Agenda packet — Manhattan Beach City Council, April 15, 2025 (part 2 of 4)

180
File Number: 25-0055
all personnel and external costs involved in providing a service. A thorough review of established workflows and service delivery allowed staff and Willdan to identify missed costs that were not captured in the last Study completed in 2020. · Decreased fees were caused by efficiencies identified where services require less time to complete and caused by changes in personnel providing the services. · New fees were identified by staff through the User Fee Study, in which the services had no previous cost recovery mechanism and were otherwise fully subsidized by the City. Considering user fees are discretionary on the part of the user, it is customary to introduce new fees to offset the City cost in delivering those discretionary services. · Deleted fees were identified by staff through the User Fee Study by evaluating fees that are no longer applicable or otherwise obsolete.
· Fees with no change were also identified as fees that had no change in methodology or are fees set by state statue/law, are market driven, are deposit based, or previously set to recover “actual costs” in which the method remains the same.

Fee Changes by Department/Program are described below and further illustrated in TABLE 2: Summary of Changes by Department, as found within Exhibit A - Summary Tables for Staff Report attachment.

1. Finance Fees include a mixture of return check fees, business and dog license related fees, parking permit fees, and long-term and sidewalk dining permit fees. The Study resulted in an increase to 5 fees, decrease to 1 fee and 11 fees remaining as-is.

2. Parks and Recreation Fees - Non-program / Activity Related include services related to banner installation, special events, and film permits. The Study resulted in an increase to 6 fees and 1 fee being eliminated.

3. Management Services - City Clerk Fees include services related to reproduction services, regulated fees, or fees not otherwise recommended to be changed. The Study resulted with all eight fees remaining as-is.

4. Citywide Fees include the Finance penalty for late payment, the technology fee, and a new fee for administrative citation appeals.

5. Police Fees include a variety of event type permits, parking violation penalties, animal services, alarm permit fees and technical support fees. The Study resulted in an increase to 18 fees, decrease to one fee, five fees remaining as-is and two fees eliminated.

6. Fire Fees include a variety of fire inspection/permit fees, ambulance transport fees and the fire technology fee. The Study resulted in an increase to five fees, decrease to 29 fees, addition of 14 new fees and seven fees remaining as-is.

7. Public Works Fees include a mixture of barricade rental fees, tree removal permits, utility related charges and civil engineering services. The Study resulted in an increase to 13 fees, decrease to four fees, addition of two new fees, six fees remaining as-is and eight fees eliminated (three of which are the Online Bid and Proposal Fees which are no longer applicable and other fees that were duplicative).

8. Community Development - Traffic Engineering Fees include parking related request services and appeal fees. The Study resulted in an increase to four fees, decrease to two fees, addition of one new fees and four fees remaining as-is.

9. Community Development - Planning Fees include a variety of planning review, development related services and appeal fees. The Study resulted in an increase to

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File Number: 25-0055
63 fees, decrease to 23 fees, addition of 33 new fees, nine fees remaining as-is, and three fees eliminated.

10. Community Development - Building Fees include a variety of building permit, inspection, plan check and development related services. The Study resulted in an increase to 90 fees, decrease to 27 fees, addition of 28 new fees, 10 fees remaining as-is and eight fees eliminated.

Overall, the Study observed 437 Citywide user fees across 10 Departments/Divisions.

Comparative Analysis of Other City Fees
In assessing the customer impact of the fee changes, Willdan completed a comparison of other city fees to our proposed fees. The survey included the cities of Beverly Hills, Torrance, Redondo Beach, Newport Beach and Santa Monica. The results of the comparison are included in attached as Comparative Analysis of Other City Fees. This Analysis shows that the fees vary drastically across other municipalities as each city has their own set of operations and procedures in their service delivery that are unique to their city. For example, the City’s Planning Variance suggested fee of $7,113 is on the lower end compared to the other cities of Beverly Hills ($26,763), Torrance ($12,258), and Santa Monica ($19,764.12), yet is higher than the cities of Redondo Beach ($3,200) and Newport Beach ($5,791). Additionally, the fees assessed by other cities may not reflect an apples to apples comparison as each city may have different cost recovery methods (i.e. valuation based building permit fees v. square-footage based building permits fees).

Policy Considerations
The goal of the User Fee Study is to achieve the highest level of cost recovery possible. In certain situations, subsidization is an effective public policy tool to 1) encourage participation, 2) ensure compliance when cost is prohibitive to residents, and 3) promote access to services.

During this User Fee Study, staff evaluated several fees that were limited by State law or otherwise previously set by City Council. Staff suggests revisiting and resetting the fees previously set by City Council due to the increased cost (and subsidy) in providing the service, as illustrated in TABLE 3: Fees Previously Set by City Council, as found within Exhibit A - Summary Tables for Staff Report attachment.

Cost Recovery Realized through Study
Based on estimates from the User Fee Study, adjusting citywide user fees would allow the City to realize an estimated $1,502,284 annually that would have otherwise been subsidized by the City (see TABLE 4: Cost Recovery Results from Proposed User Fees, as found within Exhibit A - Summary Tables for Staff Report). It is important to note that existing fee activity and revenues were used to project the estimated revenues illustrated in TABLE 4, however, these estimates do not include any new proposed fee revenue as those quantities and prior history do not exist.

Next Steps
If adopted, the new Citywide and building-related fees could go into effect on July 1, 2025. In accordance with Resolution No. 25-0020, the user fees will set to increase or decrease on

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File Number: 25-0055
July 1st in the years going forward based on any salary increase/decreases per the future Memoranda of Understanding with City Employee bargaining groups. This annual adjustment will apply to all fees with the exception of fees set by law or by Council Policy.

PUBLIC OUTREACH:

The preliminary results of the Cost Allocation Plan and User Fee Study were presented at a public meeting of the Manhattan Beach Finance Subcommittee held at City Hall on March 31, 2025.

On April 1, 2025, the City notified the Building Industry Association of Southern California (BIASC), The Gas Company, and Southern California Edison (SCE) of its intent to modify user fees in accordance with California Government Code Section 66016.

Email notification was sent on April 10, 2025, to the Community Development Department email list that includes several hundred contractors and other important stakeholders.

Additionally, the public hearing for April 15, 2025 was properly noticed in the April 3, 2025, legal notices section of The Beach Reporter. Related documents were posted on the City website on April 4, 2025, and made available at City Hall for in-person review.

ENVIRONMENTAL REVIEW:

The City has reviewed the proposed activity for compliance with the California Environmental Quality Act (CEQA) and has determined that the activity is not a “Project” as defined under Section 15378 of the State CEQA Guidelines because it consists of an administrative activity of government that will not result in direct or indirect physical changes in the environment.

Therefore, pursuant to Section 15060(c)(3) of the State CEQA Guidelines the activity is not subject to CEQA. Thus, no environmental review is necessary.

LEGAL REVIEW:

The City Attorney has reviewed this report and determined that no additional legal analysis is necessary.

ATTACHMENTS:

1. Resolution No. 25-0020

2. Exhibit A - Summary Tables for Staff Report

3. Comparative Analysis of Other City Fees

4. Proposed Comprehensive Fee Schedule

5. Report on User Fee Study

6. Report on Cost Allocation Plan

7. PowerPoint Presentation

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183
RESOLUTION NO. 25-0020

A RESOLUTION OF THE MANHATTAN BEACH CITY

COUNCIL ESTABLISHING NEW FEES AND CHARGES

FOR GOODS, SERVICES AND FACILITIES PROVIDED BY

THE CITY OF MANHATTAN BEACH AND AMENDING AND
RESTATING THE CITY’S COMPREHENSIVE FEE

SCHEDULE

THE MANHATTAN BEACH CITY COUNCIL DOES HEREBY DECLARE,
FIND, DETERMINE AND ORDER AS FOLLOWS:

SECTION 1. The City of Manhattan Beach (“City”) is empowered to impose reasonable fees, rates, and charges for municipal services. California Government Code Section 66000 et seq. authorizes the City to adopt fees for municipal services, provided such fees do not exc eed the cost to the City for providing the services. Periodically, the City Council determines that fees, rates, and charges should cover the costs reasonably borne or a substantial portion of the actual costs of the goods and services provided by the City.

SECTION 2. The City has conducted an extensive analysis of its services, the costs reasonably borne by the City in providing its services, the beneficiaries of such services, and the revenues produced by those paying fees and charges for such services. The City retained an independent consultant, Willdan Financial Services (“Willdan”) , to conduct the analysis of the City’s services and related costs. Willdan collected data from City personnel as part of that analysis. City departments have reviewed the fee schedule and made certain recommendations to ensure the full cost of services are identified and fully recovered when possible.

Willdan completed a Full Cost Allocation Plan dated April 2025 and a Comprehensive User Fee Study dated April 2025 (collectively “Studies”). The Studies are on file with the City Finance Department and are incorporated by this reference. The Studies set forth a mechanism to ensure that fees adopted by the City do not exceed the reasonable estimated cost for providing the services f or which the fees are charged.

SECTION 3. The adoption of this Resolution approves and sets forth a procedure for increasing reasonable costs, fines and penalties for the purpose of meeting increased operating expenses of City departments and is, therefore, exempt from the California Environmental Quality Act (Public Resources Code Sections 21080 et seq.) pursuant to Public Resources Code Section 21080(b)(8)(A).

SECTION 4. After conducting a duly noticed public hearing on April 15, 2025, and satisfying all applicable provisions of California Government Code Sections 66016 and 66018, the City Council hereby determines that the fees, rates, and charges should cover the costs reasonably borne or a substantial portion of the actual costs of the goods and services provided by the City and that 184
certain fees, rates, and charges identified on the Proposed Comprehensive Fee Schedule (“Fee Schedule”) attached hereto as Attachment A and incorporated by this reference, do not fully re cover the actual costs under the existing fee schedules.

SECTION 5. Based upon the foregoing, the City Council hereby establishes, adjusts and increases the fees, rates, and charges for the items identified in the Fee Schedule . The City Council hereby finds that, where applicable, the fees, rates and charges will not exceed the cost of providing the service to which such fees apply. The fees adopted hereunder are based upon the actual cost to the City of providing the service o r facility for which the fee is charged. Calculation of the fees is based upon the Studies conducted by Willdan.

SECTION 6. The State of California requires cities to charge state - established fees, rates, and charges, which are paid to the State. The City Council hereby directs the City Clerk to incorporate such State -imposed fees, rates and charges into the Fee Schedule, and every year hereafter.

SECTION 7. The restatement in the attached Fee Schedule of existing rates and amounts for previously imposed fees, and charges is for the purpose of administrative convenience and is not intended, and shall not be construed, as the imposition, extension, or increase of any such fee, or charge.

SECTION 8. The City Manager, or his/her designee, shall have the authority to interpret the provisions of this Resolution and the attached Fee Schedule for purposes of resolving ambiguities. The City Manager shall have the authority to authorize and require reasonable compensation for the temporary use of City property or receipt of City services not otherwise provided for in this Resolution or other applicable resolutions or ordinances. Such compensation shall be based upon the City’s fully burdened hourly rates or costs as described in the Studies.

SECTION 9. Any increase or decrease in the fees listed on the Fee Schedule shall take effect July 1 , 202 5, including those related to Community Development services. Fees will subsequently increase or decrease on July 1st, annually, based on salary increase/decreases per current Memoranda of Understanding with City Employee bargaining groups for all fees not set by law.

SECTION 10. The City Clerk shall certify to the passage and adoption of this Resolution.

185
ADOPTED on April 15, 2025.

AYES:

NOES:

ABSENT:

ABSTAIN:

_________________________________

AMY THOMAS HOWORTH
Mayor

ATTEST:
_________________________________

LIZA TAMURA
City Clerk
186

EXHIBIT A

SUMMARY TABLES FOR STAFF REPORT

TABLE 1: Results of the Cost Allocation Plan
(100% Cost Recovery Model)

Fund Name FY 2020 CAP FY 2025 CAP Increase
Water Fund $ 1,350,258 $2,348,499 $998,241
Stormwater Fund 194,717 282,280 $87,563
Sewer Fund 672,273 692,513 $20,240
Parking Fund 534,001 610,228 $76,227
County Parking Lots Fund 37,358 82,801 $45,443 State Pier and Parking Lot Fund 44,175 133,325 $89,150 TOTAL $2,832,782 $4,149,646 $1,316,864

TABLE 2: Summary of Changes by Department

Number of Fees
Department / Fee
Group Increasing Decreasing New
Not
Changing Eliminating
TOTAL
(excluding
Eliminated)
Finance 5 1 0 11 0 17
Parks and Recreation 6 0 0 5 1 11
MS - City Clerk 0 0 0 8 0 8
Citywide Fees 1 0 1 1 0 3
Police 18 1 0 5 2 24
Fire 5 29 14 7 0 55
Public Works 13 4 2 6 8 25
CD - Traffic Engineering 4 2 1 2 0 9
CD - Planning 63 23 33 9 3 128
CD - Building* 90 27 28 10 8 155
Total 205 87 79 64 22 435

*Combination Fee table would be set at full cost recovery

187
TABLE 3: Fees Previously Set by City Council

Category Description Current
Fee
Full Cost
Recovery
POLICE
Block Party Permit Review an application for a block party. $50.00 $209.00

COMMUNITY DEVELOPMENT - TRAFFIC ENGINEERING
Parking Request
Administrative Review of a parking-related
issue, such as a request for a red zone or
disabled parking space.
$100.00 $674.00
Traffic Request
Administrative Review of a limited scale
traffic-related issue, such as a request for
installation of a crosswalk or traffic calming
measure.
$100.00 $701.00
Stop Sign Request
(2nd Request)
Processing a request to install a stop sign
following initial denial / approval. $500.00 $2,783.00

COMMUNITY DEVELOPMENT - PLANNING
Appeal to CC - Administrative
Decision
Appeal of an administrative decision to the
City Council $500.00 $3,983.00
Appeal to CC - PC Decision Appeal of a Planning Commission decision to the City Council $500.00 $2,925.00
Appeal to CC - PPIC
Decision
Appeal of a traffic-related or encroachment-
related decision of the Parking and Public
Improvement Commission to the City
Council
$500.00 $1,772.00
Appeal to PC - Administrative
Decision
Appeal of an administrative decision to the
Planning Commission $500.00 $4,055.00

COMMUNITY DEVELOPMENT – BUILDING
Solar Permit Plan Check and
Inspection
Residential (State Maximum is $450) $100.00 $450.00
Commercial up to 50 kw (State Maximum is
$450) $100.00 $1,000.00
Commercial 51-250 kw (State Maximum is
$450) $100.00 $1,000.00

188
TABLE 4: Cost Recovery Results from Proposed User Fees

Department/Division
FY 24/25
Budgeted
Cost
Indirect
Overhead Total Cost
FY 24/25
Budgeted
Revenue
Current
Cost
Recovery
Projected
Revenue
Change*
Updated
Cost
Recovery
MS - City Clerk 999,445 - 999,445 5,000 1% - 1% Citywide Fees NA NA 768,339 459,551 60% 308,788 100% CD - Building 3,647,153 1,250,941 4,898,094 4,622,868 94% 275,226 100% CD - Planning 1,844,250 632,561 2,476,811 593,805 24% 517,636 45% CD - Traffic Engineering 490,570 168,261 658,831 70,000 11% 188,626 39% Fire 700,894 404,195 1,105,089 403,386 37% (125,484) 25% Parks & Recreation 7,275,018 3,853,601 11,128,619 4,718,407 42% 6,397 42% Police 26,953,913 16,040,664 42,994,577 2,827,250 7% 35,636 7% Public Works 8,782,509 2,245,118 11,027,627 975,700 9% 295,459 12% TOTAL 50,693,752 24,595,341 76,057,432 14,675,967 19% 1,502,284 21% *The above table does not include revenue effects of new fees as participation is unknown.

Based on results from the User Fee Study, adjusting the citywide user fees would allow the City to realize an estimated $1,502,284 in additional user fee revenue recovered annually that would have otherwise been subsidized by the City. 189

FINAL DRAFT
APRIL 2025
190

FINANCE
Row
# Category Description
Current
Fee/ChargeNotes Full Cost
Subsidy
%
Suggested
Fee
Net
Change % Change
Annual
Quantity
1 Return Check & Insufficient Funds
Fee - First Check
Re-processing of checks or other payments due to insufficient funds. [California Civil Code Section 1719] $25.00 Set by
Statute NA NA $25.00 $0 0% 6
2 Return Check & Insufficient Funds
Fee - Subsequent Check
Re-processing of checks or other payments due to insufficient funds. [California Civil Code Section 1719] $35.00 Set by
Statute NA NA $35.00 $0 0% 0
3 Business License Identification DecalIssue a decal when a business license requires the use of a vehicle on request. $5.00 $5.18 3% $5.00 $0 0% 1200
4 Custom License Listing Request -
Existing
Providing a unique listing of customized business and animal licensing information. $42.00 $28.76 3% $28.00 -$14 -33% 0
5 Custom License Listing Request -
New
Providing a unique listing of customized business and animal licensing information. $27.00 $28.76 3% $28.00 $1 4% 12
6 Business License Application /
Renewal Fee Recovers cost of business license tax renewal software. $17.00 Resolution No. 25-0001 &
Ordinance No. 25-0001.

Fee is adjusted annually by
CPI every January 1 of each
year.
$17.00 0% $17.00 $0 0% 4500
7 Dog Licenses-Spayed / Neutered $23.00 $23.00 0% $23.00 $0 0% 1575 8 Dog Licenses-All Others $51.00 NA NA $51.00 $0 0% 118 9 Dog Licenses-Duplicate Tag $4.00 $4.60 13% $4.00 $0 0% N/A 10 Oversized Vehicle Permit - ResidentAnnual parking permit for residents to park oversized vehicle on street.

Fee established per Resolution No. 24-0035. $65.00 NA NA $65.00 $0 0% 46 11 Oversized Vehicle Permit - Guest72 hour parking permit for guests of a resident to park oversized vehicle on street. Fee established per Resolution No. 24-0035. $45.00 NA NA $45.00 $0 0% 2 12 6 Month Parking Permit
A limited number of permits are available to merchants commercially licensed in the Downtown and North-End Business Districts:
-Lower Level Metlox - Lot M
-10th Street and Bayview Drive - Lot 1
-12th Street and Bayview Drive - Lot 2
-Highland Avenue and Rosecrans Avenue - Lot 4
Individual permits may be purchased every 6 months and are available through a waitlist.
$160/$100
Permits cost
$160.00 each
or can be
purchased at
$100.00 each if
buying in bulk
of 5 permits or
more
Based on Market Rate.

Adjusted fee to be set by
proposed resolution at
April 15, 2025 Public
Hearing
NA NA $250.00 $90 56% 1600
Licensing of animals within the City Limits.
- 50% discount for seniors 62+ with income under $10,000. - No Charge for handicapped, disabled or seeing eye dogs. - Late Penalty of 20% per month not to exceed 100%.
191

FINANCE
Row
# Category Description
Current
Fee/ChargeNotes Full Cost
Subsidy
%
Suggested
Fee
Net
Change % Change
Annual
Quantity
13 Monthly Parking Permit
Monthly Lower Level Metlox Parking Lot Parking Permit (Lot M). Permits are available on a first come first served basis each month beginning on the 25th, or first working day following, for the upcoming calendar month for the Lower Level of the Metlox Parking Structure (12th Street and Morningside Drive; 10-hour parking).

Individual permits may be purchased one month at a time and are available on a first come first serve basis.
$27.00
Based on Market Rate.

Adjusted fee to be set by
proposed resolution at
April 15, 2025 Public
Hearing
NA NA $65.00 $38 141% 1140
14 Mira Costa Residential Parking
Permit
The Mira Costa Residential Override permit program was created to reduce Mira Costa student parking in adjacent residential neighborhoods during the school year. Residential override hangtags are available to applicants who reside in the Mira Costa area on a qualified street posted with restricted parking. Permits cost $15.00 for the first hangtag and $5.00 each for up to two (2) additional permits.
$15.00 /
$5.00 NA NA $15.00 /
$5.00 $0 0% 132
15 Downtown Residential Parking
Permit
The Downtown Residential Override permit program was created to reduce non-resident parking in downtown residential neighborhoods.

Residential override hangtags are available to applicants who reside in the approved Downtown area on a qualified street posted with restricted parking. Permits cost $15.00 for the first hangtag and $5.00 each for up to two (2) additional permits.
$15.00 /
$5.00 NA NA $15.00 /
$5.00 $0 0% 213
16 Long-term commercial use
encroachment permits
The City assesses a fee per square foot of the public right of way pursuant to MBMC 7.36.170. $3.00 Market Driven. Fee
assessed per square footNA NA $4.00 $1 33%
10758
sq. ft.
assessed
17 Sidewalk dining encroachment
permits
The City assesses a fee per square foot of the public right of way per MBMC 7.36.160. $3.00 Market Driven. Fee
assessed per square footNA NA $4.00 $1 33%
13273
sq. ft.
assessed
192

PARKS AND RECREATION FEES (NON-PROGRAM / ACTIVITY RELATED) Row #Category Description
Current
Fee/ChargeNotes Full Cost
Subsidy
%
Suggested
Fee
Net
Change % Change
Annual
Quantity
18 Banner Installation Hanging a banner across the public right-of-way at the request of a private party. $349.00 $388.68 0% $388.00 $39 11% 20 19 Special Events Application - Pass-through (only City access no support)
Processing a request for a special event within the
City. $692.00 $842.47 0% $842.00 $150 22% 3
20 Special Events Application - Repeat or Legacy (with no major changes)
Processing a request for a special event within the
City. $1,026.00 $1,793.16 0% $1,793.00$767 75% 2
21 Special Events Application - New (or with major
changes)
Processing a request for a special event within the
City. $1,495.00 $3,142.83 0% $3,142.00$1,647 110% 5
22 Film Permits - Application - Motion PictureReview an application for a motion picture, which takes place in the City. $550.00 $987.49 0% $987.00 $437 79% 25 23 Film Permits - Application - Still PhotographyReview an application for still photography, which takes place in the City. $218.00 $372.49 0% $372.00 $154 71% 12 24 Major Impact Motion Picture (Per Day) - City Use
Fee Per Day (Impacts are based on cast and crew) $2,500.00Market Driven NA NA $2,500.00 $0 0% 5
25 Minor Impact Motion Picture (Per Day) - City Use
Fee Per Day (Impacts are based on cast and crew) $1,500.00Market Driven NA NA $1,500.00 $0 0% 30
26 Major Impact Still Photography (Per Day) - City Use
Fee Per Day (Impacts are based on cast and crew) $500.00 Market Driven NA NA $500.00 $0 0% 5
27 Minor Impact Still Photography (Per Day) - City Use
Fee Per Day (Impacts are based on cast and crew) $300.00 Market Driven NA NA $300.00 $0 0% 5
28 Recreation Classes Classes offered and run through the Parks and Recreation Department
Varies Market
Driven NA NA Varies $0 0% 1500+
Film Permits Reference: LA Film Office 30 mile zone
fee schedule
193

MANAGEMENT SERVICES - CITY CLERK
Row # Category Description
Current
Fee/Charge Notes
Full
Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity
29 Initiative Petition Processing
A formal notice of intent to circulate an initiative
petition for a municipal measure. [California
Election Code Section - 9202(b)]
$200.00 Set by
Statute NA NA $200.00 $0 0% 0
30 Candidate Processing
Process a candidate for office in the City not to
exceed $25. [California Election Code Section -
10228]
$0.00 Set by
Statute NA NA $0.00 $0 0% 7
31 Candidate Statement - Bi-Annual (10
or less)
Process a candidate statement for publication
electronically or in voter guide per California
Election Code Section 13307.

Actual CostSet by
Statute NA NA Actual
Cost $0 0% 6
32 Reproduction Service - Regular CopiesMaking a copy of a City document upon request. [Per City Resolution 6302] $0.10 NA NA $0.10 $0 0% 0
33 Reproduction Service - Election
Documents
Making a copy of a City election documents upon
request. [Per City Resolution 6302] $0.10 NA NA $0.10 $0 0% 0 34 Archive Retrieval
Based upon request, retrieve an archived
document per box pickup, delivery, and re-file in
storage. Direct cost to cover contractor costs
Actual Cost NA NA Actual
Cost $0 0% 0
35 Copy Service Making a copy of an audiotape, CD, DVD, or PDF file. $8.00 NA NA $8.00 $0 0% 0
36 Lobbyist Registration Process registration for lobbyist. $30.00 NA NA $30.00 $0 0% 2 194

CITYWIDE FEES
Row # Category Description
Current
Fee/Charge Notes
Full
Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity
37 Finance Penalty
Pursuant to Resolution No. 5726, City invoices are
subject to a 5% Late Penalty if not paid within 30
days of the invoice date.
5% NA NA 5% $0 0% NA
38 Administrative Citation Appeal Fee
In addition to the actual citation fine, appellants
must deposit a fee of $500 in connection with filing
an appeal of an administrative citation issued by
Code Enforcement or Police Department. Following
determination of appeal, remaining actual costs
billed based on fully burdened hourly rates of staff
involved in appeal process.

New
Deposit,
plus
actual
costs
NA NA
$500.00
Deposit,
plus Actual
Costs
NA NA
30 - PD
Citations &
0 - Code
Citations
39 Technology Fee
Cost recovery for technology costs related to online
permitting system utilized by Planning, Building,
Traffic Engineering, Fire, Police, Public Works,
Finance, and Parks & Recreation. Technology costs
inlcude staff time for ongoing maintenance and
upkeep of online permitting system. Costs also
include content management (imaging of plans and
files submitted by applicants), on premise storage
and backup of data, annual
maintenance/subscription/licensing fees, server
hardware, cloud storage service, disaster recovery
service, and future system replacement costs.
3% of
Permits 13% NA
13% on
applicable
fees
10% 333%
3,500
annual volume
of transactions
subject to
Technology Fee
195
POLICE
Row # Category Description
Current
Fee/Charge Notes Full Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity
40 Amplified Sound Permit Reviewing a Request to use amplified sound in a non-commercial area. $196.00 $201.81 0% $201.00 $5 3% 36 41 Retail Firearm Permit - New Review of a request to sell firearms within the City$1,013.00 $1,398.23 0% $1,398.00$385 38% 0 42 Retail Firearm Permit - Renewal Renewal of a request to sell firearms within the City.$259.00 $286.64 0% $286.00 $27 10% 1 43 Block Party Permit Review an application for a block party. $50.00 Previously set by Council policy $209.19 0% $209.00 $159 318% 24
44 Weapons Discharge Permit Review an application for a weapons discharge permit within the City. $637.00 $815.75 0% $815.00 $178 28% 1

PARKING
45 Impound Vehicle Release - Lot
Release (at tow-yard)
Collection and release of vehicles impounded by the
City. $146.00 $209.16 0% $209.00 $63 43% 633
46 Impound Vehicle Release - Field
Release (on-street)
Collection and field release of vehicles impounded
by the City. $58.00 $138.61 0% $138.00 $80 138% 17
47 Vehicle Inspection / CorrectionInspect vehicle and sign-off citation for correctable violation. $29.00 $34.65 2% $34.00 $5 17% 30
48 Boot Removal Installation and removal of a parking boot, due to non-payment of 5 or more parking citations.$194.00 $286.86 0% $286.00 $92 47% 0 49 Handicap Violation Waiver
Admin Fee
Processing of repeated handicap violation waivers
for citations issued to individuals with a
handicapped placard. No charge for the first waiver.
$33.00 $37.79 2% $37.00 $4 12% 0

ANIMAL SERVICES
50 Animal Relinquishment - DeadPick up of dead animals for relinquishment on request. $125.00 $138.61 0% $138.00 $13 10% 14
51 Animal Relinquishment - Live AnimalPick up of live animals for relinquishment on request. $250.00 $277.21 0% $277.00 $27 11% 1
196

POLICE - COMMUNITY AFFAIRS
Row # Category Description
Current
Fee/Charge Full Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity
52 Alarm System Permit -
New
Registration of new property alarms within the
City. $61.00 NA NA $61.00 $0 0% 230
53 Alarm System Permit -
Renewal
Annual renewal of Alarm System Permits already
registered within the City. $30.00 NA NA $30.00 $0 0% 2907 54 Alarm School
As-needed class providing education and best
practices for alarm system users who have had
"false alarm" incidents. Completion forgives one
invoice per year
$96.00 NA NA $96.00 $0 0% 22
197

POLICE - TECHNICAL SUPPORT
Row # Category Description
Current
Fee/Charge Unit Full Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity
55 Fingerprint Card / Live
Scan
Fingerprint a person on a card or process a live scan
fingerprint. This is the City's charge in addition to
any DOJ fees.
$25.00 $27.81 3% $27.00 $2 8% 395
56 Digital Reproduction -
Audio Providing a Police audio recording upon request.$101.00 $192.65 0% $192.00 $91 90% 100 57 Digital Reproduction -
Video Providing a police video recording upon request.$225.00 $357.24 0% $357.00 $132 59% 100 58 Police Record Clearance
Letter
Research and prepare clearance letter for
individuals requesting the service. $60.00 $70.30 0% $70.00 $10 17% 7 59 Police Photos - Film &
Digital (per Photo / Page)Providing copies of police photographs on request.$6.00 Per Photo / Page $6.95 14% $6.00 $0 0% 50
60 Police Photos - Film &
Digital (Per CD)
Providing copies of police photographs on a CD
upon request. $13.00 Per CD $7.88 11% $7.00 -$6 -46% 50 61 Data Research and
Release
Research and compilation of data in police records
upon request. $126.00 $138.95 1% $138.00 $12 10% 10
62 Special Business - DOJ
Check
Processing an individual who is involved in the
operation of certain special businesses, which
involves checking that individual against the DOJ's
records.
$1,236.00 $1,252.08 0% $1,252.00$16 1% 1
63 Police Reports Producing a copy of a police report upon request. [Per City Resolution 6302] $0.10 Per Page NA NA $0.10 $0 0% 2428 198
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
Fire Code Annual Permits / State Mandated Fire Inspections Business
64 0-499 SF $232.00 $83.58 1% $83.00 -$149 -64%
65 500-999 SF $232.00 $125.38 0% $125.00 -$107 -46%
66 1,000-1,499 SF $232.00 $167.17 0% $167.00 -$65 -28%
67 1,500-1,999 SF $232.00 $208.96 0% $208.00 -$24 -10%
68 2,000-9,999 SF $349.00 $376.13 0% $376.00 $27 8%
69 10,000+ SF $465.00 $459.71 0% $459.00 -$6 -1%
70 Complex Building Actual Cost NA NA Actual Cost$0 0%
Multi-Family Units
71 3-10 units $232.00 $167.17 0% $167.00 -$65 -28%
72 11-20 units $349.00 $250.75 0% $250.00 -$99 -28%
73 20+ units $465.00 $334.33 0% $334.00 -$131 -28%
74 High Rise $813.00 $835.83 0% $835.00 $22 3%
75 Soundstage
Issue a fire code permit for a
soundstage involving a major
review and inspection. (Per
Soundstage)
[Current fees collected through
agreement. ]
$6,667.00 Set by
Agreement NA NA $6,667.00 $0 0% 80
76 Fire, Temporary Permit - Minor
Event
Review, inspect, and issue a
permit for an event that will have
one or more operational permits
as defined by the California Fire
Code, Section 105.6
$290.00 $318.63 0% $318.00 $28 10% 10
77 Fire, Temporary Permit - Major
Event
Review, inspect and issue a permit
for an event that consumes the
time and resources of the fire
department, based on the
judgement of the Fire Marshal
$560.00 $470.09 0% $470.00 -$90 -16% 8
Review, inspect and issue an
annual permit based on the
business operation as defined by
the California Fire Code, Section
105.6, and occupancy
classifications as determined by
the California State Fire Marshal
Review, inspect and issue an
annual permit based on the
business operation as defined by
the California Fire Code, Section
105.6, and occupancy
classifications as determined by
the California State Fire Marshal
40 266
199
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
78 Fire, Temporary Permit - One Time
Permit
Review, inspect and issue a permit
for an individual operation under
the California Fire Code, Section
105.6 with specific start and end
times
$290.00 $318.63 0% $318.00 $28 10% 100
79 Fire, Temporary Permit - City Staff
support Costs at Fully Burdened
Rate/hour
A temporary permit may require a
Fire Safety Officer to stand by
during the course of the permit,
as determined by the Fire
Marshal. Staffing by the Fire
Department for a major event
Actual Cost NA NA Actual Cost$0 0% 10
80 Fire Re-Inspection
Reinspection of an Annual
Business Inspection or Temporary
Permit
**Per hour
$232.00 3rd
Reinspection $167.17 0% $167.00 -$65 -28% 100
Fire Annual Business Inspection
81 0-499 SF
Providing an annual fire and life
safety inspection of a business
with the City.
$220.00 $83.58 1% $83.00 -$137 -62%
82 500-999 SF
Providing an annual fire and life
safety inspection of a business
with the City.
$220.00 $125.38 0% $125.00 -$95 -43%
83 1,000 - 2,999 SF
Providing an annual fire and life
safety inspection of a business
with the City.
$335.00 $167.17 0% $167.00 -$168 -50%
84 3,000 - 10,000 SF
Providing an annual fire and life
safety inspection of a business
with the City.
$335.00 $250.75 0% $250.00 -$85 -25%
85 10,000+ SF
Providing an annual fire and life
safety inspection of a business
with the City.
$451.00 $292.54 0% $292.00 -$159 -35%
86 Complex Building
Providing an annual fire and life
safety inspection of a business
with the City.

Actual Cost NA NA Actual Cost$0 0%
1200
200
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
87 Fire Residential Sprinkler - Plan
Check
Review a plan and inspect a
residential fire sprinkler system
for conformity with fire code
requirements.
$491.00 $302.92 0% $302.00 -$189 -38%
88 Fire Residential Sprinkler -
Inspection
Fire Residential Sprinkler
Inspection as required for new
construction.
$315.00 $250.75 0% $250.00 -$65 -21%
Fire Commercial Sprinkler
89 Plan Check
Review a plan for a commercial
fire sprinkler system for
conformity with fire code
requirements.
$491.00 $454.39 0% $454.00 -$37 -8% 383
Inspection:
90 1-50 heads
Inspect a commercial fire sprinkler
system for conformity with fire
code requirements.
$373.00 $250.75 0% $250.00 -$123 -33%
91 51-100 heads
Inspect a commercial fire sprinkler
system for conformity with fire
code requirements.
$605.00 $501.50 0% $501.00 -$104 -17%
92 101+ heads
Inspect a commercial fire sprinkler
system for conformity with fire
code requirements.
$838.00 $668.67 0% $668.00 -$170 -20%
93 Highrise
Inspect a commercial fire sprinkler
system for conformity with fire
code requirements.

New $1,337.33 0% $1,337.00 NA NA
Fire Alarm System
94 Plan Check
Review a plan for a fire alarm
system for conformity with fire
code requirements.
$491.00 $454.39 0% $454.00 -$37 -8% N/A
95 Plan Check - Water Flow Water Flow Monitoring New $302.92 0% $302.00 NA NA N/A 122
611
201
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
Inspection:
96 0-2,000 SF
Inspect a fire alarm system for
conformity with fire code
requirements.
$315.00 $250.75 0% $250.00 -$65 -21% N/A
97 2,000-10,000 SF
Inspect a fire alarm system for
conformity with fire code
requirements.
$431.00 $334.33 0% $334.00 -$97 -23% N/A
98 10,000+ SF
Inspect a fire alarm system for
conformity with fire code
requirements.
$663.00 $501.50 0% $501.00 -$162 -24% N/A
99 Highrise
Inspect a fire alarm system for
conformity with fire code
requirements.

New $1,337.33 0% $1,337.00 NA NA N/A
Inspection: Water Flow Monitoring
100 Inspection - Water Flow (All Size) Water Flow InspectionNew $208.96 0% $208.00 NA NA N/A 101 Fire Protection System - Plan Check
Review a plan for a fire protection
system for conformity with fire
code requirements, including
items such as Hood / Suppression,
Medical Gas System,
Underground Fire Service Line,
Above Ground Storage Tank,
Private Fire Hydrant, CO2 systems,
Fire Pump, etc.
$513.00 $454.39 0% $454.00 -$59 -12% N/A
102 Fire Protection System - Inspection
Inspect a fire protection system
for conformity with fire code
requirements, including items
such as Hood / Suppression,
Medical Gas System,
Underground Fire Service Line,
Above Ground Storage Tank,
Private Fire Hydrant, CO2 systems,
Fire Pump, etc.
$547.00 $208.96 0% $208.00 -$339 -62% N/A
202
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
103 Fire Solar System - Variance Review
Review of solar system for
variance from fire code. Variance
may not be granted. Cost applies
regardless of outcome
$140.00 Per review
request $302.92 0% $302.00 $162 116% 10
104 Fire Expedited Review
Request to process plan check in
an expedited manner (includes 2
rechecks).
$696.00 Per request $605.85 0% $605.00 -$91 -13% 10
105 Fire Revision Revision after a permit has been
issued. Actual Cost Revision - per
revision NA NA Actual Cost$0 0% N/A
106 Ambulance Transport - ALS
Ambulance transport with
advanced life support.
[Per Resolution 6262]
Current LA
County Rate
Set by
Resolution NA NA Current LA
County Rate$0 0% 745
107 Ambulance Transport - BLS
Ambulance transport with basic
life support.
[Per Resolution 6262]
Current LA
County Rate
Set by
Resolution
(Service
provided by
McCormick
Ambulance)
NA NA Current LA
County Rate$0 0% 735
108 Fire Technology Fee
Cost recovery for technology
related to fire inspection and
permitting system
5% % of Fire
Permits 3% 0% 3% -2% -39% 383
109 Apparatus - Engine
Cost recovery for fire engine
apparatus. Based on Fully
Burdended Hourly Rates including
Department and Indirect
Overhead.

New per hour $776.63 0% $776.00 NA NA 1-2x
110 Apparatus - Rescue Ambulance
Cost recovery for rescue
ambulance. Based on Fully
Burdended Hourly Rates including
Department and Indirect
Overhead.

New per hour $438.54 0% $438.00 NA NA 1-2x
111 Apparatus - Division Chief
Cost recovery for use of Division
Chief time. Based on Fully
Burdended Hourly Rates including
Department and Indirect
Overhead.

New per hour $418.23 0% $418.00 NA NA 1-2x
203
FIRE
Row
# Category Description
Current
Fee/Charge Unit Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
112 Apparatus - Deputy Fire Chief
Cost recovery for use of Deputy
Fire Chief time. Based on Fully
Burdended Hourly Rates including
Department and Indirect
Overhead.

New per hour $335.97 0% $335.00 NA NA 1-2x
113 Apparatus - Fire Chief
Cost recovery for use of Fire Chief
time. Based on Fully Burdended
Hourly Rates including
Department and Indirect
Overhead.

New per hour $393.79 0% $393.00 NA NA 1-2x
114 Hazmat Storage/Usage Review and Inspection New per hour $470.09 0% $470.00 NA NA NA 115 Non-Compliance / Post Response Inspection New per hour $167.17 0% $167.00 NA NA 35 116 After/Before Hours/Call OutInspector New per hour $334.33 0% $334.00 NA NA 5 117 After/Before Hours/Call OutSenior Inspector New per hour $392.66 0% $392.00 NA NA 5 118 After/Before Hours/Call OutFire Marshal New per hour $605.85 0% $605.00 NA NA 5 204

PUBLIC WORKS
Row # Category Description
Current
Fee/Charge Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity

ADMINISTRATIVE
119 Barricade Rental - Block Party Package
Assist residents with the daily rental of barricades
without and with flasher, 8ft. In length, delineators,
18 inch cones and temporary no parking cardboard
signs for block parties. This permit includes two 8'
Street Closure Barricades.
$43.00 $331.98 0% $331.00 $288 670% 24
120 Barricade Rental - Moving Package - Standard
Assist residents with the daily rental of delineators, 18 inch cones and temporary no parking cardboard signs
for moving purposes.
$45.00 $84.80 1% $84.00 $39 87% 73
121 Barricade Rental - Moving Package - Deluxe *Includes the price of the delineators and signs.$56.00 $157.62 0% $157.00 $101 180% 16 TREES
122 Removal in Public Right-of-Way $100.00 NA NA $100.00 $0 0% 25 123 Tree Trimming Permit - In Public ROW $150.00 $696.78 0% $696.00 $546 364% 25

UTILITIES
124 Temporary Water Meter Rental - Installation
and Removal
Install and remove temporary 3" fire hydrant meter at
a construction site. **Deposit for meter and backflow
device $2700.
$254.00
$1764 3" meter,
$902.25 Backflow
*plus tax
$288.58 0% $288.00 $34 13% 15
125 Temporary Water Meter Rental - Move $152.00 $125.26 0% $125.00 -$27 -18% 10 126 Water Meter Test - 5/8' - 1" meter
Field or bench calibration of a water meter upon a
request by a resident or business. **Charges are
refundable if meter is running fast.
$371.00 $393.24 0% $393.00 $22 6% 4
127 Water Meter Test - 1.5"+ meter
Field or bench calibration of a water meter upon a
request by a resident or business. **Charges are
refundable if meter is running fast.
$456.00 $453.24 0% $453.00 -$3 -1% 3
128 Water Service Turn-On - Afterhours,
weekends, or holidays
Turning on water service after water service has been
turned off to a residence or business for contractor to work on water system or for non-payment of water
bill.
***Finance collects this fee via billing.
$370.00 $375.77 0% $375.00 $5 1% 30
205

PUBLIC WORKS
Row # Category Description
Current
Fee/Charge Notes Full Cost
Subsidy
% Suggested Fee
Net
Change
%
Change
Annual
Quantity
129 Water Service Turn-On - Monday - Thursday
8:00 am - 4:30 pm
Turning on water service after water service has been
turned off to a residence or business for contractor to work on water system or for non-payment of water
bill.
***Finance collects this fee via billing.
***5% Penalty on unpaid water bills (per Resolution
5726).
$162.00 $219.94 0% $219.00 $57 35% 90
130 F.O.G. & Restaurant Accreditation Inspections -
Initial Inspection
Annual inspection of kitchen equipment/fixtures and
Best Management Practices for compliance with
stormwater and wastewater regulation compliance.
$195.00 $343.24 0% $343.00 $148 76% 76
131 F.O.G. & Restaurant Accreditation Inspections -
Follow-up Inspection
Reinspection upon violation of initial FOG inspection
of kitchen equipment/fixtures and Best Management
Practices for compliance with stormwater and
wastewater regulation compliance.
$140.00 $218.91 0% $218.00 $78 56% 20
132 Restaurant Accreditation Inspection for
Stormwater Permit Compliance
Annual inspection of kitchen equipment / fixtures and
best management practices for compliance with
stormwater regulation compliance.
**Plus additional County Fees
$225.00 NA NA $225.00 $0 0% 60
133 Waste Management Plan
Review & processing of the plan and weight tickets for
demolition or construction projects per the Cal Green
Code
$293.00 $139.77 1% $139.00 -$154 -53% 330
134 Fire Flow Test Flow and pressure test for Fire Sprinkler permit and for construction projects New $458.95 0% $458.00 NA NA 36 135 Pressure Check Pressure Check required for construction projects New $165.99 1% $165.00 NA NA 48 Water Meter & Sewer Connection
136 Water Meter & Sewer Connection APPLICATION FEE $105.00 $131.66 1% $131.00 $26 25% 185 137 Water Meter & Sewer Connection INSPECTION Less than 3" Meter (Pre & Post Inspections) $44.00 $205.50 0% $205.00 $161 366% 185
138 Water Meter & Sewer Connection INSPECTION 3" Meter and greater (Pre & Post Inspections) Actual Cost $173.21 0% $173.00 NA NA 5
139 Water Meter Box Cost Recovery for necessary personnel plus any actual expenses related to Water Meter Box
$65 plus
materials cost RESO. 5726 NA NA $65 plus
materials cost $0 0% 131
140 Meter Lid Replacement Cost Recovery for necessary personnel plus any actual expenses for Meter Lit Replacement
$10 plus
materials cost RESO. 5726 NA NA $10 plus
materials cost $0 0% 131
New or Remodeled structures requiring new or upgraded water meter, and/or new or reconnecting sewer laterals.
206

PUBLIC WORKS
Row # Category Description
Current
Fee/Charge Full Cost
Subsidy
%
Suggested
Fee
Net
Change
%
Change
Annual
Quantity

CIVIL ENGINEERING
141 New / Relocate Utility Pole - Standard Review a request for a new or relocated utility pole.$2,508.00 $584.89 0% $584.00 -$1,924 -77% 0 142 New / Relocate Utility Pole - PPIC
Review
Review a request for a new or relocated utility pole
requiring PPIC review. $3,157.00 $3,789.16 0% $3,789.00$632 20% 0 143 Low Impact Development (formerly
Commercial SUSMP Review)
Review of a commercial stormwater mitigation
plan for compliance with national and local
stormwater standards.
$915.00 $915.00 0% $915.00 $0 0% 5
207

COMMUNITY DEVELOPMENT - TRAFFIC ENGINEERING
Row # Category Description Current Fee/Charge Unit Notes Full Cost Subsidy % Suggested Fee Net
Change
%
Change
Annual
Quantity

TRAFFIC ENGINEERING DIVISION
144 Reserved Parking Reserve parking per vehicle or moving van permit. $82.00 Per Parking Space $78.13 0% $78.00 -$4 -5% 1 145 Parking Request Administrative Review of a parking-related issue, such as a request for a red zone or disabled parking space. $100.00 Previously set by Council Policy $674.92 0% $674.00 $574 574% 235
146 Traffic Request
Administrative Review of a limited scale traffic-related issue, such as a request for installation of a crosswalk or traffic calming measure. $100.00 Previously set by
Council Policy $701.99 0% $701.00 $601 601% NA
147 Stop Sign Request
(2nd Request)
Processing a request to install a stop sign following initial denial / approval. $500.00 Previously set by
Council Policy $2,783.79 0% $2,783.00 $2,283 457% NA
148 Supplemental traffic and parking review of remodels or minor projects. $109.00 Per Location $56.25 0% $56.00 -$53 -49% NA 149 Supplemental traffic and parking review for major
projects. New $2,225.59 0% $2,225.00 NA NA NA
150 Individual 16.00 Set by State (Cal
Trans) $100.01 84% $16.00 $0 0% 19
151 Annual 90.00 Set by State (Cal
Trans) $100.01 10% $90.00 $0 0% NA
152 Extend 27.00 $56.25 0% $56.00 $29 107% NA
Construction Management and
Parking Plan Review Fee
Oversize Permit
208

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity

POLICY DOCUMENTS
153
Development
Agreement/Development
Agreement Amendment
Request by applicant to enter into or amend a
development agreement $20,000.00 Deposit (Initial
Deposit $20,000) NA NA Cost Recovery (Initial
Deposit $20,000) $0 0% N/A
154 General Plan Amendment Request by applicant to amend the General Plan$20,000.00 Deposit (Initial Deposit $20,000) NA NA Cost Recovery (Initial
Deposit $20,000) $0 0% N/A
155 Neighborhood Conservation
Overlay District
Request by applicant to create or amend a
Neighborhood Overlay District New Deposit (Initial
Deposit $20,000) NA NA Cost Recovery (Initial
Deposit $20,000) NA NA N/A
156 Specific Plan/Specific Plan
Amendment
Request by applicant to create a new Specific Plan or
amend an existing Specific Plan $20,000.00 Deposit (Initial Deposit $20,000) NA NA Cost Recovery (Initial
Deposit $20,000) $0 0% N/A
157 Zoning/LCP Text or Map
Amendment
Request by applicant to amend the Zoning Code or
map, or LCP text $20,000.00 Deposit (Initial
Deposit $20,000) NA NA Cost Recovery (Initial
Deposit $20,000) $0 0% N/A

AMENDMENTS
158 Master Use Permit Amendment Application to amend a master use permit $7,876.00 $9,465.57 0% $9,465.00 $1,589 20% N/A 159 Master Use Permit - Minor
Amendment
Amendment to a master use permits to modify
conditions and/or allow new uses (with limited site or
building modifications)
New $5,681.36 0% $5,681.00 NA NA N/A
160 Planned Development Plan
Amendment
Application to amend an existing Planned Development
Plan New $9,465.57 0% $9,465.00 NA NA N/A
161 Use Permit- AmendmentApplication to amend a use permit $7,876.00 $8,868.03 0% $8,868.00 $992 13% N/A 162 Use Permit - Minor
Amendment
Application to amend a use permit to modify conditions
and/or allow a change of use (with limited site or
building modifications)
New $5,528.65 0% $5,528.00 NA NA N/A

APPEALS
163 Appeal to CC - Administrative
Decision Appeal of an administrative decision to the City Council$500.00 Previously set by Council Policy $3,983.34 0% $3,983.00 $3,483 697% 0
164 Appeal to CC - PC DecisionAppeal of a Planning Commission decision to the City Council $500.00 Previously set by
Council Policy $2,925.69 0% $2,925.00 $2,425 485% 1
165 Appeal to CC - PPIC Decision
Appeal of a traffic-related or encroachment-related
decision of the Parking and Public Improvement
Commission to the City Council
$500.00 Previously set by
Council Policy $1,772.71 0% $1,772.00 $1,272 254% 0
209

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity
166 Appeal to PC - Administrative
Decision
Appeal of an administrative decision to the Planning
Commission $500.00 Previously set by
Council Policy $4,055.02 0% $4,055.00 $3,555 711% 0
167 Appeal to PPIC - Administrative
Decision
Appeal of an administrative decision to the Parking and Public Improvement Commission New $2,373.25 0% $2,373.00 NA NA 0 168
Appeal of Decision on Wireless
Facility in the Public Right-of-
Way
Appeal of the Public Works Director's decision on a new or modification to a small cell wireless facility and/or an eligibility facilities request in the public ROW (Wireless Encroachment Permit) to a third-party Hearing Officer
Hearing Officer Rate $3,714.02 0% $3,714, plus Hearing
officer rate $3,714 NS 1

COASTAL
169 Coastal Development Permit -
No Public Hearing
Application for a Coastal Development Permit for a
project that does not require a public hearing$1,607.00 $4,472.82 0% $4,472.00 $2,865 178% 170 Coastal Development Permit -
with Public Hearing
Additional fee for a Coastal Development Permit for if a public hearing requested New $3,215.02 0% $3,215.00 NA NA 171
Coastal Development Permit-
Public Hearing w/ Another
Discretionary Application
Application for a Coastal Development Permit when
processed concurrently with another entitlement
application which requires a public hearing
$2,070.00 $1,436.06 0% $1,436.00 -$634 -31%
172 Coastal Development Permit-
Transfer Transfer of ownership of a Coastal Development Permit$167.00 $642.55 0% $642.00 $475 284%

ENCROACHMENT PERMIT
173 Encroachment Permit w/ City
Council Hearing
Application for a non-residential encroachment in the
public right of way (unless exempt pursuant to Section

7.36.170)
New $4,138.37 0% $4,138.00 NA NA NA
174 Encroachment Permit - ROW
Development
Application for a permanent encroachment in the
public right-of-way $1,904.00 $2,004.16 0% $2,004.00 $100 5% 175
Encroachment Permit - ROW
Development adjacent to
construction project
Application for a permanent encroachment in the
public right-of-way when associated with major
construction project on adjacent property
New $343.41 0% $343.00 NA NA
176 Encroachment Permit- Minor
Revision
Application for a revision or minor changes to
permanent private encroachment $822.00 $1,698.04 0% $1,698.00 $876 107% 1 177 Encroachment Permit- TransferPreparation of new encroachment agreement for new property owner New $248.09 0% $248.00 NA NA 7
178 Temporary Encroachment
Permit - Sidewalk Dining
Application to allow sidewalk dining in the public right- of-way $204.00 $601.60 0% $601.00 $397 195% 13
179
Temporary Encroachment
Permit - Sidewalk Dining
Annual Renewal
Annual review of sidewalk dining permit renewalNew $136.72 1% $136.00 NA NA NA 37 26
210

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity

ENVIRONMENTAL REVIEW
180 Environmental Assessment
and Notice of Exemption
Initial review of Environmental Assessment form to
determine if a project is exempt from CEQA review, and
preparation of Notice of Exemption if applicable
$215.00 $629.60 0% $629.00 $414 193% NA
181 Initial Study
Preparation of Initial Study to determine type of
environmental document required (Negative
Declaration, Mitigated Negative Declaration, EIR,
addendum, etc.)
New Deposit (Initial
deposit $40,000) Actual Cost 0%
Cost Recovery (Staff
Time and Consultant
Contract) (Initial deposit
$40,000)

NA NA NA
182 Categorical Exemption
requiring Technical Studies
CEQA review process for projects potentially qualifying for categorical exemptions if supported by technical
studies (Ex: Class 32 exemption)
New Deposit (Initial
deposit $40,000) Actual Cost 0%
Cost Recovery (Staff
Time and Consultant
Contract) (Initial deposit
$40,000)

NA NA NA
183
Negative
Declaration/Mitigated
Negative Declaration
Preparation of Negative Declaration or Mitigated
Negative Declaration
$3,133 plus
deposit/cost recovery
Deposit (Initial
deposit $40,000) Actual Cost 0%
Cost Recovery (Staff
Time and Consultant
Contract) (Initial deposit
$40,000)

NA NA NA
184 Environmental Impact Report Preparation of Environmental Impact ReportDeposit/cost recoveryDeposit (Initial deposit $40,000) Actual Cost 0%
Cost Recovery (Staff
Time and Consultant
Contract) (Initial deposit
$40,000)

NA NA NA
185
Addendum to Environmental
Impact Report or Negative
Declaration/Mitigated
Negative Declaration
Preparation of addendum to Environmental Impact
Report or Negative Declaration/Mitigated Negative
Declaration
New Deposit (Initial
deposit $40,000) Actual Cost 0%
Cost Recovery (Staff
Time and Consultant
Contract) (Initial deposit
$40,000)

NA NA NA

ENTERTAINMENT PERMITS
186 Entertainment Permit- Class I
Application for Class I Entertainment Permit for
recurring entertainment incidental to a business or for which admission is being charged
$641.00 $823.91 0% $823.00 $182 28% 12
187 Entertainment Permit- Class I
Renewal Annual review of Class I Entertainment permit renewal$445.00 $823.91 0% $823.00 $378 85% NA 188 Entertainment Permit- Class II
Application for a Class II Entertainment Permit for a one- time entertainment event incidental to a business or for which admission is being charged
$699.00 $939.17 0% $939.00 $240 34% NA

HISTORIC PRESERVATION
189 Certificate of Appropriateness -
Administrative
Application for a Certificate of Appropriateness
reviewed by City staff $2,302.00 $1,377.57 0% $1,377.00 -$925 -40% NA 190 Certificate of Appropriateness -
Planning Commission
Application for a Certificate of Appropriateness
reviewed by the Planning Commission $9,200.00 $3,737.86 0% $3,737.00 -$5,463 -59% NA 191 Conservation District
Designation Application to create a conservation district$1,000.00 Previously set by Council Policy $8,935.08 0% $8,935.00 $7,935 794% NA
192 Economic Hardship ExceptionPlanning Commission review of a request for an Economic Hardship Exception $0.00 Previously set by
Council Policy $3,737.86 100% $0.00 $0 0% NA
211

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity
193 Historic Landmark Designation Application for historic landmark designation$1,000.00 Previously set by Council Policy $6,567.03 0% $6,567.00 $5,567 557% NA
194 Historic District Designation Application to create a historic district $1,000.00 Previously set by Council Policy $8,935.08 0% $8,935.00 $7,935 794% NA
195 Rescission or amendment of
Historic Designation
Application to rescind or amend a historic landmark or
historic district designation $6,755.00 $9,806.01 0% $9,806.00 $3,051 45% NA 196 Mills Act Contract Request to establish and enter into a Mills Act Contract for preservation of historic structure $7,927.00 $5,894.80 0% $5,894.00 -$2,033 -26% NA 197
Mills Act Contract - Concurrent
with Historic Landmark
Designation
Additional fee to establish and enter into a Mills Act
Contract when processed concurrently with a Historic
Landmark Designation application
New $3,813.41 0% $3,813.00 NA NA NA
198 Mills Act Contract Monitoring
Annual fee for monitoring activities for properties with Mills Act contracts; starts one year after contract is
executed, and annually thereafter for the life of the
Mills Act contract
New $851.94 0% $851.00 NA NA NA

MINOR EXCEPTION & VARIANCE
199 Minor Exception Application for a minor exception from certain provisions of the Manhattan Beach Municipal Code$378.00 $1,721.81 0% $1,721.00 $1,343 355% 6 200 Variance Application for a variance from certain provisions of the Manhattan Beach Municipal Code $8,985.00 $7,113.08 0% $7,113.00 -$1,872 -21% NA 201 Variance - With Another
Discretionary Application
Application for a Variance when processed concurrently
with another entitlement application which requires a
public hearing
New $1,582.39 0% $1,582.00 NA NA 1

MISCELLANEOUS PLANNING APPLICATIONS AND FEES
202 Affordable Housing AgreementPreparation of agreement to restrict rental rates for projects with affordable housing units New $1,059.39 0% $1,059.00 NA NA NA 203 Alcohol License Public
Determination
Request for public determination of convenience and
necessity of a proposed alcohol license (if required by ABC)
$1,003.00 $88.41 0% $88.00 -$915 -91% NA
204 Alcohol / Live Music Additional fee for development applications with alcohol or live music $117.00 $88.19 0% $88.00 -$29 -25% NA 205 Bodywork (Massage) - Owner
Review an application for an owner of bodywork
(massage) business for compliance with City codes and
standards
$441.00 $427.45 0% $427.00 -$14 -3% NA
206 Bodywork (Massage) - Change
of Location
Review an application to change a business location for a bodywork (massage) operation $385.00 $427.45 0% $427.00 $42 11% NA 207 Bodywork (Massage) - Other
Review documentation of a bodywork (massage)
application which is associated with another special
type of business and meets certain criteria
$214.00 $427.45 0% $427.00 $213 100% NA
208 Change Building Address-
Major
Application to assign or change addresses for projects
with five or more addresses $1,017.00 $804.96 0% $804.00 -$213 -21% 2 209 Change Building Address-
Minor
Application to change an address or assign new
addresses for projects with four or fewer addresses$373.00 $215.02 0% $215.00 -$158 -42% 40 212

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity
210 City Fence Agreement Application for a non-standard fence which abuts the public right-of-way $372.00 $768.37 0% $768.00 $396 106% NA 211
Deed
restriction/covenant/agreemen
t or other document for
recordation
Preparation of deed restriction, covenant, or other
document for recordation when not related to another
application
New $718.35 0% $718.00 NA NA NA
212 Density Bonus Application
Application for additional residential density,
incentives/concessions, and waivers, for a Density
Bonus project
New $2,057.05 0% $2,057.00 NA NA NA
213 Preliminary Application
(Pursuant to SB 330)
Review of Preliminary Application to determine
compliance with applicable provisions of Senate Bill 330 New $2,057.05 0% $2,057.00 NA NA NA 214 Affordable Housing Monitoring Monitoring of affordable housing units for compliance with requirements in an Affordable Housing Agreement New Annual Actual Cost 100% Actual Cost NA NA NA 215 Emergency Shelter Application to establish an emergency shelter $2,747.00 $8,056.35 100% $0.00 -$2,747 -100% NA 216 Entitlement Extension -
Administrative
Administrative review of a request for an extension of
time to implement an approved entitlement$350.00 $1,005.79 0% $1,005.00 $655 187% NA 217 Entitlement Extension -
Planning Commission
Planning Commission review of a request for an
extension of time to implement an approved
entitlement
$2,468.00 $3,091.48 0% $3,091.00 $623 25% 2
218 Family Day Care Permit - LargeApplication to establish a large family day care home at a residential property (includes inspection of property) $1,287.00 $2,046.22 0% $2,046.00 $759 59% NA 219 Family Day Care Permit - SmallApplication to establish a small family day care home at a residential property (includes inspection of property) $342.00 $1,016.14 0% $1,016.00 $674 197% NA 220 Home Occupation PermitApplication for a home occupation permit to establish a business within a residence $73.00 $76.35 0% $76.00 $3 4% NA 221
Landscape & Irrigation Plan
Check / Inspection - large
project
Review of landscape and irrigation plans and conduct
inspection for single-family residential projects with
more than 7,500 sq. ft. landscaped area, multi-family
residential, and commercial projects
$982.00 $397.84 0% $397.00 -$585 -60% NA
222
Landscape & Irrigation Plan
Check / Inspection - small
project
Review of landscape and irrigation plans and conduct
inspection for single-family residential projects with
less than 7,500 sq. ft. landscaped area
$538.00 $267.24 0% $267.00 -$271 -50% NA
223 Outdoor Facilities PermitApplication to allow outdoor dining or outdoor display of merchandise on private property $171.00 $1,173.87 0% $1,173.00 $1,002 586% NA 224 Outdoor Facilities Permit -
Annual Renewal Fee Annual review of outdoor facility permit renewalNew $136.72 1% $136.00 NA NA NA 225 Planning Commission Follow-
Up Review Fee
Post-entitlement review after a specified period when
conditioned as part of the original approval by the
Planning Commission or other decision-making body
New $2,675.63 0% $2,675.00 NA NA NA
213

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity
226 Public Hearing Continuance
Request - At Hearing
Request by an applicant to continue the review of a
development application to a future meeting when
request is received at the meeting (Planning
Commission or City Council)
$1,572.00 $3,496.60 0% $3,496.00 $1,924 122% NA
227 Public Hearing Continuance
Request - Prior to Hearing
Request by an applicant to continue the review of a
development application to a future meeting when
request is received after publication of the agenda but prior to the meeting (Planning Commission or City
Council)
$484.00 $3,042.54 0% $3,042.00 $2,558 529% NA
228 Reasonable Accommodation
Request
Application for reasonable accommodation for use of a
residential unit by disabled persons $367.00 $1,682.21 100% $0.00 -$367 -100% NA 229 Substantial Conformance
Review
Formal review of request for minor deviations from
approved entitlement New $2,289.84 0% $2,289.00 NA NA NA 230 Traffic/Parking - Special ReviewAdditional fee for projects requiring special consideration of traffic and/or parking concerns$937.00 $3,230.36 0% $3,230.00 $2,293 245% NA 231 Tree Permit- Private Property
Application for the removal/replacement of protected
trees, or protection of existing tree(s) during
construction process
$100.00 $558.64 0% $558.00 $458 458% 93
232 Tree Permit- Private Property-
Trimming Application for trimming of protected trees$150.00 $203.81 0% $203.00 $53 35% NA 233 Zoning Business License ReviewReview of a business license application for a new business for conformance with zoning requirements$73.00 $76.35 0% $76.00 $3 4% NA 234 Zoning Code Interpretation
Request for an interpretation of provisions within Title 10 of the Manhattan Beach Municipal Code and
issuance of a report with a determination
$493.00 $1,106.54 0% $1,106.00 $613 124% NA
235 Zoning Verification LetterWritten report containing zoning regulations for a particular property $593.00 $688.29 0% $688.00 $95 16% NA 236 Planning Extra Plan CheckHourly fee for plan checks beyond the standard number established for building permits $146.00 $177.00 0% $177.00 $31 21% NA

PLANNED DEVELOPMENT PLAN
237 Planned Development Plan-
Commercial
Application to establish a Commercial Planned
Development Plan $8,429.00 $12,717.94 0% $12,717.00 $4,288 51% NA 238 Planned Development Plan-
Residential
Application to establish a Residential Planned
Development Plan $8,948.00 $12,717.94 0% $12,717.00 $3,769 42% NA 239 Planned Development Plan-
Senior Citizen Residential
Application to establish a Senior Citizen Residential
Planned Development Plan $8,948.00 $12,717.94 0% $12,717.00 $3,769 42% NA

PRECISE DEVELOPMENT PLAN AND SITE DEVELOPMENT PERMIT
240 Precise Development Plan -
Affordable Housing
Application for a Precise Development Plan for density
bonus projects of 6 or more units $4,340.00 $9,987.88 0% $9,987.00 $5,647 130% 1 241 Site Development Permit
Application for a Site Development Plan for multi-family housing projects of 6 or more units without affordable
housing component
$6,807.00 $13,129.47 0% $13,129.00 $6,322 93% NA
214

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity

PRELIMINARY PLANNING REVIEW
242 Preliminary Plan Review -
Single-family Residential
Planning Division review of proposed single-family
projects for zoning code compliance prior to submittal
of building permits
New $416.12 0% $416.00 NA NA NA
243 Preliminary Plan Review -
Small Commercial
Preliminary interdepartmental review of commercial
projects up to 3,000 square feet to identify significant development concerns
New $2,250.17 0% $2,250.00 NA NA NA
244 Preliminary Plan Review -
Large Commercial
Preliminary interdepartmental review of commercial
projects over 3,000 square feet to identify significant development concerns
New $3,240.14 0% $3,240.00 NA NA NA
245 Preliminary Plan Review -
Small Multifamily Residential
Preliminary interdepartmental review of multi-family
residential projects with 10 or fewer units to identify significant development concerns
New $2,174.44 0% $2,174.00 NA NA NA
246
Preliminary Plan Review -
Medium Multifamily
Residential
Preliminary interdepartmental review of multi-family
residential projects with 11 to 50 units to identify
significant development concerns
New $2,718.77 0% $2,718.00 NA NA NA
247 Preliminary Plan Review -
Large Multifamily Residential
Preliminary interdepartmental review of multi-family
residential projects with 51 or more units to identify
significant development concerns
New $3,711.42 0% $3,711.00 NA NA NA
248 Interdepartmental Pre-
Submittal Meeting
Interdepartmental meeting to discus proposed project
with applicant after Preliminary Plan Review is
conducted (if requested)
New $1,877.44 0% $1,877.00 NA NA NA

PUBLC NOTICE PROCESSING
249 Mailing Fee - 100' radiusMailing of public notice to property owners within 100 feet of a subject property $184.00 $30.00 0% $30.00 -$154 -84% NA 250 Mailing Fee - 300' radiusMailing of public notice to property owners within 300 feet of a subject property $228.00 $111.00 0% $111.00 -$117 -51% NA 251 Mailing Fee - 500' radiusMailing of public notice to property owners within 500 feet of a subject property $412.00 $237.00 0% $237.00 -$175 -42% NA 252 Legal Notice Fee Publication of legal notice in newspaper New $238.00 0% $238.00 NA NA NA SIGNS
253 Sign Permit- Single TenantApplication for a permanent sign for at a property with a single tenant $388.00 $967.35 0% $967.00 $579 149% NA 254 Sign Permit- Multi TenantApplication for a permanent sign at a multi-tenant property $547.00 $1,230.83 0% $1,230.00 $683 125% NA
255 Sign Permit- Face ChangeApplication for a face change of an existing sign$149.00 $455.83 0% $455.00 $306 205% NA 256 Sign Permit- Temporary Application to install a temporary sign **Performance Bond also required. $266.00 $170.89 1% $170.00 -$96 -36% NA 257 Temporary Sign Permit
Performance Bond
Additional fee assessed to Sign Permit - Temporary;
refunded upon removal of temporary sign $300.00 $199.37 0% $199.00 -$101 -34% NA 258 Sign Program Application for a Sign Program for a multi-tenant property $884.00 $448.86 0% $448.00 -$436 -49% NA
259 Sign Exception Request for an exception from sign provisions in the Manhattan Beach Municipal Code $3,347.00 $3,574.91 0% $3,574.00 $227 7% NA 215

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity

SUBDIVISION APPLICATION (PARCEL/TRACT MAPS)
260 Certificate of Compliance
Review of records in order to determine compliance
with the Subdivision Map Act, and preparation of a
Certificate of Compliance (if applicable)
$1,755.00 $2,153.88 0% $2,153.00 $398 23% 4
261 Final Parcel Map ReviewApplication for a Final Parcel Map for compliance with conditions of approval and code requirements$642.00 $2,864.45 0% $2,864.00 $2,222 346% 11 262 Final Tract Map Review Application for a Final Tract map for compliance with conditions of approval and code requirements$921.00 $3,461.75 0% $3,461.00 $2,540 276% NA 263
Lot Line Adjustment/Lot
Merger (includes Certificates
of Compliance)
Application to move property lines resulting in the
same or fewer lots (includes issuance of a Certificate of Compliance)
$1,264.00 $2,275.42 0% $2,275.00 $1,011 80% NA
264 SB 9 Fee Additional fee for review of Tentative Parcel Map or Vesting Tentative Parcel Map for an SB 9 Urban Lot Split$572.00 $491.55 0% $491.00 -$81 -14% 1 265
Tentative Parcel Map or
Vesting Tentative Parcel Map -
Administrative
Application for a Tentative Parcel Map or Vesting
Tentative Parcel Map to divide one lot into two lots or to create two condominium units on one lot
$1,486.00 $4,201.47 0% $4,201.00 $2,715 183% 7
266
Tentative Parcel Map or
Vesting Tentative Parcel Map -
Public Hearing
Application for a Tentative Parcel Map or Vesting
Tentative Parcel Map to divide one lot into three or
four lots, or to create three or four condominium units on a single lot
$3,755.00 $8,489.16 0% $8,489.00 $4,734 126% NA
267
Tentative Parcel Map or
Vesting Tentative Parcel Map -
Concurrent with Another
Discretionary Application
Application for a Tentative Parcel Map or Vesting
Tentative Parcel Map when processed concurrently
with another entitlement that requires a public hearing $1,382.00 $2,036.80 0% $2,036.00 $654 47% NA
268 Tentative Tract Map or Vesting
Tentative Tract Map
Application for a Tentative Tract Map or Vesting
Tentative Tract Map to create more than four lots or
condominium units
$4,326.00 $10,240.30 0% $10,240.00 $5,914 137% NA
269
Tentative Tract Map or Vesting
Tentative Tract Map -
Concurrent with Another
Discretionary Application
Application for a Tentative Tract Map or Vesting
Tentative Tract Map when processed concurrently with
another entitlement that requires a public hearing
$1,590.00 $3,476.56 0% $3,476.00 $1,886 119% NA
216

COMMUNITY DEVELOPMENT - PLANNING
Row
# Category Description Current Fee/DepositNotes Full Cost Subsidy % Suggested Fee/Deposit Net Change % Change Annual
Quantity

TELECOMMUNICATION PERMITS
270
Small Wireless Communication
Facility and/or Eligibility
Facilities Request in the Public
ROW (Wireless Encroachment
Permit)
Application to install or modify a small wireless facility and/or an eligibility facility in the public right of way$3,160.00 $4,485.71 0% $4,485.00 $1,325 42% 1 271 Wireless Communication
Facility on Private Property
Application to install or modify a wireless
communication facility on private property$2,596.00 $2,633.29 0% $2,633.00 $37 1% NA 272
Wireless Communication
Facility on City-Owned Private
Property
Application to install or modify to a wireless
communication facility on City-owned property not
located in the public right of way (requires City Council approval)
$2,468.00 $8,060.39 0% $8,060.00 $5,592 227% NA
273
Wireless Communication
Facility - Construction Plan
Review
Fee for review of construction plans for wireless
communication facility by third-party consultant when
a building permit is not required
Actual Cost NA NA Actual Cost $0 0% NA

USE PERMITS
274 Master Use Permit
Application for a Master Use Permit for land uses
conditionally permitted pursuant to Title 10 of the
Manhattan Beach Municipal Code
$11,626.00 $12,856.23 0% $12,856.00 $1,230 11% 14
275 Temporary Use Permit Application for an administrative permit to conduct a temporary event on private property $868.00 $862.19 0% $862.00 -$6 -1% NA 276 Temporary Use Permit - Food
Trucks
Application for an administrative permit for a
temporary event on private property where food
truck(s) will be present
$1,274.00 $702.63 0% $702.00 -$572 -45% NA
277 Temporary Use Permit-New
Year's Eve
Application for an eating and drinking establishment to stay open past midnight on New Year's Eve (required
for establishments who's use permits requires closing
prior to midnight)
$100.00 $913.13 0% $913.00 $813 813% NA
278 Use Permit
Application for a Use Permit for land uses conditionally permitted pursuant to Title 10 of the Manhattan Beach
Municipal Code
$8,948.00 $10,657.21 0% $10,657.00 $1,709 19% NA
279 Use Permit- Conversion Application to convert a Use Permit into a Master Use Permit $5,326.00 $8,273.55 0% $8,273.00 $2,947 55% NA
280 Use Permit- Minor
Application to establish a new use which requires a Use Permit in an existing building (with minimal site or
building modifications)
New $5,716.53 0% $5,716.00 NA NA NA
*For all fees requiring a deposit, the initial deposit amount is subject to staff determination, and additional fees may be required. 217

COMMUNITY DEVELOPMENT - BUILDING
Row #Category Description Additional Information Current Fee/ChargeNotes Fee Type Full Cost Subsidy %Suggested Fee Net
Change % Change
Annual
Quantity

BUILDING DIVISION FEES - FLAT AND MISCELLANEOUS
281 Annual New $128.18 0% $128.00 NA NA NA
282 Renewal New $64.09 0% $64.00 NA NA NA
283 Building / Trades Permit Extension
Extension of building, mechanical, electrical, or plumbing permit prior to building permit expiration. Fee collected at submittal request
Permit Extension $81.00 $43.75 2% $43.00 -$38 -47% NA
284 Building / Trades Permit
Reinstatement
Reinstatement of an expired building, mechanical,
electrical, or plumbing permit. Fee collected at submittal request
[See MBMC 9.01.050]
Permit Reinstatement $159.00 $162.77 0% $162.00 $3 2% NA 285 Building / Trades Plan Check
Extension
Extension of building, mechanical, electrical, or plumbing plan check prior to plan check expiration. Fee collected at submittal request
Plan Check Extension $81.00 $43.75 2% $43.00 -$38 -47% NA 286 Building / Trades Plan Check
Reinstatement
Reinstatement of expired plan check associated with
building, mechanical, electrical, or plumbing permits. Fee collected at submittal request
Plan Check Reinstatement$122.00 $92.32 0% $92.00 -$30 -25% NA 287 Processing Fee $69.00 $64.09 0% $64.00 -$5 -7% NA
288 Hourly Rate $173.00 $203.85 0% $203.00 $30 17% NA
289 Processing Fee $69.00 $42.30 1% $42.00 -$27 -39% NA 290 Hourly Rate $148.00 $160.95 1% $160.00 $12 8% NA
291 Base Fee (4hrs) $625.00 $675.84 0% $675.00 $50 8% NA 292 Each Addl. Hour $148.00 $160.95 1% $160.00 $12 8% NA 293 Request for Interior
Commercial $160.00 $200.95 0% $200.00 $40 25% NA
294 Request for Exterior
Commercial $786.00 $1,032.80 0% $1,032.00 $246 31% NA
295 Partial $665.00 $1,059.31 0% $1,059.00 $394 59% 5
296 Full $453.00 $509.72 0% $509.00 $56 12% 74
297 Moving a Building Review an application for moving a building within the City. Actual Cost Actual Cost 0% Actual Cost $0 0% NA
298 Base Fee $34.00 $28.48 2% $28.00 -$6 -18% 28
299 Per Sign $30.00 $30.00 0% $30.00 $0 0% NA
300 Building Permit Transfer Transfer the ownership of a permit. $69.00 $64.09 0% $64.00 -$5 -7% NA 301 Per Application $313.00 $220.35 0% $220.00 -$93 -30% 392 302 Duplicate $46.00 $46.60 1% $46.00 $0 0% NA
303 Updated New $133.48 0% $133.00 NA NA NA
304 Staging Residential Review request for staging for residential properties. $314.00 $293.96 0% $293.00 -$21 -7% NA 305 Certificate $709.00 $581.46 0% $581.00 -$128 -18% NA 306 Extension $322.00 $198.63 0% $198.00 -$124 -39% NA
307 Board of Building Appeals Processing an appeal of a Building Administrative Decision to the Board of Building Appeals. $1,011.00 $1,354.94 0% $1,354.00 $343 34% NA 308 Comm Dev Refund ProcessingProcessing a refund of a Community Development fee due to the actions of the applicant. $120.00 $126.65 1% $126.00 $6 5% NA Bingo Games Organizations eligible to conduct bingo games Residential Bldg Records Report
Review request for a temporary Certificate of Occupancy to allow for occupancy before the final certificate is
issued.

Temporary Certificate of Occupancy
Plan Checks over the standard number of plan checks (3) or for non-standard applications. (1-hr minimum)Building / Trades Extra Plan Check Re-Inspection / Extra Inspection
Request for a reinspection or extra inspection over the standard number of inspections (3) of a building site or for non-standard inspections. (1-hr minimum)
Inspection requested on a non-inspector working day. (4- hr min.)Custom Building Inspection
Construction Operation After Hours
Application
Reviewing an application for construction operation for work done after hours.

Review and inspection of a building demolition to ensure compliance with City Codes.Building Demolition
Construction Site Sign ProductionProcessing and production of contractor information signs for construction sites.

Provide a building records report on an address (valid for 6 months).
218

The municipal code allows 3 permits per household per
year.
$11.00 $20.51 2% $20.00 $9 82% 22
Building Permits (Combination)
310 Up to 500 sq ft $884.00 $922.33 0% $922.00 $38 4%
311 501-1,000 sq ft $1,180.00 $1,244.23 0% $1,244.00 $64 5% 312 1,000+ sq ft $1,475.00 $1,566.13 0% $1,566.00 $91 6% 313 Each addl 500 sq. ft. $309.00 $343.35 0% $343.00 $34 11% 314 Residential Prefabricated
spa New $904.54 0% $904.00 NA NA
315 Residential $1,048.00 $1,345.25 0% $1,345.00 $297 28% 316 Commercial $1,526.00 $1,876.06 0% $1,876.00 $350 23% 3 317 Residential $1,673.00 $2,037.01 0% $2,037.00 $364 22% NA 318 Commercial $2,185.00 $2,567.83 0% $2,567.00 $382 17% NA 319 Residential New $225.04 0% $225.00 NA NA NA
320 Commercial New $699.24 0% $699.00 NA NA NA
Building Permits (Miscellaneous)
321 51-1,000 CY $1,072.00 $2,591.84 0% $2,591.00 $1,519 142% 322 1,001-10,000 CY $1,333.00 $3,429.95 0% $3,429.00 $2,096 157% 323 10,001-100,000 CY $1,594.00 $5,642.05 0% $5,642.00 $4,048 254% 324 0-10,000 CY New $5,193.21 0% $5,193.00 NA NA NA
325 Over 10,001 CY New $9,882.90 0% $9,882.00 NA NA NA
326 500 sq. ft. $1,275.00 $1,351.02 0% $1,351.00 $76 6% 327 1,000 sq. ft. $1,740.00 $1,890.16 0% $1,890.00 $150 9% 328 3,000 sq. ft. $1,944.00 $2,123.52 0% $2,123.00 $179 9% 329 5,000 sq. ft. $2,501.00 $2,751.19 0% $2,751.00 $250 10% 330 5001 - 10,000 sq. ft. New $3,909.68 0% $3,909.00 NA NA 331 Over 10,000 sq. ft. New $5,889.30 0% $5,889.00 NA NA 332 Residential $100.00 Previously set
by Council Policy
Government
Code 66015 -
Maximum Fee
$848.01 47% $450 plus $15 per
kWth over 10kWth$350 350% 117
333 Commercial up to 50 kw $100.00 Previously set
by Council Policy
Government
Code 66015 -
Maximum Fee
$1,901.58 47% $1,000.00 $900 900% 28
334 Commercial 51-250 kw $100.00 Previously set
by Council Policy
Government
Code 66015 -
Maximum Fee
$2,215.41 55% $1,000 plus $7 per kW
51-250kw $900 900% NA
335 Removal of Solar Panel SystemProcess and inspection of complete removal of solar panel system without replacement New $225.04 0% $225.00 NA NA NA 336 Solar App + Process and inspect Solar / PV permits with standardized plan New
Government
Code 66015 -
Maximum Fee
$466.46 4% $450.00 NA NA 1
337 Remodel Residential Pool / Spa
Review and inspection of residential pool and spa
remodels for each discipline reviewed (electrical,
plumbing, mechanical)
Remodel - per discipline$701.00 $1,103.77 0% $1,103.00 $402 57% NA 338 Tenant Improvement Commercial
Pool / Spa
Review and inspection of commercial pool and spa
remodels for each discipline reviewed (electrical,
plumbing, mechanical)
TI - per discipline $1,117.00 $1,626.41 0% $1,626.00 $509 46% NA 67 44
7 43Shoring Plan Check and Inspection Reviewing and inspection of shoring requirements Solar Permit Plan Check and
Inspection
Review and inspect Solar / PV Permits for building and
fire codes
Kitchen / Bathroom RemodelReview and inspection of residential kitchen / bathroom remodels
Review and inspection of new pool or spa with a vaultNew Pool / Spa with Vault Pool Replaster Replaster of existing pool or spa
New Pool / Spa Review and inspection of new pool or spa being installed.

Grading - Residential Review of application associated with reviewing different grading categories
Grading - Commercial Review of application associated with reviewing different grading categories
219

COMMUNITY DEVELOPMENT - BUILDING
Row #Category Description Additional Information Current Fee/ChargeNotes Fee Type Full Cost Subsidy %Suggested Fee Net
Change % Change
Annual
Quantity
339 Up to 500 sq. ft. New $7,276.76 0% $7,276.00 NA NA
340 501-1,000 sq. ft. New $10,613.06 0% $10,613.00 NA NA 341 1,000+ sq. ft. New $13,931.05 0% $13,931.00 NA NA
342 Each addl 500 sq. ft. above
1,000 sq. ft. New $1,325.94 0% $1,325.00 NA NA
343 LA Standard New $592.24 0% $592.00 NA NA NA
344 Residential New $1,254.44 0% $1,254.00 NA NA NA
345 Multi-family/Commercial New $2,026.94 0% $2,026.00 NA NA NA 346 Up to 5 $589.00 $560.20 0% $560.00 -$29 -5%
347 Greater than 5 $736.00 $721.15 0% $721.00 -$15 -2%
348 Up to 1,500 sq. ft. $1,963.00 $2,107.76 0% $2,107.00 $144 7% 349 1,500+ sq. ft. $3,229.00 $3,121.94 0% $3,121.00 -$108 -3% 350 Up to 500 sq. ft. $2,481.00 $1,978.36 0% $1,978.00 -$503 -20% 351 Greater than 500 sq. ft.$3,480.00 $2,799.03 0% $2,799.00 -$681 -20% 352 Addl 500 sq. ft. $468.00 $715.62 0% $715.00 $247 53% 353 Up to 5000 sq. ft New $2,096.14 0% $2,096.00 NA NA
354 Greater than 5000 sq ftNew $3,132.70 0% $3,132.00 NA NA 355 Up to 5000 sq. ft New $1,285.22 0% $1,285.00 NA NA
356 Greater than 5000 sq ftNew $1,991.54 0% $1,991.00 NA NA 357 Up to 10 New $900.48 0% $900.00 NA NA
358 Greater than 10 New $1,061.43 0% $1,061.00 NA NA
359 All Others $896.00 $1,112.39 0% $1,112.00 $216 24% NA 360 ROW Adjacent $1,016.00 $1,741.85 0% $1,741.00 $725 71% NA 361 Retaining Wall Review and inspection of retaining walls and block walls. Retaining Wall $1,461.00 $1,375.26 0% $1,375.00 -$86 -6% NA 362 Block Walls Block Wall $983.00 $1,273.34 0% $1,273.00 $290 30% NA 363 Shelving and Racking for Tenant
Improvements Deferred submittal of shelving and racking anchorage New $374.67 0% $374.00 NA NA NA 91 6
46 213
Seismic Retrofit
Windows / Doors Review and inspection of window / door permits per City standard form.

Commercial Landscape/Hardscape
Landscaping / Parking lot
Restriping/Changing parking lot
Light poles/standards
Fences (greater than 6') Review and inspection of standalone fences greater than 6"
Tent Permit (Building) Review and inspection of temporary tents Residential Room Addition / Remodel
- Combo
Review and inspection of residential room addition and / or remodel.

Residential Landscape/HardscapeReview and inspection of attached or standalone decks, porches, patios, pergolas, gazebos, etc.
220

COMMUNITY DEVELOPMENT - BUILDING
Row #Category Description Additional Information Current Fee/ChargeNotes Fee Type Full Cost Subsidy %Suggested Fee Net
Change % Change
Annual
Quantity
364 Residential $581.00 $651.27 0% $651.00 $70 12%
365 Commercial - Up to 1,500
sq. ft. $581.00 $651.27 0% $651.00 $70 12%
366 Commercial - 1,501-5,000
sq. ft. $655.00 $731.74 0% $731.00 $76 12%
367 Commercial - Greater than
5,000 sq. ft. $728.00 $812.22 0% $812.00 $84 12%
368
Commercial - Each Addl.
1,000 sq.ft. above 5,000 sq..
ft.
$111.00 $120.71 1% $120.00 $9 8%
369 Re-Stuccoing / Siding / Façade
Review and inspection of standalone re-stucco / siding / façade projects. Note: Sandblasting requires separate
ROW permit
$736.00 $825.55 0% $825.00 $89 12%
Mechanical, Electrical, and Plumbing Permits
Electrical
370 Miscellaneous Electrical PermitReview and inspection of standard and standalone projects. $338.00 $367.20 0% $367.00 $29 9% 124
371 Temporary Power Pole Review and inspection for each temporary power pole or piggy-back pole. $338.00 $359.01 0% $359.00 $21 6% 107 372 Residential $453.00 $658.94 0% $658.00 $205 45% NA
373 Commercial $568.00 $1,028.82 0% $1,028.00 $460 81% NA 374 Residential $453.00 $658.94 0% $658.00 $205 45% NA
375 Commercial New $920.29 0% $920.00 NA NA NA
376 Residential Electrical upgrades to residential projects up to 4 units per sq. ft. $0.74 $0.65 0% $0.65 -$0.09 -12% NA 377 Commercial
Electrical upgrades, additions, or improvement to
commercial / non-residential / multifamily residential
projects
per sq. ft. $0.58 $1.08 0% $1.08 $0.50 87% NA
Mechanical
378 Miscellaneous Mechanical PermitReview and inspection of standard and standalone mechanical permits. $303.00 $630.08 0% $630.00 $327 108% 379 New / Relocate $718.00 $968.72 0% $968.00 $250 35%
380 Replacement / Change-Out $498.00 $669.67 0% $669.00 $171 34% 381 Residential Mechanical upgrades to residential additions or remodel projects up to 4 units per sq. ft. $0.65 $0.65 0% $0.65 $0 1% 382 Commercial
Mechanical upgrades, additions, or improvement to
commercial / non-residential / multifamily residential
projects
per sq. ft. $0.56 $1.08 0% $1.08 $0.52 93%
Plumbing
383 Miscellaneous Plumbing PermitReview and inspection of standard and standalone over the counter plumbing permits. $338.00 $367.20 0% $367.00 $29 9% 384 Water Heater Permit Review and inspection of water heater permit $303.00 $658.94 0% $658.00 $355 117% 385 Cesspool Removal Fee Review and inspection for cesspool removal $359.00 $225.04 0% $225.00 -$134 -37% 386 Residential Plumbing upgrades to residential projects up to 4 units per sq. ft. $0.65 $0.64 0% $0.64 -$0.01 -1% 387 Commercial
Plumbing upgrades, additions, or improvement to
commercial / non-residential / multifamily residential
projects
per sq. ft. $0.56 $0.96 0% $0.96 $0.40 72%
Right-Of-Way (ROW) Fees
97 71
333
Review and inspection of EV Charging Stations
HVAC Permit Review and inspection of HVAC permits
Battery Backup Review, inspect and issue permit for battery backups.

Re-Roof
Review and inspection of re-roofing projects for
residential and commercial projects Note: Does not
include reroof with solar. Separate permit required for solar panels
EV Charging Station
221

COMMUNITY DEVELOPMENT - BUILDING
Row #Category Description Additional Information Current Fee/ChargeNotes Fee Type Full Cost Subsidy %Suggested Fee Net
Change % Change
Annual
Quantity
388 Pedestrian Canopy $333.00 $508.33 0% $508.00 $175 53% 389 Temp Fencing $333.00 $508.33 0% $508.00 $175 53%
390 Scaffolding $333.00 $508.33 0% $508.00 $175 53%
391 Extend $64.00 $101.60 1% $101.00 $37 58%
392 Reinstate $64.00 $101.60 1% $101.00 $37 58%
393 POD/ Roll-Off Bin or Lowboy $430.00 $325.16 0% $325.00 -$105 -24% 286 394 Crane $312.00 $281.41 0% $281.00 -$31 -10% 97
395 Concrete Pour $312.00 $281.41 0% $281.00 -$31 -10% NA 396 Delivery/Hauling of
Materials $312.00 $281.41 0% $281.00 -$31 -10% NA
397 Storage of Materials $312.00 $281.41 0% $281.00 -$31 -10% NA 398 Equipment / Material
Staging $312.00 $281.41 0% $281.00 -$31 -10% NA
399 Deposit for POD / Roll-off Bin Deposit for POD / Roll-Off Bin $465.00 NA NA $465.00 $0 0% NA
400 Additional work classes at same location Add-Ons $57.00 $101.60 1% $101.00 $44 77% NA 401 Up to two additional work dates before expirationExtend $57.00 $101.60 1% $101.00 $44 77% NA 402 Sandblasting $244.00 $448.39 0% $448.00 $204 84% NA 403 Vehicle on Strand or Walk
Street $481.00 $720.48 0% $720.00 $239 50% NA
404 Over Quantitative Discharge $244.00 $448.39 0% $448.00 $204 84% NA 405 Well Monitoring $244.00 $448.39 0% $448.00 $204 84% NA 406 Additional work classes at same location Add-Ons $64.00 $90.70 1% $90.00 $26 41% NA 407 Up to two additional work dates before expirationExtend $64.00 $90.70 1% $90.00 $26 41% NA 408 Curb & Gutter $363.00 $462.81 0% $462.00 $99 27%
409 Sidewalk $363.00 $462.81 0% $462.00 $99 27%
410 Driveway Approach $363.00 $462.81 0% $462.00 $99 27% 411 Additional work classes at same location Add-Ons $64.00 $101.60 1% $101.00 $37 58% NA 412 Up to two additional work dates before expirationExtend $64.00 $101.60 1% $101.00 $37 58% NA 413 Sewer Line $511.00 $689.56 0% $689.00 $178 35%
414 Water Line $511.00 $689.56 0% $689.00 $178 35%
415 Undergrounding $511.00 $689.56 0% $689.00 $178 35%
416 Sewer/Water Line Combo $511.00 $689.56 0% $689.00 $178 35% 417 Additional work classes at same location Add-Ons $64.00 $101.60 1% $101.00 $37 58% NA 418 Up to two additional work dates before expirationExtend $64.00 $101.60 1% $101.00 $37 58% NA 419 0-200 l.f. $691.00 $1,484.21 0% $1,484.00 $793 115% 420 200+ l.f. $1,216.00 $2,140.24 0% $2,140.00 $924 76% 421 200+ l.f. per l.f. $2.00 $146.76 0% $146.76 $145 7238% 422 Extra Inspections - per hr$118.00 $181.40 0% $181.00 $63 53% 423 Up to two additional work dates before expirationExtend $64.00 $136.05 0% $136.00 $72 113% 424 Simple $114.00 $34.38 1% $34.00 -$80 -70% NA
425 Complex / Custom (incl. 1-hr
of inspection) $489.00 $561.57 0% $561.00 $72 15% NA
426 Extra Traffic Engineer
Review - per hour New $230.53 0% $230.00 NA NA NA
427 Extra Inspections - per hr$118.00 $181.40 0% $181.00 $63 53% NA 428 Additional work classes at same location Add-Ons $27.00 $92.01 0% $92.00 $65 241% NA 429 Up to two additional work dates before expirationExtend $27.00 $92.01 0% $92.00 $65 241% NA 196
25 134
161
ROW Temporary Encroachment
Permit
Public Works related fee for extended use of PROW for
Construction
Lane Closure - Secondary Permit Only
Public Works related fee - Additive Fee for ROW permits with parking/lane/street closures
ROW Street Use Permit
Public Works related fee for temporary use of public
ROW without excavation
ROW Public Works Permit
PW permits requiring special review
ROW Excavation Permit
Public Works related fee for Non-Utility Excavation-
Involves breaking ground and/or infrastructure
Public Works related fee for Utility Excavation
Public Works related fee for Utility Company Excavation 222

COMMUNITY DEVELOPMENT - BUILDING
Row #Category Description Additional Information Current Fee/ChargeNotes Fee Type Full Cost Subsidy %Suggested Fee Net
Change % Change
Annual
Quantity
430 Permit Surcharge
Pursuant to Resolution No. 6004, the permit surcharge
fee pays for the Residential Construction Officer position needed to issue citations and provide enforcement of
construction rules.
10% Surcharge NA NA 10% Surcharge $0 0% NA
431 Public Art Fee
Fee for art in public placed on residential development of four or more units, and commercial and industrial
building project with a building valuation exceeding five hundred thousand ($500,000) dollars. This fee is also
collect on remodeling projects of existing commercial or industrial buildings and residential building or complex of four or more units, whether exterior or interior, when
the remodeling has a building valuation exceeding two
hundred fifty thousand ($250,000) dollars. MBMC

10.90.010
1% of permit fee NA NA 1% of permit fee $0 0% NA
432 BSA Fee
Building Standards Administration surcharge fee
established by the state of California for residential and nonresidential building permit fees. (California
Administrative Code, Title 24, Chapter 1, Article 5)
Minimum $1 for
permits with
valuation up to
$25,000, and it
increases by $1 for
each additional
$25,000 (or fraction
thereof) of the permit
valuation
NA NA
Minimum $1 for
permits with
valuation up to
$25,000, and it
increases by $1 for
each additional
$25,000 (or fraction
thereof) of the permit
valuation
$0 0% NA
433 Seismic Fee
Strong-Motion Instrumentation and Seismic Hazard
Mapping fee is a state mandated fee added to the cost of a construction permit, used to fund the installation and maintenance of strong-motion seismic instruments to
study earthquake activity
For 1 to 3 story
residential the fee is
the (valuation
amount) X 0.00013
For Over 3 story
residential and all
commercial the fee is
(valuation amount) X

0.00028
NA NA
For 1 to 3 story
residential the fee is
the (valuation
amount) X 0.00013
For Over 3 story
residential and all
commercial the fee is
(valuation amount) X

0.00028
$0 0% 22
434 General Plan Maintenance Fee
Surcharge on all building permits to allow for completion of General Plan Update to be submitted to Planning
Commission every 10 years and completion of the
housing element every 5 years
3% on Building Permits 11% 0% 11% on applicable
fees 8% 267% NA
435 After-the-Fact Fee
Assessed for any work that commences before obtaining
the necessary permits per MBMC Title 9 & CBC109.4 and
other editions of the Title 24 Code of regulations.

Up to 100% of the
permit fees NA NA Up to 100% of the
permit fees NA NA NA
223
Total Fee Total Fee
Occupancy
Type Description Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Full Cost Full Cost Full Cost Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Change $ Change %
500 $4,255.39 $114.75 $3,858.56 $104.04 $8,113.96 $218.79 $4,905.12 $6,338.11 $11,243.23 $4,905.12 $134.48 $6,338.11 $241.22 $11,243.23 $375.69 $3,129.27 39% 5,000 $9,418.93 $45.00 $8,540.58 $40.81 $17,959.52 $85.81 $10,956.50 $17,192.96 $28,149.46 $10,956.50 $46.69 $17,192.96 $37.15 $28,149.46 $83.84 $10,189.95 57% 50,000 $29,669.64 $59.34 $26,902.84 $53.81 $56,572.48 $113.14 $31,967.13 $33,909.18 $65,876.31 $31,967.13 $63.93 $33,909.18 $67.82 $65,876.31 $131.75 $9,303.83 16% 500 $5,179.08 $139.65 $4,880.88 $131.61 $10,059.96 $271.26 $5,387.16 $7,142.86 $12,530.02 $5,387.16 $143.36 $7,142.86 $223.34 $12,530.02 $366.69 $2,470.06 25% 5000 $11,463.42 $54.77 $10,803.39 $51.62 $22,266.81 $106.39 $11,838.20 $17,192.96 $29,031.17 $11,838.20 $123.38 $17,192.96 $151.07 $29,031.17 $274.45 $6,764.35 30% 15000 New New New $24,176.54 $32,299.69 $56,476.23 $24,176.54 $48.35 $32,299.69 $64.60 $56,476.23 $112.95 NA NA 50000 $36,109.77 $72.22 $34,030.68 $68.06 $70,140.46 $140.28 NA NA NA Removed Removed Removed NA NA 1,500 $6,704.52 $89.70 $8,865.73 $200.71 $15,570.25 $290.41 $7,525.13 $9,460.24 $16,985.36 $7,525.13 $96.39 $9,460.24 $220.94 $16,985.36 $317.32 $1,415.11 9% 5,000 $9,843.90 $211.64 $15,890.56 $341.65 $25,734.47 $553.29 $10,898.70 $17,192.96 $28,091.66 $10,898.70 $151.99 $17,192.96 $197.91 $28,091.66 $349.89 $2,357.19 9% 15,000 $31,008.29 $206.72 $50,055.28 $333.70 $81,063.57 $540.42 $26,097.41 $36,983.59 $63,081.00 $26,097.41 $173.98 $36,983.59 $246.56 $63,081.00 $420.54 -$17,982.57 -22% 500 $3,921.29 $105.74 $5,457.39 $147.16 $9,378.68 $252.89 $4,887.31 $6,254.53 $11,141.84 $4,887.31 $133.16 $6,254.53 $243.08 $11,141.84 $376.24 $1,763.16 19% 5,000 $8,679.42 $41.47 $12,079.44 $57.71 $20,758.86 $99.18 $10,879.69 $17,192.96 $28,072.65 $10,879.69 $34.05 $17,192.96 $55.03 $28,072.65 $89.08 $7,313.79 35% 50,000 $27,340.16 $54.68 $38,050.25 $76.10 $65,390.41 $130.78 $26,201.01 $41,956.63 $68,157.64 $26,201.01 $52.40 $41,956.63 $83.91 $68,157.64 $136.32 $2,767.23 4% 500 $3,219.47 $86.81 $8,513.88 $229.57 $11,733.36 $316.39 $5,125.66 $8,752.35 $13,878.01 $5,125.66 $120.28 $8,752.35 $259.10 $13,878.01 $379.38 $2,144.65 18% 5,000 $7,126.02 $34.05 $18,844.71 $90.04 $25,970.73 $124.08 $10,538.24 $20,411.94 $30,950.18 $10,538.24 $28.32 $20,411.94 $87.22 $30,950.18 $115.54 $4,979.45 19% 50,000 $22,446.95 $44.89 $59,360.85 $118.72 $81,807.80 $163.62 $23,282.40 $59,661.02 $82,943.42 $23,282.40 $46.56 $59,661.02 $119.32 $82,943.42 $165.89 $1,135.63 1% 500 $3,574.92 $96.40 $8,425.63 $227.19 $12,000.54 $323.59 $5,648.89 $8,752.35 $14,401.24 $5,648.89 $124.46 $8,752.35 $259.10 $14,401.24 $383.56 $2,400.70 20% 5,000 $7,912.76 $37.81 $18,649.37 $89.10 $26,562.13 $126.91 $11,249.61 $20,411.94 $31,661.56 $11,249.61 $29.25 $20,411.94 $87.22 $31,661.56 $116.47 $5,099.43 19% 50,000 $24,925.19 $49.85 $58,745.50 $117.49 $83,670.70 $167.34 $24,411.25 $59,661.02 $84,072.27 $24,411.25 $48.82 $59,661.02 $119.32 $84,072.27 $168.14 $401.57 0% 500 $4,443.28 $119.81 $5,457.39 $147.16 $9,900.67 $266.97 $6,213.32 $6,338.11 $12,551.43 $6,213.32 $133.34 $6,338.11 $241.22 $12,551.43 $374.56 $2,650.76 27% 5,000 $9,834.80 $46.99 $12,079.44 $57.71 $21,914.24 $104.70 $12,213.69 $17,192.96 $29,406.66 $12,213.69 $45.92 $17,192.96 $55.03 $29,406.66 $100.95 $7,492.42 34% 50,000 $30,979.61 $61.96 $38,050.25 $76.10 $69,029.86 $138.06 $32,877.58 $41,956.63 $74,834.21 $32,877.58 $65.76 $41,956.63 $83.91 $74,834.21 $149.67 $5,804.35 8% Difference
A - New
(Other than
A2)
Assembly such as arenas,
theaters, amphitheaters
I - New Institutions
A2 - New Restaurant
B or M - NewBusiness or Retail
E - New Educational Centers (i.e.

Daycares)
Suggested Fee
Plan Check Inspection Total Fee
F-1, F-2 - New
Full Cost
Plan Check Inspection Total Fee
Current
Plan Check Inspection Total Fee
Factory
H1-H5 - New
Hazardous Occupancies (above
the threshold specified by
Building Code)
Combination Permits: New Construction and Tenant Improvements (includes Building, Mechanical, Electrical, and Plumbing) 224
Total Fee Total Fee
Occupancy
Type Description Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Full Cost Full Cost Full Cost Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Change $ Change %
DifferenceSuggested Fee
Plan Check Inspection Total Fee
Full Cost
Plan Check Inspection Total Fee
Current
Plan Check Inspection Total Fee
Combination Permits: New Construction and Tenant Improvements (includes Building, Mechanical, Electrical, and Plumbing) 500 $3,640.82 $98.17 $7,125.72 $192.14 $10,766.53 $290.32 $5,345.97 $7,142.86 $12,488.83 $5,345.97 $127.63 $7,142.86 $223.34 $12,488.83 $350.96 $1,722.30 16% 5,000 $8,058.62 $38.50 $15,772.13 $75.36 $23,830.75 $113.86 $11,089.13 $17,192.96 $28,282.09 $11,089.13 $34.11 $17,192.96 $72.91 $28,282.09 $107.03 $4,451.34 19% 50,000 $25,384.66 $50.77 $49,682.21 $99.36 $75,066.87 $150.13 $26,439.37 $50,004.08 $76,443.45 $26,439.37 $52.88 $50,004.08 $100.01 $76,443.45 $152.89 $1,376.58 2% 1,000 $4,563.82 $152.13 $6,968.49 $232.28 $11,532.31 $384.41 $6,728.95 $20,146.96 $26,875.91 $6,728.95 $113.75 $20,146.96 $218.97 $26,875.91 $332.72 $15,343.60 133% 10,000 $18,255.27 $43.61 $27,873.97 $66.59 $46,129.24 $110.20 $16,966.58 $39,854.01 $56,820.59 $16,966.58 $36.18 $39,854.01 $74.01 $56,820.59 $110.19 $10,691.35 23% 100,000 $57,504.10 $57.50 $87,803.02 $87.80 $145,307.11 $145.31 $49,527.59 $106,464.41 $155,992.00 $49,527.59 $49.53 $106,464.41 $106.46 $155,992.00 $155.99 $10,684.89 7% 1,000 $2,983.54 $99.45 $7,919.63 $263.99 $10,903.17 $363.44 $6,531.30 $16,927.98 $23,459.28 $6,531.30 $82.94 $16,927.98 $218.97 $23,459.28 $301.91 $12,556.12 115% 10,000 $11,934.15 $28.51 $31,678.52 $75.68 $43,612.67 $104.19 $13,996.32 $36,635.03 $50,631.35 $13,996.32 $29.72 $36,635.03 $70.43 $50,631.35 $100.16 $7,018.68 16% 100,000 $37,592.58 $37.59 $99,787.33 $99.79 $137,379.91 $137.38 $40,748.34 $100,026.45 $140,774.79 $40,748.34 $40.75 $100,026.45 $100.03 $140,774.79 $140.77 $3,394.89 2% 1,000 $3,349.55 $127.76 $4,476.63 $195.31 $7,826.18 $323.07 $4,798.21 $7,247.85 $12,046.06 $4,798.21 $164.79 $7,247.85 $322.26 $12,046.06 $487.05 $4,219.88 54% 3,000 $5,904.67 $102.09 $8,382.85 $245.59 $14,287.52 $347.67 $8,094.08 $13,692.99 $21,787.07 $8,094.08 $112.30 $13,692.99 $129.65 $21,787.07 $241.95 $7,499.55 52% 6,000 $8,967.29 $149.45 $15,750.40 $262.51 $24,717.69 $411.96 $11,463.19 $17,582.43 $29,045.62 $11,463.19 $191.05 $17,582.43 $293.04 $29,045.62 $484.09 $4,327.93 18% 500 $2,582.16 $69.63 $5,062.22 $136.50 $7,644.38 $206.13 $5,793.90 $5,533.37 $11,327.27 $5,793.90 $86.42 $5,533.37 $223.34 $11,327.27 $309.76 $3,682.89 48% 5,000 $5,715.38 $27.31 $11,204.78 $53.53 $16,920.15 $80.84 $9,682.80 $15,583.47 $25,266.27 $9,682.80 $22.30 $15,583.47 $47.56 $25,266.27 $69.86 $8,346.12 49% 50,000 $18,003.44 $36.01 $35,295.05 $70.59 $53,298.49 $106.60 $19,719.11 $36,983.59 $56,702.70 $19,719.11 $39.44 $36,983.59 $73.97 $56,702.70 $113.41 $3,404.21 6% 500 $2,438.12 $65.74 $5,934.11 $160.01 $8,372.23 $225.75 $5,793.90 $6,177.16 $11,971.07 $5,793.90 $86.42 $6,177.16 $209.03 $11,971.07 $295.45 $3,598.84 43% 5,000 $5,396.56 $25.78 $13,134.62 $62.75 $18,531.18 $88.54 $9,682.80 $15,583.47 $25,266.27 $9,682.80 $22.30 $15,583.47 $58.29 $25,266.27 $80.59 $6,735.09 36% 50,000 $16,999.16 $34.00 $41,374.06 $82.75 $58,373.22 $116.75 $19,719.11 $41,812.06 $61,531.17 $19,719.11 $39.44 $41,812.06 $83.62 $61,531.17 $123.06 $3,157.95 5% 50 $466.79 $125.87 $319.65 $86.19 $786.43 $212.06 $2,353.13 $1,394.01 $3,747.14 $2,353.13 $375.57 $1,394.01 $616.75 $3,747.14 $992.31 $2,960.71 376% 500 $1,033.19 $68.88 $707.51 $47.17 $1,740.70 $116.05 $4,043.17 $4,169.37 $8,212.54 $4,043.17 $61.58 $4,169.37 $78.85 $8,212.54 $140.43 $6,471.84 372% 5,000 $4,132.76 $82.66 $2,830.05 $56.60 $6,962.81 $139.26 $6,814.40 $7,717.42 $14,531.83 $6,814.40 $136.29 $7,717.42 $154.35 $14,531.83 $290.64 $7,569.02 109% 500 $3,428.47 $92.45 $4,781.42 $128.93 $8,209.89 $221.38 $4,707.17 $5,533.37 $10,240.54 $4,707.17 $107.32 $5,533.37 $132.50 $10,240.54 $239.81 $2,030.65 25% 5,000 $7,588.60 $36.26 $10,583.25 $50.56 $18,171.85 $86.82 $9,536.49 $11,495.66 $21,032.15 $9,536.49 $36.29 $11,495.66 $49.20 $21,032.15 $85.49 $2,860.29 16% 50,000 $23,904.10 $47.81 $33,337.23 $66.67 $57,241.33 $114.48 $25,867.35 $33,636.43 $59,503.78 $25,867.35 $51.73 $33,636.43 $67.27 $59,503.78 $119.01 $2,262.45 4% 300 $3,827.09 $171.99 $2,038.31 $91.60 $5,865.40 $263.60 NA NA NA Removed Removed Removed NA NA 1,000 New New New $5,319.00 $3,119.13 $8,438.13 $5,319.00 $266.79 $3,119.13 $59.90 $8,438.13 $326.69 NA NA 3,000 $8,470.92 $67.45 $4,511.62 $35.93 $12,982.54 $103.38 $10,654.87 $4,317.04 $14,971.91 $10,654.87 $62.03 $4,317.04 $37.53 $14,971.91 $99.57 $1,989.37 15% 30,000 $26,683.41 $88.94 $14,211.61 $47.37 $40,895.01 $136.32 $27,403.93 $14,450.73 $41,854.66 $27,403.93 $91.35 $14,450.73 $48.17 $41,854.66 $139.52 $959.65 2% 150 $2,937.96 $264.07 $1,437.52 $129.21 $4,375.49 $393.28 $5,263.59 $2,282.34 $7,545.93 $5,263.59 $217.85 $2,282.34 $86.36 $7,545.93 $304.21 $3,170.45 72% 1,500 $6,502.91 $103.56 $3,181.83 $50.67 $9,684.74 $154.24 $8,204.53 $3,448.21 $11,652.73 $8,204.53 $93.22 $3,448.21 $56.71 $11,652.73 $149.92 $1,967.99 20% U - New Utility / Miscellaneous Structure
L - New Laboratories
R-1 - New Hotels / Motels
R-2 - New Multi-Family / Apartment Housing
S-1 - New Moderate Hazard Warehouse /
Parking Garage
S-2 - New Low Hazard Warehouse /
Parking Garage
A-2 - TI Tenant Improvement / Addition
to a Restaurant
Shell (Cold) -
New
Shell Building consisting only of
foundation and empty structure.

R-3 - New* Custom Single-Family Home
A (Other
than A-2) - TI
Tenant Improvement / Addition
to a Religious Institution, Arena,
Theater, etc.
225
Total Fee Total Fee
Occupancy
Type Description Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Full Cost Full Cost Full Cost Fee Per 100
Sq Ft Fee Per 100
Sq Ft Fee Per 100
Sq Ft Change $ Change %
DifferenceSuggested Fee
Plan Check Inspection Total Fee
Full Cost
Plan Check Inspection Total Fee
Current
Plan Check Inspection Total Fee
Combination Permits: New Construction and Tenant Improvements (includes Building, Mechanical, Electrical, and Plumbing) 15,000 $20,484.17 $136.56 $10,022.77 $66.82 $30,506.94 $203.38 $20,788.68 $11,103.57 $31,892.25 $20,788.68 $138.59 $11,103.57 $74.02 $31,892.25 $212.61 $1,385.31 5% 150 $3,258.45 $292.88 $1,141.18 $102.57 $4,399.63 $395.45 $4,699.17 $1,960.45 $6,659.61 $4,699.17 $231.78 $1,960.45 $74.44 $6,659.61 $306.22 $2,259.99 51% 1,500 $7,212.29 $114.86 $2,525.89 $40.23 $9,738.18 $155.09 $7,828.24 $2,965.36 $10,793.61 $7,828.24 $108.85 $2,965.36 $45.98 $10,793.61 $154.83 $1,055.43 11% 15,000 $22,718.71 $151.46 $7,956.55 $53.04 $30,675.26 $204.50 $22,523.13 $9,172.18 $31,695.32 $22,523.13 $150.15 $9,172.18 $61.15 $31,695.32 $211.30 $1,020.06 3% *Production Homes are charged full fee for initial plan, and 25% of plan check fee for additional plans. Inspection fees are not discounted. **Foundation only is charged as 10% of the building permit fee. ***Plan Check and permit fees calculated through this study are in relation to requirements imposed by the California Building Code (CBC).

The CBC dictates the types of development projects and applications, which require different permits. The plan check and inspection fees are to review those projects and applications to ensure conformance with those building code requirements.

TI - All Others
Tenant Improvement / Addition
to any type of occupancy that
does not qualify as an arena,
theater, institution or restaurant.

Note: Building Official and Community Development Director have the discretion to charge time and materials for any project considered outside the scope of the projects listed above.

Note: Building Official and Community Development Director have the discretion to charge time and materials for any project considered outside the scope of the projects listed above. ***Plan Check and permit fees calculated through this study are in relation to requirements imposed by the California Building Code (CBC). The CBC dictates the types of development projects and applications, which require different permits. The plan check and inspection fees are to review those projects and applications to ensure conformance with those building code requirements. 226

NEW FEES
Row # Category Description New Fee

CITYWIDE
1 Administrative Citation Appeal Fee
In addition to the actual citation fine, appellants must deposit a fee of $500 in connection with filing an
appeal of an administrative citation issued by Code
Enforcement or Police Department. Following
determination of appeal, remaining actual costs billed
based on fully burdened hourly rates of staff involved
in appeal process
$500.00 Deposit, plus
Actual Costs
FIRE
Fire Commercial Sprinkler
Inspection:
2 Highrise Inspect a commercial fire sprinkler system for conformity with fire code requirements. $1,337.00
Fire Alarm System
3 Plan Check - Water Flow Water Flow Monitoring $302.00 Inspection:
4 Highrise Inspect a fire alarm system for conformity with fire code requirements. $1,337.00
Inspection:
5 Inspection - Water Flow (All Size) Water Flow Inspection $208.00 6 Apparatus - Engine
Cost recovery for fire engine apparatus. Based on
Fully Burdended Hourly Rates including Department
and Indirect Overhead.
$776.00
7 Apparatus - Rescue Ambulance
Cost recovery for rescue ambulance. Based on Fully
Burdended Hourly Rates including Department and
Indirect Overhead.
$438.00
8 Apparatus - Division Chief
Cost recovery for use of Division Chief time. Based on
Fully Burdended Hourly Rates including Department
and Indirect Overhead.
$418.00
227

NEW FEES
Row # Category Description New Fee
9 Apparatus - Deputy Fire Chief
Cost recovery for use of Deputy Fire Chief time. Based
on Fully Burdended Hourly Rates including
Department and Indirect Overhead.
$335.00
10 Apparatus - Fire Chief
Cost recovery for use of Fire Chief time. Based on Fully Burdended Hourly Rates including Department and
Indirect Overhead.
$393.00
11 Hazmat Storage/Usage Review and Inspection $470.00
12 Non-Compliance / Post Response Inspection $167.00
13 After/Before Hours/Call Out Inspector $334.00
14 After/Before Hours/Call Out Senior Inspector $392.00 15 After/Before Hours/Call Out Fire Marshal $605.00

PUBLIC WORKS
16 Fire Flow Test Flow and pressure test for Fire Sprinkler permit and for construction projects $458.00
17 Pressure Check Pressure Check required for construction projects $165.00

COMMUNITY DEVELOPMENT - TRAFFIC ENGINEERING
18 Construction Management and Parking Plan Review FeeSupplemental traffic and parking review for major projects. $2,225.00

COMMUNITY DEVELOPMENT - PLANNING

POLICY DOCUMENTS
19 Neighborhood Conservation Overlay District Request by applicant to create or amend a Neighborhood Overlay District
Cost Recovery/Actual
Costs

AMENDMENTS
20 Master Use Permit - Minor Amendment
Amendment to a master use permits to modify
conditions and/or allow new uses (with limited site or
building modifications)
$5,681.00
21 Planned Development Plan Amendment Application to amend an existing Planned Development Plan $9,465.00
228

NEW FEES
Row # Category Description New Fee
22 Use Permit - Minor Amendment
Application to amend a use permit to modify
conditions and/or allow a change of use (with limited
site or building modifications)
$5,528.00

APPEALS
23 Appeal to PPIC - Administrative Decision Appeal of an administrative decision to the Parking and Public Improvement Commission $2,373.00

COASTAL
24 Coastal Development Permit - with Public HearingAdditional fee for a Coastal Development Permit for if a public hearing requested $3,215.00

ENCROACHMENT PERMIT
25 Encroachment Permit w/ City Council Hearing
Application for a non-residential encroachment in the
public right of way (unless exempt pursuant to Section

7.36.170)
$4,138.00
26 Encroachment Permit - ROW Development adjacent to
construction project
Application for a permanent encroachment in the
public right-of-way when associated with major
construction project on adjacent property
$343.00
27 Encroachment Permit- Transfer Preparation of new encroachment agreement for new property owner $248.00
28 Temporary Encroachment Permit - Sidewalk Dining Annual Renewal Annual review of sidewalk dining permit renewal $136.00

ENVIRONMENTAL REVIEW
29 Initial Study
Preparation of Initial Study to determine type of
environmental document required (Negative
Declaration, Mitigated Negative Declaration, EIR,
addendum, etc.)
Deposit (Initial deposit
$40,000) - Cost
Recovery (Staff Time
and Consultant
Contract)
229

NEW FEES
Row # Category Description New Fee
30 Categorical Exemption requiring Technical Studies
CEQA review process for projects potentially
qualifying for categorical exemptions if supported by
technical studies (Ex: Class 32 exemption)
Deposit (Initial deposit
$40,000) - Cost
Recovery (Staff Time
and Consultant
Contract)
31 Addendum to Environmental Impact Report or Negative
Declaration/Mitigated Negative Declaration
Preparation of addendum to Environmental Impact
Report or Negative Declaration/Mitigated Negative
Declaration
Deposit (Initial deposit
$40,000) - Cost
Recovery (Staff Time
and Consultant
Contract)

HISTORIC PRESERVATION
32 Mills Act Contract - Concurrent with Historic Landmark Designation
Additional fee to establish and enter into a Mills Act
Contract when processed concurrently with a Historic
Landmark Designation application
$3,813.00
33 Mills Act Contract Monitoring
Annual fee for monitoring activities for properties
with Mills Act contracts; starts one year after contract is executed, and annually thereafter for the life of the Mills Act contract
$851.00

MINOR EXCEPTION & VARIANCE
34 Variance - With Another Discretionary Application
Application for a Variance when processed
concurrently with another entitlement application
which requires a public hearing
$1,582.00

MISCELLANEOUS PLANNING APPLICATIONS AND FEES
230

NEW FEES
Row # Category Description New Fee
35 Affordable Housing Agreement Preparation of agreement to restrict rental rates for projects with affordable housing units $1,059.00
36 Deed restriction/covenant/agreement or other document for recordation
Preparation of deed restriction, covenant, or other
document for recordation when not related to
another application
$718.00
37 Density Bonus Application
Application for additional residential density,
incentives/concessions, and waivers, for a Density
Bonus project
$2,057.00
38 Preliminary Application (Pursuant to SB 330)
Review of Preliminary Application to determine
compliance with applicable provisions of Senate Bill
330
$2,057.00
39 Affordable Housing Monitoring
Monitoring of affordable housing units for compliance
with requirements in an Affordable Housing
Agreement
Actual Cost
40 Outdoor Facilities Permit - Annual Renewal Fee Annual review of outdoor facility permit renewal $136.00 41 Planning Commission Follow-Up Review Fee
Post-entitlement review after a specified period when
conditioned as part of the original approval by the
Planning Commission or other decision-making body
$2,675.00
42 Substantial Conformance Review Formal review of request for minor deviations from approved entitlement $2,289.00

PRELIMINARY PLANNING REVIEW
43 Preliminary Plan Review - Single-family Residential
Planning Division review of proposed single-family
projects for zoning code compliance prior to submittal
of building permits
$416.00
231

NEW FEES
Row # Category Description New Fee
44 Preliminary Plan Review - Small Commercial
Preliminary interdepartmental review of commercial
projects up to 3,000 square feet to identify significant development concerns
$2,250.00
45 Preliminary Plan Review - Large Commercial
Preliminary interdepartmental review of commercial
projects over 3,000 square feet to identify significant development concerns
$3,240.00
46 Preliminary Plan Review - Small Multifamily Residential Preliminary interdepartmental review of multi-family
residential projects with 10 or fewer units to identify significant development concerns
$2,174.00
47 Preliminary Plan Review - Medium Multifamily Residential Preliminary interdepartmental review of multi-family
residential projects with 11 to 50 units to identify
significant development concerns
$2,718.00
48 Preliminary Plan Review - Large Multifamily Residential Preliminary interdepartmental review of multi-family
residential projects with 51 or more units to identify
significant development concerns
$3,711.00
49 Interdepartmental Pre-Submittal Meeting
Interdepartmental meeting to discus proposed project
with applicant after Preliminary Plan Review is
conducted (if requested)
$1,877.00

PUBLC NOTICE PROCESSING
50 Legal Notice Fee Publication of legal notice in newspaper $238.00

USE PERMITS
51 Use Permit- Minor
Application to establish a new use which requires a
Use Permit in an existing building (with minimal site or building modifications)
$5,716.00
232

NEW FEES
Row # Category Description New Fee New Fee

COMMUNITY DEVELOPMENT - BUILDING

BUILDING DIVISION FEES - FLAT AND MISCELLANEOUS
52 Annual $135.00
53 Renewal $58.00
54 Residential Bldg Records Report Provide a building records report on an address (valid for 6 months). Updated $297.00
Building Permits (Combination)
55 New Pool / Spa Review and inspection of new pool or spa being installed.

Residential
Prefabricated spa $989.00
56 Residential $278.00
57 Commercial $692.00
Building Permits (Miscellaneous)
58 0-10,000 CY $4,040.00
59 Over 10,001 CY $7,550.00
60 Shoring Plan Check and Inspection Reviewing and inspection of shoring requirements 5001 - 10,000 sq. ft. $3,724.00 61 Shoring Plan Check and Inspection Reviewing and inspection of shoring requirements Over 10,000 sq. ft. $6,107.00 62 Removal of Solar Panel System Process and inspection of complete removal of solar panel system without replacement $225.00
63 Solar App + Process and inspect Solar / PV permits with standardized plan $466.00
64 Up to 500 sq. ft. $7,400.00
65 501-1,000 sq. ft. $10,809.00
66 1,000+ sq. ft. $14,354.00
67 Each addl 500 sq. ft.
above 1,000 sq. ft. $1,115.00
68 LA Standard $699.00
69 Residential $1,471.00
70 Multi-family/Commercial $2,138.00
Bingo Games Organizations eligible to conduct bingo games Seismic Retrofit
Pool Replaster Replaster of existing pool or spa
Grading - Commercial Review of application associated with reviewing different grading categories
Residential Room Addition / Remodel - ComboReview and inspection of residential room addition and / or remodel.
233

NEW FEES
Row # Category Description New Fee New Fee

COMMUNITY DEVELOPMENT - BUILDING
71 Up to 5000 sq. ft $2,350.00
72 Greater than 5000 sq ft $3,425.00
73 Up to 5000 sq. ft $1,409.00
74 Greater than 5000 sq ft $2,161.00
75 Up to 10 $985.00
76 Greater than 10 $1,217.00
77 Shelving and Racking for Tenant Improvements Deferred submittal of shelving and racking anchorage $373.00 Mechanical, Electrical, and Plumbing Permits
Electrical
78 Battery Backup Review, inspect and issue permit for battery backups. Commercial $968.00 Right-Of-Way (ROW) Fees
79 Lane Closure - Secondary Permit Only Additive Fee for ROW permits with parking/lane/street closures
Extra Traffic Engineer
Review - per hour $137.00
Commercial Landscape/Hardscape
Landscaping / Parking lot
Restriping/Changing parking lot
Light poles/standards
234

ELIMINATED FEES
Row # Category Description Eliminated Fee

PARKS AND RECREATION FEES (NON-PROGRAM / ACTIVITY RELATED) 1 Banner Installation - Sepulveda Blvd.

Hanging a banner across the public right-of-way at the
request of a private party. (No longer applicable as
there are no banners installed on Sepulveda)
$399.00
POLICE
2 Animal Quarantine Inspection Inspection of a home and re-checks when an animal is required to be quarantined. (No longer applicable)$312.00

JAIL OPERATIONS
3 Booking Fee Process an individual under arrest for booking. *Plus additional County Fees. (No longer applicable)$282.00

PUBLIC WORKS
4 Tree Trimming Permit - Private Property
Review and inspect tree trimming request.
(Duplication as this fee was already captured in
Planning Section)
$91.00
5 Online Bid and Proposal Service Fee for Capital Projects and (Public Construction) - Simple Projects (Under $100k)
Service fee associated with setting up, loading digital plans, specifications and other bidding documents on-
line to facilitate bid submittal online by contractors. (No longer applicable)
$65.00
6 Online Bid and Proposal Service Fee for Capital Projects and (Public Construction) - Moderately Complex Projects ($100k- $500k)
Service fee associated with setting up, loading digital plans, specifications and other bidding documents on-
line to facilitate bid submittal online by contractors. (No longer applicable)
$87.00
7 Online Bid and Proposal Service Fee for Capital Projects and (Public Construction) - Complex Projects (Greater than
$500k)
Service fee associated with setting up, loading digital plans, specifications and other bidding documents on-
line to facilitate bid submittal online by contractors. (No longer applicable)
$107.00
235

ELIMINATED FEES
Row # Category Description Eliminated Fee
8 Water Meter Installation Inspection - 3/4" - 1" meter Installation of new water meter upon request.
(Duplication as this fee was already captured in
through Water Meter & Sewer Connection -
Inspection fees)
$102.00
9 Water Meter Installation Inspection -1" - 2" meter
**Material costs not included (Duplication as this fee
was already captured in through Water Meter &
Sewer Connection - Inspection fees)
$173.00
10 Development (Parking) Traffic Review - Development
Permits
Review of parking / traffic conditions for development
permits, including environmental assessment and
amendment to development permits. (Removed as
Public Works does not conduct Traffic Review)
$937.00
11 Development (Parking) Traffic Review - Environmental Assessment / Amendment to Dev. Permits
Review of parking / traffic conditions for development
permits, including environmental assessment and
amendment to development permits. (Removed as
Public Works does not conduct Traffic Review)
$1,623.00

COMMUNITY DEVELOPMENT - PLANNING
12 Planning Extra Plan Check
An hourly fee for plan checks over the standard
number of plan checks within the Planning Dept. (No
longer applicable)
$146.00
13 Noticing Fee For General Plan, Code, Zoning Amendments. (No longer applicable) $588.00
14 Map Copy Deposit (No longer applicable) $500.00
236

ELIMINATED FEES
Row # Category Description Eliminated Fee

COMMUNITY DEVELOPMENT - BUILDING
15 Base Fee (Removed as plans are uploaded
electronically in Online Permitting System)$46.00
16 Digital Copy (Removed as plans are uploaded
electronically in Online Permitting System)$69.00
17 Data Extraction (Removed as plans are uploaded
electronically in Online Permitting System)$88.00
18 Summary of Accessibility Upgrades for Commercial Projects Review of accessibility upgrade hardship application.

Existing Buildings Valued more than LA County
Accessibility Code. (No longer applicable)
$1,213.00
19 Summary of Accessibility Upgrades for Commercial Projects Review of accessibility upgrade hardship application.

Existing Buildings Valued more than LA County
Accessibility Code. (No longer applicable)
$1,622.00
20 Summary of Accessibility Upgrades for Commercial ProjectsReview of accessibility upgrade hardship application. 401-1,500 sq. ft. (No longer applicable) $1,963.00
Code Enforcement Fees
21 Violation Inspection Fee
Per hour violation inspection fee for code
enforcement violations (2-hr min.) (No longer
applicable)
$251.00
22 Non-Compliance Fee Per Hour fee for non-compliance related inspections (6-hr min) (No longer applicable) $752.00
Imaging Fee
237
Comparative Analysis of Other City Fees
# Department /
Division Fee Title
Fee # as
Listed in
Fee
Schedule
Example Size
Manhattan
Beach
Current Fee
Manhattan
Beach
Suggested
Fee
City of Beverly Hills City of Santa Monica City of Torrance City of Redondo Beach City of Newport Beach 1 Building
Building-New Residential - Combo
(includes Plan Check and
Inspection)
R-3 3000
SF/$533,022 $14,287.52 $21,787.07 $20,878.20 $4,836.22 $8,513.06 $14,806.80 $9,915.00 2 Building Building-TI - All Others - Combo TI - All
Others
1500
SF/$318,843 $9,738.18 $10,793.61 $13,321.80 $995.24 $5,442.98 $4,642.00 $2,567.51 3 Building Residential Addition/Remodel -
Combo 357 1000
SF/$177,674 $1,667.00 $10,613.00 $8,245.80 $2,358.62 $3,750.61 $5,528.00 $3,309.90 4 Building Non Commercial - B - Combo B or M 5,000
SF/$1,602,810 $25,734.47 $28,091.66 $53,589.60 $5,063.94 $22,506.86 $26,520.00 $13,809.95 5 Building New Pool/Spa 332 Residential $1,048.00 $1,345.00 Appears Valuation Based Not Found Appears Valuation Based $391.32 Plan review $429;Permit/Inspection $478
6 Building Reroof 381 Residential $581.00 $651.00 Appears Valuation Based Not Found Tiered by squares. Up to 25
squares $115.00, 26-50
$228, 51 to 75 $286, 76-100
$379
Appears Valuation Based Plan review
$185;Permit/Inspection $381
7 Building Kitchen/Bath Remodel - Combo 327 500 SF/$88,837 $884.00 $922.00 Appears Valuation Based $788.34 Appears Valuation Based Appears Valuation Based $1,679.26 8 Building Window/Door change out 363 5 $589.00 $560.00 Appears Valuation Based Not Found Appears Valuation Based Appears Valuation Based Appears Valuation Based 9 Building Water Heater 401 $303.00 $658.00 8.33% of valuation per trade Plumbing OTC - 364.15 $29.40/Plumbing permit;
$19.10/electrical permit $45.15 $34.00
10 Building Seismic Retrofit 361 Residential New $1,471.00 Not Found Permit $38.15 plus $251.61/hr Not Found Not Found Not Found 11 Planning Use Permit 297 $8,948.00 $10,657.00 Conditional Use Permit $25,883
Conditional Use Permit - All
Others - $17,284.15
Conditional Use Permit
(CUP): Use
Change/<7units/<15K Com
Ind SF: $6,431 per app
Category 1 - All uses Except
MF: $3,208
Category 2 - Multi-Family
Residential and Condominium
Projects: $3,208 Plus $1,345 /
Unit
Category 3 - Condominium
Conversion $3,208 Plus $1,345
/ Unit
Development Agreement:
$2,069 plus Contract Cost
$6,314
12 Planning Variance 219 $8,985.00 $7,113.00 $26,763.00 $19,764.12 $12,258 $3,200 $5,791.00 13 Planning Coastal Development Permit
(w/out hearing) 188 $1,607.00 $4,472.00 Not Found
Local Coastal Program
Surcharge - 65% of permit in
the coastal zone.

Coastal Zone Approval in
Concept $173.94
Development REview -
$29,545.15
Development Permit $5,964 Public Hearing Waiver 3: $340 Public Hearing: $1,605
Coastal Development Permit
(CDP) - Stand Alone: - $2,622
Cioastal Development Permit
(CDP) - Waiver - $1330
14 Planning Tentative Parcel Map 284 $1,486.00 $4,201.00 $24,376.00 Subdivision, new
construction, Parcel,
Tentative Map - $1,024.50
Subdivision Map for
Condominium Purposes -
$5,448.16
Tentative Tract (TTM): $9,235
Parcel Map $710.00
Accelerated Parcel Map (W/in
48 Business Hours): 50% of
Parcel Map Fee
$2,457.00
15 Planning Sign Program 277 $884.00 $448.00
Sign Permit Tiered: Up to
25 sq ft $240, over
$9.30/sq ft
Architectural Review Board -
Sign Adjustement - $2,435.13
Sign Program - Single
Tenant: $385
Sign Program - Multiple
Tenants: $770
Not Found $2,422.00
16 Planning Final Tract Map Review -
Application 281 $921.00 $3,461.00
1st - 3rd Submittal -
$7,970.00
Subsequent Submittal after
3rd - $583.00
Final Map Revision $1,157.88
Final Map (tract map)
checking per sheet: $1,395
per sheet (Fee capped at 10
sheets)
$1,350 Parcel Map Check $2,144
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Comparative Analysis of Other City Fees
# Department /
Division Fee Title
Fee # as
Listed in
Fee
Schedule
Example Size
Manhattan
Beach
Current Fee
Manhattan
Beach
Suggested
Fee
City of Beverly Hills City of Santa Monica City of Torrance City of Redondo Beach City of Newport Beach 17 Public Works
(Utilities) Temporary Water Meter Rental 124 $254.00 $288.00 First 15 days or less
$66/Equipment, each
succeeding 15 days or
less $26
Temp Water Service $294.64 Water System: $36.80 per
unit Not Found
Recycled Water Service -
Recycled Water meter
1 in - $19.78
1 1/2 in - $24.75
2 in - $52.73
3 in - $135.12
4 in - $229.50
6 in - $484.16
8 in - $843.69
Construction Water Meter
Establishment Charge App - $105
Meter Deposit - $1,250
18 Public Works
(Utilities)
FOG Inspection Fees (Fats, Oils
and Grease) 130 $195.00 $343.00 Actual Cost Not Found Not Found Not Found Annual Permit: $0.00 FOG Non-Compliance: $75
19 Citywide Technology Fee 39 3% of Permit
13% on
applicable
fees

3.7% on all development
permits and plan checks
and all planning
applications
13% of Permit
No Tech fee
Microfilm Fee - $9.70
(no online submital system)
$0.00125 per dollar of valuation Record Management Fee - $2 per sheet
239
City of
Manhattan Beach
User Fee Study
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i Comprehensive User Fee Study

TABLE OF CONTENTS
TABLE OF CONTENTS ................................................................................................. i Executive Summary .................................................................................................. 1 User Fee Background ............................................................................................... 2 Background .................................................................................................................................................. 2 California User Fee History .......................................................................................................................... 2 Additional Policy Considerations ................................................................................................................. 3 Study Objective ....................................................................................................... 4 Scope of the Study ....................................................................................................................................... 4 Aim of the Report......................................................................................................................................... 5 Project Approach and Methodology ........................................................................... 6 Conceptual Approach................................................................................................................................... 6 Fully Burdened Hourly Rates........................................................................................................................ 6 Summary Steps of the Study ........................................................................................................................ 7 Allowable Costs ............................................................................................................................................ 7 Methodology ................................................................................................................................................ 8 Quality Control/Quality Assurance .............................................................................................................. 8 Reasons for cost increases/decreases over current fees............................................................................. 8 City Staff Contributions ................................................................................................................................ 9 Manhattan Beach User Fees .................................................................................... 10 Cost Recovery............................................................................................................................................. 10 Subsidization .............................................................................................................................................. 10 Impact on Demand (Elasticity) ................................................................................................................... 11 Summary .................................................................................................................................................... 11 Finance ................................................................................................................ 12 Analysis ...................................................................................................................................................... 12 Parks and Recreation Fees (Non-program / Activity Related) ...................................... 13 Analysis ...................................................................................................................................................... 13 Management Services - City Clerk’s Office ................................................................ 14 Analysis ...................................................................................................................................................... 14 Citywide Fees ........................................................................................................ 15 241

ii Comprehensive User Fee Study

Analysis ...................................................................................................................................................... 15 Police ................................................................................................................... 16 Analysis ...................................................................................................................................................... 16 Fire ...................................................................................................................... 17 Analysis ...................................................................................................................................................... 17 Public Works ......................................................................................................... 18 Analysis ...................................................................................................................................................... 18 Community Development – Traffic Engineering ......................................................... 19 Analysis ...................................................................................................................................................... 19 Community Development - Planning ........................................................................ 20 Analysis ...................................................................................................................................................... 20 Building ................................................................................................................ 21 Analysis ...................................................................................................................................................... 21 Appendix A – Total Allowable Cost to be Recovered .................................................. 22 Appendix B –Fully Burdened Hourly Rates ................................................................ 24 Appendix C – Cost Recovery Analysis ....................................................................... 29

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Executive Summary
The City of Manhattan Beach engaged Willdan Financial Services (Willdan) to determine the full costs incurred by the City to support the various activities for which the City charges user fees. Due to the complexity and the breadth of performing a comprehensive review of fees, Willdan employed a variety of fee methodologies to identify the full costs of individual fee and program activities. This report and the appendices herein identify 100% full cost recovery for City services. Appendix C details the full cost and suggested fees as determined through discussion with departmental staff. The recommended fees identified herein are either at or less than full cost recovery.

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User Fee Background
Background
As part of a general cost recovery strategy, local governments adopt user fees to fund programs and services that provide limited or no direct benefit to the community as a whole (“User Fees”). As cities struggle to maintain levels of service and variability of demand, they have become increasingly aware of subsidies provided by the General Fund and have implemented cost-recovery targets. To the extent that governments use general tax monies to provide individuals with private benefits, and not require them to pay the full cost of the service (and, therefore, receive a subsidy), the government is limiting funds that may be available to provide other community-wide benefits. In effect, the government is using community funds to pay for private benefits. Unlike most revenue sources, cities have more control over the level of user fees they charge to recover costs, or the subsidies they can institute.

Fees in California are required to conform to the statutory requirements of the California Constitution, Proposition 218, Proposition 26, and the California Code of Regulations. The Code also requires that the City Council adopt fees by either ordinance or resolution, and that any fees in excess of the estimated total cost of rendering the related services must be approved by a popular vote of two-thirds of those electors voting because the charge would be considered a tax and not a fee. There are no fees suggested to be set above the cost of service and as such a public vote is not required.

California User Fee History
Before Proposition 13, in times of fiscal shortages, California cities were able to raise property taxes, which funded everything from police and recreation to development-related services. However, this situation changed with the passage of Proposition 13 in 1978.

Proposition 13 established the era of revenue limitation in California local government. In subsequent years, the state saw a series of additional limitations to local government revenues. Proposition 4 (1979) defined the difference between a tax and a fee: a fee can be no greater than the cost of providing the service; and Proposition 218 (1996) further limited the imposition of taxes for certain classes of fees. As a result, cities were required to secure a supermajority vote to enact or increase taxes. Due to the thresholds needed to increase local taxes, cities have less control and very few successful options for new revenues. The State of California took a series of actions in the 1990’s and 2000’s to improve the State’s fiscal situation, at the expense of local governments. In 2004-05, the Educational Revenue Augmentation Funds (“ERAF”) take- away of property taxes and the reduction of Vehicle License Fees further reduced local tax revenues.

In addition, on November 2, 2010, California voters approved Proposition 26, the “Stop Hidden Taxes Initiative”, which is aimed at defining “regulatory fees” as a special tax rather than a fee, thus requiring approval by two-thirds vote of local voters. These regulatory fees are typically intended to mitigate the societal and environmental impacts of a business or person’s activities. Proposition 26 contains seven categories of exceptions. The fees analyzed as part of a User Fee study typically fall under categories one through five consisting of charges for specific benefits, government service, regulatory need, for use of government property, or a fine/penalty.
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Additional Policy Considerations
State regulations require that municipalities update their fee schedules to reflect the actual costs of certain public services primarily benefiting users. User Fees recover costs associated with the provision of specific services benefiting the user, thereby typically reducing the use of General Fund monies for such purposes.

In addition to collecting the direct cost of labor and materials associated with processing and administering user services, it is common for local governments to recover reasonable support costs. Support costs are those costs relating to a local government’s central service departments that are allocable to the local government’s operating departments. Central services support cost allocations were incorporated using the resulting indirect overhead percentages determined through the City’s Cost Allocation Plan. A Cost Allocation Plan identifies the central service functions of the City such as Finance, City Manager, Information Technology, Human Resources, and others and allocates their cost to the departments and funds of the City that they support. This plan was used in the User Fee study to account for the burden placed upon central services by the operating departments to allocate a proportionate share of central service cost through the study.

As labor effort and costs associated with the provision of services fluctuate over time, a significant element in the development of any fee schedule is that it has the flexibility to remain current. Therefore, it is recommended that the City include an inflationary factor in the resolution adopting the fee schedule to allow the City to annually increase or decrease the fees by changes in a pre-approved inflationary index, as described below. However, such inflationary increases shall not exceed the reasonable estimated cost of providing the services each year.

The City may employ many different inflationary factors. The most commonly used inflator is some form of the Consumer Price Index (CPI) as it is widely well known and accepted. A similar inflator is the implicit price deflator for GDP, which is much like the CPI except that while the CPI is based on the same “basket” of goods and services every year, the price deflators’ “basket” can change year to year. Since the primary factor for the cost of a City’s services is usually the costs of the personnel involved, tying an inflationary factor that connects more directly to the personnel costs can also be suitable if there is a clear method, or current practice of obtaining said factor.

Each City should use an inflator that they believe works the best for their specific situation and needs but cannot rely solely on the CPI increase as it is incumbent upon each agency to ensure the amount of the fees charged does not exceed the reasonable estimated costs of providing the services. It is also recommended that the City perform this internal review annually with a comprehensive review of services and fees performed every five years, which would include adding, amending, or removing fees for programs/services. 245

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Study Objective
As the City of Manhattan Beach seeks to efficiently manage limited resources and adequately respond to increased service demands, it needs a variety of tools. A User Fee Study provides assurance that the City has the best information and the best resources available to make sound decisions, fairly and legitimately set fees, maintain compliance with state law and local policies, and meet the needs of the City administration and its constituency. Given the limitations on raising revenue in local government, the City recognizes that a User Fee Study is a very cost-effective way to understand the total cost of services and identify potential fee deficiencies. Essentially, a User Fee is a payment for a requested service provided by a local government that primarily benefits an individual or group.

The total cost of each service included in this analysis is based on the full cost of providing City services, including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central service support. This study determines the full cost recovery fee for the City to provide each service; however, each fee is set at the City’s discretion, up to 100% of the total cost, as specified in this report.

The principal goal of the study was to help the City determine the full cost of the services that the City provides. In addition, Willdan established a series of additional objectives including:
 Developing a rational basis for setting fees
 Identifying subsidy amount, if applicable, of each fee in the model  Ensuring compliance with State law
 Comprehensive list of fees that can be updated in the future to reflect any MOU adjustments  Maintaining accordance with City policies and goals
The study results will help the City better understand its true costs of providing services and may serve as a basis for making informed policy decisions regarding the most appropriate fees, if any, to collect from individuals and organizations that require individualized services from the City.

Scope of the Study
The scope of this study encompasses a review and calculation of the user fees charged by the following Manhattan Beach departments and fee groups:
 Finance
 Parks and Recreation Fees (Non-program / Activity Related)  Management Services – City Clerk’s Office
 Citywide Fees
 Police
 Fire
 Public Works
 Community Development – Traffic Engineering
 Community Development - Planning
 Community Development - Building
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5 Comprehensive User Fee Study

The study involved the identification of existing and potential new fees, fee schedule restructuring, data collection and analysis, orientation and consultation, quality control, communication and presentations, and calculation of individual service costs (fees) or program cost recovery levels.

Aim of the Report
The User Fee Study focused on the cost of City services, as City staff currently provide them at existing, known, or reasonably anticipated service and staff level needs. This report provides a summary of the study results, and a general description of the approach and methods Willdan and City staff used to determine the recommended fee schedule. The report is not intended to document all the numerous discussions throughout the process, nor is it intended to provide an influential dissertation on the qualities of the utilized tools, techniques, or alternative approaches.

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Project Approach and Methodology
Conceptual Approach
The basic concept of a User Fee Study is to determine the “reasonable cost” of each service provided by the City for which it charges a user fee. The full cost of providing a service may not necessarily become the City’s fee, but it serves as the objective basis as to the maximum amount that may be collected.

The standard fee limitation established in California law for such fees is the “estimated, reasonable cost” principle. To maintain compliance with the letter and spirit of this standard, every component of the fee study process included a related review. The use of budget figures, time estimates, and improvement valuation clearly indicates reliance upon estimates for some data.

Fully Burdened Hourly Rates
The total cost of each service included in this analysis is primarily based on the Fully Burdened Hourly Rates (FBHRs) that were determined for City personnel directly involved in providing services. The FBHRs include not only personnel salary and benefits (see Appendix B), but also any costs that are reasonably ascribable to personnel. The cost elements that are included in the calculation of fully burdened rates are:
 Salaries & benefits of personnel involved
 Operating costs applicable to fee operations
 Departmental support, supervision, and administration overhead  Central service overhead costs allocated through the Cost Allocation Plan A key factor in determining the fully burdened rate is in the calculation of productive hours for personnel.

This calculation takes the available workable hours in a year of 2,080 and adjusts this figure to 1,650 productive or billable hours to account for calculated or anticipated hours’ employees engage in non- billable activities such as paid vacation, sick leave, holidays, and other considerations, as necessary. Dividing the full cost, including overhead, of a position by the number of productive hours provides the FBHR.

The FBHRs are then used in conjunction with time estimates, when appropriate for how a service is provided, to calculate a fee’s cost based on the personnel and the amount of their time providing each service.
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Summary Steps of the Study
The process of the study is straightforward and simple in concept. The following list provides a summary of the study process steps:

Allowable Costs
This report identifies three types of costs that, when combined, constitute the fully burdened cost of a service (Appendix A). Costs are defined as
direct labor, including salary and benefits,
departmental overhead costs, and the City’s
central services overhead, where
departmental and central service overhead
costs constitute support costs. These cost
types are defined as follows:
 Direct Labor (Personnel Costs): The
costs related to staff salaries for
time spent directly on fee-related
services.
 Departmental Overhead: A
proportional allocation of
departmental overhead costs,
including operation costs such as
supplies and materials that are necessary for the department to function.  Central Services Overhead: These costs, as provided via the City’s Cost Allocation Plan, represent services provided by those Central Services Departments whose primary function is to support other City departments.

Data Analysis
Department Interviews
Time Estimates
Labor Costs
Cost Allocation Plan
Building Cost Layers
Direct Services
Indirect Services
Department Overhead
City-Wide Overhead
Set Fees
Define the Full Cost of
Services
Set Cost Recovery Policy
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Methodology
The two methods of analysis for calculating fees used in this report are the:

Case Study Method (Standard Unit Cost Build-Up Approach): This approach estimates the actual labor and material costs associated with providing a unit of service to a single user. This analysis is suitable when City staff time requirements do not vary dramatically for a service, or for special projects where the time and cost requirements are easy to identify at the project’s outset. Further, the method is effective in instances when a staff member from one department assists on an application, service or permit for another department on an as-needed basis. Costs are estimated based upon interviews with City staff regarding the time typically spent on tasks, a review of available records, and a time and materials analysis.

Program Cost Approach: In some instances, the underlying data is not available or varies widely, leaving a standard unit cost build-up approach impractical. Willdan employed a different methodology where appropriate to fit a program’s cost needs and goals. Typical programmatic approach cases are valuation- based fees, Recreation programs, and instances where a program cost is divided over the user base to obtain a per applicant cost for shared cost services.

Quality Control/Quality Assurance
All study components are interrelated, thus flawed data at any step in the process will cause the ultimate results to be inconsistent and unsound. The elements of our Quality Control process for User Fee calculations include:
 Involvement of knowledgeable City staff
 Clear instructions and guidance to City staff
 Reasonable tests and validation
 Internal and external reviews
 Cross-checking
Reasons for cost increases/decreases over current fees
Within the fee tables in Appendix C , the differences are identified between the full costs calculated through the study and the fee levels currently in effect. The reasons for differences between the two can arise from a number of possible factors including:
 Previous fee levels may have been set at levels less than full cost intentionally, based on policy decisions
 Position staffing levels, seniority, and the positions that complete fee and service activity may vary from when the previous costs were calculated
 Personnel and materials costs could have increased at levels that differed from any inflationary factors used to increase fees since the last study
 Changes in processes and procedures within a department, or the City as a whole 250

9 Comprehensive User Fee Study

 Changes in the demand for services in a City may have also changed the staffing or cost structure of departments over time
 Service enhancements and/or efficiencies realized through technological advancements through the City's Energov permitting system
City Staff Contributions
As part of the study process, Willdan received tremendous support and cooperation from City staff, which contributed and reviewed a variety of components to the study, including:
 Budget and other cost data
 Staffing structures
 Fee and service structures, organization, and descriptions  Direct work hours (billable/non-billable)
 Time estimates to complete work tasks
 Review of draft results and other documentation
A User Fee Study requires significant involvement of the managers and line staff from the departments on top of their existing workloads and competing priorities. The contributions from City staff were critical to this study. We would like to express our appreciation to the City and its staff for their assistance, professionalism, positive attitudes, helpful suggestions, responsiveness, and overall cooperation.

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10 Comprehensive User Fee Study

Manhattan Beach User Fees
Cost Recovery
The cost recovery models, by department/division fee type, are presented in detail in Appendix C. Full cost recovery is determined by summing the estimated amount of time each position (in increments of minutes or hours) spends to render a service. Time estimates for each service rendered were obtained through time study analysis conducted by City staff for each department/division fee included in the study. The resulting cost recovery amount represents the total cost of providing each service. The City’s current fee being charged for each service, if applicable, is provided in this section, as well, for reference.

It is important to note that the time data used to determine the amount of time each employee spends assisting in the provision of the services listed on the fee schedule is essential in identifying the total cost of providing each service and will differ from City to City depending on staffing, positions involved, experience of staff, the use of consultants, and the policies and procedures in place for each City.

Specifically, in providing services, a number of employees are often involved in various aspects of the process, spending anywhere from a few minutes to several hours on the service.

The primary goal of this study was to identify the cost of City services, to provide information to help the City make informed decisions regarding the actual fee levels and charges. The responsibility of determining the final fee levels is a complicated task. City staff must consider many issues in formulating recommendations, and the City Council must consider those same issues and more in making the final decisions.

City staff assumes the responsibility to develop specific fee level recommendations to present to the City Council. Unfortunately, there are no fixed rules to guide the City, since many of the considerations are based on the unique characteristics of the City of Manhattan Beach, and administrative and political discretion.

However, in setting the level of full cost recovery for each fee, one should consider whether the service solely benefits one end user or the general community.

Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. The general standard is that individuals (or groups) who receive a wholly private benefit should pay 100% of the full cost of the services. In contrast, services that are simply public benefit should be funded entirely by the general fund’s tax dollars. Unfortunately, for the decision makers, some services fall into the range between these two extremes.

Further complicating the decision, opponents of fees often assert that the activities subject to the fees provide economic, cultural, “quality of life,” or other community benefits that exceed the costs to the City, but it is important to distinguish the difference between any purported possible benefits that may be conveyed through the result of activities of the service receiver and the direct benefit being conveyed through the City providing the service to the requestor.

It is recommended the City consider such factors during its deliberations regarding appropriate fee levels. 252

11 Comprehensive User Fee Study

Of course, subsidization can be an effective public policy tool since it can be used to reduce fees to encourage certain activities (such as to ensure public safety) or allow some people to be able to afford to receive services they otherwise could not at the full cost. In addition, subsidies can be an appropriate and justifiable action, such as to allow citizens to rightfully access services, without overburdensome costs.

Despite the intent, it is important for the City and public to understand that subsidies must be covered by another revenue source, typically the General Fund’s other unrestricted funds.

Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services (higher fees) will eventually curtail the demand for the services; whereas lower fees may spark an incentive to utilize the services and encourage certain actions. Either of these conditions may have a desirable effect to the City. However, the level of the fees that would cause demand changes is largely unknown. The cost of service study did not attempt to evaluate the economic or behavioral impacts of higher or lower fees; nevertheless, the City should consider the potential impacts of these issues when deciding on fee levels.

Summary
City staff are recommending setting user fees at suggested fee amounts as detailed in Appendix C. City and departmental goals, City Council priorities, policy initiatives, past performance, implementation issues, and other internal and external factors should influence staff recommendations and City Council decisions.

In this case, the proper identification of additional services (new or existing services) and the update to a consistent and comprehensive fee schedule were the primary objectives of this study. City staff have reviewed the full costs and identified the recommended fee levels for consideration by City Council.

The following sections provide background for each department, division, and fee group and the results of this study’s analysis of their fees. For the full list of each fee’s analysis, refer to Appendix C of this report.

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Finance
The Finance Department’s responsibilities include accounting, budgeting, payroll, investments, and procurement, as well as business licensing, accounts receivable, cashiering and utility billing. These services are provided through the following department functions: Administration and Budget, Accounting, Purchasing, Revenue Services, Business Licensing, Water, and Sewer Billing.

Analysis
Willdan individually reviewed the services associated with the Finance Department. The review also consisted of an evaluation of existing services to update the fee schedule.

Many of the fees and services listed under Finance Fees are return check fees, business, custom, and dog license fees. For the user fees evaluated as part of this study the analysis we relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City Central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that one of the fees’ full costs have decreased, and one fee is currently charged below full cost. Staff is recommending the fees be adjusted as detailed in Appendix C to achieve full cost recovery. As a result, there would be:
 An increase to 5 fees;
 1 fee would decrease, and;
 11 fees would remain as currently set.
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Parks and Recreation Fees (Non-program / Activity
Related)
The Parks and Recreation Department, consisting of 21 full-time and over 150 seasonal and part-time staff, provides a wide variety of innovative, collaborative, and impactful recreational, cultural, and educational programs and services for all ages. Department divisions include Administration, Recreation Services, Cultural Arts, Sports and Aquatics, Volunteers, Older Adults, and Transportation.

Analysis
Willdan individually reviewed the services associated with the Parks and Recreation Department. The review also consisted of an evaluation of existing services to update the fee schedule.

The services included in the analysis of Parks and Recreation are banner installation, special events, and film permits. The analysis relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that all of the fees are currently set below the full cost of providing service. Staff is recommending the fees be adjusted as detailed in Appendix C to achieve full cost recovery. As a result, most fees would retain some level of subsidy and there would be:
 An increase to 6 fees, and;
 5 fees would remain as currently set.
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Management Services - City Clerk’s Office
The City Clerk's Office is dedicated to collaborating with City officials and the public to ensure that open and effective government standards are in place to secure the public trust, and provide a system of transparency, public participation and accountability. The City Clerk serves as the greatest resource of information for the public, City Council, City staff and other governmental agencies; manages legal requirements for public notices and the filing of referendums and initiatives; and keeps complete and accurate records of City Council proceedings.

The City Clerk's Office works diligently with the City's Information Technology Department to provide broadcasting of City Council and Planning Commission meetings on Manhattan Beach Local Community Cable, Spectrum Channel 8 and Frontier Communications Channel 35, and the City Website Live Streaming Video, and YouTube to ensure access to public information and the local government process. As the custodian of the City's official records, the office maintains all official City archives and legislative history, and ensures the preservation, protection and integrity of the public records.

The City Clerk is also the City's Election Officer, and as such, conducts and certifies the City's municipal elections for six elected offices (5 City Council and 1 City Treasurer).

Analysis
Willdan individually reviewed the services associated with the City Clerk’s Office. The review also consisted of an evaluation of existing services to update the fee schedule.

Many of the fees and services listed under City Clerk fees are reproduction services, regulated fees, or fees not otherwise recommended to be changed.
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Citywide Fees
The Citywide fee table includes the Finance penalty, Administrative Citation Appeal, and Technology Fee.

Analysis
Willdan individually reviewed the services associated with Citywide fees. The review also consisted of an evaluation of existing services to update the fee schedule.

Staff are recommending adding a new fee, Administrative Citation Appeal Fee, which would be set as a $500 deposit fee. The Finance late penalty fee will remain at 5%. Based on the technology costs utilized in providing Planning and Building services, the technology fee will increase from 3% to 13%. 257
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Police
The Manhattan Beach Police Department is a premier, full-service law enforcement organization. The dedicated men and women of this Police Department are an integral part of this community, and the community is an integral part of the Police Department. We count on each other to keep this community safe and to work on quality-of-life issues so that residents love living here, businesses thrive, and visitors enjoy their stay. The Police Department operates under two Bureaus - Administration/Investigations and Field Operations
Analysis
Willdan individually reviewed the services and programs associated with the Police Department. The review also consisted of an evaluation of existing services to update the fee schedule.

The analysis of Police services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that the current fees are under funding the cost for most of the services. Staff is recommending the fees be adjusted as detailed in Appendix C to achieve full cost recovery. As a result, there would be:
 An increase to 18 fees;
 1 fee would decrease; and
 5 fees would remain as currently set.
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Fire
The Fire Department’s area of responsibilities include fire suppression, emergency medical services, fire prevention, plan checks, permits and code enforcement, fire investigation, emergency preparedness, and public education. These services are provided through the following department divisions: Administration, Fire Operations, Community Risk Reduction, Emergency Medical Services, and Support Services The Fire Department provides local, regional, and state-level leadership through participation in various organizations and committees. This includes participation in the California Fire Chiefs Association, Los Angeles Area Fire Chiefs, South Bay Area Fire Chiefs, League of California Cities, Los Angeles Area Fire Marshals, Southern Division of the Fire Prevention Officers, Los Angeles Area G Operations and Training Committees, Area G and Los Angeles County Emergency Managers group, and many more.

Analysis
Willdan individually reviewed the services and programs associated with the Fire Department. The review also consisted of an evaluation of existing services to update the fee schedule.

The analysis of Fire services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that the current fees are currently not in line with the cost of providing service.

Staff is recommending the fees be adjusted as detailed in Appendix C to achieve full cost recovery. As a result, there would be:
 An increase to 5 fees;
 29 fees would decrease;
 14 new fees would be added; and
 7 fees would remain as currently set.
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Public Works
Public Works is one of the City's largest departments, responsible for the operation and maintenance of all public infrastructure located in the public right-of-way and City properties. Public Works is composed of four divisions: Administration, Engineering, Utilities, and Field Operations. In general, Administration manages the day-to-day departmental operations such as payroll, tracking of service requests, clerical, overall customer service, and the City's refuse hauling contract, including waste hauling and recycling programs in conformance with State laws. Engineering develops and manages the City's Capital Improvement Plan. The Utilities Division operates and maintains the City's sewer, storm drain, and water systems. Field Operations oversees the upkeep of City streets, parks, facilities, fleet, and street sweeping.

The Public Works Department is essential to the quality of life experienced by the Manhattan Beach community. Standard elements of urban living such as access to high-quality running water, a reliable sewer system, well-maintained roads and cleanliness through convenient refuse and street sweeping programs are crucial. A superior level of service is provided by the Public Works Department and its contractors, which sets Manhattan Beach apart from other communities.

Analysis
Willdan individually reviewed the services and programs associated with the Public Works Department. The review also consisted of an evaluation of existing services to update the fee schedule.

The analysis of Public Works services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that the current fees are currently not in line with the cost of providing service.

Staff is recommending the fees be adjusted as detailed in Appendix C to achieve full cost recovery. As a result, there would be:
 An increase to 13 fees;
 4 fees would decrease;
 2 new fees;
 1 fee would change from an actual cost fee to a flat amount;and  5 fees would remain as currently set.
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Community Development – Traffic Engineering
The Traffic Engineering Division is responsible for the safe and efficient movement of people and goods on the City's transportation system. It is the Division's objective to provide a balanced and accessible multi- modal network that serves all users: pedestrians, bicyclists, motorists and transit riders. The Division oversees the proper application of traffic control devices, including traffic signals, stop signs, striping and markings, as well as determines proper road geometry, speed limits and pedestrian infrastructure. The Division conducts neighborhood traffic-calming studies, crosswalk studies, collision studies, parking studies and prepares and reviews traffic control plans. Some of the traffic related programs supported by the Division include School Area Safety Studies, crosswalk flashing beacons and signs, bike safety plans, special event plans, and the Electric Vehicle (EV) charging network. The Division is responsible for most parking related regulations in the City, including parking meter zones, loading zones, parking permits, overnight parking permits, moving van permits and no parking zones. Traffic Engineering works cooperatively with the Police Department to enforce traffic laws by conducting traffic safety studies and speed limit surveys as well as collecting traffic volume data.

The Traffic Engineering Division implements the policies and objectives of the City's General Plan Mobility Plan, Bike Master Plan and Living Streets Manual. The Division is working in collaboration with other departments to expand the bikeway network, add bike racks and bike corrals, install EV charging stations, install accessible public amenities, and construct new sidewalk segments to enhance mobility and equity for all users.

The Traffic Engineering Division is also responsible for the City's traffic signal maintenance and is the liaison for the Parking and Public Improvements Commission (PPIC). The Division reviews and issues over 1,100 right-of-way permits, traffic control plans, POD permits, temporary loading zones, moving van and oversize vehicle permits each year.

Analysis
The analysis of Traffic Engineering services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that most current fees are under funding the cost for most of the services. Staff is recommending the fees be adjusted as detailed in Appendix C with most services going to full cost recovery. As a result, there would be:
 An increase to 4 fees;
 2 fees would decrease;
 1 new fee would be added; and
 4 fees would remain as currently set.
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Community Development - Planning
The Planning Division is responsible for reviewing all discretionary land use applications, including coastal permits, as well as developing policy and updating City documents such as the General Plan, Zoning Code and Map, Municipal Code and the Local Coastal Program (LCP). Planning staff review plan checks, entitlement applications, and permits to ensure conformance with local zoning and State and Federal regulations, including the California Environmental Quality Act (CEQA). Planning prides itself on quality customer service, working on balanced, creative solutions to help homeowners, business owners, neighbors, architects, and contractors achieve their goals while complying with the City's regulations.

Analysis
Willdan individually reviewed the services and programs associated with the Planning Division. The review also consisted of an evaluation of existing services to update the fee schedule.

The analysis of Planning services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that most current fees are under funding the cost for most of the services. Staff is recommending the fees be adjusted as detailed in Appendix C with most services going to full cost recovery. As a result, there would be:
 An increase to 63 fees;
 23 fees would decrease;
 33 new fees would be added; and
 9 fees would remain as currently set.
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Building
The Building and Safety Division regulates building construction activity through plan review, permit processing, inspection and education to protect the health, safety and welfare of the community. The Building Division staff review plans for compliance with all applicable local and state codes. Building Inspectors perform daily inspections throughout the construction life-cycle to ensure conformity with approved plans, codes, and regulations.

The Citizen Self Service (CSS) website serves as a single location for permit issuance for all construction activity throughout the City, as well as permits, fees, and applications used by Public Works, Fire, Police, Parks and Recreation and Finance Departments. The CSS website services include intake and plan review, building and planning permit issuance, scheduling and documentation of inspections, and all other matters related to construction activity.

Analysis
Willdan individually reviewed the services and programs associated with the Building Division. The review also consisted of an evaluation of existing services to update the fee schedule.

The analysis of Building services relied primarily upon a standard unit cost build-up approach, whereby the reasonable cost of each fee occurrence was determined using staff time involved in providing services to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City central services. Willdan then compared the calculated full cost against the current fee amount to determine, if charged, whether the current fee is recovering the costs associated with the requested service. The analysis found that most current fees are currently set below the updated cost of service. Staff is recommending the fees be adjusted as detailed in Appendix C with most services going to full cost recovery. As a result, there would be:
 An increase to 90 fees;
 27 fees would decrease;
 28 new fees would be added;
 10 fees would remain as currently set; and
 The Combination Permit fees would be set at full cost recovery. 263
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Appendix A – Total Allowable Cost to be Recovered
Below are the total allowable costs that may be recovered through User Fees; however, only a portion of the total allowable cost is recovered as staff not only works on services related to User Fees, but also works on an array of other City functions during the operational hours of the City. The direct overhead percentages below are derived by dividing operational costs by personnel cost. The indirect allocation percentages are provided through the Cost Allocation Plan. The amounts listed below will not reconcile to City budgets as costs that should not be included in overhead for personnel in the application of determining fully burdened hourly rates were excluded. Examples of these costs are capital, debt, monetary transfers, contract costs, and other costs that are charged directly to the service requestor. 264
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City of Manhattan Beach - User Fee
Overhead Rate Calculations
Department
Total
Personnel
Services
Department
Operations &
Administration
Department
Overhead %
Indirect
Allocation
%
100: Accounting 818,837 167,219 20% 0%
100: Business Licensing 93,596 43,100 46% 17%
100: City Clerk 606,230 216,115 36% 0%
100: City Manager 789,132 244,334 31% 0%
100: Civic Engagement 435,641 188,050 43% 0%
100: Community Development 4,397,873 1,297,476 30% 34% 100: Community Development Admin 751,178 80,222 11% 0% 100: Finance Admin 739,799 458,473 62% 0%
100: Fire 9,698,160 2,377,506 25% 58%
100: Fire Admin 2,979,239 1,351,961 45% 0%
100: Human Resources 1,027,782 467,006 45% 0%
100: Parking Citations 75,556 41,301 55% 0%
100: Parks and Rec Admin 807,457 262,420 32% 0%
100: Parks and Recreation 4,023,637 2,133,616 53% 53% 100: Police 19,959,793 6,603,470 33% 60%
100: Police Admin 4,517,151 209,294 5% 0%
100: Public Works 4,231,551 3,163,308 75% 26%
100: Public Works Admin 1,584,287 119,914 8% 0%
100: Purchasing 391,279 102,144 26% 0%
100: Revenue Services 478,146 113,896 24% 0%
100: Utility Billing 100,610 81,064 81% 0%
230: Prop. A Fund 498,104 180,305 36% 12%
501: Water Fund 2,099,506 826,483 39% 17%
502: Stormwater Fund 253,808 193,785 76% 19%
503: Sewer Fund 791,464 536,626 68% 38%
520: Parking Fund 283,117 267,713 95% 34%
521: County Parking Lots Fund 86,612 36,127 42% 33% 522: State Pier and Parking Lot Fun 69,484 21,661 31% 25% 601: Insurance Reserve Fund 533,053 121,182 23% 0%
605: Information Technology Fund 1,737,465 691,682 40% 0% 610: Fleet Management Fund 390,259 181,165 46% 0%
615: Building Maintenance & Operati 626,586 404,040 64% 0% 265
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Appendix B –Fully Burdened Hourly Rates
Below are fully burdened hourly rates (FBHR) of staff positions that provide for the services detailed in Appendix C. The FBHRs were used to determine the full cost of each service. They include the salary and benefit costs for each position as well as all applicable overhead amounts for each position. 266
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City of Manhattan Beach - User Fee A B C Ax(1 +B)x(1 +C) Fully Burdened Hourly Rate Calculation
Department/Fund Title
S&B
Hourly
Rate
Department
OH %
Indirect
OH %
Fully
Burdened
Hourly Rate
Blended Rates
Permit Tech / Sr. Permit Tech $128.18
Sr. / Bldg Inspector $160.95
Assistant / Assoc. Planner $164.76
Planning Technician/Assistant Planner $144.71
Plan Check Eng / Sr Plan Check Eng $203.85
Position Rates
100: Accounting Accounting: Accountant $94.37 20% 0% $113.65 100: Accounting Accounting: Accounting Supervisor $111.23 20% 0% $133.95 100: Accounting Accounting: Accounting Technician $71.26 20% 0% $85.81 100: Accounting Accounting: Financial Controller $154.31 20% 0% $185.82 100: Accounting Accounting: Grants & Financial Analyst $103.28 20% 0% $124.37 615: Building Maintenance & Operati Bldg Maint Fund: Building Maintenance Technician $73.05 64% 0% $120.15 615: Building Maintenance & Operati Bldg Maint Fund: Electrician $79.49 64% 0% $130.75 615: Building Maintenance & Operati Bldg Maint Fund: Facilities Supervisor $105.85 64% 0% $174.10 615: Building Maintenance & Operati Bldg Maint Fund: Maintenance Assistant $47.25 64% 0% $77.71 615: Building Maintenance & Operati Bldg Maint Fund: Maintenance Supervisor $105.85 64% 0% $174.10 615: Building Maintenance & Operati Bldg Maint Fund: Maintenance Worker II $64.70 64% 0% $106.41 100: Business Licensing Business License: Account Specialist II $67.53 46% 17% $115.02 100: Community Development Admin CD Admin: Administrative Analyst $79.06 11% 0% $87.51 100: Community Development Admin CD Admin: Administrative Assistant $65.50 11% 0% $72.49 100: Community Development Admin CD Admin: Community Development Director $198.78 11% 0% $220.01 100: Community Development Admin CD Admin: Executive Assistant $74.05 11% 0% $81.96 100: Community Development Admin CD Admin: Senior Busines Services Analyst $111.23 11% 0% $123.11 100: Community Development Admin CD Admin: Senior Management Analyst $105.85 11% 0% $117.15 100: Community Development CD: Administrative Analyst $79.06 30% 34% $137.51 100: Community Development CD: Administrative Assistant $65.50 30% 34% $113.91 100: Community Development CD: Assistant Planner $87.80 30% 34% $152.71 100: Community Development CD: Associate Planner $101.67 30% 34% $176.82 100: Community Development CD: Building Inspector $85.08 30% 34% $147.97 100: Community Development CD: Building Official $162.02 30% 34% $281.78 100: Community Development CD: Code Enforcement Officer II $84.58 30% 34% $147.11 100: Community Development CD: Code Enforcement Supervisor $105.85 30% 34% $184.09 100: Community Development CD: Environmental Programs Administrator $126.24 30% 34% $219.56 100: Community Development CD: Office Assistant $53.40 30% 34% $92.88 100: Community Development CD: Permits Technician $71.93 30% 34% $125.09 100: Community Development CD: Plan Check Engineer $108.18 30% 34% $188.14 100: Community Development CD: Planning Manager $154.30 30% 34% $268.36 100: Community Development CD: Planning Technician $78.61 30% 34% $136.72 100: Community Development CD: Plans Examiner $97.36 30% 34% $169.33 100: Community Development CD: Senior Building Inspector $100.00 30% 34% $173.93 100: Community Development CD: Senior Busines Services Analyst $111.23 30% 34% $193.46 100: Community Development CD: Senior Permits Technician $75.48 30% 34% $131.27 100: Community Development CD: Senior Plan Check Engineer $126.24 30% 34% $219.56 100: Community Development CD: Senior Planner $126.24 30% 34% $219.56 100: Community Development CD: Traffic Engineer $132.55 30% 34% $230.53 100: City Manager City Manager: Assistant To The City Manager $126.24 31% 0% $165.33 100: City Manager City Manager: City Manager $260.04 31% 0% $340.56 100: City Manager City Manager: Executive Assistant To The City Manager/City Council $86.96 31% 0% $113.89 100: City Manager City Manager: Management Analyst $94.37 31% 0% $123.60 100: Civic Engagement Civic Engagement: Communications & Civic Engagement Manager $154.31 43% 0% $220.92 100: Civic Engagement Civic Engagement: Digital Communications & Graphics Coordinator $94.37 43% 0% $135.11 100: Civic Engagement Civic Engagement: Marketing & Communications Coordinator $94.37 43% 0% $135.11 267
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City of Manhattan Beach - User Fee A B C Ax(1 +B)x(1 +C) Fully Burdened Hourly Rate Calculation
Department/Fund Title
S&B
Hourly
Rate
Department
OH %
Indirect
OH %
Fully
Burdened
Hourly Rate
Position Rates
100: City Clerk Clerk: Assistant City Clerk $126.24 36% 0% $171.24 100: City Clerk Clerk: City Clerk $198.78 36% 0% $269.65 100: City Clerk Clerk: Deputy City Clerk $79.06 36% 0% $107.25 521: County Parking Lots Fund County Parking Fund: Maintenance Assistant $47.25 42% 33% $89.26 521: County Parking Lots Fund County Parking Fund: Maintenance Supervisor $105.85 42% 33% $199.97 521: County Parking Lots Fund County Parking Fund: Maintenance Worker II $64.70 42% 33% $122.22 521: County Parking Lots Fund County Parking Fund: Meter Repair Worker $66.27 42% 33% $125.21 100: Finance Admin Finance: Budget And Financial Analyst $105.85 62% 0% $171.44 100: Finance Admin Finance: Executive Assistant $74.05 62% 0% $119.94 100: Finance Admin Finance: Finance Director $198.78 62% 0% $321.98 100: Finance Admin Finance: Financial Services Manager $138.88 62% 0% $224.94 100: Fire Admin Fire Admin: Administrative Assistant $65.50 45% 0% $95.22 100: Fire Admin Fire Admin: Deputy Chief (Fire) $231.10 45% 0% $335.97 100: Fire Admin Fire Admin: Fire Chief $270.87 45% 0% $393.79 100: Fire Admin Fire Admin: Management Analyst $94.37 45% 0% $137.20 100: Fire Fire: Division Chief (Fire) $213.03 25% 58% $418.23 100: Fire Fire: Emergency Preparedness Administrator $126.24 25% 58% $247.84 100: Fire Fire: Fire Captain/Paramedic $152.71 25% 58% $299.80 100: Fire Fire: Fire Engineer/Paramedic $131.19 25% 58% $257.56 100: Fire Fire: Fire Inspector $85.15 25% 58% $167.17
100: Fire Fire: Fire Marshal $154.30 25% 58% $302.92
100: Fire Fire: Firefighter $94.58 25% 58% $185.67
100: Fire Fire: Firefighter/Paramedic $111.69 25% 58% $219.27 100: Fire Fire: Senior Fire Inspector $100.00 25% 58% $196.33 610: Fleet Management Fund Fleet Fund: Equipment Maintenance Supervisor $105.85 46% 0% $154.98 610: Fleet Management Fund Fleet Fund: Equipment Mechanic Ii $78.59 46% 0% $115.07 100: Human Resources HR: Executive Assistant $74.05 45% 0% $107.70 100: Human Resources HR: Human Resources Analyst $102.87 45% 0% $149.61 100: Human Resources HR: Human Resources Director $198.78 45% 0% $289.11 100: Human Resources HR: Human Resources Manager $154.31 45% 0% $224.43 100: Human Resources HR: Human Resources Technician $82.23 45% 0% $119.60 100: Human Resources HR: Senior Human Resources Analyst $118.30 45% 0% $172.06 601: Insurance Reserve Fund Insurance Fund: Executive Assistant $74.05 23% 0% $90.89 601: Insurance Reserve Fund Insurance Fund: Human Resources Director $198.78 23% 0% $243.97 601: Insurance Reserve Fund Insurance Fund: Human Resources Technician $82.23 23% 0% $100.93 601: Insurance Reserve Fund Insurance Fund: Risk Manager $154.31 23% 0% $189.39 605: Information Technology Fund IT Fund: Applications Analyst $105.85 40% 0% $147.98 605: Information Technology Fund IT Fund: Geographic Information Systems Administrator $126.24 40% 0% $176.50 605: Information Technology Fund IT Fund: Information Technology Director $198.78 40% 0% $277.92 605: Information Technology Fund IT Fund: Office Assistant $53.40 40% 0% $74.66 605: Information Technology Fund IT Fund: Senior Management Analyst $105.85 40% 0% $147.98 605: Information Technology Fund IT Fund: Technology Specialist $93.32 40% 0% $130.47 605: Information Technology Fund IT Fund: Technology Systems Engineer $126.24 40% 0% $176.50 100: Parks and Rec Admin P&R Admin: Administrative Analyst $79.06 32% 0% $104.76 100: Parks and Rec Admin P&R Admin: Administrative Assistant $65.50 32% 0% $86.78 100: Parks and Rec Admin P&R Admin: Marketing Specialist $64.55 32% 0% $85.53 100: Parks and Rec Admin P&R Admin: Parks And Recreation Director $198.78 32% 0% $263.39 100: Parks and Rec Admin P&R Admin: Senior Management Analyst $105.85 32% 0% $140.25 100: Parks and Recreation P&R: Administrative Assistant $65.50 53% 53% $153.31 100: Parks and Recreation P&R: Cultural Arts Manager $126.24 53% 53% $295.51 100: Parks and Recreation P&R: Recreation Coordinator $64.55 53% 53% $151.11 100: Parks and Recreation P&R: Recreation Supervisor $80.66 53% 53% $188.82 100: Parks and Recreation P&R: Senior Recreation Manager $154.30 53% 53% $361.20 100: Parks and Recreation P&R: Senior Recreation Supervisor $108.53 53% 53% $254.06 268
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City of Manhattan Beach - User Fee A B C Ax(1 +B)x(1 +C) Fully Burdened Hourly Rate Calculation
Department/Fund Title
S&B
Hourly
Rate
Department
OH %
Indirect
OH %
Fully
Burdened
Hourly Rate
Position Rates
520: Parking Fund Parking Fund: Electrician $79.49 95% 34% $207.36 520: Parking Fund Parking Fund: Maintenance Assistant $47.25 95% 34% $123.25 520: Parking Fund Parking Fund: Maintenance Supervisor $105.85 95% 34% $276.12 520: Parking Fund Parking Fund: Maintenance Worker II $64.70 95% 34% $168.77 520: Parking Fund Parking Fund: Meter Repair Worker $66.27 95% 34% $172.89 100: Parking Citations Parking: Account Specialist II $67.53 55% 0% $104.44 522: State Pier and Parking Lot Fun Pier Parking Fund: Maintenance Assistant $47.25 31% 25% $77.25 522: State Pier and Parking Lot Fun Pier Parking Fund: Maintenance Supervisor $105.85 31% 25% $173.05 522: State Pier and Parking Lot Fun Pier Parking Fund: Maintenance Worker II $64.70 31% 25% $105.77 522: State Pier and Parking Lot Fun Pier Parking Fund: Meter Repair Worker $66.27 31% 25% $108.36 100: Police Admin Police Admin: Administrative Assistant $65.50 5% 0% $68.53 100: Police Admin Police Admin: Background Investigator $85.05 5% 0% $88.99 100: Police Admin Police Admin: Executive Assistant $74.05 5% 0% $77.48 100: Police Admin Police Admin: Police Captain $182.39 5% 0% $190.84 100: Police Admin Police Admin: Police Chief $270.87 5% 0% $283.42 100: Police Admin Police Admin: Police Lieutenant $166.18 5% 0% $173.88 100: Police Admin Police Admin: Police Sergeant $137.24 5% 0% $143.60 100: Police Admin Police Admin: Public Safety Systems Specialist $93.32 5% 0% $97.65 100: Police Admin Police Admin: Senior Management Analyst $105.85 5% 0% $110.75 100: Police Admin Police Admin: Technology Specialist $93.32 5% 0% $97.65 100: Police Police: Administrative Assistant $65.50 33% 60% $139.04 100: Police Police: Community Services Officer $65.29 33% 60% $138.61 100: Police Police: Crime Analyst $94.37 33% 60% $200.34 100: Police Police: Lead Community Services Officer $71.82 33% 60% $152.47 100: Police Police: Lead Police Records Technician $68.73 33% 60% $145.89 100: Police Police: Office Assistant $53.40 33% 60% $113.37 100: Police Police: Park Services Enforcement Officer $84.58 33% 60% $179.56 100: Police Police: Police Captain $182.39 33% 60% $387.18 100: Police Police: Police Lieutenant $166.18 33% 60% $352.77 100: Police Police: Police Officer $103.95 33% 60% $220.68 100: Police Police: Police Records Manager $126.24 33% 60% $267.99 100: Police Police: Police Records Specialist $65.45 33% 60% $138.95 100: Police Police: Police Records Technician $65.45 33% 60% $138.95 100: Police Police: Police Sergeant $137.24 33% 60% $291.33 100: Police Police: Police Services Officer $71.20 33% 60% $151.14 100: Police Police: Police Support Supervisor $99.10 33% 60% $210.38 100: Police Police: Property & Evidence Officer $74.75 33% 60% $158.68 230: Prop. A Fund Prop A Fund: Recreation Supervisor $80.66 36% 12% $122.55 230: Prop. A Fund Prop A Fund: Transportation Services Operator $61.86 36% 12% $93.98 100: Purchasing Purchasing: Purchasing Analyst $94.37 26% 0% $119.01 100: Purchasing Purchasing: Purchasing Assistant $65.50 26% 0% $82.59 100: Purchasing Purchasing: Purchasing Supervisor $108.53 26% 0% $136.86 100: Public Works Admin PW Admin: Administrative Assistant $65.50 8% 0% $70.45 100: Public Works Admin PW Admin: Executive Assistant $74.05 8% 0% $79.66 100: Public Works Admin PW Admin: Field Operations Manager $154.30 8% 0% $165.98 100: Public Works Admin PW Admin: Maintenance Inspector $82.67 8% 0% $88.93 100: Public Works Admin PW Admin: Public Works Director $198.78 8% 0% $213.83 100: Public Works Admin PW Admin: Solid Waste Administrator $126.24 8% 0% $135.80 100: Public Works Admin PW Admin: Utilities Manager $154.30 8% 0% $165.98 100: Public Works Admin PW Admin: Wastewater Supervisor $105.85 8% 0% $113.86 100: Public Works PW: Administrative Analyst $79.06 75% 26% $173.49 100: Public Works PW: Associate Engineer $113.47 75% 26% $248.99 100: Public Works PW: City Engineer $187.98 75% 26% $412.48 100: Public Works PW: Engineering Technician II $82.52 75% 26% $181.07 269
28 Comprehensive User Fee Study
City of Manhattan Beach - User Fee A B C Ax(1 +B)x(1 +C) Fully Burdened Hourly Rate Calculation
Department/Fund Title
S&B
Hourly
Rate
Department
OH %
Indirect
OH %
Fully
Burdened
Hourly Rate
Position Rates
100: Public Works PW: Field Operations Supervisor $116.44 75% 26% $255.50 100: Public Works PW: Lead Maintenance Worker $73.02 75% 26% $160.22 100: Public Works PW: Maintenance Assistant $47.25 75% 26% $103.68 100: Public Works PW: Maintenance Supervisor $105.85 75% 26% $232.26 100: Public Works PW: Maintenance Worker II $64.70 75% 26% $141.96 100: Public Works PW: Management Analyst $94.37 75% 26% $207.08 100: Public Works PW: Principal Civil Engineer $154.30 75% 26% $338.58 100: Public Works PW: Public Works Inspector $82.67 75% 26% $181.40 100: Public Works PW: Senior Civil Engineer $126.24 75% 26% $277.01 100: Public Works PW: Senior Management Analyst $105.85 75% 26% $232.26 100: Public Works PW: Urban Forester $105.85 75% 26% $232.26 100: Revenue Services Revenue: Account Specialist II $67.53 24% 0% $83.62 100: Revenue Services Revenue: Lead Account Specialist $75.00 24% 0% $92.87 100: Revenue Services Revenue: Revenue Services Supervisor $108.53 24% 0% $134.38 503: Sewer Fund Sewer Fund: Administrative Assistant $65.50 68% 38% $151.47 503: Sewer Fund Sewer Fund: Electrician $79.49 68% 38% $183.83 503: Sewer Fund Sewer Fund: Lead Maintenance Worker $73.02 68% 38% $168.87 503: Sewer Fund Sewer Fund: Lead Sewer Maintenance Worker $74.72 68% 38% $172.80 503: Sewer Fund Sewer Fund: Senior Management Analyst $105.85 68% 38% $244.79 503: Sewer Fund Sewer Fund: Sewer Maintenance Worker $67.92 68% 38% $157.06 503: Sewer Fund Sewer Fund: Water Compliance Supervisor $108.53 68% 38% $250.99 502: Stormwater Fund Storm Fund: Administrative Assistant $65.50 76% 19% $137.11 502: Stormwater Fund Storm Fund: Maintenance Assistant $47.25 76% 19% $98.91 502: Stormwater Fund Storm Fund: Maintenance Supervisor $105.85 76% 19% $221.59 502: Stormwater Fund Storm Fund: Maintenance Worker II $64.70 76% 19% $135.44 502: Stormwater Fund Storm Fund: Senior Management Analyst $105.85 76% 19% $221.59 502: Stormwater Fund Storm Fund: Sewer Maintenance Worker $67.92 76% 19% $142.18 100: Utility Billing Utility Billing: Account Specialist II $67.53 81% 0% $121.94 501: Water Fund Water Fund: Administrative Assistant $65.50 39% 17% $107.18 501: Water Fund Water Fund: Electrician $79.49 39% 17% $130.08 501: Water Fund Water Fund: Lead Water System Operator $84.20 39% 17% $137.78 501: Water Fund Water Fund: Lead Water Treatment Operator $80.86 39% 17% $132.31 501: Water Fund Water Fund: Senior Management Analyst $105.85 39% 17% $173.21 501: Water Fund Water Fund: Utilities Technician $82.52 39% 17% $135.03 501: Water Fund Water Fund: Water Compliance Supervisor $108.53 39% 17% $177.60 501: Water Fund Water Fund: Water Meter Technician $60.22 39% 17% $98.54 501: Water Fund Water Fund: Water Supervisor $105.85 39% 17% $173.21 501: Water Fund Water Fund: Water System Operator II $71.20 39% 17% $116.51 501: Water Fund Water Fund: Water System Operator III $76.54 39% 17% $125.26 501: Water Fund Water Fund: Water Treatment Operator $74.70 39% 17% $122.24 270
29 Comprehensive User Fee Study
Appendix C – Cost Recovery Analysis
The following tables provide the results of the analysis, resulting full cost recovery amount, and recommended fees. For fees, services, and penalties in which the full cost, existing fee, and suggested fee is listed as “NA,” the amount or percentage was not calculable. This is most common when either the current or the suggested fee includes a variable component that is not comparable on a one-to-one basis, a full cost was not calculated (for penalties, fines, market-based fees, or items not included in the study), or when there is not a current fee amount to compare against. 271
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www.willdan.com
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City of
Manhattan Beach
Cost Allocation Plan

FINAL REPORT
APRIL 2025
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i Cost Allocation Plan

Table of Contents
Table of Contents .............................................................................................................................................. i List of Tables ................................................................................................................................................... iii Certification of Cost Allocation Plan ................................................................................................................ 1 Executive Summary .......................................................................................................................................... 2 Introduction ..................................................................................................................................................... 5 Approach .......................................................................................................................................................... 6 Methodology ................................................................................................................................................................ 6 Applications .................................................................................................................................................................. 7 OMB Super Circular and 2 CFR Part 200 ....................................................................................................................... 7 Central Service Departments ........................................................................................................................................ 8 Distribution Bases ......................................................................................................................................................... 9 Allocable Costs and Distribution Bases .......................................................................................................... 10 Allocable Costs ........................................................................................................................................................... 10 Central Service Allocation Methodology .................................................................................................................... 11 Section 1: Accounting ............................................................................................................................................ 11 Section 2: City Attorney ......................................................................................................................................... 12 Section 3: City Clerk ............................................................................................................................................... 13 Section 4: City Council ............................................................................................................................................ 14 Section 5: City Manager ......................................................................................................................................... 14 Section 6: City Treasurer ........................................................................................................................................ 15 Section 7: Civic Engagement .................................................................................................................................. 15 Section 8: Community Development Administration ............................................................................................ 16 Section 9: Finance Administration ......................................................................................................................... 17 Section 10: Fire Administration ..................... ........................................................................................................ 17 Section 11: Human Resources ............................................................................................................................... 18 Section 12: Parking Citations ................................................................................................................................. 18 Section 13: Parks and Recreation Administration...... ............................................................................................ 18 Section 14: Police Administration .......................................................................................................................... 19 Section 15: Public Works Administration ............................................................................................................... 19 Section 16: Purchasing ........................................................................................................................................... 20 Section 17: Revenue Services ................................................................................................................................ 21 Section 18: Utility Billing ........................................................................................................................................ 21 Section 19: Depreciation ........................................................................................................................................ 22 Iterative Allocation ..................................................................................................................................................... 23 Appendix A ..................................................................................................................................................... 24 274

ii Cost Allocation Plan

Appendix B ..................................................................................................................................................... 31

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iii Cost Allocation Plan

List of Tables
Table 1: Allocated Costs to Recipient Departments (OMB Compliant CAP) .................................................... 3 Table 2: Allocated Costs to Recipient Departments (Full CAP) ........................................................................ 4 Table 3: Allocable Cost Summary ................................................................................................................... 10 Table A-1a: Initial Allocation Percentages (OMB Compliant CAP) ................................................................. 25 Table A-1b: Initial Allocation Percentages (OMB Compliant CAP) - continued .............................................. 26 Table A-2a: Final Allocation Percentages (OMB Compliant CAP) .................................................................. 27 Table A-2b: Final Allocation Percentages (OMB Compliant CAP) – continued .............................................. 28 Table A-3a: Final Allocation Amounts (OMB Compliant CAP) ....................................................................... 29 Table A-3b: Final Allocation Amounts (OMB Compliant CAP) – continued ................................................... 30 Table B-1a: Final Allocation Amounts (Full CAP)............................................................................................ 32 Table B-1b: Final Allocation Amounts (Full CAP) – continued ........................................................................ 33

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Certification of Cost Allocation Plan
This is to certify that I have reviewed the cost all ocation plan submitted herewith and to the best of my knowledge and belief:
(1) All costs included in this proposal 3/10/2025 to establish cost allocations or billings for Fiscal Year 2024- 2025 are allowable in accordance with the requirements of this Part and the Federal award(s) to which they apply. Unallowable costs have been adjusted for in allocating costs as indicated in the cost allocation plan. (2) All costs included in this proposal are properly allocable to Federal awards on the basis of a beneficial or causal relationship between the expenses incurred a nd the Federal awards to which they are allocated i n accordance with applicable requirements. Further, the same costs that have been treated as indirect costs have not been claimed as direct costs. Similar types of costs have been accounted for consistently.

I declare that the foregoing is true and correct.

Governmental Unit: City of Manhattan Beach

Signature: _______________________________________ ____________________________

Name of Official: ________________________________ ___________________________________

Title: _________________________________________ __________________________

Date of Execution: _______________________________ ____________________________________

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Executive Summary
This cost allocation plan (“CAP”) summarizes a comprehensive analysis that has been completed for the City of Manhattan Beach, California (the “City”) to dete rmine the appropriate allocation of costs from cent ral service departments to the operating departments. T he primary objective is to allocate costs from departments that provide services internally to ope rating departments that conduct the day-to-day operations necessary to serve the community. The internal service costs typically represent (a) incurred for a common or joint purpose benefiting more than one cost objective, and (b) not readily assignable to t he cost objectives specifically benefitted, without ef fort disproportionate to the results achieved. The term "indirect costs," as used herein, applies to costs of this type originating in the central service departments.

To ensure central service department costs are appr opriately allocated to the operating departments, Willdan analyzed the City’s cost code structure to determine which types of costs are allowable versus unallowable in accordance with standard and accepted cost allocation principles. The term “allocable costs” as used herein, applies to costs that are allowable for allocation. Internal Service allocations to t he operating departments are not included in the total central service allocation column below and as such are not included in the indirect cost rates listed.

The study is comprised of two separate allocation plans. Table 1 is the summary results of the allocation in compliance with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles). Table 2 that follows is the summary results of the full plan. The report below includes descriptions of the differences between the two plans, their separate purposes, and specific details of when the plans deviate from each other.
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Table 1: Allocated Costs to Recipient Departments (OMB Compliant CAP)

Allocated Cost Summary Fiscal Year 2024-2025
Direct Cost Base
Operating Department / Division / Fund Total Allocation Modified Total Direct
Cost
Indirect Cost
Rate
$28,873,759 $82,633,232 35%
100: Business Licensing $17,894 $136,696 13%
100: Community Development $1,899,540 $6,945,349 27%
100: Fire $5,382,665 $12,075,666 45%
100: Parks and Recreation $3,488,041 $7,275,018 48%
100: Police $12,033,667 $26,563,263 45%
100: Public Works $1,904,983 $8,762,509 22%
201: Street Lighting & Landscape Fu $58,352 $607,364 10% 205: Gas Tax Fund $53,152 $0
210: Asset Forfeiture Fund $2,421 $78,000 3%
211: Police Safety Grants Fund $9,826 $215,000 5%
220: Grants Fund $66,437 $0
230: Prop. A Fund $74,768 $741,634 10%
231: Prop. C Fund $34,437 $0
232: AB 2766 Air Quality Fund $611 $0
233: Measure R $24,723 $0
234: Measure M $99,923 $0
240: Measure W $11,818 $0
401: Capital Improvement Fund $94,574 $0
501: Water Fund $2,021,630 $13,391,830 15%
502: Storm Drain Fund $241,643 $1,495,912 16%
503: Sewer Fund $609,028 $1,789,854 34%
520: Parking Fund $553,744 $1,774,444 31%
521: County Parking Lots Fund $71,723 $243,444 29%
522: State Pier and Parking Lot Fun $118,159 $537,249 22% 279

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Table 2: Allocated Costs to Recipient Departments (Full CAP)

Allocated Cost Summary Fiscal Year 2024-2025
Direct Cost Base
Operating Department / Division /
Fund Total Allocation
Modified Total Direct
Cost
Indirect Cost
Rate
$35,994,782 $82,830,934 43%
100: Business Licensing $22,724 $136,696 17%
100: Community Development $2,382,192 $6,945,349 34%
100: Fire $6,963,860 $12,075,666 58%
100: Parks and Recreation $3,853,601 $7,275,018 53%
100: Police $15,808,183 $26,563,263 60%
100: Public Works $2,240,005 $8,762,509 26%
201: Street Lighting & Landscape Fu $67,805 $607,364 11% 205: Gas Tax Fund $55,350 $0
210: Asset Forfeiture Fund $3,105 $78,000 4%
211: Police Safety Grants Fund $11,775 $215,000 5%
220: Grants Fund $68,485 $0
230: Prop. A Fund $88,823 $769,417 12%
231: Prop. C Fund $36,825 $0
232: AB 2766 Air Quality Fund $631 $0
233: Measure R $26,035 $0
234: Measure M $103,958 $0
240: Measure W $12,378 $0
401: Capital Improvement Fund $99,403 $0
501: Water Fund $2,348,499 $13,482,702 17%
502: Storm Drain Fund $282,280 $1,508,618 19%
503: Sewer Fund $692,513 $1,831,055 38%
520: Parking Fund $610,228 $1,790,634 34%
521: County Parking Lots Fund $82,801 $248,543 33%
522: State Pier and Parking Lot Fun $133,325 $541,100 25% 280

5 Cost Allocation Plan

Introduction
In the early 1970s, the cost allocation plan concep t was introduced to many government agencies. The purpose of a typical cost allocation plan is to ide ntify costs related to rendering internal central s upport services and allocate those costs to operating departments or programs that utilize and benefit from them, in a fair and equitable manner.

Before indirect costs and central support service charges may be claimed for reimbursement by an operating department, there must be some formal means of identifying, accumulating and distributing these types of costs to all benefiting departments. Regardless of whether an agency has a formal comprehensive cost accounting system, the best method of accumulating, identifying, and determining a distribution of indirect costs is a cost allocation plan.

A City is made up of many departments, each with th eir own specific purposes or functions. Departments whose primary function is to provide support internally to other City departments are called central services.

Examples of central services are Human Resources, C ity Manager, Accounting, and City Council. Within these groups there are numerous functions performed that provide support to the direct cost centers. The direct cost centers, or departments and funds, that require support from Central Services and provide services directly to the community through their day-to-day operations, are called operating departments.

Examples of operating departments are Police, Publi c Works, Community Development, and Parks and Recreation. The cost allocation plan allocates the costs of the central services to the operating departments based on the nature of the functions of each centra l service, upon which the operating departments depend. This is done to determine the total cost as sociated with providing direct services. The overall goal of the cost allocation plan process is to allow cit ies to allocate a portion of the central service co sts to the operating departments, thus 1) accounting for “all” costs, direct and indirect, for each operating department, and 2) facilitating the calculation of a fully burdened cost estimate of providing services to the public.

The purpose of this study is to:
 Identify the central support and operating departments in the City;  Identify the functions and services provided by the central departments;  Identify allocable and non-allocable costs associat ed with the City’s central service departments; and
 Distribute those costs to operating entities in a fair and equitable manner.

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6 Cost Allocation Plan

Approach
Methodology
The way in which each Indirect Service provides sup port to the operating departments is determined in order to perform allocations in a manner consistent with the nature of that Indirect Service. This ens ures that the costs can be allocated to each operating department in a fair and equitable way. The cost allocation plan identifies the functions of each central servi ce department, and then determines a methodology to allocate or spread the central service costs in a manner that best represents the nature of those functions.

The mathematical representations of central service functions used to allocate indirect costs are commonly called distribution bases. A distribution basis is a set of data displayed as the level of measure of each department’s participation in a specific activity o r City function. This basis is then used to distrib ute costs that reasonably relate to the activity or City func tion that the basis represents. Some examples of distribution bases are salary and benefits costs, n umber of full-time equivalent employees, frequencie s of City council agenda items, and number of processed transactions. The data sets associated with these distribution bases for each department are collected to facilitate the allocation of indirect costs.

The methodology used for this cost allocation plan is the iterative method, which is one of the most equitable methods for allocating costs from central services to operating departments. While not used as prevalently as simpler allocation methods, it is wi dely considered to be the most accurate. The iterat ive method utilizes a recursive application of central service cost distribution to allocate indirect cost s. In the first step, the allocable costs of central service departments are identified and distributed to all departments including the central service departments themselves, based on the appropriate allocation bases that were selected to represent the manner in which central s ervices are utilized. This is repeated ad infinitum until all costs have been distributed to the operating de partments, and none remain with the central service departments.

As an example, consider the allocation of central s ervice costs associated with the City Treasurer. Th e function of the City Treasurer is identified, and t he reasonable distribution basis is determined to b e the total revenues per department and fund. The allowab le costs are then distributed to all City departmen ts and funds based on their proportional share of reve nues, including other central services. The costs allocated from central service to central service in the initial allocation are then allocated out using the same distribution methodology. This function is performed as many times as necessary until all costs for the City Treasurer have been allocated.

All central service departments are treated equally . That is to say, this method is performed concurre ntly for the allowable costs in each of the central service departments for each iteration until all costs associated with the central service departments have been allo cated to each direct service department. The method is complete when the total amount of allocable costs remaining in the central service departments is equal to zero.

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Applications
Public agencies use cost allocation plans for many purposes such as internal accounting, the justification of user fees, application for reimbursement from feder al programs or the determination of administrative effort associated with special districts and/or municipal service activities. In many of these cases, the agency will be required to certify that the costs identified are “reasonable”. Per the Code of Federal Regulations , a cost is reasonable if, in its nature and amount, it does not exceed that which would be incurred by a prudent person under the circumstances prevailing at the time the decision was made to incur the cost. The question of reasonableness is particularly important when de termining the amount that a public agency should be reimbursed for central service overhead activities associated with a federally funded program. Additionally, public agencies should consider special care to onl y identify the portion of central service costs tha t have not been reimbursed through other means (such as gr ants, user fee revenues, transfers from other departments or internal service funds) to avoid double-counting. These cost reductions are done before the allocation methodologies are used and are detailed within the model itself.

OMB Super Circular and 2 CFR Part 200
This report details the allocations for two separate cost allocation plans. The primary model, presen ted in text and tables in the below sections and in Append ix A, provides a plan that complies with the Office of Management and Budget Super Circular (the OMB Super Circular) and CFR Part 200 (Cost Principles) that are used to determine central overhead costs incurred while carrying out activities associated with Federal awards, cost reimbursement contracts and some other intergovernmental agreements (as required). The secondary model presented in Appendix B of this report is the full cost allocation plan, which the City should use for standard City operations and budgeting. Un less otherwise indicated, the details of this repor t and Appendix A contain the OMB compliant allocation plan. The Appendix B tables contain the full cost plan and utilizes the same distribution methodology as the OMB Compliant plan. While the overall methodology used for both plans is the same, there are specific guid elines that require additional cost exemptions for OMB Super Circular compliance outside of what was done for the full cost plan. Where such exemptions are done in the methodology has been explained below. Some c ommonly encountered examples that are usually exempt under OMB Super Circular guidelines are:
 General Advertising
 Bad Debt
 Contingencies
 Litigation
 Debt Service
 Entertainment
 Capital
 Lobbying
 Legislative Body (City Council)
 Promotional Items

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Central Service Departments
Nineteen (19) central service functions were identified for the purposes of this cost allocation plan:
 Accounting
 City Attorney
 City Clerk
 City Council
 City Manager
 City Treasurer
 Civic Engagement
 Community Development Administration
 Finance Administration
 Fire Administration
 Human Resources
 Parking Citation
 Parks and Recreation Administration
 Police Administration
 Public Works Administration
 Purchasing
 Revenue Services
 Utility Billing
 Depreciation

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Distribution Bases
Distribution bases are the allocation factors that may be used to distribute the allocable costs to all departments and funds. As discussed previously, distribution bases are measurable and readily available data that are utilized to represent activities or functions, and which are then used to distribute costs matching that activity or function. Below are the bases that were analyzed in this study and used to allocate Central Services costs to operating departments.  Number of FTE Employees – The number of full-time equivalent personnel for each department and fund.
 Modified Total Direct Cost – The total allowable expenditures budgeted for each department and fund for Fiscal Year 2025 which excludes capital and debt, and transfers.  Total Revenues – The total revenues for each department and fund for the Fiscal Year 2025 budget.
 FY2324 Expenditure Actuals – The total allowable expenditures actuals for each department and fund for Fiscal Year 2023-2024.
 Warehouse Purchase Costs – The total expenditures for each department and fund under cost object 54102, Warehouse Inventory Purchases, for the Fiscal Year 2025 budget.  Total Invoices – The total number of invoices processed for each department and fund for a year.  Total Public Records Act Requests – The total number of Public Records Act requests for each department and fund for a year.
 Total Purchase Orders– The total number of purchase orders processed for each department and fund for a year.
 Total Contracts – The total number of contracts for each department and fund for a year.  Total Bids – The total number of bids for each department and fund for a year.  Total Number of Purchase Orders – The total number of purchase orders processed for each department and fund for a year.
 Total Number of P-Card Transactions – The total number of P-Card transactions for each department and fund for a year.
 Direct Allocations – Specific central service functions were identified by the City to be allocable directly to specific departments and funds they support. For direct allocations among multiple departments and funds, the allocation was split by a percentage, modified total direct cost was used, and/or the number of full-time equivalent personnel was used.  Depreciation – The total annual depreciation of fixed assets for each department and fund. Assets included in the dataset only included those that do not have other funding sources. 285

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Allocable Costs and Distribution Bases
Allocable Costs
Table 3 identifies the allocable cost of each centr al service department for the OMB compliant allocat ion plan, with the total allocable costs for this study being $34,021,364. The total expenditures from the central service departments were $37,154,708. However, $3,133,344 of the expenditures identified as unallowable by the 200 CFR Part 200 and have been excluded from allocation for the OMB compliant plan. The primary exclusions were related to City Council and the Civic Engagement support functions, litigation, election, debt service, employee awards, transfers, and capital projects and equipment costs. The remaining amount was distributed to the operating departments and the central services departments by distribution factor(s) that best represents the functions of each central servi ce department and the demand placed on that central service by all City departments, as previously desc ribed in the Methodology section of this report. Th e allocation methodology for each central service is detailed in the following section of this report.

Table 3: Allocable Cost Summary

Allocable Cost Summary - Central Services Fiscal Yea r 2024-2025 Total Cost Unallocable Cost Allocable Cost
Summary 37,154,708 $ 3,133,344 $ 34,021,3 64 $ Central Service
100: Accounting 1,062,556 1,500 1,061,056 100: City Attorney 1,521,455 490,960 1,030,495 100: City Clerk 999,445 177,100 822,345 100: City Council 585,067 585,067 - 100: City Manager 1,370,489 - 1,370,489 100: City Treasurer 58,881 - 58,881 100: Civic Engagement 656,691 656,691 - 100: Community Development Admin 1,278,562 4, 000 1,274,562 100: Finance Admin 1,571,392 2,700 1,568,692 100: Fire Admin 5,654,335 79,500 5,574,835 100: Human Resources 2,032,287 35,000 1,997,287 100: Parking Citations 202,857 - 202,857 100: Parks and Rec Admin 3,300,162 477,500 2,822,662 100: Police Admin 11,269,933 260,030 11,009,903 100: Public Works Admin 3,383,835 362,096 3,021,739 100: Purchasing 494,623 1,200 493,423 100: Revenue Services 657,042 - 657,042 100: Utility Billing 208,628 - 208,628 Depreciation 846,468 - 846,468 286

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Central Service Allocation Methodology
The first step of the iterative allocation method i s to distribute the allocable costs of the central service departments to other central service departments an d operating departments based on the distribution methodology and bases that best represent the activ ity of the central service, and the functions it se rves.

The sections below describe each central service an d the methodology used to allocate their costs.

Corresponding tables detailing each distribution ar e attached in the Appendices as tables A-1 through A-3 for the OMB compliant plan and B-1 for the full cost plan.

Section 1: Accounting
The Accounting Division's primary responsibilities are the maintenance and control of the general ledg er, accounts payable and payroll, and to ensure account ability as well as the timely provision of accurate financial information. The Division is the liaison between the City and its external auditors, and works closely with Finance Administration to prepare the City's Annual Comprehensive Financial Report (ACFR). The City has been the recipient of the Government Finance Officers Association (GFOA) award for the Certificate of Achievement for Excellence in Financial Reporting f or over 20 years. The Accounting Division also participates in budget development by providing historical and projected financial and payroll information, issues standard monthly revenue and expenditure rep orts for internal customers, and generates reports required by external customers, including other governmental agencies, rating agencies, and the public. In addition, the Division accounts for the City's gran ts and related projects in conjunction with other departments.

All City disbursements are the end product of accounts payable and payroll operations and are reflected by the weekly generation of vendor and employee checks . The accounts payable processes include:
maintenance of vendor files; disposition of purchase orders and coordination with the Purchasing Division; assisting departments with queries and payment setu p; and issuance of 1099 tax forms at calendar year end. Since the inception of the purchasing card (Pc ard) program, there has been a reduction in number of accounts payable checks issued. Payroll processes i nclude: monitoring of the Fair Labor Standards Act; Federal and State tax requirements; calculation of deductions and benefits; direct deposit of payroll; issuance of W-2 tax forms; and implementation of labor agreement provisions.

The Division's accounting function involves the mai ntenance of the City's general ledger, including th e generation and posting of journal entries, preparation of monthly and annual reports, and reconciliation of bank accounts. Specific responsibilities include pr eparation of State Controller Reports, Streets and Highways Report, MTA Reports, submission of direct assessments to the county, and bond/debt service accounting.

Allocation Method
Based on the assessment of the functions of the Acc ounting Division, it is reasonable to distribute th e allocable cost by using the method(s) described below.
 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents and with Police sworn full-time equivalents counted as double for each department and fund. 287

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 Thirty percent (30%) of the allocable cost was allocated on the total number of invoices processed for each department and fund.
 Twenty percent (20%) of the allocable cost was allo cated based on the amount of FY 2023-2034 expenditure actuals for each department and fund.

Section 2: City Attorney
The City Attorney’s Office consists of a contracted City Attorney who provides legal services on a flat retainer basis and who is admitted to practice law by the California Bar Association and experienced in the practice of Municipal Law. City Prosecution services are pro vided by the contracted City Attorney on an as-need ed hourly basis. Through contracted services, the City Attorney’s Office prosecutes violations of the Cit y Municipal Code. As required by state law, state mis demeanor and felony violations are prosecuted by th e Los Angeles County District Attorney’s Office.

The City Attorney’s Office drafts ordinances, resol utions and agreements as well as provides general l egal services and advice, oral and written, to the City Councilmembers and City departments on a daily and routine basis. Attorneys specializing in areas of l itigation, land use, real estate, finance, Californ ia Environmental Quality Act, California Coastal Act, public works, labor and other specialties are all available to the City Manager, City departments and the City Council at any time. The City Attorney also oversee s outside counsel.

The City Attorney serves as advisor by providing legal representation at City Council meetings, and on an as- needed basis to other boards, committees and commis sions. The City Attorney also attends weekly City Manager Department Head meetings and other meetings as requested, and provides support to Risk Management in processing claims as well as other de partments as needed for legal services. Additionall y, the City Attorney assists the City Clerk’s office w ith the processing and management of Public Records Act requests.

Allocation Method
Based on the assessment of the functions of the Cit y Attorney, it is reasonable to distribute the allo cable cost by using the method(s) described below.
 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund.
 Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund.
100: Accounting
FTE's (2x PS) 50%
Total Invoices 30%
FY2324 Expenditure Actuals 20%
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Section 3: City Clerk
The City Clerk's Office is dedicated to collaborating with City officials and the public to ensure that open and effective government standards are in place to secure the public trust, and provide a system of transparency, public participation and accountability. The City Clerk serves as the greatest resource of information for the public, City Council, City staff and other governmental agencies; manages legal requirements for public notices and the filing of referendums and initiatives; and keeps complete and accurate records of City Council proceedings.

The City Clerk is also the City's Election Officer, and as such, conducts and certifies the City's municipal elections for six elected offices (5 City Council and 1 City Treasurer).

Allocation Method
Based on the assessment of the functions of the Cit y Clerk, it is reasonable to distribute the allocab le cost by using the method(s) described below.
 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund.
 Fifty percent (50%) of the allocable cost was allocated based on the total number of public records acts for each department and fund.

100: City Attorney
Total FTE's 50%
Modified Total Direct Cost 50%
100: City Clerk
Total FTE's 50%
Total PRA 50%
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Section 4: City Council
The City of Manhattan Beach is a general law City a nd operates under the Council-Manager form of government. The five-member City Council is elected at-large to serve four-year terms. The Mayor’s off ice is rotated among all Councilmembers which provides approximately nine and one-half months of service as Mayor during each Councilmember’s four-year term of office. As elected officials, the City Councilmembers represent the citizens of Manhattan Beach in the go verning process and act on their behalf with regard to regional and local, as well as State and Federal issues.

The City Council is the legislative authority and s ets the policies under which the City operates.

Responsibilities of the City Council include enacting legislation such as local laws and ordinances; approving City programs; adopting the City’s capital improvem ent plan and operating budget; and appropriating th e funds necessary to provide services to the City’s residents, businesses and visitors. The City Council provides leadership through policy development regarding the current practices and future direction of the City. The City Council convenes regular meetings on the first and third Tuesday of each month and holds occasion al special meetings. The City Council appoints the City Manager and City Attorney, as well as the members of the City’s six advisory boards and commissions.

Allocation Method
Based on the assessment of the functions of the City Council, it is reasonable to distribute the allocable cost by using the method(s) described below.
 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund .
 Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund.
 For the OMB plan the costs of City Council are not allocated to ensure OMB compliance.

Section 5: City Manager
The City Manager is appointed by the City Council to carry out its policies and to ensure that the community is served in a responsive manner. The City Manager's office is responsible for providing support and advice to the City Council, offering leadership and legisl ative policy support for all departments, fostering community partnerships and interagency collaboratio n, championing efforts to increase civic engagement efforts and ensuring organizational development and resiliency.

Allocation Method
Based on the assessment of the functions of the Cit y Manager’s Office, it is reasonable to distribute the allocable cost by using the method(s) described below.
100: City Council
Total FTE's 50%
Modified Total Direct Cost 50%
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 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents for each department and fund.
 Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund.

Section 6: City Treasurer
The City Treasurer is elected at-large and serves a four-year term. Along with Finance staff, the Trea surer administrates all City funds and provides accountability to the citizens of Manhattan Beach. The Treasurer’s responsibilities include investment of idle funds; reporting such activities to the City Council; and serving as Chair of the Finance Subcommittee.

The Treasurer oversees the City’s $115 to $135 mill ion investment portfolio. The investment portfolio contains instruments such as Federal Agencies, high-grade corporate bonds and Treasury notes. The State’s Local Agency Investment Fund is also used to ensure proper cash flow and liquidity. While investment yields have dropped to some of the lowest levels in histor y, the City’s investment strategy continues to plac e emphasis on safety and liquidity.

Allocation Method
Based on the assessment of the functions of the Cit y Treasurer, it is reasonable to distribute the all ocable cost by using the method(s) described below.
 One hundred percent (100%) of the allocable cost was allocated based on the amount of revenues for each department and fund.

Section 7: Civic Engagement
The City's Civic Engagement Division is a critical component of strengthening the City's relationship with the residents, businesses, and the community as a whole . Through strategic initiatives and innovative approaches, the Civic Engagement Division aims to e nhance public participation, promote civic pride, a nd ensure that residents are well-informed about city programs, services, and policies.

The Division proactively informs stakeholders of what the City is doing to meet their needs and to improve and expand employee, resident, and business engagem ent through multiple channels. The Division administers Citywide internal and external strategi c outreach via digital and print media, manages med ia relations and outreach, covers special events, main tains the City's website, advances the City's brand identity, and produces City videos. The Division is inclusive of graphic design, television, print, we b 100: City Manager
Total FTE's 50%
Modified Total Direct Cost 50%
100: City Treasurer
Total Revenues 100%
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advertising, marketing, public and community relati ons, as well as citizen and employee participation and outreach.

The Division is responsible for: managing the City' s social media channels (Facebook, Twitter, Instagr am, YouTube, LinkedIn, and Nextdoor), developing mercha ndise for purchase, writing press releases, and producing and editing video content. The Division a lso manages special projects involving internal and external surveys, and employee and resident engagem ent. Additionally, the Civic Engagement Division seeks to promote and market the City's activities, beach life style and family friendly environment.

Allocation Method
Based on the assessment of the functions of the City Engagement, it is reasonable to distribute the allocable cost by using the method(s) described below.
 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents cost for each department and fund.
 Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund.
 For the OMB plan the costs of Civic Engagement are not allocated to ensure OMB compliance.

Section 8: Community Development Administration
The Administration Division of the Community Development Department manages and provides operational support to the Planning, Building and Safety, Traffic Engineering, and Environmental Sustainability Divisions. Administration guides the Department’s staff members and interns to ensure collaborative work internally among staff and externally with the public. Additionally, Administration oversees time cards/payroll, accounting, policy development, budget preparation and management, operational needs, communications, reporting, intra-departmental projects and studies, and supports the Planning Commission, Parking and Public Improvements Commission, and Board of Building Appeals.

Allocation Method
Based on the assessment of the functions of the Com munity Development Administration Division, it is reasonable to distribute the allocable cost by using the method(s) described below.  One hundred percent (100%) of the allocable cost wa s allocated based on the number of full-time equivalents of each department and funds that Community Development Administration supports.

100: Civic Engagement
Total FTE's 50%
Modified Total Direct Cost 50%
100: Community Development Admin
CD Admin FTE 100%
292

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Section 9: Finance Administration
The Administration Division of Finance safeguards a nd accurately accounts for City assets, prepares th e annual City Budget, financial reports, and completes special financial projects, such as bond issuance, while ensuring compliance with municipal finance regulati ons and maintaining the City’s financial policies.

Administration staff also manages the investment of City funds in conjunction with the elected City Treasurer, debt issuance and management, and assist s with the creation of the annual financial report in cooperation with the Accounting Division. Additiona lly, Administration oversees and supports the other divisions in the Finance Department.

Allocation Method
Based on the assessment of the functions of Finance Administration Division, it is reasonable to distr ibute the allocable cost by using the method(s) described below.  Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost for each department and fund.
 Fifty percent (50%) of the allocable cost was alloc ated based on the amount of FY 2023-2034 expenditure actuals for each department and fund.

Section 10: Fire Administration
Fire Administration's function is to assist Department Divisions in achieving their respective budgeted objectives. The Fire Chief manages the Administrative Division and is responsible for providing leadership and support to all staff and personnel. This is accomplished through personnel support services, staff training and development, procurement, budgetary control, information and data management, strategic planning, supporting volunteer programs, and emergency management of major local and regional incidents.

Annual priorities are established in conjunction with the City Manager's office in order to maximize operational efficiencies. Fire Administration works closely with the Finance Department to minimize any fiscal impact to the community while simultaneously improving community services. The Fire Department continues to be the lead Department for emergency response training, including the federally mandated National Incident Management System (NIMS) and Standardized Emergency Management System (SEMS) training. Our Emergency Operations Center procedures will continue to be improved and updated.

Allocation Method
Based on the assessment of the functions of the Fir e Administration Division, it is reasonable to dist ribute the allocable cost by using the method(s) described below.  One hundred percent (100%) of the allocable cost wa s allocated based on the number of full-time equivalents of each department and funds that Fire Administration supports. 100: Finance Admin
Modified Total Direct Cost 50%
FY2324 Expenditure Actuals 50%
293

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Section 11: Human Resources
The Human Resources Department supports the City’s most valuable resource and strives to create a safe and collaborative working environment in which empl oyees can maximize their potential. The Human Resources (Administration) and Risk Management divi sions work together to mitigate City liability and enhance employee engagement and commitment. The services for employees and City departments include recruitment and selection, benefits administration, classification and compensation, employee and labo r relations, training and safety training, leadership development, employment/labor legal compliance, ri sk management, wellness initiatives, and workers’ compensation.

Allocation Method
Based on the assessment of the functions of the Human Resources Department, it is reasonable to distribute the allocable cost by using the method(s) described below.  One hundred percent (100%) of the allocable cost wa s allocated based on the number of full-time and part time equivalents for each department and fund.

Section 12: Parking Citations
The Parking Fund is used to account for the general operations and maintenance of City parking lots an d spaces. The Parking Fund also accounts for the reve nue generated by City parking lots and spaces. The Parking Fund contains reserves for the Business Improvement Districts (BIDs) to be used for their approved activities.

Allocation Method
Based on the assessment of the functions of Parking Citations, it is reasonable to distribute the allo cable cost by using the method(s) described below.
 One hundred percent (100%) of the allocable cost was allocated directly to the Parking Fund.

Section 13: Parks and Recreation Administration
The Administration Division oversees all operating functions of the Department including administration of capital improvement projects; coordination of the Parks & Recreation Commission, Library Commission, 100: Fire Admin
Fire Admin FTE's 100%
100: Human Resources
FTE's & Part time @ .50 FTE 100%
100: Parking Citations
Direct to Parking Fund 100%
294

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Cultural Arts Commission, and ad-hoc committees; budget development; film permits, activity registration and facility reservations, department marketing and coordination of Citywide community events. This division provides vision, direction, and support resources to Department staff.

Allocation Method
Based on the assessment of the functions of the Par ks and Recreation Administration Division, it is reasonable to distribute the allocable cost by using the method(s) described below.  One hundred percent (100%) of the allocable cost wa s allocated based on the amount of modified total direct cost of each department and funds that Parks and Recreation Administration supports.

Section 14: Police Administration
The Police Administration & Investigations Bureau functions include Personnel and Training, Professional Standards, Technical Support Services, Property and Evidence, Dispatch Services, Community Affairs, and Investigations.

Allocation Method
Based on the assessment of the functions of the Police Administration Division, it is reasonable to distribute the allocable cost by using the method(s) described below.  One hundred percent (100%) of the allocable cost wa s allocated based on the number of full-time equivalents of each department and funds that Police Administration supports.

Section 15: Public Works Administration
The Administrative Division is responsible for determining the policies and programs of the Public Works Department. Specifically, planning, organizing, directing and coordinating operations. The department work plan, operational budget, and Capital Improvement Plan are managed by the Administrative team.

Additional core tasks include payroll, purchasing, HR-supported functions, solid waste program management, and public records requests.

Allocation Method
Based on the assessment of the functions of the Pub lic Works Administration Division, it is reasonable to distribute the allocable cost by using the method(s) described below.  Fifty percent (50%) of the allocable cost was allocated based on the amount of modified total direct cost of each department and funds that Public Works Administration supports. 100: Parks and Rec Admin
Parks and Rec Admin MTDC 100%
100: Police Admin
Police Admin FTE's 100%
295

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 Fifty percent (50%) of the allocable cost was allocated based on the number of full-time equivalents of each department and funds that Public Works Administration supports.

Section 16: Purchasing
The Purchasing Division is responsible for procurin g and managing the acquisition of materials and contracted services while ensuring the judicious ut ilization of public funds through competitive proce sses and cooperative purchasing agreements. Additionally , the Division provides assistance to departments i n monitoring spending on executed contracts, tracking departments' small-dollar expenditures, managing the City's Purchasing Card program, maintaining an inve ntory of high-use items such as paper, building maintenance, and custodial supplies to fulfill City wide department needs, assisting City staff in deve loping specifications for competitive bids, and obtaining the best return for surplus property.

Allocation Method
Based on the assessment of the functions the Purchasing Division, it is reasonable to distribute the allocable cost by using the method(s) described below.
 Five percent (5%) of the allocable cost was allocated based on the total number of purchase orders processed for each department and fund.
 Twenty five percent (25%) of the allocable cost was allocated based on the total number of contracts for each department and fund.
 Thirty percent (30%) of the allocable cost was allo cated based on the total number of P-Card transactions for each department and fund.
 Twenty percent (20%) of the allocable cost was allo cated based on the amount of warehouse purchase costs for each department and fund.
 Twenty percent (20%) of the allocable cost was allo cated based on the total number bids for each department and fund.

100: Public Works Admin
PW Admin MTDC 50%
PW Admin FTE's 50%
100: Purchasing
Total POs 5%
Total Contracts 25%
# of P-Card Transactions 30%
54102 Warehouse Purchase Costs 20%
Total Bids 20%
296

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Section 17: Revenue Services
The primary goals of the Revenue Services Division are to improve the effectiveness and efficiency of all revenue programs; to provide exemplary customer service to the public; to develop and analyze measures that promote fiscal sustainability; and to increase City revenues where possible. The Revenue Division administers utility billing for water and sewer ser vice, business & animal license issuance, miscellan eous accounts receivable, parking and administrative cit ation payments, ambulance and fire inspection payments, residential and commercial parking pass d istribution, lease and franchise agreement maintenance, transient occupancy tax collection from hotels and short-term rentals, and central cashiering including: daily deposits, collections, and reconciliation.

Revenue Services staff are responsible for the anal ysis and creation of the Citywide user fees and cos t allocation plan. The Division prepares the annual p ossessory interest report to the Los Angeles County Assessor. Additionally, the Division oversees the administration of the City’s short-term rental program and Advanced Meter Infrastructure (AMI) client and cust omer portal. Revenue Services strives to improve an d streamline productivity, and continually looks for opportunities to enhance the customer experience through service improvements and online technology.

Allocation Method
Based on the assessment of the functions of the Revenue Services Division, it is reasonable to distribute the allocable cost by using the method(s) described below.
 One hundred percent (100%) of the allocable cost was allocated based on the amount of budgeted revenues for each department and fund.

Section 18: Utility Billing
The Revenue Division administers utility billing for water and sewer service.

Allocation Method
Based on the assessment of the functions of Utility Billing, it is reasonable to distribute the allocable cost by using the method(s) described below.
 One hundred percent (100%) of the allocable cost wa s equally allocated to the Water and Sewer Funds.

100: Revenue Services
Total Revenues 100%
100: Utility Billing
50/50% Water Sewer 100%
297

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Section 19: Depreciation
Depreciation is the yearly cost of included depreci able assets for the City that do not have alternati ve funding mechanisms for replacement. These allocatio ns are included to recover a portion of the cost of eventual replacement for such capital assets. While depreciation is not included in the budget for the City, it does represent a real cost that will need to be expended in the future as capital replacement is re quired for proper operations of the City and its departments and funds.

Allocation Method
Based on the assessment of costs of Depreciation, i t is reasonable to distribute the allocable cost by using the method(s) described below.
 To tie to the cost of depreciation, the total depreciation for fixed assets per department and fund was used to allocate this cost. So, the cost allocated under Depreciation is specifically equal to the depreciation for included assets for the utilizing entities.

Depreciation
Depreciation 100%
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Iterative Allocation
The total allocable expenditures of each central se rvice department were allocated to other department s (including both operating departments and other cen tral service departments) based on the individual methodologies outlined above in Sections 1 through 19 of the Allocation Percentages chapter. Any cost allocated from central service to central service i s then reallocated using the same methodology. This operation is done iteratively until all allocable c osts are received by the operating departments and funds, and none remain with the central services. After co mpletion of the iterative allocation method, a tota l combined allocable cost of $34,021,364 was distribu ted to all departments and funds until the allocabl e cost remained only in the operating departments and funds, and the amount of allocable costs remaining in central service departments was equal to zero.

The full cost plan follows the same methodology with the exception that all costs that were excluded solely for OMB compliance, but were reasonable for the ful l plan, were made allowable and included in the allocation. See Table B-1 for additional details for the full cost plan.

After implementing the iterative allocation methodo logy, all allocable central service costs have been distributed to the operating departments and funds. Table 1 in the Executive Summary of this report summarized the distribution of the total allocable cost of $34,021,364 each recipient department for t he OMB compliant CAP. Table 2 summarized the distribution of the total allocable cost of $35,994,782 to each recipient department for the full cost CAP.

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Appendix A
Appendix A lists the tables detailing the allocation methodology performed in allocating central service costs for the OMB compliant cost allocation plan.

300

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Table A-1a: Initial Allocation Percentages (OMB Compliant CAP)

First Iteration
Central Service/Operating Departments 100: Accounting 100: City Attorney 100: City Clerk 100: City Council 100: City Manager
100: City
Treasurer
100: Civic
Engagement
100: Community
Development Admin
100: Finance
Admin 100: Fire Admin
Central Service Departments
100: Accounting 1.1% 1.4% 0.9% 1.4% 1.4% 0.0% 1.4% 0.0% 0.8% 0.0% 100: City Attorney 0.5% 0.6% 0.0% 0.6% 0.6% 0.0% 0.6% 0.0% 1.1% 0.0% 100: City Clerk 0.8% 0.9% 1.2% 0.9% 0.9% 0.0% 0.9% 0.0% 0.8% 0.0% 100: City Council 1.3% 1.0% 2.1% 1.0% 1.0% 0.0% 1.0% 0.0% 0.5% 0.0% 100: City Manager 1.6% 1.2% 1.6% 1.2% 1.2% 0.0% 1.2% 0.0% 1.1% 0.0% 100: City Treasurer 0.2% 0.2% 0.4% 0.2% 0.2% 0.0% 0.2% 0.0% 0.0% 0.0% 100: Civic Engagement 0.6% 0.7% 1.2% 0.7% 0.7% 0.0% 0.7% 0.0% 0.5% 0.0% 100: Community Development Admin 1.4% 1.3% 2.9% 1.3% 1.3% 0.0% 1.3% 0.0% 1.0% 0.0% 100: Finance Admin 1.4% 1.3% 1.0% 1.3% 1.3% 0.0% 1.3% 0.0% 1.3% 0.0% 100: Fire Admin 1.9% 2.9% 1.8% 2.9% 2.9% 0.0% 2.9% 0.0% 4.2% 0.0% 100: Human Resources 1.7% 1.6% 0.9% 1.6% 1.6% 0.0% 1.6% 0.0% 1.5% 0.0% 100: Parking Citations 0.2% 0.2% 0.2% 0.2% 0.2% 0.0% 0.2% 0.0% 0.2% 0.0% 100: Parks and Rec Admin 2.1% 1.9% 0.7% 1.9% 1.9% 0.0% 1.9% 0.0% 2.9% 0.0% 100: Police Admin 5.7% 6.4% 43.6% 6.4% 6.4% 0.0% 6.4% 0.0% 8.2% 0.0% 100: Public Works Admin 2.3% 2.6% 1.3% 2.6% 2.6% 0.0% 2.6% 0.0% 2.2% 0.0% 100: Purchasing 0.7% 0.7% 0.5% 0.7% 0.7% 0.0% 0.7% 0.0% 0.4% 0.0% 100: Revenue Services 0.8% 0.9% 0.6% 0.9% 0.9% 0.0% 0.9% 0.0% 0.5% 0.0% 100: Utility Billing 0.3% 0.2% 0.2% 0.2% 0.2% 0.0% 0.2% 0.0% 0.2% 0.0% Depreciation 0.0% 0.4% 0.0% 0.4% 0.4% 0.0% 0.4% 0.0% 0.4% 0.0% 100: Business Licensing 0.2% 0.2% 0.2% 0.2% 0.2% 0.0% 0.2% 0.0% 0.1% 0.0% 100: Community Development 6.5% 8.1% 5.2% 8.1% 8.1% 8.7% 8.1% 100.0% 5.3% 0.0% 100: Fire 8.4% 10.7% 5.6% 10.7% 10.7% 3.1% 10.7% 0.0% 9.9% 100.0% 100: Parks and Recreation 8.0% 5.3% 2.3% 5.3% 5.3% 7.2% 5.3% 0.0% 5.8% 0.0% 100: Police 29.3% 27.5% 16.4% 27.5% 27.5% 4.3% 27.5% 0.0% 21.1% 0.0% 100: Public Works 7.4% 8.2% 4.5% 8.2% 8.2% 1.4% 8.2% 0.0% 6.9% 0.0% 201: Street Lighting & Landscape Fu 0.3% 0.3% 0.0% 0.3% 0.3% 0.6% 0.3% 0.0% 0.5% 0.0% 205: Gas Tax Fund 0.3% 0.0% 0.0% 0.0% 0.0% 3.0% 0.0% 0.0% 0.5% 0.0% 210: Asset Forfeiture Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.1% 0.0% 211: Police Safety Grants Fund 0.1% 0.1% 0.0% 0.1% 0.1% 0.3% 0.1% 0.0% 0.1% 0.0% 220: Grants Fund 0.0% 0.0% 0.0% 0.0% 0.0% 8.2% 0.0% 0.0% 0.0% 0.0% 230: Prop. A Fund 0.7% 0.6% 0.2% 0.6% 0.6% 1.5% 0.6% 0.0% 0.6% 0.0% 231: Prop. C Fund 0.6% 0.0% 0.0% 0.0% 0.0% 1.2% 0.0% 0.0% 1.0% 0.0% 232: AB 2766 Air Quality Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 233: Measure R 0.3% 0.0% 0.0% 0.0% 0.0% 1.5% 0.0% 0.0% 0.4% 0.0% 234: Measure M 0.4% 0.0% 0.0% 0.0% 0.0% 10.0% 0.0% 0.0% 0.7% 0.0% 240: Measure W 0.1% 0.0% 0.0% 0.0% 0.0% 0.6% 0.0% 0.0% 0.2% 0.0% 401: Capital Improvement Fund 1.0% 0.0% 0.0% 0.0% 0.0% 2.6% 0.0% 0.0% 1.6% 0.0% 501: Water Fund 6.5% 8.1% 2.4% 8.1% 8.1% 25.8% 8.1% 0.0% 11.5% 0.0% 502: Storm Drain Fund 0.9% 1.0% 0.4% 1.0% 1.0% 3.4% 1.0% 0.0% 1.1% 0.0% 503: Sewer Fund 2.0% 1.8% 1.1% 1.8% 1.8% 6.6% 1.8% 0.0% 2.0% 0.0% 520: Parking Fund 1.5% 1.2% 0.5% 1.2% 1.2% 6.7% 1.2% 0.0% 1.8% 0.0% 521: County Parking Lots Fund 0.4% 0.2% 0.1% 0.2% 0.2% 1.7% 0.2% 0.0% 0.2% 0.0% 522: State Pier and Parking Lot Fun 0.5% 0.3% 0.1% 0.3% 0.3% 1.3% 0.3% 0.0% 0.8% 0.0% 301

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Table A-1b: Initial Allocation Percentages (OMB Compliant CAP) - continued

First Iteration
Central Service/Operating Departments 100: Human
Resources
100: Parking
Citations
100: Parks and Rec
Admin 100: Police Admin 100: Public Works
Admin 100: Purchasing 100: Revenue Services 100: Utility Billing Depreciation Central Service Departments
100: Accounting 1.6% 0.0% 0.0% 0.0% 0.0% 0.7% 0.0% 0.0% 0.4% 100: City Attorney 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Clerk 0.9% 0.0% 0.0% 0.0% 0.0% 1.4% 0.0% 0.0% 0.2% 100: City Council 1.4% 0.0% 0.0% 0.0% 0.0% 0.8% 0.0% 0.0% 0.3% 100: City Manager 1.1% 0.0% 0.0% 0.0% 0.0% 3.0% 0.0% 0.0% 0.2% 100: City Treasurer 0.3% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 100: Civic Engagement 0.8% 0.0% 0.0% 0.0% 0.0% 0.3% 0.0% 0.0% 0.0% 100: Community Development Admin 1.5% 0.0% 0.0% 0.0% 0.0% 5.3% 0.0% 0.0% 0.3% 100: Finance Admin 1.1% 0.0% 0.0% 0.0% 0.0% 6.8% 0.0% 0.0% 0.0% 100: Fire Admin 1.2% 0.0% 0.0% 0.0% 0.0% 2.0% 0.0% 0.0% 0.1% 100: Human Resources 1.6% 0.0% 0.0% 0.0% 0.0% 0.8% 0.0% 0.0% 0.3% 100: Parking Citations 0.3% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Parks and Rec Admin 1.2% 0.0% 0.0% 0.0% 0.0% 6.0% 0.0% 0.0% 0.0% 100: Police Admin 3.4% 0.0% 0.0% 0.0% 0.0% 5.8% 0.0% 0.0% 90.8% 100: Public Works Admin 2.3% 0.0% 0.0% 0.0% 0.0% 2.8% 0.0% 0.0% 3.4% 100: Purchasing 0.9% 0.0% 0.0% 0.0% 0.0% 0.5% 0.0% 0.0% 0.0% 100: Revenue Services 1.2% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.2% 100: Utility Billing 0.3% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% Depreciation 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Business Licensing 0.3% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.0% 100: Community Development 9.5% 0.0% 0.0% 0.0% 0.0% 3.7% 8.7% 0.0% 2.0% 100: Fire 10.3% 0.0% 0.0% 0.0% 0.0% 3.5% 3.1% 0.0% 0.0% 100: Parks and Recreation 10.3% 0.0% 100.0% 0.0% 0.0% 8.6% 7.2% 0.0% 0.0% 100: Police 30.4% 0.0% 0.0% 100.0% 0.0% 6.4% 4.3% 0.0% 0.0% 100: Public Works 8.5% 0.0% 0.0% 0.0% 40.2% 9.9% 1.4% 0.0% 1.8% 201: Street Lighting & Landscape Fu 0.0% 0.0% 0.0% 0.0% 1.1% 0.6% 0.6% 0.0% 0.0% 205: Gas Tax Fund 0.0% 0.0% 0.0% 0.0% 0.0% 3.3% 3.0% 0.0% 0.0% 210: Asset Forfeiture Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 211: Police Safety Grants Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.4% 0.3% 0.0% 0.0% 220: Grants Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.2% 0.0% 0.0% 230: Prop. A Fund 1.1% 0.0% 0.0% 0.0% 0.0% 1.1% 1.5% 0.0% 0.0% 231: Prop. C Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.3% 1.2% 0.0% 0.0% 232: AB 2766 Air Quality Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 233: Measure R 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 1.5% 0.0% 0.0% 234: Measure M 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 10.0% 0.0% 0.0% 240: Measure W 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 0.6% 0.0% 0.0% 401: Capital Improvement Fund 0.0% 0.0% 0.0% 0.0% 0.0% 6.7% 2.6% 0.0% 0.0% 501: Water Fund 4.5% 0.0% 0.0% 0.0% 36.7% 4.6% 25.8% 50.0% 0.0% 502: Storm Drain Fund 0.7% 0.0% 0.0% 0.0% 4.6% 0.8% 3.4% 0.0% 0.0% 503: Sewer Fund 2.0% 0.0% 0.0% 0.0% 9.0% 4.3% 6.6% 50.0% 0.0% 520: Parking Fund 0.8% 100.0% 0.0% 0.0% 5.6% 2.3% 6.7% 0.0% 0.0% 521: County Parking Lots Fund 0.3% 0.0% 0.0% 0.0% 1.2% 0.0% 1.7% 0.0% 0.0% 522: State Pier and Parking Lot Fun 0.2% 0.0% 0.0% 0.0% 1.5% 5.2% 1.3% 0.0% 0.0% 302

27 Cost Allocation Plan

Table A-2a: Final Allocation Percentages (OMB Compliant CAP)

Central Service/Operating Departments 100:

Accounting
100: City
Attorney
100: City
Clerk
100: City
Council
100: City
Manager
100: City
Treasurer
100: Civic
Engagement
100: Community
Development
Admin
100:

Finance
Admin
100: Fire
Admin
Central Service Departments
100: Accounting 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Attorney 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Clerk 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Council 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Manager 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Treasurer 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Civic Engagement 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Community Development Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Finance Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Fire Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Human Resources 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Parking Citations 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Parks and Rec Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Police Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Public Works Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Purchasing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Revenue Services 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Utility Billing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Depreciation 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Business Licensing 0.2% 0.2% 0.2% 0.2% 0.2% 0.0% 0.2% 0.0% 0.1% 0.0% 100: Community Development 9.0% 10.4% 9.1% 10.4% 10.4% 8.7% 10.4% 100.0% 7.1% 0.0% 100: Fire 11.7% 14.9% 8.7% 14.9% 14.9% 3.1% 14.9% 0.0% 15.2% 100.0% 100: Parks and Recreation 11.1% 8.2% 3.9% 8.2% 8.2% 7.2% 8.2% 0.0% 9.5% 0.0% 100: Police 38.7% 37.9% 63.8% 37.9% 37.9% 4.3% 37.9% 0.0% 32.8% 0.0% 100: Public Works 9.2% 10.2% 6.0% 10.2% 10.2% 1.4% 10.2% 0.0% 8.6% 0.0% 201: Street Lighting & Landscape Fu 0.4% 0.3% 0.0% 0.3% 0.3% 0.6% 0.3% 0.0% 0.6% 0.0% 205: Gas Tax Fund 0.4% 0.1% 0.1% 0.1% 0.1% 3.0% 0.1% 0.0% 0.5% 0.0% 210: Asset Forfeiture Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.1% 0.0% 211: Police Safety Grants Fund 0.1% 0.1% 0.0% 0.1% 0.1% 0.3% 0.1% 0.0% 0.1% 0.0% 220: Grants Fund 0.1% 0.1% 0.1% 0.1% 0.1% 8.2% 0.1% 0.0% 0.1% 0.0% 230: Prop. A Fund 0.7% 0.6% 0.3% 0.6% 0.6% 1.5% 0.6% 0.0% 0.7% 0.0% 231: Prop. C Fund 0.6% 0.0% 0.0% 0.0% 0.0% 1.2% 0.0% 0.0% 1.1% 0.0% 232: AB 2766 Air Quality Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 233: Measure R 0.3% 0.0% 0.0% 0.0% 0.0% 1.5% 0.0% 0.0% 0.5% 0.0% 234: Measure M 0.5% 0.1% 0.1% 0.1% 0.1% 10.0% 0.1% 0.0% 0.8% 0.0% 240: Measure W 0.1% 0.0% 0.0% 0.0% 0.0% 0.6% 0.0% 0.0% 0.2% 0.0% 401: Capital Improvement Fund 1.1% 0.1% 0.1% 0.1% 0.1% 2.6% 0.1% 0.0% 1.6% 0.0% 501: Water Fund 8.7% 10.3% 4.1% 10.3% 10.3% 25.8% 10.3% 0.0% 13.3% 0.0% 502: Storm Drain Fund 1.1% 1.3% 0.6% 1.3% 1.3% 3.4% 1.3% 0.0% 1.3% 0.0% 503: Sewer Fund 2.6% 2.5% 1.6% 2.5% 2.5% 6.6% 2.5% 0.0% 2.5% 0.0% 520: Parking Fund 2.1% 1.8% 0.9% 1.8% 1.8% 6.7% 1.8% 0.0% 2.3% 0.0% 521: County Parking Lots Fund 0.5% 0.3% 0.2% 0.3% 0.3% 1.7% 0.3% 0.0% 0.3% 0.0% 522: State Pier and Parking Lot Fun 0.6% 0.5% 0.2% 0.5% 0.5% 1.3% 0.5% 0.0% 0.9% 0.0% 303

28 Cost Allocation Plan

Table A-2b: Final Allocation Percentages (OMB Compliant CAP) – continued

Central Service/Operating Departments 100: Human
Resources
100: Parking
Citations
100: Parks and
Rec Admin
100: Police
Admin
100: Public
Works Admin
100:

Purchasing
100:

Revenue
Services
100: Utility
Billing Depreciation
Central Service Departments
100: Accounting 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Attorney 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Clerk 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Council 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Manager 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: City Treasurer 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Civic Engagement 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Community Development Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Finance Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Fire Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Human Resources 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Parking Citations 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Parks and Rec Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Police Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Public Works Admin 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Purchasing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Revenue Services 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Utility Billing 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% Depreciation 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 100: Business Licensing 0.3% 0.0% 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.0% 100: Community Development 12.1% 0.0% 0.0% 0.0% 0.0% 10.2% 8.7% 0.0% 2.5% 100: Fire 12.8% 0.0% 0.0% 0.0% 0.0% 7.5% 3.1% 0.0% 0.3% 100: Parks and Recreation 12.6% 0.0% 100.0% 0.0% 0.0% 15.9% 7.2% 0.0% 0.1% 100: Police 37.5% 0.0% 0.0% 100.0% 0.0% 17.5% 4.3% 0.0% 91.4% 100: Public Works 10.4% 0.0% 0.0% 0.0% 40.2% 12.3% 1.4% 0.0% 3.3% 201: Street Lighting & Landscape Fu 0.1% 0.0% 0.0% 0.0% 1.1% 0.6% 0.6% 0.0% 0.0% 205: Gas Tax Fund 0.1% 0.0% 0.0% 0.0% 0.0% 3.4% 3.0% 0.0% 0.0% 210: Asset Forfeiture Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 211: Police Safety Grants Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.4% 0.3% 0.0% 0.0% 220: Grants Fund 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 8.2% 0.0% 0.0% 230: Prop. A Fund 1.2% 0.0% 0.0% 0.0% 0.0% 1.2% 1.5% 0.0% 0.0% 231: Prop. C Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.4% 1.2% 0.0% 0.0% 232: AB 2766 Air Quality Fund 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.1% 0.0% 0.0% 233: Measure R 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 1.5% 0.0% 0.0% 234: Measure M 0.2% 0.0% 0.0% 0.0% 0.0% 0.7% 10.0% 0.0% 0.0% 240: Measure W 0.0% 0.0% 0.0% 0.0% 0.0% 0.6% 0.6% 0.0% 0.0% 401: Capital Improvement Fund 0.1% 0.0% 0.0% 0.0% 0.0% 6.9% 2.6% 0.0% 0.0% 501: Water Fund 6.7% 0.0% 0.0% 0.0% 36.7% 7.3% 25.8% 50.0% 1.4% 502: Storm Drain Fund 1.0% 0.0% 0.0% 0.0% 4.6% 1.1% 3.4% 0.0% 0.2% 503: Sewer Fund 2.7% 0.0% 0.0% 0.0% 9.0% 5.0% 6.6% 50.0% 0.4% 520: Parking Fund 1.5% 100.0% 0.0% 0.0% 5.6% 2.8% 6.7% 0.0% 0.2% 521: County Parking Lots Fund 0.3% 0.0% 0.0% 0.0% 1.2% 0.1% 1.7% 0.0% 0.1% 522: State Pier and Parking Lot Fun 0.3% 0.0% 0.0% 0.0% 1.5% 5.4% 1.3% 0.0% 0.1% 304

29 Cost Allocation Plan

Table A-3a: Final Allocation Amounts (OMB Compliant CAP)

Department Classification Department 100:

Accounting
100: City
Attorney
100: City
Clerk
100: City
Council
100: City
Manager
100: City
Treasurer
100: Civic
Engagement
100:

Community
Development
Admin
100:

Finance
Admin
100: Fire
Admin
1,061,056 1,030,495 822,345 0 1,370,489 58,881 0 1,274,562 1,568,692 5,574,835 Operating Department 100: Business Licensing 2,566 2,366 1,416 - 3,147 0 - - 1,965 - Operating Department 100: Community Development 95,323 107,047 74,513 - 142,365 5,124 - 1,274,562 111,585 - Operating Department 100: Fire 124,204 153,234 71,586 - 203,791 1,810 - - 237,950 5,574,835 Operating Department 100: Parks and Recreation 118,002 84,240 32,216 - 112,033 4,260 - - 148,946 - Operating Department 100: Police 410,960 390,624 524,844 - 519,503 2,555 - - 513,778 - Operating Department 100: Public Works 97,964 104,897 49,039 - 139,505 836 - - 134,654 - Operating Department 201: Street Lighting & Landscape Fu 4,194 3,284 403 - 4,367 353 - - 8,855 - Operating Department 205: Gas Tax Fund 3,785 719 486 - 957 1,748 - - 8,135 - Operating Department 210: Asset Forfeiture Fund 150 368 26 - 489 38 - - 893 - Operating Department 211: Police Safety Grants Fund 879 1,059 101 - 1,408 171 - - 2,206 - Operating Department 220: Grants Fund 917 985 759 - 1,309 4,848 - - 806 - Operating Department 230: Prop. A Fund 7,864 6,568 2,533 - 8,735 892 - - 10,423 - Operating Department 231: Prop. C Fund 6,384 410 272 - 545 725 - - 16,600 - Operating Department 232: AB 2766 Air Quality Fund 13 9 7 - 12 43 - - 25 - Operating Department 233: Measure R 2,979 321 222 - 427 871 - - 7,105 - Operating Department 234: Measure M 5,580 1,406 1,048 - 1,870 5,877 - - 12,914 - Operating Department 240: Measure W 1,208 156 105 - 208 371 - - 2,640 - Operating Department 401: Capital Improvement Fund 11,973 1,204 763 - 1,601 1,548 - - 25,863 - Operating Department 501: Water Fund 91,949 105,695 33,542 - 140,567 15,195 - - 208,893 - 20,109 -
Operating Department 503: Sewer Fund 28,075 25,718 12,780 - 34,203 3,857 - - 39,917 - Operating Department 520: Parking Fund 22,116 18,917 7,557 - 25,158 3,961 - - 35,549 - Operating Department 521: County Parking Lots Fund 5,076 3,405 1,718 - 4,529 1,003 - - 4,339 - Operating Department 522: State Pier and Parking Lot Fun 6,883 4,857 1,740 - 6,460 786 - - 14,542 - Central Service Departments

Operating Department 502: Storm Drain Fund 12,013 13,007 4,671 - 17,298 2,011 - - 305

30 Cost Allocation Plan

Table A-3b: Final Allocation Amounts (OMB Compliant CAP) – continued

Department Classification Department
100:

Human
Resources
100:

Parking
Citations
100: Parks
and Rec
Admin
100: Police
Admin
100: Public
Works
Admin
100:

Purchasing
100:

Revenue
Services
100: Utility
Billing Depreciation Total
Allocation
1,997,287 202,857 2,822,662 11,009,903 3,021,739 493,423 657,042 208,628 846,468 34,021,364 Operating Department 100: Business Licensing 5,903 - - - - 945 0 - 28 18,335 Operating Department 100: Community Development 240,798 - - - - 50,464 57,177 - 20,869 2,179,826 Operating Department 100: Fire 254,953 - - - - 36,967 20,194 - 2,570 6,682,094 Operating Department 100: Parks and Recreation 250,983 - 2,822,662 - - 78,386 47,531 - 1,220 3,700,478 Operating Department 100: Police 748,010 - - 11,009,903 - 86,390 28,511 - 773,564 15,008,642 Operating Department 100: Public Works 207,424 - - - 1,215,308 60,731 9,328 - 27,606 2,047,292 Operating Department 201: Street Lighting & Landscape Fu 1,281 - - - 31,893 3,202 3,938 - 344 62,114 Operating Department 205: Gas Tax Fund 1,817 - - - - 16,772 19,501 - 76 53,996 Operating Department 210: Asset Forfeiture Fund 62 - - - - 28 421 - 3 2,479 Operating Department 211: Police Safety Grants Fund 290 - - - - 1,934 1,904 - 13 9,965 Operating Department 220: Grants Fund 2,575 - - - - 152 54,093 - 176 66,620 Operating Department 230: Prop. A Fund 23,806 - - - - 5,912 9,958 - 116 76,806 Operating Department 231: Prop. C Fund 915 - - - - 2,060 8,087 - 46 36,045 Operating Department 232: AB 2766 Air Quality Fund 23 - - - - 2 478 - 2 614 Operating Department 233: Measure R 774 - - - - 2,966 9,719 - 41 25,426 Operating Department 234: Measure M 3,566 - - - - 3,218 65,585 - 228 101,292 Operating Department 240: Measure W 385 - - - - 2,848 4,145 - 17 12,084 Operating Department 401: Capital Improvement Fund 2,919 - - - - 33,903 17,268 - 97 97,138 Operating Department 501: Water Fund 133,516 - - - - 140,251 5,613 22,437 - 1,528 258,804 Operating Department 503: Sewer Fund 53,472 - - - 272,157 24,551 43,044 104,314 3,004 645,092 Operating Department 520: Parking Fund 30,077 202,857 - - 170,002 13,611 44,198 - 1,950 575,951 Operating Department 521: County Parking Lots Fund 6,943 - - - 37,363 518 11,193 - 431 76,518 Operating Department 522: State Pier and Parking Lot Fun 6,930 - - - 46,647 26,435 8,769 - 523 124,571 Central Service Departments
1,108,118 35,815 169,560 104,314 12,015 2,159,182 Operating Department 502: Storm Drain Fund 19,866 - - 306

31 Cost Allocation Plan

Appendix B
Appendix B provides the table detailing the allocation performed in allocating central service costs for the full cost allocation plan. The methodology for the full plan is the same as for the OMB compliant plan, as it is reasonable and represents how indirect suppor t is provided in the City. The difference between the two plans, as has been described in this report, is in the costs that can be allocated. 307

32 Cost Allocation Plan

Table B-1a: Final Allocation Amounts (Full CAP)

Department Classification Department 100:

Accounting
100: City
Attorney
100: City
Clerk
100: City
Council
100: City
Manager
100: City
Treasurer
100: Civic
Engagement
100:

Community
Development
Admin
100:

Finance
Admin
100: Fire
Admin
1,061,056 1,521,455 999,445 585,067 1,265,063 58,881 656,691 1,020,709 1,424,142 4,331,200 Central Service Departments
Operating Department 100: Business Licensing 2,568 3,540 1,723 1,361 2,943 0 1,528 - 1,827 - Operating Department 100: Community Development 95,361 159,002 90,598 61,143 132,208 5,124 68,629 1,020,709 102,193 - Operating Department 100: Fire 124,080 223,159 86,878 85,815 185,553 1,810 96,320 - 213,154 4,331,200 Operating Department 100: Parks and Recreation 118,081 126,357 39,234 48,590 105,064 4,260 54,538 - 137,068 - Operating Department 100: Police 410,661 569,299 637,574 218,921 473,362 2,555 245,721 - 459,514 - Operating Department 100: Public Works 98,087 157,364 59,713 60,514 130,846 836 67,922 - 124,562 - Operating Department 201: Street Lighting & Landscape Fu 4,203 5,034 498 1,936 4,186 353 2,173 - 8,212 - Operating Department 205: Gas Tax Fund 3,785 1,074 591 413 893 1,748 463 - 7,396 - Operating Department 210: Asset Forfeiture Fund 151 568 33 218 472 38 245 - 834 - Operating Department 211: Police Safety Grants Fund 882 1,633 125 628 1,358 171 705 - 2,068 - Operating Department 220: Grants Fund 918 1,474 924 567 1,225 4,848 636 - 750 - Operating Department 230: Prop. A Fund 7,866 9,757 3,081 3,752 8,113 892 4,211 - 9,518 - Operating Department 231: Prop. C Fund 6,384 606 331 233 504 725 262 - 15,070 - Operating Department 232: AB 2766 Air Quality Fund 13 13 8 5 11 43 6 - 23 - Operating Department 233: Measure R 2,980 477 270 184 397 871 206 - 6,453 - Operating Department 234: Measure M 5,581 2,099 1,275 807 1,746 5,877 906 - 11,745 - Operating Department 240: Measure W 1,208 232 128 89 193 371 100 - 2,399 - Operating Department 401: Capital Improvement Fund 11,974 1,791 927 689 1,489 1,548 773 - 23,492 - Operating Department 501: Water Fund 92,080 159,417 40,899 61,303 132,553 15,195 68,808 - 192,781 - Operating Department 502: Storm Drain Fund 12,026 19,556 5,690 7,520 16,261 2,011 8,441 - 18,585 - Operating Department 503: Sewer Fund 28,071 38,217 15,535 14,696 31,777 3,857 16,495 - 36,471 - Operating Department 520: Parking Fund 22,133 28,412 9,202 10,926 23,624 3,961 12,263 - 32,724 - Operating Department 521: County Parking Lots Fund 5,076 5,062 2,088 1,946 4,209 1,003 2,185 - 3,971 - Operating Department 522: State Pier and Parking Lot Fun 6,888 7,311 2,120 2,811 6,079 786 3,155 - 13,332 - 308

33 Cost Allocation Plan

Table B-1b: Final Allocation Amounts (Full CAP) – continued

Department Classification Department
100:

Human
Resources
100:

Parking
Citations
100: Parks
and Rec
Admin
100: Police
Admin
100: Public
Works
Admin
100:

Purchasing
100:

Revenue
Services
100: Utility
Billing Depreciation Total
Allocation
2,032,287 202,857 2,822,662 11,026,003 3,026,739 493,423 657,042 208,628 846,468 35,994,782 Operating Department 100: Business Licensing 6,007 - - - - 945 0 - 28 22,724 Operating Department 100: Community Development 245,017 - - - - 50,464 57,177 - 20,869 2,382,192 Operating Department 100: Fire 259,421 - - - - 36,967 20,194 - 2,570 6,963,860 Operating Department 100: Parks and Recreation 255,381 - 2,822,662 - - 78,386 47,531 - 1,220 3,853,601 Operating Department 100: Police 761,118 - - 11,026,003 - 86,390 28,511 - 773,564 15,808,183 Operating Department 100: Public Works 211,059 - - - 1,217,319 60,731 9,328 - 27,606 2,240,005 Operating Department 201: Street Lighting & Landscape Fu 1,303 - - - 31,946 3,202 3,938 - 344 67,805 Operating Department 205: Gas Tax Fund 1,849 - - - - 16,772 19,501 - 76 55,350 Operating Department 210: Asset Forfeiture Fund 63 - - - - 28 421 - 3 3,105 Operating Department 211: Police Safety Grants Fund 295 - - - - 1,934 1,904 - 13 11,775 Operating Department 220: Grants Fund 2,621 - - - - 152 54,093 - 176 68,485 Operating Department 230: Prop. A Fund 24,223 - - - - 5,912 9,958 - 116 88,823 Operating Department 231: Prop. C Fund 931 - - - - 2,060 8,087 - 46 36,825 Operating Department 232: AB 2766 Air Quality Fund 24 - - - - 2 478 - 2 631 Operating Department 233: Measure R 788 - - - - 2,966 9,719 - 41 26,035 Operating Department 234: Measure M 3,628 - - - - 3,218 65,585 - 228 103,958 Operating Department 240: Measure W 391 - - - - 2,848 4,145 - 17 12,378 Operating Department 401: Capital Improvement Fund 2,970 - - - - 33,903 17,268 - 97 99,403 Operating Department 501: Water Fund 135,856 - - - 140,483 5,613 22,437 - 1,528 282,280 Operating Department 503: Sewer Fund 54,409 - - - 272,607 24,551 43,044 104,314 3,004 692,513 Operating Department 520: Parking Fund 30,604 202,857 - - 170,283 13,611 44,198 - 1,950 610,228 Operating Department 521: County Parking Lots Fund 7,065 - - - 37,425 518 11,193 - 431 82,801 Operating Department 522: State Pier and Parking Lot Fun 7,051 - - - 46,725 26,435 8,769 - 523 133,325 Central Service Departments
1,109,951 35,815 169,560 104,314 12,015 2,348,499 Operating Department 502: Storm Drain Fund 20,214 - - - 309

27368 Via Industria, Suite 200
Temecula, CA 92590-4856
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www.willdan.com

310
Results of the
Cost Allocation Plan & User Fee Study
City of Manhattan Beach
April 15, 2025 – City Council Meeting
311
2 Overview

1. What is a Cost Allocation Plan

2. What are User Fees

3. Objectives and Scope of the Study

4. Fee Changes by Department

5. Review Comprehensive Fee Schedule

6. Comparative Analysis of other Cities

7. Policy Considerations

8. Cost Recovery Results

9. Next Steps
312
3 What is a Cost Allocation Plan
The purpose of a Cost Allocation Plan (CAP) is to:

1. Ensure the City is maximizing the recovery of indirect costs from operating departments, as well as enterprise and other chargeable funds and capital projects

2. Set a solid foundation for the User Fee Study as the CAP captures the full cost of services (including internal
overhead) which gets factored into the user fees

3. Achieve the maximum cost recovery by identifying and distributing administrative costs in a fair, comprehensive, well documented, and fully defensible method
313
4 What are User Fees
▪ Provide private benefit with limited or no
community benefit
▪ State law requires that:
1) Individual use of the service must be voluntary, and 2) Fees must reasonably relate to the services provided ▪ Fee levels & cost recovery determined through
City Council fee adoption
▪ Does not include development impact fees, utility
rates, taxes, etc.
314
5 Why Update User Fees
▪ Subsidies in services impact the General Fund
o Private & specific benefit services are subsidized by unobligated funding sources
o Reduces ability to fund general & community benefits
▪ Decreased department funding typically results in
understaffing and reduces service quality
▪ Cost recovery knowledge and planning
o Provides clarity pressures on City resources
o Enables City to strategize and set fees to benefit of the City and community
o State requirements for reasonable cost-based fees
315
6 User Fee Objectives & Steps
▪ Determine full cost of providing services or programs o Review fee schedules based on service delivery
o Identify potential new fees (not currently collected) o Reduce or remove fees
o Using fully-burdened rates, calculate full cost recovery ▪ Update fees for services based on cost analysis
o Incorporate or establish cost recovery goals
✓ Subsidies allow access to services and facilitate compliance o Identify appropriate fee levels that:
✓ Enhance reasonability and applicability
✓ Maintain consistency with local policies and objectives ✓ Maintain legal compliance with state law
316
7 Data & City Staff Participation
▪ Primary types of data used:
o Expenditure data
o Staffing structures
o Central service/Indirect overhead
o Productive/billable hours
o Time estimates to complete tasks
o City/Department input, feedback and policies
▪ Staff support throughout process is essential to ensure analysis fidelity
317
8 Summary Steps of the Study
Model
Development
Data
collection
Build fee
model
Overhead
and FBHR
Calculation
Cost Analysis
Staff
meetings
Update fee
schedules
Staffing and
time data
Full cost for
services
Set Cost
Recovery
Current cost
recovery
Target cost
recovery
Fee Study
Report
Create draft
report
Staff report
review
Finalize
report
Updated Fee
Adoption
Public
Hearing
318
9 Scope of the Study
▪ Review and calculate cost of providing services
and related fees charged by the following:

1. Finance Department

2. Parks and Recreation
Fees (Non-program /
Activity Related)

3. Management Services -
City Clerk

4. Citywide Fees

5. Police Department

7. Public Works Department

8. Community Development
Department - Traffic
Engineering

9. Community Development
Department - Planning

10. Community Development
Department - Building
319
10 Factors that Affect Fees
Various factors affected the City’s fees as follows:
• Increased fees - Caused by results of the comprehensive review of all personnel and external costs involved in providing a service.

Staff identified missing costs that were not captured in last Study. • Decreased fees - Caused by efficiencies identified (services require less time to complete) and by changes in personnel providing the services.
• New fees - Identified as services that had no previous cost recovery mechanism and were otherwise fully subsidized by the City. • Eliminated fees - Identified by evaluating fees that are no longer applicable or otherwise obsolete.
• Fees with no change - Resulted from no change in methodology or are fees set by state statue/law, are market driven, are deposit based, or previously set to recover “actual costs” in which the method remains the same.
320
11 Fee Changes by Department
Number of Fees
Department / Fee Group Increasing Decreasing New
Not
Changing Eliminating
TOTAL
(excluding
Eliminated)
Finance 5 1 0 11 0 17
Parks and Recreation 6 0 0 5 1 11
MS - City Clerk 0 0 0 8 0 8
Citywide Fees 1 0 1 1 0 3
Police 18 1 0 5 2 24
Fire 5 29 14 7 0 55
Public Works 13 4 2 6 8 25
CD - Traffic Engineering 4 2 1 2 0 9
CD - Planning 63 23 33 9 3 128
CD - Building* 90 27 28 10 8 155
Total 205 87 79 64 22 435
*Combination Fee table would be set at full cost recovery 321
12 Review Comprehensive Fee
Schedule
Will review Comprehensive Fee Schedule one
Department at a time, along with Schedule of
New Fees and Eliminated Fees
322
13 Comparative Analysis of other
Cities
Will review Survey of other City Fees at this time
323
14 Policy Considerations
▪ General standard: individuals or groups who receive
private benefit from service should pay 100% of cost
▪ In certain situations, subsidization is an effective
public policy tool:
o Encourage participation
o Ensure compliance when cost is prohibitive to residents o Promote access to services
▪ Recommend that City utilize compensation factor or
CPI to annually adjust fees
▪ Comprehensive analysis every 5 years
324
15 Policy Considerations
Fees Set by previous Council Policy
Category Description Current Full Cost Annual
QTY
POLICE
Block Party Permit Review an application for a block party. $50.00 $209.00 24

COMMUNITY DEVELOPMENT - TRAFFIC ENGINEERING
Parking Request Administrative Review of a parking-related issue, such as a request for a red zone or disabled parking space. $100.00 $674.00 235 Traffic Request Administrative Review of a limited scale traffic-related issue, such as a request for installation of a crosswalk or traffic calming measure. $100.00 $701.00 0 Stop Sign Request
(2nd Request) Processing a request to install a stop sign following initial denial / approval.$500.00 $2,783.00 0

COMMUNITY DEVELOPMENT - PLANNING
Appeal to CC - Administrative
Decision Appeal of an administrative decision to the City Council $500.00 $3,983.00 0 Appeal to CC - PC Decision Appeal of a Planning Commission decision to the City Council $500.00 $2,925.00 1 Appeal to CC - PPIC Decision Appeal of a traffic-related or encroachment-related decision of the Parking and Public Improvement Commission to the City Council $500.00 $1,772.00 0 Appeal to PC - Administrative
Decision Appeal of an administrative decision to the Planning Commission $500.00 $4,055.00 0 COMMUNITY DEVELOPMENT – BUILDING
Solar Permit Plan Check and
Inspection
Residential (State Maximum is $450) $100.00 $450.00 117 Commercial up to 50 kw (State Maximum is $1,000) $100.00 $1,000.00 28Commercial 51-250 kw (State Maximum is $1,000) $100.00 $1,000.00 325
16 Cost Recovery Realized
▪ Past and projected fee activity and revenues were used to estimate revenue impacts of the fee changes
Based on results from the User Fee Study, adjusting citywide user fees would allow the City to realize an estimated $1,502,284 in additional user fee revenue recovered annually that would have otherwise been subsidized by the City
*The above table does not include revenue effects of new fees as participation is unknown Department/Division
FY 24/25
Budgeted
Cost
Indirect
Overhead Total Cost
FY 24/25
Budgeted
Revenue
Current
Cost
Recovery
Projected
Revenue
Change
Updated
Cost
Recovery
MS - City Clerk 999,445 - 999,445 5,000 1% - 1% Citywide Fees NA NA 768,339 459,551 60% 308,788 100% CD - Building 3,647,153 1,250,941 4,898,094 4,622,868 94% 275,226 100% CD - Planning 1,844,250 632,561 2,476,811 593,805 24% 517,636 45% CD - Traffic Engineering 490,570 168,261 658,831 70,000 11% 188,626 39% Fire 700,894 404,195 1,105,089 403,386 37% (125,484) 25% Parks & Recreation 7,275,018 3,853,601 11,128,619 4,718,407 42% 6,397 42% Police 26,953,913 16,040,664 42,994,577 2,827,250 7% 35,636 7% Public Works 8,782,509 2,245,118 11,027,627 975,700 9% 295,459 12% TOTAL 50,693,752 24,595,341 76,057,432 14,675,967 19% 1,502,284 21% 326
17 Next Steps
▪ If adopted, the new Citywide and building related fees will go into effect July 1, 2025
▪ Pursuant to Resolution No. 25-0020, the user fees will set to adjust on July 1st in the years going forward
based on any salary increase/decrease per the future
Memoranda of Understanding with City Employee
bargaining groups
327
Questions
328
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As part of its SEC registration Willdan is required to disclose to the SEC information regarding criminal actions, regulatory actions, investigations, terminations, judgments, liens, civil judicial actions, customer complaints, arbitrations and civil litigation involving Willdan. Pursuant to MSRB Rule G-42, Willdan is required to disclose any legal or disciplinary event that is material to Client's evaluation of Willdan or the integrity of its management or advisory personnel. Willdan has determined that no such event exists.

Copies of Willdan’s filings with the United States Securities and Exchange Commission can currently be found by accessing the SEC's EDGAR system Company Search Page which is currently available at: https://www.sec.gov/edgar/searchedgar/companysearch.html and searching for either Willdan Financial Services or for our CIK number which is 0001782739.

For the avoidance of doubt and without limiting the foregoing, in connection with any revenue projections, cash-flow analyses, feasibility studies and/or other analyses Willdan may provide the municipality with respect to financial, economic or other matters relating to a prospective, new or existing issuance of municipal securities of the municipality, (A) any such projections, studies and analyses shall be based upon assumptions, opinions or views (including, without limitation, any assumptions related to revenue growth) established by the municipality, in conjunction with such of its municipal, financial, legal and other advisers as it deems appropriate; and (B) under no circumstances shall Willdan be asked to provide, nor shall it provide, any advice or recommendations or subjective assumptions, opinions or views with respect to the actual or proposed structure, terms, timing, pricing or other similar matters with respect to any municipal financial products or municipal securities issuances, unless formally engaged to provide such information.
19 Disclosure
329
Agenda Date: 4/15/2025
TO:

Honorable Mayor and Members of the City Council
THROUGH:

Talyn Mirzakhanian, City Manager
FROM:

Libby Bretthauer, Acting Finance Director
Michael Codron, Interim Community Development Director
Erik Zandvliet, Traffic Engineer
Tari Kuvhenguhwa, Associate Planner
Emy-Rose Hanna, Budget & Financial Analyst
SUBJECT:

Conduct a Public Hearing for Consideration of:
a) Coastal Development Permits to Approve an Increase to Parking Meter Rates at On-Street Meters, City Parking Lots and Beach Parking Lots and an Increase to Commercial Parking Permit Rates in the Coastal Zone;
b) A Resolution to Approve an Increase to On-Street Parking Meter Rates Outside of the Coastal Zone, and 3) A Resolution to Approve an Increase to Citywide Parking Citation Penalties (Unbudgeted) (Acting Finance Director Bretthauer and Interim Community Development Director Codron).
(Estimated Time: 30 Min.)

A) CONDUCT PUBLIC HEARING
B) ADOPT RESOLUTION NOS. 25-0039, 25-0040, 25-0041, AND 25-0042 _________________________________________________________ RECOMMENDATION:

After conducting the public hearing, Staff recommends the City Council adopt:
1) Resolution No. 25-0039, approving a Coastal Development Permit to increase parking meter rates at On-Street Meters and Beach Parking Lots within the appealable portion of the Coastal Zone;
2) Resolution No. 25-0040, approving a Coastal Development Permit to increase Commercial Parking Permit rates and parking meter rates at On-Street Meters and City Parking Lots within the non-appealable portion of the Coastal Zone; 3) Resolution No. 25-0041, approving an increase to on-street parking meter rates outside of the Coastal Zone; and
4) Resolution No. 25-0042, approving an increase to Citywide parking citation penalties. (NOTE: Staff seeks direction as to two options: Option One. Increase the penalty fee

Page 1 ends

Manhattan Beach City CouncilApril 15, 2025

Manhattan Beach City Council
April 15, 2025