SR-0 (99)
~I~ CMD:RB:DC:sd/a:\adminwp\lsfeelnc.tNp
May 27, 1994 Santa Monica, California
INFORMATION REPORT
TO Mayor and City Council
FROM: Clty Staff
SUBJECTl USER FEE INCREASES k~D ESTABLISHMENT OF NEW USER FEES
INTRODUCTION
During FY 1991-92, the Councll approved a long-term budget
nalanclng straLegy to respond to the loss of revenues due to the
recession and the State taklng City revenues to help balance the
State budget.
All components of the strategy have been
implemented except the updatlng of user fees.
It is now
necessary to lmplement this component to flnance public safety
serVlce :.ncreases recommended l.n the Proposed FY 1994 - 95 City
Budget.
As part of the budget study seSSlon on Monday, June 6, 1994,
staff wlll brief the Counell concernlng lncreasing various user
:ees and establishing various new user fees ~n the General Fund
and the Wastewater Fund, Envlronmental Programs Divlslon. The
addltlonal user fee revenue has been lncluded :..n the Clty'S FY
:994-95 Proposed Budget.
ThlS lnformatlon report 1S to prov2de Cauncll wlth a master list
or ~ser =ees affected (Atcachment Al; a copy or the comprehensive
~ser fee seudy conducced by the C1ty'S fee consultanc, David M.
GrJ.::flth & ASSOclates (DMG) WhlCh is the bas1s for staff's fee
~ecommenaations (Attachment B),
:::::-ecommended ::ee levels compare
Jurlsdic~lons (Attachment C) .
and charts showing
to fees charged :.n
how staf f
comparable
BACKGROUND
User fees are establ1shed to flnance those servlces which prl-
~arlly beneflt speciflc users rather than the publ1c as a whole.
FlnanClng such servlces w1th general tax revenues results 1n a
3eneral pub2..1c sUbsldy to SpeC1.flC serV1.ce users. However,
leg1.s1atlve bodies do not always requ1re the costs of such ser-
Vlces to be 100% financed by user fees lf the serv1ces provided
also benefit the general public in some degree, or if as a matter
of public POllCY, some subsidy is warranted to match fee levels
w1th ablllty to payor to realize other public policy objectives.
In 1987, DavJ.d M. Griff1th & AssOclates (DMG) conducted a com-
prehensl ve Cl ty-wl.de reV1.ew of all C1.ty user fees In order to
determlne the extent to which fees then charged by the City for
serV1ces performed pal.d for the d1rect (salarles, supplles and
equ1.pment) and lndlrect (overhead) costs of provlding the
serVlces, Based en the results of that study r the Council
~pproved, wlth varJ.ous reVJ.Slons, fee lncreases.
As It ~s Clty admlnlstrat~ve policy to completely reVlew all user
=ee :"evels every flve years, t.he City once agaln retalned the
serVlces of DMG to conduct another comprehensive fee study. DMG
completed lts comprehensive update study of City user fees ln
November :993. The object1ves of the comprehens1ve study were:
{l) ~o calculate che :::ull cost (both d1rect and :::..ndirect) of
provlding fee-flnanced City servlces, and (2) to compare costs
w1th revenues currently recelved for these serV1ces. A copy of
the DMG study 1S at Attachment B.
.~ALYSIS OF CURRENT USER FEES
As determ1ned by DMG, the actual full cost of fee-financed City
serVlces was about $6.2 m11110n, but only $2.4 mll:1on was being
collected 1n fee revenue resulting 1n a $3.8 million subsidy from
general tax revenues. Over the last several months, City staff
have rev1ewed DMG fee recommendatlons to ensure the analysis was
correct and to determine the approprlateness of recommended fee
levels based on comparabllity to slIDJ..lar fees charged ln other
:urlsdlctl.Ons. The comparlson charts at Attachment C show how
varlOUS staff recommended fees compare to current fee levels in
ocher comparable Jurlsdlctlons. Based on staff's analysls, on an
annual basis, existlng fees should be lncreased by $1.1 million
and new fees of $.4 m1l1ion should be establlshed. These changes
1.-lould reduce the annual general tax revenues subs~dy from $3.8
nllllon CO $2.3 m~lllon,
SpeCl=lC fees appllcable :0 each departrrent and dlvlslon
recommended for reVlSlon or establlshment In the Proposed Budget
are l~sted a~ Attachment A
At Attachment A, eac~ fee ~s cross-
referenced to the page (5; In Atcachment B where :~ lS Glscussed.
ANNUAL CONSu~ER PRICE INDEX ~CP!: USER FSE LEVEL CFJlliGE
Staff recommends that when fee lncreases/new fees are approved, a
prov~sion ror an automatlc annual fee ~ncrease equal to the
change ~n the local CPT, also be approved.
Further, 1 t is
recommended thac staff comprehenslvely rev~ew all fees every flve
years and report the results of the reVlew to the CounCll.
These
prov~s~ons will ensure that fee levels keep pace w~th City
adminlstrative cost lncreases and that the approprlateness of fee
levels be thoroughly revlewed on a five-year cycle.
FINANCIAL AND BUDGET IMPACT
Council approval of the recommended fee lncreases and new fees
~ncluded ln the Proposed FY 1994-95 City Budget wlll result in
revenue ~ncreases of approx1mately $1. l mill~on In the General
Fund, and $.1 m~ll~on ln the Wastewater Fund.
The General Fund
revenue lncrease 1S necessary to flnance the varlOUS public
safety serv~ce lncreases recommended 1n the Proposed Budget.
Wastewacer Fund ~ncreases wlll ensure approprlace cost recovery
for env~ronmental program fees.
Prepared by
M~ke Denn~s, D~rector or Flnance
Ralph B~rsey, Revenue ~anager/~YeasureY
Davld Carr, ASS1scant Treasurer
- 4 -
~"'IC
-:"ee
'10
: 6 -2 3
:6-23
1;;-;;3
16-23
6
:'=:;-23
lC
:6-23
:6-23
16 - 23
Hi.23
1€-23
12
:3
i6-23
16-23
16-23
15
16
17
~B
16.23
16-23
~6-23
19
:'5-23
16-23
20
21
16'-23
23
16-23
16-21
15-23
24
25
26
:5-2:3
28
:5-23
: )
_b-L3
32
:6-23
33
15-23
34
35
16-23
:6-,1)
~5
:6-23
:6-23
38
~6-23
4Q
16-23
42
:5-23
~ecommended Fee I~creages
~2V~S2on rlann~ng and Zcn~ng
D>.t::;
?age
'10
Kame of Fee
:::Xl.sr.lng
AdJustments
~dm~n Approval-500 sf or less
A~~~n Approval-Over 500 sf
Alcohol 2xempr.l.on
~9Peals-Plannl.ng COMmlSS10n
Appeals-Clty Councll
Archltectural ReVlew
Arch1tectural Revlew-Ma]Or
aUBine.. License Review
Cerr.lfication of Appropriateness
Cert of Approprlateness-Ma)or
Certlf1cate of comp11ance
Ccndlc10nal Use Perrn1t-500 sf & :ess
Cond1tl.onal UBe Perml.t-501-5,OOO sf
Candl.tlonal Use Pernut-OVer 5,000 sf
Deed Restrictlon
.')eve~opment SLr.e Revl.e...
Envlronmental Impact Report-Initlal
Env1ronmental Impact Report
.:mal Map
General Plan Amendment
'{orne Occupat1on
Landmark DeSl.gnat1o~
~ltlple Applicac10ns
~e~formance Standard ?e~1t
Reduced Parklng Pe~lt
?lan Cheek.Less than 1el sf '2el
?lan Cheek-1':)l-5GO sf '20.
Plan Cheek-SOO-5, 000 sf
Plan Check-Over 5,000 sf
~e-C~cupancy Permlt
~elllpOrary Use permit
:'er-::at:Lve "ap
Use Permlt/Varlance Applloat1ons
'~~d vod:Lf~ca~lc~
Zone Change/~exc ~endment
Fee ",ast Set
~ate ~esolut~on
4/26/88
9/n/90
9/11/90
9/11/90
4/26/88
4/26/6B
4/26/88
4{25/BB
4{26/B8
4/26/8B
4/26188
4/26/8B
4/26/88
4/26/a8
4/26/88
4/25/B8
4/26188
4/26/B8
4126'188
4/26/88
4/26/BB
4/26/88
4/26/88
9/11/90
] '11.13.::
9/11/90
3/11/90
4i26/SS
4/26188
4/26/88
9/11/9'0
3/11/90
4i26/B8
4/26/88
9'11'90
";iflli 90
7507
~a82
aCa2
B082
'60'7
/607
'607
~607
1607
7607
"607
7607
7507
7607
7607
7607
76D7
7607
1607
7607
7607
7607
7607
~OB2
C:)!;!.2
aOB2
3082
~~07
7607
7607
80B2
8082
", 'J 7
7607
~082
80a2
-1-
C:..lrrent.
Fee tun:!.!:
amount; 1
330 t:J
:250
3sa
250
:00
:a.-:.o
DO
~45
350
550
435
1,530
:,630
1,630
250
.:t.....:-:J....
2,475
2,500
350
2,240
35
~50
100
350
500
2sa
250
.....cc
600
5-J0
2; 425
Attachment A
?roposed
:ee
5:)0
400
60D
490
lGO fla)
100 'la-'
350
::0
25
50
720
1. 035
650
:,310
1,975
2,630
350
~J.!.lv
3,OBO
4,475
625
3,500
65
1.110
270
~Gi]
60
1, COO (la)
100 !2)
:::;:--.
250
60
60
400 {2l
550 (2)
=..::..:)
300
:,575
:,GOO
1.~OO
3. S-:;:)
<:Iollar
:'&>1ge
1,000
100
:,~20
60S
1,975
275
1. ol60
30
320
:70
450
400
40
:,:7S
# of
Unlts
:'70
:50
250
240
o
Sl
220
265
25
370
485
215
.320)
345
6
6
10
160
83
1,280
1
1
1
10
11
11
1
3
9
J
128
-1
320
1
19
:3
190
15
40
110
55
340
490
275
13
50
13
6
19
1
2;
375
400
400
SUb-Total
Revenue
:ncreaae
(annual I
6
45
32
1,020
$6,750
8.000
1,440
o
35,200
21,995
32,000
370
485
215
(3,2001
3,795
11,000
100
3~06:J
5,445
5,925
35,200
1,2613
9,600
320
3,230
5 350
3
:.200
6011
'. EiJ~'
37,400
26,950
~.S7:S
650
5,250
7,6011
4CO
..... ..;t..'
5282,435
~~v~s~on ?:ar~~~g and Zcn~~g
:'''1:3
~."'1::;
I:':!!~ Las'C. Set
::Urre~t
~e:.e
~3ge
-:0
?ee :':...:.~:..t
P!."oposed
::ol:ar
'I of
Revenue
Inct"ease
'lo
~ame c:: Fee
:aal:e
~esclut~o::.
af1.0u..,t. ~
Fee
:'"1ange
~nJ.ts
: annual l
~lew
~:;;-..:~ "lcc'c;ol Det.er'\:..r-at.:.:.::r '-11 A ~-/A
-~ _t-2.3 r:~oJect.s ::'''1 Coascal Zone - 'riA r-:/A
2< :5-23 "~"1a" :"1SpeCC10~-Zon1~~ ~JiA ~/A
2- :6-23 Let :':lne AdJusi:.me:1C ~;iA ",/A
" , :6-23 X:usance Detern:l.nac1.on :::/A ~iA
~1 1:-23 :::erM~:' 8Xtens~on-Adm1.n1strac1ve ' ,. ~;r; A
"-.i.n.
- 1=~23 S~gn AdJusclNmt r;/A N/A
- . :~-2.:i: ::;eneral Plan wpdate-Reccverable 14' "I/A N/A
::2-:Hi -:raffl.c Ops - Dall'.age Repa1r E~111r3' 15 : "I fA K/A
o
L~V 240 S720
-- 33 32 :,760
'2,,) '2aJ '2al (2al
-650 650 6S0
'2b) i2bi :2bl !2b)
:40 _-;:J 13 1,820
350 350 13 4,550
KiA '~/A "fA 89,600
=, "7} ~l!A NiA 1,555
----......--.......
Sub-Total $100,655
~OTAL $383,090
=------.-.
0)
3:::NE~ NOTE
Annual revenue :ncrease aMDun~ d:ffers fro~ DMG stUQY ~n nost cases
vol~me of act1.Vlty has been reduced due to eCOnDmlC condlt~ons and
~s more conB~stent wlth assurnpt10ns used ln FY 1994/95 budget
:1; DMG report 1~sts current fee as SG
(lal Department recommendation d1ffers from DMG study
(2) Includes costs for flnal zOn~~ ~nspectlon This d~!fers from DMG
study _h~ch st-owed f1~al ZOn~r.g ~nBpectlon as separate fee
(2a} See note 2 above
i2b, L~~ costs "'11.11 be ~~cluded ::"'"'1 Gene:::-al SerJ'~ces-.street "'!a~ntenance 1t"'luJ.sance Det:ern--~ratJ.Qn" fee
2Ci ~~~s categor1es are curre~tly cCmD1.ned lnto one category
?~ ~ee l~sced ~ncer d2fteren~ na~e :Caa3cal Conm~ss1Dn Approval> ~~ ~ s~udy
:~..._ecteo :;;.y ==~:".Lo:"""1.g ::.t Sa.fety - ;-~:-;OSE:d. ra::.e _5 I:;C2::f ::::.:'Ci.:' -:a':-;.;.at:..:;;:: o~ :::=o.....ec~
and would be added to bu~ldln3' perm1.t fee
.~: :rc:uded:~ ~~a=~:..~ .2perac~ons sec~~c~ cf :~G repo~~
-2-
:'7~
'l.~
_-2. -.L .
_:;..~~~s.:...~n
~~~ld~'g ~ Safecy
-=~"'G
-::3.qe
::
"'-a","e 0= Fee
::x~sc~~g
:::31" ::~ecw::~"'g
3~~gjElec/F:~mbi~ec~ Pe~lts & i~spn
=emol~~~cn ~~rm~cs
3and 3:a2~~cg Perrr~~
~=Ce~ ~::urs :~3peCC~::ns
=-ee Lase Set
:- ..;rrent
;:ee '.J.I::..t.
?roposed.
'::;a.ce
~03solut:~on
dTlOunt::
?~e.
....... _:/7~ ::55 '2~ 1 2:(: : G.:) 24.al
~ . ~.. i""'!""'! _:55 2"; I ~83 ::;0 24a;
_....{ , .
:'''.::i'';'''':! _055 2<1i - :;00 - 5,:}O
-' 11/'1'''''? _C55 24 I 000 c 240
..:....i..i . ::55 ,2<1 i ^", 395
- .",,!wiV --
::;=:NERAL NOn:
~xmuai =evenue ~r~rease a~ount d~ffer5 trom O~ s~udy 1~ ~OSt cases
.~~U~~ af aC~~V1~V -as been ~educ~d d~e ~c econom~c CC~d~~1ons ana
_5 T.Cre cons1scen~ w~ch assumpC1cns used ~n FY 19~4/95 budget
_~ ~~~ Set ~v Drd~nance
~4al r=ccosed c~ange ~qual ~~ perce~~ ~range ~eeommended by ~MG :29 5\ for Plan CheCK
~~d 4G 3~ ~cr bu~ld~rg pe~1~si applled to t~e FY 1994/95 p~cposed ~udgec
-3-
Revenue
:::;:.:a.ar
~ of
r.,crease
: annual I
.-:~a:4.ge
Jn1ts
2~a) 20,748
24a~ 1 77 .806
::;'JO 1 SaG
:~0 : :92
3,5 5,116
------..---
:'o~.l 104.362
:II.........
:""G
~.:o
~
:';-'13
:'-;'-.0-43
:3-~J
~3-43
:~Vls~on ~2nera: $erl~CeS-~C~1r.~SC~at~o~
:YG
::ee Last Set
:::,"..J.rrert::.
:;::;:;ge
"'ee '_ - ~ ~
?rc.posed
~ame of Fe~
'=esolut..:..on
a.rr..cun't..
=-ee
::ate
:':"(~Stl["g
~t~:1:y EXcava~1o~ Pe~L~s
.:::.r..c:raacr....Ten-r;s
,?'27/8B ~;37 -" -^^ .~ 5CG
ww_
5,09/78 ~:C9 -- -- .
~/26/89 :439 6: 4_ _'~O
~=~er Hours Pe~lts
\-ew
3annl!!r peron~.!!l
':-';/A
....J i A.
'6' ?ee .!!let oy ord1nance
-4-
:::~la,,"
:"::ange
:.600
II of
:Jnl.:t.s
~5
75
SUB-TOTAL
so
15
TOTAL
Revenue
Increase
"annual,
S2,6()O
as
34
-5.EQ~
2,55'~
$:1 r 7SC'
5:5,:::
$12 soa
::"G
-:e~
';';-3:
",.,j,-~:::
-J..:,J-5:
-..,)-5:.
"':'~-SD
"4-503
~':'-S;j
-"'I.~\'"
-~ - -
_:) :4 ~ -
~4.5:
_5 44..50
16 44-50
33 44-50
:~v~s~o~ Genera: Serv~ces-~n9L~eer~rg
:~"'J
==3.qe
-.0
"lame of Fee
::;X:'5t.~jg
~ssess~ent ~~gtr1c~ - ~reparac~c~
~ssess =~se~~cc - S~~eec ~_ghcs
~ggegs D1str:cc-Sl~O.GGC-S: M~il
=:a~ Check - Pes~tient~ai\LeS9 :~an
~2G.CCC va:uacLCnJ
~~an C~eck - ~es~dene~al ;$2~J~CC-
Sl~O,GOO valuacLon)
?la~ C~ec~ - ~es1dent1al "Gver
51:J,::0 'talua~:.;)ni
~lan C~ecK - Co~rc~al 'Less ~~an
s~:c.c~o valuat~onj
=~an ChecK. Ccmmerc1a4 :S~OO.DDO
'alUaelon and o"~r J
S~~er Saddle ueposlcs
~ewer ~cnnec~~on Perm~ts
Sewer ~ao ?e~1t
~~~" ~arcel Map
to"'lnal ~ract Map
?ubllC ServLce
'10l
:a:.e
~
,>:C/88
c: "1~'/8il
;-'lC/88
5/10/88
~/:O/88
~j:Bi7:
:; /lBrl
2/4;""75
2/4/89
2/4/89
1111
='ee :ast Set
~evenue
:.J:::-rer..t
'::'ee l~n1t
~=ODosea.
rt: of
::ncrease
-=esolut.:lon
(annual:
::-~e
.:~ ange
:3.'1lounCi
-:J'nJ..t.sl
'~ ;'"
:,;iA :'.2", :'5(; -;.:..""\ S2,45D
::/A :'l.OCD "~,OOO -- :):)0 1 516,000
~:lA _0.000 - - aco _:,JOO 4 'la.COO
...;:--= Q - - 2:0 _:9 :<4 2.856
~619 ~45 ]]5 ]." 24 4,550
~6l9 262 6'~5 343 24 8,232
~61!l .,~ :;6 24 2,304
~619 na 2.025 :..7 24 27. ~26
~69 : 6; oJ S2 : 60 12:
a69 18 ; 2.5 o~ ~~ 60 :'.620
-'
:;S5 18 " _0 :;2 ~2 so 2 ~ :..~a
""66 250 L -3: 1.22C 37.:. 2 1.940
7766 250 (9) 1,755 :,505 2 3,010
(.., I 2J,000 '1-:) I 'lOl 1 (101
----------
SUB-TOTAL $112,720
';iA
VIA
-5-
~~V~3~on ~~neral Serv~ces-E~~~~eer2~g
:"'G
:0,,13
::Oee I..ast. Set
lrr'!!"1-:'
-:"ee
:::=.qe
",,"c!,o5led
""et!
?ee .:.......~l.:.
:ol~ar
'10
'~ame of Fee
:ate
:;E!SO.1',JtJ..on
::,ange
3.noWltJ
....-ew
-- .4 - 3.J "3.0 '\ev1s::.on ';/A :;/A
-- .....::: -:: (J :,,1: .!..l."':e "'jJ1.:sc"Tlen:: '~;A ';lA
-~ ..:.~ -s.:: ;equeSl: to =i!ev~.ew Legal EaSeml!lnt V;i\. ';iA
-;-=: -==a.r:::el .....e:!'ge:!' VIA 'IIA
_3 "-1:.." -::..... St.~eet Ilaci!lt::Lcn Pe'P[l:!. t ~;:A '~/A
-- -';-5~ ~~croachment-Greater ctan s: 'l::.::':':.:;r:. t';/A ";/A
: 1 -4-50 =-:000 Hazard :'etter '.;iA ~/A
-. .:.~ -s::. :..::l"Tun:ls:..rat:ve P!!rf or'T\3.nc e 3m-a 'l,:A ~';/A
"- .4-50 ':::01 0.::. er Beam Per'"1\1t :'3 ) 'liA "-~/ A
:5 H-::O 5011 :-la.ll i'ermJ.t. :~J ,fA '(fA
~"'!E .~'... - -- Sack Perm~'t- ::3; ';/A '[/A
~
S2.S ::-25
:90 _91)
:;35 .,35
~"T:::: ;~5
, Hi) ~4G
~,
35j - 3J
51 Sl
84 ;4
o()o " :0
6JC ~50
~':O :~O
20C
:50
~'JO
,::;zm:;RAI. Non:
Annual revenue ::.ncrease amount d::.ffers from DMG study J.n some cases
Volume of ac::::.v::.tv has been reduced due co economiC co~d::.~~or.s and
~s ~~re cons~ster~ ~::.tt assumD~:.:;rs ased ~r FY 13~4/95 ~udge::
. Br
~ork done on essential:y a t1me & ~ter::.al re::.~ursement has::.s as opposed to spec::.~'c fee
Fee Set by ord::.nance
5:50 :~r standard two week ~~~arourd. acid~~~o-al S~~O f~r ~S~ Job
JMG repor~ :~StS S3S0 as Curre~~ tee
T,~S =epresents a var1e~y c= serv~ces and sa~es cf :t2ms at ~~e ~ub:~C counte~
:~ l:.s=ed. .t-e.", fee'. .3.:9 SO EngJ.neerl.:ng':'5 actuaJ.:"y recorr.rnend~ng ~"'creases -:.= '.rar~cus f~es
. 9:
=i.eso....u~~o~ 'lJU:11UJer -:-....=--5 d.acea. .2 -1: c; a~::J. Oeso...ut._::.- t-.:)
~2j ~rrenc ree per Code is S25 CO fowever, jepart~ent ~as not
~~~~ =~ar~ln~ ~~~ :VG l~s~ed fee as ~~
_~I :u==en~ ~~e ra&e was se~ adm~n~s~ratlveiv
-6-
;I of
:;n1ts
SUB-TOTAL
TOTAl.
Revenue
:ncrease
(annual)
;::
1,050
:,140
5
J~175
;::
::".950
:.3-40
7::)
5
a
a
255
420
.3.20-:)
3,600
1,600
$19,450
SB1.17~
:'1:G
?-ee
.,.0
=~""3
:~~Ls~on ~eneral 5erv~ces-Sc~~e~ ~a~ncena~~e
':"e~ :LaSt. Set
::.:="ge
'10
~ame 0::: F2-!!
Jat.e
R-9.Bo.iut~o:r:.
=:X.l.st....:1g
S~~eet Assessment ~ork
::ean ?~bl~c ~~ght of Way
~; /A
'I/A
"I/A
"'fA
"';ew
:;;. _.:;::
~a~sa"ce AbateTenc
':5 '
'UA ';/A
"':/A ~;iA
'.fA 'I/A
~; fA >;fA
~_-55
S:-56
?'enoval ~f ::~eg'a: S~::rng ..h FC"jj
Damage 31.11~ngs
~ews ~ack CGde ~rforcemen~
~:-SE-
Ct.;,rrent:.
-- .....:.:"'~::
arr-.ounc-~
:~C,995
~OO
;;::=c~osed
:oll"r
:i.-;.ange
:;'"ee
2.3.:). CC.:)
_"9,00S
~,~OO
3~SQ;j
It of
:.Tnl.ts
Revenue
Increase
'annuali
1
1
S1'79,005
;:,900
SUB-TOTAL Sl!1,SG5
_2.500 :2.500 1 Sl2.5GQ
,; 000 ;',;).00 1 :'.O;)~
~i2 912 ... 912
:5 ::.~ i 25 100 2,SOG
':4, :epartment reoommendatl.o- ~~f~ers :=o~ D~ Study
(15) Fee to l.nclude oosts of General Servl.ces, LUTM. F~re, and poll.ce Departments
General Servl.ces costs o-ly and p~oposed new separate fee for LUTM
:~u~sance Determ1nat~o- ~eel
-7-
DMG study l.ncluded.
SUB-TataL $18,912
T3TAL S200,817
21
22
24
:VG
::-e-~
~
-3-85
-8-&5
-;-55
-S-8S
-8-35
3
10
'8-85
'8-85
12
1]
-8-35
"9-85
'8-85
14
-;-85
-:;-:::!3
-;;:_s:;;
-~-85
'9-85
-a-BS
:3
-:::~A';:'
'9-85
--:: -~:;
-S-35
-,-55
-~-e5
=....v.::..s~c-rl _::"~
:'lG
=-3..ge
..ame cf E"ee
:X15~:1-:-g
:0 OPERATE C~ ~Ih"TA:N THE FCLLCWIN8
~C~JPANCIES . ?~R :~ C~
~'iAc:':CN' r-!SREOF
~~gh ~~se :~s~ec~~c~
:aboracory
:.::'ospl.t.al
~es1de~e~al :a~e Faci11tv
=~y :are F~c~:~~y-Occ~pan~y =: ~Gver
=ay Care Fac~~.ty-Occupaney less
tl'.an 50
"::-~vate 5choo~
"::-e-School
~~IFO~~ FIRE ~ODE PERMIT FEES - FaR
'{EAR OR ='-AC':':ON T'iE'l.ECF
A1rcrafe Refu~l~ng Veh1cles
A~rcrafe Repa1r ~angar
~~b11c AssemD1V-~:O~ 51 C~ -o~~
Fubl1C Assembly-SOD sf or less
Candles and Open Flame ~n A9se~ly
~se Areas - ~ual
:andl.es and Open F:ame ~n AsBe~ly
~se Areas - 3Dec~al Everts
:ar~::..val ~ Fa~r5
:~r~st~as T~ee Lets
~-~usc~=~e ~_=e~s
:"st "::-OdUC1I1g
~~~eworks. ~Jbl~c ~~splay - ~er~al
-i:..gn. r=~':e StOCK
"'.all "se
:~dustr1al OVens 'per oveni
~efr~gerat~cn Equ~p~en~ 're~ SvsteWJ
Spec~al EffectsiPyrotechn1cs-Per day
~~rt~, :anoP~es ~r ~~mbrane
S~ructures-up co 4~O sf
~~~~ :anop~es ~_ ~~~ra~e
5~ruc~ures - ~01-~ 0:0 5=
~~n~s. Canoo1es, ~r ~eMbra~e
5~ruc~ures - 2. ~O:-6.J~O s:
~en~s Ca~oD1es j~ ~~m~ra~e
~::'r"':'c='1....res ~
_......J s::: ~= .....ere
~eld~~g & CUt~~ng Gpera~1cns
:~volv~~9 ~~~presged cr ~la~Dle
~ases
'::ate
E"ee Las!: Set.
,eso.iut:lc:t
:;:-2El93
:".2E/9J
3'26/93
:;-/2~/93
::.-26/93
5!2.-E/93
5/26/93
5i26i93
Si26/93
{171 5/26/93
3.2c/~3
5126/93
5/26/93
;i26/93
S i26/93
5i26/93
-: :~ --"93
5/26/93
5/26/93
=:26/93
Si26/93
5126/93
~,'';;6;93
;/26/93
:- .:;o;;-::~
:;"-25.'?3
::-0"26/93
:; "'-~6/93
; /26/93
a";':;8
HOB
3408
3408
5408
B08
';408
8408
8408
3408
3-408
8408
840B
3408
,;40B
840B
.;:::: "i.:l
3408
3408
3408
3408
5408
;408
340B
~~0a
~4 ;)9
34GB
e";'08
6'l08
-8-
C';;rr-e::",'t.
=-~e
arount I
";-:::-oposea
?ee
::c:':ar
::u.nge
51
32
!:::.
6:i.
.:I:
-'5i
51
6l
n
244
315
30
~5
30
41
3,:;
4:;'
n
51
J. -:'6)
:22
142 :::..6 r
30
36
30
36
35
...:-~
61
:lS
61
, ~ i
::2
_~2
=--:3
:13 ..;;.
2.:!4 - ~5'
--=2
ot of
;;n1~S
:0
:..5
_J
b
~J
:0
:0
71
5
11
:0
_4
: -j
6
6
;4
:0
3"::;
II
Revenue
:~c~e&se
: annua.l ,
:372
~ B1:
1
:2
56
:5
30
S6C
:5C
300
:2
1
S
7C
3S~
53
!IS
3
47~
33
.J.
"
L.
1
:0
2
:'JC
4(
j
~
:;,
1
36
~. 944
lC-
:!6
:0
:;ec
E-
~2E
2
::~"'lG
;:-~'!:
~3-85
- 3 -:3:;
-:;-85
~3
-e-S5
~
-'-85"
.5"
-~-8S
~~.e5
--";-65
_5
-~-5S
.;:;
-,-85
41
42
~8-85
'5-85
~3
~6-85
~8-85
44
45
'0-85
57
~S-85
~S-85
:.....Jl.Sl.cPJ. ":;":..re
:-""3
~"ge
~-~.-
'-'
t-;am.e of Fee
~~e Last. Set
.Ja.r.e
=:26/93
:/26/93
" [25/33
=,'26/93
.; /26/93
5"26/93
5/26/93
:/26/93
5/2;;/;13
5"26/9'3
::/26/93
!;/26/93
5/26/93
::/26/93
5/26/93
5/26/93
"M/A
~/A
::esoJ..l.O::::j.~n
-:408
8408
0408
0408
8408
HOS
H08
8408
HaS
34'~8
8408
8409
8408
;;408
8408
8408
N/A
:'!/A
C"J.!:'rent
F~e I\.i.:l~t
d'1l0un-r.J
31
:1:
244
62
6:
:::l-} _~
:75
262 50
J5C
437 SO
525
700
90
L~
5
61
,)
~enera1 Note <~re Dept fees w~l~ con~~nue ~o be collec~ed by rlre Degt
-~~ 3~s~ness L~cense Sec~~on as gLa~eci ~n t~e CMG s~~dy
-:RE ?~OTECT:ON SYSTEM FEES-FOR
:~STALLA~ICN. RE~AIR. :R R~?~:~-
".ENT
~_~e Prctec~~ve S~gnai~ng SysLe~
_~caL e~re aiarm (per ccn~~cl
-.:n1!;'-
~_re P~c~ectLve s~gnal~ng System
:entra~ SWltch 'per co~crclJ
-~re Pro:ec:2ve 5~gnal~ng Sys~e~
;o~ce ~~arm/q1ghr~se Ipe~ cc~~rc~.
~_~e EX~~~~Lsh~n9 Sys~e~~
_re S9~~~~ler Sys~ems
'=~ Ga~lcrs per m1n pump capac~~y
~OO Gallors per ~~n pump capac~ty
-00 Gallons per m~n pump capacl~y
;D~ Gal:cns Per m1n pump capac1:v
~50 Gallons per m~n p~mp capac~~y
:,500 3al~ons per m~~ pump capacL~Y
2.000 Gallons per n~n pump capac~ty
~enant r~provements Head ~eloca~~on
hcse Valve Pr~ Type ~Per Valve-
~ose Valve Non-prv (Per valve!
f~re Dept ~onstruct1on Plan RevLew
~azaroous Ma~erLal ~elnspect
~azardcu5 Vater~al Response
~~~s ~: ~:~E ZErAR~ ?~~S
:61 Amoun~s d~ffer from OMG scudy
:.,; T~LS =ee ~.s 7]01 longer callecced by ~ :.-::e !::epc =c.st are recovered '::hrougb
~a2a~dou~ ~4ter~als fees col:ec~ed ~v Env1~~~~encal ?~~gr~~g ~~~~s~on
-9-
;:~cposeci
?e~
2.62 S.:)
.;}7 50
_C6
:~6 '<0'
284 ':6'.
~~7
3'" =:
~75
':6 '
'151
}SD
:: 5
525
700
:ao
1161
73
n
-3
540
:-c'::"ar
.:....ange
540
:t of
':.Tm. t s
:5
:.5
40
25
_J
a
~
o
90
;:;
68
3D
,]
:'OTAL
Revenue
Increase
,annuali
40
~oo
:0
:50
3
:2-:)
30
20
i50
200
1
1
1
1
1
360
5
5
280
"
"
32.400
29~
340
1,400
'3
;.
68
36,720
$94,284
:"'G
~ee
..;='
""-32
':3-5:2
::€-52
~E-52
36-n
56-;;2
,6 - 92
_S
::6-~2
36-92
:::':3
3~-92
"~-92
2
3
86-92
86-92
86-92
12
a6-92
g~ - 92
l~
~6-:;2
SS-:;2
:r
::: ::-":t.L
~~7~s~on ~cl~ce ~epc
-....An
~ '-'
~=ge
~~o
~ame of Pee
::ate
::;"~e Last Set.
Qesolui;J,on
0'-25191
~/2.s/71
4 -'26!BB
-I.o"26/B8
~-'25/'8
~fG9/88
:;/26IH
~/26i79
:;;22'87
~i22/S7
-::0/22'57
VIA
ViA
ViA
S/A
NIA
!-O/A
;,l/A
"!/A
3246
3246
~A-40 i:'8)
:44'~ ':81
3328
....575
5J28
5328
~H7 ':;;j
1417 ':8)
:4:J.. 7 '::'81
N/A
N/A
'i/A
SIA
'1IA
NIA
N/A
~/A
C....::!':!"e"'t-
~ee io.;n.:t:.
a.....o'Un[ J
5J
-5
3
~"
:0
4CO
J
o
.J
J
-::
J
J
; .i.6 I ?ee see by ord:l.nanee
':9' Recoverable volume :l.S 2,:CO ~st:l.~ted revenue bAsed en recoverable volume
,:9al ?roposed fee d:l.ffers f~om D~ StU~Y
.201 Appropr1aee fee levels are St:l.:: ~~der cens:l.derSt1on
!;:X:l.SeH:.g
:=rer Peoor~s ;~~eftJ
~~atf:l.C Acc:l.dent Reports
:::-alse Alarn Response -3r-j _.\.L "{ear
=alse Alarw Resp -4th & Tore :l.r. ~ear
=~~gerpr~~~~~g - ~bl~c
qe~:l.cle ~11pound & Release
=!1otosiColor 'lJ per reques[;'
?~otosiB&W - l~ oer ~eaueS~)
::e1"1ll1 ell . 'iew
=e~:l.es . ,enewa1
~~wn Broker - ~e~ewa~
'Jew
~arty Response - Z~Q call ~~ day
Alcohol D1spens1ng L:l.cense
~~1~e Ana1vs1s/Researc~-One search
:;:f dat.abase
:r1me Ana1ys1s - Mult:l.ple Searches
our Response ACC1dentfrr.~ury
300t Removal
SoecLal Evencs Adm~n~stra~~ve =2Ci
:a~ge Spec~a~ ~vents 20)
-10-
-::~ocosed
?ee
~;;o
loc
,~
368
1"~
.....
5-:10
:"'11a:::-
':>,ange
1:0
1: J
~5 ::9a
43
>50
~3
H
14
~6
68
~s
II of
J'n:l.l:S
2.932
1. ~(}O
5'J
:.000
:,000
-'7S
~
4.169
4,200 (191
ZOO
:00
291
5
':;8
3~
::.g
34
::jO
762
.:;
'levenue
:'1crease
;annualJ
$20,524
7. ,~co
50,000
'5,000
8 338
Ij,5CC
7,500
3,500
5.238
25,908
:00
SUB-TOTAL S213.508
:..5
14
56
80
150
145
98
368
15
~20
714
:;;0
30
6
500
$11,600
2,100
9,120
1,320
44.160
53.550
>:/A
SUB-TOTAL SlZ0 8;Q
~:J/A
TOT~ S334.758
:~~~5~on ?~:~ce ~ept/~~~nal ~equi
:.\~
=VG
='-ee ~5t See.
:-..lrrenl;
::.ge
-ee :"..lnl.t
...;c
"';amt! c:: E"ee
~e!lOlUI;~On
3"110unt:
:31;e
:;:'<1s~:ng
?r::-pos ed.
"ee
~4 - <; B ?~t. ~el:.nqu.~s~.Tr..enL. "'~th :....::e"lse , "1.3/-:'9 0.:90 - -- -
-4-,a ~e"t- ,el:..nquJ.shme7'J.t wio .....icense ,2: " 13/"'; 5:90 i 5J
~4-9B ?1.cw:upi!mpound - ;joeturn 1:;:: 8iJJle:!'- :;1309 5:90 ..., 30
-",
;;; days
- - ;o4-~~ :ssue L~cense ~"l f~eld ::/13/81 6376 - S0 --
-- '4-95 -: ~ll'.al L~cens~ng ~>'13/81 6376 6 - :.5
~ l:;Jo aDD $6,ODO
'. 3J ::0 60 1.600
- ~oo 1,500
------.....--
SUB-TOTAL S~,300
TOTAL $35,740
...--.......
~.~ew
~4-~8
~~~XllD ~ead An~mal - C~er ~equest
3~t2 Recore & lrvesc1gat1on
~,~~.al T~ap Rental
'liA
OJ/A
'UA
'l'iA
'4-38
'I/A
'4-98
"--riA
~l) ?lus L~cense Fee
-11-
=~:lar
:::'tange
Revenue
" of
:ncrease
Vn.l1;.S
iannuali
.; 30 $105
4 10 35
- 500 1,500
6 500 2.750
5 3,500 22.050
---...-.......--
SUB- TO'1'AL 526,4411
D~V1S10n Env1rcnmen~a: ?rograrrs
CYG
:::'ee
C''lG
rage
Xo
:ee Last: Set:
:-..:.rreno:.
::::hange
# of
;]rut:s
Revenue
Increase
C1a~e
amounr:",
?roposecl
Fee
~olla::-
Fee ".m:.~
~lc
Name of Fee
'i.esolut10fl
(annual)
EX1.st.J.rg
--------
: 1~4-108 Hazardous Ma~ls - Type II '22 ~ 10/30/90 5127
j 1.:-4 -105 !'azarrious Matis - :~r,le 22 '. :8/3 0/93 812'
-..."':: - .......,:: l-azar::.;....;..3 ...::;&.......~ .. ~~ - . --
- :G4-~Oe :.;nderground Stcrage ~ank.s ':;5:", ~ 2;:.9/-95 6974
Perm1t to Opera~e '23:
:04-108 t'ern1t ~o Operat:e/Addl ':'ank :23' 2/19!!~ 5974
295 32~ 25 190 $4.750
S52 685 1:!3 155 20.615
J. '"::: .0::::: "I.4iL':-
63 ~13 145 90 13,05'8
26 ~~ 21 ::0 2,310
..--........----
SUBTOTAL $45,125
New
-------------------~---------
:;':4-10a UST - P e r1Ill. t: -~ If's~all "23 -. N/A ~;jA :S? 389 5 51,945
lJ4 -lea PeI"lll.l.:: to Inscall/Add'1 Tank 23) N/A X/A - 57 10 570
U4-1G8 UST - PerTll1t to Remove =23) N/A N/A ~ ~ ~ ., 311 10 3.110
1: U4.lC8 ?erTll1~ ~o Remove I Add' ~ TaI".k '23 ~ N/A X/A 1.-.0 109 15 1.635
:i.l 1)4-108 Program Manager/Ho~rly Rate "2.3 i 'S/A N/A :; 11,:; 110 62 6.820
~~ U4-108 Pr_ogram Coord1na~or/Hourly Rat.e (23 : :A/A N/A 74 74 514 38.036
13 l:J4-108 Lead Hazard M~ls Tee>h/Hourly Ra~e (23: N/A N/A <.- 53 53 320 16,960
14 104-108 Hazard Mcls Tee>h/Hourly Rate (231 N/A N/A ~7 47 220 10,340
15 104-108 Program Tee>hn1e>~an/Hourly Rate (231 N/A N/A 55 55 159 8,745
----------
SUBTOTAL $88 ,261
TOTAL $133.386
...........-
i22\ 56% of ::he revenue deoos1::ed tel General Fund. 44% to Wastewater F~d
2]) R~venue depos~~ed ~o Wascewacer Fund
-12-
~,
.... -'- ....
.... '
ATTACHMENT B
COST RECOVERY STUDY }'Th1])INGS
CITY OF SANTA MONICA, CALIFORNIA
November, 1993
oJ.- ,.
:.
TABLE OF CONTENTS
SECTION PAGE
I. Project Scope and ObJectlves 1
Summary of Fmdmgs 1
EconomIc ConsIderatIons 11
Methodology 13
II. Land Use and Transportatlon Management 14
Planmng 16
BUlldmg 24
Traffic Engmeenng 28
Traffic OperatIons 32
III. General ServIces 37
AdmmistratIon 39
Engmeenng 44
Street MaIntenance 51
IV. Cultural and Recreation ServIces 57
Recreation 59
Semor ServIces 66
Commumty & NeIghborhood Programs 70
Parks 74
V. FIre 78
VI. Pohce 86
Pohce OperatIOns 87
Ammal RegulatIon 94
VII. LIbrary 99
VIII EnVIronmental Programs 104
IX Companson Data 109
'l It-
SECTION I
.. ,.
~
DaVId M Gnffith and AssocUJtes, Ltd. (DMG) lS a natwnwlde consultmg firm specializing m
cost accountzng and revenue enhancement studies for state and local government. The Western
Regwn office, headquartered in Camuchael (Sacramenro), Ca/ffomw. has provIded serVlces to
all of rhe stare's 58 eounnes and over 200 Califonua eUles
PROJECT SCOPE & OBJECTNES
DMG was engaged by the CIty of Santa Momca to conduct a detailed revenue/cost study. The
project has two pnmary components: (1) a review of central seMce admmlstrauve costs (or
overhead) and theIr distnbutlon among CIty departments, and (2) a comprehensIve user fee
analYSIS.
The objectIves were to: (1) calculate the full cost (both dIrect and m~hrect) of proVIdmg CIty
serVIces, (2) compare cost Wlth revenues currently receIved for these services, and (3) present
recommendauons showmg Increased revenues by fee and department.
ThIS report summarizes our findings together WIth recommendatIons for cost recovery for user
fee actIVItIes for Santa Momca. DetaI.led dIscussions cover Land Use and TransportatIon
Management, General Services, Cultural and RecreatIOn Services, FIfe, Police, Ammal
RegulatIOn, LIbrary, and Environmental Programs. A smgle fee within the Housmg DIvision
and one withm the Cable Television Fund are discussed at the end of the Summary of Findings
section below.
SUMMARY OF FINDINGS
The first task In this study was to separate fee-for-servIce activiues from non-fee activities wIthm
the departments surveyed. Not all actIVIties wlthm a department are recoverable from user fees,
e g. fire suppressIOn, pollee patrol servIces, etc. These aCtIVltles and their correspondmg costs
are idenufied and excluded from the cost/revenue compansons. Further, thlS report does not
address other revenue sources such as enterpnse fund fees, franchise fees, busmess license taxes,
fines, or transient occupancy taxes. The dlstnbutIon of total departmental costs IS dIsplayed in
ExhibIt I (page 7).
In co-operatIon WIth CIty staff. DMG developed cost and revenue estlmates based on fiscal 1992-
93 budgets for over 400 fee and non-fee servIces, and proVIded 45 ume-and-matenals hourly
bIlling rate calculauons. It has been concluded that for actIVitIes typically supported by fees,
the CIty is expendIng $9.8 mIlbon whIle recovenng $3.5 mIllIon m related revenue, causmg a
general fund SUbSIdy of $6.3 ml.!hon. ExhIbit II (page 8) presents the source of funds for user
fee services.
~ ~
!,
The study's pnmary objectIve IS to provlde the City's declslon makers wIth the baSIC data needed
for settmg fees ThIS report detaIls the full cost of servlces and presents recovery options and
recommended changes to several current fee actIvlties based on what DMG has found, through
our expenence, to be acceptable to CIty councIls and the public. In some departments, new fee
proposals are dISCussed and evaluated. Most recommendatlons have been made after careful
dISCUSSlOn wnh departmental staff. In some cases, DMG may have made a recommendatIon
where no specIfic s.taff recommendation was made.
DMG recogruzes that not all fees can be raised to cover total costs. ExhIbit III (page 9) shows
new revenues whIch mIght be generated at varymg levels of cost recovery. Bamng compelling
publIC polIcy conslderatlOns, recommendatIons assume that mdIvIduals and busmess benefiting
from SpecIal servIces should bear the cost of that benefit.
ExhIbIt IV (page 10) summanzes the report's financIal analYSIS of the CIty'S user fee program.
It is estimated that adoption of the report's recommendations would increase the specified
fee re\'enue by $2,150,864 (62%).
FollOWing IS a bnef description of the recommended fee Increases and the Impacts on
departmental revenues WhICh wIll occur based on these recommendations. (Note' the actIvities
descnbed below relate only to user fee servIces)
Land Use and Transportation Manaeement
Planning - The analysis included a review of 50 fee and non-fee categones. Current user fee
revenue is $484,475 WIth total fee-for-seIVIce costs of $1,265,773, leavmg a general fund
subSIdy of $781,298 (62 %). The Planmng diVIsion has made fee recommendatIOns that, based
on normal volume of activity, would Increase revenue by $602,940.
Part of the Increase m revenues IS due to a staff recommendatlOn to recover a portlon of the cost
of the general plan update through an additional fee assessed agaInst all bmldlng permits. A fee
equal to two-tenths of one percent ( 002) of total project valuation WIll be collected to offset
some of these costs. The total recovery Will be $140,000 In the fIrst year of implementauon.
Building and Safety - Total user fee revenues are $704,400 per year compared WIth costs of
$1,061.175. Most of the $356,775 SUbSIdy occurs in the bUlldmg, plumbmg, mechamcal and
electncal permIumspectlOn areas.
The dIvIswn has made recommendatlons that WIll increase current fee revenues by $261.1352annually. Several recommendatIons were made to achIeve a recovery level approachmg 100%.
Please see SectIOn II of thIS report for more detaIl about proposed fees and charges.
" ~
Traffic Engineering and Operations - The Traffic Engmeenng dIvlSlon was pnmanly
analyzed to determme support costs for fee servIces collected/ongmated In other dlvlSlons. Total
user fee costs that do ongmate from thiS dIVISIon are $12,999 WIth revenues of $3,000 No new
fee Increases have been recommended.
Traffic Operanons was reVIewed to determme full cost hourly rates for Its only fee acuvity,
damage blllmgs. Current user fees costs are $3,805 WIth revenues of 52.250. Full cost has
been recommended by the staff, thereby elImmatIng the general fund subSIdy for this service.
General Services
Administration - Total user fee revenue IS $15,050 WIth costs of $68,855 leavmg the general
fund to SUbSIdize 78% of the cost WhICh comes to $53,805. Staff recommendatIons Will Increase
revenues by $12,500 per year. As WIth Traffic Engmeenng, some servIces WIthm General
Services Admmlstrauon are not "fee-for-servlce", but support servIces to user fees in other
dIVISIOns These costs are transferred and mcluded in the appropnate divIsIOn's cost/revenue
companson. In addition, most of Its revenue comes from rental charges for the use of city-
owned propeny.
Engineering - DMG analyzed 35 fee and non-fee servIces. Total current user fee revenue
comes to $180,500 WIth offsettmg costs of $648,073. ThIS leaves a general fund subSidy of
$467,573 (72%) for fee-for-service actIvItles. The division recommends Increasing Its user fee
charges to recover an addItlonal $222,700 annually.
The diVIsion has made recommendatIOns whIch reflect recovery levels of 60%-80% for most fee
servIces. It IS the goal of the diViSion to eventually recover full cost for most fee actIVIties
withm the next few years using a phase-m approach to gradually Increase fees.
Street Maintenance - ThiS divlSlon's user fee costs are $1,075,968 WIth revenues of $351,970
leavmg a large general fund subSidy of $723,998 (67%). The dIViSIon has made
recommendatIons WhICh pnmanly relate to polIcy changes rather than actual fee Increases.
Current recommendations WIll mcrease annual revenues by $205,817 annually.
Increased revenues pnmarily come from the ImplementatIon of new fees for code enforcement
servIces ($25,900) and a change In policy regardmg street assessment work ($179,005). Please
see Section III of this report for more detaIls.
Cultural and Recreation Services
Recreation - AnalYSIS was done on 42 fee and non-user fee programs, mcludmg adult and youth
soorts. SpecIal events. tenms and aquatlcs programs. field and faCIlIty rentals. day camp, and
other SpecIal programs. Total fee-for-servIce cost comes lO $2,347,853. Offsetung revenue
totals $667,550. The general fund therefore IS SUbsidIzmg these services by $1,680,303
annually.
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Police
Operations - The Police department analysis mcluded all Pollee dIvIsions except the Harbor Umt
which is enterprise-funded. Ammal Regulatlon was analyzed separately from all the other Police
dlVlSlons (see below) Total costs of user fees servIces are $1,302,317 with revenues of
$239,927 leavmg a general fund subSIdy of $1,062,390 (82%).
DMG was asked by city management to make recommendatlons for the PolIce department In
addItion to the recommendatlons made by department staff DMG recommendatIOns WIll provide
Increased revenues of $361,758 annually. ThIS will reduce the total subSidy of user fee services
from 82% to 54%.
Should the CIty decide to adopt staff recommendations, thiS Will generate Increased revenues of
$471,586. The pnmary difference In recommendations falls In the followmg three areas: report
copIeslresearch, boot removals, and vehicle Impound releases. More mformatIon IS gIven m the
detailed diSCUSSIOn In See-hon VI.
Animal Regulation - Ammal RegulatIon IS a divislOn wIthm the Pollee department and has total
annual revenues of $65,944 WIth user fee costs of $187,172, leavmg a general fund subsidy of
S 121,229 (65 %) Recommendatlons by staff will Increase annual revenues by $35,740, thereby
reducmg the current general fund subsidy by almost 20%.
Library - Total cost of the department, mcluding citywide overhead, comes to $5,531,609 and
is partIally offset by state grant momes and fine revenue. The LIbrary generates very little of
Its revenue from fee-for-servIce actIvIties. Total cost for user fee acnvitIes comes to $80,882.
Current revenue totals $3,294. The remammg general fund SUbSIdy IS $77,588. The department
has recommended IncreasIng Its revenue by $35.587.
Environmental Pro~rams - Total user fee costs of EnvlConmental Programs IS $330,505 wnh
offsettmg revenues of $209,025, leavmg a general fund subSIdy of $121,480 (37%) The
maJonty of costs In thIS diVISIon relate to vanous programs WhICh promote enVIronmental
conservation and awareness. There]s typIcally no opportumty for cost recovery for these types
of services.
The diVIsion has made recommendatIons for full cost recovery in all user fee services. Total
Increased revenues based on staff recommendations are $133,386.
Housin2 - There ]s only one actlvIty WIthIn thIS dIViSIon where staff and the CIty Attorney's
Office felt costs could be recovered through user fees. ThiS potential fee activity is called a
second call inspectIon and the fee would be $60. Annual revenue generated If thIS fee IS
implemented wlll be approxImately $3.600. It should be noted that thIS revenue would be placed
In the Housmg Authonty AdmmistratlOn fund rather than the general fund. Detall on how thIS
fee was developed may be found In the DMG Fee Book.
.. _r
~
Cable Television - Fees charged by the Cable TeleviSIon fund are typIcally for eqUIpment use
rather than labor-based servIceS. However, there are occasIons where the dIvIsIOn WIll provIde
labor on an hourly basis If requested or reqUITed for eqUIpment operation. The dIvisIOn
generally wIll negotIate these labor rates but DMG has calculated upper hmIt values for these
rates. In other words, the dIVISIon now knows the maxImum amount It may bIll for Its staff tIme
and may use thIS as a negotlatmg tool No revenue estImatlons were made SInce the bIllIng rates
are not constant DetaIls on these billIng rate calculatIons may be found In the DMG Fee Book.
-'
Exhibit I
...
~
CITY OF SANTA MONICA
Total Costs by Dep81lment
i roral I Costs. User I Costs, 0:;;;;;---
Department I DIVISIon Costs Fee SOfVIf:("S SCrYiCf'S I
-------
LUTM
PLANNING $3,119,782 $1,265,773 41% $1,854,009 59%
BUILDING & SAFETY $1,331,690 $1,061,175 80% $270,515 20%
TRAFFIC ENGINEERING $1,229,162 $12,999 10/0 $1,216,163 99%
TRAFFIC OPERA T10NS $1,536,410 $3.805 0% $1,532,605 100%
GENERAL SERVICES
ADMINISTRATION $984,667 $68,855 7% $915,812 930/0
ENGINEERING $2,270,661 $648.073 29% S1,622,588 71%
STREET MAINTENANCE $2,450.864 $1,075,968 440/0 $1,374,896 560/0
CUL T & REC SERVICES
RECREATION $4,395,338 $2,347.853 530/0 $2,047,485 47%
SENIOR SERVICES $798,993 $715,057 89% $83,936 110/0
GOMM & NBRHD SVCS $6.074,404 $135,900 2% $5,938,504 98%
PARKS $383,201 $294.950 77% $88.251 23%
FIRE $12,813.447 $245,712 2% $12,567,735 98%
POLICE $31,014,876 $1,302,317 4% $29,712,559 96%
ANIMAL REGULATION $440,204 $187,172 43% $253,032 57%
LIBRARY $5.531,609 $80,882 1% $5,450,727 99%
ENVIRONMENTAL $2,658,015 $330,505 12% $2,327,510 880/0
HOUSING $3,618 $3,618 100% $0 0%
C... .. ..._"T"I'__
... -. ~..: - .. 'I
- 1
5:"7 ;;:;~ J-;-':- r- - --~~ 7~~: ~: :: -- - "1 - - - - -:'l-:''"3::b.~27
ci~'
PLANNING -I!(;J:
BUILDING & SAFETY ~
TRAFFIC ENGA -Q
TRAFFIC OPERS -~
GEN SVCS ADM "id
ENGINEERING ~
STREET MAINT --II,:}]
RECREATION --.=:\.
SENIOR SERVICES ~
COMM & NBRHO svcs 1.
PAR KS --li
FIRE -{
POLlCE __
ANIMAL REG -{j
LIBRARY -'~ t
ENVIRONMENTAL -r--
HOUSING ~~ .
o
10 15 20 25 30 35
MIllions
_ FEE SERVICES _ OTHER SERVICES I
5
ExhIbIt II
..
.'
"
CITY OF SANTA MONICA
Source of Funds
- User Fee Activities -
I .-- .
Cost I FrJ.'1i1r?d By GIft/UliI! Fd,,,J
:J.1:;d'trr'enr I D.L'lS:';:) at Serv:ce User ;=~rJs SuV.'l:dy.
. ---
LUTM'
PLANNING $1,265,773 $484,475 380/0 $781,298 620/0
BUILDING & SAFETY $1,061,175 $704.400 660/0 $356,775 34%
TRAFFIC ENGINEERING $12,999 $3,000 23% $9,999 nOlo
TRAFFIC OPERATIONS $3,805 $2,250 59% $1 .555 410/0
GENERAL SERVICES'
ADMINISTRATION $68,855 $15,050 22% $53,805 78%
ENGINEERING $648,073 $180.500 28% $467.573 72%
STREET MAINTENANCE $1,075/968 $351,970 33% $ 723.998 67%
CULT & REC SERVICES.
RECREATION $2,347,853 $667,550 28% $1,680.303 72%
SENIOR SERVICES $715,057 S314,457 44% $400,600 560/0
COMM & NBRHD SVCS $135,900 $84,350 62% $51 ,550 380/0
PARKS $294,950 $0 0% $294,950 100%
FIRE $245,712 $138.594 560/0 $107,119 44%
POLICE $1,302,317 $239,927 18% $1,062,390 82%
ANIMAL REGULATION $187,172 $65,944 35% $121,229 65%
LIBRARY $80,882 $3,294 4% $77,588 96%
ENVIRONMENTAL $330,505 $209,025 63% $121,480 37%
HOUSING $3,618 $0 0% $3,618 1 00%
: :. :.,:,--:;..... ~ -- - --, -- ::~ i'a~ ("ill r -- "'~AU .:~c- - - :::-1 -- - "'E315 830 -6'5-1
.. Note that general fund SubSidies represent opportunities to Increase fees and free general fund revenues
for other uses For some servIces, fees hIgh enough to cover costs are not practIcal or deSirable.
PLANNING I
BUILDING & SAFETY ~
TRAFFIC ENGR -tI
TRAFFIC OPERS -1!
GEN SVCS ADM -{]
ENGINEERING -11IIII
STREET MAINT
RECREATION
SENIOR SERVICES
COMM & NBRHO SVCS ~
PARKS i ' n
FrRE~
POLICE --
ANIMAL REGULATION -!;::
LIBRARY -cr
ENVIRONMENTAL -..;::JJ
HOUSING 1
so
i=
S1
$2
$3
MilllQn.
_ USER FEES 0 GENERAL FUND I
The graph above further Illustrates the current cost of user fee programs bemg supphed by the departments
lIsted to the left of the graph The total cost IS shown m terms of the current fundmg mix the darker shaded
area represents costs covered by user fee revenue; the hghter shaded area represents costs covered by the
general fund
8
~
"
Exhibit III
CITY OF SANTA MONICA
User Fee Cost Recovery Options
, Cost Funded By
I
I Departmenr I DlVIsron of Servlcc User Fees
LUTM
PLANNING 51,265,773 $484,475
BUILDING & SAFETY $1,061,175 $704,400
TRAFFIC ENGR $12.999 $3,000
TRAFFIC OPERS $3,805 $2,250
GENERAL SERVICES
ADMINISTRATION $68,855 $15,050
ENGINEERING $648,073 $180,500
STREET MAINT $1,075,968 $351,970
CULT & REC SVCS
RECREATION $2,347,853 $667,550
SENIOR SERVICES $715,057 $314,457
COMM&NBRHD SVCS $135,900 $84,350
PARKS $294,950 $0
FIRE $245,712 $138,594
POLICE $1,302,317 $239,927
ANIMAL REGULATION $187,172 $65,944
LIBRARY $80.882 $3.294
ENVIRONMENTAL $330,505 $209,025
HOUSING $3,61 B $0
.-- - ----.-
. ,; :. If :J" I!. 11
..I ~.(;O 6il1 C:J ~64 nr
PROJECTIONS OF NEW REVENUES A T
6';"":: Gf Cose ac~ of Cose I 70D% of CiUjt
=l~~o..~'v Recovery; Recovery.
$274.989 $528,143 $781.298
SO $144,540 $356.775
$4,799 $7,399 $9,999
$33 $794 $1,555
$26.263 $40,034 $53,805
$208,344 $337,958 $467,573
$293,611 $508,804 $723,998
$741,162 $1,2.10.732 $1 ,680,303
Sl14,577 $257,589 $400,600
$0 $24.370 $51,550
$176,970 $235.960 $294 J 950
$B,B33 $57,976 $107,118
$541 ,463 SB01,927 $1,062,390
$46.359 $83,794 $121,228
$45,235 $61,412 $77 .588
$0 $55,379 $121,480
$0 $2,894 $3,618
- - -- ....-
,,:; ~~=' !'::J
-;;..'1:-);,3.705 I
56315.!l2d
.. Cost recovery at 100% for all departments IS not realistiC and IS shown for InformatIOnal purposes only.
Ii _,/ 1 J ~//lli,_ /
J;~l
! f i ~. ] - ,- I
J [) j lJ - i I~ - ~ 1
$2.000,0004 11"1 ~ f"\I,.~ ! . ! ." ! i
I ~.~{:~~~~~~~:..\~~~{~.B ::~~~~~~\'\~\\~~~:~ .~~:;:~~~~\\~~~\*~z~ ~~-~\\~~~~~:~:~\~~\} "7
$0
/
$12.000,000 -('
! J -
$10,000,000"'; 'L
$8.000,000 ~
I
$6,000,000 I
$4,000,OOO.l
CURRENT
60"'"
80%
100"'" (Full)
/r
E:8 CURRENT USER FEES ~ GENERAL FUND
I - NEW USER FEE REVENUE
I
The column graph above further Illustrates the City's potential funding options Bear In mind that while the chart
and graph show recovery levels at 60,80, and 100%, the CIty has a multitude of options available In determining
'~e level Of 'f'sre2.se
j
-~
CITY OF SANTA MONICA
User Fee Revenue Analysis
C=.st
Gc;"l Fund
S....:.SJ:Jj!
;. I.
;.... - - ---. !-
C'. .,,~..t
~.J;;a.i'.'J:./;~ : C".i;;.iji':
L.! S~r".ce
LUTM
PLANNING S1.265,773 $781,298
BUILDING & SAFETY $1,061,175 $356.n5
TRAFFIC ENGR $12,999 $9,999
TRAFFIC OPERS $3,805 $1.555
, GENERAL SERVICES
ADMrNISTRA TION $68,655 $53.805
ENGINEERING $648,073 $467,573
STREET MAINT $1.075,968 $723.998
CULT & REC SVCS'
RECREATION $2,347,853 $1,680,303
SENIOR SERVICES $715,057 $400,600
COMM & NBRHD sve $135.900 $51,550
PARKS $294,950 $294,950
FIRE $245,712 $107,119
POLICE $1,302,317 $1,062,390
ANIMAL REGULATION $187,172 $121,229
LIBRARY $80,882 $77,588
ENVIRONMENTAL $330,505 $121,480
HOUSING $3,618 $3,618
$484,475
$704,400
$3,000
$2,250
$15,050
$180,500
$351,970
$667,550
$314,457
$84,350
$0
$138,594
$239,927
$65,944
$3,294
$209,025
$0
[ :-: . ,,-:-' r ~I. II
REVENUES@
. -'1.':-.Jm;;:],"jj-
. '1~ S
- - - ---
$1.087,415
$965,535
$3,000
$3,805
527,550
$403,200
$557,787
$808,670
$316.027
$92.800
$0
$259,099
$601.685
$101,684
$38.881
$342,411
$3.600
Exhibit IV
---
mr;IdiU,,':1
Hevr.'!'i.J~~
$602,940
$261,135
$0
$1,555
$12,500
$222,700
$205,817
$141,120
$1 ,570
$8,450
$0
$120.506
$361,758
$35.740
$35,587
$133.386
$3,600
- .:~ ';:l:(-;'- :i ~;5 ei~i r - :~i:.':'::11 =:-!.- -:..; t)l~~'Hl T-S2.1~q ::.f;i
INCREA.SED REVENUE
$2,148.384 38 OJ"
/
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C;';Pl>"'t.lT I"EES
$3,464.786 617"
RECOMMENDED REVENUE:
$5.613.149
. 100% of the revenue for hOUSing fees WJII go to the Housmg Authority Adm'OlstratJVe Fund.
<::207 545 of t\"'le ~nvlrorrrPntal Prt)(l~arnS r,:,vpnue wIll go to t!-Je Wastewater Fund
: 8
.. .l
ECONOMIC CONSIDERATIONS
A serVIce for whIch a user fee may be charged can be thought of as an effort performed by a
governmental agency on behalf of a pnvate citizen or group The underlYIng assumption is that
for servIces benefiting wdIviduals, and not SOCIety as a whole, the mdIVIdual should pay for the
cost of the servIce. Setting user fees, therefore, IS essenua1ly eqUIvalent to establIshmg pnees
for servIces Makmg a profit IS not an objective of local government In provIding services to
the general publIc. It IS commonly felt that fees should be estabhshed at a level WhICh will
recover the cost of provIdIng each servIce - no more, no less.
There are clfcumstances, however, in which It might be regarded as a reasonable polley to set
fees at a level WhICh does not reflect the full cost of provIdmg the servIce. The following are
factors for conSIderation:
Elasticity of Demand. The pnee charged for a servIce can affect the quantlty demanded by
potenual users. In many mstances, mcreasmg the pnce of a servIce results In fewer umts of the
servIce bemg purchased. Whether total revenue goes up, goes down or stays the same can be
correlated to the magmtude of the fee change and resulting shift 10 volume demanded.
Subsidization Policy SubsIdIes are usually provIded for two purposes: to permIt an IdentIfied
group to parocipate in services which they might not otherwise be able to afford, or the benefit
that actIVIty proVIdes extends to the communIty, as well as the mdIvIdual purchasmg the service.
ManyaCtIvIues, by their nature, proVIde additional societal benefits beyond those provided to
the ImmedIate recipient. Therefore, It may be appropriate to spread the cost of certam services
over the large base of potentIal beneficiaries, not only to dIrect recipients,
The decISIon matnx on the following page helps to Illustrate the thought process used when
determmmg user henefit versus what is appropnate for the taxpayer to subSidize. The four rows
ldenufy dIfferent actiVIties WhIch have varymg levels of mdivIdual and pubhc benefit. Row one
lIsts the charactensucs of an actIvity that IS appropriately funded by taxpayers. Row four lIsts
the charactenstics of a user fee for whIch the mdIvidual benefitmg from the servIce should pay.
The two mIddle rows show varymg levels of cost and benefit between the two extremes. The
matnx does not proVIde absolute answers - there may be many actIvIUes that fall 10 that "gray"
area somewhere between rows one and four. Rather, It is mtended to be used as a tool to asSISt
In the determinatIon of economIC and polItical vIabihty of Increasmg a gIven set of user fees.
Economic Incentives/Disincentives. In some cases It may be deSIrable to use fees as a means
of encouraging or discouraging certaln acuviues. As an example, hIgher fees for increased
water usage may promote better water conservation.
Competitive Restraints. Although a CIty may have a monopoly on provIdmg certaIn servIces
wIthm Its boundanes, CIl1zens and mdustnes may choose pnvate onented servIces wIth lower
fees. e g. recreanon faCIlItIes.
. ,
General Fund Subsidy vs. User Fees
Decision-making Flow Chart
'VIlO
BENEFITS
TYPE OF
SERVI CE
-
.
~
TAX vs FEES
POLICY MIX
Examples of service that fall under each category
(1) - Pohce Patrol SeT'l'lces
(2)- Code Enforcement ActIvities
(3)- Youth Sports or Senior Services
(-+)- Variance. Lot Spilt. ETe
METHODOLOGY
The user fee actIvIty costs developed In thIS study were generated through a propnetary DMG
computer model desIgnated as the FASTR System <Eee And ServIce Iechmcal RevIew). In
addItIon to producmg the costs of user fee aCtIVIties, FASTR proVIdes sIgmficant management
mformatIon relative to the operatIonal efficiency of the departments.
The cosung methodology followed by DMG IS ngorous and complete. In the first step, centrally
budgeted costs such as city administration, finance department, personnel, etc., are allocated to
the users of the servIceS provIded. These users include the departments m WhICh fee-for-service
actiVItIes are carried out as well as all other departments In the CIty.
Next, DMG along WIth CIty personnel develop time estImates WIthin departments where fee-
based servIceS are proVIded. Based upon these estimates, a model of departmental actiVIties IS
developed which IS reVIewed extensIvely WIth the department. The model IS then analyzed for
each fee area. ThIS Includes development of direct labor costs, benefits, servIces and supplies,
and the appropnate allocation of CItyWIde and departmental overhead.
The results IdentIfy fully supported costs for providmg user fee related servIces Costs are then
compared WIth revenues, and fee increases, If appropnate, are recommended
It should be noted that revenue and expense assumptions used in this report are based on the
1992/93 fiscal year budget.
USER FEE REPORT
Followmg are report sections II through VIII presentmg analYSIS and recommendatIons for
speclfic departments. Included are dIScussIons of economic and polIcy considerations related
to each depanmen 1.
The sectIons also contam a summary showmg per-umt current fees and total costs, total program
costs, revenues and subsidy data for each departmental actIVIty. Fee-for-servIce programs are
Identified. and additIOnal revenues, based on DMG and staff recommendatIons, are calculated.
In some cases, recommendatIOns WIll take the form of rate of recovery for a total activity, rather
than a specIfic fee. In Santa Monica, thIS IS the case WIth the analySiS done In the Cultural and
Recreation ServIces department. Smce every class or event IS umque, DMG has calculated the
costs of prOVIding these programs on the aggregate level. Usmg thIS approach, the department
could Increase all fees by a certain percentage and cover full departmental cost or the specIfic
deSIred increase.
13
SECTION II
LAND USE &
TRANSPORTATION MANAGEMENT
The Land Use and TransportatIon Management department gUides the overall development
wIthm the City of Santa Momca The department's pnmary functlons are to regulate and
enforce all rules related to development m the CIty of Santa MOnIca. The department IS
compnsed of the followmg dIVISIons: AdmInIstratlOn, Planmng and Zomng, Program and Policy
Development, Buildmg and Safety, and Parkmg and Traffic whIch mcludes Traffic Engineenng,
Operations, and the Parlang Authonty. For our study, all dIVISIons except the Parkmg Authonty
were analyzed. The Parking Authonty IS an enterprise fund and therefore, excluded from our
scope of servIceS.
The AdmmIstratIve dlVislOn IS pnmanly responsIble for overseemg the day-to-day acUvitles of
the other SIX dIVISIons. Its other responsIbIlitles mc1ude coordmatmg, dIrectmg, and momtonng
the staff s preparauon of reports, response to cluren questIons and councll mqumes, and
development of SpecIal projects. In addItlon, this dIVISion also manages the fiscal poltey of the
department, mcludmg budget development.
The Planmng and Zoning dIVISIon Implements state and local planmng reqUirements through
comprehensIve planmng, zomng and subdivlSlon ordinances. Current plannmg actIvities mclude
processmg. revIewmg and presentlng all zomng, rezomng, condItIOnal use pernnts, vanances,
site plan reVIews, maps, annexat.1Ons, and land use subdlvlSlons and other requests needing
approval by the CIty CounCIl. It is the enforcement body of all environmental, land use and
development polICIes set forth by the CIty. Long range planmng operations are handled
pnmanly by the Program and Pohcy Development diviSIOn. It IS responSIble for maintammg
demographIC mformatIOn and prepanng updates to the CIty'S general plan In addItIon, It
handles many Special projects generated by both councIl and cItizen mqumes. These two
dIVISIons, along wIth Admmistratlon, are referred to as the Planmng divlSlon wIthm our analysis.
The Buddmg & Safety dIVIsion IS responSIble for plan checking, permIt Issuance and InspectIon
serviceS for all constructlon proJects, and ensures that all City, state and federal bUIldmg
regulatlons are admlmstered. The dIVISIOn IS also responSible for the maintenance of legal
construction records.
The Traffic Engmeenng diVision IS responSIble for the development of Improvements In the
parkmg and traffic congestIon problems m the CIty. ThiS diVISIOn must Implement and momtor
the TransportatIOn Management Plan (IMP) of the City. Other areas of responSIbIlity Include
lncreasmg safety for pedestnans, bIcycles, and motor vehicle flow. All capItal Improvement
projects relatmg to traffic and parlang are coordmated through thIS dIVISIOn. It IS also the
SUpervISOry umt for the Traffic Operations diVISion and the Parkmg Authonty
14
The Traffic Operanons dIvisIOn IS responsIble for all CIty of Santa MOnIca traffic control
deVIces. It 15 the Job of the diVISIon to ensure that all deVIces are properly mstalled, maIntaIned
and repaJ.red wIthm the Cny. In addlnon, this diVlsIOn repaJ.rs damages created by vandalIsm
and aCCIdents to all traffic control deVIces, and bIlls for these rep3..lrs through the RIsk
Management department.
As a result of thIS analYSIS, many of the fee areas wnhm Land Use and Transportation
Management have been augmented by costs from the Engmeenng dIVISIOn. ThIS division
contnbutes to several actlvlnes where the revenue IS collected by the Land Use and
Transportatlon Management department. Therefore, the costs from Engmeenng have been
transferred here to reflect the total cost of provldmg the servIce.
ECONOMIC & POLICY CONSIDERATIONS
Elasticity - Demand for many commumty development fees tend to be relanvely melastIc, and
thus can be raIsed WIth the antICIpatIon that revenues WIll Increase Typically, an apphcatIon is
submItted by a person or group WIshIng to gaIn specIal conslderauon for property development
whIch IS pnmanly for theIr personal benefit. For example, If a developer wants to subdIVIde
a property, WIthout appropnate planmng approvals, the project cannot go forward and the land
use remams unchanged. The developer's ultimate objective WIll reqUIre that he or she pay
whatever fee IS estabhshed - up to an economic break-even point The fee will either be
absorbed in the eventual price of the development, or result in lower profits, or a combInation
of both.
ThIS concept does not preclude the fact that extremely hIgh fees may cause a declIne in unit
volume, as the smaller applIcant can be pnced out of the market. The small residential
applicants may choose not to go through the necessary planning revIews/processes because they
do not perceIve a benefit equal to the set price. Therefore, a city is faced WIth both lost
revenues, as well as potenual bulldmg activlnes which may not meet the City's standards as
outlmed m the general plan and bUlldmg codes.
Subsidy - There are several SUbSIdy areas In the Land Use and Transportauon Management
department. In Planmng (AdmImstranon, Planmng & Zoning and Program & Policy
Development), the first relates to nme spent on public counter/telephone and code enforcement
actIvItIes. These costs are dIfficult to aSSIgn to each partIcular project, and the dIVISIon felt that
smce much of the questIOns dld not relate to current planmng apphcatIons thIS service should
remaIn funded by general fund tax dollars.
Long range plannmg, or advanced planmng, IS the second SUbSIdy area WIthm Planmng. It IS
pnmarily commumty-based In nature because It has a macro Impact on local reSIdents and IS
done to protect and enhance the communIty. Therefore, It IS faIrly common for the general fund
to SUbSIdIze thiS actIVIty or some portIOn of It. At thIS pomt, the dIVISion has no fee structure
m place to recover the cost of long range planmng, however, It has recommended recovenng
a portIon of these costs through bUlldmg permIt fees. ThIS wIll be dISCUSSed 10 more detail in
the Plannmg AnalYSIS & RecommendatIOns sectIon of thIS report
. ~
~
The thIrd subsIdy area in Planmng Involves cIty-generated SpecIal projects. These are generally
requests made by Council or a cItIzen requestIng a special study or analysIs m a specIfic project
area. There IS no reImbursement aVaIlable for these types of servIces.
In the BuddIng & Safety divISIon there are four subSidy areas LIke Planmng, the BUilding &
Safety dIVISIon partiCIpates In code enforcement/complaInt servIces where user fees are not
feasIble. ThIS dIVISIOn also partICIpates on a vanety of cIty-generated SpecIal projects. Other
areas of subSIdy mclude SpecIal lflspecnons and support to other departments. Special
mspectIons are simIlar to code enforcement servIceS in that they only occur as a result of a
specIfic problem or need. They are generally proVIded to UtIlIty companIes or reSIdences. An
example would be a poSSIble gas leak where they respond and do an InspectIOn at no cost. The
largest SUbSIdIzed area IS support to other departments. ThIS IS pnmanly for computer aSSIstance
(pERMITS) servIceS.
Most of the areas wIthm Traffic (Engmeenng & OperatIons) are SUbSIdIZed through general
taxanon dollars or SpecIal revenues. Other actIVItIes reflect costs for servIces which are not user
fee-onented, such as parlang permIt fees. These actIVItieS pnmanly relate to parking servIceS
where the charge IS more of a rental charge whIch reflects value to the user rather than a charge
for provldIng a servIce.
Economic Incentives - Generally, user fees can be set eIther lower than full cost to encourage
growth, or raised to full cost to dIscourage growth. However, the Impact of Increasing fees on
development aCtIVIty is not as econonucally sensitive as It IS In areas such as recreatIon.
Achlevmg 100% cost recovery withm planning and bmlding departments IS the goal of the
maJonty of CItIes with whom DMG has worked.
Competition - As part of a city's baSIC commumty responsibilitIes, there is no dlrect competition
wIthm the JunsdictIon that would mhlbIt the setting of fees at whatever level IS deSIred (up to
full cost recovery). However, there maybe some competitive restraints, Vls-a-VlS fees from
nelghbonng commumtIes. Inasmuch as planning and bUilding fees are generally low in
companson to the final cost of development, the reallstic lmpact of hlgher fees limIting
development has not proven to be sigmficant.
PLANNING ANALYSIS & RECOM1\1ENDA nONS
DMG worked closely with planmng staff In order to establish the full cost of provIdmg all
development servIces. The study asSIgned costs to 43 fee or program areas WIth 9 of these bemg
new fee proposals. In additlOn, costs were aSSIgned to 7 non-fee areas (long range
planmng/general plan update, public servIce/code enforcement, SpecIal projects, and SUpervlsIon
of bUllding. traffic engmeenng, traffIC operations, and the ParkIng Authonty - see fees 44-50).
Most of these were discussed above WIth the exception of supervIsion costs. SUpervISIon IS
conSIdered to be an indIrect overhead to other dIviSIons WIthin the department These costs were
transferred to each dIVISIon they support and mcluded In theIr overall costs
16
Total fee-for-semce costs for the 43 fees exammed are Just under $1.3 mIllIon. Current
revenue based on nonnal volume and eXlstmg fees, IS Just over $484 thousand. The net general
fund SUbSIdy for user fee actIVItIes IS therefore about $781 thousand, or 62 % of the total cost.
Based on the cost informatIon calculated. by DMG, city staff has proposed what it feels to be
reasonable and raaonal fee l11creases wIthm this diVISIon. Essenaally, the recommendations will
lead to an overall diVISIonal cost recovery level of 85% for all fee-for-servIce aCtiVItIes. In most
Instances. a recommendatlon of an 80%-100% recovery level was recommended on a per
acUVIty basIS. However, some recommendations were made at recovery levels whIch were less
for the followmg reasons: 1) If an 80-100% recovery level SIgmficantly Impacted. the current
fee. such as tnplmg It, a lower level was recommended, and 2) The staff feels that It IS not
reasonable to recover 80-100% of cost for some acnVInes such as appeals. The dIVISIOn would
like to mamtaIn the philosophy of provIding the opportumty of appealing decIsIons to everybody
whIle also Imposmg a moderate fee that would proh1bIt mdlscnmmate use of the process. They
feel therr recommendatJ.ons satIsfy tlus phIlosophy
The most notable new fee would be for the recovery of a portIon of costs for the general plan
update and master envlIonmental assessment plan. Total costs for these activlUes are $580J625
and can be found m fees 43 and 44 on the summary charts at the end of tlus sectIon. Fee 43
represents the pomon of the costs the diVISIon has recommended for recovery. The fee would
be collected m the Building & Safety diVISIon and the fee would be created by asseSSIng a charge
agamst all buudmg penmts. Since all development must be conSIstent WIth and based on a
general plan, It is lOgIcal to recover some of these costs through building penmt fees. A charge
of two-tenths of one percent (.002) of total valuation will be collected to offset a portIon of these
costs. The total recovery will be $140,000, stillleavmg a subSidy of $440,625. The diVIsion,
along Wlth DMG felt this was a reasonable fee level for this very Important servIce.
Most of the costs analyzed ill the fee analysis were based on averages. ThIs works well for most
fixed-pnced fee aCtlVIues. However, for larger, more complex projects where tIme can vary
greatly, DMG recommends recovenng costs on a tIme and matenals basiS. DMG developed full
cost hourly rates for each staff posItJ.on Wlthm the Planmng dIVISIon. An example of an actIvity
tYPIcally charged on an hourly OasIS would be an enVlronmentalImpact report (EIR). A flat fee
was esrabl.1sherl for tius aCtIVIty (fee 21), but If a project came In that was unusuaily large In
scope. the diVIsion could use full cost hourly rates to bill m lieu of a flat fee. Full cost hourly
rates for planmng staff can be found on the last page at the end of thIS secnon
Should all of the staff's recommendauons be Implemented It would result In Increased revenues
of 5602,940. The charts and graphs at the end of thIS narratlve Illustrate the results of the
analySiS and prOVIde the companson between current revenues and full cost. The first chart that
ImmedIately follows the graph proVIdes mfonnauon on a per-umt baSIS. The second chart
proVIdes mformauon on a total program. or annual basIS and sums up the entIre dlVISlon's costs
and revenues together WIth recommended recovery levels.
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CITY OF SANTA MONICA
PLANNING AND ZONING
SUMMARY OF FULL COST HOURL Y RA TES
FULL COST lRECOMMENDED l
RATE/HOUR HRl Y RATE
~I"'.::.I :j~i"""."":"t..
PLANNING MANAGER
SR PLANNER
PERMIT/PROJECT SUPV
ASSOCIATE PLANNER
ASST PLANNER
jZONING INSPECTOR
PLANNING TECH
5114 09
583 24
S8973
$75 38
564 32
$60 80
$59 34
5114 09
$83 24
S89 73
575 38
$64 32
$60 80
$59 34
These rates can De used to charge for servIces that vary greally from one to the other, 'hereby
nakmg an ave-age flat charge unreasonable An example would be a very large deveiopment prOject
_.:.
BUILDING & SAFETY A..~AL YSIS & RECO~fENDA TIONS
The study assIgned costs to II fee and 4 non-fee actIvIties wnhm the BuIldmg & Safety dIvisIOn.
The subsIdy categones mc1ude SpecIal InspectIons, SpecIal projects, support to others, and
complaints/code enforcement (fees 9, 11, 12, and 15) and were dISCUSSed above. Other
aCtlvltIes for whIch a fee IS not collected, but therr costs are mcluded m fee-for-service totals
are permIt processmg, computer mamtenance relatIng to bmldmg permIts, public
counter/telephone support (fees 1, 13 and 14). The cost of these servIces have been spread back
through the baSIC fee services as overhead or support costs and mcluded as part of their total cost
of servIce.
Due to the nature of bmldmg mspectIon services, thIS study analyzed the BUIldmg & Safety
dIVISIon on the baSIS of current overall program costs and revenues. However, some specIfic
buildmg fees were broken out separately. Total costs of the dlvlSlon are Just over $1.3 mBbon.
Total fee-for-servlce building costs, mcludmg all mdirect (support) costs, are Just over $1
millIon. Current revenue, based on histonca1levels of actIvity and eXlstmg fees, IS Just over
$700 thousand. The net general fund subsidy IS, therefore, Just over $350 thousand. ThIS gives
the dIVISIon a recovery level of 66% for total fee-for-servlce costs.
The diVISIon currently uses a reVIsed verSiOn of the Umform Bmldmg Code (DBe) for
estabhshmg fees. For valuatIons less than $10,000,000, a charge of less than the standard liBC
fee is used to determme the fee. For example, a building permIt WIth a valuatlon of $10,000
would be $95. Followmg the DBe table, that same permit would be $193 Santa Monica's
method for chargmg fees tends to give a SUbSIdy to small busmess projects and the smgle-family
home owner, while more aggreSSIvely chargmg larger development projects. However, In the
current economy most work is in remodel and small scale project areas, thus resulting in an
overall diVIsional subsidy wlthm its fee-for-servlce actIvItles.
The divlSlon recommends the full adoptlon of the Umform Buildmg Code (Table 3A in the 1991
UBC) This IS also referred to as the Umform AdmimstratIve Code (UAC) by the BUIlding &
Safety dIVISIon. In addItion, the dIVISIOn requests that a 10% surcharge for handIcap
acceSSIbIlity on commercial buildmgs also be Implemented as part of the charge for buildmg
permIts. It IS also recommended that the current $5 permIt Issuance fee be raJsed to $15 for all
bUlldmg, plumbmg, mechamcal and electrical permits. Fmally, as mentioned m Planning, the
Buildmg & Safety dIVISIon will collect the revenues recommended for the recovery of general
plan update costs. These revenues are shown m the Planmng diVISIon where the costs are
generated. AdoptIon of all staffrecommendations will result m mcreased revenues of $261 , 135,
reducmg the current subSIdy of $356,775 to $95,640 (9%).
The followmg graph and summanes dIsplay all relevant finanCIal data for each fee (and non-fee)
actlvlty wIthm the Bmldmg dIVISIon. The first summary chart that ImmedIately follows the
graph proVIdes mformatIOn on a per-umt baSiS. The second chart proVIdes mformatlon on a total
program, or annual baSiS and sums up the entIre dIVISIon's costs and revenues together WIth
recommended recovery levels.
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TRAFFIC ENGTh'"EERING ANALYSIS & RECOl\fl\.1E~"DA TIONS
DMG worked closely WIth the Traffic Engmeenng staff to analyze Its operations. ThIS dIvIsIOn
was pnmanly exammed to determme support costs for fee servIces collected and onginated in
other dIvISIons. Support costs were transferred to Planmng, BUIldmg, Engmeenng and Traffic
OperatlOns.
Total costs of the dIVISIon are Just over $1 2 mIllion WIth total revenues of Just over $1.1
mIllIon. Most of these revenues are related to non-user fee servIces, such as the rental of clty-
owned property As menboned earlIer, these fees are estabhshed based on value to the
customer, not the cost of servIce.
The only user fee charged by this dIviSIOn IS Permit Processmg for Traffic Engmeenng (fee #5).
Total annual cost of thIS actiVIty IS $12,999 with offsetbng revenues of $3,000. ThiS mcludes
the admInIstrative brne to Issue permIts for valet parking, housemovmg and block parties. There
are no recommended Increases to the current permIt charges. The staff feels they are recovenng
an appropnate share of these costs. Also, the revenue for valet parkIng IS realized in parkmg
permIt revenues (fee #1). These revenues would exceed the admInIstratIVe costs for Issuing valet
parkmg permIts because It IS the use of the street, and not the cost of servIce, they are
recovenng. Due to the way parlang revenue is collected, It was not pOSSIble to separate out
valet parkmg revenues and show them agamst the costs m fee #5.
Please see the summary charts at the end of this sectJ.on for a detaIled analYSIS of all costs and
revenues for traffic engineenng services.
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TRAFFIC OPERA, TIONS ~~AL YSIS & RECOl\D.1E:r--..rnA TIONS
DMG revIewed 7 fee and non-fee servIces wIthin the Traffic OperatIons dIVIsIOn The dIvision
was pnmanly analyzed to reVIew current bIllmg rates for damage repaIr servIces performed by
Traffic OperatIon staff. The costs for damage reparr can be found m fee #7 and were
determmed to be $3,805 per year WIth total revenues of $2,250. ThIS leaves a SUbSIdy of
$1,555.
The costs for damage repalf were established using an average full cost hourly rate of $50.73
and multIplymg It by the total number of hours spent annually on these types of repairs.
Currently, the dIVISIon bills approxImately 75 hours per year for vanous staff classIficatIOns.
Based on prevIous bllhng records It appears that the divlSlon uses an average charge of $30 per
hour for current blllmg. The dlvlSlon has recommended full cost recovery for these servIce
thereby Increasmg total revenues by $1.555 annually. The dlvlSlon can use the full cost hourly
rates developed by DMG per each staff tItle or use the average full cost rate of S50.73 per hour
for future blllmgs
Please see the summary charts at the end of thIS sectIon for more finanCIal detall. The last page
of the sectIon shows DMG's calculated full cost hourly rates.
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CITY OF SANTA MONICA
TRAFFIC OPERA TIONS
SUMMARY OF FULL COST HOURL Y RA TES
tOO --- -_._~
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FULL COST IRECOMMENOEDJ
RATElHOUR HRLY RATE 1
SUPERINTENDENT
SUPERVISOR
SIGNAL ELECTRICIAN
LEAD PKG METER REPAIRER
PKG METER REPAIRER
TRAFFIC PAINTER
MAINT WORKER I
$73 25
$61 97
$4934
$49 14
$44 03
$42 71
$34 66
$73 25
$61 97
$4934
$49 14
$44 03
$42 71
S34 66
IAVERAGE SALARY
$5073 I
$50 73 I
DAMAGE BILLING HOURS PER YEAR", 7S DO
AVERAGE CURRENT HOURLY RATE IS S30 00
TOTAL ANNUAL ESTIMATED REVENUE - $3,804 75
TOTAL !NCAEASED ANNUAL REVENUE AT FULL COST RECOVERY IS $1,554 75
These rates can be used to charge lor servIces thaI vary greatly from one to the other.
thereby making an average !Iat charge unreasonable An example would be damage repaIr work
:36
SECTION III
GENERAl, SERVICES
The General ServIces department admInIsters, deSIgns, and manages capital Improvement and
construction projects which are both pubhcly and privately funded. It oversees the operatIons
of vanous enterpnse funds mcludmg wastewater, solId waste, water and the cemetery. It
proVIdes mamtenance servIces for cay-owned equIpment and buildmgs. The department
performs InspectIon and engmeenng servIceS for street repaIr and constructIon projects, and
Issues permIts and approval for work WIthin the publIc nght-of-way and on publIc property. The
department also prepares SpecIal studIes and reports at the request of the CIty Council and
vanous commISSIons. The department conSIsts of the followmg dIVIsions: AdmInistratIve
ServIces, CIvil Engmeenng, Street MaIntenance, Pubhc FaCIlIties MaIntenance, Electnca1/RadIo
FaCIlIties, Fleet Management, Beach Mamtenance, SolId Waste Management, Street Sweeping,
Recyclmg Program, Cemetery, Wastewater, and Water.
As the above suggests, many of the aCtIvlUes WIthin thIS department are not general fund user
fee -related services. Therefore, for our study, only the Administrative Services, CivIl
Engmeenng, and Street Maintenance dIVISIons were analyzed. All enterpnse funds and non-fee
onented general fund diVISIOns were excluded from our scope of servIces.
The AdmmIstrative ServIces dIVISIon IS the pnmary support dIVISIon for the General Services
department overall. It provides general admmistration servIces such as, budget preparation,
finanCIal adminIstratIon for capItal improvement proJects, response to the publIc sector regarding
complaints and recommendatIons, and the coordinatIon and management of personnel-related
Issues. In addition, the dIVISIon Issues permits and oversees Inspections for use of CIty-owned
property and streets. Uses of pubhc property are generally related to filming, encroachments,
construction/street repairs, and utIlity company excavatIOns
The CIvil Engmeenng dlvislOn IS pnmanly responsible for the reVIew and inspectIon of capItal
Improvement projects and general constructIon-related servIces. CapItal improvement projects
reqUlre over half of the dIVISIon's tIme. Other staff tIme IS spent on the Issuance of permits,
plan checkIng, enVIronmental reVIew l and inspection of vanous development projects. General
tasks are records mamtenance, preparation of legal descnptIons, respondIng to CItIzen mqumes,
and support to other departments and dIvislOns
Street MaIntenance servIces are pnmanly related to the maIntenance of CIty streets and pubhc
nghts-of-way. MaIntenance IS not lImned to streets, but Includes alleys, SIdewalks, city-owned
parkmg lots, and certam state highways located wIthm cny lImIts. In addinon, the diVision
manages the CIty's weed and nUIsance abatement programs.
All three of the dIVISIons descnbed above Interact very closely WIth one another and therefore,
proVIde support to each others actIVItIes. The costs of cross support has been calculated and
,; here applIcable. these costs were forwarded to the appropnate cIvIslOn' S analYSIS for mclusIOn
mto theIr fee calculatIOns.
37
ECONOI\UC & POLICY CONSIDERA nONS
Elasticity - Demand for engmeenng and mspectlon servIceS proVIded by a publIc works
department are generally consIdered melasnc. The costs of the servIce WIll have to be patd If
the project IS to be completed and IS economIcally VIable to the developer/contractor. However,
hIgh fees may dIscourage smaller projects from consideratIon. ThIS IS not always the case for
publIc nghts-of-way repaIr servIceS. In some cases, hIgh fees may put off a necessary repaIr
and came publIc safety problems for the CIty In the future.
Subsidv - Inspecnon operations are usually Intended to be self-supportIng. Frequently, Indirect
costs are not mcluded In the rate structure, but this is generally due to a lack of mformation
or knowledge of the costs, and not a conscIOUS decision to SUbSIdIze the servIce.
ServIces which relate to the repaIr of publIc nghts-of-way are often SUbSIdIzed due to the SIze
of the jobs. In many cases, only labor and benefit costs are recovered in revenues. This is
further dISCUSSed In the Street Mamtenance SectIon below
Other than the non-user fee actiVItIes dISCUSsed above, there are several SUbSIdIzed areas within
the three dIviSIOns analyzed. General ServIces AdmInIstratIOn proVIdes support to other
dIvlSlons WIthIn the department for general admInistrative functions. TIme spent on conservatIOn
programs, pubhc inqumes by telephone, and the wntIng of staff reports are all SUbSIdIzed areas
for whIch a fee cannot be collected.
The Engmeenng dIVIsion has two pnmary subSIdy areas. The first IS tIme spent on
mIscellaneous support provided to other departments in the City. The second area of SUbSIdy
is pubhc servIce. ThIS IS the tIme spent answering questIons and provldmg referrals to the
CItizens of Santa MOnIca.
Many of the services provided by the Streets Maintenance diVISIon are SUbSIdIZed by general
funds. These servIces are pnmanly related to general public nghts-of-way work for which a
specIfic fee cannot be IdentIfied. An example would be makmg repaIrs to the street m front of
CIty Hall. The other SUbSIdy area IS general Support to others. However, If support to non-
general fund departments IS proVIded by thIS dIvlSIon a dIrect charge for these servIces should
be implemented.
Economic Incentive - IncenUves to encourage or dIscourage growth generally do not playa role
In fee settmg for engmeenng and mspectIon servIceS, because most Junsdict!ons want to cover
full costs. One excepuon to thIS rule would be to set fees for nght-of-way repaJ.fS at lower than
full cost fOf reasons described above.
Competition - There IS no competItlon for plan checkmg and permIt servIces from the pnvate
sector because the CIty reqUIres that Its own servIceS be used. Only the Cay can contract for
38
outside services on these aCtIVlues. On the other hand, competItIon for street repalr servIces
does eXist from the pnvate sector for certam constructIon actIVities. General contractors hIred
to do the project can be hued to replace/repalr/remove Sidewalks, curbs, etc. If a developer or
mdIvIdual so deSIres.
GENERAL SERVICES ADMINISTRATION DIVISION
ANALYSIS & RECOMMENDATIONS
General ServIces AdmmlstratIon currently collects fees covenng about 22 % of ItS total fee-
supported aCtIVities, thereby leavmg a general fund subSidy of 78% ($53,805). The staff has
made recommendatIOns for moderate fee mcreases which WIll result In an addItIonal $12,500 m
revenue annually.
The fee Increases occur m the followmg aCtlvItIes: utIbty excavaUon permits, encroachments,
after hour permIts, and banners. UtIlIty excavatIon permit (fee 4) mcreases were based on an
annual 4 % mcrease over the last 5 years These fees have not been Increased smce 1988 and
the dIVISIon felt that a 4 % Increase was reasonable based on the average CPI and inflatIOn
factors.
The largest mcrease was m encroachment servIceS (fee 5) The diviSIon felt that the new
recommended fee was fair based on the servIce proVIded and what surroundmg agenCIes are
chargIng for SImIlar services. This]s an actIvity WhICh requITes CIty servIces for permit issuance
and Inspection servIceS. In addItion, an encroachment generally takes up space m the City's
publIc nghts-of-way. A 100% recovery level may be conSidered in the future
Most of the non-fee-for-service actIvities wIthm this diVISIon are: 1) areas WhICh are typically
SUbSIdIZed, such as admInistratIon servIces for various dIVISIons (fees 16-24); 2) support servIces
to other dIVISIons for which costs have been transferred where applIcable (fees 6, 9-12, 14, and
15), or 3) rental charges (fees 1-3). Rental charges are calculated on the value of USIng the
property and are not meant to recover the cost of provIdmg any partIcular servIce. No mcreases
In these rental charges were recommended by staff at thIS tIme.
FInally, the last page m this secnon shows new recommended depoSIts for vanous
excavatIon/improvement actiVIties performed by developers. The depoSIts are reqUIred when
a development project withm the CIty reqUIres the temporary demolItion of CIty property. These
depoSIts are the guarantee that the repaJ.rs to CIty property WIll be done. Current deposits are
not enough to cover the costs should the developer not make all the necessary repalrs. These
are not user fees, but refundable depOSits and were establIshed by staff to reflect what the CIty
would charge to do the work If It were not completed or done properly.
Please see the summary charts at the end of thIS sectIon for a detailed analYSIS of all costs and
revenues for the General ServIces AdminIstratIOn dlVlslOn.
39
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CITY OF SANTA MONICA
GENERAL SERVICES ADMINISTRATION
EXCA V A TION/IMPROVEMENT PROJECT DEPOSITS
- ~ ..", --
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EX:';I,-;' '-1:.. J/?p=..... =1".:::-.. --
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Asphalt (A C) Pavement
$ 80JSQ ft.
$5.00/SQ ft
Portland Cement
Concrete (P C C )
Pavement (InclUding removal)
$1.30/sq ft
$9 OO/sq ft.
pee Sidewalk & Driveway
4" thick
>4" thlck
$1 1 Dlsq ft $6 50/sq ft
$1 30Jsq fl $9 DO/sq ft
$1 25/sCj ft $16 OOllln ft
S3 OO/hn ft $1 B 001l1n ft
N/A $20 OOllln ft.
$15 00 $300 00 Residential
$50000 Non-residential
? C C Gutter
p C C Curb
Curb and Gutter
MinImum Deposits
The proposed deposII amounts are based on analysIs ot cost 10 remove and repaIr and what the City charges tor domg
these types 01 repalrshmprovements Please note that there are minimum depoSIt amounts recommended above
.:.3
ESG~"EERING DIVISION
ANALYSIS & RECOl\IML.''DATIONS
DMG worked closely with engmeenng staff to analyze the costs of the Engmeenng divisIOn's
user fee actIvItIeS Total cost of servIces IS $648,073 WIth revenues of $180,500. The annual
amount that the general fund IS currently subsldlzmg for these servIces IS 5467.573.
Staff has made recommendatIons that wIll mcrease total revenues by $222,700 annually,
reducmg the total subsIdy from 72 % to 38 % . Most recommendauons have been made at the
60% recovery level. However, where the current fee exceeded this recovery rate a hIgher fee
was recommended. It IS the dlvlSlon,s mtenUon to be as close to full cost recovery as poSSible.
Because the dIfference between the current fee and full cost were so slgmficant In some cases,
however, the dIVISion opted for a phase-in approach. DMG feels that thiS method IS appropnate.
The largest Increases are wIthin the plan check actIvlties (fees 4-8) where total increased
revenues are Just over $113,000. Other large Increases can be found In the fees charged for
assessment dlStnct servIces (fees 1-3) WIth total increases of $58,450.
The costs shown In SectlOn II of the report for planmng and bUlldmg servIces were augmented
by thiS diVISIon. Engmeenng prOVIdes support servIces to planmng for tentatIve maps,
envIronmental reView, and other miscellaneous actI VI tIes (fees 19, 20, 29, and a portIon of 32).
Engmeenng proVIdes grading permlt reVIew for the Building diVISIon (fee 30). In addition, this
diVISIon proVIdes dIrect support for specific permits issued by General ServIces Admimstration
(fees 22-24). In all cases, these costs were transferred to the dlvlSlon USIng theIr services and
mc1uded in the applIcable fee-far-service calculauon.
Soldier beam, 5011 nail, and tie back permIts (fees 25-27) have recommendallons which exceed
the total cost of the actual one tIme permit issuance. The dIVISion feels thiS IS appropnate
because these are aCtIVItIeS WhIch result in the contmued use of city property and the staff must
therefore work around them later WhiCh results m Increased orne and costs spent on other
projects.
Full cost hourly rates can be found at the end of thIS sectlon and may be used to charge for
projects that can vary In SIze, and scope, where a flat fee may not be apphcable An example
would be a design reVIew on a large SUbdIVISIon. The dlVlSlon has recommended full cost
recovery for those projects charged on an hourly baSIS.
Please see the followmg summary charts for detaIled InformatIon regardmg costs and staff
recommendatIons The charts dIsplay data on a per umt and a total program baSIS.
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CITY OF SANTA MONICA
ENGINEERING
SUMMARY OF FULL COST HOURL Y RA TES
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CITY ENGINEER
CIVIL ENGINEER
CIVIL ENGR-ASSOCIATE
CIVIL ENGR-ASSISTANT
SR P W. INSPECTOR
CIVIL ENGR DRAFT TECH
SR SURVEY TECHNICIAN
$111 29
$7857
$61.23
$60.28
$61 91
$53 61
$47 02
$111 29
$78 57
$61 23
$60 28
$61 91
$53 61
$4702
These rates can be used to charge for services that vary greatly from one to the other.
thereby mal<lng an average fla! charge unreasonable An example would be a large
commerCIal plan check
:: i....'
STREET !vIAIXTENANCE DIVISION
A.~ALYSIS & RECOMMENDATIONS
As the earlIer descnptIon of the Street MaIntenance servIces suggests, over half of the actIvItIes
wIthm thIS dIVIsIon are not user fee-related because they relate to general street maIntenance and
abatement aCtIVItIes. Total costs of the dIVlSlon are $2,450,864 WIth fee-far-servIce costs of
$1,075.968 (44%). ThIS IS not uncommon III street dIvlSlons as they are tYPIcally not VIewed
as a fee-onented dIVISIOn TheIr pnmary concern IS to proVIde safe publIc nghts-of-way.
Because of thIS, the dIVIsIon felt It was Important to note that mcluded In the total costs of
operatIon are Just under $450 thousand In comprehenSIve/habIlIty Insurance. ThIS also tends to
escalate the costs of the dIVISIon overall as well as WIden the gap between recoverable and non-
recoverable costs.
The analYSIS was pnmarily concerned WIth how much It costs the CIty to proVIde repaIf servIces
to the publIc nght of way for whIch a fee could be charged. An example of a recoverable repair
servIce would be as a result of the destructIon of a SIdewalk by a backhoe used to put In a
pnvate SWImmIng pool. However, cumulatIve tIme was gIven for all repaIf/maIntenance work
Includmg, for example, tIme spent repamng a pot hole In the street that resulted from general
wear and tear. Because the dIVISIon does not keep detaIled tIme logs, the time spent relatIve to
general non-fee related servIces was estImated. It was determIned that about 60% of the staff
tIme IS for general street services WIth the balance of time for street assessment, concrete,
asphalt, and overlay work which IS recoverable through user fees. Fees 1-4 show all fee related
street work WIth the balance of general street work found In fee 5. Please note that all revenues
for fees 1-4 are shown in fee 1. It IS the dIVIsion's deSIre to developmg a work order system
whIch WIll track revenue and cost by type of service rather than the current method With tracks
total street assessment revenues.
Another factor WhICh contributes to the confUSIOn concernmg fee vs non-fee and cost VS.
revenue IS the baSIS that is used to charge for these servIces. TypIcally, repair services are
charged by the square or linear foot. Larger jobs tend to be more cost effectIve than smaller
ones because productIvIty mcreases. Therefore, there IS no dIrect hnk between the calculated
fees and the tIme spent on the repair.
Current fee-for-servIce actIVIties total $1,075.968 with offsettmg revenues of $351,970. This
leaves a general fund subSIdy of $723,998 (67%). The pnmary reasons for the subSIdy are as
follows'
. MobIlIzation (set-up) costs are one of the most expenSIVe aspects of street
maintenance servIces. On small jobs, the calculated fee IS not usually large
enough to recover all of the costs assocIated WIth the repaIr. As mentIoned
earlier, productIVIty Increases as the job SIze becomes larger, and thus the service
becomes more cost effectIve For these reasons, many outSIde contractors Will
not perform the smaller jobs unless an additIonal mobIlIzatIon fee IS charged.
Currently, the City does not add on thIS mohlhzatlOn charge to Its rates.
51
. Cay pollcy has reqUlred a 50% dIscount on all residential work because a good
portiOn of this work relates to tree root rep31rs. ThIS reduces total revenues
collected. Only work provIded to comrnercial/mdustnal users IS charged at 100%
of the current fee.
. Some mdIvlduals cannot afford to pay for the work. Whenever possIble, the
rep31r IS subsidIzed by CDBG funds or else It IS done for free.
. A portIon of the fee-for-servlce costs 10clude nUIsance abatement services. It is
dIfficult to charge for code enforcement servIces for a couple reasons. Generally
the mdlvidual/bus1Oess IS gIven the opportumty to make the repaIr or correctIon
themselves. In this case, 10mal warnings and consultatIons are gIven before a fee
IS assessed. In other cases, follow-up 1OveStIgatlon as a result of a compla1Ot
shows that there was no problem at all 10 the first place.
Staff recommended fee mcreases that WIll result 10 an addItIonal $205,817 annually. The
pnmary 10crease IS In street assessment work (fees 1-4) and result from a change In polley as
well the reorgamzatIon of staff. It IS the divlSlon's mteDt to mcrease revenues by $179,005 in
street work by: I) Allow1Og fewer exceptIons In the collectIons for reSIdentIal work, 2)
attemptmg to proVIde more 1Odustnal/commercIa1Improvements where polIcy has been to collect
100%, and 3) Improvmg productiVIty by reschedul10g work to geographIcally group the work
to Increase efficiency.
One of the larger fee servIces IS off SIte Improvements (fee 11), primanly charged to developers.
When companng cost to revenue, it appears that the City IS overcharg1Og. However, the
dIvlSlon feels that smce the work IS guaranteed, these addItlonal funds proVide a pool for future
repaIrs. In addItIon, the youth tra1010g program benefits heavily from thIS actIVIty. Therefore,
we recommend no changes be made to the current fee structure.
Other user fee servIces can be found 10 fees 7-9, 12, and 13 WhICh pnrnanly relate to code
enforcement servIces. As can be seen on the summary charts. these actIVItIes are currently
heavlly SUbSIdIZed by the general fund because not all the servIces can be dIrectly charged. In
addItIon, If fees are set too hIgh, many will not bother to pIck up SIgns, etc. as the fees are
worth more than the Items removed. Staffrecommendauons WIll proVIde for lOcreased revenues
of $25,900.
Full cost hourly tlme-and-material billmg rates have been calculated and are summanzed at the
end of thIS sectIon. These hourly billmg rates could be used to charge for damage repaIr
servIces shown In fee 10. In addItIOn, they could be used to charge for constructIon servICes
10 heu of the current method usmg square or hnear footage. The dIrect charge for matenals
used In miling any repair would also need to be assessed. The dIVISIon has recommended full
cost recovery for these servIces generatIng addItIonal revenues of $912 annually.
Should the CIty decIde to Implement all of staff recommendatIOns. a revenue 10crease of
approxImately $205,817 would be reahzed. Please see the follOWing summary charts
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CITY OF SANTA MONICA
STREET MAINTENANCE
SUMMARY OF FULL COST HOURL Y RA TES
- ,.,..--
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I-::'ECOMMENOEOI
I HRLY RATE
I
POSITl ONfTlTLE
F~-E.t-::>_=t
SUPERINTENDENT
STREET INSPECTOR
ASPHALT CREW LEADER
CONCRETE CREW LEADER
CONCRETE FINISHER
EQUIPMENT OPER II
MAINT WORKER II
MAtNT WORKER t
$95 95 $95 95
$66 07 $66 07
$61 93 $61 93
$72 12 $72 12
$57 81 $57 81
$57 49 $57 49
$53 08 $53 08
$4741 $4741
These rates can be used to charge for servIces that vary greatly from one to the other,
thereby making an average flat charge unreasonable An example would be damage repair work
56
SECTION IV
CULTURAL AND RECREATION SERVICES
A dlVerslfied recreauon program enhances a commumty's general qualIty of hfe. Santa
Momca's Cultural and RecreatIon ServIces department IS responsIble for provIdmg the City WIth
well-mamtamed recreauonal and park facIllUes, programs and aCtIVlUes deSIgned to meet
recreatIonal. cultural, SOCIal and human servIce needs of the commumty. All of the dIviSIons
wIthm the department proVIde a vanety of servIces to adults, semor clUzens and youths
Cultural and RecreatIon ServIces has ten dIVISIons, seven funded by the general fund and three
that are consIdered enterpnse funds. The enterpnse fund dIVISIOns, CIVIC AudItonum, Beach
MaIntenance, and Beach ParkIng were not included in thIS report as the scope of servIces was
defined to mclude only general fund operatIons, The general fund dIVISIons are as follows:
AdmmIstratIOn, RecreatIon, Semor NutntIon, Parks, Tree MaIntenance, Commumty and
NeIghborhood ServIces, and Arts. The AdmInIstratIOn dlvlSlon proVIdes orgamzatIon and
management for the entIre department and has been mcluded as support (mdlrect) costs to all the
other dIVISIons and theIr actIvItIes. The Arts dIVISIon reVIews and establIshes art policy and
programs for the CIty DMG reVIewed thIS diVISIon WIth staff and determmed that there were
no fee-for-servIce actIVlUes that could be mcluded thIS study Therefore, the analYSIS focused
on the Recreation, Senior Nutntion, Commumty and NeIghborhood ServIces, and Parks
(mcludmg Tree Mamtenance) dIVIsions
The RecreatIon dIvIsIOn's mIssion IS to prOVIde a vanety of recreatIOn programs to the
commumty, Programs are provided for all segments of the commumty from pre-school age
chIldren to sefiIor CItizens, Some of the actIvitIes proVIded are day care, teen aCtIVIties, sports
leagues, faCIlity rentals, aquatICS programs, and SpecIal classes such as tenms or crafts. The
majomy of actIVItIes proVIded by thiS dIVIsion are user fee-onented.
The Semor NutntlOn program actually encompasses all semor servIces mcludmg the semor
nutntIon program Other servIces proVIded are SpecIal excurSIOns, bIrthday partIes, card and
game gathenngs, dances, and a transportatIon program. As wnh RecreatlOn. the maJonty of
servIces prOVIded by thIS dIvlSlon are user-onented.
Commumty and NeIghborhood ServIces is responSIble for plannmg and admmIstenng all the
SOCIal and human servIces programs prOVIded by the CIty. This dIVISIOn works closely with
local non-profit orgamzatIons to focus on such Issues as advocacy for the homeless, youth and
chIldcare, and servIcmg those WIth dIsabIlities. One fee aCtIVIty IS proVIded - facility rental at
the Ken Edwards Center. The remamder of serVlces proVIded by thIS dIVISIon are proVIded to
the publIc at no cost.
Parks and Tree MaIntenance dIVISIons proVIde general park mamtenance and tree tnmmmg
servIces at all CIty-owned propertIes and park facIlItIes. The Parks dIVISIon IS pnmanly a
support dIVISIOn to other departments m the CIty, mcludmg RecreatIon and Sentor ServIces,
Parks staff also proVIde field checks for constructIon plans InItIated by the Engmeenng dIVISIOn
whIch may be Interpreted as a user fee-onented servIce. Also, the Tree !\.1alntenance staff
57
provIde non-emergency tree tnmmmg servIces at the publIc's request. WhICh also may be
consIdered a fee-far-servIce aCllvlty
The total cost for all cultural and recreatIOn fee-far-servIce aCllvItles IS $3.493,760. User fee
revenue based on current fees has been forecasted at $1,066,357, resultIng lfi a 69.5% subSidy
of 52,427,403. Total costs of all aCtIVItIes wIthm the department are Just over $11.6 millIon.
The dIfference between total cost and the cost of user fee servIces IS Just over $8 mIllIon. These
costs have been excluded from the cost/revenue companson because they typically are not
VIewed as bemg recoverable through user fees. A breakdown of the costs of each diviSIon
follows the EconomIC & Pohcy ConSIderatIons section below.
It IS Important to note that the costs mcluded in thIS analYSIS mclude dIrect labor, benefits,
servIces and supplies, departmental and dIVISIonal SupervISiOn, and CItYWide overhead (indirect)
costs. In cultural and recreation departments where a comprehenSIve user fee analYSIS has not
been performed, mdIrect costs are generally not well defined and may be difficult to establish
on a per actIVIty baSIS. They also tend to show full cost at a much hIgher level than expected
and result In a lower percentage of cost recovery when compared to current revenues. This,
then, leads to much larger subSIdy levels than antICIpated.
ECONOI\nC & POLICY CONSIDERATIONS
Elasticity - Demand for most mUniCIpal cultural and recreatIon programs IS extremely elastic,
There IS a defimte correlatIOn between cost and level of servIces demanded at that price, This
relatIonshIp IS a function of the WIde avallabilIty of substitute actIVIties WIthm or near the City,
Smce Santa MOnica IS pOSItioned In a pnme recreational locatIon, I.e. near many mland CIlles
and nght on the PaCIfic Ocean, reSIdents can readily substItute away from CIty programs toward
other outdoor actIVItIes If they perceIve the cost of these programs to be too high Also, m a
tight economy, demand for non-essentIal goods or actIVIties tends to declme. ThIS IS especIally
true If the actiVIty IS perceIved to be costly.
Subsidy - Cultural and recreatIOn programs tYPIcally run the gamut from low or no SUbSIdy,
to heavy SubsIdIzauon. SubSIdIes tend to be concentrated In broad categones, e.g. senior citizen
and youth programs are generally heaVIly SUbSIdIzed, whIle adult programs and sports leagues
generally are low to moderately SUbSIdIzed. DMG knows of no recreallon department that
recovers 100% of Its total costs.
Economic Incentives - By raIsmg or lowenng recreatIOn fees, a city can attract or dIscourage
pamcIpatIOn In partIcular aCtIVItIes, The lower the fee, the greater potentIal partICipatIon. The
converse IS, of course, also true.
Competition - As was prevIously stated, ample competItIon for the recreatIon dollar eXISts near
Santa Momca. ReSIdents can take advantage of public and pnvate exercise groups, tenms
courts. and other recreatIonal faCIlItIes close by, There are readily acceSSIble athletIC leagues
and group mterest aSSOCIatIons 10 neIghbonng commumtIes. GIVen thIS sItua1l0n, fees must be
establIshed WIth competItion, as well as cost coverage, 10 mmd The goal IS to place a greater
58
financial responsibility for recreaUon services on those members of the community who can
afford to pay close to full cost
RECREATION DIVISION
ANALYSIS & RECOMMEND A nONS
The RecreatIon dIvIsIon currently collects fees covering about 28% of the cost of its fee-for-
servIce aCllVItles. Annual revenue based on current fee levels comes to $667,550. The total
cost (mcludmg dIvIsIonal admInIstratIOn, park mamtenance support, and cItywIde overhead) of
provldmg these servIces comes to $2,347.853. leaving a general fund subsIdy of $1,680,303.
The dlvlSlon has made some moderate recommendabons for specIfic fees wlthm some of the
programs. Affected fee aCtIVItIes are as follows;
· SW1ffi lessons - mcrease from $10 to $20
· tenms reservations - mcrease from $4 to $5
· Santa Momca Tenms Club - Implement fees to recover $20,000 annually
· contract classes - Increase all fees 20 %
· youth sports - Increase all fees to recover $11,900
· SpecIal Olympics - Increase donatIons by $8,500
· ball park rental - increase current fees by 10%
- Implement fees to youth groups to recover $50,000
· park buildmg rental - increase fees by 10%
Implementmg these recommendations wIll generate an addItIonal $141,120 in revenue for this
divlSlon. This wIll result m a remaming general fund subsIdy of $1,539,183, or 65%.
It should be noted by reviewing the summary charts on the following pages that the
recommendatIOns for some programs result in a net decrease 1n revenue for some adult sports
actIvIues (see fee actlvities 21 - 25). ThIS IS not the result of a decrease In the fee chargedt but
rather a decrease m the volume of partIcIpants without a corresponding decrease In cost of
provIdmg the programs, Lmcoln pool for faUt wmter. and spnng seasons (actIvIty 29) also
shows a decrease m revenue due to the fact that the pool wIll no longer be open dunng these
seasons.
There are several programs that have been marked WIth an astensk on pages 64 and 65 and
excluded from the user fee cost/revenue companson. Many of these programs are at least
partIally funded WIth grant momes and the mtent of the dIVISIon 1S to not charge fees for these
programs (aCtlVlUeS 6,7f20,39,41, and 42), Some of the field use actIVItIes (fee actIVItIes 31 -
38) are recIprocal arrangements between various schools and the City. Open field use (aCtIVIty
37) mc1udes costs for matntaming the vanous park fields that are avmlable for walk-on use when
there are no scheduled recreatIonal programs USIng them, ThIS IS the same SItuatIon with the
costs asSOCIated WIth the parks program (actiVIty 31) and the publIc use of the tenms courts
(actIvity 16) Other actIvities With no asSOCIated revenue (1,4,5,8,17,18, and 19) are programs
that eIther have no IdentIfiable user, or the diVISIon recommends that these programs continue
59
to be completely subsIdized by the general fund
There are few standards In companng recreatIon recovery levels from CIty to CIty In general,
adult and specIalized aCtIVIties (e.g. tenms lessons or cookmg classes) tend to recover a hIgher
percentage of costs, whIle other recreatIOn programs recover costs at a much lower rate.
Therefore, a CIty wtth a hIgh percentage of adult aCtIvItIes wIll tend to have a hIgher cost
recovery level. whIle a CIty wIth a greater concentratIon of youth and semor actlvlt1eS WIll tend
to have a lower recovery leveL Cornpansons between contract servIce programs also vary
accordmg to the number of partICIpants, hours and sessIOns. DMG's expenence wIth other cItIes
mdIcates an overall tendency towards Increasing recreatIon fees.
Please see the charts on the followmg pages whIch summanze the costs of thIS divISIOn l s
acuvIttes and theIr corresponding revenues,
60
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U1(.)Q
SENIOR SERVICES DIVISION
k'\'" AL YSIS & RECOl\'~'DA nONS
ThIS dtvlSlOn IS almost 100% fee-for-servlce onented. Costs for user fee servIces total
$715,057 Current revenue received for these services comes pnmanly from state grants or
ProposlUon A fundmg and totals $314,457. The remammg subsidy IS therefore $400,600, or
approximately 56% of cost.
Demand for these services IS extremely elasuc and Its constItuents are an actIve and faIrly vocal
group ThIS dIVISIon feels that fee Increases would be met WIth an unfavorable reacuon and
DMG's expenence With fee mcreases for senror services would bear thIS out. The dIVISIon
therefore has made a recommendatIOn for only one fee Increase. It suggests ralSlng the fees for
actIvIty cards as follows'
User
ResIdent - IndIVIdual
ReSIdent - Couple
Non-ResIdent - IndiVIdual
C'urrent Fee
$3
$4
$14
Recommended Fee
$5
no longer aVaIlable
$15
Implementatlon of these new fees would Increase revenue for thIS dIviSIOn by $1,570 in fiscal
year 1993/94
The charts on the followmg pages provIde a summary of all servIces proVIded by thIS dIVIsion.
66
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COI\.J~.~1TY AJ.'\TI l\EIGHBORHOOD SERVICES
AJ\ALYSIS & RECOI\'L\IENDATIONS
The only fee-for-servIce aCtlVIty provIded by thIS divISIon IS the Ken Edwards Center facIlIty
rental (and WIth a restructunng of the department this responsIbIlIty may soon fall under the
CIVIC Audltonum dlvlSlon). The operatlonal cost of rentIng the facIhty comes to $135,900
annually. Current rental revenue receIved comes to $84,350, leavIng a subsIdy of $51 ,550, The
dIvIsion has made a recommendatIOn to increase the rental fees by 10% which would bring
revenue up to $92,800 and leave a remaJ.mng subsidy of$43,IOO The vast majonty of actIvItIes
and servIces are not user fee-related, however. Total cost of operatIng thIS dIvision comes to
$6 mIllIon annually, the bulk of whIch IS expended for commumty-based and SOCIal service
programs
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73
PARKS DIVISIO~
A~ALYSIS & RECOl\ll\fEi\l)ATIO~S
ThIS dIvIsIon does not currently have any fee-for-servIce actlvlt1es. Most of the costs of the
Parks dIvIsIOn are spent In support of others (RecreatIon, Semor ServIces, Beach, etc.) Support
costs to the general fund dIvIsIons were added to theIr cost/revenue compansons Support costs
to the enterpnse funds - Beach and CIVIC AudItonum should be recovered through Interfund
transfers. ThIS analYSIS IS Included 10 DMG work papers and may be made aVallable at the
reader's request.
Two new actIVItIeS were analyzed on a fee-for-servIce basIS Plan check reVIew m support of
General ServIces was analyzed and added to the Engmeenng dIvIsIon's cost/revenue companson.
ThIS actIVIty annually costs the diVISIOn S14,5OO with no offsettmg revenue DMG recommends
that Engmeenng fees be adjusted to recover 100% of these costs
Tree mamtenance requests on a non-emergency baSIS was also analyzed. ThIS IS an activity that
dlsmpts the regular mamtenance schedule and the dIVISIon was mterested In knowmg the cost
of provIdmg the servIce The cost per request comes to $77 There IS no recommendation at
thIS tIme by eIther the dIVISIon or DMG to Implement a fee for thIS actIvIty, The dIviSIon has
mdIcated that what would likely happen If a fee were to be Implemented IS a drastIC reduction
In requests. The dIVISIon would actually prefer thIS to be the case because It would then be able
to return, at least partially, to its regular tree tnmmmg m3.1ntenance schedule. Currently the
workload 15 such that ffi3.1ntenance staff are only responding to requests, both on an emergency
and non-emergency basis,
74
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CS 77
FIRE
The pnmary responsIbIlIty of the Santa Momca FIre department IS to provIde protectIon from
fire and other hfe-threatemng occurrences to CIty resIdents In addItIOn to fire suppressIOn
actIvItIes, the department also provIdes fire preventIon servIces, paramecilc servIces, fire
mvesugatlOn, dIsaster preparedness, and hazardous matenal control. While the FIre department
IS pnmanly funded through general taxatIOn, there are a number of servIce areas where user fee
charges are appropnate These fee-far-servIce areas mclude the followmg: hazardous matenal
dIsclosure and response, emergency response/transport, dnver under the mfluence (DUl)
aCCIdent response, and commercIal fire preventIon permIt and mspectlOns.
The department IS compnsed of five dIvlSlons: AdmInIstratIOn, SuppressIOn & Rescue, FIre
PreventIOn, Trammg, and Support ServIces Due to the crossover support between dIVISIOns,
all costs have been added together for purposes of thIS analYSIS
Fees have been estabhshed for 55 servIce areas mcludmg, hazardous matenal dIsclosure and
response, fire permIts/mspectlOllS, remspectlons, plan checlang, alarm system InstallatIOn and
testmg, and spnnkler system Installation and testmg servIces. In addItIon to these fee actIVItIes,
an analYSIS was performed to calculate total cost of the paramedIC program and other non-fee
actIvIties.
Costs for the fee-for-servlce actIVIties are relauvely small when compared to the total cost of the
entire department. Total costs are $12.8 million. Total fee-for-service costs are $245,712 with
revenues of $138,594. The amount SUbSIdiZed by the general fund IS therefore $107,119, or
44%.
ECONOMIC & POLICY CONSIDERATIONS
Elasticity - Demand for fire user fee servICes IS extremely melasuc, meanmg that servIces will
be demanded at the same level at almost any pnce. As WIth many polIce servIces, these
actIVIties are regulated and required to operate a busmess wlthm a CIty. Therefore, users of
these servIceS WIll pay the reqUIred fees if they want to conUnue theIr busmess operations.
Subsidy - Most fire user fee services should be charged at full cost. The ratIonale IS that whIle
actlOns may be taken for the overall ~fety of the commumty, the dIrect benefit of the service
still impacts specIfic mdIviduals.
Economic Incentive - Incenuves do not playa sIgmficant role In fire servIce fee settIng, The
poSSIble excepnon would be establishment of pumtIve charges as a dIsmcentIVe for those
residents or developers who fail to comply with the Umform Fire Code.
Competition - There is typIcally no competitIon for fire user fee serviceS from the pnvate sector
except from private ambulance services
78
ANALYSIS & RECO~'Th1El\'DA lIONS
User fee costs of the FIre department total $245,712, Offsetting revenue comes to $138,594.
The annual SUbSIdy pard by the general fund totals $107,119, or approxImately 44% of cost
Departmental staff together wnh DMG made recommendatlOns to recover 100% of cost.
WIth a few notable exceptlons, the mdlvldual fee mcreases are not sIgmficant. Most of the
permit fees were based on a composIte hourly rate of $61 DMG calculates the full cost rate
to be $71. Some of the permIt fees that do have sIgmficant mcreases do so because InIUal time
estImates proVIded to process the permIt and Inspect the faCIlIty were too low. WIth modIfied
tIme estimates that more accurately reflect the cost of the servIce, these fees have Increased
substantially, One example of thIS ]S for signal system - VOIce (fee aCtiVIty 32), The current
fee]5 $244, whIle the full cost ofprovIdmg the servIce IS almost $3,000. The ongmal estimate
of tIme spent on th1S permltfmspectlOn was four hours, Subsequent mformation proVIded by the
department IndIcates that 1t actually takes approxImately 41 hours to adequately test the system.
ThIS 1S also generally the case for all alarm and spnnkler InstallatIon and Inspectlons (fee
actlvIlles 30 - 44),
Of general note, the department IS not currently set up to collect all permIt fees FIrst, due to
staff absences, the volume of inspections IS down. Second, they have no bilhng mechamsm in
place III the department and mstead are Invoicing the busmess after the InspectlOn occurs. This
occaSIOnally results In non-payment. The department would lIke to Implement the process of
having the permit fees collected at the tIme of business lIcense Issuance and renewal,
One area of servIce where fees are not currently collected is In the hazardous matenals program.
The department is due to Implement fees for emergency responses (aCtIVIty 47) whe!e a
responSIble party can be IdentIfied. The annual cost of these responses comes to approximately
$37,000 and IS the SIngle biggest contnbutor to the general fund subsidy IdentIfied above. For
purposes of tlus analYSIS, an average response tIme of one hour was used In order to estimate
total cost. However, actual billIng Will be done on a tlme-and-matenals bas1S DMG has
calculated full cost hourly blllmg rates for all department personnel.. The department should add
an eqUIpment hourly rate to these labor rates when calculaung b1l1mgs, DMG does not
recommend that the department prOVIde one free hour of response tIme, an Idea that has been
conSIdered in the past.
Annual first InspectIOns for busmesses With h~7~Tdous matenals (activitIes 49 - 52) are initiated
out of and charged by the EnVIronmental Programs diVISIon The costs of Flre personnel who
actually perform the mspectlons are therefore calculated In thIS dIvISlOn's analys1s but forwarded
to the EnVIronmental Programs analysls for inclusion in that fee structure. The City should be
aware that the revenue for thIS support should be returned to the general fund.
Second and subsequent remspections (aCtlVlties 53 - 56) are the sole responSIbIlity of the Fire
department. When reviewing the summary charts, 1t appears that the department IS overchargmg
for these Inspectlons. However, the fees for these remspectIons can be perceived as penalties
or fines where the charge can exceed the actual cost In an effort to prevent a certaIn kmd of
behaVIOr. DMG does not recommend lowenng these fees to equal cost.
79
There are some activItIes WhIch have been marked as "non-user fee" because they are typically
supported by general taxatIon dollars. These acttvltles Include paramedic program costs,
suppreSSIon senllces. arson inveStIgatIon, publIc educatlDn, and dIsaster preparedness.
Paramedic program costs have been calculated to total $2 5 millIon annually, or $510 per
response This mformatIOn IS dIsplayed m fee aCtIvIty 46. At the ume of this study, there were
no recommendaUons to Implement this fee. Subsequent to the analysIs however, the CIty
Councll expressed an mterest III fee calculatIons for paramedIC responses. After dISCUSSIon wIth
City management and fire personnel, DMG has made some imtial recommendatIOns for the
followmg fees: $375 for Santa Momca resIdences (approXImately 75 % cost recovery) and SSlO
for non-resIdents. Fire personnel indicate that of the 5,000 responses per year, 28% of calls are
for non-resIdents, 44 % of calls are for local residents, and the remammg 28 % of calls are
respondmg to the transIent populatIon. If the CIty could collect for all Its non-resident and
resIdent calls, It would receIve an addlllonal $1.5 million a year for thIS service. The reader
should be aware, however, that DMG IS unable to estimate the actual recovery level for all fees.
Other clt1es expenences wIth response fees has mdicated that although they may bIll for every
response, not every bill is paId, thus makIng any sort of revenue estImatlon at the outset of
ImplementatIOn ImpractIcal,
ACllVItIeS 57 and 58 show the total cost of all other non-fee activItIes. These costs are
appropriately funded through general fund tax dollars Finally, costs shown in activIty 48 are
for non-bIllable hazardous matenals responses. This accounts for those responses for which a
responSIble party cannot be Identified, and therefore cost recovery is not possible. The
department estimates that non-bIllable responses account for approXImately 75 % of all responses,
Total cost for all hazardous matenals responses, billable and non-bIllable, comes to $148,000
ann uall y .
Implementatlon of all recommended fees shown on the following pages would mean an addItional
$120.50610 revenue for the Flre department. Please review the follow1Og summary charts for
detaIl relatlng to specIfic fees.
80
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SECTION VI
POLICE
The Santa Momca Pollee department provIdes the general law enforcement servIce wIthin the
Cay. ThIS mcludes enforcmg the Santa Momca City Code, CalIfonua Penal Code, traffic and
park.1ng laws and other laws relatmg to narcotJ.c and alcohol beverage control. In addition to
fulfilhng the law enforcement functIOn, the department operates the CIty JaIl and proVIdes vanous
servIces to the pubhc, mc1udmg a vanety of cnme preventIon programs. The department
attempts to work closely with the public to provide the safest and hIghest qUalIty of law
enforcement servIces for the reSIdents and VISItors of Santa MOnIca.
The Ammal RegulatIon dIvision IS responsible for the enforcement of all local and state laws
relaung to the care, treatment, Impoundlllg, and dISposal of ammals The dn/lSlOn responds to
cItlzen calls for servIce regardmg ammals concerns, Issues anImal licenses by law, and contmues
to aggressIvely control lost or stray ammal populatIons. The dIVISIon IS operated under the
supervIsIon of the Office of Admln1stratIve Services dIVISIOn.
The department IS organIzed mto five dIfferent dIVISIons AdmInIstratlve ServIces, OperatIons,
Harbor Umt, SpeClal Enforcement, Cnmmal InveStigatIOns, and Ammal RegulatiOn. The costs
shown In the Police analysis mclude all dIvlSlons except Alllmal RegulatIon and the Harbor Unit.
Ammal Regulation servIces were analyzed separately from the other dIVISIons The Harbor Unit
IS not a general fund diVIsion and therefore, was excluded from our analYSIS.
Withm the OperatIons divisions, DMG examined the costs of 24 fee actIVIties, 13 of which have
fees currently In place. Gfthe remammg eleven, eIght have new fees proposed. Fee-for-service
actIVItIes are a relatIvely small component of the entire department's responSIbIlItIes, The_bulk
of the departmental cost - roughly $29 7 mIllion - therefore, IS for pubhc protection and patrol
servIceS, JaIl operatIons, and the mamtenance of records for miscellaneous mCIdents, cnmes and
arrests, and IS appropnately funded through taxatIon, Total fee-for-servIce costs, mcludIng
dIrect and mdIrect, are $1,302,317 User fees currently generate $239,927 resulung m a general
fund subSidy of $1,062,390 (82%) The largest subsidy, $419 thousand, IS tor vehIcle Impounds
and releases (fee 16), where a fee can only be charged for vehicles that are actually returned to
theIr owners and where the Impound was not related to a stolen vehicle recovery
ECONOMIC & POllCY CONSIDERA nONS
Elasticity - Demand for user fee servIces proVIded by polIce operatIons IS almost perfectly
melastIc, ServIces WIll be purchased and fees paId because the aCtIVIty IS reqUired for bUSIness
regulation.
Alllmal aJd or shelter fees tend to be relatIvely elastIc. If fees are ralsed past a certaln point,
the public generally reSIsts paymg for those servIceS and WIll not bother to license theIr dog,
spay or neuter theIr pet, or redeem thelr ammals from Impoundment at the shelter. While many
citizens are responsible pet owners, some prefer to nsk a later citation (or losmg thelr pet) rather
than pay a fee up front.
86
Subsid~' - Public protection or patrol servIces are typically fully SUbSIdIzed through tax dollars.
In those areas where user fees are charged, the appropnate subSIdy level depends upon the
perceptIon of who benefits - the mdlvldual or the general public.
SubSIdIzatIOn of anImal services IS usually the result of a deSIre by a cay to encourage use of
the servIces either by 1) groups of people who may not be able to afford them, and 2) the
ClUzens as a whole to keep the CIty free of am mal-related problems, It IS common for CIties to
have a shdmg scale of fees for anImal control based on the abIlity to pay
Economic Incentive - Many fees In a pollee depanment are establIshed as a dlSlncentlve to
partICIpate In a partIcular activIty. An example would be hIgh nUl response fees, Other fees
can be establIshed as an inCentIve to promote compliance, such as low fees for gun regIstratiOn,
or low ammal lIcensmg fees.
Competition - There IS compeutlOn for certam user fee sefVIces from the pnvate sector. For
example, contract secunty services for football games may be obtamed from a pnvate security
servlce. However, for most polIce servIces no competitIon eXists, e.g. false alarm response,
aCCIdent or InCIdent report copIes.
Vetennary hOSPItals WIll usually proVIde alteratIon, euthanasIa and perhaps adoptIOn servIces.
However, they do not provide all the services that an animal aId diVISion provides. In addition,
they make It a practIce not to subSidize theIr servICes. Therefore, competItIon is not really a
factor In establIshing ammal regulatlon fees. The only competItion would be not usmg ammal
servlces at all
OPERA nONS
A.. 'I~AL YSIS & RECOIVl1\-lL1\ffiA TIONS
The Santa Momca Police department currently collects fees covenng about 18% of its total fee-
supported activitIes, thereby leavmg a general fund subSIdy of 82 %. All recommendations in
the report were made by DMG per the staff's request. However, the staff's recommendatIOns
are shown In the per-umt summary sheet followmg thIS sectIOn. Because polIce departments are
so heavily SUbSIdIZed for most of its activities, It is DMG's position that the user fee services
WhICh benefit mdIviduals should recover as close to 100% of cost as poSSIble. However, there
are always exceptJons to thiS general rule. If the study's recommendatIons are fully
Implemented, the department will real1ze a 54% cost recovery or an Increase of $361,758
annually, ThIS WIll bring annual revenue to $601,685, more than doublIng current revenues.
Fee recommendatIons made by DMG reflect recovery levels between 60-100% of cost with the
exceptlon of vehicle Impounds and SpecIal events. As stated above, fees WhICh rend to benefit
mdivIduals should be paid for by those mdIViduals and not funded by general taxatIon dollars,
DMG's recommendatIOns for 100% cost recovery are for the followmg fees. alcohol dispense
license, crime analysis/research, dnvmg under the influence (DUI) WIth accIdent/InJury, radIO
tape (dIscovery case), photos, and vanous permits (fees 2, 3, 4, 12, 15, 17, 18, 22 and 23).
There are other fee-for-servIce actIVItIes WIthin thIS analYSIS for which DMG would normally
recommend full cost recovery, However, thIS was not done because the difference between the
87
current fee and full cost was so sIgmficant (fees 1, 9, and 19). DMG would suggest workmg
towards full cost recovery In these actlvItteS over the next couple of years.
False alarm response, fees 9 and 10, had the most slgmficant tmpact tn terms of total mcreased
revenues The recommended fees double current fees and DMG would recommend full cost
recovery for thIrd responses m the future. The cost shown m fee actIvIty 9 for false alarm
response represents (he cost of respondmg the first, second and thIrd Ume The fee for the
fourth response (fee 10) appears to recover more than cost. However, keep In mmd that fun
cost IS not bemg recovered for the first three responses and at thIS pomt many agencIes view this
as a penalty to dIscourage behavIor and not a fee-for-servlce.
Currently all permItted actiVItieS (fees 22-24) that reqUIre police reVIew are collected by the
Busmess LIcense department. The costs m thiS analYSIS reflect the tIme spent revIewmg new
and renewal appl1catlOns and all necessary background checks (police tIme only) Currently,
these permIt fees vary greatly dependmg upon the type of busmess and whether or not it is a
renewal, From the PolIce department's standpomt, It does not matter what type of permtt It IS
because they all take approximately the same time. The only exception IS pawn broker permits
which requires police time to review pawn tickets. Unless there is a measurable vanance in the
amount of time spent by the Busmess License department on these permlts 11 seems reasonable
and farr to have the same charge for all of them excludmg pawn brokers
Speclal events admInIstratton can be found in fees 20 and 21 ThIS reflects the set-up tIme
aSSOCIated WIth all special events held withm CIty lImits Typically DMG IS aggressIve In Its
recornmendauons for these types of servIces unless the event is sponsored by a non-profit.
However, because there are no fees currently charged, inItIatIng a fee at full cost may have too
large an impact on the requests for servIceS, Therefore, DMG concurs WIth staffs
recommendattons whIch are set at lower than full cost, Full cost hourly rates have been
developed WhICh can be used for pollee staff lime provIding secunty or traffic control at these
events. Please see the end of thIS secUon for these rate ca1culauons. Currently, the City does
not charge for these services.
The dIfferences between DMG recommendatIons and staff recommendallons were mmor. The
largest dIfference was In report copIes (fees 7 & 8), vehIcle Impound release (fee 16) and boot
removal (fee 19). Based on our expenence WIth other CItIes, DMG would recommend these fees
be set at lower than full cost recovery, The department may expenence a faIrly vocal response
from the publIc and the Insurance mdustry as a result of the Increase in report copy fees. It may
also expenence and Increase In Its Impound vehIcle mventory as people may opt not to have their
vehIcle released rather than pay a $50 fee. Finally, DMG agrees that boot removals should be
pursued at for full cost recovery, but a jump from $0 to $124 seemed very high and an lfilUal
recovery of 60% seems more reasonable.
Should all recommendations by DMG be adopted, total mcreased revenues of $361 ,758 WIll be
realIzed. Should staff recommendations be considered, increased revenues total $471,586,
Please see the chart and summary sheets at the end of thIS secuon for more detail of costs and
revenues on a fee~by-fee basiS. Full cost hourly rates are also shown,
88
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92
CITY OF SANTA MONICA
POLICE DEPARTMENT
SUMMARY OF FULL COST HOURL Y RA TES
posrnONITITlE
FULL COST I RECOMMENDED I
RATEJHOUR HAL Y RATE
LIEUTENANT
SERGEANT
POLlCE OFFICER
CSO 1/11
CADET
S8955
577 07
S6~ 01
$37 49
$1423
$89 55
$77 07
S61 01
S3749 1
$14 23
These rates cal" be used to cnarge fer services thaI vary greally from one to tne otner,
thereby mai<;lng an average lJat charge unreasonable An example wouid be a 'arge speclai event
93
A~ThIAL REGULATION
ANALYSIS & RECOl\'L\IE~l)A TIO~S
The CIty IS currently recelvmg $65,944 for ammal 3ld services. 530,450 of which IS revenue
receIved for the Issuance of licenses. The total cost of anImal aid servIces IS $440,204 leaVIng
a SUbSIdy of 85% Total user fee costs are S187,172leavmg a subsIdy of 5121,229 or 65%,
The analYSIS mcludes ammall1censmg services which are sometImes not considered "fee-for-
service" but rather a general revenue source deSIgned to help offset baSIC ammal control and
protection services. such as diSease control or abuse lflvestIgatlon, In this case, however, the
revenue IS not even covenng the cost of ISSUing the lIcense, much less proVIdIng additIonal
revenue. Fee Increases have been made by staff WhICh wIlllmtlally recover about 80% of the
cost of these servIces Staff feels these recommendations, $10 for a neutered and $20 for a non-
neutered dog are closer to what the CIty'S neighbors are chargmg. OftentImes If lIcensmg fees
are set too hIgh, people do not lIcense theIr anImal. In thIS case. a more reasonable fee of 80%
cost recovery should act as an IncentIve. Total Increased hcense revenues of $22,050 WIll be
realIzed
Staff has made recommendauons of 100% m those actIVItIes where It feels strongly that the
service truly benefits the indIVidual (fees 5. 6, 11. 13. and 14), Fees of less than 100%
recovery have been made In aCtIVItIes whIch are viewed as more senSItIve. such as plclang up
a dead ammal from Its owner (fee 2),
The cost of ISSUIng CItatIons has been calculated. but the diVISIon was unable to proVIde
offsetting revenue figures, Furthermore, the court system sets the fee and retams 11 % of the
fee charged. malang the revenue traIl that much more difficult to track. Because citatIons are
penaltIes and not fees charged for services provided, thiS actlvlty has been excluded from- the
user fee revenue/cost companson. However. once the diVISIon determmes total revenue they
should ensure that at least their costs are being recovered or petitlon the courts to Increase the
penaltIes.
The rem3.1mng revenue Increases are not slgmficant when looked at In theIr entIrety, On a fee-
by-fee baSIS, however. some Increases are significant. For example, the dIVISIon recommends
a $30 fee for a bIte investIgatlon report be implemented where currently there IS no charge.
Overall, DMG beheves all fee Increases are reasonable and concurs with the diVision's
recommendatIons. The followmg outlines some specific pomts regardmg particular animal fee
servIces analyzed:
· The pet relInqUIshment fee for animals WithOut licenses (fee 5) does not mclude
the license fee. The City could charge for a hcense or assess the penalty fee of
$13 (newly recommended) for not haVing a license.
. The pIck-up, Impound and retum-to-owner (fees 8 & 9) activlbes have
conservative recommendauons as an mcentIve to owners to pick-up then ammals,
The addluonal $3 for fee 9 reflects a new recommended Increase from $2 to $5
for the daily maintenance of an Impounded ammal.
94
. The Issuance of a l1cense m the field (fee 14) IS the penalty for not having a dog
license. The recommended fee of $13 IS the penalty portIon only. ThIS reflects
full cost. The lIcense fee WIll be an addlUonal charge.
ACtiVitIes 1,3, 10,11. and 16-19 were excluded from the fee-far-servIce cost/revenue
companson because these are typIcally not conSIdered user fee-onented. For Instance, actIvity
#1. pIck-up & Impound, IS the tIme spent on the retneval of an anImal that IS never returned to
its owner and therefore, no form of revenue can be generated from thIS servIce. The on-gomg
duty of pIckmg up dead ammals from roadways, etc. IS another example of an anImal aId servIce
where a dIrect charge to recover these costs IS not feaSIble (fee 3). General ammal servIces such
as publIc educatIOn, patrol, abuse investIgauon, kennel mamtenance, etc. can be found in fees
16-19.
Overall, If all recommendations are Implemented, the Ammal RegulatIon diVISIon WIll have
mcreased revenues of $35,740. The graph and sum manes followmg dIsplay all relevant
finanCIal data for each fee (and non-fee) aCtiVIty withIn thIS diVISion. The first page of the chart
summanzes the per-una mformauon, and the second page shows total revenues at current, full
cost and recommended levels
95
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SECTION VII
-------- - -
LIBRARY
The mISSIOn of the LIbrary IS to ennch the communIty by provIdmg resources that support
lIfelong readIng and learnmg enjoyment, furnIsh tImely and accurate mformatlOn that responds
to the Interests of a dIverse commumty, and supplement the commumty's educauon needs, The
goal of the department IS to develop, Implement, evaluate and Improve library servIces WhIch
most effectIvely and efficIently accomplIsh thIS mISSIOn.
There are four dIVISIons WIthm thIS department: Admimstratton/Faclhues, Matenals
AcqmSItlOns and Processmg, Mam Library, and Branch Llbranes. For purposes of thIS user fee
analYSIS, all costs of all dIvISIOns have been added together.
Tor.al cost of provIdmg all lIbrary servIces comes to 55.5 mllhon. Total annual revenue,
mcludmg state grant momes, fines, parkmg lot revenue, room and eqUipment rental revenue, and
other user fee and non-user fee revenue comes to $495,(X)(), leavmg a general fund SUbSIdy of
$5 mIllIon.
ECONOMIC & POLICY CONSIDERATIONS
Elasticity - Demand for most hbrary servIces IS somewhat elastIc. There IS a baSIC perceptIon
by the publIc that bbrary serVIces are paId for by tax dollars and thIS perceptIon tends to extend
to ail services, regardless of benefit. Also, in a tight economy, demand for non-essential goods
or actIVItIes tends to declme, ThIS is especIally true If the aCtIvity IS perceIved to be costly.
Subsidy - LIbrary servIces are heavily subsidized, The commumty-wIde benefits far outweigh
the mdIvidual benefits and therefore seZVlces are generally provided for free. In tImes where
general fund momes are stretched, CIties will typically eliminate library servIces rather than
begm ImplementIng fees. However, DMG has seen a trend for fee ImplementatIon and fee
Increases where a specific mdividual benefits from a specIfic service.
Economic. Incentives - By raIsmg or lowenng fees, a city can attract or discourage pa:rtJ.clpatIOn
In partlcular acl1vitles. The lower the fee, the greater potential partlClpallon. The converse iSt
of course, also true,
Competition - Other than room or VIdeo rentals, there IS little competItIon for library servIces,
Ai~ALYSIS & RECOMl\'ffi.'ffiATIONS
The LIbrary generates very lIttle of Its revenue from fee-for-service actIVItIes, Total cost for
user fee actIvItIes comes to $80,882. Current revenue totals $3,294, The remaInmg general
fund SUbSidy is $77,588, The department has recommended increasing ItS revenue by $35,588.
99
The depanment elected to Increase Its current fees and Implement some new fees. Many of the
fee Increases, if Implemented, wIll closely recover cost. One exceptlon to thIs is the fee increase
recommended for InterlIbrary book loans. The current fee IS $0.50 and the full cost IS $9, The
lIbrary staff recommended an Increase to $2 so as not to create a barrIer to these resources,
FacIlIty "bookmg" fees are fees desIgned to cover the labor cost of processmg facIhty
reservatIons, mamtaImng the reserve log, and processing payment. ImplementatlOn of these fees
WIll establIsh a range of cost recovery from 45 to 100%. depending on the user. In addItion,
the responsIbIlIty for prepanng facIhty rentals (set up, clean up, etc ) WIll be transferred from
library staff to the group or IndIVIdual rentmg the room. Rental revenue, esumated at $10,100
for 1992/93. IS expected to Increase WIth Increases In those fees.
100
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- - --- - -
SECTION VIII
ENVIRONMENTAL PROGRAMS
The EnvIronmental Programs dIvISIon IS dIrectly SUpervISed by the CIty'S Manager Office, It
IS part of an enterpnse fund and Its pnmary functIon IS to provIde servIces WhIch promote
envIronmental awareness and protecuon through a broad array of programs In the areas of water
and energy conservation, hazardous matenals management and waste mInImizaUon Overall,
the dIVISIOn proVIdes the dnvmg force In the concerted effort to make the City of Santa MOnIca
a sustamable commumty
DMG analyzed 25 fee and non-fee aCUVItleS WIthin the EnVIronmental Program dIVISIOn, The
non-fee actlv1tles may be found m fees 17-25 and pnmanly relate to conservatIon and educatIon
actiVIties and direct support to other enterprise funds for which a fee is not applicable or
appropnate. Fee servIces can be found In fees 1-16. Total-fee-for servIce costs are $330,505
WIth correspondmg revenues of $209,025 ThIS leaves a wastewater fund subSIdy of $121,480
or 37%
ECONOl\HC & POLICY CONSIDERATIONS
Elasticity - The demand for h37;:1rdous matenal permIt and mspectIon servIces IS extremely
melastic, meamng that servIceS wIll be demanded at the same level at almost any pnce. As WIth
most hazardous matenal management fee servIceS, these activitIes are a reqUirement to operate
a busmess wIthm the CIty. Therefore, users of these services WIll pay the reqUIred fees if they
want to contInue their busmess operatIons,
Subsidy - Most hazardous material user fee servIces should be charged at full cost. The
ratIonale IS that while actions may be taken for the overall safety of the commumty, the dIrect
benefit of the servIce sUll impacts specIfic busmesses. It IS due to the type of busmess they have
that these safety precautIons are necessary.
Economic Incentive - IncentIves do not playa sIgmficant role In settIng l1a7;:1rdous matenal
servIce fee, The poSSIble exception would be establIshment of pumtIve charges as a diSIncentIve
for those busmesses who fail to comply WIth stare code regarding hazardous matenal storage,
Comoetition - There 1S typIcally no competItion for hazardous matenal inspection user fee
servIceS from the pnvate sector.
AJ.'\fALYSIS & RECOMMENDATIONS
DMG worked closely WIth EnvIfonmental Programs staff, as well as Fire department staff, m
the calculation of these servIceS. Total costs of this diviSIOn are $2,658,015 wlth user fee costs
of $330,505, As descnbed above most of the services wIthm this dIVISIon are non-fee related.
Current revenues are $209,025 leavmg a wastewater fund SUbSIdy of 37% for fee-for-servlce
actIVItIes,
104
The staif has made recommendatiOns WhICh attempt to recover 100% of cost for all fee servIces.
ThIS IS an aggressIve approach to fee setung and one whIch IS common withm hazardous
matenal programs.
Fees 1-4 are actlvItIeS whIch relate to hazardous matenal dIsclosure/inspectlOn servIces. The
City'S FIre department prOVIdes a little over half of the suppan costs for these inspectIons,
Theu costs were calculated m the FIre depanment analYSIS and transferred to these fees, It IS
estImated that on an annual basIS the FIre department proVIdes Just over $130,000 of support to
the wastewater fund for these servIces and therefore, thIS poruon of its total revenues should be
transferred to the general fund. Staff recommendations for these actiVitIes m total wIll generate
an addItIonal $29,765 In revenues annually. Staff dId not recommend lowenng the current fee
for hazardous matenal-type I InspectIons (fee 1) although It appears the current charge IS greater
than cost. Staff felt thIS was comparable to what others were chargmg for the same servIce and
that there are hIdden costs whIch JustIfy thIS charge Examples of some of these hIdden costs
are:
1) Fees wIll not be Implemented unul1993/94 budget where costs for these servIceS have
Increased,
2) Costs for h2.7.::lTdous matenals management are acceleratmg each year as more
reqUIrements are placed on the dIVIsion for momtonng and records mamtenance, and
3) PotentIal Impacts such as lIabIlity Issues and the need for the CIty to be prepared to
respond should a hazardous matenal mcident occur are not reflected In these costs.
All permIt and inspectIon servIces relating to h;(7~rdous matenal underground storage tanks can
be found in fees 5-10, StaffrecommendaUons wIll generate additional revenues of over S22JOOO
annually.
Full cost hourly rates have been development for EnVIronmental Program staff in fees 11-15.
These rates can be used for addItIonal mspecoon actIVItIes and tIme spent on code VIOlatIon
servIces. The staff has made recommendations whIch reflect 100% recovery, Based on
estImated potentIal bIllings totalmcreased revenues are just under $81.000.
Please note that the costs of hazardous materials traming have been reallocated over all fee
acuvIties as support costs to provldmg these services, These costs total $25.135 each year and
are reqUlred by law,
The graph and sumrnanes followmg dIsplay all relevant finanCIal data for each fee (and non-fee)
acUvIty WIthIn thIS diviSIOn,
105
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