Shell 10,000 1,164$ $0.051
20,000 1,676$ $0.049
50,000 3,146$ $0.063
250 641$ $0.667
1,000 1,141$ $0.237
31 B Medical Offices - TI 2,500 1,496$ $0.260
5,000 2,146$ $0.231
12,500 3,882$ $0.311
500 985$ $0.409
2,000 1,599$ $0.585
32 - Restaurant - Complete 5,000 3,355$ $0.429
10,000 5,498$ $0.590
25,000 14,345$ $0.574
32
Item 10.a. - Page 43
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
500 436$ $0.221
2,000 768$ $0.092
33 - Restaurant - Shell 5,000 1,043$ $0.092
10,000 1,505$ $0.092
25,000 2,878$ $0.115
250 641$ $0.667
1,000 1,141$ $0.237
34 - Restaurant - TI 2,500 1,496$ $0.260
5,000 2,146$ $0.231
12,500 3,882$ $0.311
250 985$ $0.819
1,000 1,599$ $1.171
35 I-4 Day Care Facility - Complete 2,500 3,355$ $0.857
5,000 5,498$ $1.180
12,500 14,345$ $1.148
100 226$ $0.530
400 385$ $0.322
36 I-4 Day Care Facility - TI 1,000 578$ $0.269
2,000 847$ $0.333
5,000 1,847$ $0.369
500 985$ $0.409
2,000 1,599$ $0.585
37 H Hazardous H- Complete 5,000 3,355$ $0.429
10,000 5,498$ $0.590
25,000 14,345$ $0.574
500 409$ $0.206
2,000 718$ $0.088
38 H Hazardous H- Shell 5,000 983$ $0.087
10,000 1,419$ $0.088
25,000 2,744$ $0.110
100 226$ $0.530
400 385$ $0.322
39 H Hazardous H- T I 1,000 578$ $0.269
2,000 847$ $0.333
5,000 1,847$ $0.369
200 226$ $0.265
800 385$ $0.161
40 - Commercial Building - Foundation 2,000 578$ $0.135
4,000 847$ $0.167
10,000 1,847$ $0.185
33
Item 10.a. - Page 44
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
200 253$ $0.303
800 435$ $0.170
41 - Commercial Building - Addition 2,000 639$ $0.147
4,000 932$ $0.175
10,000 1,981$ $0.198
1,000 1,839$ $0.455
4,000 3,203$ $0.523
42 R-2 Apartment Building 10,000 6,339$ $0.444
20,000 10,775$ $0.498
50,000 25,719$ $0.514
1,000 1,674$ $0.996
2,000 2,670$ $1.017
43 R-3 Single-Family (custom or model) 3,000 3,687$ $0.912
5,000 5,510$ $0.746
7,500 7,374$ $0.983
667 1,054$ $0.885
1,333 1,644$ $0.864
44 R-3 Single-Family - Production / Repeat 2,000 2,220$ $0.743
3,333 3,210$ $0.684
5,000 4,350$ $0.870
333 182$ $0.342
667 296$ $0.360
45 R-3 Moved Building - Residential 1,000 416$ $0.326
1,667 633$ $0.250
2,500 841$ $0.336
800 138$ $0.114
1,600 229$ $0.120
46 R-3 Manufactured Home - Complete 2,400 325$ $0.112
4,000 504$ $0.081
6,000 665$ $0.111
667 138$ $0.137
1,333 229$ $0.144
47 R-3 Prefabricated Dwelling - Complete 2,000 325$ $0.134
3,333 504$ $0.097
5,000 665$ $0.133
120 111$ $0.181
480 176$ $0.207
48 - Commercial Coach - Complete 1,200 325$ $0.136
2,400 488$ $0.221
6,000 1,285$ $0.214
34
Item 10.a. - Page 45
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
240 111$ $0.090
960 176$ $0.103
49 - Modular Building - Complete 2,400 325$ $0.068
4,800 488$ $0.111
12,000 1,285$ $0.107
500 111$ $0.043
2,000 176$ $0.050
50 - Manufactured Building - Foundation 5,000 325$ $0.033
10,000 488$ $0.053
25,000 1,285$ $0.051
167 223$ $0.816
333 359$ $0.846
51 U Residential Garage 500 500$ $0.762
833 754$ $0.602
1,250 1,005$ $0.804
40 215$ $1.250
160 365$ $0.788
52 U Pool/Spa - Standard Plan 400 554$ $0.648
800 813$ $0.818
2,000 1,794$ $0.897
200 420$ $0.530
800 738$ $0.224
53 - Commercial Building - Remodel 2,000 1,007$ $0.224
4,000 1,454$ $0.224
10,000 2,798$ $0.280
200 420$ $0.530
800 738$ $0.224
54 - Commercial Building - Repair 2,000 1,007$ $0.224
4,000 1,454$ $0.224
10,000 2,798$ $0.280
50 133$ $0.553
200 216$ $0.523
55 U Accessory Building - Commercial 500 373$ $0.368
1,000 557$ $0.557
2,500 1,392$ $0.557
50 163$ $0.713
200 270$ $0.567
56 U Commercial Carport 500 440$ $0.422
1,000 651$ $0.592
2,500 1,539$ $0.616
35
Item 10.a. - Page 46
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
167 267$ $0.960
333 427$ $0.984
57 R-3 Single-Family Residential - Addition 500 591$ $0.876
833 883$ $0.715
1,250 1,181$ $0.945
333 704$ $1.197
667 1,103$ $1.179
58 R-2 Multi-Family Residential - Addition 1,000 1,496$ $1.020
1,667 2,176$ $0.919
2,500 2,942$ $1.177
333 252$ $0.459
667 405$ $0.465
59 R-3 Single-Family Residential - Remodel 1,000 560$ $0.420
1,667 840$ $0.340
2,500 1,123$ $0.449
667 363$ $0.320
1,333 576$ $0.321
60 R-2 Multi-Family Residential - Remodel 2,000 790$ $0.283
3,333 1,167$ $0.241
5,000 1,569$ $0.314
333 223$ $0.408
667 359$ $0.423
61 R-3 Residential Building - Foundation 1,000 500$ $0.381
1,667 754$ $0.301
2,500 1,005$ $0.402
83 153$ $1.176
167 251$ $1.248
62 U Accessory Building - Residential 250 355$ $1.152
417 547$ $0.850
625 724$ $1.158
133 138$ $0.683
267 229$ $0.720
63 U Residential Carport 400 325$ $0.671
667 504$ $0.483
1,000 665$ $0.665
83 138$ $1.092
167 229$ $1.152
64 U Residential Patio Cover 250 325$ $1.074
417 504$ $0.773
625 665$ $1.064
36
Item 10.a. - Page 47
INSPECTION VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee
#
CBC
(ICC)
Use Type Occupancy
Size Basis
(square feet)
Base Fee FY
16-17
Each
Additional SF
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
BUILDING INSPECTION
Recovery Rate 100% of Cost
83 138$ $1.092
167 229$ $1.152
65 U Residential Balcony/Deck 250 325$ $1.074
417 504$ $0.773
625 665$ $1.064
83 138$ $1.092
167 229$ $1.152
66 U Residential Patio Enclosure 250 325$ $1.074
417 504$ $0.773
625 665$ $1.064
37
Item 10.a. - Page 48
FY 2016-17
Copies, per page (Black and White)0.20$
Park Facility Use Fees:
Strother Park-Large Barbecue 75.00
Strother Park-Security Deposit 30.00
Strother Park-Small Barbecue 40.00
Strother Park-Wedding Reception 155.00
Strother Park-Security 1,2,3 70.00
Elm Street Park-Barbecue 75.00
Elm Street Park-Security Deposit 30.00
Rancho Grande Park - Large BBQ 75.00
Rancho Grande Park - Small BBQ (areas 2 and 3)40.00
Strother Park Deposit 30.00
Kingo Park 40.00
Kingo Park Deposit 30.00
Rotary Bandstand Fees:
Rent 75.00
Deposit 30.00
Soto Sports Complex Use Fees:
Campbell Field Rental Fee 15.00
Campbell Field Rental Fee (with lights)35.00
Pilg Field Rental Fee 15.00
Pilg Field Rental Fee (with lights)35.00
Santos Field Rental Fee 15.00
Volunteer Field Rental Fee 15.00
Volunteer Field with Lights Rental 35.00
Ikeda Field Rental 15.00
Ikeda Field with Lights Rental 35.00
Porter Field Rental Fee 20.00
Porter Field with Lights Rental 40.00
Tennis Court Rental-1 Hour 10.00
Tennis Courts - 4 Rental 100.00
Pickleball Club - Annual Fee 95.00
Food Booth Rental Fee (Soto)35.00
Food Vendor Space Rental Fee 10% of Gross
Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
38
Item 10.a. - Page 49
FY 2016-17 Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
Soto Sports Complex Use Fees (continued):
Meeting Room Rental Fee (Jaycee room)20.00$
Field Prep Fees (except Porter)20.00
Field Prep Fees - Porter 35.00
Tournament Sch. & Coordin Fee 65.00
Tournament CLEANING / SECURITY Deposit Fee 260.00
Tournament Staff Attendant - HOURLY FEE 15.00
Soto Sports Complex Use Fees - APPROVED YOUTH GROUPS:
Field Rental (practice and league games) - each field - hourly 2.00
Concession Stand Fee - Buildings - hourly 5.00
Concession Stand Fee - Mobile - hourly 3.00
Non-resident - per participant 2.00
Woman's Club Use Fees:
Non-Resident Fee 50.00
Partial day rental - Mon - Thurs, after 5 pm per hr 50.00
Full day rental - Friday, Saturday, or Sunday 550.00
Second day rental - Friday, Saturday or Sunday 275.00
Security Deposit (No Alcohol/No Band)400.00
Security Deposit (with Alcohol)1,000.00
Building Supervision Fee per hr 12.00
Rental Fee (on-going users):
Non-profit groups/Service clubs/Youth groups:
(20 or less attendees)per hr 3.00
(21 - 50 attendees)"4.00
(51 or more attendees)"5.00
Groups with reciprocal services "3.00
Private groups or clubs:per hr
(20 or less attendees)"8.00
(21 - 50 attendees)"9.00
(51 or more attendees)"10.00
Groups with reciprocal services "5.00
For-profit groups per hr 25.00
Custodial Fee (special event rentals only)100.00
Reservation Cancellation Fees:
If cancelled 30 days or more ahead of event 100.00
If cancelled less than 30 days ahead of event 200.00
39
Item 10.a. - Page 50
FY 2016-17 Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
Woman's Club Use Fees (continued):
Amenities Fees:
Chairs per chair 0.25$
Tables per table 1.00
Community Garden Deposit 25.00
Community Garden Plot per 6 months 36.00
Elm Street Community Center Use Fees:
Rental Fee per hr 30.00
Rental Fee - full day 175.00
Building Supervision Fee per hr 10.00
Security deposit 150.00
Adult Sport League Fees:
Adult Softball 435.00
Adult Basketball 365.00
Non-Resident Fee 8.00
Seasonal Playground Programs:
Annual Registration Fee 15.00
Playground-Elm Street (Winter/Spring/Summer)per day 23.00
half day 11.50
Late pickup (after 4:15)10.00
Pre-School Fees:
Annual Registration Fee 15.00
Play & Learn-Tues & Thur.per hr 4.20
Play & Learn-Mon, Wed & Fri."4.20
Kindergartens in Training "4.20
Summer Play & Learn "4.20
Late Pick-up Fees:
First late pick-up per child 5.00
Second late pick-up "10.00
Third late pick-up "20.00
40
Item 10.a. - Page 51
FY 2016-17 Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
Children In Motion Program:
Children In Motion Annual Registration 25.00$
Branch School - Mornings
5 Days Per Week per 4 wks 97.50
4 Days Per Week "84.00
3 Days Per Week "67.50
2 Days Per Week "48.00
Branch School - Afternoons
5 Days Per Week per 4 wks 178.75
4 Days Per Week "154.00
3 Days Per Week "123.75
2 Days Per Week "88.00
Extra Day - Branch School
Morning per day 6.50
Afternoon "12.75
Late Start Monday per day 2.25
Kindercare - Branch School
5 Days Per Week per 4 wks 195.00
4 Days Per Week "168.00
3 Days Per Week "135.00
2 Days Per Week "96.00
Extra Day per day 12.75
41
Item 10.a. - Page 52
FY 2016-17 Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
Children In Motion Fees (continued):
Ocean View School - Mornings
5 Days Per Week per 4 wks 97.50$
4 Days Per Week "84.00
3 Days Per Week "67.50
2 Days Per Week "48.00
Ocean View School - Afternoons
5 Days Per Week per 4 wks 195.00
4 Days Per Week "168.00
3 Days Per Week "135.00
2 Days Per Week "96.00
Extra Day - Ocean View School
Morning per day 6.50
Afternoon "12.75
Late Start Monday per day 2.25
Elm Community Center - Mornings
5 Days Per Week per 4 wks 276.25
4 Days Per Week "238.00
3 Days Per Week "191.25
2 Days Per Week "136.00
Elm Community Center - Afternoons Care Plan A
5 Days Per Week per 4 wks 195.00
4 Days Per Week "168.00
3 Days Per Week "135.00
2 Days Per Week "96.00
Elm Community Center - Afternoons Care Plan B
5 Days Per Week per 4 wks 373.75
4 Days Per Week "322.00
3 Days Per Week "258.75
2 Days Per Week "184.00
42
Item 10.a. - Page 53
FY 2016-17 Fee Description
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
RECREATION SERVICES
Children In Motion Fees (continued):
Extra Day - Elm Community Center
Morning per day 15.00$
Care Plan A (12:15 pm - 3:15 pm)"12.75
Care Plan B (12:15 pm - 6:00 pm)"24.50
Winter/Spring/Summer -Full Day
5 Days Per Week per week 150.00
4 Days Per Week "128.00
3 Days Per Week "102.00
Minimum Days (teacher work day/early release)
Regular day of attendance per day 9.75
Non-regular day of attendance "16.50
Late Pick-up Fees:
Children in Motion is open until 6:00 pm. Additional fees apply for children picked up after 6:00
Pickup 6:01 - 6:15 pm per child 10.00
Pickup 6:16 - 6:30 pm "20.00
Pickup 6:31 - 6:45 pm "30.00
43
Item 10.a. - Page 54
FY 2016-17
LABOR COSTS (per hour):
DURING REGULAR WORK HOURS:
Full Time employee 59.30$
Part Time employee 22.20
AFTER REGULAR WORK HOURS:
Full Time employee 88.95
Part Time employee 33.30
MINIMUM CALL-OUT RATE 2 hours at 1.5 times billing rate
EQUIPMENT BILLING RATE (per hour)
Pickup Truck 17.00
Service Truck 42.00
Backhoe 43.00
CAT Generator 82.00
Loader 50.00
6" Pump 23.00
Dump/Flat Bed Truck (5-7 yds)36.00
Sewer/Vacuum/Jet Truck 125.00
Chipper 44.00
Concrete Saw 10.00
Air Compressor 17.00
5-Ton Roller 30.00
MATERIAL COST: (cost plus tax)
Concrete (per yard)125.00
Sand (per ton)25.00
Class II Base (per ton)30.00
A/C (per ton)100.00
City of Arroyo Grande
MASTER FEE SCHEDULE
Fiscal Year 2016-17
PUBLIC WORKS SERVICES
Fee Description
Item 10.a. - Page 55
2016
FULL COST OF SERVICES
(USER FEE)
STUDY
for the
FINAL REPORT
June 30, 2016
WOHLFORD CONSULTING
372 Florin Road, #293
Sacramento, CA 95831
(916) 205-7050
chad@wohlfordconsulting.com
ATTACHMENT 1
Item 10.a. - Page 56
[THIS PAGE INTENTIONALLY LEFT BLANK]
Item 10.a. - Page 57
2016 Full Cost of Services (User Fee) Study
FINAL REPORT
Wohlford Consulting i June 30, 2016
TABLE OF CONTENTS
EXECUTIVE SUMMARY _____________________________________________________1
PROJECT BACKGROUND ____________________________________________________2
Purpose and Intent .................................................................................................2
Scope of the Study ..................................................................................................3
Purpose of the Report ............................................................................................3
About Wohlford Consulting .................................................................................3
LOCAL GOVERNMENT USER FEE ISSUES ____________________________________4
User Fees Defined ...................................................................................................4
Background ............................................................................................................4
Impetus for User Fees and Increased Scrutiny ...................................................5
Basic User Fee Principles ......................................................................................7
PROJECT APPROACH AND METHODOLOGY _________________________________9
Conceptual Approach ............................................................................................9
Summary Steps of the Study ...............................................................................10
Basic Assumptions and Standards .....................................................................12
Quality Control ....................................................................................................15
FINDINGS AND RESULTS ___________________________________________________16
Summary ...............................................................................................................16
Table: Summary Results ..............................................................16
Definition of Results .............................................................................................17
Potential Cost Increases from Prior Studies and Fee-Setting ..........................17
Considerations Concerning Recommended Fees ..............................................18
Limitations for Use of Revenue Results .............................................................19
Results for Planning .............................................................................................19
Results for Building .............................................................................................21
Results for Engineering .......................................................................................23
Results for Police ..................................................................................................25
Results for Staff Hourly Rates (Cost Recovery Rates) .....................................27
Other Beneficial Outcomes of the Study ............................................................30
Item 10.a. - Page 58
2016 Full Cost of Services (User Fee) Study
FINAL REPORT
Wohlford Consulting ii June 30, 2016
TABLE OF CONTENTS (continued)
OTHER ISSUES AND INFORMATION _________________________________________31
Fee Setting Considerations ..................................................................................31
Fee Comparison Issues ........................................................................................33
Cost “Reasonableness” ........................................................................................34
Enhanced Fee Flexibility .....................................................................................35
Implementation Issues .........................................................................................35
Potential Implementation Strategies ..................................................................37
Future Updates .....................................................................................................40
CONCLUSION ______________________________________________________________43
Thank You to City Staff ......................................................................................43
Closing Comments ...............................................................................................43
APPENDICES _________________________________________________________________
Appendix 1: Cost Results for Planning
Appendix 2: Cost Results for Building
Appendix 3: Cost Results for Engineering
Appendix 4: Cost Results for Police
Item 10.a. - Page 59
2016 Full Cost of Services (User Fee) Study
FINAL REPORT
Wohlford Consulting Page 1 of 43 June 30, 2016
EXECUTIVE SUMMARY
The City of Arroyo Grande engaged Wohlford Consulting to conduct an analysis of the full costs
incurred by the City in support of a range of activities for which the City charges user fees. In
order to ensure accuracy and establish a clear nexus between the cost of those services and the
fees, the study utilized a unit cost build-up methodology to identify the full cost for individual
fee activities. By projecting an estimated average annual volume for each fee activity, the study
also identified the annual cost of the services and the potential annual revenue for the fee
activities at full cost levels. The following table shows a summary of the results:
Summary Results
FEE SERVICE
AREA
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT
FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
Planning $ 659,000 $ 196,000 $ (463,000) 30%
Building $ 434,000 $ 347,000 $ (87,000) 80%
Engineering $ 387,000 $ 319,000 $ (68,000) 82%
Police $ 160,000 $ 55,000 $ (105,000) 34%
TOTALS: $ 1,640,000 $ 917,000 $ (723,000) 56%
The current cost of City fee activities included in this study is approximately $1.6 million
annually. Given the current fee levels charged by the City, the potential annual revenue
(assuming a consistent activity level) is $917,000, which represents a current annual fund deficit
of approximately $723,000 and a cost-recovery ratio of 56% overall. In other words, if the City
set fee levels at the full cost of each service, (100% cost-recovery) the City could collect an
additional $723,000 in revenue from fee activities each year.
The reality of the local government fee environment, however, is that significant increases to
achieve 100% cost recovery in a single year are often not feasible or desirable. In addition, some
of the “fee” activities, while technically possible to establish as full cost fees, are likely not
feasible to charge full cost (e.g., appeals to City Council). In recognition of this situation, City
staff will develop a series of recommended fees that may result in less than full cost recovery.
Annual revenue from the recommended fees, and the actual cost-recovery ratio, will not be
known until City staff prepares their analyses and submits recommendations to the City Council.
The details behind these summary figures are in the body and appendices of this report. The
appendices present the fees at full cost and indicate potential annual revenues for each fee
category.
Item 10.a. - Page 60
2016 Full Cost of Services (User Fee) Study
FINAL REPORT
Wohlford Consulting Page 2 of 43 June 30, 2016
PROJECT BACKGROUND
Purpose and Intent
In its effort to manage resources wisely and meet service demands, the City of Arroyo Grande
utilizes a variety of tools to ensure that it has the best information to make good decisions, fairly
and legitimately set fees, affect revenues, maintain compliance with state law and local policies,
and meet the needs of the City administration and the public. Given the limitations on raising
revenue in local government, the City believes that a Cost of Service Study (Study) is the most
effective way to understand the costs of its services and identify potential fee changes and
revenue impacts.
A quality Cost of Service Study is much more than a method to identify the cost of service and
potential fee increases. This type of analysis can also become a management tool, providing
information and perspectives that can help the City better understand its operations and financial
circumstances. Other important outcomes from the study processes and results include the
ability to:
Calculate specific fee subsidies and overall revenue impacts of current and potential
fees;
Identify new fees and cost recovery strategies;
Enhance internal understanding of program operations and support activities;
Allow the City to compare its costs (if available) or fee levels with neighboring
jurisdictions;
Quantify productivity and staffing shortages;
Measure the distribution of staff effort of specific positions to individual tasks and
service areas, which can help managers more effectively prioritize work tasks;
Ensure that the City’s fees are consistent with state law;
Ensure City fees are defensible to the public, interest groups, and the courts; and
Foster a better understanding of workflow and staff involvement in specific services and
activities.
The principal goal of the Study is to determine the full cost of the development-related services
provided by the City. Other objectives of the project included:
Establish objective and transparent fee information
Develop insight and a rational basis for setting fees
Understand individual fee subsidies and overall funding deficits
Balance revenues
Understand the context and principles of user fees
Improve fairness and equity
Ensure compliance with state law
Item 10.a. - Page 61
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Scope of the Study
The Study’s scope included a review and calculation of user fees charged by the following
departments:
Community Development Department
o Planning
o Building
o Engineering
Police Department
The Study focused on the cost of City services at anticipated service and staffing levels. This
study was not a management study intended to identify, evaluate, or quantify potential cost
savings opportunities, efficiency and effectiveness improvements, performance or productivity,
staffing or organizational structure, process changes, risk mitigation, or other factors that could
later influence operating practices and the cost of the services. The analysis did not seek to
compare the service levels, fee structures, quality, or operating practices of Arroyo Grande to
other cities. This study also did not address potential economic or social impacts of possible fee
increases on the community.
Purpose of the Report
This report presents a summary of the study results and a general description of the approach and
methods used to determine the cost of services. Some issues are presented as background for the
results and the study processes. However, the report is not intended to document all of the issues
and discussions involved with the study, nor is it intended to provide persuasive discourse on the
relative merits of the tools, techniques, methods, or other approaches used in the study. The
main source of detailed information from this study is the series of worksheets and workbooks
that contain the source data and calculations that lead to the final results.
About Wohlford Consulting
The consultant for this study, Chad Wohlford, has over 28 years of experience analyzing and
managing government costs and operations, including 12 years of direct government
management and analytical service. He has personally engaged in over 240 cost analysis studies
with more than 70 different government clients (many of them for multiple projects) in
California and six other Western states. Before forming Wohlford Consulting, Mr. Wohlford
was the state director of the cost services practice for a large national consulting corporation.
Item 10.a. - Page 62
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LOCAL GOVERNMENT USER FEE ISSUES
User Fees Defined
A User Fee is:
A fee or rate charged to an individual or group that receives a
private benefit from services provided by the City.
The defining principle behind a user fee is the nature of the individual or private benefit that
results from the service for which the fee is charged. With the inflexibility and categorical
requirements of many funding sources, taxes (as embodied by the General Fund) are generally
levied and used to pay for services that benefit the public as a whole (i.e., community benefit).
Of course, a number of gray areas exist to complicate the specific categorization of charges,
since many services that appear to benefit a single group may have secondary benefits to others.
It is the prerogative of the City Council or other governing body to determine the final fee levels
that reflect the local policies and intent regarding cost recovery and subsidies.
A type of local government fees that is similar in nature, but otherwise separated from, user fees
is utility rates. Utility rates seek to recover for the usage of a particular commodity provided by
the government agency, such as water or sewage treatment. In contrast, the traditional user fees
addressed in this Study relate to services for which employee time is the most prominent feature
of the service and regulatory approval is the normal product of the transaction.
Another common type of fees in local government is Development Impact Fees (DIF or AB
1600 fees). These fees are often confused with user fees, since DIF’s are authorized by some of
the same state statutes and also relate to development. However, DIFs are intended to recover
the cost for additional infrastructure that becomes necessary due to new development. The fees
collected for development impacts can only be used for capital projects—not ongoing operations.
User fees are intended to fund the current operations of the departments that provide the services.
Background
As part of an overall funding strategy, local government relies upon user fees to fund programs
and services that provide limited or no direct benefit to the community as a whole. With rising
demands for services and restrictions on most other funding sources, cities have increased
scrutiny of subsidies provided by the General Fund to other funds and to service recipients that
reap a disproportionate share of the benefits. To the extent that the government uses general tax
monies (General Fund) to provide an individual with a private benefit and not require the
individual to pay the cost of the service (and, therefore, receive a subsidy), the government is
unable to use those resources to provide benefits to the community as a whole. In effect, then,
the government is using community funds to pay for a private benefit. Unlike other revenue
sources, cities have greater control over the amount of user fees they charge to recover costs.
Item 10.a. - Page 63
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Impetus for User Fees and Increased Scrutiny
Prior to Proposition 13, California cities were not as concerned as they are today with potential
subsidies and recovering the cost of their services from individual fee payers. In times of fiscal
shortages, cities could raise property taxes, which funded everything from police and recreation
to development-related services. However, this situation changed with the passage of
Proposition 13 in 1978.
Proposition 13 ushered in the era of revenue limitation in California local government. In
subsequent years, the state saw a series of additional limitations to local government revenues.
Proposition 4 (1979) defined the difference between a tax and a fee: a fee can be no greater than
the cost of providing the service; and Proposition 218 (1996) further limited the imposition of
taxes for certain classes of fees. As a result, cities were required to secure a supermajority vote
in order to enact or increase taxes. Since significant resistance usually emerges to any efforts to
raise local government taxes, cities have little control and very few successful options for new
revenues.
To compound the revenue problems faced by local government, the state of California took a
series of actions in the 1990’s and 2000’s to improve the state’s fiscal situation—at the expense
of local government. The “Educational Revenue Augmentation Fund” (ERAF) take-away of
property taxes and the reduction of Vehicle License Fees severely reduced local tax revenues.
Cities (and counties) faced significant funding troubles in the face of rising and sometimes
uncontrollable costs, increased citizen demands, and continued imposition of state mandates.
The flexibility of local government budgets to address their own priorities was hampered by
categorical grants, earmarked funds, mandates, maintenance of effort requirements, and funding
match requirements. As expected, cities and counties sought relief.
To cope with the funding shortages, local government was forced to enact service reductions,
seek reimbursement from the state for more and more mandated services (SB 90 Mandated Cost
Reimbursement), and impose a wider range and higher levels of user fees and impact fees. In
turn, to placate local government and transfer some control and responsibility, the state delegated
more authority to charge user fees. The state also codified limitations to user fee levels and
administration and put more of the responsibility and liability for user fees to the local level.
With greater need and authority to charge fees, many local governments took to the concept
readily and enacted new and increased fees. After a series of real and/or perceived abuses, a
focused and influential user fee backlash occurred in the mid-1990’s that required further
clarification and limitation of user fee practices. Special interest groups challenged the fees in a
number of cities and counties, resulting in a series of lawsuits, special studies, and formal
opinions from the California Attorney General (1995) and Legislative Counsel of California
(1997).
The end result of all of these user fee actions is an environment of significant scrutiny of any and
all fee actions. Local government has been forced to pay greater attention to the methods and
Item 10.a. - Page 64
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bases for new fees, since they can be readily challenged. The focus of fee-setting decisions has
shifted from the revenue needs to the actual cost of the services provided. “Pay to play”
principles have become more prominent as a way to ensure equity and fairness for all citizens.
In addition, the issue of subsidies has come to the forefront, since it has become less tolerable to
use general taxpayer funds to subsidize the private activities and profits of developers (for
example) and other individual beneficiaries of city services—at the expense of more public
safety and social services.
Most Recent Change: Proposition 26
In 2010 the trend to limit fee progression continued when California voters approved Proposition
26. This measure attempted to further define and clarify which local government charges are to
be considered taxes (subject to public vote) and which are fees (subject only to city council or
board of supervisors approval). In summary, the measure established that any “levy, charge, or
exaction of any kind imposed by a local government” is a tax, unless it falls into one of seven
categories (exceptions):
(1) A charge imposed for a specific benefit conferred or privilege granted directly
to the payor that is not provided to those not charged, and which does not
exceed the reasonable costs to the local government of conferring the benefit
or granting the privilege.
(2) A charge imposed for a specific government service or product provided
directly to the payor that is not provided to those not charged, and which does
not exceed the reasonable costs to the local government of providing the
service or product.
(3) A charge imposed for the reasonable regulatory costs to a local government
for issuing licenses and permits, performing investigations, inspections, and
audits, enforcing agricultural marketing orders, and the administrative
enforcement and adjudication thereof.
(4) A charge imposed for entrance to or use of local government property or the
purchase rental or lease of local government property.
(5) A fine, penalty, or other monetary charge imposed by the judicial branch of
government or a local government as a result of a violation of law, including
late payment fees, fees imposed under administrative citation ordinances,
parking violations, etc.
(6) A charge imposed as a condition of property development.
(7) Assessments and property related fees imposed in accordance with the
provisions of Article XIII D (Proposition 218).
Item 10.a. - Page 65
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According to analyses by the League of California Cities, the “vast majority of fees that cities
would seek to adopt will most likely fall into one or more of these exemptions.”1 As a specific
example, also according to this analysis, “most fees currently imposed by local planning and
building departments will be exempt from Proposition 26”2 under exception numbers one, two,
three or six.
As a cost of services study, this analysis sought to evaluate the cost of a wide range of services
and activities conducted by the various departments regardless of whether the services are
associated with specific fees. While this study includes cost analysis of services that could be
considered for fee adoptions, it does not, in and of itself, establish fees or fee levels for the City
of Arroyo Grande, which is the purview of the City Council. If recommended fees are provided
in the study, the types of fees and charges that are likely to be considered “taxes” under
Proposition 26 are normally and intentionally excluded. (Note: In rare instances where a
recommendation would be provided to set a cost recovery level for a service considered a “tax”
under Proposition 26 definitions, the recommendation assumes that the City will implement
those taxes in compliance with state law. There are no such instances in this study for the City of
Arroyo Grande.)
While the study evaluates the cost of many direct services, including some that are unrecoverable
and/or may not ever become recommended fees, the fees likely to be adopted are designed to
recover the reasonable cost of providing the service to the individual fee payers. As noted above
and as defined in Proposition 26, these fees fall within the definitions of the exceptions. Due to
its relatively recent enactment, however, Proposition 26 has not yet been subject to review by the
courts, some uncertainties exist regarding its application. Prior to any new fee implementation, it
would be prudent for the City’s own legal counsel to evaluate the impact of Proposition 26 (and
all other related laws) to ensure full compliance with state law.
Basic User Fee Principles
The definition of a user fee, the modern environment for their existence and administration, and
general public administration concepts all affect a Cost of Service Study. Wohlford Consulting
considered a variety of related principles to assist the City of Arroyo Grande in the determination
of user fee structures, service costs, and implementation. Under these principles, User Fees
should be:
• Based on the Cost of Services:
Not arbitrary
Not unintentionally subsidized
Not unfairly subsidized
• Fair and Equitable
• Consistent with City Goals / Objectives
• Compliant with State Law
• Dynamic (for updates & anomalies)
1 Living with Proposition 26 of 2010: Many Local Fees Will Fit Within Seven Categories of Exemptions, November
2010, Page 1
2 Proposition 26 Implementation Guide, April 2011, Page 43
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For most of the development-related user fees, state law establishes that “…fees may not exceed
the estimated reasonable cost of providing the service for which the fee is charged…”
(Government Code §66014). The “fee” exceptions in Proposition 26 also state that the charge
must “not exceed the reasonable costs” to provide the service. This general admonition is the
dominating principle in this Cost of Service Study. The methodology, approach, data collection,
quality control, and other efforts of the study are intended to establish compliance with this
principle. The costs calculated in the study represent the estimated reasonable full cost for each
service and, therefore, the maximum fee the City may charge for its services.
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PROJECT APPROACH AND METHODOLOGY
Conceptual Approach
The basic concept of a Cost of Service Study is to determine the full cost of each service
provided by the City for which the City charges a user fee. The full cost may not necessarily
become the City’s fee, but it serves as the objective basis upon which the City can make
informed decisions regarding final fee levels.
In order to determine the full cost for each fee service, the cost analysis incorporates the
following “full cost” components:
Direct Salaries & Benefits
Services and Supplies
Indirect and Support
Activities
Supervision and Support
Cross-Department Support
Department Administration
Citywide Administration (Cost
Allocation Plan)
Facility Use
Capital (annualized)
Anticipated Growth
A critical method to ensure full cost recovery rates is to establish annual billable (productive /
available) hours for staff. The Study reduces the full-time annual hours (2,080) for each position
classification by non-billable hours, such as holiday, vacation, and sick leave, staff meetings,
mandated breaks, and training. In studies conducted by Wohlford Consulting, the typical
number of billable hours for the average full-time employee is approximately 1,400 hours per
year, but this figure might normally range from 1,200 to 1,500, depending on the type of
position. The Arroyo Grande study calculated a billable hour total for each position
classification in the study. By using the billable hours, rather than the full 2,080 hours of full-
time pay, the Study ensures that hourly rates and the resultant costs reflect the levels necessary to
recover the full cost of services in a particular year given the practical availability of staff to
provide services.
The standard fee limitation established in California law for property-related (non-discretionary)
fees is the “estimated, reasonable cost” principle. In order to maintain compliance with the letter
and spirit of this standard, every major component of the fee study process included a related
review. The use of budget figures and time estimates indicates reliance upon estimates for some
data. In other areas, the study includes actual known figures that exceed the estimated,
reasonable standard. The key to the defensibility of the Study, therefore, is a dedication to the
reasonableness of the data and results. The quality control measures implemented ensure the
Study satisfies the reasonableness standard. The study does not utilize arbitrary data or other
information that would not satisfy the estimated/reasonable standard.
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In those cases where it was possible to establish reasonably consistent time/workload standards
for specific services, the analysis develops the cost of the service as a “flat” or “fixed” fee. In
addition to providing consistent cost information, this approach is the most common method for
developing the full cost of City services.
The alternative to fixed fees is to track actual staff time for every staff member for every service.
This approach creates an administrative burden and leaves the City and the fee payer unable to
predict the final fee amount. This alternate “real time” billing approach is appropriate, however,
when the fee activity varies widely between occurrences and would thus cause fixed fees to be
unfair and unreasonable in a significant number of cases. In those cases where real-time billing
is recommended, the City may require a deposit to ensure a minimum fee is received. The Study
established some fees as “real time” billing charges when necessary and calculated potential
deposit levels based upon staff time estimates for common service levels.
The cost figures used as the basis for the study were from the City of Arroyo Grande’s FY 2016-
17 final approved budget.
Summary Steps of the Study
The methodology used to determine individual user fee costs is fairly straightforward. This
analysis employs a “unit cost build-up” approach to determine the cost of individual services.
The approach uses the following factors:
• Staff time to complete activities and services
• Direct cost of individual staff positions (converted to productive hourly rates)
• Rational distribution of overhead and support costs
Multiplying the first two factors (# of hours by hourly rate) identifies the direct cost for each
service. By distributing the remaining indirect/overhead costs, the analysis establishes the full
cost. The following list provides a summary of the study process steps:
Fee Study Process Outline
1. Establish the inventory of fee services (current and potential)
2. Identify the staff positions that work on each fee service
3. Calculate the direct productive hourly rate for each position
4. Determine the time necessary for each position to perform fee tasks
5. Calculate the direct cost of the staff time for each fee
6. Distribute indirect and overhead costs to each fee
7. Sub-allocate supporting activities to fee services
8. Perform quality control processes (constant)
9. Calculate revenue impacts
10. Perform the “gap analysis” (unit and total subsidies/deficits)
11. Perform review processes
12. Document and present results
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To ensure a high degree of accuracy and thoroughness for the study, each of these steps in the
process involves a rigorous set of subtasks, iterations, reviews, and quality control requirements.
Both City staff and the consultant were involved with the performance and/or review of each of
these steps.
The following table illustrates the methodology using hypothetical information in a simplified
format:
Simplified Unit Cost Calculation
(hypothetical example)
Service ("Fee“ or
Program) /
Activity
Time to
Complete
1
Activity
(hours)
X
Productive
Hourly
Rate
=
Full Cost
(per Unit
of Fee
Activity)
X
Annual
Volume
of
Activity
=
Annual
Cost or
Potential
Annual
Revenue
FEE #1: 10
Intake 0.5 $ 100 $ 50 10 $ 500
Plan Check 1 $ 100 $ 100 10 $ 1,000
Inspection 2 $ 100 $ 200 10 $ 2,000
Filing 0.5 $ 100 $ 50 10 $ 500
Salaries &
Benefits Total: 4 $ 100 $ 400 10 $ 4,000
Indirect Costs $ 50 10 $ 500
TOTAL COST $ 450 10 $ 4,500
The above table of hypothetical data indicates that Fee #1 takes staff a total of four hours to
complete the necessary services, so at $100 per hour, the direct staff cost is $400 per unit. The
addition of $50 for indirect and overhead costs brings the total unit cost to $450. With 10 units a
year, the total annual cost for the service is $4,500.
It is important to note that this simple example indicates only a single position at four hours
consumed per unit. The actual time analysis is much more detailed, and includes individual time
estimates for each employee who works on each service for which the City charges a fee.
By multiplying the unit costs by the annual number of fee activities, the analysis estimates the
total annual cost of the fee-related activities. By using the same annual activity volumes and
multiplying them by current fees, the Study establishes potential cost recovery from current fees.
The difference between the two figures is the actual cost-current fee gap. If the current fees are
greater than the actual cost, the gap is an over collection or profit. If the full cost is greater than
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the current fees, the gap represents a subsidy, or individual fee deficit. The following table
illustrates a simplified example of a gap analysis:
Simplified Annual Deficit/Gap Analysis
(hypothetical example)
Fee
Annual
Volume
of
Activity
X Current
Fee =
Annual
Cost
Recovery
@ Current
Fee
-
Annual
Cost
Recovery
@ Full
Cost
=
Current
Annual
(Deficit) /
Surplus
Fee #1 10 $ 100 $ 1,000 $ 4,500 $ (3,500)
Fee #2 15 $ 75 $ 1,125 $ 2,000 $ (875)
Fee #3 20 $ 50 $ 1,000 $ 500 $ 500
Fee #4 25 $ 25 $ 625 $ 100 $ 525
Total: $ 3,750 $ 7,100 $ (3,350)
The above table indicates that Fee #1 is currently subsidized $3,500 per year, while the City is
charging fee payers $500 more per year than the associated cost for the service represented by
Fee #3.
Basic Assumptions and Standards
The study relied upon a series of underlying assumptions and basic considerations to achieve the
results. These issues are described below:
Time
Estimates: One of the principal building blocks of the cost analysis is the estimate of time
that represents City staff workload related to each fee service and/or subordinate
activity. The use of staff-provided time estimates was necessary in the absence of
actual time data, such as the kind that could be developed through a long-term
time and motion study or other more formal methods. A study to determine
actual time consumed for each project type is not feasible for a municipal cost of
service (user fee) study, as it would take several years for each project type to
occur in the City (in order to collect the associated data), and the variability
between instances of each type would render the actual data unreliable anyway.
Furthermore, the cost to conduct such an analysis to achieve useful data would be
extensive and would greatly offset any value of the cost of service study—all
without improving the acceptability, defensibility, or accuracy of the cost study
results.
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If conscientiously considered by qualified staff, time estimates satisfy the
requirement that a non-discretionary fee must not exceed the “…estimated
reasonable cost of providing the service for which the fee is charged…” (GC §
66014 a).
For this Study, Department staff provided time estimates that represent a normal
level of effort for each fee activity, as determined by past experience, and
necessary to perform an acceptable professional level of service. This data was
reviewed by other experienced staff in the organization, in order to utilize other
perspectives and experiences and further ensure reasonableness. This approach is
“industry standard” for cost of service and user fee analysis.
Full Cost: The study determines the full cost of services. To this end, the analysis includes
all direct costs for the department services, such as the salaries and benefits of the
employees who perform the services. The analysis also includes the appropriate
distribution of legitimate indirect and overhead costs that support the operations
and personnel that perform the services. These costs include general supplies and
services, utilities, insurance, facility and equipment costs, technology upgrades,
division and department overhead, support from other departments, reserve
contributions, annualized capital costs, annualized supporting plan maintenance
(e.g., Arroyo Grande General Plan Update), and citywide overhead—all whenever
applicable. Citywide overhead is comprised of central service costs, such as city
manager, finance, city attorney, and human resources, as determined through the
City’s Cost Allocation Plan (or CAP). These costs are universally accepted as
components to be included in service cost (fee) calculations, because the
underlying services provide the organizational and operational support necessary
for the employees and administrative infrastructure to exist and conduct the fee
activities. It is important to note that all of these costs are distributed to the fee-
related services, as well as the non-fee-related services. In other words, the costs
for fee-related services are not burdened with all of the cost, but only their fair
share of the cost. The costs assigned to most direct non-fee services are
considered unrecoverable.
Non-Fee
Services: As a full cost of service analysis, the study for each division/fee area also
calculates the cost of non-fee services. These services include areas such as
public information, CIP activities, and support to other City departments, which
do not have associated fees. The purpose of including these other services is to
ensure the fair and appropriate distribution of overhead and indirect costs to all
areas, instead of concentrating these costs only on the fee-related activities. This
approach also allows the analysis to distribute staff hours across all activities to
ensure a true picture of the utilization of staff time and cost and provide a quality
control check. The detailed study results in the appendices indicate whether a
summary total includes “All Services” (including non-fee categories) or “Fee
Services Only” (excluding non-fee services). The figures in the body of this
report only include the “Fee Services” totals.
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Service Level
Assumptions: The analysis is based upon the City’s current organization and business practices.
The study assumed continued consistency in the time consumption for each
service, as well as future staffing, quality, productivity, efficiency, and all other
qualitative and quantitative standards.
The analysis is also based upon a level of service determined by Department
management to be the minimum professional standard. The study assumed
consistency in the future time consumption for each service, as well as future
staffing, quality, productivity, efficiency, and all other qualitative and quantitative
standards.
Consistent
Workload: Most of the service costs in this study were developed as “flat” or fixed fees.
Under this approach, the Study calculates the cost of the services after assuming
that all services for a specific fee will require the same workload (time),
regardless of the characteristics of the particular fee activity or the applicant.
Time estimates that reflect the “typical” level of effort required for a particular fee
activity. The flat fee approach ignores the variance in time that may exist from
applicant to applicant, due to qualitative or other differences in the applicants
themselves or their submitted materials. The overall efficacy of this approach
relies upon the assumption that the variances will average out over the course of
time, resulting in a consistent and reasonably fair fee for all.
Subsidy: A deficit exists when the cost of a particular service is greater than the fee
charged and recovered for that service. This deficit creates the need for a subsidy
from another funding source, so the use of either term in this report or in
subsequent discussions is appropriate for the same meaning.
Individual fee subsidies can take different forms. In cases where different size
fees within the same category are set at different cost-recovery levels, one fee
payer may subsidize another for the same type of service. This situation exists,
because the individual fees are not each priced to recover the individual costs of
the services (i.e., one payer is overcharged and one is undercharged). Examples
of this often occur in valuation-based Building fees, when larger projects in the
same category are overcharged and subsidize smaller projects. (Note: Arroyo
Grande does not use the valuation-based fee system.) In these instances, there is a
basic imbalance and/or unfairness between fee payers built into the system. If all
fees are set to recover less than full cost, each fee payer receives a subsidy from
another funding source, such as the General Fund or another fund balance.
The individual fee subsidies add up to an overall annual funding deficit for the
Departments. The overall cost of services must be borne by a funding source, so
the concept of a subsidy needs to be carefully considered. In local government,
subsidies are normally covered by General Fund revenues, since most other
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funding sources are limited in what they can be used to fund. A reliance upon
General Fund revenues to fund private-benefit services, such as building
inspections, can create criticism, since it reduces the availability of those revenues
for other public benefit services, such as public safety. However, subsidies can
also reflect positive public policy goals, since they can be used to encourage
certain desired activities.
This Study identifies existing subsidies for individual fee activities, as well as the
resulting annual operating deficits for the affected departments. The purpose of
the subsidy (gap) analysis is to inform the City regarding current subsidy levels
and give City leaders information to help them make informed fee setting and
policy decisions.
Costs vs.
Fees: The Study and appendices reference “fees” in titles and descriptions. In the
context of the full cost analysis, the terms “cost” and “fees” are interchangeable.
The full cost of a service serves as the potential fee until the City has an
opportunity to review the results and establish new fee levels for implementation.
This study does not presume to establish City fees, since the decisions about fee
levels are the purview of the City Council and require additional information
(e.g., community input, economic impacts, etc.) that was not evaluated as part of
this study.
Quality Control
The quality of a cost of service study is dependent on the data that is used for the analysis. All
study components are interrelated, so it is critical that the Study utilize good data. To avoid
accuracy problems and other quality flaws, the study incorporated a rigorous quality control
process with checks at every step in the analysis.
The quality control measures ensure that the study covers all of the issues, appropriately
accounted for positions and resources in the models, and factors all other data fairly and
accurately in the study. The elements of the quality control process used for the User Fee
calculations include:
Quality Control Steps / Initiatives
Involvement of knowledgeable
City staff and managers
Clear instructions and guidance
to City staff and managers
Process checklists
Reasonableness tests and
validation
Normalcy/expectation ranges
(data inputs and results)
Challenge and questioning
Utilization of staff hours
FTE balancing
Internal and external reviews
Cross-checking
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FINDINGS AND RESULTS
Summary
In a cost of service (user fee) analysis, the principal output and findings are the full cost figures
for the fee activities. The process for development of recommended fee levels for consideration
by the City Council will occur later. The appendices show unit fees individually by fee type:
Planning, Building, Engineering, and Police. In order to put the results in context, the analysis
also extrapolated the unit fees into a one-year period, which indicates the potential revenue
impacts to the City and individual departments.
The current cost of City fee activities included in this study is approximately $1.6 million
annually. Given the current fee levels charged by the City, the potential annual revenue
(assuming a consistent activity level) is $917,000, which represents a current annual fund deficit
of approximately $723,000 and a cost-recovery ratio of 56% overall. In other words, if the City
set fee levels at the full cost of each service, (100% cost-recovery) the City could collect an
additional $723,000 in revenue from fee activities each year.
The following table illustrates these results:
Summary Results
FEE SERVICE
AREA
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT
FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
Planning $ 659,000 $ 196,000 $ (463,000) 30%
Building $ 434,000 $ 347,000 $ (87,000) 80%
Engineering $ 387,000 $ 319,000 $ (68,000) 82%
Police $ 160,000 $ 55,000 $ (105,000) 34%
TOTALS: $ 1,640,000 $ 917,000 $ (723,000) 56%
It should be noted that the full cost figures presented in the table reflect only the total annual cost
of the fee-related activities included in this study. Each Department or Division also has a
number of non-fee activities that are not included in this table. Therefore, the table’s focused
cost figures will not match any budgets or other financial documents that include every
component of the Departments or Divisions.
As the table shows, each Department has a current annual funding deficit. Without fee increases,
the General Fund will need to offset (subsidize) the cost versus fee revenue gap by
approximately $723,000 annually.
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Another way to view these results is to consider the funding sources for the full cost of fee-
related activities. In the following graph, the bottom portion of each department indicates the
amount of the fees funded by current fees, and the upper portion represents the funding provided
by the General Fund.
Current Funding Sources of Fee Services
The appendices contain the unit cost and summary results for each fee area. To produce the
results, the Study utilized a collection of analytical models and worksheets that calculate and
document the cost of fee activities. Versions of these worksheets in pdf and/or Excel format
comprise the background documentation of the study and were provided separately to the City.
Definition of Results
The results of this Study reflect the full cost of fee-related services provided by the City. The
results are not necessarily the fees that the City will charge. The City Council has the authority
and responsibility to set the fee levels following receipt of staff recommendations, public
meetings, and deliberations.
Potential Cost Increases from Prior Studies and Fee-Setting
The cost analysis identifies significant gaps (deficits) between the full cost of individual services
(as calculated in the Study) and almost all current fees for those services.
$‐
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
GENERAL FUND SUBSIDY
PROJECTED REVENUE
FROM CURRENT FEES
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The City of Arroyo Grande has enacted fee changes in the past, primarily based upon
inflationary (CPI) increases, but it has been more than eight years since the most recent fee or
cost analysis was performed. Even if the City established user fees at 100% of full cost
identified in a previous study, and regularly applied an inflation factor, there are a variety of
reasons why the cost calculations in this study would identify significant gaps between the
current fees and full cost recovery. This study did not attempt to evaluate and quantify factors
that resulted in the gap, but common variables include:
Current fees may not have been previously set at full cost (policy decisions).
Increases in per-unit workload (i.e., time required to complete tasks) due to new codes
and regulations that add complexity and additional required checks and services to tasks
(e.g., AB 1881 Landscaping Requirements, stormwater permits, etc.).
Increases in City costs that exceed inflationary measures (e.g., Consumer Price Index)
such as:
o Employee salaries (COLA’s, step increases)
o Employee benefits (PERS, healthcare)
o Services and supplies (electricity, fuel, insurance)
o Citywide overhead costs (Cost Allocation Plan results)
Inclusion of new costs not in existence or identified in the previous study, such as:
o Internal administrative and supervision costs (department and division overhead)
o Annualized capital or asset replacement costs
o Cross-department support costs
o Support functions authorized to be included in user fees (e.g., code enforcement
costs in building and planning fees; general plan update costs)
Changes in technology and/or business processes
Improved analytical methodologies with enhanced rigor and comprehensiveness
Improved recognition of the role and treatment of productive / billable hours factors
(direct vs. indirect work hours)
Potential decreases due to streamlining/expenditure reductions
Considerations Concerning Recommended Fees
If the City’s primary goal is to maximize cost recovery from user fees, Wohlford Consulting
would recommend setting user fees at 100% of the full cost identified in the study, with few
exceptions. This approach would reduce the burden on external funding sources. This position
reflects a philosophy that fee payers should pay the full share for the services they consume from
the city for their private benefit.
Maximizing cost recovery may not be the only goal of a cost of service study, however, and
sometimes full-cost recovery is not needed, desired, or appropriate. Other City and department
goals, City Council priorities, policy initiatives, past experience, implementation issues,
community expectations, and other internal and external factors may influence staff
recommendations and City Council decisions.
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In recognition of these other issues, staff will work to develop recommended fees that address
the City’s current needs. Wohlford Consulting anticipates that the City Council may provide
further direction to staff regarding acceptable fee levels. In the meantime, the cost recovery
results shown in the Study are based upon full cost calculations and do not reflect any specific or
general fee recommendations provided by Wohlford Consulting.
Limitations for Use of Revenue Results
The annual results are based upon an estimated annual volume of activity. The purpose of these
total figures is to provide a sense of scale that puts the fund deficit and other results in context.
These figures are not perfect, since a number of variables will ultimately alter the final cost
recovery totals. Variables include:
Fees set at less than full cost
Increased or decreased activity from assumed levels
Change in the blend of service types and fees
Timing of the implementation of the fees and revenue collection
Service activities and fee collections that cross multiple fiscal years
Project tasks (activity volume count) and fee collection which occur in different years
This Study presents the potential cost recovery figures and annual costs only to provide a basis
for comparison of current fee levels to full cost (as well as a basis to establish recommended
fees). Since the impacts of these variable factors are unknown, Wohlford Consulting cautions
the City against using the annualized figures for the purpose of revenue projections or other
budgeting decisions.
Results for Planning
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
$ 659,000 $ 196,000 $ (463,000) 30%
Summary
Planning Division staff and the consultant worked together to develop the fees through a
unit cost build-up approach, whereby the analysis calculated the cost of each unit of
service (e.g., plan check and/or inspection process) using staff time and productive hourly
rates. To develop the annual deficit or surplus figures, the analysis multiplied the unit
costs and current unit fees by the anticipated annual volume of each service.
The cost analysis for Planning revealed an overall annual funding deficit of
approximately $463,000 for fee-related activities, with an overall cost-recovery rate of
30%. In addition, almost all (47 out of 49 fees, or 96%, by tally) of the current fees are
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less than the full cost of providing the services, thus providing a subsidy to fee payers.
The remaining fees (4%) are currently set equal to or higher than full cost. In other
words, if the City elects to set all fees to recover full cost (and no more), most of the
current fees would increase, and a few would be reduced. Overall, since the annual
volume of permit activity applies more heavily to those fees that are currently under-
charged (subsidized), the City would experience an overall increase in annual revenue of
approximately $463,000.
Another important finding of the cost analysis is that all six of the current hourly rates for
permanent positions included in the study for Planning are less than the full cost for
providing a productive hour of each position’s time—up to 81% less and averaging 70%
less. In instances where Planning would rely upon hourly rates (e.g., charges against
deposits), sufficient staff rates are critical for cost-recovery.
Appendix 1 contains the detailed results for Planning fee activities.
Potential Cost-Recovery / Revenue Limitations
The cost results for Planning indicate a potential for significant additional revenue—as
much as $463,000 annually—if fees are increased to full cost. In some municipal
situations, only a reduced portion of this kind of potential revenue is likely to be realized,
due to “fee” areas that are traditionally heavily subsidized, such as appeals or historical
review. In this Planning analysis, we did not include any fees/services related to
historical review, and the annual cost included for appeals was less than $10,000
annually. Therefore, almost all of the $463,000 in potential revenue is attainable if the
City sets fees at the full cost levels. To the extent that the City does not increase all fees
to their full cost levels, the City will not realize the associated additional annual revenue.
Potential New Fees
The analysis and results included the cost for all services in Planning for which fees are
currently charged, as well as some existing services that do not currently have fees (but
could reasonably be covered by fees). In that manner, the study attempted to identify
potential new fees the City could establish to recover cost and/or to help the City better
understand its current cost-recovery performance.
For Planning, the study did not identify any new potential fees for specific services. The
only “new” items are the following:
#65: Major Project with a Contract Planner - Actual cost of Contractor passed
directly through to Applicant
#66: Major Project with a Contract Planner - City Project Management and
Administrative Charge
These fees relate to projects that are wholly assigned to external contractors or
consultants, and the fees are designed to ensure that the City recovers full cost from the
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project applicants for the external contracted services, as well as the internal processing,
review, and oversight costs borne by Planning. The revenue impact of the new fees is
minimal, as #65 is merely a pass-through of costs, and the volume of #66 is unlikely to be
significant.
Impact of Fee Activity Levels
If the City increases its fees to the full cost levels, revenue from Planning fees could
increase by the amount described. However, it is important to note that fee service
activity levels will have the greatest impact on the final revenues resulting from fee
changes. Regardless of fee levels, the annual volume of fees (permits and services
provided) will principally drive the revenues. The Department provided an estimate of
anticipated volumes based upon their recent experience and ongoing assumptions. The
potential for additional cost recovery is based on a consistent comparison between the
current fees and the full cost fees at the same activity levels. Consequently, if service
demands and the resultant fee workload decline, the City would experience an overall
drop in Planning fee revenues that is unconnected to the results of this study.
Results for Building
Summary of Results
To calculate the full cost of these fee-related services, Building staff and the consultant
worked together using a unit cost build-up approach, whereby the analysis calculated the
cost of each unit of service (e.g., plan check and/or inspection process) using staff time
and productive hourly rates. To develop the annual deficit or surplus figures, the analysis
multiplied the unit costs and current unit fees by the anticipated annual volume of each
service.
The cost analysis for Building revealed an overall annual funding deficit of
approximately $87,000 for these fee-related activities, with an overall cost-recovery rate
of 80%. Furthermore, the analysis revealed that 95% (897 out of 945, by tally) of the
current fees are less than the full cost of providing the services, thus providing a subsidy
to fee payers. The remaining fees (5%) are set at a level equal to or greater than full cost.
In other words, if the City elects to set all fees to recover full cost (and no more), most of
the current fees would increase, and some might be reduced. Overall, the City could
experience an overall increase in annual revenue of approximately $87,000.
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
$ 434,000 $ 347,000 $ (87,000) 80%
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Just as individual fees recover their service costs at different levels, the different areas of
Building fee activity are recovering their costs at varying levels. The following table
shows the cost-recovery performance of each fee area in Building:
Summary of Building Cost Results
FEE CATEGORY
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT
FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
New Construction $ 350,200 $ 268,700 $ (81,500) 77%
Miscellaneous Items $ 54,200 $ 49,200 $ (5,100) 91%
Mechanical,
Plumbing, &
Electrical Items
$ 29,400 $ 28,800 $ (600) 98%
Total: $ 433,800 $ 346,700 $ (87,200) 80%
(Figures may not appear to calculate perfectly, due to rounding.)
The previous table includes an adjustment prorated across the Full Cost for each fee
category to account for the “utilization gap” that occurs when the model indicates that
staff are working more than the available / billable hours. This adjustment assumes that
the excess workload will result in processing delays, rather than increased revenue, or the
workload will be assigned to external contractors with a corresponding increase in cost to
offset additional revenue. In the Building results (Appendix 2), this utilization gap
amount is shown separately. Consequently, although the total figures match between the
above table and Appendix 2, the individual Full Cost figures for each fee category will
vary.
The cost analysis also shows that all three of the City’s current staff hourly rates in
Building are less than the full cost for providing a productive hour of each position’s
time—up to 54% less and averaging 32% less. In instances where Building would rely
upon hourly rates, sufficient staff rates are critical for cost-recovery.
Appendix 2 contains the detailed results for Building and Safety.
Potential New Fees
The analysis and results included the cost for all services in Building for which fees are
currently charged, as well as some existing services that do not currently have fees (but
could reasonably be covered by fees). In that manner, the study attempted to identify
potential new fees the City could establish to recover cost and/or to help the City better
understand its current cost-recovery performance.
For Building, the study did not identify any new potential fees for specific services. The
only “new” items are the following in Building Miscellaneous Fees:
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#130: Major Project with Contract Plan Check or Inspection Services - Actual
cost of Contractor passed directly through to Applicant
#131: Major Project with Contract Plan Check or Inspection Services - City
Project Management and Administrative Charge
Both of these fees relate to special projects that are wholly assigned to external
contractors or consultants, and the fees are designed to ensure that the City recovers full
cost from the project applicants for the external contracted services, as well as the
internal processing, review, and oversight costs borne by Building. These fees are
intended for large-scale, complex, or unique projects in Building. They do not apply to
the normal ongoing workload assigned to contract inspectors, as the cost for the routine
use of these external staff is already factored into the Building cost analysis. The revenue
impact of the new fees is minimal, as #130 is merely a pass-through of costs, and the
volume of #131 is unlikely to be significant.
Impact of Fee Activity Levels
To the extent that the City increases its fees to the full cost levels, revenue from the
building permits could increase by the amount described. However, it is important to
note that permit activity levels will have the greatest impact on the final revenues
resulting from fee changes. Regardless of fee levels, the annual volume of fees (permits)
will principally drive the revenues. The Division provided an estimate of anticipated
volumes based upon their recent experience and ongoing assumptions. The potential for
additional cost recovery is based on a consistent comparison between the current fees and
the full cost fees at the same activity levels. Consequently, if development activity and
the resultant fee workload decline, the City would experience an overall drop in Building
fee revenues that is unconnected to the results of this study. In addition, changes in the
annual workload or service costs for valuation-based fees may have a greater impact on
overall revenues, which is not accounted for in this study or its results.
Results for Engineering
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
$ 387,000 $ 319,000 $ (68,000) 82%
Summary
To calculate the full cost of Engineering fee-related services, Department staff and the
consultant worked together using a unit cost build-up approach, whereby the analysis
calculated the cost of each unit of service using staff time and productive hourly rates.
To develop the annual deficit or surplus figures, the analysis multiplied the unit costs and
current unit fees by the anticipated annual volume of each service.
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The cost analysis for Engineering revealed an overall annual funding deficit of
approximately $68,000 for all fee-related activities combined, with an overall cost-
recovery rate of 82%. This overall deficit is the net result of a mix of cost-recovery
circumstances within the various Engineering fee categories.
The analysis revealed that 75% (35 out of 47 fees, by tally) of the current fees are less
than the full cost of providing the services, thus providing a subsidy to fee payers. The
remaining fees (25%) are currently set equal to or higher than full cost. In other words, if
the City elects to set all fees to recover full cost (and no more), most of the current fees
would increase, and a few others would be reduced. Overall, since the annual volume of
permit activity applies more heavily to those fees that are currently under-charged
(subsidized), the City would experience an overall increase in annual revenue of
approximately $68,000
Another important finding of the cost analysis is that all six of the current hourly rates for
permanent positions included in the study for Engineering are less than the full cost for
providing a productive hour of each position’s time—up to 67% less and averaging 50%
less. In instances where the Department would rely upon hourly rates, sufficient staff
rates are critical for cost-recovery.
Appendix 3 contains the detailed results for Engineering fee activities.
Potential New Fees
The analysis and results included the cost for all services in Engineering for which fees
are currently charged, as well as some existing services that do not currently have fees
(but could reasonably be covered by fees). In that manner, the study attempted to
identify potential new fees the City could establish to recover cost and/or to help the City
better understand its current cost-recovery performance.
For Engineering, the study did not identify any new potential fees for specific services.
The only “new” items are the following:
#65: Major Project with a Contract Engineer - Actual cost of Contractor passed
directly through to Applicant
#66: Major Project with a Contract Engineer - City Project Management and
Administrative Charge
These fees relate to special projects that are wholly assigned to external contractors or
consultants, and the fees are designed to ensure that the City recovers full cost from the
project applicants for the external contracted services, as well as the internal processing,
review, and oversight costs borne by Engineering. These fees are intended for large-
scale, complex, or unique projects in Engineering. They do not apply to the normal
ongoing workload assigned to contract staff, such as the contract surveyors, as the cost
for the routine use of these external staff is already factored into the Engineering cost
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analysis. The revenue impact of the new fees is minimal, as #65 is merely a pass-through
of costs, and the volume of #66 is unlikely to be significant.
Impact of Fee Activity Levels
To the extent that the City increases fees to the full cost levels, revenue from Engineering
fee collections could increase by the amount described. However, it is important to note
that activity levels will have the greatest impact on the final revenues resulting from fee
changes. Regardless of fee levels, the annual volume of fees (permits) will principally
drive the revenues. Engineering provided an estimate of anticipated volumes based upon
their recent experience and ongoing assumptions. The potential for additional cost
recovery is based on a consistent comparison between the current fees and the full cost
fees at the same activity levels. Consequently, if development activity and other
Engineering-related activities decline, along with the resultant fee workload, the City
would experience an overall drop in Engineering fee revenues that is unconnected to the
results of this study.
Results for Police
FULL COST:
Annual Cost of
Fee-Related
Services
PROJECTED
REVENUE AT
CURRENT FEES
PROJECTED
SURPLUS /
(DEFICIT)
PROJECTED
COST
RECOVERY
RATE
$ 160,000 $ 55,000 $ (105,000) 34%
Summary
Police staff and the consultant worked together to develop the fees through a unit cost
build-up approach, whereby the analysis calculated the cost of each unit of service using
staff time and productive hourly rates. To develop the annual deficit or surplus figures,
the analysis multiplied the unit costs and current unit fees by the anticipated annual
volume of each service.
The cost analysis for Police revealed an overall annual funding deficit of approximately
$105,000 for fee-related activities, with an overall cost-recovery rate of 34%. The
analysis also revealed that 78% (63 out of 81 fees, by tally) of the current fees are less
than the full cost of providing the services, thus providing a subsidy to fee payers. The
remaining fees (22%) are currently set equal to or higher than full cost. In other words, if
the City elects to set all fees to recover full cost (and no more), the City would experience
an overall increase in annual revenue of approximately $105,000.
All 10 of the current hourly rates for positions included in the study for Police are less
than the full cost for providing a productive hour of each position’s time—up to 74% less
and averaging 61% less. In instances where the Department would rely upon hourly
rates, sufficient staff rates are critical for cost-recovery.
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Appendix 4 contains the detailed results for Police fee activities.
Potential New Fees
The analysis and results included the cost for all services in Police for which fees are
currently charged, as well as some existing services that do not currently have fees (but
could reasonably be covered by fees). In that manner, the study attempted to identify
potential new fees the City could establish to recover cost and/or to help the City better
understand its current cost-recovery performance.
During the Police study, staff identified certain Animal Control / Impound activities
(Items #121-131 on the fee list) performed by department personnel. The City does not
currently have unit fees established for these services. However, the study identified the
cost of each service, so the City could legitimately enact fees to legitimately recover the
cost for the services. These potential new fees include the following:
Dog Impound Fee:
1st Impound
2nd Impound
3rd Impound +
(1st Impound fee reimbursable upon proof of licensing)
Cat Impound Fee:
1st Impound
2nd Impound
3rd Impound +
(1st Impound fee reimbursable upon proof of licensing)
The revenue impact of the new fees is unknown, as the annual activity volume of each
fee was unknown at the time of the study. Furthermore, the cost of each service is
significant ($506), and these types of fees are commonly subsidized, which would result
in lower recovery than the study my otherwise predict.
Impact of Fee Activity Levels
To the extent that the City increases its fees to the full cost levels, revenue from Police
fees could increase by the amount described. However, it is important to note that fee
service activity levels will have the greatest impact on the final revenues resulting from
fee changes. Regardless of fee levels, the annual volume of fees (number of services
provided) will principally drive the revenues. The Department provided an estimate of
anticipated volumes based upon their recent experience and ongoing assumptions. The
potential for additional cost recovery is based on a consistent comparison between the
current fees and the full cost fees at the same activity levels. Consequently, if service
demands and the resultant fee workload decline, the City would experience an overall
drop in Police fee revenues that is unconnected to the results of this study.
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Results for Staff Hourly Rates (Cost Recovery Rates)
Full Cost Recovery Hourly Rates
The study results include a series of “Full Cost Recovery Rates” associated with various
position classifications (e.g., Senior Planner). These rates are calculated to recover 100%
of each position’s fully loaded cost within the hours available to perform billable/direct
services to customers and other direct department activities (both fee and non-fee). The
cost components factored into these rates are the same as the costs included in the unit
fees, as described in the “Full Cost” section above. In addition, these rates take into
account the available billable hours for each position.
For example, if a position’s fully burdened cost is $150,000, and the position’s billable
hours are 1,500, the full cost recovery rate would be $100 per hour.
These rates should not be confused with pay or other compensation rates. Due to the cost
burden added to these rates (e.g., overhead, operating expenditures, indirect costs) and
use of billable hours, a Full Cost Recovery rate typically ranges from three to four times
the hourly pay rate of the employee.
The City can use these rates to recover full department costs whenever a real-time billing
situation is present. A salary-only or salary+benefits rate would fail to recover the full
cost of the position.
Finding: The full cost-recovery rate for every position classification evaluated in this
study is higher than the current hourly rates used by the City.
Blended Rates
The study results include some “blended” hourly rates that are not specific to any
particular position, but refer to a general service category (e.g., “Standard (Blended)
Building Plan Check Hourly Rate”). These rates enable the department to utilize a
general rate when specific employee rates are not feasible or desirable, such as when the
department is attempting to provide an estimate of cost when the actual employee
assignments or project complexity is not fully known.
The study calculated each blended rate by using portions of the hourly cost of multiple
positions that are typically involved in hourly fees. All of the portions combined to equal
one hour. To determine the relative portions from each position, the study used a ratio
that generally corresponds to the typical work assignments of those employees. (i.e.,
non-fee-related positions are excluded.)
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Variable (Hourly) Fee Deposits
For some fee-related services (especially anomalous situations) a department may choose
to track actual staff time consumed by the project and charge full cost-recovery hourly
rates to establish the specific fee level. This “real-time billing” process may require the
applicant to pay an initial deposit (i.e., down payment) to ensure that the City will collect
a base amount of fees for the project. If the project consumes more time/cost than the
initial deposit, the department will request an additional infusion of funds from the
applicant. Ultimately, the applicant will pay the full cost of all staff time devoted to the
project.
This cost analysis calculated the typical cost of each service, which appears in the results
as the resultant full cost. If the City wants to establish deposits, instead of fixed fees, the
unit costs identified in this study can serve as the deposit levels. When considering fee
setting, the City does not need to establish the deposit at this level to ensure full cost
recovery, because the fees charged will be based upon the actual time consumed—not the
deposit level. The deposit merely serves as the first payment.
The City may choose to use the results from the cost study as the basis to set the deposit
levels, since they represent “typical” projects. This approach may not be desirable,
however, because it could result in a greater number of necessary refunds of
overpayments, and because it would “front load” fee payments for projects which have a
longer review process.
Issues Regarding Comparisons with External Hourly Rates
City hourly rates are occasionally compared to the rates charged by private contractors or
other external agencies, in order to ascertain the “reasonableness” of the cities’ rates.
Although an attempt is usually made to compare equivalent positions, the city rates are
commonly higher than those from private enterprises. There are a variety of valid
reasons for the differences in rates, which contribute to the potential assessment of
whether the rates are reasonable.
Even when the services and products are similar, there are significant differences in the
costs and operations between government agencies and private enterprises. The
differences are most evident in their organizational missions, cost structures, and service
levels.
Most significantly, the differences are due to the fact that private firms typically do not
have to account for the same underlying costs as a government agency, including:
Permit system (purchase and maintenance)
Planning Commission and City Council support/meetings (attendance, status
reports, etc.)
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General Plan, Zoning Code, Housing Element, Municipal Service Review, and
Sphere of Influence updates
Code enforcement
Public information (pre-project support)
Routine non-technical training (e.g., sexual harassment, workplace violence)
Administrative oversight tasks (e.g., Economic Interest statements)
Fee studies performed by outside contractors
Employer contributions to defined benefit retirement plans (vs. 401 or no plan)
Competitive comprehensive health insurance coverage and post-employment
benefits
Recruitment processes that require extra steps (e.g., exams and formal
applications) to ensure fairness and equity, and review processes to prevent issues
such as nepotism. (Private firms can use whatever processes they want and can
hire anybody they want.)
Purchasing processes that require extra steps to ensure fairness and protect public
money (i.e., formal bidding processes). (Private firms can purchase however they
choose.)
Additional administrative support, such as a Finance department that must track
public funds and prepare/publish reports with greater detail than required in
private firms (to protect public money and ensure public access to information).
All of the above costs (some partially) may be allocated to City fees and cost-recovery
rates established in the studies (with exceptions for some positions). Consequently, even
when salaries are equal, total City employee costs are greater than private firm employee
costs. Even if the City “privatized” some or all of the fee services, most of these costs
would still exist in the City and would have to be recovered. Therefore, private firms
would have to either raise their rates or bill for more hours—or the City would have to
add a premium/surcharge to the private fees. Either way, the cost would be greater than
simple public-private rate comparisons would indicate.
In addition, the fees (based on worker time) also have the following built into them:
Review and approval processes to ensure accountability and protect the public.
Systems and processes designed for fairness and equity among customers (can
create inefficiencies). (Private firms can provide different service levels to
different customers.)
Standard fees must also include services to difficult projects and customers,
because the City must serve everyone equally and cannot refuse to serve any
customers. (Private firms can avoid “unprofitable” customers.)
In summary, private enterprises generally do not have the same level of cost inputs that
need to be recovered in rates charged by a city, in order to recover costs and avoid
subsidies from non-fee sources.
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Other Beneficial Outcomes of the Study
Although it is the primary focus of the Study, the cost analysis is not the only part of this effort
that can benefit the City. A series of secondary outcomes and benefits resulted from the steps of
the processes used in the Study, the analysis of data, and the myriad of discussions between the
consultant and staff.
Since these secondary benefits are not the focus of the Study, the descriptions presented below
are not intended to fully explain and document all of the elements and benefits of these
outcomes. Instead, the intent of the descriptions is to briefly describe their existence and to
encourage follow-up in some cases.
Orientation and Training
The long-term success of the project is affected by the ability of City staff to continue to
understand, use, and explain the study methodologies and results after the study
concludes. Consequently, as part of the study process, staff spent a considerable amount
of time working with the consultant to learn the conceptual and practical elements of the
data collection, analysis, and calculations. This informal training process not only
ensures the future success of the project, but it also facilitated effective data collection
and the City’s internal review of the results.
Management Information
The processes of data collection, analysis, and validation produce beneficial management
information. The background documentation and fee models, as well as the discussions
with the consultant, highlighted information that is beneficial for managers who wish to
pursue additional in-house analysis. Department managers have access to the auxiliary
information developed and documented during the Study, including current and potential:
• Utilization of Time and Staff (productivity and staffing needs)
• Revenue Impacts (potential new revenue)
• Distribution of Staff Effort across Services (who does what and for how long)
• Total Time for Each Service (workload impacts)
• General Staff Productivity (direct vs. indirect activities)
Intangibles
During the course of this Study, the consultant provided City staff and management with
experience-based advice intended to help the City best achieve its current and future fee
objectives. Staff and the consultant discussed implementation strategies and alternatives,
future steps, common questions and complaints, public policy considerations, economic
considerations, legal considerations, how to address criticism and support the study, other
analysis needed, and update techniques. These discussions and the other contributions
from the consultant do not necessarily appear elsewhere in the formal documentation,
such as this report.
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OTHER ISSUES AND INFORMATION
Fee Setting Considerations
The principal goal of this Study is to identify the cost of City services to help the City make
informed decisions regarding fee levels and charges. Determining appropriate fee levels is an
involved and dynamic process. Staff must consider many issues in formulating
recommendations, and the City Council must consider those issues and more in making final
decisions.
City staff will develop fee level recommendations to present to the City Council. Unfortunately,
there are no hard and fast rules to guide the City, since the most important issues are subject to
administrative and political discretion. To assist the City’s deliberations, Wohlford Consulting
offers the following general considerations:
Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. One
general principle is that individuals or groups that receive a purely private benefit should
pay 100% of the full cost of the services. In contrast, services that provide a purely
public benefit should be funded entirely by tax dollars. The complicating reality for local
government is that a large number of services fall into the range between these two
extremes. The following graphic illustrates the potential decision basis:
A common justification for subsidizing certain fees with general fund contributions is
that some fee-related services provide a “public benefit” to the larger community, in
addition to the private benefits obtained by the applicants. This approach assumes that
the subsidized development activities provide economic, cultural, quality of life, or other
community benefits that equal or exceed the costs to the City.
User
Fees User
Fees User
Fees
Taxes
(GF)Taxes
(GF)Taxes
(GF)
0%
100%
100%
Private
Benefit
(1)
Some
Public
Benefit
(2)
Some
Private
Benefit
(3)
100%
Public
Benefit
(4)
Source of Service Funding
Examples:
(1) Building Permits
(2) Youth Programs
(3) Long Range
Planning
(4) Police Patrol
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Subsidization can also be an effective public policy tool, since it can be used to reduce
fees to encourage certain activities or allow some people to afford services they otherwise
could not at the full cost. In addition, subsidies may be appropriate to allow citizens
access to services (such as appeals) without burdensome costs.
Regardless of the intent, it is important for City leaders and the public to understand that
subsidies must be covered by another revenue source, such as the General Fund.
Therefore, the general taxpayer will potentially help to fund private benefits, and/or other
City services will not receive funds that would otherwise be available.
Consistency with City Public Policy and Objectives
User fees are part of the fabric of City administration. The fee levels and policies should
be consistent with other established policy objectives, strategies, and statements. If the
City espouses full cost recovery, fees should reflect those standards by minimizing
subsidies. If the City has stated a desire, for example, to encourage affordable housing,
the fee structure should make allowances to encourage this type of development. In
summary, other policy stances can and should influence fee decisions.
Fairness and Equity
The fees should be fair and equitable to all fee payers. Some fee payers should not pay
more than the full cost, in order to subsidize the lower/subsidized fees of others. If the
City wants to provide subsidies, the extra funding should come from a general source,
such as the General Fund or other distributed revenues, not from other individual fee
payers who are already paying their fair share.
Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services (higher fees)
will eventually depress the demand for those services. Conversely, lower fees may create
an incentive to purchase the services and encourage certain actions. Either of these
conditions may be a desirable effect to the City. However, the level of the fees that
would cause demand changes is entirely unknown, and the monopolistic nature of some
City services (i.e., citizens cannot go elsewhere for lower prices) could also influence
demand in unknown ways. The Study did not attempt to evaluate the economic or
behavioral impacts of higher fees, but the City should consider the potential impacts of
these issues when deciding on appropriate fee levels.
Compliance with Legal Standards
By following a non-profit ethic and the applicable general standards (e.g., reasonable
cost) set forth in the Government Code, this cost study identified the full-cost-recovery
fee levels that the City can use to establish fees in compliance with both the spirit and
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letter of established legal standards. (Note: Nothing herein should be construed as legal
advice, and the City should consult its own counsel for questions of a legal nature.)
Constituencies Affected
As a public body of elected officials, the City Council may wish to consider various
political issues and constituent concerns that could arise from fee changes. For example,
the City Council may want to benchmark certain fees to neighboring communities, in
order to avoid appearing to be expensive or overly generous with subsidies. In addition,
some fee changes will impact specific constituencies that may attempt to influence
decision-making.
Fee Comparison Issues
With the availability of the cost results from this study, the consultant and city staff will conduct
a sample comparison of the City’s service costs and/or proposed fees to selected fees from
neighboring jurisdictions. The comparison results will be presented to City staff under separate
cover, and staff will likely consult the comparison information as part of their process to consider
potential recommended fees.
This type of comparison is often an attractive concept to local government when considering fee
setting, but the City should recognize a number of significant limitations that affect the validity
and reliability of comparisons.
With the potential for numerous factors to affect the differences in fee levels between cities, it is
important to realize that the value of a fee comparison is generally limited to market-based
decision-making. There is very little relevance of current fee levels in other cities to the actual
costs in the City, since fee schedules tend to be highly variable expressions of local policy, rather
than true barometers of service costs or cost-recovery intent.
Direct comparisons of fee levels across surveyed counties and cities are usually somewhat
limited, due to wide differences in fee structures, definitions, and program types. The value of a
comparison may be to allow a city to develop a sense of its place in the range of fee levels
among comparative jurisdictions, but it does not establish a clear understanding of each city’s
specific cost circumstances, including actual cost, service levels, or cost-recovery performance.
This situation may exist for a variety of reasons, including:
Many cities have not conducted an actual cost study, so their fees may be based
upon historical or other subjective factors unrelated to actual cost.
Most cities do not publish their subsidy rates, so their fees may be subsidized
(knowingly or unknowingly). Even if they have completed a cost study, there is
often no way to know whether cost subsidies exist.
The services included in fees may be combined in some cities and separated in
others, thus making direct comparisons unreliable.
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The methodology used to determine the fees in other cities may be deficient or
designed to recover less than full cost.
Other jurisdictions may have different policy goals and considerations that affect
the level of cost they desire to recover.
Even if the studies treated the costs equally, there are a number of additional qualifying factors
that would create legitimate and reasonable variances in costs between different cities. These
cost factors include:
Salaries and benefits
Services and supplies
Overhead levels (department, division, and administrative)
Post Employment Benefits (OPEB)
Leave time (holiday, vacation, sick)
Other non-direct time (training, meetings, breaks)
Capital costs (annualized)
Cross-department costs
Cost-recovery of associated services (e.g., General Plan update, code enforcement)
Reserve contributions
Staff longevity (affects the time necessary to complete tasks)
Service levels (affect the number of associated tasks and the overall time necessary to
complete fee services)
Efficiency
Cost “Reasonableness”
A common question posed at the conclusion of a Cost of Service Study, particularly when
reviewing the results, is whether the data and results are reasonable. Although the scope of this
study did not include an evaluation of the service levels in the City, the following discussion
addresses this question and related issues.
The notion of “reasonableness” is a function of different definitions and assumptions. The most
basic consideration is whether the reasonableness standard applies to the cost of the service or to
the fee charged--which can be two entirely different issues.
The reasonableness of a fee is largely a policy matter after cost has been established, since each
individual’s perspective influences his or her definition of reasonableness. For example, whether
a particular fee is considered reasonable certainly depends on whether one is the person paying
the fee or a disinterested party. Concepts of subsidization are also important to consider,
particularly when the fee payer will realize a profit as a result of the City’s action (e.g., private
developers). Political considerations, jurisdictional comparisons, economic sympathy, desired
incentives and disincentives, and historical trends may also play a part in the determination of fee
reasonableness.
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A Cost of Service Study establishes the true cost of providing individual services. The most
common standard for this analysis, as directed by the California Government Code, is that the
fees can be no greater than the “estimated reasonable cost” of providing the service for which a
fee is charged. However, there is no best practice or specific “reasonableness” definition or
standard for providing individual services—and, by extension, there is no best cost level. Often,
the only commonality across different jurisdictions is difference. Attempts to create a standard
through rough statistical analysis of past data from other jurisdictions are problematic, and imply
a level of accuracy and meaningfulness that does not exist. The cost components, service
structures, staffing arrangements, services levels, overhead levels, and many other factors vary
widely (and legitimately) among even neighboring jurisdictions.
Arroyo Grande’s Cost of Service Study employed quality control measures to ensure that the
analysis identified the most accurate costs for the City’s current operations, which represents one
commonly accepted measure of reasonableness.
However, if the City expands its definition of reasonableness to include consideration of the
most efficient and effective operational practices, it is important to note that the scope of this Cost
of Service Study focused on the current operational costs of City services only and did not delve
into issues of service performance or quality. In contrast, a true best practices evaluation and
determination of cost reasonableness based upon an idealized service approach requires a more
robust management and operations study. To be successful, this type of study should involve
meaningful observations and evaluations of business processes and management practices,
operational reviews, comprehensive line staff interviews, concept definition processes, and a
wider scope and intensity of investigation and analysis. Anything short of this full analysis
would lack credibility, utility, and relevance.
Enhanced Fee Flexibility
The time estimates in this Study represent the best estimates for the level of effort necessary to
complete each of the fee activities, based on past experience. Since unforeseen circumstances
and requests are possible, there is a need for flexibility in fees to address new or anomalous
situations. In these situations, a Department can identify the need for additional staff time and
apply standard or individual position hourly rates to establish charges. The Study calculated full-
cost recovery rates for all key positions. To facilitate use of these rates, the City Council should
grant the authority to charge these supplemental rates by including them in the approved fee
ordinance or resolution.
Implementation Issues
Following City Council approval of a new fee schedule, the City will be faced with the practical
task of implementing the new fees. While the City is responsible for developing a successful
project plan for implementation, the information presented below may provide some assistance.
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Timing
To ensure more accurate revenue and service expectations, it is important for the City to
recognize the realistic limitations to a speedy implementation of new fees.
1. In addition to the mandated noticing and public hearing requirements, the City is
prohibited from charging new or revised development fees until at least 60 days
following approval by the City Council (Government Code § 66017).
2. The City may identify the need for additional public hearings/meetings, which
would add time for additional noticing and hearing requirements that could delay
full implementation.
3. The City will also be faced with a series of practical and customer service
limitations. Fee schedules must be produced and published in the usual places
(brochures and handouts, website, staff handbooks). The City’s permit systems
must be updated to reflect the new fee levels. Staff must be trained on new fee
structures and/or procedures in some instances. Fortunately, if planned
effectively, City staff can complete many of these administrative tasks while
waiting for legal waiting periods to pass.
Permit Systems
The Cost of Service Study did more than calculate the full cost of existing services. In
many cases the process resulted in reorganized or otherwise modified fee structures, as
the project team added new fees, deleted obsolete fees, combined fees, and/or established
entirely new approaches for some. As a result, the City will need to modify the structure
and organization of the fees in the affected permitting systems before any new fees go
into effect.
Phasing
Due to the length of time since the last fee study, and the large gaps between some
current fees and their full cost recovery levels identified in the Study, many of the City’s
fees may be subject to significant increases. If implemented all at once, these increases
may surprise local businesses, citizens, and other fee-payers, and could conceivably have
an adverse impact on the local economy. If the City plans to institute significant fee
increases for these services, phasing in the fee increases helps to minimize impacts to the
community and to give it a chance to plan for, and adapt to, the increases.
There are, however, two key downsides to enacting a phased approach to fee increases.
The first issue is the delay of cost recovery, since fees will continue to be subsidized at
higher levels until the full cost (or desired cost-recovery goal) fee levels are achieved.
The second issue is the potential for additional administrative and/or operational cost
resulting from more frequent fee changes. Each fee change can result in the need for
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additional contracted services to modify permit systems, supplemental staff training,
reprinting of forms or other documentation, and other additional internal workload.
Public Communication
Public and interest group acceptance of new or increased fees can often be improved
through an awareness campaign and direct communication with affected parties. Having
the opportunity to review the fees (and perhaps the analysis behind them) builds
confidence in the credibility of the analysis and reduces objections. Conversely, last-
minute notices cause the community to question the veracity of the fee analysis and City
motives behind the apparently rushed approval process.
The public communication needs associated with fee changes vary by department and by
the types of fees. Each department should develop a public notification and
communication plan that is appropriate for the types of fees affected, the degree of
potential fee changes, and the customer base and others affected by the changes.
Potential Implementation Strategies
As mentioned previously in this report, Wohlford Consulting generally recommends setting fees
at 100% of cost and implementing the new fees as soon as possible. This approach for the City
would result in a large number of individual fee increases, a smaller number of fee decreases,
and a significant overall increase in annual revenue.
This standard recommendation would minimize individual fee subsidies and maximize cost
recovery. However, Wohlford Consulting also recognizes that the decline in development
activity over the past few years, political desire to support and promote economic recovery, and
resistance to fee increases make this approach especially difficult.
Consequently, Wohlford Consulting has identified several approaches for the City to consider
that will facilitate implementation and achievement of the City’s cost-recovery objectives. The
alternatives are presented below:
Option 1: Adopt the Fee Schedule at 100% Cost-Recovery
Under this option, the City would implement almost all fees at 100% of full cost all at
once and as soon as possible, with a limited number of reasonable exceptions for critical
areas of public safety (e.g., water heater permits), general community benefit, and public
involvement (e.g., appeals). This approach would result in the maximum cost recovery,
absent any impact of price elasticity (which is unknown), and is the only approach that
will address the underfunding of services.
Option 2: Increase Selected Fees Only
Under this option, the City would select a limited number of fees to increase. To select
the fees targeted for increase, the City should consider a variety of factors that affect
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progress towards revenue, subsidy, or policy goals. These factors may include which
fees are burdensome to customers, which ones are the most frequently charged, which
ones are the least successful at current cost recovery (i.e., most subsidized), potential
controversy and opposition, targeted customers, and past experience.
While this approach will not result in full cost recovery and will perpetuate subsidization
of fee-related services, it may be the most practical and achievable option. It may also
result in greater overall success for the City. A successful partial implementation may
achieve greater overall cost recovery gains and subsidy reduction than a failed complete
implementation. Before selecting this approach, the City should evaluate whether the
determination of targeted fees would require a significant secondary analysis that may, in
itself, cause considerable controversy and opposition.
Option 3: Standard Discount
If full cost recovery is not intended, the easiest option to administer is to apply a standard
discount to the cost results. For example, the City Council could decide to charge a
specified percentage (e.g., 80%) of full cost for all fees. Under this scenario, the City
would increase fees that are currently less than the specified percentage of full cost and
decrease any fees that are currently greater than that percentage.
Although the percentage cost-recovery rate would be standardized, the rate of change for
individual fees would be inconsistent, to the extent that these fees are not currently set at
a consistent ratio to full cost. As a result, the fee payers could still experience sticker
shock and see significant percentage and/or dollar increases to individual fees. However,
the notion of a discount applied to fees may have strong appeal to customers and other
interested parties.
Option 4: Capped Increase
Under this option, the City Council would limit individual fee increase to a specified
percentage increase (cap) above its current level (e.g., a 50% increase only).
This approach applies an understandable consistency to the increases, but it separates the
fees from a relationship with full cost. Depending on the cap selected, this approach can
prevent significant increases to fees that would occur under a full-cost-recovery scenario.
However, it also could limit the cost-recovery performance of individual fees, and thus
result in continued underfunding of services.
Option 5: Phased Implementation
The option to phase the implementation of fee changes over time is applicable to each of
the other options. Under this approach, the City would select a period of years over
which to achieve its overall goal. For example, the City could decide to achieve full cost
recovery over a period of four years (or some other desired period), rather than all in the
first year. To achieve a “full cost in four years” goal, the City would increase the fees by
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25% of the gap between current fees and full cost each year for 4 years. The City should
also consider annual inflation into the annual phased growth factors, to ensure that full
cost is included for the duration of the phasing.
This approach would smooth out the fee increases, which might allow customers to adjust
their business plans, plan for future development projects, absorb the increases over time,
and build the increases into their cost calculations. This approach may also stimulate
some development activity, as customers schedule their projects earlier to take advantage
of reduced fees. However, this approach will also maintain a level of deficit for a longer
duration and perpetuate an underfunding of services.
Option 6: Hybrid Approach
The City has the option to mix and match the components of each of the options to
establish a process and an outcome that best meets its needs. Further evaluation and
understanding of City objectives would be necessary to more fully define the most
appropriate recommendation for the City.
Consultant’s Recommendation Regarding Implementation Strategies
The ideal fee implementation strategy for Arroyo Grande can only be determined through
careful evaluation of City Council priorities, community input, future City budget
conditions, City policy, and potential community impact and response. Most of this
information is unavailable at this time and is likely to change periodically; so in order to
provide a recommendation in the absence of this direct knowledge, Wohlford Consulting
must rely upon successful experiences with other communities and knowledge of Arroyo
Grande gained through this Study.
To improve the cost-recovery performance of the City, Wohlford
Consulting recommends a blended, or hybrid, implementation approach
that combines the full-cost-recovery goals of Option #1 with the customer
and community-centric features of a phased approach from Option #5.
In recognition that the City Council may not want to set all fees at full cost, this general
recommended approach is flexible and acknowledges that the City will likely seek 100%
cost-recovery only for certain fees. In addition, the City will likely set different phasing
schedules for individual fees, ranging from immediate implementation at 100% of cost to
a schedule of increases over many years to achieve a level of full-cost recovery in the
future.
The phased approach is intended to “soften” the larger fee increases, including many that
could increase from zero to hundreds or thousands of dollars at full cost. The potential
for “sticker shock” and customer frustration is real, and a phased approach may help the
City achieve community acceptance of the fees with less controversy and rancor. The
City’s revenue goals and financial condition should be the primary driver for determining
the specific time frame for the phased approach.
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Wohlford Consulting believes that this blended/hybrid approach would be most
beneficial to Arroyo Grande, because the City can maintain the relationship between fees
and full cost (thus facilitating future adjustments), as well as maintain focus on an overall
goal of full cost recovery—while retaining flexibility to adapt to changing local
conditions. In addition, the phasing of some fee changes will make it easier for
customers to accept and adjust to the cost increases, and it will allow time for the
economy to continue to recover before the full impact of the final fee increases is borne
by customers.
Note: This recommendation also recognizes the need to continue subsidizing certain fees
(e.g., water heater permits, appeals) in order to ensure continued public safety and
reasonable public involvement in the development process, for example.
Future Updates
This Study represents a snapshot in time of the costs to provide fee related services. This
analysis is based upon the FY 2016/17 Adopted Budget, including the staffing and budgeted
expenditures. However, the study’s specific applicability to the budget and current costs will
effectively end when the departments experience significant budget changes. With budget/cost
increases over time, the fee levels would fall further behind in future years. Consequently, the
City needs a method to keep the fees relatively current with changes in costs over time. Some of
the most common approaches include:
Status Quo: Many cities simply allow their fees to remain constant over the years. Not
only does this approach negatively affect revenue recovery, it also causes
potentially dramatic increases when the next update is completed. Wohlford
Consulting recommends against the status quo approach.
Full Review: Arroyo Grande can elect to conduct a complete Cost of Service Study each
year. This would be the most accurate and defensible update strategy, but it
would be the most expensive and time consuming. The payback for this level
of effort and scrutiny does not usually warrant this approach, so Wohlford
Consulting does not recommend it.
Minor Update: A minor update would involve changing only the basic cost factors in the
existing fee models to recalculate fees at the new levels. Time estimates,
allocation bases, staffing levels, and other key components would remain the
same. This level of analysis would require the re-involvement of a consultant.
This approach would be more cost-effective than a full review, since
consultant fees would be merely a fraction of the cost of an entire study.
Wohlford Consulting recommends the minor update approach as the optimal
way to stay current and remain defensible.
Inflation Factor: One of the easiest and least expensive update approaches is to apply an
inflation factor to existing fees in an attempt to mirror cost increases over
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time. This method simply entails the development of a spreadsheet to apply a
percentage increase to current fees. The flaw in this approach is the potential
inaccuracy of any inflation factor applied generically to a wide range of cost
types. However, this approach is generally accepted (and seldom challenged)
as a convenient and reasonably accurate way to modify fees in future years.
For this reason, Wohlford Consulting also recommends the inflation factor
approach, if the City does not wish to conduct a minor update.
The key to an effective inflation factor approach is to select the right factor. A
variety of CPI-type factors are available for the City to use, with the most
common and recognized source being the U.S. Department of Labor, Bureau
of Labor Statistics (http://www.bls.gov/cpi).
However, the San Francisco–Oakland–San Jose CPI (All Items) has increased
annually by 2.8% or less for each of the past 7 years, including 2.6% in 2015.
The Los Angeles-Riverside-Orange County CPI has performed similarly, but
with a growth of only .9% in 2015. For the West Urban Area CPI, the annual
rate of increase over the past 7 years has also been 2.8% or less, with five of
the seven years at less than 2%. Remarkably, the rate declined .4% for
2009—the first time in the history of that index (since 1967). The rate for
2015 was 1.2% and the most recent monthly figures have all been under 2%.
The annual growth in each index has not exceeded 3.5% in over 10 years.
Considering energy, health care, retirement, and other key costs, the actual
costs for the City of Arroyo Grande have probably far exceeded a 2-4%
average annual growth over the past decade. Based on this assumption,
Wohlford Consulting recommends that the City establish its own inflation
factor that represents local cost growth. The use of an average factor would
mitigate radical swings from year to year. The basis for this factor could be
one of the following:
1. City labor costs. Labor costs (salaries and benefits) comprise the
majority of operating costs and the largest component of fees for
departments, so they are the key driver for overall cost increases. In
addition, these costs are the most predictable costs, which will allow
the City to calculate prospective fee modifications sooner. With faster
base information, the City will be able to increase fees earlier and
more accurately, which will help to maximize cost recovery
performance. To create this factor, the City can calculate the overall
percentage increases to salaries and benefits from year to year and
apply this same percentage increase to existing fee levels. If there is
concern that the labor costs have increased without a corresponding
increase in all other budgeted costs, the City can moderate the labor
cost factor, by determining the specific ratio of labor costs to all other
costs, and applying this ratio to reduce the labor cost factor
accordingly. For example, if labor costs are 80% of total costs, and the
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labor costs increase 10% from one year to the next, the City can apply
an 8% increase to all fees.
2. Total Budget Costs. The City could calculate the overall percentage
increases to department budgets and apply this increase to existing fee
levels. These costs may also be predictable, but the City must take
special care to exclude cost components from the calculations that are
not related to fee activities, as was done in the original fee study.
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CONCLUSION
Thank You to City Staff
As part of the study process, the consultant received tremendous support and cooperation from
City staff, who contributed and reviewed a variety of components to the study, including:
Budget and other cost data
Staffing structures
Fee and service structures, organization, and descriptions
Time estimates to complete work tasks
Activity statistics (fee volumes) and current fee levels
Multiple reviews of draft results and other documentation
Information and characterizations of existing relevant issues and policies
A Cost of Service Study requires significant involvement of the managers and operating staff
from the City departments—on top of their existing workloads and competing priorities. The
contributions of City staff were critical to the success of the study. The individuals involved
should be commended for their assistance, professionalism, positive attitudes, helpful
suggestions, responsiveness, and overall cooperation. In particular, Wohlford Consulting would
like to recognize and thank the following City staff for their considerable assistance:
Planning: Matt Downing
Teresa McClish
Building: Johnathan Hurst
Vanessa Nichols
Engineering: Matt Horn
Police: Linda Cox
Finance: Debbie Malicoat
Other Department staff probably contributed to the study with data collection and input behind
the scenes, but they did not work directly with the consultant (so their names are unknown to the
consultant). Nevertheless, they should be commended for their assistance towards the
completion of the study, as well.
Closing Comments
The City of Arroyo Grande engaged Wohlford Consulting to conduct an objective analysis of the
full costs incurred by the City in support of various activities for which the City charges user
fees. The project consisted of high-quality study processes and a unit cost build-up methodology
to identify the full cost for individual fee activities.
Through this Study, the City of Arroyo Grande has a more complete understanding of the full
cost to provide City user fee services to the community. With this information, the City can
consider the public policy and financial implications of its current approach to cost recovery for
these services. The end result will be a new fee schedule that is based upon objective analysis.
Item 10.a. - Page 102
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Item 10.a. - Page 104
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Item 10.a. - Page 108
Ci
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1
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Item 10.a. - Page 110
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Item 10.a. - Page 111
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Full Cost Recovery Rate
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Item 10.a. - Page 112
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Item 10.a. - Page 113
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Item 10.a. - Page 114
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r
a
l
P
l
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p
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(
a
n
n
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15
0
De
v
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l
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p
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n
t
C
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p
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t
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(
a
n
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15
1
AR
C
/
H
R
C
/
P
C
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15
2
Co
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R
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(
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15
3
Sp
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a
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P
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t
s
(
a
n
n
u
a
l
)
:
15
4
CD
B
G
(
a
n
n
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a
l
)
15
5
Cl
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m
a
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A
c
t
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P
l
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(
C
A
P
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(
a
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15
6
W
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a
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15
7
St
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m
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r
(
a
n
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15
8
Af
f
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b
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(
a
n
n
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15
9
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n
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16
0
St
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f
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16
1
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16
3
Fu
l
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A
n
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O
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Pr
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/
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Full Cost Recovery Rate
-
$
-
$
-
$
0
%
-
$
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$
0
%
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$
26
4
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2
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$
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$
17
9
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16
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6
Item 10.a. - Page 115
Ci
t
y
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f
A
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y
o
G
r
a
n
d
e
20
1
6
U
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16
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(
a
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p
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(
a
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17
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p
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a
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4
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p
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N
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N
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Ab
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(
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5
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(
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17
6
Ge
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A
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CI
P
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CI
P
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(
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9
Fi
n
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C
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18
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p
p
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(
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3
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(
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18
4
Su
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18
5
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(
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18
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p
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(
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18
8
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p
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(a
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Af
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W
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W
R
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C
,
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C
M
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3
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(
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Re
v
e
n
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l
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t
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d
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n
u
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l
Su
r
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/
(S
u
b
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d
y
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Full Cost Recovery Rate
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
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$
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$
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$
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$
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$
0
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$
-
$
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$
0
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$
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$
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$
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$
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$
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$
6
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2
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3
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0
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$
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2
6
3
.
0
5
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$
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$
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7
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$
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7
8
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$
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$
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$
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Item 10.a. - Page 116
Ci
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20
1
6
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Full Cost Recovery Rate
-
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6
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Item 10.a. - Page 117
20
1
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F
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r
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(
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S
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FINAL REPORT
Wo
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June 30, 2016
AP
P
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Item 10.a. - Page 118
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20
1
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8
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Item 10.a. - Page 119
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Item 10.a. - Page 120
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Item 10.a. - Page 121
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Item 10.a. - Page 122
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Item 10.a. - Page 123
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Item 10.a. - Page 124
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1
6
Item 10.a. - Page 125
Ci
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R
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20
1
6
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$
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3
5
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26
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-
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0
0
$
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1
$
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$
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$
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-
$
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7
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1
$
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9
$
3
9
0
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2
3
0
$
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4
7
3
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62%
83
-
-
$
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7
7
$
2
1
3
$
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0
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2
$
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0
0
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86
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4
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$
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7
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5
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$
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$
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1
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Item 10.a. - Page 126
Ci
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
2
,
6
1
2
$
2
,
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0
0
$
(
2
8
8
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90
%
$
5
,
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1
$
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(
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4
,
6
1
3
$
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,
0
2
8
$
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1
5
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8
,
3
6
5
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3
3
8
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9
7
3
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0
9
0
$
8
,
7
2
2
$
(
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6
3
2
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$
81
%
1
3
,
0
6
3
$
1
7
,
0
6
9
$
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0
,
9
8
8
$
1
4
,
0
1
2
$
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3
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0
2
4
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0
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9
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4
3
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8
4
9
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7
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7
7
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5
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8
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$
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6
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6
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0
5
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2
4
2
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4
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1
2
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8
8
8
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1
6
4
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$
3
,
9
6
0
$
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,
0
3
2
$
(
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2
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%
$
6
,
1
2
1
$
7
,
3
7
9
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2
5
8
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0
8
6
$
7
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5
1
5
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4
2
9
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$
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%
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,
5
2
6
$
1
2
,
6
2
5
$
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$
9
,
4
3
2
$
1
2
,
3
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3
$
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,
8
7
1
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5
,
1
9
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0
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5
9
6
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4
0
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6
8
0
$
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9
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3
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$
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6
2
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)
67
%
$
2
9
,
9
6
7
$
4
4
,
0
1
2
$
(
1
4
,
0
4
5
)
68%
$
4
5
6
$
6
3
8
$
(
1
8
2
)
71
%
$
1
,
0
1
7
$
2
,
0
5
2
$
(
1
,
0
3
5
)
50%
$
8
0
5
$
1
,
1
3
6
$
(
3
3
1
)
71
%
$
1
,
5
4
1
$
2
,
7
7
1
$
(
1
,
2
3
0
)
56%
1,
2
3
7
$
1
,
4
8
9
$
(2
5
2
)
$
83
%
2
,
4
0
9
$
3
,
6
6
4
$
(1,255)$ 66%
$
1
,
9
1
7
$
2
,
1
3
7
$
(
2
2
0
)
90
%
$
3
,
8
8
0
$
5
,
2
9
3
$
(
1
,
4
1
3
)
73%
$
4
,
0
0
0
$
3
,
8
6
9
$
1
3
1
10
3
%
$
7
,
5
0
4
$
8
,
9
1
8
$
(
1
,
4
1
4
)
84%
$
1
,
9
4
6
$
1
,
9
1
7
$
2
9
10
1
%
$
3
,
5
9
2
$
4
,
6
1
5
$
(
1
,
0
2
3
)
78%
$
3
,
4
3
7
$
3
,
2
3
6
$
2
0
1
10
6
%
$
5
,
5
9
8
$
6
,
5
8
3
$
(
9
8
5
)
85%
5,
2
8
3
$
6,
5
5
0
$
(
1
,
2
6
7
)
$
81
%
8
,
7
2
3
$
1
1
,
6
6
0
$
(2,937)$ 75%
$
8
,
1
8
7
$
1
0
,
9
3
6
$
(
2
,
7
4
9
)
75
%
$
1
3
,
9
5
0
$
1
9
,
2
2
9
$
(
5
,
2
7
9
)
73%
$
1
7
,
0
8
2
$
2
7
,
1
5
8
$
(
1
0
,
0
7
6
)
63
%
$
2
7
,
3
6
9
$
4
1
,
8
7
0
$
(
1
4
,
5
0
1
)
65%
$
1
,
1
6
7
$
1
,
2
3
0
$
(
6
3
)
95
%
$
2
,
1
6
2
$
3
,
1
5
7
$
(
9
9
5
)
68%
$
2
,
0
6
2
$
2
,
0
4
7
$
1
5
10
1
%
$
3
,
3
6
8
$
4
,
3
6
7
$
(
9
9
9
)
77%
3,
1
6
9
$
3
,
8
9
8
$
(7
2
9
)
$
81
%
5
,
2
4
8
$
7
,
2
4
7
$
(1,999)$ 72%
$
4
,
9
1
1
$
6
,
2
6
7
$
(
1
,
3
5
6
)
78
%
$
8
,
3
9
4
$
1
1
,
4
7
7
$
(
3
,
0
8
3
)
73%
$
1
0
,
2
4
8
$
1
5
,
5
5
0
$
(
5
,
3
0
2
)
66
%
$
1
6
,
4
6
5
$
2
4
,
4
6
5
$
(
8
,
0
0
0
)
67%
$
3
4
5
$
4
7
5
$
(
1
3
0
)
73
%
$
9
0
6
$
1
,
8
8
8
$
(
9
8
2
)
48%
$
6
0
9
$
8
3
8
$
(
2
2
9
)
73
%
$
1
,
3
4
5
$
2
,
4
7
3
$
(
1
,
1
2
8
)
54%
93
6
$
1
,
1
2
8
$
(1
9
2
)
$
83
%
2
,
1
0
8
$
3
,
3
0
2
$
(1,194)$ 64%
$
1
,
4
5
0
$
1
,
6
2
4
$
(
1
7
4
)
89
%
$
3
,
4
1
3
$
4
,
7
8
0
$
(
1
,
3
6
7
)
71%
$
3
,
0
2
6
$
3
,
0
6
5
$
(
3
9
)
99
%
$
6
,
5
3
0
$
8
,
1
1
5
$
(
1
,
5
8
5
)
80%
$
2
,
5
7
5
$
2
,
8
4
6
$
(
2
7
1
)
90
%
$
4
,
6
9
2
$
6
,
1
0
0
$
(
1
,
4
0
8
)
77%
$
4
,
5
4
8
$
4
,
9
2
8
$
(
3
8
0
)
92
%
$
7
,
3
2
6
$
9
,
0
1
7
$
(
1
,
6
9
1
)
81%
6,
9
9
0
$
8
,
6
0
1
$
(
1
,
6
1
1
)
$
81
%
1
1
,
4
1
3
$
1
4
,
9
8
3
$
(3,570)$ 76%
$
1
0
,
8
3
3
$
1
3
,
8
4
1
$
(
3
,
0
0
8
)
78
%
$
1
8
,
2
4
3
$
2
4
,
3
5
9
$
(
6
,
1
1
6
)
75%
$
2
2
,
6
0
3
$
3
1
,
7
0
9
$
(
9
,
1
0
6
)
71
%
$
3
5
,
8
3
0
$
5
0
,
6
0
8
$
(
1
4
,
7
7
8
)
71%
$
3
4
5
$
4
7
5
$
(
1
3
0
)
73
%
$
9
0
6
$
1
,
8
8
8
$
(
9
8
2
)
48%
$
6
0
9
$
8
3
8
$
(
2
2
9
)
73
%
$
1
,
3
4
5
$
2
,
4
7
3
$
(
1
,
1
2
8
)
54%
93
6
$
1
,
1
2
8
$
(1
9
2
)
$
83
%
2
,
1
0
8
$
3
,
3
0
2
$
(1,194)$ 64%
$
1
,
4
5
0
$
1
,
6
2
4
$
(
1
7
4
)
89
%
$
3
,
4
1
3
$
4
,
7
8
0
$
(
1
,
3
6
7
)
71%
$
3
,
0
2
6
$
3
,
0
6
5
$
(
3
9
)
99
%
$
6
,
5
3
0
$
8
,
1
1
5
$
(
1
,
5
8
5
)
80%
$
4
5
6
$
6
3
8
$
(
1
8
2
)
71
%
$
1
,
1
9
8
$
2
,
2
6
6
$
(
1
,
0
6
8
)
53%
$
8
0
5
$
1
,
1
3
6
$
(
3
3
1
)
71
%
$
1
,
7
7
9
$
3
,
0
5
6
$
(
1
,
2
7
7
)
58%
1,
2
3
7
$
1
,
4
8
9
$
(2
5
2
)
$
83
%
2
,
7
8
7
$
4
,
1
5
3
$
(1,366)$ 67%
$
1
,
9
1
7
$
2
,
1
3
7
$
(
2
2
0
)
90
%
$
4
,
5
1
3
$
6
,
1
4
9
$
(
1
,
6
3
6
)
73%
$
4
,
0
0
0
$
3
,
8
6
9
$
1
3
1
10
3
%
$
8
,
6
3
4
$
1
0
,
5
2
9
$
(
1
,
8
9
5
)
82%
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6
Item 10.a. - Page 127
Ci
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
,
9
4
6
$
1
,
9
1
7
$
2
9
10
1
%
$
3
,
5
9
2
$
4
,
6
1
5
$
(
1
,
0
2
3
)
78%
$
3
,
4
3
7
$
3
,
2
3
6
$
2
0
1
10
6
%
$
5
,
5
9
8
$
6
,
5
8
3
$
(
9
8
5
)
85%
5,
2
8
3
$
6
,
5
5
0
$
(
1
,
2
6
7
)
$
8
1
%
8
,
7
2
3
$
1
1
,
6
6
0
$
(
2
,
9
3
7
)
$ 75%
$
8
,
1
8
7
$
1
0
,
9
3
6
$
(
2
,
7
4
9
)
75
%
$
1
3
,
9
5
0
$
1
9
,
2
2
9
$
(
5
,
2
7
9
)
73%
$
1
7
,
0
8
2
$
2
7
,
1
5
8
$
(
1
0
,
0
7
6
)
63
%
$
2
7
,
3
6
9
$
4
1
,
8
7
0
$
(
1
4
,
5
0
1
)
65%
$
4
8
5
$
6
8
2
$
(
1
9
7
)
71
%
$
1
,
1
9
1
$
2
,
2
6
7
$
(
1
,
0
7
6
)
53%
$
8
5
7
$
1
,
2
1
6
$
(
3
5
9
)
70
%
$
1
,
7
8
3
$
3
,
0
7
9
$
(
1
,
2
9
6
)
58%
1,
3
1
7
$
1
,
5
8
6
$
(
2
6
9
)
$
8
3
%
2
,
7
9
1
$
4
,
1
5
2
$
(
1
,
3
6
1
)
$ 67%
$
2
,
0
4
1
$
2
,
2
7
4
$
(
2
3
3
)
90
%
$
4
,
5
1
1
$
6
,
1
1
4
$
(
1
,
6
0
3
)
74%
$
4
,
2
5
9
$
4
,
0
8
3
$
1
7
6
10
4
%
$
8
,
6
6
7
$
1
0
,
4
2
1
$
(
1
,
7
5
4
)
83%
$
3
4
5
$
4
7
5
$
(
1
3
0
)
73
%
$
8
7
0
$
1
,
8
4
5
$
(
9
7
5
)
47%
$
6
0
9
$
8
3
8
$
(
2
2
9
)
73
%
$
1
,
2
9
8
$
2
,
4
1
5
$
(
1
,
1
1
7
)
54%
93
6
$
1
,
1
2
8
$
(
1
9
2
)
$
8
3
%
2
,
0
3
2
$
3
,
2
0
4
$
(
1
,
1
7
2
)
$ 63%
$
1
,
4
5
0
$
1
,
6
2
4
$
(
1
7
4
)
89
%
$
3
,
2
8
6
$
4
,
6
0
9
$
(
1
,
3
2
3
)
71%
$
3
,
0
2
6
$
3
,
0
6
5
$
(
3
9
)
99
%
$
6
,
3
0
4
$
7
,
7
9
3
$
(
1
,
4
8
9
)
81%
$
1
,
7
6
9
$
2
,
1
3
6
$
(
3
6
7
)
83
%
$
2
,
8
2
7
$
4
,
1
6
4
$
(
1
,
3
3
7
)
68%
$
3
,
1
2
5
$
3
,
7
7
3
$
(
6
4
8
)
83
%
$
4
,
5
1
4
$
6
,
2
1
8
$
(
1
,
7
0
4
)
73%
4,
8
0
3
$
5
,
8
7
4
$
(
1
,
0
7
1
)
$
8
2
%
7
,
0
1
4
$
9
,
3
7
4
$
(
2
,
3
6
0
)
$ 75%
$
7
,
4
4
4
$
9
,
1
5
9
$
(
1
,
7
1
5
)
81
%
$
1
1
,
1
4
9
$
1
4
,
5
7
1
$
(
3
,
4
2
2
)
77%
$
1
5
,
5
3
3
$
1
9
,
2
7
3
$
(
3
,
7
4
0
)
81
%
$
2
2
,
1
4
5
$
2
8
,
4
3
1
$
(
6
,
2
8
6
)
78%
$
2
8
5
$
3
8
7
$
(
1
0
2
)
74
%
$
8
2
8
$
1
,
7
7
9
$
(
9
5
1
)
47%
$
5
0
4
$
6
7
8
$
(
1
7
4
)
74
%
$
1
,
2
1
6
$
2
,
2
8
5
$
(
1
,
0
6
9
)
53%
77
5
$
9
3
4
$
(1
5
9
)
$
83
%
1
,
9
0
9
$
3
,
0
6
0
$
(1,151)$ 62%
$
1
,
2
0
1
$
1
,
3
5
1
$
(
1
5
0
)
89
%
$
3
,
1
0
1
$
4
,
4
2
1
$
(
1
,
3
2
0
)
70%
$
2
,
5
0
6
$
2
,
6
3
7
$
(
1
3
1
)
95
%
$
5
,
8
9
7
$
7
,
5
2
5
$
(
1
,
6
2
8
)
78%
$
2
1
3
$
2
8
1
$
(
6
8
)
76
%
$
6
0
0
$
1
,
4
8
8
$
(
8
8
8
)
40%
$
3
7
7
$
4
8
4
$
(
1
0
7
)
78
%
$
8
8
5
$
1
,
8
4
5
$
(
9
6
0
)
48%
57
9
$
6
9
9
$
(
1
2
0
)
$
83
%
1
,
3
8
8
$
2
,
4
0
4
$
(1,016)$ 58%
$
8
9
8
$
1
,
0
1
8
$
(
1
2
0
)
88
%
$
2
,
2
5
3
$
3
,
3
5
1
$
(
1
,
0
9
8
)
67%
$
1
,
8
7
3
$
2
,
1
1
5
$
(
2
4
2
)
89
%
$
4
,
2
9
2
$
5
,
6
1
8
$
(
1
,
3
2
6
)
76%
$
1
,
9
0
9
$
1
,
8
6
3
$
4
6
10
2
%
$
3
,
5
5
5
$
4
,
5
6
0
$
(
1
,
0
0
5
)
78%
$
3
,
3
7
2
$
3
,
1
3
7
$
2
3
5
10
8
%
$
5
,
5
3
3
$
6
,
4
8
4
$
(
9
5
1
)
85%
5,
1
8
2
$
6
,
4
2
9
$
(
1
,
2
4
7
)
$
81
%
8
,
6
2
2
$
1
1
,
5
3
9
$
(2,917)$ 75%
$
8
,
0
3
1
$
1
0
,
7
6
5
$
(
2
,
7
3
4
)
75
%
$
1
3
,
7
9
4
$
1
9
,
0
5
8
$
(
5
,
2
6
4
)
72%
$
1
6
,
7
5
8
$
2
6
,
8
9
0
$
(
1
0
,
1
3
2
)
62
%
$
2
7
,
0
4
5
$
4
1
,
6
0
2
$
(
1
4
,
5
5
7
)
65%
$
3
2
8
$
4
5
0
$
(
1
2
2
)
73
%
$
1
,
2
5
1
$
2
,
2
9
1
$
(
1
,
0
4
0
)
55%
$
5
7
9
$
7
9
3
$
(
2
1
4
)
73
%
$
1
,
7
9
0
$
2
,
9
9
9
$
(
1
,
2
0
9
)
60%
89
0
$
1
,
0
7
3
$
(1
8
3
)
$
83
%
2
,
8
1
8
$
4
,
2
2
6
$
(1,408)$ 67%
$
1
,
3
8
0
$
1
,
5
4
8
$
(
1
6
8
)
89
%
$
4
,
6
1
0
$
6
,
4
1
5
$
(
1
,
8
0
5
)
72%
$
2
,
8
7
9
$
2
,
9
4
5
$
(
6
6
)
98
%
$
8
,
6
4
4
$
1
1
,
2
1
5
$
(
2
,
5
7
1
)
77%
$
4
3
9
$
6
1
4
$
(
1
7
5
)
72
%
$
9
6
4
$
1
,
9
8
4
$
(
1
,
0
2
0
)
49%
$
7
7
5
$
1
,
0
9
2
$
(
3
1
7
)
71
%
$
1
,
4
6
4
$
2
,
6
6
9
$
(
1
,
2
0
5
)
55%
1,
1
9
2
$
1
,
4
3
5
$
(2
4
3
)
$
83
%
2
,
2
8
8
$
3
,
5
1
2
$
(1,224)$ 65%
$
1
,
8
4
7
$
2
,
0
6
0
$
(
2
1
3
)
90
%
$
3
,
6
8
3
$
5
,
0
4
4
$
(
1
,
3
6
1
)
73%
$
3
,
8
5
4
$
3
,
7
4
8
$
1
0
6
10
3
%
$
7
,
1
3
2
$
8
,
4
7
6
$
(
1
,
3
4
4
)
84%
Wo
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6
Item 10.a. - Page 128
Ci
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20
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
9
4
5
$
9
0
3
$
4
2
10
5
%
$
1
,
8
6
8
$
2
,
7
4
4
$
(
8
7
6
)
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$
1
,
6
7
0
$
1
,
4
5
0
$
2
2
0
11
5
%
$
2
,
8
8
1
$
3
,
6
5
5
$
(
7
7
4
)
79%
2,
5
6
6
$
3
,
1
7
4
$
(
6
0
8
)
$
8
1
%
4
,
4
9
4
$
6
,
3
2
7
$
(
1
,
8
3
3
)
$ 71%
$
3
,
9
7
8
$
5
,
2
4
2
$
(
1
,
2
6
4
)
76
%
$
7
,
2
0
8
$
1
0
,
1
1
0
$
(
2
,
9
0
2
)
71%
$
8
,
2
9
9
$
1
3
,
9
4
4
$
(
5
,
6
4
5
)
60
%
$
1
4
,
0
6
4
$
2
2
,
2
1
4
$
(
8
,
1
5
0
)
63%
$
3
1
0
$
4
2
3
$
(
1
1
3
)
73
%
$
7
6
2
$
1
,
7
0
7
$
(
9
4
5
)
45%
$
5
4
7
$
7
4
3
$
(
1
9
6
)
74
%
$
1
,
1
4
1
$
2
,
2
0
7
$
(
1
,
0
6
6
)
52%
84
0
$
1
,
0
1
3
$
(
1
7
3
)
$
8
3
%
1
,
7
8
5
$
2
,
8
9
4
$
(
1
,
1
0
9
)
$ 62%
$
1
,
3
0
2
$
1
,
4
6
2
$
(
1
6
0
)
89
%
$
2
,
8
8
5
$
4
,
1
0
4
$
(
1
,
2
1
9
)
70%
$
2
,
7
1
7
$
2
,
8
1
1
$
(
9
4
)
97
%
$
5
,
5
4
3
$
6
,
8
9
4
$
(
1
,
3
5
1
)
80%
$
2
1
3
$
2
8
1
$
(
6
8
)
76
%
$
7
2
0
$
1
,
6
3
0
$
(
9
1
0
)
44%
$
3
7
7
$
4
8
4
$
(
1
0
7
)
78
%
$
1
,
0
4
2
$
2
,
0
3
4
$
(
9
9
2
)
51%
57
9
$
6
9
9
$
(
1
2
0
)
$
8
3
%
1
,
6
3
7
$
2
,
7
2
7
$
(
1
,
0
9
0
)
$ 60%
$
8
9
8
$
1
,
0
1
8
$
(
1
2
0
)
88
%
$
2
,
6
7
1
$
3
,
9
1
7
$
(
1
,
2
4
6
)
68%
$
1
,
8
7
3
$
2
,
1
1
5
$
(
2
4
2
)
89
%
$
5
,
0
3
8
$
6
,
6
8
1
$
(
1
,
6
4
3
)
75%
$
1
,
0
0
1
$
9
8
5
$
1
6
10
2
%
$
1
,
9
9
6
$
2
,
9
1
2
$
(
9
1
6
)
69%
$
1
,
7
6
8
$
1
,
5
9
9
$
1
6
9
11
1
%
$
3
,
0
7
4
$
3
,
9
1
9
$
(
8
4
5
)
78%
2,
7
1
7
$
3
,
3
5
5
$
(
6
3
8
)
$
8
1
%
4
,
7
9
6
$
6
,
7
0
4
$
(
1
,
9
0
8
)
$ 72%
$
4
,
2
1
1
$
5
,
4
9
8
$
(
1
,
2
8
7
)
77
%
$
7
,
6
9
4
$
1
0
,
7
0
9
$
(
3
,
0
1
5
)
72%
$
8
,
7
8
6
$
1
4
,
3
4
5
$
(
5
,
5
5
9
)
61
%
$
1
5
,
0
0
3
$
2
3
,
2
6
0
$
(
8
,
2
5
7
)
65%
$
3
7
4
$
5
1
8
$
(
1
4
4
)
72
%
$
8
2
6
$
1
,
8
0
3
$
(
9
7
7
)
46%
$
6
6
1
$
9
1
7
$
(
2
5
6
)
72
%
$
1
,
2
5
5
$
2
,
3
8
1
$
(
1
,
1
2
6
)
53%
1,
0
1
6
$
1
,
2
2
4
$
(2
0
8
)
$
83
%
1
,
9
6
1
$
3
,
1
0
5
$
(1,144)$ 63%
$
1
,
5
7
5
$
1
,
7
6
1
$
(
1
8
6
)
89
%
$
3
,
1
5
8
$
4
,
4
0
3
$
(
1
,
2
4
5
)
72%
$
3
,
2
8
5
$
3
,
2
8
0
$
5
10
0
%
$
6
,
1
1
1
$
7
,
3
6
3
$
(
1
,
2
5
2
)
83%
$
2
1
3
$
2
8
1
$
(
6
8
)
76
%
$
7
2
0
$
1
,
6
3
0
$
(
9
1
0
)
44%
$
3
7
7
$
4
8
4
$
(
1
0
7
)
78
%
$
1
,
0
4
2
$
2
,
0
3
4
$
(
9
9
2
)
51%
57
9
$
6
9
9
$
(
1
2
0
)
$
83
%
1
,
6
3
7
$
2
,
7
2
7
$
(1,090)$ 60%
$
8
9
8
$
1
,
0
1
8
$
(
1
2
0
)
88
%
$
2
,
6
7
1
$
3
,
9
1
7
$
(
1
,
2
4
6
)
68%
$
1
,
8
7
3
$
2
,
1
1
5
$
(
2
4
2
)
89
%
$
5
,
0
3
8
$
6
,
6
8
1
$
(
1
,
6
4
3
)
75%
$
2
,
0
5
5
$
2
,
5
4
1
$
(
4
8
6
)
81
%
$
2
,
9
7
8
$
4
,
3
8
2
$
(
1
,
4
0
4
)
68%
$
3
,
6
3
0
$
4
,
4
3
5
$
(
8
0
5
)
82
%
$
4
,
8
4
1
$
6
,
6
4
1
$
(
1
,
8
0
0
)
73%
5,
5
7
9
$
6
,
7
9
4
$
(
1
,
2
1
5
)
$
82
%
7
,
5
0
7
$
9
,
9
4
7
$
(2,440)$ 75%
$
8
,
6
4
6
$
1
0
,
3
6
8
$
(
1
,
7
2
2
)
83
%
$
1
1
,
8
7
6
$
1
5
,
2
3
6
$
(
3
,
3
6
0
)
78%
$
1
8
,
0
4
1
$
2
1
,
9
7
6
$
(
3
,
9
3
5
)
82
%
$
2
3
,
8
0
6
$
3
0
,
2
4
6
$
(
6
,
4
4
0
)
79%
$
1
,
9
4
6
$
1
,
9
1
7
$
2
9
10
1
%
$
3
,
5
9
2
$
4
,
6
1
5
$
(
1
,
0
2
3
)
78%
$
3
,
4
3
7
$
3
,
2
3
6
$
2
0
1
10
6
%
$
5
,
5
9
8
$
6
,
5
8
3
$
(
9
8
5
)
85%
5,
2
8
3
$
6
,
5
5
0
$
(
1
,
2
6
7
)
$
81
%
8
,
7
2
3
$
1
1
,
6
6
0
$
(2,937)$ 75%
$
8
,
1
8
7
$
1
0
,
9
3
6
$
(
2
,
7
4
9
)
75
%
$
1
3
,
9
5
0
$
1
9
,
2
2
9
$
(
5
,
2
7
9
)
73%
$
1
7
,
0
8
2
$
2
7
,
1
5
8
$
(
1
0
,
0
7
6
)
63
%
$
2
7
,
3
6
9
$
4
1
,
8
7
0
$
(
1
4
,
5
0
1
)
65%
$
3
4
7
$
4
7
7
$
(
1
3
0
)
73
%
$
1
,
0
8
9
$
2
,
1
0
5
$
(
1
,
0
1
6
)
52%
$
6
1
2
$
8
4
3
$
(
2
3
1
)
73
%
$
1
,
5
8
6
$
2
,
7
6
3
$
(
1
,
1
7
7
)
57%
94
1
$
1
,
1
3
4
$
(1
9
3
)
$
83
%
2
,
4
9
1
$
3
,
7
9
7
$
(1,306)$ 66%
$
1
,
4
5
8
$
1
,
6
3
3
$
(
1
7
5
)
89
%
$
4
,
0
5
4
$
5
,
6
4
5
$
(
1
,
5
9
1
)
72%
$
3
,
0
4
2
$
3
,
0
7
9
$
(
3
7
)
99
%
$
7
,
6
7
6
$
9
,
7
3
9
$
(
2
,
0
6
3
)
79%
Wo
h
l
f
o
r
d
C
o
n
s
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g
Ap
p
e
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P
a
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1
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3
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,
2
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1
6
Item 10.a. - Page 129
Ci
t
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f
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20
1
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t
Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
9
5
$
2
5
3
$
(
5
8
)
77
%
$
8
6
4
$
1
,
7
9
5
$
(
9
3
1
)
48%
$
3
4
4
$
4
3
5
$
(
9
1
)
79
%
$
1
,
2
2
3
$
2
,
2
4
1
$
(
1
,
0
1
8
)
55%
52
9
$
6
3
9
$
(
1
1
0
)
$
8
3
%
1
,
9
2
8
$
3
,
1
0
7
$
(
1
,
1
7
9
)
$ 62%
$
8
2
0
$
9
3
2
$
(
1
1
2
)
88
%
$
3
,
1
6
3
$
4
,
6
0
2
$
(
1
,
4
3
9
)
69%
$
1
,
7
1
0
$
1
,
9
8
1
$
(
2
7
1
)
86
%
$
5
,
8
9
2
$
7
,
9
9
7
$
(
2
,
1
0
5
)
74%
$
1
,
9
4
6
$
1
,
9
1
7
$
2
9
10
1
%
$
3
,
5
9
2
$
4
,
6
1
5
$
(
1
,
0
2
3
)
78%
$
3
,
4
3
7
$
3
,
2
3
6
$
2
0
1
10
6
%
$
5
,
5
9
8
$
6
,
5
8
3
$
(
9
8
5
)
85%
5,
2
8
3
$
6
,
5
5
0
$
(
1
,
2
6
7
)
$
8
1
%
8
,
7
2
3
$
1
1
,
6
6
0
$
(
2
,
9
3
7
)
$ 75%
$
8
,
1
8
7
$
1
0
,
9
3
6
$
(
2
,
7
4
9
)
75
%
$
1
3
,
9
5
0
$
1
9
,
2
2
9
$
(
5
,
2
7
9
)
73%
$
1
7
,
0
8
2
$
2
7
,
1
5
8
$
(
1
0
,
0
7
6
)
63
%
$
2
7
,
3
6
9
$
4
1
,
8
7
0
$
(
1
4
,
5
0
1
)
65%
$
3
5
6
$
4
9
1
$
(
1
3
5
)
73
%
$
1
,
0
9
8
$
2
,
1
1
8
$
(
1
,
0
2
0
)
52%
$
6
2
8
$
8
6
8
$
(
2
4
0
)
72
%
$
1
,
6
0
2
$
2
,
7
8
8
$
(
1
,
1
8
6
)
57%
96
6
$
1
,
1
6
4
$
(
1
9
8
)
$
8
3
%
2
,
5
1
6
$
3
,
8
2
7
$
(
1
,
3
1
1
)
$ 66%
$
1
,
4
9
7
$
1
,
6
7
6
$
(
1
7
9
)
89
%
$
4
,
0
9
3
$
5
,
6
8
7
$
(
1
,
5
9
4
)
72%
$
3
,
1
2
3
$
3
,
1
4
6
$
(
2
3
)
99
%
$
7
,
7
5
7
$
9
,
8
0
6
$
(
2
,
0
4
9
)
79%
$
4
5
7
$
6
4
1
$
(
1
8
4
)
71
%
$
1
,
1
2
6
$
2
,
1
8
3
$
(
1
,
0
5
7
)
52%
$
8
0
8
$
1
,
1
4
1
$
(
3
3
3
)
71
%
$
1
,
6
8
7
$
2
,
9
4
7
$
(
1
,
2
6
0
)
57%
1,
2
4
2
$
1
,
4
9
6
$
(
2
5
4
)
$
8
3
%
2
,
6
4
1
$
3
,
9
6
3
$
(
1
,
3
2
2
)
$ 67%
$
1
,
9
2
5
$
2
,
1
4
6
$
(
2
2
1
)
90
%
$
4
,
2
6
8
$
5
,
8
1
5
$
(
1
,
5
4
7
)
73%
$
4
,
0
1
6
$
3
,
8
8
2
$
1
3
4
10
3
%
$
8
,
1
9
8
$
9
,
8
9
8
$
(
1
,
7
0
0
)
83%
$
1
,
0
0
1
$
9
8
5
$
1
6
10
2
%
$
2
,
1
0
5
$
3
,
0
4
0
$
(
9
3
5
)
69%
$
1
,
7
6
8
$
1
,
5
9
9
$
1
6
9
11
1
%
$
3
,
2
1
7
$
4
,
0
9
0
$
(
8
7
3
)
79%
2,
7
1
7
$
3
,
3
5
5
$
(6
3
8
)
$
81
%
5
,
0
2
3
$
6
,
9
9
7
$
(1,974)$ 72%
$
4
,
2
1
1
$
5
,
4
9
8
$
(
1
,
2
8
7
)
77
%
$
8
,
0
7
4
$
1
1
,
2
2
2
$
(
3
,
1
4
8
)
72%
$
8
,
7
8
6
$
1
4
,
3
4
5
$
(
5
,
5
5
9
)
61
%
$
1
5
,
6
8
2
$
2
4
,
2
2
6
$
(
8
,
5
4
4
)
65%
$
3
1
9
$
4
3
6
$
(
1
1
7
)
73
%
$
8
8
0
$
1
,
8
5
0
$
(
9
7
0
)
48%
$
5
6
3
$
7
6
8
$
(
2
0
5
)
73
%
$
1
,
2
9
9
$
2
,
4
0
3
$
(
1
,
1
0
4
)
54%
86
5
$
1
,
0
4
3
$
(1
7
8
)
$
83
%
2
,
0
3
7
$
3
,
2
1
7
$
(1,180)$ 63%
$
1
,
3
4
1
$
1
,
5
0
5
$
(
1
6
4
)
89
%
$
3
,
3
0
4
$
4
,
6
6
0
$
(
1
,
3
5
6
)
71%
$
2
,
7
9
8
$
2
,
8
7
8
$
(
8
0
)
97
%
$
6
,
3
0
2
$
7
,
9
2
7
$
(
1
,
6
2
5
)
79%
$
4
5
7
$
6
4
1
$
(
1
8
4
)
71
%
$
9
2
7
$
1
,
9
4
7
$
(
1
,
0
2
0
)
48%
$
8
0
8
$
1
,
1
4
1
$
(
3
3
3
)
71
%
$
1
,
4
2
5
$
2
,
6
3
3
$
(
1
,
2
0
8
)
54%
1,
2
4
2
$
1
,
4
9
6
$
(2
5
4
)
$
83
%
2
,
2
2
5
$
3
,
4
2
5
$
(1,200)$ 65%
$
1
,
9
2
5
$
2
,
1
4
6
$
(
2
2
1
)
90
%
$
3
,
5
7
1
$
4
,
8
7
3
$
(
1
,
3
0
2
)
73%
$
4
,
0
1
6
$
3
,
8
8
2
$
1
3
4
10
3
%
$
6
,
9
5
5
$
8
,
1
2
6
$
(
1
,
1
7
1
)
86%
$
1
,
0
0
1
$
9
8
5
$
1
6
10
2
%
$
1
,
8
8
7
$
2
,
7
8
3
$
(
8
9
6
)
68%
$
1
,
7
6
8
$
1
,
5
9
9
$
1
6
9
11
1
%
$
2
,
9
3
2
$
3
,
7
4
7
$
(
8
1
5
)
78%
2,
7
1
7
$
3
,
3
5
5
$
(6
3
8
)
$
81
%
4
,
5
6
9
$
6
,
4
1
0
$
(1,841)$ 71%
$
4
,
2
1
1
$
5
,
4
9
8
$
(
1
,
2
8
7
)
77
%
$
7
,
3
1
4
$
1
0
,
1
9
5
$
(
2
,
8
8
1
)
72%
$
8
,
7
8
6
$
1
4
,
3
4
5
$
(
5
,
5
5
9
)
61
%
$
1
4
,
3
2
5
$
2
2
,
2
9
4
$
(
7
,
9
6
9
)
64%
$
1
7
6
$
2
2
6
$
(
5
0
)
78
%
$
8
4
5
$
1
,
7
6
8
$
(
9
2
3
)
48%
$
3
1
1
$
3
8
5
$
(
7
4
)
81
%
$
1
,
1
9
0
$
2
,
1
9
1
$
(
1
,
0
0
1
)
54%
47
9
$
5
7
8
$
(9
9
)
$
8
3
%
1
,
8
7
8
$
3
,
0
4
6
$
(1,168)$ 62%
$
7
4
2
$
8
4
7
$
(
1
0
5
)
88
%
$
3
,
0
8
5
$
4
,
5
1
6
$
(
1
,
4
3
1
)
68%
$
1
,
5
4
8
$
1
,
8
4
7
$
(
2
9
9
)
84
%
$
5
,
7
3
0
$
7
,
8
6
3
$
(
2
,
1
3
3
)
73%
Wo
h
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f
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Ap
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1
6
Item 10.a. - Page 130
Ci
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20
1
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
,
0
0
1
$
9
8
5
$
1
6
10
2
%
$
1
,
7
7
9
$
2
,
6
5
5
$
(
8
7
6
)
67%
$
1
,
7
6
8
$
1
,
5
9
9
$
1
6
9
11
1
%
$
2
,
7
8
9
$
3
,
5
7
6
$
(
7
8
7
)
78%
2,
7
1
7
$
3
,
3
5
5
$
(
6
3
8
)
$
8
1
%
4
,
3
4
2
$
6
,
1
1
7
$
(
1
,
7
7
5
)
$ 71%
$
4
,
2
1
1
$
5
,
4
9
8
$
(
1
,
2
8
7
)
77
%
$
6
,
9
3
4
$
9
,
6
8
1
$
(
2
,
7
4
7
)
72%
$
8
,
7
8
6
$
1
4
,
3
4
5
$
(
5
,
5
5
9
)
61
%
$
1
3
,
6
4
7
$
2
1
,
3
2
7
$
(
7
,
6
8
0
)
64%
$
3
0
0
$
4
0
9
$
(
1
0
9
)
73
%
$
1
,
4
0
4
$
2
,
4
6
4
$
(
1
,
0
6
0
)
57%
$
5
3
0
$
7
1
8
$
(
1
8
8
)
74
%
$
1
,
9
7
9
$
3
,
2
0
9
$
(
1
,
2
3
0
)
62%
81
5
$
9
8
3
$
(
1
6
8
)
$
8
3
%
3
,
1
2
1
$
4
,
6
2
5
$
(
1
,
5
0
4
)
$ 67%
$
1
,
2
6
3
$
1
,
4
1
9
$
(
1
5
6
)
89
%
$
5
,
1
2
6
$
7
,
1
4
3
$
(
2
,
0
1
7
)
72%
$
2
,
6
3
6
$
2
,
7
4
4
$
(
1
0
8
)
96
%
$
9
,
5
3
2
$
1
2
,
6
2
5
$
(
3
,
0
9
3
)
76%
$
1
7
6
$
2
2
6
$
(
5
0
)
78
%
$
8
4
5
$
1
,
7
6
8
$
(
9
2
3
)
48%
$
3
1
1
$
3
8
5
$
(
7
4
)
81
%
$
1
,
1
9
0
$
2
,
1
9
1
$
(
1
,
0
0
1
)
54%
47
9
$
5
7
8
$
(
9
9
)
$
8
3
%
1
,
8
7
8
$
3
,
0
4
6
$
(
1
,
1
6
8
)
$ 62%
$
7
4
2
$
8
4
7
$
(
1
0
5
)
88
%
$
3
,
0
8
5
$
4
,
5
1
6
$
(
1
,
4
3
1
)
68%
$
1
,
5
4
8
$
1
,
8
4
7
$
(
2
9
9
)
84
%
$
5
,
7
2
8
$
7
,
8
6
3
$
(
2
,
1
3
5
)
73%
$
1
7
6
$
2
2
6
$
(
5
0
)
78
%
$
5
5
6
$
1
,
4
2
5
$
(
8
6
9
)
39%
$
3
1
1
$
3
8
5
$
(
7
4
)
81
%
$
8
1
0
$
1
,
7
3
4
$
(
9
2
4
)
47%
47
9
$
5
7
8
$
(
9
9
)
$
8
3
%
1
,
2
7
3
$
2
,
2
6
4
$
(
9
9
1
)
$ 56%
$
7
4
2
$
8
4
7
$
(
1
0
5
)
88
%
$
2
,
0
7
2
$
3
,
1
4
6
$
(
1
,
0
7
4
)
66%
$
1
,
5
4
8
$
1
,
8
4
7
$
(
2
9
9
)
84
%
$
3
,
9
2
1
$
5
,
2
8
6
$
(
1
,
3
6
5
)
74%
$
1
9
5
$
2
5
3
$
(
5
8
)
77
%
$
6
1
1
$
1
,
4
9
5
$
(
8
8
4
)
41%
$
3
4
4
$
4
3
5
$
(
9
1
)
79
%
$
8
9
0
$
1
,
8
4
1
$
(
9
5
1
)
48%
52
9
$
6
3
9
$
(1
1
0
)
$
83
%
1
,
3
9
8
$
2
,
4
2
2
$
(1,024)$ 58%
$
8
2
0
$
9
3
2
$
(
1
1
2
)
88
%
$
2
,
2
7
6
$
3
,
4
0
3
$
(
1
,
1
2
7
)
67%
$
1
,
7
1
0
$
1
,
9
8
1
$
(
2
7
1
)
86
%
$
4
,
3
0
9
$
5
,
7
4
2
$
(
1
,
4
3
3
)
75%
$
1
,
8
7
6
$
1
,
8
3
9
$
3
7
10
2
%
$
3
,
5
2
2
$
4
,
5
3
7
$
(
1
,
0
1
5
)
78%
$
3
,
3
1
3
$
3
,
2
0
3
$
1
1
0
10
3
%
$
5
,
4
7
4
$
6
,
5
5
0
$
(
1
,
0
7
6
)
84%
5,
0
9
2
$
6
,
3
3
9
$
(
1
,
2
4
7
)
$
80
%
8
,
5
3
2
$
1
1
,
4
4
8
$
(2,916)$ 75%
$
7
,
8
9
2
$
1
0
,
7
7
5
$
(
2
,
8
8
3
)
73
%
$
1
3
,
6
5
5
$
1
9
,
0
6
8
$
(
5
,
4
1
3
)
72%
$
1
6
,
4
6
7
$
2
5
,
7
1
9
$
(
9
,
2
5
2
)
64
%
$
2
6
,
7
5
4
$
4
0
,
4
3
1
$
(
1
3
,
6
7
7
)
66%
$
1
,
3
8
8
$
1
,
6
7
4
$
(
2
8
6
)
83
%
$
2
,
5
6
0
$
3
,
8
4
8
$
(
1
,
2
8
8
)
67%
$
2
,
2
1
4
$
2
,
6
7
0
$
(
4
5
6
)
83
%
$
3
,
4
8
3
$
4
,
9
6
8
$
(
1
,
4
8
5
)
70%
3,
0
5
9
$
3
,
6
8
7
$
(6
2
8
)
$
83
%
4
,
8
2
0
$
6
,
6
2
0
$
(1,800)$ 73%
$
4
,
5
8
0
$
5
,
5
1
0
$
(
9
3
0
)
83
%
$
6
,
8
6
7
$
9
,
1
0
7
$
(
2
,
2
4
0
)
75%
$
6
,
1
2
5
$
7
,
3
7
4
$
(
1
,
2
4
9
)
83
%
$
9
,
3
3
2
$
1
2
,
1
4
8
$
(
2
,
8
1
6
)
77%
$
8
3
7
$
1
,
0
5
4
$
(
2
1
7
)
79
%
$
1
,
2
6
4
$
2
,
3
3
2
$
(
1
,
0
6
8
)
54%
$
1
,
3
3
5
$
1
,
6
4
4
$
(
3
0
9
)
81
%
$
1
,
7
9
8
$
2
,
9
7
1
$
(
1
,
1
7
3
)
61%
1,
8
4
4
$
2,
2
2
0
$
(3
7
6
)
$
83
%
2
,
4
8
6
$
3,
7
0
9
$
(1,223)$ 67%
$
2
,
7
6
1
$
3
,
2
1
0
$
(
4
4
9
)
86
%
$
3
,
5
9
5
$
4
,
9
5
3
$
(
1
,
3
5
8
)
73%
$
3
,
6
9
3
$
4
,
3
5
0
$
(
6
5
7
)
85
%
$
4
,
8
6
3
$
6
,
4
6
2
$
(
1
,
5
9
9
)
75%
$
1
5
6
$
1
8
2
$
(
2
6
)
86
%
$
5
3
3
$
1
,
4
0
0
$
(
8
6
7
)
38%
$
2
4
8
$
2
9
6
$
(
4
8
)
84
%
$
6
5
7
$
1
,
5
5
7
$
(
9
0
0
)
42%
34
3
$
41
6
$
(7
3
)
$
8
3
%
9
1
0
$
1
,
8
0
7
$
(897)$ 50%
$
5
1
4
$
6
3
3
$
(
1
1
9
)
81
%
$
1
,
2
5
0
$
2
,
2
5
1
$
(
1
,
0
0
1
)
56%
$
6
8
7
$
8
4
1
$
(
1
5
4
)
82
%
$
1
,
7
1
9
$
2
,
7
7
3
$
(
1
,
0
5
4
)
62%
Wo
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1
6
Item 10.a. - Page 131
Ci
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20
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
4
0
9
$
1
,
2
4
8
$
(
8
3
9
)
33%
$
1
9
4
$
2
2
9
$
(
3
5
)
85
%
$
5
0
4
$
1
,
3
7
2
$
(
8
6
8
)
37%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
9
9
$
1
,
5
4
0
$
(
8
4
1
)
$ 45%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
6
0
$
1
,
8
9
6
$
(
9
3
6
)
51%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
3
2
0
$
2
,
2
7
1
$
(
9
5
1
)
58%
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
4
0
9
$
1
,
2
4
8
$
(
8
3
9
)
33%
$
1
9
4
$
2
2
9
$
(
3
5
)
85
%
$
5
0
4
$
1
,
3
7
2
$
(
8
6
8
)
37%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
9
9
$
1
,
5
4
0
$
(
8
4
1
)
$ 45%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
6
0
$
1
,
8
9
6
$
(
9
3
6
)
51%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
3
2
0
$
2
,
2
7
1
$
(
9
5
1
)
58%
$
9
9
$
1
1
1
$
(
1
2
)
89
%
$
2
8
7
$
1
,
0
8
4
$
(
7
9
7
)
26%
$
1
7
4
$
1
7
6
$
(
2
)
99
%
$
4
2
1
$
1
,
2
2
3
$
(
8
0
2
)
34%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
6
1
$
1
,
4
9
2
$
(
8
3
1
)
$ 44%
$
4
1
5
$
4
8
8
$
(
7
3
)
85
%
$
1
,
0
7
3
$
1
,
8
8
0
$
(
8
0
7
)
57%
$
8
6
6
$
1
,
2
8
5
$
(
4
1
9
)
67
%
$
2
,
0
4
1
$
3
,
0
1
7
$
(
9
7
6
)
68%
$
9
9
$
1
1
1
$
(
1
2
)
89
%
$
2
8
7
$
1
,
0
8
4
$
(
7
9
7
)
26%
$
1
7
4
$
1
7
6
$
(
2
)
99
%
$
4
2
1
$
1
,
2
2
3
$
(
8
0
2
)
34%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
6
1
$
1
,
4
9
2
$
(
8
3
1
)
$ 44%
$
4
1
5
$
4
8
8
$
(
7
3
)
85
%
$
1
,
0
7
3
$
1
,
8
8
0
$
(
8
0
7
)
57%
$
8
6
6
$
1
,
2
8
5
$
(
4
1
9
)
67
%
$
2
,
0
4
1
$
3
,
0
1
7
$
(
9
7
6
)
68%
$
9
9
$
1
1
1
$
(
1
2
)
89
%
$
3
0
5
$
1
,
1
0
5
$
(
8
0
0
)
28%
$
1
7
4
$
1
7
6
$
(
2
)
99
%
$
4
4
5
$
1
,
2
5
1
$
(
8
0
6
)
36%
26
8
$
3
2
5
$
(5
7
)
$
8
2
%
6
9
9
$
1
,
5
4
0
$
(841)$ 45%
$
4
1
5
$
4
8
8
$
(
7
3
)
85
%
$
1
,
1
3
7
$
1
,
9
6
6
$
(
8
2
9
)
58%
$
8
6
6
$
1
,
2
8
5
$
(
4
1
9
)
67
%
$
2
,
1
5
4
$
3
,
1
7
8
$
(
1
,
0
2
4
)
68%
$
1
8
8
$
2
2
3
$
(
3
5
)
84
%
$
4
7
5
$
1
,
3
3
2
$
(
8
5
7
)
36%
$
2
9
9
$
3
5
9
$
(
6
0
)
83
%
$
6
0
9
$
1
,
5
0
3
$
(
8
9
4
)
41%
41
3
$
5
0
0
$
(8
7
)
$
8
3
%
8
4
4
$
1
,
7
1
5
$
(871)$ 49%
$
6
1
9
$
7
5
4
$
(
1
3
5
)
82
%
$
1
,
1
7
8
$
2
,
1
4
6
$
(
9
6
8
)
55%
$
8
2
8
$
1
,
0
0
5
$
(
1
7
7
)
82
%
$
1
,
6
1
2
$
2
,
6
1
2
$
(
1
,
0
0
0
)
62%
$
1
6
9
$
2
1
5
$
(
4
6
)
79
%
$
4
0
4
$
1
,
2
4
3
$
(
8
3
9
)
32%
$
2
9
8
$
3
6
5
$
(
6
7
)
82
%
$
6
0
7
$
1
,
4
8
6
$
(
8
7
9
)
41%
45
9
$
5
5
4
$
(9
5
)
$
8
3
%
9
5
0
$
1
,
8
4
8
$
(898)$ 51%
$
7
1
1
$
8
1
3
$
(
1
0
2
)
87
%
$
1
,
5
3
4
$
2
,
4
2
7
$
(
8
9
3
)
63%
$
1
,
4
8
3
$
1
,
7
9
4
$
(
3
1
1
)
83
%
$
2
,
9
5
2
$
3
,
9
4
4
$
(
9
9
2
)
75%
$
3
0
8
$
4
2
0
$
(
1
1
2
)
73
%
$
9
7
7
$
1
,
9
6
2
$
(
9
8
5
)
50%
$
5
4
3
$
7
3
8
$
(
1
9
5
)
74
%
$
1
,
4
2
2
$
2
,
5
4
4
$
(
1
,
1
2
2
)
56%
83
5
$
1
,
0
0
7
$
(1
7
2
)
$
83
%
2
,
2
3
4
$
3
,
4
7
5
$
(1,241)$ 64%
$
1
,
2
9
4
$
1
,
4
5
4
$
(
1
6
0
)
89
%
$
3
,
6
3
7
$
5
,
1
2
3
$
(
1
,
4
8
6
)
71%
$
2
,
7
0
1
$
2
,
7
9
8
$
(
9
7
)
97
%
$
6
,
8
8
3
$
8
,
8
1
3
$
(
1
,
9
3
0
)
78%
$
3
0
8
$
4
2
0
$
(
1
1
2
)
73
%
$
9
4
1
$
1
,
9
1
9
$
(
9
7
8
)
49%
$
5
4
3
$
7
3
8
$
(
1
9
5
)
74
%
$
1
,
3
7
4
$
2
,
4
8
7
$
(
1
,
1
1
3
)
55%
83
5
$
1
,
0
0
7
$
(1
7
2
)
$
83
%
2
,
1
5
8
$
3
,
3
7
7
$
(1,219)$ 64%
$
1
,
2
9
4
$
1
,
4
5
4
$
(
1
6
0
)
89
%
$
3
,
5
1
0
$
4
,
9
5
2
$
(
1
,
4
4
2
)
71%
$
2
,
7
0
1
$
2
,
7
9
8
$
(
9
7
)
97
%
$
6
,
6
5
7
$
8
,
4
9
1
$
(
1
,
8
3
4
)
78%
Wo
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6
Item 10.a. - Page 132
Ci
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
1
3
$
1
3
3
$
(
2
0
)
85
%
$
3
3
4
$
1
,
1
4
4
$
(
8
1
0
)
29%
$
2
0
0
$
2
1
6
$
(
1
6
)
93
%
$
4
9
0
$
1
,
3
1
4
$
(
8
2
4
)
37%
30
8
$
3
7
3
$
(
6
5
)
$
8
2
%
7
6
9
$
1
,
6
2
8
$
(
8
5
9
)
$ 47%
$
4
7
7
$
5
5
7
$
(
8
0
)
86
%
$
1
,
2
4
9
$
2
,
1
0
2
$
(
8
5
3
)
59%
$
9
9
6
$
1
,
3
9
2
$
(
3
9
6
)
72
%
$
2
,
3
7
4
$
3
,
4
1
4
$
(
1
,
0
4
0
)
70%
$
1
3
4
$
1
6
3
$
(
2
9
)
82
%
$
3
5
5
$
1
,
1
7
4
$
(
8
1
9
)
30%
$
2
3
6
$
2
7
0
$
(
3
4
)
87
%
$
5
2
6
$
1
,
3
6
9
$
(
8
4
3
)
38%
36
3
$
4
4
0
$
(
7
7
)
$
8
3
%
8
2
4
$
1
,
6
9
4
$
(
8
7
0
)
$ 49%
$
5
6
3
$
6
5
1
$
(
8
8
)
87
%
$
1
,
3
3
5
$
2
,
1
9
6
$
(
8
6
1
)
61%
$
1
,
1
7
5
$
1
,
5
3
9
$
(
3
6
4
)
76
%
$
2
,
5
5
3
$
3
,
5
6
1
$
(
1
,
0
0
8
)
72%
$
2
2
2
$
2
6
7
$
(
4
5
)
83
%
$
6
4
9
$
1
,
5
4
5
$
(
8
9
6
)
42%
$
3
5
4
$
4
2
7
$
(
7
3
)
83
%
$
8
1
7
$
1
,
7
5
3
$
(
9
3
6
)
47%
48
9
$
5
9
1
$
(
1
0
2
)
$
8
3
%
1
,
1
3
1
$
2
,
0
8
0
$
(
9
4
9
)
$ 54%
$
7
3
2
$
8
8
3
$
(
1
5
1
)
83
%
$
1
,
5
6
6
$
2
,
6
2
6
$
(
1
,
0
6
0
)
60%
$
9
7
9
$
1
,
1
8
1
$
(
2
0
2
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83
%
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2
,
1
4
9
$
3
,
2
9
4
$
(
1
,
1
4
5
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65%
$
5
6
3
$
7
0
4
$
(
1
4
1
)
80
%
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1
,
1
4
1
$
2
,
1
6
3
$
(
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,
0
2
2
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53%
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8
9
9
$
1
,
1
0
3
$
(
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0
4
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81
%
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1
,
5
2
6
$
2
,
6
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5
$
(
1
,
0
9
9
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58%
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2
4
2
$
1
,
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6
$
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5
4
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$
8
3
%
2
,
1
1
1
$
3
,
2
7
8
$
(
1
,
1
6
7
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$ 64%
$
1
,
8
5
9
$
2
,
1
7
6
$
(
3
1
7
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85
%
$
2
,
9
8
8
$
4
,
2
9
6
$
(
1
,
3
0
8
)
70%
$
2
,
4
8
6
$
2
,
9
4
2
$
(
4
5
6
)
85
%
$
4
,
0
6
9
$
5
,
5
9
6
$
(
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,
5
2
7
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$
2
1
0
$
2
5
2
$
(
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2
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%
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4
8
7
$
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5
0
$
(
8
6
3
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3
3
6
$
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5
$
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6
9
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%
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6
3
6
$
1
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5
3
5
$
(
8
9
9
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41%
46
4
$
5
6
0
$
(9
6
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$
8
3
%
8
8
0
$
1
,
7
5
6
$
(876)$ 50%
$
6
9
4
$
8
4
0
$
(
1
4
6
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83
%
$
1
,
2
3
4
$
2
,
2
0
7
$
(
9
7
3
)
56%
$
9
2
8
$
1
,
1
2
3
$
(
1
9
5
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83
%
$
1
,
6
8
5
$
2
,
6
9
3
$
(
1
,
0
0
8
)
63%
$
2
9
7
$
3
6
3
$
(
6
6
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%
$
6
7
9
$
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7
$
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0
8
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4
7
4
$
5
7
6
$
(
1
0
2
)
82
%
$
8
8
8
$
1
,
8
4
3
$
(
9
5
5
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48%
65
4
$
7
9
0
$
(
1
3
6
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$
83
%
1
,
2
2
8
$
2
,
1
9
1
$
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$
9
8
0
$
1
,
1
6
7
$
(
1
8
7
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%
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1
,
7
2
6
$
2
,
7
9
8
$
(
1
,
0
7
2
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62%
$
1
,
3
1
0
$
1
,
5
6
9
$
(
2
5
9
)
84
%
$
2
,
3
5
6
$
3
,
5
1
8
$
(
1
,
1
6
2
)
67%
$
1
8
8
$
2
2
3
$
(
3
5
)
84
%
$
4
9
5
$
1
,
1
7
1
$
(
6
7
6
)
42%
$
2
9
9
$
3
5
9
$
(
6
0
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83
%
$
6
3
1
$
1
,
3
2
8
$
(
6
9
7
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48%
41
3
$
5
0
0
$
(8
7
)
$
8
3
%
8
7
4
$
1
,
5
5
3
$
(679)$ 56%
$
6
1
9
$
7
5
4
$
(
1
3
5
)
82
%
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1
,
2
1
8
$
1
,
9
1
8
$
(
7
0
0
)
64%
$
8
2
8
$
1
,
0
0
5
$
(
1
7
7
)
82
%
$
1
,
6
6
7
$
2
,
3
4
4
$
(
6
7
7
)
71%
$
1
3
3
$
1
5
3
$
(
2
0
)
87
%
$
4
1
0
$
1
,
0
6
5
$
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5
5
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1
2
$
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5
1
$
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9
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1
2
$
1
,
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8
1
$
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6
9
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29
3
$
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5
5
$
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2
)
$
8
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9
$
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,
3
5
0
$
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9
$
5
4
7
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0
8
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9
7
9
$
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5
$
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6
5
6
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8
7
$
7
2
4
$
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1
3
7
)
81
%
$
1
,
3
4
4
$
1
,
9
5
4
$
(
6
1
0
)
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Item 10.a. - Page 133
Ci
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20
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Surplus / (Subsidy) per UnitFull Cost Recovery Rate
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
3
9
9
$
1
,
0
5
0
$
(
6
5
1
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$
1
9
4
$
2
2
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3
5
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%
$
4
9
4
$
1
,
1
5
8
$
(
6
6
4
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43%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
8
4
$
1
,
3
2
0
$
(
6
3
6
)
$ 52%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
4
1
$
1
,
5
9
2
$
(
6
5
1
)
59%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
2
9
3
$
1
,
8
9
5
$
(
6
0
2
)
68%
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
3
9
9
$
1
,
0
5
0
$
(
6
5
1
)
38%
$
1
9
4
$
2
2
9
$
(
3
5
)
85
%
$
4
9
4
$
1
,
1
5
8
$
(
6
6
4
)
43%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
8
4
$
1
,
3
2
0
$
(
6
3
6
)
$ 52%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
4
1
$
1
,
5
9
2
$
(
6
5
1
)
59%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
2
9
3
$
1
,
8
9
5
$
(
6
0
2
)
68%
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
3
9
9
$
1
,
1
7
1
$
(
7
7
2
)
34%
$
1
9
4
$
2
2
9
$
(
3
5
)
85
%
$
4
9
4
$
1
,
2
8
9
$
(
7
9
5
)
38%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
8
4
$
1
,
5
1
6
$
(
8
3
2
)
$ 45%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
4
1
$
1
,
8
4
3
$
(
9
0
2
)
51%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
2
9
3
$
2
,
2
5
6
$
(
9
6
3
)
57%
$
1
2
2
$
1
3
8
$
(
1
6
)
88
%
$
3
9
9
$
1
,
1
4
0
$
(
7
4
1
)
35%
$
1
9
4
$
2
2
9
$
(
3
5
)
85
%
$
4
9
4
$
1
,
2
5
6
$
(
7
6
2
)
39%
26
8
$
3
2
5
$
(
5
7
)
$
8
2
%
6
8
4
$
1
,
4
6
7
$
(
7
8
3
)
$ 47%
$
4
0
1
$
5
0
4
$
(
1
0
3
)
80
%
$
9
4
1
$
1
,
7
8
1
$
(
8
4
0
)
53%
$
5
3
6
$
6
6
5
$
(
1
2
9
)
81
%
$
1
,
2
9
3
$
2
,
1
6
6
$
(
8
7
3
)
60%
$
-
$
-
$
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$
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$
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$
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$
-
$
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$
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$
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$
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$
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-
$
-
$
-
$
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-
$
-
$
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$
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$
-
$
-
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$
-
$
-
$
-
0%
$
-
$
-
$
-
0%
$
-
$
-
$
-
0%
Wo
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f
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C
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Ap
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d
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P
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1
6
o
f
2
4
J
u
n
e
3
0
,
2
0
1
6
Item 10.a. - Page 134
Ci
t
y
o
f
A
R
R
O
Y
O
G
R
A
N
D
E
20
1
6
B
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#
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Item 10.a. - Page 135
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Item 10.a. - Page 136
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6
Item 10.a. - Page 137
Ci
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20
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Item 10.a. - Page 138
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Item 10.a. - Page 139
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Item 10.a. - Page 140
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-
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-
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-
$
-$ -$ 0%
-
$
-
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6
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6
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8
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3
$
4,
7
7
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$
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-
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-
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6
Item 10.a. - Page 142
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
2,000 4,183$ 0.18799$ 2,900$ 0.35453$
8,000 5,311$ 0.25300$ 5,028$ 0.30786$
1 A-1 Assembly Group - Theaters 20,000 8,347$ 0.27424$ 8,722$ 0.26449$
40,000 13,832$ 0.18381$ 14,012$ 0.29942$
100,000 24,860$ 0.24860$ 31,977$ 0.31977$
1,000 2,698$ 0.21653$ 2,354$ 0.55933$
4,000 3,347$ 0.29377$ 4,032$ 0.58049$
2 A-2 Assembly Group: Churches, restaurants 10,000 5,110$ 0.31828$ 7,515$ 0.47878$
20,000 8,292$ 0.21398$ 12,303$ 0.56655$
50,000 14,712$ 0.29424$ 29,300$ 0.58599$
250 1,413$ 0.29535$ 638$ 0.66396$
1,000 1,635$ 0.35968$ 1,136$ 0.23546$
3 A Assembly Group - TI 2,500 2,174$ 0.39247$ 1,489$ 0.25903$
5,000 3,155$ 0.25253$ 2,137$ 0.23088$
12,500 5,049$ 0.40396$ 3,869$ 0.30950$
1,000 2,698$ 0.21653$ 1,917$ 0.43955$
4,000 3,347$ 0.29377$ 3,236$ 0.55230$
4 A-3 Church and Religious Bldg - Complete 10,000 5,110$ 0.31828$ 6,550$ 0.43862$
20,000 8,292$ 0.21398$ 10,936$ 0.54072$
50,000 14,712$ 0.29424$ 27,158$ 0.54315$
500 1,927$ 0.26183$ 1,230$ 0.54436$
2,000 2,320$ 0.34292$ 2,047$ 0.61719$
5 R-4 Congregate Care - Complete 5,000 3,348$ 0.37236$ 3,898$ 0.47376$
10,000 5,210$ 0.24694$ 6,267$ 0.61887$
25,000 8,914$ 0.35658$ 15,550$ 0.62201$
250 1,413$ 0.29535$ 475$ 0.48429$
1,000 1,635$ 0.35968$ 838$ 0.19319$
6 A-3 Church and Religious Bldg - TI 2,500 2,174$ 0.39247$ 1,128$ 0.19878$
5,000 3,155$ 0.25253$ 1,624$ 0.19213$
12,500 5,049$ 0.40396$ 3,065$ 0.24524$
2,000 3,254$ 0.13918$ 2,846$ 0.34704$
8,000 4,089$ 0.19105$ 4,928$ 0.30610$
7 E Educational Building - Complete 20,000 6,382$ 0.20684$ 8,601$ 0.26198$
40,000 10,519$ 0.13967$ 13,841$ 0.29781$
100,000 18,899$ 0.18899$ 31,709$ 0.31709$
250 1,413$ 0.29535$ 475$ 0.48429$
1,000 1,635$ 0.35968$ 838$ 0.19319$
8 E Educational Building - TI 2,500 2,174$ 0.39247$ 1,128$ 0.19878$
5,000 3,155$ 0.25253$ 1,624$ 0.19213$
12,500 5,049$ 0.40396$ 3,065$ 0.24524$
500 1,627$ 0.19524$ 638$ 0.33198$
2,000 1,920$ 0.24779$ 1,136$ 0.11773$
9 S-2 Parking Garage - Complete 5,000 2,664$ 0.26962$ 1,489$ 0.12951$
10,000 4,012$ 0.17655$ 2,137$ 0.11544$
25,000 6,660$ 0.26640$ 3,869$ 0.15475$
1,000 2,698$ 0.21653$ 1,917$ 0.43955$
4,000 3,347$ 0.29377$ 3,236$ 0.55230$
10 R-1 Hotel Low/Mid Rise - Complete 10,000 5,110$ 0.31828$ 6,550$ 0.43862$
20,000 8,292$ 0.21398$ 10,936$ 0.54072$
50,000 14,712$ 0.29424$ 27,158$ 0.54315$
1,000 1,585$ 0.09286$ 682$ 0.17797$
4,000 1,863$ 0.11710$ 1,216$ 0.06168$
11 R-1 Hotel Low/Mid Rise - Shell 10,000 2,566$ 0.12747$ 1,586$ 0.06877$
20,000 3,840$ 0.08325$ 2,274$ 0.06030$
50,000 6,338$ 0.12676$ 4,083$ 0.08166$
PLAN CHECK INSPECTION
Wohlford Consulting Appendix 2B - Page 1 of 8 June 30, 2016Item 10.a. - Page 143
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
250 1,370$ 0.27632$ 475$ 0.48429$
1,000 1,578$ 0.33250$ 838$ 0.19319$
12 R-1 Hotel Low/Mid Rise - TI 2,500 2,076$ 0.36312$ 1,128$ 0.19878$
5,000 2,984$ 0.23242$ 1,624$ 0.19213$
12,500 4,727$ 0.37819$ 3,065$ 0.24524$
500 2,028$ 0.27859$ 2,136$ 1.09087$
2,000 2,445$ 0.35130$ 3,773$ 0.70053$
13 B Offices, etc. - Complete 5,000 3,499$ 0.38242$ 5,874$ 0.65700$
10,000 5,411$ 0.24974$ 9,159$ 0.67425$
25,000 9,157$ 0.36630$ 19,273$ 0.77092$
1,000 1,392$ 0.07146$ 387$ 0.09712$
4,000 1,606$ 0.08652$ 678$ 0.04266$
14 B Offices, etc. - Shell 10,000 2,125$ 0.09445$ 934$ 0.04166$
20,000 3,070$ 0.06062$ 1,351$ 0.04287$
50,000 4,888$ 0.09777$ 2,637$ 0.05274$
100 1,208$ 0.51006$ 281$ 0.67919$
400 1,361$ 0.57304$ 484$ 0.35790$
15 B Offices, etc. - TI 1,000 1,705$ 0.62893$ 699$ 0.31874$
2,000 2,334$ 0.38997$ 1,018$ 0.36568$
5,000 3,503$ 0.70069$ 2,115$ 0.42299$
1,000 2,698$ 0.21653$ 1,863$ 0.42458$
4,000 3,347$ 0.29377$ 3,137$ 0.54878$
16 F-1 Industrial Building - Complete 10,000 5,110$ 0.31828$ 6,429$ 0.43360$
20,000 8,292$ 0.21398$ 10,765$ 0.53749$
50,000 14,712$ 0.29424$ 26,890$ 0.53780$
1,000 1,841$ 0.12140$ 450$ 0.11433$
4,000 2,206$ 0.15787$ 793$ 0.04671$
17 F-1 Industrial Building - Shell 10,000 3,153$ 0.17150$ 1,073$ 0.04744$
20,000 4,868$ 0.11342$ 1,548$ 0.04658$
50,000 8,270$ 0.16541$ 2,945$ 0.05890$
250 1,370$ 0.27632$ 614$ 0.63701$
1,000 1,578$ 0.33250$ 1,092$ 0.22912$
18 F-1 Industrial Building - TI 2,500 2,076$ 0.36312$ 1,435$ 0.24999$
5,000 2,984$ 0.23242$ 2,060$ 0.22507$
12,500 4,727$ 0.37819$ 3,748$ 0.29986$
500 1,841$ 0.24280$ 903$ 0.36469$
2,000 2,206$ 0.31574$ 1,450$ 0.57491$
19 S-1 Repair Garage & Service St - Complete 5,000 3,153$ 0.34301$ 3,174$ 0.41352$
10,000 4,868$ 0.22683$ 5,242$ 0.58012$
25,000 8,270$ 0.33081$ 13,944$ 0.55775$
500 1,285$ 0.11914$ 423$ 0.21370$
2,000 1,464$ 0.13907$ 743$ 0.08990$
20 S-1 Repair Garage & Service St - Shell 5,000 1,881$ 0.15221$ 1,013$ 0.08985$
10,000 2,642$ 0.09610$ 1,462$ 0.08993$
25,000 4,083$ 0.16333$ 2,811$ 0.11244$
100 1,349$ 0.66702$ 281$ 0.67919$
400 1,549$ 0.79727$ 484$ 0.35790$
21 S-1 Repair Garage & Service St - TI 1,000 2,028$ 0.87111$ 699$ 0.31874$
2,000 2,899$ 0.55590$ 1,018$ 0.36568$
5,000 4,566$ 0.91327$ 2,115$ 0.42299$
500 1,927$ 0.26183$ 985$ 0.40961$
2,000 2,320$ 0.34292$ 1,599$ 0.58548$
22 M Retail Sales - Complete 5,000 3,348$ 0.37236$ 3,355$ 0.42858$
10,000 5,210$ 0.24694$ 5,498$ 0.58980$
25,000 8,914$ 0.35658$ 14,345$ 0.57381$
Wohlford Consulting Appendix 2B - Page 2 of 8 June 30, 2016Item 10.a. - Page 144
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
500 1,285$ 0.11914$ 518$ 0.26610$
2,000 1,464$ 0.13907$ 917$ 0.10223$
23 M Retail Sales - Shell 5,000 1,881$ 0.15221$ 1,224$ 0.10742$
10,000 2,642$ 0.09610$ 1,761$ 0.10123$
25,000 4,083$ 0.16333$ 3,280$ 0.13119$
100 1,349$ 0.66702$ 281$ 0.67919$
400 1,549$ 0.79727$ 484$ 0.35790$
24 M Retail Sales - TI 1,000 2,028$ 0.87111$ 699$ 0.31874$
2,000 2,899$ 0.55590$ 1,018$ 0.36568$
5,000 4,566$ 0.91327$ 2,115$ 0.42299$
2,000 1,841$ 0.06070$ 2,541$ 0.31576$
8,000 2,206$ 0.07893$ 4,435$ 0.19657$
25 - Warehouse - Complete 20,000 3,153$ 0.08575$ 6,794$ 0.17868$
40,000 4,868$ 0.05671$ 10,368$ 0.19347$
100,000 8,270$ 0.08270$ 21,976$ 0.21976$
1,000 2,698$ 0.21653$ 1,917$ 0.43955$
4,000 3,347$ 0.29377$ 3,236$ 0.55230$
26 I-1 Medical/24 Hour Care - Complete 10,000 5,110$ 0.31828$ 6,550$ 0.43862$
20,000 8,292$ 0.21398$ 10,936$ 0.54072$
50,000 14,712$ 0.29424$ 27,158$ 0.54315$
1,000 1,627$ 0.09762$ 477$ 0.12182$
4,000 1,920$ 0.12389$ 843$ 0.04847$
27 I-1 Medical/24 Hour Care - Shell 10,000 2,664$ 0.13481$ 1,134$ 0.04995$
20,000 4,012$ 0.08827$ 1,633$ 0.04819$
50,000 6,660$ 0.13320$ 3,079$ 0.06158$
100 1,542$ 0.88107$ 253$ 0.60432$
400 1,806$ 1.10304$ 435$ 0.34029$
28 I-1 Medical/24Hour Care - TI 1,000 2,468$ 1.20134$ 639$ 0.29364$
2,000 3,669$ 0.78218$ 932$ 0.34954$
5,000 6,016$ 1.20314$ 1,981$ 0.39621$
1,000 2,698$ 0.21653$ 1,917$ 0.43955$
4,000 3,347$ 0.29377$ 3,236$ 0.55230$
29 B Medical Offices - Complete 10,000 5,110$ 0.31828$ 6,550$ 0.43862$
20,000 8,292$ 0.21398$ 10,936$ 0.54072$
50,000 14,712$ 0.29424$ 27,158$ 0.54315$
1,000 1,627$ 0.09762$ 491$ 0.12556$
4,000 1,920$ 0.12389$ 868$ 0.04935$
30 B Medical Offices - Shell 10,000 2,664$ 0.13481$ 1,164$ 0.05120$
20,000 4,012$ 0.08827$ 1,676$ 0.04900$
50,000 6,660$ 0.13320$ 3,146$ 0.06292$
250 1,542$ 0.35243$ 641$ 0.66696$
1,000 1,806$ 0.44122$ 1,141$ 0.23617$
31 B Medical Offices - TI 2,500 2,468$ 0.48054$ 1,496$ 0.26003$
5,000 3,669$ 0.31287$ 2,146$ 0.23153$
12,500 6,016$ 0.48126$ 3,882$ 0.31057$
500 2,055$ 0.29037$ 985$ 0.40961$
2,000 2,491$ 0.38369$ 1,599$ 0.58548$
32 - Restaurant - Complete 5,000 3,642$ 0.41639$ 3,355$ 0.42858$
10,000 5,724$ 0.27711$ 5,498$ 0.58980$
25,000 9,881$ 0.39523$ 14,345$ 0.57381$
500 1,413$ 0.14767$ 436$ 0.22118$
2,000 1,635$ 0.17984$ 768$ 0.09166$
33 - Restaurant - Shell 5,000 2,174$ 0.19624$ 1,043$ 0.09236$
10,000 3,155$ 0.12627$ 1,505$ 0.09154$
25,000 5,049$ 0.20198$ 2,878$ 0.11512$
Wohlford Consulting Appendix 2B - Page 3 of 8 June 30, 2016Item 10.a. - Page 145
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
250 1,306$ 0.24778$ 641$ 0.66696$
1,000 1,492$ 0.29173$ 1,141$ 0.23617$
34 - Restaurant - TI 2,500 1,930$ 0.31909$ 1,496$ 0.26003$
5,000 2,727$ 0.20225$ 2,146$ 0.23153$
12,500 4,244$ 0.33954$ 3,882$ 0.31057$
250 1,799$ 0.46658$ 985$ 0.81921$
1,000 2,148$ 0.60430$ 1,599$ 1.17096$
35 I-4 Day Care Facility - Complete 2,500 3,055$ 0.65666$ 3,355$ 0.85716$
5,000 4,697$ 0.43355$ 5,498$ 1.17961$
12,500 7,948$ 0.63586$ 14,345$ 1.14763$
100 1,542$ 0.88107$ 226$ 0.52946$
400 1,806$ 1.10304$ 385$ 0.32267$
36 I-4 Day Care Facility - TI 1,000 2,468$ 1.20134$ 578$ 0.26854$
2,000 3,669$ 0.78218$ 847$ 0.33339$
5,000 6,016$ 1.20314$ 1,847$ 0.36944$
500 1,670$ 0.20475$ 985$ 0.40961$
2,000 1,977$ 0.26138$ 1,599$ 0.58548$
37 H Hazardous H- Complete 5,000 2,761$ 0.28430$ 3,355$ 0.42858$
10,000 4,183$ 0.18660$ 5,498$ 0.58980$
25,000 6,982$ 0.27928$ 14,345$ 0.57381$
500 2,055$ 0.29037$ 409$ 0.20621$
2,000 2,491$ 0.38369$ 718$ 0.08814$
38 H Hazardous H- Shell 5,000 3,642$ 0.41639$ 983$ 0.08734$
10,000 5,724$ 0.27711$ 1,419$ 0.08832$
25,000 9,881$ 0.39523$ 2,744$ 0.10977$
100 1,542$ 0.88107$ 226$ 0.52946$
400 1,806$ 1.10304$ 385$ 0.32267$
39 H Hazardous H- T I 1,000 2,468$ 1.20134$ 578$ 0.26854$
2,000 3,669$ 0.78218$ 847$ 0.33339$
5,000 6,016$ 1.20314$ 1,847$ 0.36944$
200 1,199$ 0.25027$ 226$ 0.26473$
800 1,349$ 0.27972$ 385$ 0.16134$
40 - Commercial Building - Foundation 2,000 1,685$ 0.30713$ 578$ 0.13427$
4,000 2,299$ 0.18996$ 847$ 0.16670$
10,000 3,439$ 0.34391$ 1,847$ 0.18472$
200 1,242$ 0.27406$ 253$ 0.30216$
800 1,406$ 0.31370$ 435$ 0.17014$
41 - Commercial Building - Addition 2,000 1,783$ 0.34382$ 639$ 0.14682$
4,000 2,471$ 0.21510$ 932$ 0.17477$
10,000 3,761$ 0.37611$ 1,981$ 0.19811$
1,000 2,698$ 0.21653$ 1,839$ 0.45452$
4,000 3,347$ 0.29377$ 3,203$ 0.52264$
42 R-2 Apartment Building 10,000 5,110$ 0.31828$ 6,339$ 0.44364$
20,000 8,292$ 0.21398$ 10,775$ 0.49812$
50,000 14,712$ 0.29424$ 25,719$ 0.51438$
1,000 2,174$ 0.12299$ 1,674$ 0.99644$
2,000 2,297$ 0.63601$ 2,670$ 1.01656$
64 IRC SFD Single-Family (custom or model) 3,000 2,933$ 0.33193$ 3,687$ 0.91165$
5,000 3,597$ 0.47075$ 5,510$ 0.74541$
7,500 4,774$ 0.63654$ 7,374$ 0.98315$
667 1,278$ 0.07244$ 1,054$ 0.88485$
1,333 1,326$ 0.24462$ 1,644$ 0.86277$
65 IRC SFD Single-Family - Production / Repeat 2,000 1,489$ 0.19051$ 2,220$ 0.74296$
3,333 1,743$ 0.22128$ 3,210$ 0.68379$
5,000 2,112$ 0.42244$ 4,350$ 0.86995$
Wohlford Consulting Appendix 2B - Page 4 of 8 June 30, 2016Item 10.a. - Page 146
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
333 1,218$ 0.12983$ 182$ 0.34243$
667 1,261$ 0.39139$ 296$ 0.35774$
66 - Moved Building - Residential 1,000 1,392$ 0.33963$ 416$ 0.32625$
1,667 1,618$ 0.37633$ 633$ 0.24956$
2,500 1,932$ 0.77262$ 841$ 0.33643$
800 1,109$ 0.04281$ 138$ 0.11285$
1,600 1,144$ 0.08969$ 229$ 0.12047$
67 R-3 Manufactured Home - Complete 2,400 1,215$ 0.11046$ 325$ 0.11170$
4,000 1,392$ 0.10713$ 504$ 0.08061$
6,000 1,606$ 0.26773$ 665$ 0.11084$
667 1,109$ 0.05137$ 138$ 0.13542$
1,333 1,144$ 0.10763$ 229$ 0.14456$
68 R-3 Prefabricated Dwelling - Complete 2,000 1,215$ 0.13256$ 325$ 0.13404$
3,333 1,392$ 0.12855$ 504$ 0.09673$
5,000 1,606$ 0.32128$ 665$ 0.13301$
120 972$ 0.20704$ 111$ 0.17919$
480 1,047$ 0.16609$ 176$ 0.20724$
69 - Commercial Coach - Complete 1,200 1,166$ 0.18776$ 325$ 0.13593$
2,400 1,392$ 0.09451$ 488$ 0.22131$
6,000 1,732$ 0.28867$ 1,285$ 0.21415$
240 972$ 0.10352$ 111$ 0.08960$
960 1,047$ 0.08305$ 176$ 0.10362$
70 - Modular Building - Complete 2,400 1,166$ 0.09388$ 325$ 0.06796$
4,800 1,392$ 0.04726$ 488$ 0.11066$
12,000 1,732$ 0.14433$ 1,285$ 0.10708$
500 994$ 0.05445$ 111$ 0.04301$
2,000 1,075$ 0.04666$ 176$ 0.04974$
71 - Manufactured Building - Foundation 5,000 1,215$ 0.05240$ 325$ 0.03262$
10,000 1,477$ 0.02771$ 488$ 0.05311$
25,000 1,893$ 0.07572$ 1,285$ 0.05140$
167 1,109$ 0.20547$ 223$ 0.81852$
333 1,144$ 0.43053$ 359$ 0.84357$
72 U Residential Garage 500 1,215$ 0.53022$ 500$ 0.76110$
833 1,392$ 0.51421$ 754$ 0.60381$
1,250 1,606$ 1.28511$ 1,005$ 0.80428$
40 1,028$ 0.77572$ 215$ 1.24878$
160 1,121$ 0.71911$ 365$ 0.78907$
73 U Pool/Spa - Standard Plan 400 1,294$ 0.80178$ 554$ 0.64624$
800 1,614$ 0.44695$ 813$ 0.81733$
2,000 2,151$ 1.07536$ 1,794$ 0.89683$
200 1,542$ 0.44053$ 420$ 0.53050$
800 1,806$ 0.55152$ 738$ 0.22387$
74 - Commercial Building - Remodel 2,000 2,468$ 0.60067$ 1,007$ 0.22338$
4,000 3,669$ 0.39109$ 1,454$ 0.22402$
10,000 6,016$ 0.60157$ 2,798$ 0.27977$
200 1,499$ 0.41675$ 420$ 0.53050$
800 1,749$ 0.51755$ 738$ 0.22387$
75 - Commercial Building - Repair 2,000 2,370$ 0.56398$ 1,007$ 0.22338$
4,000 3,498$ 0.36595$ 1,454$ 0.22402$
10,000 5,694$ 0.56936$ 2,798$ 0.27977$
50 1,011$ 0.58252$ 133$ 0.54984$
200 1,098$ 0.52093$ 216$ 0.52556$
77 U-1 Accessory Building - Commercial 500 1,255$ 0.58272$ 373$ 0.36639$
1,000 1,546$ 0.31734$ 557$ 0.55698$
2,500 2,022$ 0.80876$ 1,392$ 0.55681$
Wohlford Consulting Appendix 2B - Page 5 of 8 June 30, 2016Item 10.a. - Page 147
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
50 1,011$ 0.58252$ 163$ 0.71454$
200 1,098$ 0.52093$ 270$ 0.56432$
78 U-1 Commercial Carport 500 1,255$ 0.58272$ 440$ 0.42161$
1,000 1,546$ 0.31734$ 651$ 0.59250$
2,500 2,022$ 0.80876$ 1,539$ 0.61572$
167 1,278$ 0.28977$ 267$ 0.96173$
333 1,326$ 0.97848$ 427$ 0.98081$
79 IRC SFD Single-Family Residential - Addition 500 1,489$ 0.76205$ 591$ 0.87746$
833 1,743$ 0.88512$ 883$ 0.71599$
1,250 2,112$ 1.68975$ 1,181$ 0.94510$
333 1,459$ 0.19004$ 704$ 1.19689$
667 1,522$ 0.78278$ 1,103$ 1.17659$
80 R-2 Multi-Family Residential - Addition 1,000 1,783$ 0.50522$ 1,496$ 1.02050$
1,667 2,120$ 0.64127$ 2,176$ 0.91888$
2,500 2,654$ 1.06164$ 2,942$ 1.17664$
333 1,097$ 0.09972$ 252$ 0.45700$
667 1,131$ 0.19570$ 405$ 0.46753$
81 IRC SFD Single-Family Residential - Remodel 1,000 1,196$ 0.25683$ 560$ 0.41934$
1,667 1,367$ 0.24386$ 840$ 0.33930$
2,500 1,570$ 0.62810$ 1,123$ 0.44908$
667 1,224$ 0.06567$ 363$ 0.31919$
1,333 1,268$ 0.20059$ 576$ 0.32068$
82 R-2 Multi-Family Residential - Remodel 2,000 1,401$ 0.17188$ 790$ 0.28336$
3,333 1,630$ 0.19147$ 1,167$ 0.24069$
5,000 1,950$ 0.38992$ 1,569$ 0.31372$
333 948$ 0.06234$ 223$ 0.40926$
667 969$ 0.25440$ 359$ 0.42179$
83 IRC SFD Residential Building - Foundation 1,000 1,053$ 0.16565$ 500$ 0.38055$
1,667 1,164$ 0.20934$ 754$ 0.30191$
2,500 1,338$ 0.53532$ 1,005$ 0.40214$
Wohlford Consulting Appendix 2B - Page 6 of 8 June 30, 2016Item 10.a. - Page 148
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
83 912$ 0.21325$ 153$ 1.17879$
167 929$ 0.78278$ 251$ 1.24798$
84 U-1 Accessory Building - Residential 250 995$ 0.56323$ 355$ 1.14988$
417 1,089$ 0.67840$ 547$ 0.84866$
625 1,230$ 1.96786$ 724$ 1.15794$
133 912$ 0.13328$ 138$ 0.67708$
267 929$ 0.48924$ 229$ 0.72281$
85 U-1 Residential Carport 400 995$ 0.35202$ 325$ 0.67019$
667 1,089$ 0.42400$ 504$ 0.48367$
1,000 1,230$ 1.22992$ 665$ 0.66504$
83 912$ 0.21325$ 138$ 1.08332$
167 929$ 0.78278$ 229$ 1.15649$
86 IRC SFD Residential Patio Cover 250 995$ 0.56323$ 325$ 1.07231$
417 1,089$ 0.67840$ 504$ 0.77388$
625 1,230$ 1.96786$ 665$ 1.06407$
83 1,032$ 0.33368$ 138$ 1.08332$
167 1,060$ 1.56556$ 229$ 1.15649$
87 IRC SFD Residential Balcony/Deck 250 1,190$ 0.89441$ 325$ 1.07231$
417 1,339$ 1.20828$ 504$ 0.77388$
625 1,591$ 2.54592$ 665$ 1.06407$
83 1,002$ 0.30357$ 138$ 1.08332$
167 1,027$ 1.36987$ 229$ 1.15649$
88 IRC SFD Residential Patio Enclosure 250 1,141$ 0.81161$ 325$ 1.07231$
417 1,277$ 1.07581$ 504$ 0.77388$
625 1,501$ 2.40141$ 665$ 1.06407$
- - END OF FEE LIST -
** All fees include MPE plan checks and inspections.
*** - See below:
* Numbering gaps in the fee list above reflect some restructuring and/or elimination of fee titles during the study process.
Wohlford Consulting Appendix 2B - Page 7 of 8 June 30, 2016Item 10.a. - Page 149
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
FINAL RESULTS
BUILDING & LIFE SAFETY (4212)
VARIABLE FEE SCHEDULE FOR NEW CONSTRUCTION
Fee #
*
ICC (UBC)
Use Type Occupancy **
Size Basis
(square feet)
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
Full Cost
(Potential
Base Fee)
Each
Additional
SF ***
PLAN CHECK INSPECTION
EXPLANATION OF NEW CONSTRUCTION FEE INCREMENTS
1 The increments are the cost per additional square
footage added to the base fee for that size tier.
2
The first 4 increments for any occupancy represent the
cost per square foot of the gap between each tier, in
order to allow a smooth transition between tier sizes
used to calculate the base cost.
3
The incremental figure is calculated by dividing the
increase in cost by the increase in square footage.
Since the changes between the cost and the sizes
between tiers are not equal in all cases—across
occupancies or within occupancy types—the increments
will not be consistent or follow any particular pattern. In
your case, the increments seem to decline as the size
gets larger, which is a coincidence and not a universal
result. In fact, for some studies, the increments will vary
whether they increase or decrease.
4
There is no expectation that the cost of the increment
will go down for the next tier size. However, the overall
cost per sf will almost always go down and will never
increase. (If the cost per sf for the tiers goes up, it is
cause for concern and additional review/explanation. I
have seen a few examples where the cost per sf
legitimately went up, but that is usually because a
particular threshold triggers some sort of significant
additional review or inspection.)
5
The incremental fee amounts are not equal to the cost
per square foot of the actual size. For example, the cost
per square foot of a 2000 sf will be greater than for a
4000 sf one and a 10,000 sf one.
6
By using this increment, we can ensure, for example,
that a 3,999 sf occupancy will be slightly less (one sf
cost increment) than a 4,000 sf one. By using the tiers,
we can ensure that the economies of scale for larger
sizes are recognized.
7
For the 5th increment, there is no final/larger tier to
calculate the increment to the next size. However, you
need an increment to get you from the highest tier size
to infinity. Consequently, we calculate the cost per sf for
the largest tier and use it for the increment. This true
cost per sf increment, therefore, is larger than the other
increments, which appears to indicate that the cost per
sf increases. However, the cost per sf is less than
previous tiers (see point 5 above).
Wohlford Consulting Appendix 2B - Page 8 of 8 June 30, 2016Item 10.a. - Page 150
Ci
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RE
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2
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1
6
Item 10.a. - Page 151
Ci
t
y
o
f
A
R
R
O
Y
O
G
R
A
N
D
E
20
1
6
B
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De
p
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t
Full Cost per UnitSurplus / (Subsidy) per UnitFull Cost Recovery Rate
RE
S
U
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T
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A
N
A
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S
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M
I
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57
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133.39$ (25.39)$ 81%
59
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246.01$ (40.01)$ 84%
60
Si
d
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:
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61
St
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62
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63
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64
Si
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67
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71
Gr
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77
Sk
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78
Sk
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79
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80
Sp
a
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246 $ (40)$ 84%
81
St
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6
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83
St
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84
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85
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87
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89
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a
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(7
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91
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s
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92
Pr
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93
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95
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p
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96
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2
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1
6
Item 10.a. - Page 152
Ci
t
y
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f
A
R
R
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Y
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G
R
A
N
D
E
20
1
6
B
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Full Cost per UnitSurplus / (Subsidy) per UnitFull Cost Recovery Rate
RE
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99
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:
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10
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5
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1
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10
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9
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305.14$ (70.14)$ 77%
10
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10
3
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1
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140.23 $ 19.77 $ 114%
10
4
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1
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10
6
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3
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10
7
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224.70$ (14.70)$ 93%
10
8
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1
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11
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Item 10.a. - Page 153
Ci
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20
1
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Item 10.a. - Page 154
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Item 10.a. - Page 155
Ci
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20
1
6
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Item 10.a. - Page 158
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Item 10.a. - Page 161
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Item 10.a. - Page 163
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14
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Item 10.a. - Page 164
Ci
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1
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Item 10.a. - Page 165
Ci
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1
6
Item 10.a. - Page 166
Ci
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y
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A
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20
1
6
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s
p
ection Full Cost Results (Unit)
Fe
e
#
*
F
e
e
T
i
t
l
e
An
n
u
a
l
PL
A
N
C
H
E
C
K
Re
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n
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t
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t
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De
p
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l
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r
p
l
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(S
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b
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r
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n
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/
De
p
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s
i
t
Full Cost per UnitSurplus / (Subsidy) per UnitFull Cost Recovery Rate
RE
S
U
L
T
S
A
N
A
L
Y
S
I
S
-
M
P
E
I
T
E
M
S
43
I
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d
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9
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$
(
1
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7
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%
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0
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$ (15.50)$ 83%
44
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$ (15.50)$ 83%
45
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46
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1
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6
0
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3
3
$ (10.33)$ 83%
48
A
t
m
o
s
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%
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0
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3
3
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49
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1
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%
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0
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$
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3
3
$ (10.33)$ 83%
51
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0
0
$
1
9
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7
0
$
(4
4
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7
0
)
$
77
%
-
$
-
$
-$ 0%
52
O
t
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e
r
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m
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g
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a
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t
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{
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h
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)
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-
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$
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$
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$
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1
0
0
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0
0
$
1
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6
6
$ (20.66)$ 83%
54
E
L
E
C
TR
I
C
A
L
P
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M
I
T
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S
:
-
-
-
$
-
$
-
$
0%
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$
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$
-$ 0%
56
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M
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:
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-
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$
-
$
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$
0%
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$
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57
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1
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7
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$
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3
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7
7
)
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%
1
7
6
.
0
0
$
2
1
1
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1
6
$ (35.16)$ 83%
58
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$ (15.50)$ 83%
59
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60
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$ (15.50)$ 83%
61
E
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62
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63
T
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64
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4
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$ (7.23)$ 83%
66
U
N
I
T
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S
:
-
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-
$
-
$
-
$
0%
-
$
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68
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$ (10.33)$ 83%
69
R
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,
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27
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0
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15
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%
5
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0
0
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1
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$ 19.83$ 166%
73
P
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m
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(2
1
.
8
5
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%
7
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9
0
.
5
0
$ (15.50)$ 83%
74
T
h
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a
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%
1
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1
2
0
.
6
6
$ (20.66)$ 83%
75
R
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A
p
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(
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0
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1
.
8
5
)
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78
%
5
0
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0
0
$
6
0
.
3
3
$ (10.33)$ 83%
76
N
o
n
r
e
s
i
d
e
n
t
i
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l
A
p
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i
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1
1
3
.
0
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1
4
6
.
7
7
$
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3
.
7
7
)
$
77
%
1
0
0
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0
0
$
1
2
0
.
6
6
$ (20.66)$ 83%
77
R
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s
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%
1
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0
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0
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6
6
$ (20.66)$ 83%
78
A
p
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$ (20.66)$ 83%
Wo
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Ap
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D
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f
9
J
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3
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2
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1
6
Item 10.a. - Page 167
Ci
t
y
o
f
A
R
R
O
Y
O
G
R
A
N
D
E
20
1
6
B
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&
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R
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(
U
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I
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p
ection Full Cost Results (Unit)
Fe
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#
*
F
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A
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De
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Full Cost per UnitSurplus / (Subsidy) per UnitFull Cost Recovery Rate
RE
S
U
L
T
S
A
N
A
L
Y
S
I
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-
M
P
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81
P
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Item 10.a. - Page 171
Ci
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Item 10.a. - Page 173
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Item 10.a. - Page 174
Ci
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Item 10.a. - Page 177
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Item 10.a. - Page 180
Ci
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Item 10.a. - Page 183
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Item 10.a. - Page 184
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Item 10.a. - Page 185
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Item 10.a. - Page 186
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Item 10.a. - Page 187
Ci
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(a
n
n
u
a
l
)
16
3
16
4
Al
l
O
t
h
e
r
N
o
n
-
F
e
e
A
c
t
i
v
i
t
i
e
s
(
a
n
n
u
a
l
)
16
5
16
6
SU
P
P
O
R
T
T
O
O
T
H
E
R
D
E
P
A
R
T
M
E
N
T
S
/
DI
V
I
S
I
O
N
S
:
16
7
Su
p
p
o
r
t
t
o
B
u
i
l
d
i
n
g
(
a
n
n
u
a
l
)
16
8
Su
p
p
o
r
t
t
o
F
i
r
e
(
a
n
n
u
a
l
)
16
9
Su
p
p
o
r
t
t
o
P
l
a
n
n
i
n
g
-
G
e
n
e
r
a
l
(
a
n
n
u
a
l
)
17
0
Su
p
p
o
r
t
t
o
N
e
i
g
h
b
o
r
h
o
o
d
S
e
r
v
i
c
e
s
(
a
n
n
u
a
l
)
17
1
Su
p
p
o
r
t
t
o
P
o
l
i
c
e
(
a
n
n
u
a
l
)
17
2
Su
p
p
o
r
t
t
o
P
W
D
e
p
a
r
t
m
e
n
t
(
a
n
n
u
a
l
)
17
3
Su
p
p
o
r
t
t
o
S
e
w
e
r
F
u
n
d
(
a
n
n
u
a
l
)
17
4
Su
p
p
o
r
t
t
o
W
a
t
e
r
F
u
n
d
(
a
n
n
u
a
l
)
17
5
Su
p
p
o
r
t
t
o
P
a
r
k
s
a
n
d
F
a
c
i
l
i
t
i
e
s
(
a
n
n
u
a
l
)
17
6
Su
p
p
o
r
t
t
o
A
l
l
O
t
h
e
r
D
e
p
a
r
t
m
e
n
t
s
(
a
n
n
u
a
l
)
E
N
D
O
F
F
E
E
L
I
S
T
TO
T
A
L
S
:
Fu
l
l
C
o
s
t
R
e
s
u
l
t
s
(
A
n
n
u
a
l
-
A
l
l
S
e
r
v
i
c
e
s
)
Po
t
e
n
t
i
a
l
R
e
v
e
n
u
e
R
e
s
u
l
t
s
(
F
e
e
S
e
r
v
i
c
e
s
O
n
l
y
)
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Re
v
e
n
u
e
a
t
Cu
r
r
e
n
t
F
e
e
/
D
e
p
o
s
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
F
u
l
l
Co
s
t
Pr
o
j
e
c
t
e
d
A nn
u
a
l
S
u
r
p
l
u
s
/
(
S
u
b
s
i
d
y
)
Fu
l
l
C
o
s
t
Re
c
o
v
e
r
y
Ra
t
e
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Re
v
e
n
u
e
a
t
Cu
r
r
e
n
t
F
e
e
/
D
e
p
o
s
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Re
v
e
n
u
e
a
t
F
u
l
l
Co
s
t
p
e
r
U
n
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Su
r
p
l
u
s
/
(S
u
b
s
i
d
y
)
Full Cost Recovery Rate
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
7,
3
7
3
.
2
9
$
(7
,
3
7
3
.
2
9
)
$
0%
-
$
-
$
-
$
0
%
-
$
6
8
,
8
0
7
.
5
4
$
(6
8
,
8
0
7
.
5
4
)
$
0%
-
$
-
$
-
$
0
%
-
$
3
0
,
4
0
4
.
8
2
$
(3
0
,
4
0
4
.
8
2
)
$
0%
-
$
-
$
-
$
0
%
-
$
1,
4
1
5
.
3
9
$
(1
,
4
1
5
.
3
9
)
$
0%
-
$
-
$
-
$
0
%
-
$
4,
4
5
7
.
5
9
$
(4
,
4
5
7
.
5
9
)
$
0%
-
$
-
$
-
$
0
%
-
$
2
0
,
2
6
8
.
4
8
$
(2
0
,
2
6
8
.
4
8
)
$
0%
-
$
-
$
-
$
0
%
-
$
3,
0
3
3
.
8
4
$
(3
,
0
3
3
.
8
4
)
$
0%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
-
$
-
$
0
%
-
$
9,
1
0
1
.
5
5
$
(9
,
1
0
1
.
5
5
)
$
0%
-
$
-
$
-
$
0
%
-
$
70
7
.
7
0
$
(7
0
7
.
7
0
)
$
0%
-
$
-
$
-
$
0
%
-
$
1
3
,
5
5
0
.
8
1
$
(1
3
,
5
5
0
.
8
1
)
$
0%
-
$
-
$
-
$
0
%
-
$
3,
2
5
5
.
4
2
$
(3
,
2
5
5
.
4
2
)
$
0%
-
$
-
$
-
$
0
%
-
$
70
7
.
7
0
$
(7
0
7
.
7
0
)
$
0%
-
$
-
$
-
$
0
%
-
$
2,
8
3
0
.
7
9
$
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,
8
3
0
.
7
9
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$
0%
-
$
-
$
-
$
0
%
-
$
4,
3
4
7
.
7
2
$
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,
3
4
7
.
7
2
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$
0%
-
$
-
$
-
$
0
%
-
$
4,
3
4
7
.
7
2
$
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,
3
4
7
.
7
2
)
$
0%
-
$
-
$
-
$
0
%
-
$
14
1
.
5
5
$
(1
4
1
.
5
5
)
$
0%
-
$
-
$
-
$
0
%
-
$
70
7
.
7
0
$
(7
0
7
.
7
0
)
$
0%
-
$
-
$
-
$
0
%
31
9
,
3
8
3
$
68
8
,
8
3
8
$
(3
6
9
,
4
5
5
)
$
46
%
3
1
9
,
3
8
3
$
38
7
,
4
1
4
$
(68,032)
$
82%
Re
v
e
n
u
e
T
o
t
a
l
s
Re
v
e
n
u
e
T
o
t
a
l
s
Wo
h
l
f
o
r
d
C
o
n
s
u
l
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g
Ap
p
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d
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x
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P
a
g
e
1
2
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f
1
2
J
u
n
e
3
0
,
2
0
1
6
Item 10.a. - Page 188
20
1
6
F
u
l
l
C
o
s
t
o
f
S
e
r
v
i
c
e
s
(
U
s
e
r
F
e
e
)
S
t
u
d
y
FINAL REPORT
Wo
h
l
f
o
r
d
C
o
n
s
u
l
t
i
n
g
Ap
p
e
n
d
i
x
4
-
F
i
n
a
l
R
e
s
u
l
t
s
June 30, 2016
AP
P
E
N
D
I
X
4
:
CO
S
T
R
E
S
U
L
T
S
F
O
R
P
O
L
I
C
E
Th
e
f
o
l
l
o
w
p
a
g
e
s
c
o
n
t
a
i
n
a
s
u
m
m
a
r
y
o
f
th
e
r
e
s
u
l
t
s
f
r
o
m
t
h
e
a
n
a
l
y
s
i
s
o
f
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
f
e
e
s
e
r
v
i
c
e
s
.
Item 10.a. - Page 189
Ci
t
y
o
f
A
r
r
o
y
o
G
r
a
n
d
e
20
1
5
U
S
E
R
F
E
E
S
T
U
D
Y
FI
N
A
L
R
E
S
U
L
T
S
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
Fe
e
S
e
r
v
i
c
e
I
n
f
o
r
m
a
t
i
o
n
F
u
l
l
C
o
st
R
e
s
u
l
t
s
(
U
n
i
t
)
F
u
l
l
C
o
s
t
R
e
s
u
l
t
s
(
A
n
n
u
a
l
-
A
l
l
S
e
r
v
i
c
e
s
)
Fe
e
#
F
e
e
T
i
t
l
e
An
n
u
a
l
Re
v
e
n
u
e
Ac
t
i
v
i
t
y
Le
v
e
l
Cu
r
r
e
n
t
Fe
e
/
De
p
o
s
i
t
De
p
a
r
t
m
e
n
t
/
Di
v
i
s
i
o
n
F
u
l
l
Co
s
t
p
e
r
U
n
i
t
Su
r
p
l
u
s
/
(S
u
b
s
i
d
y
)
p
e
r
Un
i
t
Fu
l
l
C
o
s
t
Re
c
o
v
e
r
y
Ra
t
e
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Re
v
e
n
u
e
a
t
Cu
r
r
e
n
t
F
e
e
/
D
e
p
o
s
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
F
u
l
l
Co
s
t
Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
1
R
E
C
O
R
D
S
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
2
Co
p
i
e
s
,
p
e
r
p
a
g
e
(
B
l
a
c
k
a
n
d
W
h
i
t
e
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
3
Co
l
o
r
c
o
p
i
e
s
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
4
Ma
i
l
i
n
g
C
o
s
t
s
(
p
u
b
l
i
c
r
e
c
o
r
d
s
)
-
A
c
t
u
a
l
C
o
s
t
pa
s
s
t
h
r
o
u
g
h
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
5
In
f
o
r
m
a
t
i
o
n
r
e
s
e
a
r
c
h
(
R
E
S
)
(
P
e
r
H
o
u
r
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
6
Ph
o
t
o
g
r
a
p
h
d
u
p
l
i
c
a
t
i
o
n
(
P
H
O
T
O
)
-
21
.
0
0
$
-
$
21
.
0
0
$
0
%
-
$
-
$
-$ 0%
7
Se
r
v
i
c
e
F
e
e
(
+
A
c
t
u
a
l
P
r
i
n
t
C
h
a
r
g
e
s
)
-
21
.
0
0
$
-
$
21
.
0
0
$
0
%
-
$
-
$
-$ 0%
8
No
t
e
:
R
e
c
o
r
d
s
a
n
d
c
o
p
y
f
e
e
s
a
r
e
l
i
m
i
t
e
d
b
y
t
h
e
CP
R
A
,
a
n
d
a
r
e
n
o
t
s
u
b
j
e
c
t
t
o
a
n
a
l
y
i
s
h
e
r
e
.
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
9-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
10
P
E
R
M
I
T
S
&
L
I
C
E
N
S
E
S
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
11
Al
a
r
m
P
e
r
m
i
t
(
A
L
A
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
12
Or
i
g
i
n
a
l
A
p
p
l
i
c
a
t
i
o
n
57
.
0
0
95
.
0
0
$
82
.
8
8
$
12
.
1
2
$
1
1
5
%
5,
4
1
5
$
4,
7
2
4
.
1
6
$
691 $ 115%
13
An
n
u
a
l
R
e
n
e
w
a
l
33
0
.
0
0
31
.
0
0
$
44
.
7
2
$
(1
3
.
7
2
)
$
6
9
%
10
,
2
3
0
$
14
,
7
5
7
.
6
0
$
(4,528)$ 69%
14
Co
m
m
e
r
c
i
a
l
f
i
l
m
i
n
g
/
p
h
o
t
o
g
r
a
p
h
y
p
e
r
m
i
t
(
p
l
u
s
AP
S
r
a
t
e
s
)
0.
1
0
24
4
.
0
0
$
9
3
5
.
6
8
$
(6
9
1
.
6
8
)
$
26
%
24
$
93.57
$
(69)$ 26%
15
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
16
Co
n
c
e
a
l
e
d
W
e
a
p
o
n
s
P
e
r
m
i
t
O
r
i
g
i
n
a
l
A
p
p
l
i
c
a
t
i
o
n
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
17
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
i
n
v
e
s
t
i
g
a
t
i
o
n
f
e
e
(
C
C
W
)
5.
0
0
25
9
.
0
0
$
7
4
5
.
7
3
$
(4
8
6
.
7
3
)
$
35
%
1,
2
9
5
$
3,
7
2
8
.
6
5
$
(2,434)$ 35%
18
De
p
t
o
f
J
u
s
t
i
c
e
&
F
B
I
f
i
n
g
e
r
p
r
i
n
t
p
r
o
c
e
s
s
{
D
O
J
)
(p
a
s
st
h
r
o
u
g
h
f
e
e
p
a
i
d
b
y
a
p
p
l
i
c
a
n
t
i
n
t
h
e
a
m
o
u
n
t
sp
e
c
i
f
i
e
d
b
y
D
O
J
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
19
Fi
n
g
e
r
p
r
i
n
t
s
e
r
v
i
c
e
s
(
F
P
S
)
(
p
e
r
p
e
n
a
l
c
o
d
e
se
c
t
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o
n
1
3
3
0
0
)
5.
0
0
10
.
0
0
$
59
.
4
5
$
(4
9
.
4
5
)
$
1
7
%
50
$
29
7
.
2
5
$
(247)$ 17%
20
Fi
r
e
a
r
m
s
p
r
o
f
i
c
i
e
n
c
y
e
v
a
l
u
a
t
i
o
n
(
C
C
W
)
-
N
o
lo
n
g
e
r
o
f
f
e
r
e
d
b
y
t
h
e
C
i
t
y
.
A
p
p
l
i
c
a
n
t
m
u
s
t
a
c
q
u
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r
e
ex
t
e
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n
a
l
v
e
n
d
o
r
.
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
21
CC
W
I
d
e
n
t
i
f
i
c
a
t
i
o
n
C
a
r
d
(
i
n
c
l
u
d
i
n
g
e
x
t
e
r
n
a
l
ex
p
e
n
s
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s
)
5.
0
0
-
$
48
.
9
8
$
(6
6
.
4
4
)
$
0%
-
$
33
2
.
2
0
$
(332)$ 0%
22
Co
n
c
e
a
l
e
d
W
e
a
p
o
n
s
P
e
r
m
i
t
B
i
e
n
n
i
a
l
R
e
n
e
w
a
l
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
23
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
i
n
v
e
s
t
i
g
a
t
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o
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e
(
C
C
W
)
3.
0
0
14
7
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0
0
$
3
7
8
.
7
5
$
(2
3
1
.
7
5
)
$
39
%
44
1
$
1,
1
3
6
.
2
5
$
(695)$ 39%
24
Fi
r
e
a
r
m
s
P
r
o
f
i
c
i
e
n
c
y
E
v
a
l
u
a
t
i
o
n
(
C
C
W
)
-
N
o
lo
n
g
e
r
o
f
f
e
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d
b
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t
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.
A
p
p
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c
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m
u
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a
c
q
u
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t
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d
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r
.
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
FI
N
A
L
R
E
S
U
L
T
S
Wo
h
l
f
o
r
d
C
o
n
s
u
l
t
i
n
g
Ap
p
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n
d
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4
-
P
a
g
e
1
o
f
1
4
J
u
n
e
3
0
,
2
0
1
6
Item 10.a. - Page 190
Ci
t
y
o
f
A
r
r
o
y
o
G
r
a
n
d
e
20
1
5
U
S
E
R
F
E
E
S
T
U
D
Y
FI
N
A
L
R
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S
U
L
T
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Po
l
i
c
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p
a
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v
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I
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f
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a
t
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F
u
l
l
C
o
st
R
e
s
u
l
t
s
(
U
n
i
t
)
F
u
l
l
C
o
s
t
R
e
s
u
l
t
s
(
A
n
n
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a
l
-
A
l
l
S
e
r
v
i
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s
)
Fe
e
#
F
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T
i
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An
n
u
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v
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Ac
t
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v
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Le
v
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Cu
r
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Fe
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De
p
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De
p
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t
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t
/
Di
v
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F
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Co
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Su
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Un
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Pr
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c
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d
An
n
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F
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s
t
Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
FI
N
A
L
R
E
S
U
L
T
S
25
De
p
t
o
f
J
u
s
t
i
c
e
&
F
B
I
F
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e
s
(
D
O
J
)
(
p
a
s
s
t
h
r
o
u
g
h
fe
e
p
a
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d
b
y
a
p
p
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c
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m
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)
-
-
$
-
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-
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0
%
-
$
-
$
-$ 0%
26
CC
W
I
d
e
n
t
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f
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c
a
t
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C
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(
i
n
c
l
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0
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$
48
.
9
9
$
(6
6
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4
5
)
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0%
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$
19
9
.
3
5
$
(199)$ 0%
27
Pu
b
l
i
c
S
a
f
e
t
y
a
n
d
W
e
l
f
a
r
e
P
e
r
m
i
t
s
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
28
Ba
s
i
c
P
e
r
m
i
t
(
P
S
W
P
)
-
P
r
o
c
e
s
s
i
n
g
a
n
d
A
d
m
i
n
.
(P
l
u
s
s
p
e
c
i
f
i
c
p
e
r
m
i
t
s
,
i
f
a
p
p
l
i
c
a
b
l
e
)
57
.
0
0
37
.
0
0
$
11
6
.
4
3
$
(7
9
.
4
3
)
$
3
2
%
2,
1
0
9
$
6,
6
3
6
.
5
1
$
(4,528)$ 32%
29
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
30
Ev
e
n
t
s
w
i
t
h
a
l
c
o
h
o
l
i
c
b
e
v
e
r
a
g
e
s
(
P
S
W
P
-
A
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
31
Wi
t
h
a
n
A
B
C
l
i
c
e
n
s
e
d
c
a
t
e
r
e
r
17
.
0
0
29
.
0
0
$
12
3
.
4
8
$
(9
4
.
4
8
)
$
2
3
%
49
3
$
2,
0
9
9
.
1
6
$
(1,606)$ 23%
32
W
i
t
h
o
u
t
a
n
A
B
C
l
i
c
e
n
s
e
d
c
a
t
e
r
e
r
12
.
0
0
94
.
0
0
$
12
3
.
4
8
$
(2
9
.
4
8
)
$
7
6
%
1,
1
2
8
$
1,
4
8
1
.
7
6
$
(354)$ 76%
33
Da
n
c
e
P
e
r
m
i
t
(
P
S
W
D
)
22
.
0
0
29
.
0
0
$
12
3
.
4
8
$
(9
4
.
4
8
)
$
2
3
%
63
8
$
2,
7
1
6
.
5
6
$
(2,079)$ 23%
34
En
t
e
r
t
a
i
n
m
e
n
t
P
e
r
m
i
t
(
P
S
W
E
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
35
No
n
-
c
om
m
e
r
c
i
a
l
,
w
/
o
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
U
p
t
o
20
0
p
e
o
p
l
e
12
.
0
0
53
.
0
0
$
12
3
.
4
8
$
(7
0
.
4
8
)
$
4
3
%
63
6
$
1,
4
8
1
.
7
6
$
(846)$ 43%
36
No
n
-
c
o
m
m
e
r
c
i
a
l
,
w
/
o
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
O
v
e
r
20
0
p
e
o
p
l
e
25
.
0
0
10
5
.
0
0
$
1
2
3
.
4
8
$
(1
8
.
4
8
)
$
8
5
%
2,
6
2
5
$
3,
0
8
7
.
0
0
$
(462)$ 85%
37
No
n
-
c
o
m
m
e
r
c
i
a
l
,
w
i
t
h
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
U
p
t
o
30
0
p
e
o
p
l
e
4.
0
0
16
8
.
0
0
$
1
2
3
.
4
7
$
44
.
5
3
$
1
3
6
%
67
2
$
49
3
.
8
8
$
178 $ 136%
38
No
n
-
c
o
m
m
e
r
c
i
a
l
,
w
i
t
h
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
O
v
e
r
30
0
p
e
o
p
l
e
10
.
0
0
31
5
.
0
0
$
1
2
3
.
4
8
$
19
1
.
5
2
$
2
5
5
%
3,
1
5
0
$
1,
2
3
4
.
8
0
$
1,915 $ 255%
39
Co
m
m
e
r
c
i
a
l
,
w
i
t
h
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
U
p
t
o
4
0
0
pe
o
p
l
e
5.
0
0
63
0
.
0
0
$
1
2
3
.
4
8
$
50
6
.
5
2
$
5
1
0
%
3,
1
5
0
$
61
7
.
4
0
$
2,533 $ 510%
40
Co
m
m
e
r
c
i
a
l
,
w
i
t
h
a
d
m
i
s
s
i
o
n
c
h
a
r
g
e
-
O
v
e
r
4
0
0
pe
o
p
l
e
3.
0
0
94
5
.
0
0
$
1
2
3
.
4
9
$
82
1
.
5
1
$
7
6
5
%
2,
8
3
5
$
37
0
.
4
7
$
2,465 $ 765%
41
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
42
Ex
h
i
b
i
t
i
o
n
s
(
P
S
W
E
X
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
43
Ge
n
e
r
a
l
P
e
r
m
i
t
(
n
o
a
d
m
i
s
s
i
o
n
)
-
F
i
r
s
t
D
a
y
0.
1
0
83
.
0
0
$
12
3
.
4
6
$
(4
0
.
4
6
)
$
6
7
%
8
$
12.35
$
(4)$ 67%
44
Ge
n
e
r
a
l
P
e
r
m
i
t
(
n
o
a
d
m
i
s
s
i
o
n
)
-
E
a
c
h
A
d
d
i
t
i
o
n
a
l
Da
y
0.
1
0
83
.
0
0
$
27
.
9
2
$
55
.
0
8
$
2
9
7
%
8
$
2.79
$
6 $ 297%
45
Co
m
m
e
r
c
i
a
l
(
a
d
m
i
s
s
i
o
n
)
-
F
i
r
s
t
D
a
y
0.
1
0
83
.
0
0
$
12
3
.
4
6
$
(4
0
.
4
6
)
$
6
7
%
8
$
12.35
$
(4)$ 67%
46
Co
m
m
e
r
c
i
a
l
(
a
d
m
i
s
s
i
o
n
)
-
E
a
c
h
A
d
d
i
t
i
o
n
a
l
D
a
y
0.
1
0
83
.
0
0
$
27
.
9
2
$
55
.
0
8
$
2
9
7
%
8
$
2.79
$
6 $ 297%
47
Gu
n
/
W
e
a
p
o
n
s
S
h
o
w
-
F
i
r
s
t
D
a
y
0.
1
0
21
3
.
0
0
$
1
2
3
.
4
6
$
89
.
5
4
$
1
7
3
%
21
$
12.35
$
9 $ 173%
48
Gu
n
/
W
e
a
p
o
n
s
S
h
o
w
-
E
a
c
h
A
d
d
i
t
i
o
n
a
l
D
a
y
0.
1
0
21
3
.
0
0
$
2
7
.
9
2
$
18
5
.
0
8
$
7
6
3
%
21
$
2.79
$
19 $ 763%
49
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
50
Bl
o
c
k
P
a
r
t
y
P
e
r
m
i
t
2.
0
0
-
$
24
9
.
0
9
$
(2
4
9
.
0
9
)
$
0%
-
$
49
8
.
1
8
$
(498)$ 0%
Wo
h
l
f
o
r
d
C
o
n
s
u
l
t
i
n
g
Ap
p
e
n
d
i
x
4
-
P
a
g
e
2
o
f
1
4
J
u
n
e
3
0
,
2
0
1
6
Item 10.a. - Page 191
Ci
t
y
o
f
A
r
r
o
y
o
G
r
a
n
d
e
20
1
5
U
S
E
R
F
E
E
S
T
U
D
Y
FI
N
A
L
R
E
S
U
L
T
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Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
FI
N
A
L
R
E
S
U
L
T
S
51
-
-
$
-
$
-
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0
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$
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$
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52
Re
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0
0
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1
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4
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4
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1
$
4.41
$
(3)$ 23%
53
-
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$
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$
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0
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$
-
$
-$ 0%
54
Se
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55
Ci
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11
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8
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6
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23
0
$
34
6
.
4
8
$
(116)$ 66%
56
De
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57
Fi
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5
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13
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58
-
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59
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60
Se
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61
Ci
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62
De
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63
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66
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67
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To
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1
6
Item 10.a. - Page 192
Ci
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f
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G
r
a
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d
e
20
1
5
U
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Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
FI
N
A
L
R
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S
U
L
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S
73
De
p
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74
Fi
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An
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76
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78
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81
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$
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$
-
$
0
%
-
$
-
$
-$ 0%
82
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x
i
C
a
b
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r
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v
e
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-
$
-
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-
$
-
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83
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t
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4
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126 $ 142%
84
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p
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87
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88
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6
Item 10.a. - Page 193
Ci
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20
1
5
U
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FI
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10
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11
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Au
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12
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$
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1
6
Item 10.a. - Page 194
Ci
t
y
o
f
A
r
r
o
y
o
G
r
a
n
d
e
20
1
5
U
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D
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FI
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e
S
e
r
v
i
c
e
I
n
f
o
r
m
a
t
i
o
n
F
u
l
l
C
o
st
R
e
s
u
l
t
s
(
U
n
i
t
)
F
u
l
l
C
o
s
t
R
e
s
u
l
t
s
(
A
n
n
u
a
l
-
A
l
l
S
e
r
v
i
c
e
s
)
Fe
e
#
F
e
e
T
i
t
l
e
An
n
u
a
l
Re
v
e
n
u
e
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t
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t
y
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v
e
l
Cu
r
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e
n
t
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e
/
De
p
o
s
i
t
De
p
a
r
t
m
e
n
t
/
Di
v
i
s
i
o
n
F
u
l
l
Co
s
t
p
e
r
U
n
i
t
Su
r
p
l
u
s
/
(S
u
b
s
i
d
y
)
p
e
r
Un
i
t
Fu
l
l
C
o
s
t
Re
c
o
v
e
r
y
Ra
t
e
Pr
o
j
e
c
t
e
d
An
n
u
a
l
Re
v
e
n
u
e
a
t
Cu
r
r
e
n
t
F
e
e
/
D
e
p
o
s
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
F
u
l
l
Co
s
t
Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
FI
N
A
L
R
E
S
U
L
T
S
12
1
A
N
I
M
A
L
C
O
N
T
R
O
L
/
I
M
P
O
U
N
D
(
N
E
W
F
EE
S
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
12
2
Do
g
I
m
p
o
u
n
d
F
e
e
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
12
3
1s
t
I
m
p
o
u
n
d
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
12
4
2n
d
I
m
p
o
u
n
d
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
12
5
3r
d
I
m
p
o
u
n
d
+
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
12
6
(1
s
t
I
m
p
o
u
n
d
f
e
e
r
e
i
m
b
u
r
s
a
b
l
e
u
p
o
n
p
r
o
o
f
o
f
li
c
e
n
s
i
n
g
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
12
7
Ca
t
I
m
p
o
u
n
d
F
e
e
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
12
8
1s
t
I
m
p
o
u
n
d
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
12
9
2n
d
I
m
p
o
u
n
d
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
13
0
3r
d
I
m
p
o
u
n
d
+
0.
1
0
-
$
50
6
.
0
7
$
(5
0
6
.
0
7
)
$
0%
-
$
50.61
$
(51)$ 0%
13
1
(1
s
t
I
m
p
o
u
n
d
f
e
e
r
e
i
m
b
u
r
s
a
b
l
e
u
p
o
n
p
r
o
o
f
o
f
l ic
e
n
s
i
n
g
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
13
2
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
13
3
O
T
H
E
R
U
N
I
T
C
O
S
T
S
(
N
o
n
-
F
e
e
)
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
13
4
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
13
5
Va
c
a
t
i
o
n
H
o
u
s
e
C
h
e
c
k
s
(
p
e
r
d
a
y
)
-
-
$
41
.
1
9
$
(4
1
.
1
9
)
$
0%
-
$
2
6
,
3
2
0
.
4
1
$
(26,320)$ 0%
13
6
St
a
t
i
o
n
T
o
u
r
s
-
-
$
35
7
.
1
1
$
(3
5
7
.
1
1
)
$
0%
-
$
3,
5
7
1
.
1
0
$
(3,571)$ 0%
13
7
Pu
b
l
i
c
S
e
r
v
i
c
e
R
e
q
u
e
s
t
s
-
-
$
43
1
.
3
2
$
(4
3
1
.
3
2
)
$
0%
-
$
8,
6
2
6
.
4
0
$
(8,626)$ 0%
13
8
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
13
9
FU
L
L
C
O
S
T
R
E
C
O
V
E
R
Y
R
A
T
E
S
(
H
O
U
R
L
Y
ST
A
F
F
R
A
T
E
S
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
14
0
Se
r
v
i
c
e
i
n
E
x
c
e
s
s
o
f
S
t
a
n
d
a
r
d
(
p
e
r
h
o
u
r
@
s
t
a
f
f
ho
u
r
l
y
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t
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s
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n
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t
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e
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s
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r
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t
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o
n
o
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h
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e
f
o
r
Hi
s
/
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e
r
D
e
s
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g
n
e
e
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
14
1
Ho
u
r
l
y
R
a
t
e
:
C
h
i
e
f
-
1
2
5
.
6
1
$
2
6
3
.
4
0
$
(1
3
7
.
7
9
)
$
48
%
-
$
26
3
.
4
0
$
(263)$ 0%
14
2
Ho
u
r
l
y
R
a
t
e
:
C
o
m
m
a
n
d
e
r
-
1
0
4
.
4
6
$
2
1
5
.
1
0
$
(1
1
0
.
6
4
)
$
49
%
-
$
21
5
.
1
0
$
(215)$ 0%
14
3
Ho
u
r
l
y
R
a
t
e
:
S
e
r
g
e
a
n
t
-
89
.
0
7
$
20
0
.
8
6
$
(1
1
1
.
7
9
)
$
44
%
-
$
20
0
.
8
6
$
(201)$ 0%
14
4
Ho
u
r
l
y
R
a
t
e
:
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r
.
P
o
l
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O
f
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r
-
76
.
2
0
$
17
0
.
7
4
$
(9
4
.
5
4
)
$
4
5
%
-
$
17
0
.
7
4
$
(171)$ 0%
14
5
Ho
u
r
l
y
R
a
t
e
:
P
o
l
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c
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O
f
f
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c
e
r
-
60
.
3
8
$
14
5
.
4
5
$
(8
5
.
0
7
)
$
4
2
%
-
$
14
5
.
4
5
$
(145)$ 0%
14
6
Ho
u
r
l
y
R
a
t
e
:
P
r
o
p
e
r
t
y
E
v
i
d
e
n
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e
T
e
c
h
n
i
c
i
a
n
-
49
.
3
4
$
13
6
.
8
8
$
(8
7
.
5
4
)
$
3
6
%
-
$
13
6
.
8
8
$
(137)$ 0%
14
7
Ho
u
r
l
y
R
a
t
e
:
E
x
e
c
u
t
i
v
e
S
e
c
r
e
t
a
r
y
-
47
.
0
5
$
13
2
.
0
3
$
(8
4
.
9
8
)
$
3
6
%
-
$
13
2
.
0
3
$
(132)$ 0%
14
8
Ho
u
r
l
y
R
a
t
e
:
R
e
c
o
r
d
s
C
l
e
r
k
-
33
.
4
6
$
10
5
.
0
7
$
(7
1
.
6
1
)
$
3
2
%
-
$
10
5
.
0
7
$
(105)$ 0%
14
9
Ho
u
r
l
y
R
a
t
e
:
F
l
e
e
t
/
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q
u
i
p
m
e
n
t
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c
h
n
i
c
i
a
n
-
24
.
4
9
$
85
.
3
4
$
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0
.
8
5
)
$
2
9
%
-
$
85.34
$
(85)$ 0%
15
0
Ho
u
r
l
y
R
a
t
e
:
T
r
a
i
n
i
n
g
T
e
c
h
n
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c
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a
n
-
22
.
3
1
$
84
.
8
6
$
(6
2
.
5
5
)
$
2
6
%
-
$
84.86
$
(85)$ 0%
15
1
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
Wo
h
l
f
o
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d
C
o
n
s
u
l
t
i
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g
Ap
p
e
n
d
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x
4
-
P
a
g
e
6
o
f
1
4
J
u
n
e
3
0
,
2
0
1
6
Item 10.a. - Page 195
Ci
t
y
o
f
A
r
r
o
y
o
G
r
a
n
d
e
20
1
5
U
S
E
R
F
E
E
S
T
U
D
Y
FI
N
A
L
R
E
S
U
L
T
S
Po
l
i
c
e
D
e
p
a
r
t
m
e
n
t
Fe
e
S
e
r
v
i
c
e
I
n
f
o
r
m
a
t
i
o
n
F
u
l
l
C
o
st
R
e
s
u
l
t
s
(
U
n
i
t
)
F
u
l
l
C
o
s
t
R
e
s
u
l
t
s
(
A
n
n
u
a
l
-
A
l
l
S
e
r
v
i
c
e
s
)
Fe
e
#
F
e
e
T
i
t
l
e
An
n
u
a
l
Re
v
e
n
u
e
Ac
t
i
v
i
t
y
Le
v
e
l
Cu
r
r
e
n
t
Fe
e
/
De
p
o
s
i
t
De
p
a
r
t
m
e
n
t
/
Di
v
i
s
i
o
n
F
u
l
l
Co
s
t
p
e
r
U
n
i
t
Su
r
p
l
u
s
/
(S
u
b
s
i
d
y
)
p
e
r
Un
i
t
Fu
l
l
C
o
s
t
Re
c
o
v
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y
Ra
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e
Pr
o
j
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c
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d
An
n
u
a
l
Re
v
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n
u
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a
t
Cu
r
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n
t
F
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/
D
e
p
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s
i
t
Pr
o
j
e
c
t
e
d
An
n
u
a
l
F
u
l
l
Co
s
t
Projected Annual Surplus / (Subsidy) Full Cost Recovery Rate
FI
N
A
L
R
E
S
U
L
T
S
15
2
N
O
N
-
F
E
E
A
C
T
I
V
I
T
I
E
S
:
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
15
3
Co
d
e
E
n
f
o
r
c
e
m
e
n
t
-
B
u
i
l
d
i
n
g
(
a
n
n
u
a
l
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
15
4
Co
d
e
E
n
f
o
r
c
e
m
e
n
t
-
Z
o
n
i
n
g
(
a
n
n
u
a
l
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
15
5
Co
d
e
E
n
f
o
r
c
e
m
e
n
t
-
N
u
i
s
a
n
c
e
/
O
t
h
e
r
(
a
n
n
u
a
l
)
-
-
$
1
3
3
,
7
8
1
.
5
5
$
(1
3
3
,
7
8
1
.
5
5
)
$
0%
-
$
1
3
3
,
7
8
1
.
5
5
$
(133,782)$ 0%
15
6
Re
c
o
r
d
s
(
a
n
n
u
a
l
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
15
7
Pa
t
r
o
l
(
a
n
n
u
a
l
)
-
-
$
5
,
6
8
9
,
5
5
8
.
9
4
$
(5
,
6
8
9
,
5
5
8
.
9
4
)
$
0%
-
$
5
,
6
8
9
,
5
5
8
.
9
4
$
(5,689,559)$ 0%
15
8
In
v
e
s
t
i
g
a
t
i
o
n
s
(
a
n
n
u
a
l
)
-
-
$
6
9
1
,
1
4
5
.
2
4
$
(6
9
1
,
1
4
5
.
2
4
)
$
0%
-
$
6
9
1
,
1
4
5
.
2
4
$
(691,145)$ 0%
15
9
Di
s
p
a
t
c
h
(
C
o
n
t
r
a
c
t
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e
r
v
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c
e
s
)
(
a
n
n
u
a
l
)
-
-
$
-
$
-
$
0
%
-
$
-
$
-$ 0%
16
0
Gr
a
n
t
s
a
n
d
S
p
e
c
i
a
l
P
r
o
j
e
c
t
s
(
a
n
n
u
a
l
)
-
-
$
9,
5
0
2
.
5
5
$
(9
,
5
0
2
.
5
5
)
$
0%
-
$
9,
5
0
2
.
5
5
$
(9,503)$ 0%
16
1
Pr
o
p
e
r
t
y
a
n
d
E
v
i
d
e
n
c
e
(
a
n
n
u
a
l
)
-
-
$
2
1
9
,
9
9
7
.
5
3
$
(2
1
9
,
9
9
7
.
5
3
)
$
0%
-
$
2
1
9
,
9
9
7
.
5
3
$
(219,998)$ 0%
16
2
Tr
a
f
f
i
c
E
n
f
o
r
c
e
m
e
n
t
(
a
n
n
u
a
l
)
-
-
$
26
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Item 10.a. - Page 196
Ci
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Item 10.a. - Page 197
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Item 10.a. - Page 198
Ci
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Item 10.a. - Page 200
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Item 10.a. - Page 201
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Item 10.a. - Page 202
Ci
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20
1
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Item 10.a. - Page 203
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis Potential Revenues at Recommended Fees
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
1 PLANNING UNIT FEES:
2 Appeals:
3 CD Director to Planning Commission 3,333.68$ 333.00$ (3,000.68)$ 10%
4 Planning Commission to City Council 3,950.20$ 790.00$ (3,160.20)$ 20%
5 Certificate of Compliance 4,774.13$ 2,387.00$ (2,387.13)$ 50%
6 Conditional Use Permit:
7 Project - Major (multi building)19,561.52$ 9,750.00$ (9,811.52)$ 50%
8 Time and Materials (if project exceeds 50 hours of staff time)-$ -$ -$ 0%
9 Project - Minor (routine)- as det'd by CDD 6,029.48$ 4,221.00$ (1,808.48)$ 70%
10 Amendment 4,264.43$ 2,132.00$ (2,132.43)$ 50%
12 Development Agreement 20,408.98$ 16,325.00$ (4,083.98)$ 80%
13 Dev. Code Amendment - Major 13,751.96$ 11,000.00$ (2,751.96)$ 80%
14 Time and Materials (if project exceeds 50 hours of staff time)-$ -$ -$ 0%
15 Dev. Code Amendment- Minor 7,560.75$ 6,048.00$ (1,512.75)$ 80%
16 General Plan Amendment (Major)16,314.91$ 11,000.00$ (5,314.91)$ 67%
17 Time and Materials (if project exceeds 50 hours of staff time)-$ -$ -$ 0%
18 General Plan Amendment (Minor)9,085.06$ 6,048.00$ (3,037.06)$ 67%
19 Home Occupation Permit 455.70$ 112.00$ (343.70)$ 25%
20 Lot Line Adjustment 2,824.92$ 2,260.00$ (564.92)$ 80%
21 Lot Merger I Reversion to Acreage 2,779.57$ 2,224.00$ (555.57)$ 80%
22 Request for Meeting Continuance 571.45$ 314.00$ (257.45)$ 55%
23 Minor Use Permit - Architectural Review:
24 Major (e.g., subdivisions)11,655.19$ 3,496.00$ (8,159.19)$ 30%
25 Minor (e.g. single lot)3,135.64$ 627.00$ (2,508.64)$ 20%
26 Minor Use Permit - Historic Resource Designation 4,509.48$ 1,000.00$ (3,509.48)$ 22%
27 Minor Use Permit - Large Family Day Care 1,272.41$ 381.00$ (891.41)$ 30%
28 Minor Use Permit - Minor Exception 1,359.41$ 679.00$ (680.41)$ 50%
29 Minor Use Permit - Plot Plan Review 1,313.59$ 500.00$ (813.59)$ 38%
30 Minor Use Permit - Temporary Use Permit 642.28$ 200.00$ (442.28)$ 31%
31 Minor Use Permit - Viewshed Review:1,025.28$ 768.00$ (257.28)$ 75%
32 Planned Unit Development Permit (Major)12,963.01$ 10,370.00$ (2,593.01)$ 80%
33 Time and Materials (if project exceeds 50 hours of staff time)-$ -$ -$ 0%
34 Planned Unit Development Permit (Minor)6,203.12$ 4,962.00$ (1,241.12)$ 80%
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
PLANNING (4130)
Item 10.a. - Page 204
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis Potential Revenues at Recommended Fees
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
PLANNING (4130)
35 Planning Commission Interpretation or Waiver 4,922.81$ 1,230.00$ (3,692.81)$ 25%
36 Pre-Application - SAC 4,176.38$ 835.20$ (3,341.18)$ 20%
38 Research (deposit)1,184.54$ 150.00$ (1,034.54)$ 13%
39 Mailing Label Production 276.14$ 276.00$ (0.14)$ 100%
40 Signs:
41 Planned Sign Program 3,251.06$ 1,625.00$ (1,626.06)$ 50%
42 Administrative Sign Permit 519.79$ 233.00$ (286.79)$ 45%
43 Administrative Sign Program 2,035.19$ 915.00$ (1,120.19)$ 45%
44 Specific Plan or Amendment (deposit)23,278.82$ 16,294.00$ (6,984.82)$ 70%
45 Time and Materials (if project exceeds 50 hours of staff time)-$ -$ -$ 0%
46 Tentative Parcel Map (0-4 lots)9,971.80$ 6,481.00$ (3,490.80)$ 65%
47 with Vesting (added to base fee)359.39$ 402.00$ 42.61$ 112%
48 Amendment 4,830.27$ 3,139.00$ (1,691.27)$ 65%
49 Tentative Tract Map:-$ -$ -$ 0%
50 5-20 lots 10,649.11$ 10,649.00$ (0.11)$ 100%
51 over 20 lots 15,452.08$ 12,361.00$ (3,091.08)$ 80%
52 with Vesting (added to base fee)452.31$ 1,043.00$ 590.69$ 231%
53 Amendment 4,675.24$ 4,675.00$ (0.24)$ 100%
54 Time Extension 2,685.12$ 1,745.00$ (940.12)$ 65%
55 Variance 4,939.52$ 2,469.00$ (2,470.52)$ 50%
56 Zoning Compliance Letter 694.66$ 100.00$ (594.66)$ 14%
57
Annexation - Deposit Level (Fee based upon Actual Time @
Staff Hourly Rates)51,103.92$ 25,551.00$ (25,552.92)$ 50%
58 Mills Act Contract 4,985.79$ 1,200.00$ (3,785.79)$ 24%
60 Public Art Permit 3,138.82$ 630.00$ (2,508.82)$ 20%
Item 10.a. - Page 205
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis Potential Revenues at Recommended Fees
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
PLANNING (4130)
61 Environmental Impact Determination:
62 Initial Study Fee 3,569.70$ 2,319.00$ (1,250.70)$ 65%
63 Negative Declaration 821.49$ 377.00$ (444.49)$ 46%
64 Mitigated Neg Dec 3,000.89$ 1,575.00$ (1,425.89)$ 52%
65
Major Project with a Contract Planner - Actual cost of Contractor
passed directly through to Applicant -$ -$ -$ 0%
66
Major Project with a Contract Planner - City Project Management
and Adminitrative Charge -$ -$ -$ 0%
Item 10.a. - Page 206
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
2,000 7,083.25$ 7,083.00$ (0.25)$ 100%
8,000 10,338.39$ 10,339.00$ 0.61$ 100%
1 A-1 Assembly Group - Theaters 20,000 17,068.69$ 17,069.00$ 0.31$ 100%
40,000 27,843.43$ 27,844.00$ 0.57$ 100%
100,000 56,837.55$ 56,837.00$ (0.55)$ 100%
1,000 5,051.82$ 5,052.00$ 0.18$ 100%
4,000 7,379.42$ 7,379.00$ (0.42)$ 100%
2 A-2 Assembly Group: Restaurants, nightclubs 10,000 12,624.96$ 12,625.00$ 0.04$ 100%
20,000 20,595.54$ 20,595.00$ (0.54)$ 100%
50,000 44,011.58$ 44,012.00$ 0.42$ 100%
250 2,051.60$ 2,051.00$ (0.60)$ 100%
1,000 2,771.08$ 2,771.00$ (0.08)$ 100%
3 A Assembly Group - TI 2,500 3,663.80$ 3,663.00$ (0.80)$ 100%
5,000 5,292.55$ 5,292.00$ (0.55)$ 100%
12,500 8,918.17$ 8,918.00$ (0.17)$ 100%
1,000 4,614.97$ 4,615.00$ 0.03$ 100%
4,000 6,583.22$ 6,583.00$ (0.22)$ 100%
4 A-3 Church and Religious Bldg - Complete 10,000 11,659.66$ 11,660.00$ 0.34$ 100%
20,000 19,228.62$ 19,228.00$ (0.62)$ 100%
50,000 41,869.60$ 41,870.00$ 0.40$ 100%
500 3,157.26$ 3,157.00$ (0.26)$ 100%
2,000 4,366.55$ 4,367.00$ 0.45$ 100%
5 R-4 Congregate Care - Complete 5,000 7,246.87$ 7,246.00$ (0.87)$ 100%
10,000 11,477.49$ 11,477.00$ (0.49)$ 100%
25,000 24,464.69$ 24,464.00$ (0.69)$ 100%
250 1,887.78$ 1,888.00$ 0.22$ 100%
1,000 2,472.51$ 2,473.00$ 0.49$ 100%
6 A-3 Church and Religious Bldg - TI 2,500 3,301.81$ 3,302.00$ 0.19$ 100%
5,000 4,779.95$ 4,779.00$ (0.95)$ 100%
12,500 8,114.92$ 8,114.00$ (0.92)$ 100%
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
Item 10.a. - Page 207
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
2,000 6,099.79$ 6,100.00$ 0.21$ 100%
8,000 9,017.15$ 9,017.00$ (0.15)$ 100%
7 E Educational Building - Complete 20,000 14,982.95$ 14,983.00$ 0.05$ 100%
40,000 24,359.37$ 24,360.00$ 0.63$ 100%
100,000 50,608.39$ 50,608.00$ (0.39)$ 100%
250 1,887.78$ 1,888.00$ 0.22$ 100%
1,000 2,472.51$ 2,473.00$ 0.49$ 100%
8 E Educational Building - TI 2,500 3,301.81$ 3,302.00$ 0.19$ 100%
5,000 4,779.95$ 4,779.00$ (0.95)$ 100%
12,500 8,114.92$ 8,114.00$ (0.92)$ 100%
500 2,265.64$ 2,265.00$ (0.64)$ 100%
2,000 3,056.47$ 3,056.00$ (0.47)$ 100%
9 S-2 Parking Garage - Complete 5,000 4,153.03$ 4,153.00$ (0.03)$ 100%
10,000 6,148.72$ 6,149.00$ 0.28$ 100%
25,000 10,528.58$ 10,529.00$ 0.42$ 100%
1,000 4,614.97$ 4,615.00$ 0.03$ 100%
4,000 6,583.22$ 6,583.00$ (0.22)$ 100%
10 R-1 Hotel Low/Mid Rise - Complete 10,000 11,659.66$ 11,660.00$ 0.34$ 100%
20,000 19,228.62$ 19,228.00$ (0.62)$ 100%
50,000 41,869.60$ 41,870.00$ 0.40$ 100%
1,000 2,266.52$ 2,267.00$ 0.48$ 100%
4,000 3,079.01$ 3,079.00$ (0.01)$ 100%
11 R-1 Hotel Low/Mid Rise - Shell 10,000 4,151.72$ 4,152.00$ 0.28$ 100%
20,000 6,114.18$ 6,114.00$ (0.18)$ 100%
50,000 10,420.69$ 10,421.00$ 0.31$ 100%
250 1,844.97$ 1,845.00$ 0.03$ 100%
1,000 2,415.43$ 2,416.00$ 0.57$ 100%
12 R-1 Hotel Low/Mid Rise - TI 2,500 3,203.96$ 3,204.00$ 0.04$ 100%
5,000 4,608.72$ 4,608.00$ (0.72)$ 100%
12,500 7,792.84$ 7,792.00$ (0.84)$ 100%
Item 10.a. - Page 208
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
B Offices, etc. - Complete 500 4,163.89$ 4,164.00$ 0.11$ 100%
B (Commercial Occupancy Scaling Source)2,000 6,218.07$ 6,218.00$ (0.07)$ 100%
13 B "5,000 9,373.55$ 9,373.00$ (0.55)$ 100%
B "10,000 14,570.65$ 14,570.00$ (0.65)$ 100%
B "25,000 28,430.53$ 28,430.00$ (0.53)$ 100%
1,000 1,779.01$ 1,779.00$ (0.01)$ 100%
4,000 2,284.73$ 2,284.00$ (0.73)$ 100%
14 B Offices, etc. - Shell 10,000 3,059.82$ 3,059.00$ (0.82)$ 100%
20,000 4,420.95$ 4,421.00$ 0.05$ 100%
50,000 7,525.48$ 7,525.00$ (0.48)$ 100%
100 1,488.45$ 1,489.00$ 0.55$ 100%
400 1,845.22$ 1,845.00$ (0.22)$ 100%
15 B Offices, etc. - TI 1,000 2,403.78$ 2,404.00$ 0.22$ 100%
2,000 3,351.46$ 3,352.00$ 0.54$ 100%
5,000 5,618.42$ 5,618.00$ (0.42)$ 100%
1,000 4,560.36$ 4,561.00$ 0.64$ 100%
4,000 6,483.69$ 6,484.00$ 0.31$ 100%
16 F Industrial Building - Complete 10,000 11,538.99$ 11,539.00$ 0.01$ 100%
20,000 19,057.75$ 19,057.00$ (0.75)$ 100%
50,000 41,601.85$ 41,602.00$ 0.15$ 100%
1,000 2,291.29$ 2,291.00$ (0.29)$ 100%
4,000 2,998.50$ 2,999.00$ 0.50$ 100%
17 F Industrial Building - Shell 10,000 4,225.99$ 4,226.00$ 0.01$ 100%
20,000 6,415.40$ 6,416.00$ 0.60$ 100%
50,000 11,215.26$ 11,215.00$ (0.26)$ 100%
250 1,984.22$ 1,984.00$ (0.22)$ 100%
1,000 2,669.22$ 2,670.00$ 0.78$ 100%
18 F Industrial Building - TI 2,500 3,511.65$ 3,511.00$ (0.65)$ 100%
5,000 5,044.43$ 5,044.00$ (0.43)$ 100%
12,500 8,475.60$ 8,475.00$ (0.60)$ 100%
Item 10.a. - Page 209
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
500 2,744.01$ 2,744.00$ (0.01)$ 100%
2,000 3,655.24$ 3,656.00$ 0.76$ 100%
19 S-1 Repair Garage & Service St - Complete 5,000 6,327.19$ 6,327.00$ (0.19)$ 100%
10,000 10,109.83$ 10,110.00$ 0.17$ 100%
25,000 22,214.03$ 22,214.00$ (0.03)$ 100%
500 1,707.48$ 1,708.00$ 0.52$ 100%
2,000 2,206.73$ 2,207.00$ 0.27$ 100%
20 S-1 Repair Garage & Service St - Shell 5,000 2,893.63$ 2,894.00$ 0.37$ 100%
10,000 4,103.93$ 4,104.00$ 0.07$ 100%
25,000 6,894.31$ 6,894.00$ (0.31)$ 100%
100 1,629.71$ 1,630.00$ 0.29$ 100%
400 2,033.58$ 2,033.00$ (0.58)$ 100%
21 S-1 Repair Garage & Service St - TI 1,000 2,726.68$ 2,727.00$ 0.32$ 100%
2,000 3,916.53$ 3,917.00$ 0.47$ 100%
5,000 6,681.29$ 6,681.00$ (0.29)$ 100%
500 2,911.53$ 2,912.00$ 0.47$ 100%
2,000 3,918.69$ 3,919.00$ 0.31$ 100%
22 M Retail Sales - Complete 5,000 6,703.88$ 6,703.00$ (0.88)$ 100%
10,000 10,708.60$ 10,708.00$ (0.60)$ 100%
25,000 23,259.82$ 23,259.00$ (0.82)$ 100%
500 1,803.04$ 1,803.00$ (0.04)$ 100%
2,000 2,380.89$ 2,381.00$ 0.11$ 100%
23 M Retail Sales - Shell 5,000 3,104.79$ 3,105.00$ 0.21$ 100%
10,000 4,402.94$ 4,403.00$ 0.06$ 100%
25,000 7,362.87$ 7,363.00$ 0.13$ 100%
100 1,629.71$ 1,630.00$ 0.29$ 100%
400 2,033.58$ 2,033.00$ (0.58)$ 100%
24 M Retail Sales - TI 1,000 2,726.68$ 2,727.00$ 0.32$ 100%
2,000 3,916.53$ 3,917.00$ 0.47$ 100%
5,000 6,681.29$ 6,681.00$ (0.29)$ 100%
Item 10.a. - Page 210
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
2,000 4,382.20$ 4,382.00$ (0.20)$ 100%
8,000 6,640.99$ 6,641.00$ 0.01$ 100%
25 - Warehouse - Complete 20,000 9,947.08$ 9,947.00$ (0.08)$ 100%
40,000 15,235.80$ 15,236.00$ 0.20$ 100%
100,000 30,246.48$ 30,246.00$ (0.48)$ 100%
1,000 4,614.97$ 4,615.00$ 0.03$ 100%
4,000 6,583.22$ 6,583.00$ (0.22)$ 100%
26 I Medical/24 Hour Care - Complete 10,000 11,659.66$ 11,660.00$ 0.34$ 100%
20,000 19,228.62$ 19,228.00$ (0.62)$ 100%
50,000 41,869.60$ 41,870.00$ 0.40$ 100%
1,000 2,104.55$ 2,104.00$ (0.55)$ 100%
4,000 2,762.87$ 2,763.00$ 0.13$ 100%
27 I Medical/24 Hour Care - Shell 10,000 3,797.08$ 3,798.00$ 0.92$ 100%
20,000 5,644.66$ 5,645.00$ 0.34$ 100%
50,000 9,738.72$ 9,739.00$ 0.28$ 100%
100 1,795.05$ 1,795.00$ (0.05)$ 100%
400 2,240.67$ 2,241.00$ 0.33$ 100%
28 I Medical/24Hour Care - TI 1,000 3,106.67$ 3,107.00$ 0.33$ 100%
2,000 4,601.65$ 4,601.00$ (0.65)$ 100%
5,000 7,996.79$ 7,997.00$ 0.21$ 100%
1,000 4,614.97$ 4,615.00$ 0.03$ 100%
4,000 6,583.22$ 6,583.00$ (0.22)$ 100%
29 B Medical Offices - Complete 10,000 11,659.66$ 11,660.00$ 0.34$ 100%
20,000 19,228.62$ 19,228.00$ (0.62)$ 100%
50,000 41,869.60$ 41,870.00$ 0.40$ 100%
1,000 2,118.20$ 2,118.00$ (0.20)$ 100%
4,000 2,787.75$ 2,788.00$ 0.25$ 100%
30 B Medical Offices - Shell 10,000 3,827.24$ 3,828.00$ 0.76$ 100%
20,000 5,687.38$ 5,688.00$ 0.62$ 100%
50,000 9,805.66$ 9,806.00$ 0.34$ 100%
Item 10.a. - Page 211
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
250 2,182.76$ 2,183.00$ 0.24$ 100%
1,000 2,947.29$ 2,947.00$ (0.29)$ 100%
31 B Medical Offices - TI 2,500 3,963.37$ 3,964.00$ 0.63$ 100%
5,000 5,814.79$ 5,815.00$ 0.21$ 100%
12,500 9,897.80$ 9,898.00$ 0.20$ 100%
500 3,039.96$ 3,040.00$ 0.04$ 100%
2,000 4,089.92$ 4,090.00$ 0.08$ 100%
32 - Restaurant - Complete 5,000 6,997.43$ 6,997.00$ (0.43)$ 100%
10,000 11,222.30$ 11,222.00$ (0.30)$ 100%
25,000 24,226.07$ 24,226.00$ (0.07)$ 100%
500 1,849.56$ 1,849.00$ (0.56)$ 100%
2,000 2,402.84$ 2,403.00$ 0.16$ 100%
33 - Restaurant - Shell 5,000 3,217.34$ 3,217.00$ (0.34)$ 100%
10,000 4,660.35$ 4,660.00$ (0.35)$ 100%
25,000 7,927.50$ 7,927.00$ (0.50)$ 100%
250 1,947.31$ 1,947.00$ (0.31)$ 100%
1,000 2,633.36$ 2,633.00$ (0.36)$ 100%
34 - Restaurant - TI 2,500 3,425.21$ 3,426.00$ 0.79$ 100%
5,000 4,873.01$ 4,873.00$ (0.01)$ 100%
12,500 8,126.35$ 8,126.00$ (0.35)$ 100%
250 2,783.11$ 2,784.00$ 0.89$ 100%
1,000 3,747.45$ 3,747.00$ (0.45)$ 100%
35 I-4 Day Care Facility - Complete 2,500 6,410.34$ 6,410.00$ (0.34)$ 100%
5,000 10,194.90$ 10,195.00$ 0.10$ 100%
12,500 22,293.58$ 22,293.00$ (0.58)$ 100%
100 1,767.75$ 1,768.00$ 0.25$ 100%
400 2,190.90$ 2,191.00$ 0.10$ 100%
36 I-4 Day Care Facility - TI 1,000 3,046.33$ 3,046.00$ (0.33)$ 100%
2,000 4,516.21$ 4,516.00$ (0.21)$ 100%
5,000 7,862.91$ 7,863.00$ 0.09$ 100%
Item 10.a. - Page 212
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
500 2,654.68$ 2,655.00$ 0.32$ 100%
2,000 3,576.22$ 3,576.00$ (0.22)$ 100%
37 H Hazardous H- Complete 5,000 6,116.80$ 6,116.00$ (0.80)$ 100%
10,000 9,681.19$ 9,681.00$ (0.19)$ 100%
25,000 21,327.33$ 21,327.00$ (0.33)$ 100%
500 2,464.38$ 2,464.00$ (0.38)$ 100%
2,000 3,209.25$ 3,209.00$ (0.25)$ 100%
38 H Hazardous H- Shell 5,000 4,624.73$ 4,625.00$ 0.27$ 100%
10,000 7,143.42$ 7,143.00$ (0.42)$ 100%
25,000 12,624.86$ 12,625.00$ 0.14$ 100%
100 1,767.75$ 1,768.00$ 0.25$ 100%
400 2,190.90$ 2,191.00$ 0.10$ 100%
39 H Hazardous H- T I 1,000 3,046.33$ 3,046.00$ (0.33)$ 100%
2,000 4,516.21$ 4,516.00$ (0.21)$ 100%
5,000 7,862.91$ 7,863.00$ 0.09$ 100%
200 1,425.28$ 1,425.00$ (0.28)$ 100%
800 1,734.28$ 1,734.00$ (0.28)$ 100%
40 - Commercial Building - Foundation 2,000 2,263.55$ 2,263.00$ (0.55)$ 100%
4,000 3,146.35$ 3,146.00$ (0.35)$ 100%
10,000 5,286.25$ 5,286.00$ (0.25)$ 100%
200 1,495.39$ 1,495.00$ (0.39)$ 100%
800 1,841.12$ 1,841.00$ (0.12)$ 100%
41 - Commercial Building - Addition 2,000 2,421.73$ 2,422.00$ 0.27$ 100%
4,000 3,403.01$ 3,403.00$ (0.01)$ 100%
10,000 5,742.21$ 5,742.00$ (0.21)$ 100%
1,000 4,536.84$ 4,537.00$ 0.16$ 100%
4,000 6,550.01$ 6,550.00$ (0.01)$ 100%
42 R-2 Apartment Building 10,000 11,448.49$ 11,449.00$ 0.51$ 100%
20,000 19,067.65$ 19,067.00$ (0.65)$ 100%
50,000 40,430.77$ 40,431.00$ 0.23$ 100%
Item 10.a. - Page 213
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
1,000 3,848.12$ 3,848.00$ (0.12)$ 100%
2,000 4,967.55$ 4,967.00$ (0.55)$ 100%
64 R-3 Single-Family (custom or model)3,000 6,620.12$ 6,620.00$ (0.12)$ 100%
5,000 9,107.28$ 9,107.00$ (0.28)$ 100%
7,500 12,147.68$ 12,148.00$ 0.32$ 100%
667 2,332.42$ 2,332.00$ (0.42)$ 100%
1,333 2,970.61$ 2,970.00$ (0.61)$ 100%
65 R-3 Single-Family - Production / Repeat 2,000 3,708.87$ 3,709.00$ 0.13$ 100%
3,333 4,953.49$ 4,953.00$ (0.49)$ 100%
5,000 6,461.95$ 6,462.00$ 0.05$ 100%
333 1,399.98$ 1,400.00$ 0.02$ 100%
667 1,557.40$ 1,557.00$ (0.40)$ 100%
66 R-3 Moved Building - Residential 1,000 1,807.11$ 1,808.00$ 0.89$ 100%
1,667 2,251.03$ 2,251.00$ (0.03)$ 100%
2,500 2,772.60$ 2,773.00$ 0.40$ 100%
800 1,247.84$ 1,247.00$ (0.84)$ 100%
1,600 1,372.36$ 1,373.00$ 0.64$ 100%
67 R-3 Manufactured Home - Complete 2,400 1,540.49$ 1,540.00$ (0.49)$ 100%
4,000 1,895.95$ 1,896.00$ 0.05$ 100%
6,000 2,271.43$ 2,271.00$ (0.43)$ 100%
667 1,247.84$ 1,247.00$ (0.84)$ 100%
1,333 1,372.36$ 1,373.00$ 0.64$ 100%
68 R-3 Prefabricated Dwelling - Complete 2,000 1,540.49$ 1,540.00$ (0.49)$ 100%
3,333 1,895.95$ 1,896.00$ 0.05$ 100%
5,000 2,271.43$ 2,271.00$ (0.43)$ 100%
120 1,083.72$ 1,083.00$ (0.72)$ 100%
480 1,222.77$ 1,223.00$ 0.23$ 100%
69 - Commercial Coach - Complete 1,200 1,491.57$ 1,491.00$ (0.57)$ 100%
2,400 1,879.99$ 1,880.00$ 0.01$ 100%
6,000 3,016.95$ 3,017.00$ 0.05$ 100%
Item 10.a. - Page 214
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
240 1,083.72$ 1,083.00$ (0.72)$ 100%
960 1,222.77$ 1,223.00$ 0.23$ 100%
70 - Modular Building - Complete 2,400 1,491.57$ 1,491.00$ (0.57)$ 100%
4,800 1,879.99$ 1,880.00$ 0.01$ 100%
12,000 3,016.95$ 3,017.00$ 0.05$ 100%
500 1,105.12$ 1,105.00$ (0.12)$ 100%
2,000 1,251.30$ 1,251.00$ (0.30)$ 100%
71 - Manufactured Building - Foundation 5,000 1,540.49$ 1,540.00$ (0.49)$ 100%
10,000 1,965.61$ 1,965.00$ (0.61)$ 100%
25,000 3,177.99$ 3,178.00$ 0.01$ 100%
167 1,332.44$ 1,332.00$ (0.44)$ 100%
333 1,503.10$ 1,503.00$ (0.10)$ 100%
72 U Residential Garage 500 1,715.45$ 1,715.00$ (0.45)$ 100%
833 2,145.89$ 2,146.00$ 0.11$ 100%
1,250 2,611.74$ 2,611.00$ (0.74)$ 100%
40 1,243.12$ 1,243.00$ (0.12)$ 100%
160 1,486.06$ 1,486.00$ (0.06)$ 100%
73 U Pool/Spa - Standard Plan 400 1,848.03$ 1,848.00$ (0.03)$ 100%
800 2,427.24$ 2,427.00$ (0.24)$ 100%
2,000 3,944.38$ 3,945.00$ 0.62$ 100%
200 1,961.60$ 1,962.00$ 0.40$ 100%
800 2,544.22$ 2,544.00$ (0.22)$ 100%
74 - Commercial Building - Remodel 2,000 3,474.69$ 3,475.00$ 0.31$ 100%
4,000 5,122.79$ 5,123.00$ 0.21$ 100%
10,000 8,813.42$ 8,814.00$ 0.58$ 100%
200 1,918.79$ 1,919.00$ 0.21$ 100%
800 2,487.14$ 2,487.00$ (0.14)$ 100%
75 - Commercial Building - Repair 2,000 3,376.84$ 3,377.00$ 0.16$ 100%
4,000 4,951.55$ 4,952.00$ 0.45$ 100%
10,000 8,491.34$ 8,492.00$ 0.66$ 100%
Item 10.a. - Page 215
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
50 1,144.09$ 1,144.00$ (0.09)$ 100%
200 1,313.95$ 1,314.00$ 0.05$ 100%
77 U Accessory Building - Commercial 500 1,627.89$ 1,628.00$ 0.11$ 100%
1,000 2,102.45$ 2,103.00$ 0.55$ 100%
2,500 3,413.92$ 3,414.00$ 0.08$ 100%
50 1,174.12$ 1,174.00$ (0.12)$ 100%
200 1,368.68$ 1,368.00$ (0.68)$ 100%
78 U Commercial Carport 500 1,694.26$ 1,695.00$ 0.74$ 100%
1,000 2,196.42$ 2,197.00$ 0.58$ 100%
2,500 3,561.18$ 3,561.00$ (0.18)$ 100%
167 1,544.79$ 1,545.00$ 0.21$ 100%
333 1,753.37$ 1,753.00$ (0.37)$ 100%
79 R-3 Single-Family Residential - Addition 500 2,079.92$ 2,080.00$ 0.08$ 100%
833 2,626.42$ 2,626.00$ (0.42)$ 100%
1,250 3,293.56$ 3,293.00$ (0.56)$ 100%
333 2,163.00$ 2,163.00$ (0.00)$ 100%
667 2,625.31$ 2,625.00$ (0.31)$ 100%
80 R-2 Multi-Family Residential - Addition 1,000 3,278.44$ 3,279.00$ 0.56$ 100%
1,667 4,295.58$ 4,296.00$ 0.42$ 100%
2,500 5,595.70$ 5,596.00$ 0.30$ 100%
333 1,349.56$ 1,349.00$ (0.56)$ 100%
667 1,535.14$ 1,536.00$ 0.86$ 100%
81 R-3 Single-Family Residential - Remodel 1,000 1,756.21$ 1,756.00$ (0.21)$ 100%
1,667 2,206.99$ 2,207.00$ 0.01$ 100%
2,500 2,692.96$ 2,693.00$ 0.04$ 100%
667 1,586.86$ 1,587.00$ 0.14$ 100%
1,333 1,843.44$ 1,844.00$ 0.56$ 100%
82 R-2 Multi-Family Residential - Remodel 2,000 2,190.95$ 2,191.00$ 0.05$ 100%
3,333 2,797.94$ 2,797.00$ (0.94)$ 100%
5,000 3,518.23$ 3,519.00$ 0.77$ 100%
Item 10.a. - Page 216
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #
CBC
(ICC)
Use
Type Occupancy
Size Basis
(square
feet)
Full Cost per
Unit
Recommended
Fee
(PC & Insp.)
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
333 1,170.88$ 1,171.00$ 0.12$ 100%
667 1,328.08$ 1,328.00$ (0.08)$ 100%
83 R-3 Residential Building - Foundation 1,000 1,553.48$ 1,553.00$ (0.48)$ 100%
1,667 1,917.61$ 1,918.00$ 0.39$ 100%
2,500 2,343.65$ 2,343.00$ (0.65)$ 100%
83 1,064.74$ 1,065.00$ 0.26$ 100%
167 1,180.74$ 1,180.00$ (0.74)$ 100%
84 U Accessory Building - Residential 250 1,349.98$ 1,350.00$ 0.02$ 100%
417 1,635.49$ 1,636.00$ 0.51$ 100%
625 1,953.63$ 1,954.00$ 0.37$ 100%
133 1,050.16$ 1,050.00$ (0.16)$ 100%
267 1,158.20$ 1,158.00$ (0.20)$ 100%
85 U Residential Carport 400 1,319.81$ 1,320.00$ 0.19$ 100%
667 1,592.40$ 1,593.00$ 0.60$ 100%
1,000 1,894.96$ 1,895.00$ 0.04$ 100%
83 1,050.16$ 1,050.00$ (0.16)$ 100%
167 1,158.20$ 1,158.00$ (0.20)$ 100%
86 U Residential Patio Cover 250 1,319.81$ 1,320.00$ 0.19$ 100%
417 1,592.40$ 1,593.00$ 0.60$ 100%
625 1,894.96$ 1,895.00$ 0.04$ 100%
83 1,170.58$ 1,170.00$ (0.58)$ 100%
167 1,288.67$ 1,289.00$ 0.33$ 100%
87 U Residential Balcony/Deck 250 1,515.51$ 1,515.00$ (0.51)$ 100%
417 1,843.29$ 1,843.00$ (0.29)$ 100%
625 2,256.24$ 2,256.00$ (0.24)$ 100%
83 1,140.48$ 1,140.00$ (0.48)$ 100%
167 1,256.05$ 1,256.00$ (0.05)$ 100%
88 U Residential Patio Enclosure 250 1,466.58$ 1,466.00$ (0.58)$ 100%
417 1,780.57$ 1,781.00$ 0.43$ 100%
625 2,165.92$ 2,166.00$ 0.08$ 100%
Item 10.a. - Page 217
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
1 UNIT FEES: -$ -$ -$ 0%
2 Cellular/Mobile Phone, free-standing NEW 2,390.70$ 2,391.00$ 0.30$ 100%
3 Cellular Tower with Equipment Shelter 2,560.29$ 2,561.00$ 0.71$ 100%
4 Cellular Tower Equipment Demo 775.16$ 775.00$ (0.16)$ 100%
5 Awning (not patio cover) Tents / Canopies / Booths 257.73$ 257.00$ (0.73)$ 100%
7 Change of Occupancy No T.l. w/ plan check & Inspection 484.94$ 485.00$ 0.06$ 100%
8 Close Existing Openings 313.23$ 313.00$ (0.23)$ 100%
10 Compliance lnspections/Reinspections 449.56$ 449.00$ (0.56)$ 100%
11 Deck (with Calcs)496.35$ 497.00$ 0.65$ 100%
12 Demolition 427.86$ 427.00$ (0.86)$ 100%
13 Demolition- MultiFamily/Commercial 427.86$ 427.00$ (0.86)$ 100%
14 Door 325.30$ 325.00$ (0.30)$ 100%
15 Fence or Wall (wood, chain link, wrought iron):
16 >6 feet in height, 1st 100 s.f.386.29$ 386.00$ (0.29)$ 100%
17 Each additional 100 sf 181.50$ 181.00$ (0.50)$ 100%
18 Fence or Freestanding Wall (masonry I garden):
19 City Standard, 1st 100 sf.386.29$ 386.00$ (0.29)$ 100%
20 Each additional 1 00 sf 181.50$ 181.00$ (0.50)$ 100%
21 Engineered Wall, 1st 100 sf 415.64$ 416.00$ 0.36$ 100%
22 Each additional 1 00 sf 210.85$ 211.00$ 0.15$ 100%
23 Fireplace (masonry or pre-fab)307.20$ 307.00$ (0.20)$ 100%
24 Flag pole (greater than 6 feet in height)307.20$ 307.00$ (0.20)$ 100%
26 Grading (Cut and Fill): 0-50 Cubic Yards 336.55$ 337.00$ 0.45$ 100%
27 Each Add'l 50 CY (or portion thereof)219.00$ 219.00$ -$ 100%
35 Pilaster each 10 307.20$ 307.00$ (0.20)$ 100%
36 Lighting pole (each)277.84$ 277.00$ (0.84)$ 100%
46 Stucco Applications 268.06$ 268.00$ (0.06)$ 100%
48 Retaining Wall (concrete or masonry):
49 First 50 sf 444.99$ 445.00$ 0.01$ 100%
50 Each additional 50 sf 319.30$ 319.00$ (0.30)$ 100%
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
Item 10.a. - Page 218
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
52 Re-roofing:
53 Composition - no tear off 281.59$ 282.00$ 0.41$ 100%
54 Commercial Roofs (first 10 squares)281.59$ 282.00$ 0.41$ 100%
55 Each additional 10 squares 67.84$ 68.00$ 0.16$ 100%
56 Roof Structure Replacement 366.71$ 367.00$ 0.29$ 100%
59 Sauna - steam 349.43$ 349.00$ (0.43)$ 100%
60 Siding:
61 Stone and Brick Veneer (interior or exterior)329.86$ 330.00$ 0.14$ 100%
62 All Other 310.29$ 310.00$ (0.29)$ 100%
64 Signs:
67 Directional / Menu 457.06$ 457.00$ (0.06)$ 100%
69 Freeway sign 755.16$ 755.00$ (0.16)$ 100%
71 Ground I Roof I Projecting Signs 435.20$ 435.00$ (0.20)$ 100%
76 Wall, Illuminated 329.86$ 330.00$ 0.14$ 100%
77 Skylight (Residential each)280.12$ 280.00$ (0.12)$ 100%
78 Skylight (Commercial) one 299.69$ 300.00$ 0.31$ 100%
80 Spa or Hot Tub (Pre-fabricated)329.86$ 330.00$ 0.14$ 100%
81 Stairs - per story 542.84$ 543.00$ 0.16$ 100%
83 Storage Racks - each set of plans 652.09$ 652.00$ (0.09)$ 100%
84 Temporary Utility Connection or Occupancy 84.46$ 84.00$ (0.46)$ 99%
85 Window or Sliding Glass Door (first)444.99$ 445.00$ 0.01$ 100%
86 Each additional 295.17$ 295.00$ (0.17)$ 100%
89 Board of Appeals 793.61$ 794.00$ 0.39$ 100%
90 Business License Inspection 101.21$ 101.00$ (0.21)$ 100%
91 Business License Re-inspection 71.86$ 72.00$ 0.14$ 100%
92 Product Review 597.14$ 597.00$ (0.14)$ 100%
93 Disabled Access Compliance Inspection 198.40$ 198.00$ (0.40)$ 100%
Item 10.a. - Page 219
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
98 FIRE-RELATED FEES:
99 Fire Sprinkler Systems - New Construction:
100 1-50 Heads 411.69$ 412.00$ 0.31$ 100%
101 51-100 Heads 551.11$ 551.00$ (0.11)$ 100%
102 101-200 Heads 808.49$ 808.00$ (0.49)$ 100%
103 Every 200 Heads above 200 335.93$ 336.00$ 0.07$ 100%
104 Fire Sprinkler Systems - Tenant Improvements:
105 1-25 Heads 411.69$ 412.00$ 0.31$ 100%
106 26-100 Heads 631.56$ 631.00$ (0.56)$ 100%
107 Every 100 Heads above 100 322.55$ 323.00$ 0.45$ 100%
108
Fire Alarm System (including Sprinkler Monitor System) - New
Construction:
109 1-50 Devices 411.69$ 412.00$ 0.31$ 100%
110 51-100 Devices 551.11$ 551.00$ (0.11)$ 100%
111 Every 50 Devices above 100 298.41$ 299.00$ 0.59$ 100%
113
Fire Alarm System (including Sprinkler Monitor System) - Tenant
Improvements:
114 1-50 Devices 441.86$ 442.00$ 0.14$ 100%
115 51-100 Devices 581.28$ 581.00$ (0.28)$ 100%
116 Every 50 Devices above 100 348.69$ 349.00$ 0.31$ 100%
118 Other Suppression Systems:
119 Inert Gas Systems 773.73$ 774.00$ 0.27$ 100%
120 Dry Chemical Systems 626.96$ 627.00$ 0.04$ 100%
121 Wet Chemical / Kitchen Hood 724.81$ 725.00$ 0.19$ 100%
122 Foam Systems 785.14$ 785.00$ (0.14)$ 100%
123 Paint Spray Booth 1,080.03$ 1,080.00$ (0.03)$ 100%
124 Other Fire Fees:
125 Hydrants / Underground Fire Service Plan Check 392.75$ 393.00$ 0.25$ 100%
126 Hydrant Flow Test (existing hydrants)588.09$ 588.00$ (0.09)$ 100%
129 OTHER BUILDING FEES:-$ -$ -$ 0%
130
Major Project with Contract Plan Check or Inspection Services -
Actual cost of Contractor passed directly through to Applicant -$ -$ -$ 0%
131
Major Project with Contract Plan Check or Inspection Services -
City Project Management and Administrative Charge 933.62$ 934.00$ 0.38$ 100%
Item 10.a. - Page 220
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
1 ADMINISTRATIVE (BASE) FEES: -$ -$ -$ 0%
2 Permit Issuance and Administration 100.56$ 101.00$ 0.44$ 100%
3 Revisions to permitted projects -$ -$ -$ 0%
4 Travel and Documentation (per permit) -$ -$ -$ 0%
5 Supplemental Permit Issuance Fee -$ -$ -$ 0%
8 MECHANICAL PERMIT FEES -$ -$ -$ 0%
10 FAU less than 100,000 Btu/h 109.25$ 109.00$ (0.25)$ 100%
11 FAU 100,000 Btu/h or greater 139.42$ 140.00$ 0.58$ 100%
12 Floor furnace (including vent) 169.58$ 170.00$ 0.42$ 100%
13 Suspended, wall, or floor-mounted heaters 139.42$ 140.00$ 0.58$ 100%
14 Appliance vents not included in an appliance permit 139.42$ 140.00$ 0.58$ 100%
15
15 HP to 30 HP Boiler or compressor, including absorption
system from 500,000 Btu/h to 1,000,000 Btu/h. 139.42$ 140.00$ 0.58$ 100%
17
31 HP to 50 HP Boiler or compressor, including absorption
system from 1,000,000 Btu/h to 1,750,000 Btu/h. 218.51$ 219.00$ 0.49$ 100%
19
over 50 HP Boiler or compressor, including absorption system
over 1,750,000 Btu/h. 237.27$ 238.00$ 0.73$ 100%
21 Air-handling unit, including attached ducts. 188.35$ 189.00$ 0.65$ 100%
22 Air-handling unit over 10,000 CFM 267.43$ 268.00$ 0.57$ 100%
23 Evaporative cooler 109.25$ 109.00$ (0.25)$ 100%
24 Ventilation fan connected to a single duct 188.35$ 189.00$ 0.65$ 100%
25 Ventilation system (not a portion of heating or ale system) 267.43$ 268.00$ 0.57$ 100%
27 Incinerator, residential 425.61$ 426.00$ 0.39$ 100%
28 Commercial or Industrial-type incinerator 474.53$ 475.00$ 0.47$ 100%
29 Misc. appliances or equipment. 267.43$ 268.00$ 0.57$ 100%
31 Stand Alone Mechanical Plan Check (hourly rate) 195.70$ 196.00$ 0.30$ 100%
32 Other Mechanical Inspections (per hour) 120.66$ 121.00$ 0.34$ 100%
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
Item 10.a. - Page 221
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
35 PLUMBING I GAS PERMIT FEES:
37 Plumbing fixtures 109.25$ 109.00$ (0.25)$ 100%
38 Building sewer 188.35$ 189.00$ 0.65$ 100%
39 Rainwater systems (per drain) 109.25$ 109.00$ (0.25)$ 100%
40 Gray Water system 297.60$ 298.00$ 0.40$ 100%
41 Private sewage disposal system 297.60$ 298.00$ 0.40$ 100%
42 Water Heater 158.18$ 158.00$ (0.18)$ 100%
43 Industrial waste pretreatment interceptor 139.42$ 140.00$ 0.58$ 100%
44 Water piping and/or water treating equipment (each) 139.42$ 140.00$ 0.58$ 100%
45 Repair or alteration of drainage or vent piping, each fixture 139.42$ 140.00$ 0.58$ 100%
46 Each lawn sprinkler system on any one meter 109.25$ 109.00$ (0.25)$ 100%
47 Backflow devices each unit 158.18$ 158.00$ (0.18)$ 100%
48 Atmospheric-type vacuum breakers: 1-5 units 158.18$ 158.00$ (0.18)$ 100%
49 Atmospheric-type vacuum breakers: each unit over 5 units 158.18$ 158.00$ (0.18)$ 100%
51 Stand Alone Plumbing Plan Check (hourly rate) 195.70$ 196.00$ 0.30$ 100%
52 Other Plumbing and Gas Inspections {per hour) 120.66$ 121.00$ 0.34$ 100%
53 - -$ -$ -$ 0%
54 ELECTRICAL PERMIT FEES: -$ -$ -$ 0%
55 - -$ -$ -$ 0%
56 SYSTEM FEES: -$ -$ -$ 0%
57 Swimming Pools 357.93$ 358.00$ 0.07$ 100%
58 Outdoor Events 237.27$ 238.00$ 0.73$ 100%
59 Electric generator and electrically-driven rides 188.35$ 189.00$ 0.65$ 100%
60 Mechanically-driven rides/ attractions with electrical lighting 237.27$ 238.00$ 0.73$ 100%
61 Each system of area and booth lighting 188.35$ 189.00$ 0.65$ 100%
62 Temporary Power Service 158.18$ 158.00$ (0.18)$ 100%
63 Temporary power pole. 158.18$ 158.00$ (0.18)$ 100%
64 Sub poles (each). 91.15$ 91.00$ (0.15)$ 100%
Item 10.a. - Page 222
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of ARROYO GRANDE
2016 BUILDING USER FEE STUDY
RECOMMENDED FEES
BUILDING & LIFE SAFETY (4212)
66 UNIT FEES: -$ -$ -$ 0%
68 Receptacle, Switch, and Lighting Outlets and Fixtures - First 10 158.18$ 158.00$ (0.18)$ 100%
69
Receptacle, Switch, and Lighting Outlets and Fixtures - Each
Additional 10 79.09$ 79.00$ (0.09)$ 100%
73 Pole or platform-mounted lighting fixtures (each) 188.35$ 189.00$ 0.65$ 100%
74 Theatrical-type lighting fixtures or assemblies (each) 218.51$ 219.00$ 0.49$ 100%
75 Residential Appliances (each) 158.18$ 158.00$ (0.18)$ 100%
76 Nonresidential Appliances 267.43$ 268.00$ 0.57$ 100%
77
Residential appliances and self-contained, nonresidential
appliances, (each) 267.43$ 268.00$ 0.57$ 100%
78
Appliances not exceeding one horsepower (HP) kilowatt (KW),
or kilovolt-ampere (KVA), in rating, (each) 316.36$ 317.00$ 0.64$ 100%
81
Power Apparatus: Motors, generators, transformers, rectifiers,
synchronous converters, capacitors, industrial heating, air
conditioners and heat pumps. cooking or baking equipment, and
other apparatus (all sizes) 207.10$ 207.00$ (0.10)$ 100%
88 Signs, Outline Lighting, and Marquees:
89
Signs, Outline Lighting, or Marquees supplied from one branch
circuit (each) 188.35$ 189.00$ 0.65$ 100%
90
Additional branch circuits within the same sign, outline lighting
system, or marquee (each) 158.18$ 158.00$ (0.18)$ 100%
92 Service or Panel:
93 200 amp or less Electrical Panel (each) 267.43$ 268.00$ 0.57$ 100%
94 Over 200 amp up to 1000 amp Electrical Panel (each) 395.45$ 396.00$ 0.55$ 100%
95 Over 1000 amp Electrical Panel (each) 572.38$ 572.00$ (0.38)$ 100%
97 Miscellaneous Apparatus, Conduits, and Conductors 188.35$ 189.00$ 0.65$ 100%
98
Electrical apparatus, conduits, and conductors for which a permit
is required, but for which no fee is herein set forth 218.51$ 219.00$ 0.49$ 100%
100 Photovotaic Systems - each 327.76$ 328.00$ 0.24$ 100%
102 Stand Alone Electrical Plan Check (hourly rate) 195.70$ 196.00$ 0.30$ 100%
103 Other Electrical Inspections (per hour) 120.66$ 121.00$ 0.34$ 100%
Item 10.a. - Page 223
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis Potential Revenues at Recommended Fees
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
12 ENGINEERING UNIT FEES:
13 Overtime Inspections (per hour- 2 hour min.)139.74$ 140.00$ 0.26$ 100%
14 Map Review - Final (LLA, PM, TM 0-2 Lots)5,210.59$ 5,210.00$ (0.59)$ 100%
15 Each Additional Lot 124.24$ 124.00$ (0.24)$ 100%
16 Additional Map Review - After 3 2,481.03$ 2,481.00$ (0.03)$ 100%
18 Encroachment Permit - Minor (pod, dumpster)58.31$ 50.00$ (8.31)$ 86%
19 Encroachment Permit - Standard - per Month 618.61$ 619.00$ 0.39$ 100%
20 Encroachment Permit - Franchise Annual 15,509.44$ 15,500.00$ (9.44)$ 100%
22 Certificate of Compliance 1,915.88$ 1,915.00$ (0.88)$ 100%
23 Certificate of Correction / Merger 693.73$ 693.00$ (0.73)$ 100%
25 Transporation Permit - each occurance 35.98$ 35.98$ -$ 100%
27
Public Improvement Plan - Plan Check (based on Engineer's
estimate of construction cost):
28 $0 - 10,000 2,285.92$ 2,285.00$ (0.92)$ 100%
29 $10,001 - 50,000 2,626.48$ 2,626.00$ (0.48)$ 100%
30 $50,001 - 100,000 3,023.42$ 3,023.00$ (0.42)$ 100%
31 $100,001 - 250,000 3,482.05$ 3,482.00$ (0.05)$ 100%
32 $250,001 - 500,000 4,842.75$ 4,842.00$ (0.75)$ 100%
33 $500,001 - 1.0 Million 6,315.05$ 6,315.00$ (0.05)$ 100%
34 Each additional $500,000 (over $1M)1,944.71$ 1,944.00$ (0.71)$ 100%
35
Additional Review Public Improvement Plan - Plan Check - After
3 (based on Engineer's estimate of construction cost):
36 $0 - 10,000 554.21$ 554.00$ (0.21)$ 100%
37 $10,001 - 50,000 622.67$ 622.00$ (0.67)$ 100%
38 $50,001 - 100,000 691.44$ 691.00$ (0.44)$ 100%
39 $100,001 - 250,000 826.98$ 826.00$ (0.98)$ 100%
40 $250,001 - 500,000 1,093.45$ 1,093.00$ (0.45)$ 100%
41 $500,001 - 1.0 Million 1,899.27$ 1,899.00$ (0.27)$ 100%
42 Each additional $500,000 (over $1M)805.04$ 805.00$ (0.04)$ 100%
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
ENGINEERING
Item 10.a. - Page 224
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis Potential Revenues at Recommended Fees
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
ENGINEERING
44 Grading / Drainage / Erosion Plan Review:
45 0 - 50 cy 1,132.70$ 1,132.00$ (0.70)$ 100%
46 50 cy to 100 cy 1,215.81$ 1,215.00$ (0.81)$ 100%
47 100 cy to 1,0000 cy 1,372.78$ 1,372.00$ (0.78)$ 100%
48 1,000 cy to 10,000 cy 1,529.74$ 1,529.00$ (0.74)$ 100%
49 10,000 cy to 100,000 cy 1,685.65$ 1,685.00$ (0.65)$ 100%
51 Hydraulic / Hydrology Report Review 710.23$ 710.00$ (0.23)$ 100%
52 SWPPP Review 710.23$ 710.00$ (0.23)$ 100%
53 Stormwater Control Plan Review 710.23$ 710.00$ (0.23)$ 100%
55
Inspection Agreement, including Subdivision Agreement (based
on Engineer's estimate of construction cost):
56 $0 - 10,000 662.57$ 662.00$ (0.57)$ 100%
57 $10,001 - 50,000 1,723.90$ 1,723.00$ (0.90)$ 100%
58 $50,001 - 100,000 3,298.23$ 3,298.00$ (0.23)$ 100%
59 $100,001 - 250,000 6,583.09$ 6,583.00$ (0.09)$ 100%
60 $250,001 - 500,000 12,662.26$ 12,662.00$ (0.26)$ 100%
61 $500,001 - 1.0 Million 24,567.37$ 24,567.00$ (0.37)$ 100%
62 Each additional $500,000 (over $1M)11,960.87$ 11,960.00$ (0.87)$ 100%
65
Major Project with a Contract Engineer - Actual cost of
Contractor passed directly through to Applicant -$ -$ -$ 0%
66
Major Project with a Contract Engineer - City Project
Management and Administrative Charge 1,143.15$ 1,143.15$ -$ 100%
Item 10.a. - Page 225
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
10 PERMITS & LICENSES:-$ -$ -$ 0%
11 Alarm Permit (ALA):-$ -$ -$ 0%
12 Original Application 82.88$ 95.00$ 12.12$ 115%
13 Annual Renewal 44.72$ 45.00$ 0.28$ 101%
14 Commercial filming / photography permit (plus APS rates)935.68$ -$ (935.68)$ 0%
Permit processing fee 50.00$
Commercial Filming (per day)250.00$
Still Photography (per day)100.00$
City Staff Assigned (if required) 4 hour minimum overtime rate
16 Concealed Weapons Permit Original Application:
17 Police Department investigation fee (CCW)745.73$ 100.00$ (645.73)$ 13%
18
Dept of Justice & FBI fingerprint process {DOJ) (passthrough
fee paid by applicant in the amount specified by DOJ)-$ -$ -$ 0%
19 Fingerprint services (FPS) (per penal code section 13300)59.45$ 25.00$ (34.45)$ 42%
21 CCW Identification Card (including external expenses)66.44$ 20.00$ (46.44)$ 30%
22 Concealed Weapons Permit Biennial Renewal:
23 Police Department investigation fee (CCW)378.75$ 25.00$ (353.75)$ 7%
25
Dept of Justice & FBI Fees (DOJ) (passthrough fee paid by
applicant in the amount specified by DOJ)-$ -$ -$ 0%
26 CCW Identification Card (including external expenses)66.45$ 20.00$ (46.45)$ 30%
27 Public Safety and Welfare Permits:
Less than 200 Non-Commercial Event 123.48$ 50.00$ (73.48)$ 40%
More than 200 Non-Commercial Event 123.48$ 100.00$ (23.48)$ 81%
Commercial Event 123.48$ 125.00$ 1.52$ 101%
50 Block Party Permit 249.09$ 25.00$ (224.09)$ 10%
52
Replacement of lost/stolen Permits, Licenses and registration
receipts 44.14$ 45.00$ 0.86$ 102%
54 Second Hand Dealer Permit Original Application:
55 City processing fee (SHD)173.24$ 125.00$ (48.24)$ 72%
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
Police Department
Item 10.a. - Page 226
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
Police Department
56
Dept of Justice Application Fee (passthrough fee paid by
applicant in the amount specified by DOJ)-$ -$ -$ 0%
57 Fingerprint services (FPS) (per penal code section 13300)65.36$ 25.00$ (40.36)$ 38%
60 Second Hand Dealer Permit Biennial Renewal:
61 City processing fee (SHD)104.53$ 100.00$ (4.53)$ 96%
62
Department of Justice renewal fee (DOJ) (passthrough fee paid
by applicant in the amount specified by DOJ)-$ -$ -$ 0%
63 Other Vendors:
Massage Parlor or Technician Permit (plus Fingerprint Services
and DOJ fees)157.30$ 125.00$ (32.30)$ 79%
Massage Parlor or Technician Renewal (plus Fingerprint
Services and DOJ fees)157.30$ 100.00$ (57.30)$ 64%
67
Solicitation Permit (per solicitor) (plus Fingerprint Services and
DOJ fees)157.30$ 125.00$ (32.30)$ 79%
68 Mobile Vendor permit (plus Fingerprint Services and DOJ fees)157.30$ 125.00$ (32.30)$ 79%
69
Mobile Vendor employee permit (plus Fingerprint Services and
DOJ fees)157.30$ 125.00$ (32.30)$ 79%
70
Fingerprint services (FPS) (per PC 13300) - For all "Other
Vendors" listed above. (Plus DOJ processing fee paid to the City
by applicant in the amount specified by DOJ.)65.29$ 25.00$ (40.29)$ 38%
71 Tobacco Retailers 83.10$ 125.00$ 41.90$ 150%
72 Palmreader Fortune Teller Permit - Original Application 159.29$ 125.00$ (34.29)$ 78%
73
Department of Justice & FBI fingerprinting (DOJ) (passthrough
fee paid by applicant in the amount specified by DOJ)-$ -$ -$ 0%
74 Fingerprint services (FPS) (per PC 13300)65.29$ 25.00$ (40.29)$ 38%
75 Annual Renewal Application 88.70$ 100.00$ 11.30$ 113%
Item 10.a. - Page 227
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
Police Department
77
Palmreader Fortune Teller Establishment Permit - Original
Application 246.95$ 125.00$ (121.95)$ 51%
78
Department of Justice & FBI fingerprinting (DOJ) (passthrough
fee paid by applicant in the amount specified by DOJ)-$ -$ -$ 0%
79 Fingerprint services (FPS) (per PC 13300)65.29$ 25.00$ (40.29)$ 38%
80 Annual Renewal Application 66.59$ 100.00$ 33.41$ 150%
82 Taxi Cab Driver Permit - Original Application:-$ -$ -$ 0%
83 City processing fee (TCD)149.20$ 125.00$ (24.20)$ 84%
85 Fingerprint services (FPS) (per PC 13300)65.36$ 25.00$ (40.36)$ 38%
86 Annual Renewal (TCD)89.14$ 100.00$ 10.86$ 112%
93 SERVICES (UNIT FEES):
94 Alarm response (False Alarms) (CSTA):
95 Fourth false alarm within 12 months 662.94$ 150.00$ (512.94)$ 23%
96 Fifth false alarm within 12 months 662.94$ 300.00$ (362.94)$ 45%
97 Sixth or more false alarm within 12 months (per incident)662.94$ 500.00$ (162.94)$ 75%
99 Citation correction certification (CC)121.71$ 25.00$ (96.71)$ 21%
101 Criminal history summary examination:
102 Local Summary (CHSL)15.67$ 15.00$ (0.67)$ 96%
103
Fingerprint services (FPS) (per penal code section 13300) (Plus
DOH fees)65.36$ 25.00$ (40.36)$ 38%
104
Plus DOJ fees (Fees paid to the City by applicant in the amounts
specified by DOJ.)-$ -$ -$ 0%
105 Vehicle Release - Impound/Stored Vehicle Release 49.15$ 50.00$ 0.85$ 102%
106 30-day Impound Release Review 83.69$ 75.00$ (8.69)$ 90%
107 VISA I Clearance letters (VISA)45.53$ 45.00$ (0.53)$ 99%
108 Civil Witness Fee (Deposit)3,503.55$ 275.00$ (3,228.55)$ 8%
109 0 -$ -$ -$ 0%
110
Emergency DUI Response -Impaired Driver Accident - Actual
Time @ Staff Hourly Rates (up to $12,000 max) - APS 2,210.89$ acutual cost
114 Property Handling for Mailing / Shipping 78.96$ acutual cost
Item 10.a. - Page 228
ATTACHMENT 2
Fee Service Information Unit Subsidy Analysis
Fee #Fee Title Full Cost per Unit
Recommended
Fee
Remaining
Surplus /
(Subsidy)
Recovery
Rate
City of Arroyo Grande
2016 USER FEE STUDY
RECOMMENDED FEES
Police Department
116 Nuisance response 338.21$ 75.00$ (263.21)$ 22%
Second Response
Third Response
118 Auxiliary Police Services (APS) - Actual time @ staff hourly rates 824.13$ 824.13$ -$ 100%
121 ANIMAL CONTROL / IMPOUND (NEW FEES):
122 Dog Impound Fee:
123 1st Impound 506.07$ 20.00$ (486.07)$ 4%
124 2nd Impound 506.07$ 40.00$ (466.07)$ 8%
125 3rd Impound +506.07$ 60.00$ (446.07)$ 12%
126
127 Cat Impound Fee
128 1st Impound 506.07$ 20.00$ (486.07)$ 4%
129 2nd Impound 506.07$ 40.00$ (466.07)$ 8%
130 3rd Impound +506.07$ 60.00$ (446.07)$ 12%
131
133 OTHER UNIT COSTS (Non-Fee):
134
135 Vacation House Checks (per day)41.19$ -$ (41.19)$ 0%
136 Station Tours 357.11$ -$ (357.11)$ 0%
137 Public Service Requests 431.32$ -$ (431.32)$ 0%
Item 10.a. - Page 229
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Item 10.a. - Page 230