Agenda — Tracy City Council, March 7, 2023 (part 2 of 6)

Unavailable revenue - - - - - - Total deferred inflows
of resources - - - - - - Fund Balances:

Restricted - 5,470,745 206,073 578,285 1,000,000 132,144 Unassigned (deficit) (77,027) - - - - - Total fund balances (77,027) 5,470,745 206,073 578,285 1,000,000 132,144 Total liabilities, deferred
inflows of resources,
and fund balances 960,244$ 5,626,185$ 206,073$ 578,648$ 1,000,000$ 144,272$ (Continued)
City of Tracy
Combining Balance Sheet (Continued)
Non-Major Governmental Funds
June 30, 2022
Special Revenue
143
Debt Service Capital Projects
North East
CFD CFD Industrial Lease North East
FEMA Services Services Plan Area Revenue Industrial
Grant 2016-2 2018-1 Storm Drain Bonds Plan Area #1
ASSETS
Cash and investments 2,857$ 1,336,834$ 815,424$ 2,561,657$ 1,766,426$ -$ Cash and investments with fiscal agents - - - - 20,008,617 - Accounts receivable, net - - 6,799 - - - Intergovernmental receivable - - - - - - Interest receivable - 3,982 2,429 7,631 - - Deposits - - - - - - Loans receivable - - - - - - Due from Fiduciary Funds - - - - 4,902,529 - Total assets 2,857$ 1,340,816$ 824,652$ 2,569,288$ 26,677,572$ -$

LIABILITIES, DEFERRED

INFLOWS OF RESOURCES,

AND FUND BALANCES
Liabilities:

Accounts payable -$ 2,654$ 22,289$ -$ 23,000$ -$ Accrued payroll - 7,187 1,924 - - - Due to other funds - - - - - - Deposits payable - 790,269 100,000 - - - Total liabilities - 800,110 124,213 - 23,000 -
Deferred inflows of resources:

Unavailable revenue - - - - 4,902,529 - Total deferred inflows
of resources - - - - 4,902,529 - Fund Balances:

Restricted 2,857 540,706 700,439 2,569,288 21,752,043 - Unassigned (deficit) - - - - - - Total fund balances 2,857 540,706 700,439 2,569,288 21,752,043 - Total liabilities, deferred
inflows of resources,
and fund balances 2,857$ 1,340,816$ 824,652$ 2,569,288$ 26,677,572$ -$ (Continued)
City of Tracy
Combining Balance Sheet (Continued)
Non-Major Governmental Funds
June 30, 2022
Special Revenue
144
Urban
North East Management Capital South
Industrial Infill I-205 Area Plan Projects MacArthur
Plan Area #2 Projects Improvements Facilities Deposit Plan Area ASSETS
Cash and investments -$ 88,188$ -$ 9,872,777$ 3,938,793$ -$ Cash and investments with fiscal agents - - - - - - Accounts receivable, net - - - 123,901 - - Intergovernmental receivable - - - - - - Interest receivable - 263 - 29,409 11,733 - Deposits - - - - - - Loans receivable - - - - - - Due from Fiduciary Funds - - - - - - Total assets -$ 88,451$ -$ 10,026,087$ 3,950,526$ -$

LIABILITIES, DEFERRED

INFLOWS OF RESOURCES,

AND FUND BALANCES
Liabilities:

Accounts payable -$ -$ -$ 214,165$ -$ -$ Accrued payroll - - - 7,297 - - Due to other funds - - - - - - Deposits payable - - - 4,481,664 4,052,977 - Total liabilities - - - 4,703,126 4,052,977 - Deferred inflows of resources:

Unavailable revenue - - - - - - Total deferred inflows
of resources - - - - - - Fund Balances:

Restricted - 88,451 - 5,322,961 - - Unassigned (deficit) - - - - (102,451) - Total fund balances - 88,451 - 5,322,961 (102,451) - Total liabilities, deferred
inflows of resources,
and fund balances -$ 88,451$ -$ 10,026,087$ 3,950,526$ -$ (Continued)
City of Tracy
Combining Balance Sheet (Continued)
Non-Major Governmental Funds
June 30, 2022
Capital Projects
145
Industrial Tracy Residential
Specific Presidio Redevelopment Gateway Specific
Plan South Plan Area Obligations Area Plan "C" Plan Project ASSETS
Cash and investments -$ -$ 1,065,059$ 2,046,009$ -$ 2,817,639$ Cash and investments with fiscal agents - - - - - - Accounts receivable, net - - - - - - Intergovernmental receivable - - - - - - Interest receivable - - 3,173 6,095 - 8,393 Deposits - - - - - - Loans receivable - - - - - 1,738,309 Due from Fiduciary Funds - - - - - - Total assets -$ -$ 1,068,232$ 2,052,104$ -$ 4,564,341$

LIABILITIES, DEFERRED

INFLOWS OF RESOURCES,

AND FUND BALANCES
Liabilities:

Accounts payable -$ -$ -$ 3,462$ -$ -$ Accrued payroll - - - - - - Due to other funds - - - - - - Deposits payable - - 3,000 - - - Total liabilities - - 3,000 3,462 - - Deferred inflows of resources:

Unavailable revenue - - - - - 1,738,309 Total deferred inflows
of resources - - - - - 1,738,309 Fund Balances:

Restricted - - 1,065,232 2,048,642 - 2,826,032 Unassigned (deficit) - - - - - - Total fund balances - - 1,065,232 2,048,642 - 2,826,032 Total liabilities, deferred
inflows of resources,
and fund balances -$ -$ 1,068,232$ 2,052,104$ -$ 4,564,341$ (Continued)
City of Tracy
Combining Balance Sheet (Continued)
Non-Major Governmental Funds
June 30, 2022
Capital Projects
146
CORE Regional Total
Capital Transportation Non-Major
Ellis Area Projects Impact Funds
ASSETS
Cash and investments 13,003,996 $ 45,148,865 $ 12,818,098 $ 117,582,778 $ Cash and investments with fiscal agents - - - 20,008,617 Accounts receivable, net - - - 194,894 Intergovernmental receivable - - - 2,383,771 Interest receivable 38,735 150,686 - 326,154 Deposits - - - 1,000,000 Loans receivable - - - 1,738,309 Due from Fiduciary Funds - - - 4,902,529 Total assets 13,042,731$ 45,299,551 $ 12,818,098 $ 148,137,052 $

LIABILITIES, DEFERRED

INFLOWS OF RESOURCES,

AND FUND BALANCES
Liabilities:

Accounts payable 1,458 $ 26,192 $ 49,791 $ 697,839 $ Accrued payroll - 3,076 - 108,843 Due to other funds - - - 1,092,362 Deposits payable 682,172 - 239,886 10,349,968 Total liabilities 683,630 29,268 289,677 12,249,012 Deferred inflows of resources:

Unavailable revenue - - - 6,640,838 Total deferred inflows
of resources - - - 6,640,838 Fund Balances:

Restricted 12,359,101 45,270,283 12,528,421 129,496,350 Unassigned (deficit) - - - (249,148) Total fund balances 12,359,101 45,270,283 12,528,421 129,247,202 Total liabilities, deferred
inflows of resources,
and fund balances 13,042,731$ 45,299,551$ 12,818,098$ 148,137,052$ (Concluded)
City of Tracy
Combining Balance Sheet (Continued)
Non-Major Governmental Funds
June 30, 2022
Capital Projects
147
Business State
TEA Improvement Asset Transportation Proposition K Gas Tax Grant District Forfeiture Development Transportation Street REVENUES:

Taxes -$ -$ -$ 349,058$ 2,431,804$ -$ Licenses, permits and fees - - - - - - Fines and penalties - - 86,143 - - - Investment income (loss) (1,725) - (22,502) (2,971) (167,607) (206,902) Intergovernmental 952,712 - - - 24,007 4,259,070 Charges for current services - - - - - - Special assessments - 135,461 - - - - Other revenue - - - - - - Total revenues 950,987 135,461 63,641 346,087 2,288,204 4,052,168 EXPENDITURES:

Current:

General government
Economic development - 206,628 - - - - Non-departmental - - - 5,329 - 119,449 Public safety
Police - - 27,594 - - - Public ways and facilities
Development and engineering - - - - 3,134 - Public works - - - - - 1,463,355 Capital outlay 60,694 - 101,162 828,018 569,271 2,582,977 Debt service:

Principal - - - - - - Interest and fiscal charges - - - - - - Total expenditures 60,694 206,628 128,756 833,347 572,405 4,165,781

REVENUES OVER
(UNDER) EXPENDITURES 890,293 (71,167) (65,115) (487,260) 1,715,799 (113,613) OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - - - - Premium on bond issuance - - - - - - Transfers in 3,487 - - - - 623,472 Transfers out (952,712) - - - (171) - Total other financing sources (uses) (949,225) - - - (171) 623,472 NET CHANGES IN FUND BALANCES (58,932) (71,167) (65,115) (487,260) 1,715,628 509,859 FUND BALANCES (DEFICIT):

Beginning of year 425,309 1,497 859,098 634,243 5,250,994 6,250,823 End of year 366,377$ (69,670)$ 793,983$ 146,983$ 6,966,622$ 6,760,682$ (Continued)
City of Tracy
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances Non-Major Governmental Funds
For the Year Ended June 30, 2022
Special Revenue
148
Residential
Community and Commercial Community
Development Landscaping Rehabilitation Access Grow COPS Block Grant District Loan CTV Tracy Grant
REVENUES:

Taxes -$ -$ -$ -$ -$ -$ Licenses, permits and fees - - - 164,568 - - Fines and penalties - - - - - - Investment income (loss) - (152,560) (5,608) (14,427) - (2,190) Intergovernmental 789,545 - - - - 223,088 Charges for current services - - - 765 - - Special assessments - 3,589,632 - - - - Other revenue - - - - - - Total revenues 789,545 3,437,072 (5,608) 150,906 - 220,898 EXPENDITURES:

Current:

General government
Economic development 89,240 - - - - - Non-departmental - 270,306 - - - - Public safety
Police - - - - - 183,271 Public ways and facilities
Development and engineering - - - - - - Public works - 3,299,540
- - - - Capital outlay - 671 - 81,017 - 57,155 Debt service:

Principal - - - - - - Interest and fiscal charges - - - - - - Total expenditures 89,240 3,570,517 - 81,017 - 240,426

REVENUES OVER
(UNDER) EXPENDITURES 700,305 (133,445) (5,608) 69,889 - (19,528) OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - - - - Premium on bond issuance - - - - - - Transfers in - 95,950 - - - - Transfers out (781,956) - - - - (1,544) Total other financing sources (uses) (781,956) 95,950 - - - (1,544) NET CHANGES IN FUND BALANCES (81,651) (37,495) (5,608) 69,889 - (21,072) FUND BALANCES (DEFICIT):

Beginning of year 4,624 5,508,240 211,681 508,396 1,000,000 153,216 End of year (77,027)$ 5,470,745$ 206,073$ 578,285$ 1,000,000$ 132,144$ (Continued)
City of Tracy
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued) Non-Major Governmental Funds
For the Year Ended June 30, 2022
Special Revenue
149
Debt Service Capital Projects
North East
CFD CFD Industrial Lease North East
FEMA Services Services Plan Area Revenue Industrial
Grant 2016-2 2018-1 Storm Drain Bonds Plan Area #1
REVENUES:

Taxes - $ - $ - $ - $ - $ - $ Licenses, permits and fees - - - - - - Fines and penalties - - - - - - Investment income (loss) - (35,673) (22,417) (69,920) (8,713) (56,137) Intergovernmental - - - - - - Charges for current services - - - - - - Special assessments - 693,110 229,551 - - - Other revenue - - - - 289,571 - Total revenues - 657,437 207,134 (69,920) 280,858 (56,137) EXPENDITURES:

Current:

General government
Economic development - - - - - - Non-departmental - - 225,977 - - - Public safety
Police - - - - - - Public ways and facilities
Development and engineering - - - - - - Public works - 345,882
20,180 - - - Capital outlay - - - - - 648 Debt service:

Principal - - - - 595,000 - Interest and fiscal charges - - - - 1,039,367 - Total expenditures - 345,882 246,157 - 1,634,367 648

REVENUES OVER
(UNDER) EXPENDITURES - 311,555 (39,023) (69,920) (1,353,509) (56,785) OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - - 18,275,000 - Premium on bond issuance - - - - 2,051,917 - Transfers in - - - - 1,121,406 - Transfers out - - (70,147) - - (11,545,388) Total other financing sources (uses) - - (70,147) - 21,448,323 (11,545,388) NET CHANGES IN FUND BALANCES - 311,555 (109,170) (69,920) 20,094,814 (11,602,173) FUND BALANCES (DEFICIT):

Beginning of year 2,857 229,151 809,609 2,639,208 1,657,229 11,602,173 End of year 2,857$ 540,706$ 700,439$
2,569,288$ 21,752,043$ -$
(Continued)
Special Revenue
City of Tracy
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued) Non-Major Governmental Funds
For the Year Ended June 30, 2022
150
Urban
North East Management Capital South
Industrial Infill I-205 Area Plan Projects MacArthur
Plan Area #2 Projects Improvements Facilities Deposit Plan Area REVENUES:

Taxes -$ -$ -$ -$ -$ -$ Licenses, permits and fees - - - - - - Fines and penalties - - - - - - Investment income (loss) - (29,784) (61,501) (263,381) (107,507) (57,036) Intergovernmental - - - - - - Charges for current services 2,232,788 244,916 972,576 1,998,884 - - Special assessments - - - - - - Other revenue - - - - - - Total revenues 2,232,788 215,132 911,075 1,735,503 (107,507) (57,036) EXPENDITURES:

Current:

General government
Economic development - - - - - - Non-departmental - - - - - - Public safety
Police - - - - - - Public ways and facilities
Development and engineering - 38,351 - 1,021,115 - - Public works - - - - - -
Capital outlay - 59,473 1,287 151,443 - - Debt service:

Principal - - - - - - Interest and fiscal charges - - - - - - Total expenditures - 97,824 1,287 1,172,558 - -

REVENUES OVER
(UNDER) EXPENDITURES 2,232,788 117,308 909,788 562,945 (107,507) (57,036) OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - - - - Premium on bond issuance - - - - - - Transfers in 4,678,830 111,740 - 170,572 - - Transfers out (4,735,844) (5,737,737) (12,465,365) - - (11,731,601) Total other financing sources (uses) (57,014) (5,625,997) (12,465,365) 170,572 - (11,731,601) NET CHANGES IN FUND BALANCES 2,175,774 (5,508,689) (11,555,577) 733,517 (107,507) (11,788,637) FUND BALANCES (DEFICIT):

Beginning of year (2,175,774) 5,597,140 11,555,577 4,589,444 5,056 11,788,637 End of year -$ 88,451$ -$ 5,322,961$ (102,451)$ -$ (Continued)
City of Tracy
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued) Non-Major Governmental Funds
For the Year Ended June 30, 2022
Capital Projects
151
Industrial Tracy Residential
Specific Presidio Redevelopment Gateway Specific
Plan South Plan Area Obligations Area Plan "C" Plan Projects REVENUES:

Taxes -$ -$ -$ -$ -$ -$ Licenses, permits and fees - - - - - - Fines and penalties - - - - - - Investment income (loss) (10,192) (27,039) (30,212) (55,891) (119,935) (76,908) Intergovernmental - - - - - - Charges for current services 364,797 - - - 432,436 - Special assessments - - - - - - Other revenue - - - - - - Total revenues 354,605 (27,039) (30,212) (55,891) 312,501 (76,908) EXPENDITURES:

Current:

General government
Economic development - - - - - - Non-departmental - - - - - - Public safety
Police - - - - - - Public ways and facilities
Development and engineering - - - - - - Public works - - - - - - Capital outlay 2,036,884 - 1,457 22,340 171 - Debt service:

Principal - - - - - - Interest and fiscal charges - - - - - - Total expenditures 2,036,884 - 1,457 22,340 171 -

REVENUES OVER
(UNDER) EXPENDITURES (1,682,279) (27,039) (31,669) (78,231) 312,330 (76,908) OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - - - - Premium on bond issuance - - - - - - Transfers in 1,058,625 - - - - - Transfers out (1,465,969) (5,561,639) (239,298) - (24,741,801) - Total other financing sources (uses) (407,344) (5,561,639) (239,298) - (24,741,801) - NET CHANGES IN FUND BALANCES (2,089,623) (5,588,678) (270,967) (78,231) (24,429,471) (76,908) FUND BALANCES (DEFICIT):

Beginning of year 2,089,623 5,588,678 1,336,199 2,126,873 24,429,471 2,902,940 End of year -$ -$ 1,065,232$ 2,048,642$ -$ 2,826,032$ (Continued)
Capital Projects
City of Tracy
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued) Non-Major Governmental Funds
For the Year Ended June 30, 2022
152
CORE Regional Total
Capital Transportation Non-Major
Ellis Area Projects Impact Funds
REVENUES:

Taxes -$ -$ -$ 2,780,862$ Licenses, permits and fees - - - 164,568 Fines and penalties - - - 86,143 Investment income (loss) (351,063) (1,115,081) (344,785) (3,419,667) Intergovernmental - - - 6,248,422 Charges for current services 5,530,764 (58,115) 2,955,135 14,674,946 Special assessments - - - 4,647,754 Other revenue - - - 289,571 Total revenues 5,179,701 (1,173,196) 2,610,350 25,472,599 EXPENDITURES:

Current:

General government
Economic development - - - 295,868 Non-departmental - - - 621,061 Public safety
Police - - - 210,865 Public ways and facilities
Development and engineering - - - 1,062,600 Public works - - - 5,128,957 Capital outlay 140,380 106,211 - 6,801,259 Debt service:

Principal - - - 595,000 Interest and fiscal charges - - - 1,039,367 Total expenditures 140,380 106,211 - 15,754,977

REVENUES OVER
(UNDER) EXPENDITURES 5,039,321 (1,279,407) 2,610,350 9,717,622 OTHER FINANCING SOURCES (USES):

Proceeds from issuance of long-term debt - - - 18,275,000 Premium on bond issuance - - - 2,051,917 Transfers in - 54,622,036 - 62,486,118 Transfers out (2,900,000) (8,072,346) (335,319) (91,338,837) Total other financing sources (uses) (2,900,000) 46,549,690 (335,319) (8,525,802) NET CHANGES IN FUND BALANCES 2,139,321 45,270,283 2,275,031 1,191,820 FUND BALANCES (DEFICIT):

Beginning of year 10,219,780 - 10,253,390 128,055,382 End of year 12,359,101$ 45,270,283$ 12,528,421$ 129,247,202$ (Concluded)
Combining Statement of Revenues, Expenditures, and Changes in Fund Balances (Continued) City of Tracy
Capital Projects
For the Year Ended June 30, 2022
Non-Major Governmental Funds
153
This page intentionally left blank.
154
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ 287,969$ 287,969 $ Other revenue - - 3,695,416 3,695,416 Total revenues - - 3,983,385 3,983,385 EXPENDITURES:

Capital outlay - 3,333,800 4,906,096 (1,572,296) Total expenditures - 3,333,800 4,906,096 (1,572,296) REVENUES OVER (UNDER) EXPENDITURES - (3,333,800) (922,711) 2,411,089 OTHER FINANCING SOURCES (USES):

Transfers in 11,812,000 13,912,000 42,157,239 28,245,239 Total other financing sources (uses) 11,812,000 13,911,800 42,157,239 28,245,439 Net change in fund balance 11,812,000$ 10,578,000 $ 41,234,528 30,656,528 $ FUND BALANCE:

Beginning of year 38,507,759
End of year 79,742,287$
City of Tracy
Budgetary Comparison Schedule
General Capital Projects Fund
For the Year Ended June 30, 2022
Budgeted Amounts
155
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (2,237,354)$ (2,237,354) $ Charges for current services - 5,463,000 35,268,383 29,805,383 Total revenues - 5,463,000 33,031,029 27,568,029 EXPENDITURES:

Capital outlay - 1,084,527 1,424,355 (339,828) Total expenditures - 1,084,527 1,424,355 (339,828) REVENUES OVER (UNDER) EXPENDITURES - 4,378,473 31,606,674 27,228,201 OTHER FINANCING SOURCES (USES):

Transfers in - - 10,276,042 10,276,042 Transfers out - (10,180,473) (9,338,756) 841,717 Total other financing sources (uses) - (10,180,473) 937,286 11,117,759 Net change in fund balance -$ (5,802,000)$ 32,543,960 38,345,960 $ FUND BALANCE:

Beginning of year 58,325,132
End of year 90,869,092$
City of Tracy
Budgetary Comparison Schedule
Tracy Infrastructure Master Plans Capital Projects Fund For the Year Ended June 30, 2022
Budgeted Amounts
156
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (1,725)$ (1,725) $ Intergovernmental - 25,507,000 952,712 (24,554,288) Total revenues - 25,507,000 950,987 (24,556,013) EXPENDITURES:

Capital outlay 563,000 813,000 60,694 752,306 Total expenditures 563,000 813,000 60,694 752,306 REVENUES OVER (UNDER) EXPENDITURES (563,000) 24,694,000 890,293 (23,803,707) OTHER FINANCING SOURCES (USES):

Transfers in - - 3,487 3,487 Transfers out - - (952,712) (952,712) Total other financing sources (uses) - - (949,225) (949,225) Net change in fund balance (563,000)$ 24,694,000 $ (58,932) (24,752,932)$ FUND BALANCE:

Beginning of year 425,309
End of year 366,377$
City of Tracy
Budgetary Comparison Schedule
TEA Grant Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
157
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Special assessments 134,000 $ 134,000 $ 135,461 $ 1,461 $ Total revenues 134,000 134,000 135,461 1,461 EXPENDITURES:

Current:

General government
Economic development 134,000 207,000 206,628 372 Total expenditures 134,000 207,000 206,628 372 Net change in fund balance -$ (73,000)$ (71,167) 1,833 $ FUND BALANCE (DEFICIT):

Beginning of year 1,497
End of year (69,670)$
City of Tracy
Budgetary Comparison Schedule
Business Improvement District Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
158
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Fines and penalties - $ - $ 86,143$ 86,143 $ Investment income (loss) - - (22,502) (22,502) Total revenues - - 63,641 63,641 EXPENDITURES:

Current:

Public safety
Police 66,329 (20,671) 27,594 (48,265) Capital outlay - 101,000 101,162 (162) Total expenditures 66,329 80,329 128,756 (48,427) REVENUES OVER (UNDER) EXPENDITURES (66,329) (80,329) (65,115) 15,214 OTHER FINANCING SOURCES (USES):

Transfers out (38,405) (38,405) - 38,405 Total other financing sources (uses) (38,405) (38,405) - 38,405 Net change in fund balance (104,734)$ (118,734) $ (65,115) 53,619 $ FUND BALANCE:

Beginning of year 859,098
End of year 793,983$
City of Tracy
Budgetary Comparison Schedule
Asset Forfeiture Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
159
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Taxes - $ - $ 349,058$ 349,058 $ Investment income (loss) 23,000 23,000 (2,971) (25,971) Total revenues 23,000 23,000 346,087 323,087 EXPENDITURES:

Current:

General government
Non-departmental - 12,000 5,329 6,671 Capital outlay 280,000 280,000 828,018 (548,018) Total expenditures 280,000 292,000 833,347 (541,347) Net change in fund balance (257,000)$ (269,000) $ (487,260) (218,260) $ FUND BALANCE:

Beginning of year 634,243
End of year 146,983$
City of Tracy
Budgetary Comparison Schedule
Transportation Development Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
160
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Taxes - $ 2,400,000$ 2,431,804 $ 31,804 $ Investment income (loss) - - (167,607) (167,607) Intergovernmental - - 24,007 24,007 Total revenues - 2,400,000 2,288,204 (111,796) EXPENDITURES:

Current:

Public ways and facilities
Development and engineering - - 3,134 (3,134) Capital outlay - 683,000 569,271 113,729 Total expenditures - 683,000 572,405 110,595 REVENUES OVER (UNDER) EXPENDITURES - 1,717,000 1,715,799 (1,201) OTHER FINANCING SOURCES (USES):

Transfers out - - (171) (171) Total other financing sources (uses) - - (171) (171) Net change in fund balance -$ 1,717,000$ 1,715,628 (1,372) $ FUND BALANCE:

Beginning of year 5,250,994
End of year 6,966,622$
City of Tracy
Budgetary Comparison Schedule
Proposition K Transportation Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
161
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) 31,000 $ 31,000 $ (206,902) $ (237,902) $ Intergovernmental 3,135,000 3,135,000 4,259,070 1,124,070 Total revenues 3,166,000 3,166,000 4,052,168 886,168 EXPENDITURES:

Current:

General government
Non-departmental 119,000 119,000 119,449 (449) Public ways and facilities
Public works 1,310,000 1,606,000 1,463,355 142,645 Capital outlay 130,000 218,000 2,582,977 (2,364,977) Total expenditures 1,559,000 1,943,000 4,165,781 (2,222,781) REVENUES OVER (UNDER) EXPENDITURES 1,607,000 1,223,000 (113,613) (1,336,613) OTHER FINANCING SOURCES (USES):

Transfers in - - 623,472 623,472 Total other financing sources (uses) - - 623,472 623,472 Net change in fund balance 1,607,000$ 1,223,000 $ 509,859 (713,141) $ FUND BALANCE:

Beginning of year 6,250,823
End of year 6,760,682$
City of Tracy
Budgetary Comparison Schedule
State Gas Tax Street Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
162
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Intergovernmental 426,000 $ 426,000 $ 789,545 $ 363,545 $ Total revenues 426,000 426,000 789,545 363,545 EXPENDITURES:

Current:

General government
Economic development 418,000 89,000 89,240 (240) Capital outlay - 198,000 - 198,000 Total expenditures 418,000 287,000 89,240 197,760 REVENUES OVER (UNDER) EXPENDITURES 8,000 139,000 700,305 561,305 OTHER FINANCING SOURCES (USES):

Transfers out - - (781,956) (781,956) Total other financing sources (uses) - - (781,956) (781,956) Net change in fund balance 8,000$ 139,000 $ (81,651) (220,651) $ FUND BALANCE (DEFICIT):

Beginning of year 4,624
End of year (77,027)$
City of Tracy
Budgetary Comparison Schedule
Community Development Block Grant Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
163
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (152,560)$ (152,560) $ Special assessments 3,551,000 3,551,000 3,589,632 38,632 Total revenues 3,551,000 3,551,000 3,437,072 (113,928) EXPENDITURES:

Current:

General government
Non-departmental 266,000 270,000 270,306 (306) Public ways and facilities
Public works 1,593,000 1,364,000 3,299,540 (1,935,540) Capital outlay - 2,000 671 1,329 Total expenditures 1,859,000 1,636,000 3,570,517 (1,934,517) REVENUES OVER (UNDER) EXPENDITURES 1,692,000 1,915,000 (133,445) (2,048,445) OTHER FINANCING SOURCES (USES):

Transfers in - - 95,950 95,950 Total other financing sources (uses) - - 95,950 95,950 Net change in fund balance 1,692,000$ 1,915,000 $ (37,495) (1,952,495) $ FUND BALANCE:

Beginning of year 5,508,240
End of year 5,470,745$
City of Tracy
Budgetary Comparison Schedule
Landscaping District Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
164
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (5,608)$ (5,608) $ Total revenues -$ - $ (5,608) (5,608) $ FUND BALANCE:

Beginning of year 211,681
End of year 206,073$
City of Tracy
Budgetary Comparison Schedule
Residential and Commercial Rehabilitation Loan Special Revenue Fund For the Year Ended June 30, 2022
Budgeted Amounts
165
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Licenses, permits and fees 84,000 $ 84,000 $ 164,568 $ 80,568 $ Investment income (loss) - - (14,427) (14,427) Charges for current services - - 765 765 Total revenues 84,000 84,000 150,906 66,906 EXPENDITURES:

Capital outlay 123,000 273,000 81,017 191,983 Total expenditures 123,000 273,000 81,017 191,983 Net change in fund balance (39,000)$ (189,000) $ 69,889 258,889 $ FUND BALANCE:

Beginning of year 508,396
End of year 578,285$
City of Tracy
Budgetary Comparison Schedule
Community Access CTV Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
166
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) 6,000 $ 6,000 $ (2,190) $ (8,190) $ Intergovernmental 190,000 190,000 223,088 33,088 Total revenues 196,000 196,000 220,898 24,898 EXPENDITURES:

Current:

General government
General government 11,000 - - - Public safety
Police 221,000 183,000 183,271 (271) Capital outlay - 59,000 57,155 1,845 Total expenditures 232,000 242,000 240,426 1,574 REVENUES OVER (UNDER) EXPENDITURES (36,000) (46,000) (19,528) 26,472 OTHER FINANCING SOURCES (USES):

Transfers out - - (1,544) (1,544) Total other financing sources (uses) - - (1,544) (1,544) Net change in fund balance (36,000)$ (46,000) $ (21,072) 24,928 $ FUND BALANCE:

Beginning of year 153,216
End of year 132,144$
City of Tracy
Budgetary Comparison Schedule
COPS Grant Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
167
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (35,673)$ (35,673) $ Special assessments 411,000 411,000 693,110 282,110 Total revenues 411,000 411,000 657,437 246,437 EXPENDITURES:

Current:

Public ways and facilities
Public works 161,000 344,000 345,882 (1,882) Total expenditures 161,000 344,000 345,882 (1,882) Net change in fund balance 250,000$ 67,000 $ 311,555 244,555 $ FUND BALANCE:

Beginning of year 229,151
End of year 540,706$
City of Tracy
Budgetary Comparison Schedule
CFD Services 2016-2 Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
168
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (22,417)$ (22,417) $ Special assessments 159,000 159,000 229,551 70,551 Total revenues 159,000 159,000 207,134 48,134 EXPENDITURES:

Current:

General government
Non-departmental 136,000 195,000 225,977 (30,977) Public ways and facilities
Public works - 20,000 20,180 (180) Total expenditures 136,000 215,000 246,157 (31,157) REVENUES OVER (UNDER) EXPENDITURES 23,000 (56,000) (39,023) 16,977 OTHER FINANCING SOURCES (USES):

Transfers out (60,000) (70,000) (70,147) (147) Total other financing sources (uses) (60,000) (70,000) (70,147) (147) Net change in fund balance (37,000)$ (126,000) $ (109,170) 16,830 $ FUND BALANCE:

Beginning of year 809,609
End of year 700,439$
City of Tracy
Budgetary Comparison Schedule
CFD Services 2018-1 Special Revenue Fund
For the Year Ended June 30, 2022
Budgeted Amounts
169
Variance with
Final Budget
Actual Favorable/
Original Final Amounts (Unfavorable)
REVENUES:

Investment income (loss) - $ - $ (69,920)$ (69,920) $ Total revenues - - (69,920) (69,920) EXPENDITURES:

Capital outlay 2,500,000 2,500,000 - 2,500,000 Total expenditures 2,500,000 2,500,000 - 2,500,000 Net change in fund balance (2,500,000)$ (2,500,000) $ (69,920) 2,430,080 $ FUND BALANCE:

Beginning of year 2,639,208
End of year 2,569,288$
City of Tracy
Budgetary Comparison Schedule
North East Industrial Plan Area Storm Drain Grant Special Revenue Fund For the Year Ended June 30, 2022
Budgeted Amounts
170
Non-Major Enterprise Funds
Municipal Airport Fund - This fund is used to account for the activities associated with the operations and maintenance of the City’s airport.

Municipal Transit Fund - This fund is used to account for the activities associated with the operations and maintenance of the City’s public transit activities, and has particular emphasis on serving the elderly and handicapped. 171
Municipal Municipal
Airport Transit
Fund Fund Total
ASSETS
Current assets:

Accounts receivable, net 171,775 $ - $ 171,775$ Intergovernmental receivable 53,211 8,172,977 8,226,188 Interest receivable - 527 527 Lease receivable - due within one year 93,748 - 93,748 Total current assets 318,734 8,173,504 8,492,238 Noncurrent assets:

Lease receivable - due in more than one year 1,942,111 - 1,942,111 Capital assets:

Non-depreciable 15,826 1,428,929 1,444,755 Depreciable, net 14,557,189 12,519,228 27,076,417 Total capital assets, net 14,573,015 13,948,157 28,521,172 Total noncurrent assets 16,515,126 13,948,157 30,463,283 Total assets 16,833,860 22,121,661 38,955,521

DEFERRED OUTFLOW OF RESOURCES
Related to OPEB 3,090 5,125 8,215 Related to pensions 55,406 92,938 148,344 Total deferred outflow of resources 58,496 98,063 156,559

LIABILITIES
Current liabilities:

Accounts payable 10,834 532,075 542,909 Accrued payroll 12,950 24,072 37,022 Due to other funds 228,038 1,297,610 1,525,648 Deposits payable 53,711 - 53,711 Unearned revenue - 60,539 60,539 Compensated absences - due within one year 7,620 12,909 20,529 Total current liabilities 313,153 1,927,205 2,240,358 Noncurrent liabilities:

Advances from other funds - - -

Net OPEB liability 28,928 47,977 76,905 Net pension liability 151,033 253,347 404,380 Compensated absences - due in more than one year 10,478 19,762 30,240 Total noncurrent liabilities 190,439 321,086 511,525 Total liabilities 503,592 2,248,291 2,751,883

DEFERRED INFLOWS OF RESOURCES
Related to leases 2,019,158 - 2,019,158 Related to OPEB 4,207 6,978 11,185 Related to pensions 97,271 163,164 260,435 Total deferred inflows of resources 2,120,636 170,142 2,290,778

NET POSITION
Net investment in capital assets 14,573,015 13,948,157 28,521,172 Unrestricted (deficit) (304,887) 5,853,134 5,548,247 Total net position 14,268,128$ 19,801,291 $ 34,069,419 $ City of Tracy
Combining Statement of Net Position
Non-Major Enterprise Funds
June 30, 2022
172
Municipal Municipal
Airport Transit
Fund Fund Total
OPERATING REVENUES:

Sales and charges for services 582,364 $ 7,571,420 $ 8,153,784 $ Other operating revenue 128,504 - 128,504 Total operating revenues 710,868 7,571,420 8,282,288 OPERATING EXPENSES:

Maintenance and operation 1,038,009 4,536,881 5,574,890 Administration 67,945 429,148 497,093 Depreciation 1,125,380 1,114,339 2,239,719 Total operating expenses 2,231,334 6,080,368 8,311,702

OPERATING INCOME (LOSS) (1,520,466) 1,491,052 (29,414) NONOPERATING REVENUES (EXPENSES):

Operating grants - 485,176 485,176 Capital grants 121,219 44,708 165,927 Investment income (loss) 41,386 140 41,526 Gain on sale of capital assets 3,104 - 3,104 Total nonoperating revenues (expenses) 165,709 530,024 695,733

INCOME (LOSS) BEFORE CAPITAL
CONTRIBUTIONS AND TRANSFERS (1,354,757) 2,021,076 666,319

CAPITAL CONTRIBUTIONS AND TRANSFERS
Transfers in 395,343 171 395,514 Total transfers 395,343 171 395,514 Changes in net position (959,414) 2,021,247 1,061,833 NET POSITION:

Beginning of year 15,227,542 17,780,044 33,007,586 End of year 14,268,128$ 19,801,291 $ 34,069,419 $ City of Tracy
Combining Statement of Revenues, Expenses, and Changes in Net Position Non-Major Enterprise Funds
For the Year Ended June 30, 2022
173
Municipal Municipal
Airport Transit
Fund Fund Total
CASH FLOWS FROM OPERATING ACTIVITIES:

Cash received from customers/other funds 509,975 $ 5,637,176 $ 6,147,151 $ Cash payments to suppliers for goods and services/other funds (1,032,077) (4,295,558) (5,327,635) Cash payments to employees for services (64,308) (420,530) (484,838) Receipts from other operating revenues 128,504 - 128,504 Net cash provided by (used in) operating activities (457,906) 921,088 463,182 CASH FLOWS FROM NONCAPITAL FINANCING ACTIVITIES:

Operating grants - 485,176 485,176 Repayment to other funds 36,757 (1,076,478) (1,039,721) Transfers from other funds 395,343 171 395,514 Net cash provided by (used in) noncapital financing activities 432,100 (591,131) (159,031) CASH FLOWS FROM CAPITAL AND RELATED FINANCING ACTIVITIES:

Capital grants 121,219 44,708 165,927 Acquisition of capital assets (136,799) (374,278) (511,077) Net cash (used in) capital and related financing activities (15,580) (329,570) (345,150) CASH FLOWS FROM INVESTING ACTIVITIES:

Interest from investments 41,386 (387) 40,999 Net cash provided by (used in) investing activities 41,386 (387) 40,999 Net change in cash and cash equivalents - - - CASH AND CASH EQUIVALENTS:

Beginning of year - - - End of year -$ -$ -$

RECONCILIATION OF CASH AND CASH
EQUIVALENTS TO STATEMENT OF NET POSITION:

Cash and cash investments -$ -$ -$ Restricted cash and investments - - - Total cash and cash equivalents -$ -$ -$ (Continued)
City of Tracy
Combining Statement of Cash Flows
Non-Major Enterprise Funds
For the Year Ended June 30, 2022
174
Municipal Municipal
Airport Transit
Fund Fund Total

RECONCILIATION OF OPERATING (LOSS) TO
NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES:

Operating income (loss) (1,520,466) $ 1,491,052 $ (29,414) $ Adjustments to reconcile operating (loss) to net
cash provided by (used in) operating activities:

Depreciation 1,125,380 1,114,339 2,239,719 Changes in operating assets and liabilities, and
deferred outflows and inflows of resources:

Accounts receivable, net (1,405) 6,239,901 6,238,496 Intergovernmental receivable (53,211) (8,172,977) (8,226,188) Lease receivable 109,228 - 109,228 Deferred outflows - OPEB related (2,063) (2,780) (4,843) Deferred outflows - pension related 8,301 7,482 15,783 Accounts payable 5,932 241,323 247,255 Accrued payroll 1,343 8,887 10,230 Deposits payable (1,072) - (1,072) Unearned revenue - (1,168) (1,168) Compensated absences 5,142 (7,370) (2,228) Net OPEB liability 15,640 17,632 33,272 Net pension liability (122,760) (178,225) (300,985) Deferred inflows - lease related (125,929) - (125,929) Deferred inflows - OPEB related 1,774 1,421 3,195 Deferred inflows - pension related 96,260 161,571 257,831 Total adjustments 1,062,560 (569,964) 492,596 Net cash provided by (used in) operating activities (457,906)$ 921,088 $ 463,182 $ (Concluded)
For the Year Ended June 30, 2022
City of Tracy
Combining Statement of Cash Flows (Continued)
Non-Major Enterprise Funds
175
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176
Internal Service Funds
Central Garage Fund - This fund is used to account for the maintenance of the City’s fleet of vehicles which services the transportation needs of City departments and divisions.

Central Services Fund - This fund is used to account for monies received fro m various funds for postage, telephone, and copying charges.

Equipment Acquisition Fund - This fund is used to account for the replacement of equipmen t utilized by City departments.

Building Maintenance Fund - This fund is used to account for monies received fro m various funds for the repair an d maintenance of all City owned and operated buildings.

Insurance Fund - This fund is used to finance and account for the City’s risk management and insurance programs. 177
Central Central Equipment
Garage Services Acquisition
ASSETS
Current assets:

Cash and investments 182,490$ 500,225$ 8,115,385$ Interest receivable - 1,490 24,173 Prepaid items - - 65,532 Total current assets 182,490 501,715 8,205,090 Noncurrent assets:

Capital assets:

Non-depreciable - - 118,147 Depreciable, net 6,862 - 10,529,471 Total capital assets, net 6,862 - 10,647,618 Total noncurrent assets 6,862 - 10,647,618 Total assets 189,352 501,715 18,852,708

DEFERRED OUTFLOW OF RESOURCES
Related to OPEB 7,763 14,470 - Related to pensions 141,195 262,729 - Total deferred outflow of resources 148,958 277,199 -

LIABILITIES
Current liabilities:

Accounts payable 63,146 80,552 89,038 Accrued payroll 29,677 59,380 - Deposits payable - - - Compensated absences - due within one year 15,276 37,213 - Total current liabilities 108,099 177,145 89,038 Noncurrent liabilities:

Net OPEB liability 72,672 135,465 - Net pension liability 384,892 716,191 - Compensated absences - due in more than one year 16,618 124,969 - Total noncurrent liabilities 474,182 976,625 - Total liabilities 582,281 1,153,770 89,038

DEFERRED INFLOWS OF RESOURCES
Related to OPEB 10,569 19,701
-
Related to pensions 247,884 461,252 - Total deferred inflows of resources 258,453 480,953 -

NET POSITION
Investment in capital assets 6,862 - 10,647,618 Unrestricted (deficit) (509,286) (855,809) 8,116,052 Total net position (502,424)$ (855,809) $ 18,763,670 $ (Continued)
City of Tracy
Combining Statement of Net Position
All Internal Service Funds
June 30, 2022
178
Building
Maintenance Insurance Total
ASSETS
Current assets:

Cash and investments 2,953,731 $ 1,028,931 $ 12,780,762 $ Interest receivable 8,842 3,065 37,570 Prepaid items - - 65,532 Total current assets 2,962,573 1,031,996 12,883,864 Noncurrent assets:

Capital assets:

Non-depreciable - - 118,147 Depreciable, net 3,330 - 10,539,663 Total capital assets, net 3,330 - 10,657,810 Total noncurrent assets 3,330 - 10,657,810 Total assets 2,965,903 1,031,996 23,541,674

DEFERRED OUTFLOW OF RESOURCES
Related to OPEB 9,270 7,235 38,738 Related to pensions 168,897 130,471 703,292 Total deferred outflow of resources 178,167 137,706 742,030

LIABILITIES
Current liabilities:

Accounts payable 61,627 11,085 305,448 Accrued payroll 37,182 28,711 154,950 Deposits payable 6,758 - 6,758 Compensated absences - due within one year 19,979 16,663 89,131 Total current liabilities 125,546 56,459 556,287 Noncurrent liabilities:

Net OPEB liability 86,783 67,733 362,653 Net pension liability 460,409 355,660 1,917,152 Compensated absences - due in more than one year 52,261 57,711 251,559 Total noncurrent liabilities 599,453 481,104 2,531,364 Total liabilities 724,999 537,563 3,087,651

DEFERRED INFLOWS OF RESOURCES
Related to OPEB 12,621 9,851
52,742
Related to pensions 296,519 229,057 1,234,712 Total deferred inflows of resources 309,140 238,908 1,287,454

NET POSITION
Investment in capital assets 3,330 - 10,657,810 Unrestricted (deficit) 2,106,601 393,231 9,250,789 Total net position 2,109,931$ 393,231 $ 19,908,599 $ (Concluded)
City of Tracy
Combining Statement of Net Position (Continued)
All Internal Service Funds
June 30, 2022
179
Central Central Equipment
Garage Services Acquisition
OPERATING REVENUES:

Sales and charges for services 2,454,416$ 2,662,615$ -$ Other operating revenue - - 2,318,057 Total operating revenues 2,454,416 2,662,615 2,318,057 OPERATING EXPENSES:

Maintenance and operation 2,496,817 2,797,152 502,068 Administration 132,795 128,704 79,104 Insurance costs and claims - - - Depreciation 499 - 1,617,686 Total operating expenses 2,630,111 2,925,856 2,198,858 OPERATING INCOME (LOSS) (175,695) (263,241) 119,199 NONOPERATING REVENUES (EXPENSES):

Investment income (loss) (795) (13,682) (218,149) Gain on sale of capital assets - - (1,873,560) Total nonoperating revenues (expenses) (795) (13,682) (2,091,709) INCOME (LOSS) BEFORE TRANSFERS (176,490) (276,923) (1,972,510) TRANSFERS:

Capital contributions - - 82,089 Transfers in - - 1,248,006 Total transfers - - 1,330,095 Changes in net position (176,490) (276,923) (642,415) NET POSITION:

Beginning of year (325,934) (578,886) 19,406,085 End of year (502,424)$ (855,809)$ 18,763,670$ (Continued)
City of Tracy
Combining Statement of Revenues, Expenses, and Changes in Net Position All Internal Service Funds
For the Year Ended June 30, 2022
180
Building
Maintenance Insurance Total
OPERATING REVENUES:

Sales and charges for services 2,249,576 $ 5,725,633 $ 13,092,240 $ Other operating revenue - 1,184,624 3,502,681 Total operating revenues 2,249,576 6,910,257 16,594,921 OPERATING EXPENSES:

Maintenance and operation 1,944,439 1,183,535 8,924,011 Administration 309,974 433,474 1,084,051 Insurance costs and claims - 6,427,150 6,427,150 Depreciation 261 - 1,618,446 Total operating expenses 2,254,674 8,044,159 18,053,658 OPERATING INCOME (LOSS) (5,098) (1,133,902) (1,458,737) NONOPERATING REVENUES (EXPENSES):

Investment income (loss) (79,442) (34,401) (346,469) Gain (loss) on sale of capital assets - - (1,873,560) Total nonoperating revenues (expenses) (79,442) (34,401) (2,220,029) INCOME (LOSS) BEFORE TRANSFERS (84,540) (1,168,303) (3,678,766) TRANSFERS:

Capital contributions - - 82,089 Transfers in - - 1,248,006 Total transfers - - 1,330,095 Changes in net position (84,540) (1,168,303) (2,348,671) NET POSITION:

Beginning of year 2,194,471 1,561,534 22,257,270 End of year 2,109,931$ 393,231 $ 19,908,599 $ (Concluded)
City of Tracy
Combining Statement of Revenues, Expenses, and Changes in Net Position (Continued) All Internal Service Funds
For the Year Ended June 30, 2022
181
Central Central Equipment
Garage Services Acquisition
CASH FLOWS FROM OPERATING ACTIVITIES:

Cash received from customers/other funds 2,454,416$ 2,662,615$ 11,673$ Cash payments to suppliers for goods and services/other funds (2,613,997) (2,862,298) (601,711) Cash payments to employees for services (37,727) (55,348) - Receipts from other operating activities - - 2,318,057 Net cash provided by (used in) operating activities (197,308) (255,031) 1,728,019

CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:

Transfers from other funds - - 1,248,006 Net cash provided by noncapital financing activities - - 1,248,006

CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:

Capital contributions from developers and others - - 82,089 Acquisition of capital assets - - (2,542,252) Net cash (used in) capital and
related financing activities - - (2,460,163) CASH FLOWS FROM INVESTING ACTIVITIES:

Interest from investments (91) (13,638) (226,712) Net cash provided by (used in) investing activities (91) (13,638) (226,712) Net change in cash and cash equivalents (197,399) (268,669) 289,150 CASH AND CASH EQUIVALENTS:

Beginning of year 379,889 768,894 7,826,235 End of year 182,490$ 500,225$ 8,115,385$

RECONCILIATION OF CASH AND CASH
EQUIVALENTS TO STATEMENT OF NET POSITION:

Cash and cash investments 182,490$ 500,225$ 8,115,385$ Total cash and cash equivalents 182,490$ 500,225 $ 8,115,385 $ (Continued)
City of Tracy
Combining Statement of Cash Flows
All Internal Service Funds
For the Year Ended June 30, 2022
182
Central Central Equipment
Garage Services Acquisition

RECONCILIATION OF OPERATING INCOME (LOSS)
TO NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES:

Operating income (loss) (175,695)$ (263,241)$ 119,199$ Adjustments to reconcile operating income (loss) to net cash provided by (used in) operating activities:

Depreciation 499 - 1,617,686 Changes in operating assets and liabilities, and
deferred outflows and inflows of resources:

Accounts receivable, net - - 11,673 Prepaid items - - (65,532) Deferred outflows - OPEB related (5,079) (4,753) - Deferred outflows - pension related 24,012 32,052 - Accounts payable 15,615 63,558 44,993 Accrued payroll 226 14,875 - Compensated absences (19,200) (9,813) - Net OPEB liability 37,953 9,721 - Net pension liability (325,113) (550,681) - Deferred inflows - OPEB related 4,211 (3,325) - Deferred inflows - pension related 245,263 456,576 - Total adjustments (21,613) 8,210 1,608,820 Net cash provided by (used in) operating activities (197,308)$ (255,031)$ 1,728,019$

(Continued)
All Internal Service Funds
For the Year Ended June 30, 2022
City of Tracy
Combining Statement of Cash Flows (Continued)
183
Building
Maintenance Insurance Total
CASH FLOWS FROM OPERATING ACTIVITIES:

Cash received from customers/other funds 2,305,903 $ 5,725,633 $ 13,160,240 $ Cash payments to suppliers for goods and services/other funds (2,248,183) (8,144,724) (16,470,913) Cash payments to employees for services 67,289 (13,000) (38,786) Receipts from other operating activities - 1,184,624 3,502,681 Net cash provided by (used in) operating activities 125,009 (1,247,467) 153,222

CASH FLOWS FROM NONCAPITAL
FINANCING ACTIVITIES:

Transfers from other funds - - 1,248,006 Net cash provided by noncapital financing activities - - 1,248,006

CASH FLOWS FROM CAPITAL AND
RELATED FINANCING ACTIVITIES:

Interest from investments (82,583) (33,104) (356,128) Net cash provided by (used in) investing activities (82,583) (33,104) (356,128) Net change in cash and cash equivalents 42,426 (1,280,571) (1,415,063) CASH AND CASH EQUIVALENTS:

Beginning of year 2,911,305 2,309,502 14,195,825 End of year 2,953,731$ 1,028,931$ 12,780,762$

RECONCILIATION OF CASH AND CASH
EQUIVALENTS TO STATEMENT OF NET POSITION:

Cash and cash investments 2,953,731$ 1,028,931$ 12,780,762$ Total cash and cash equivalents 2,953,731$ 1,028,931$ 12,780,762$ (Continued)
City of Tracy
Combining Statement of Cash Flows (Continued)
All Internal Service Funds
For the Year Ended June 30, 2022
184
Building
Maintenance Insurance Total

RECONCILIATION OF OPERATING INCOME (LOSS)
TO NET CASH PROVIDED BY (USED IN) OPERATING ACTIVITIES:

Operating income (loss) (5,098) $ (1,133,902)$ (1,458,737) $ Adjustments to reconcile operating income (loss) to net cash provided by (used in) operating activities:

Depreciation 261 - 1,618,446 Changes in operating assets and liabilities, and
deferred outflows and inflows of resources:

Accounts receivable, net 56,327 - 68,000 Prepaid items - - (65,532) Deferred outflows - OPEB related (9,270) (3,519) (22,621) Deferred outflows - pension related 16,826 19,619 92,509 Accounts payable 6,230 (100,565) 29,831 Accrued payroll 4,207 6,380 25,688 Compensated absences 316 6,534 (22,163) Net OPEB liability 86,783 19,643 154,100 Net pension liability (337,767) (289,377) (1,502,938) Deferred inflows - OPEB related 12,621 1,044 14,551 Deferred inflows - pension related 293,573 226,676 1,222,088 Total adjustments 130,107 (113,565) 1,611,959 Net cash provided by (used in) operating activities 125,009$ (1,247,467) $ 153,222 $

(Concluded)
Combining Statement of Cash Flows (Continued)
All Internal Service Funds
For the Year Ended June 30, 2022
City of Tracy
185
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186
Fiduciary Funds - Custodial Funds
Community Facilities District 89-1 Fund - This fund is used account for the assets held on behalf of the 89-1 Community Facilities District property owners until they are remitted to the bond trustee.

Assessment District 94-1 Fund - This fund is used account for the assets held on behalf of the 94-1 Community Facilities District property owners until they are remitted to the bond trustee.

Community Facilities District 93-1 Fund - This fund is used account for the assets held on behalf of the 93-1 Community Facilities District property owners until they are remitted to the bond trustee.

Community Facilities District 98-1 Fund - This fund is used account for the assets held on behalf of the 98-1 Community Facilities District property owners until they are remitted to the bond trustee.

Community Facilities District 98-3 Fund - This fund is used account for the assets held on behalf of the 98-3 Community Facilities District Property owners until they are remitted to the bond trustee.

Community Facilities District 99-1 Fund - This fund is used account for the assets held on behalf of the 99-1 Community Facilities District property owners until they are remitted to the bond trustee.

Assessment District 2000-01 Fund - This fund is used account for the assets held on behalf of the 2000-01 Assessment District property owners until they are remitted to the bond trustee. 2006-01 NE Industrial #2 Fund - This fund is used account for the assets held on behalf of the 2006-01 Assessment District property owners until they are remitted to the bond trustee.

I-205 Residential Reassessment District 1999 Fund - This fund is used account for the assets held on behalf of the 93- 2, 95-1, 96-1, 97-1, and 97-2 Assessment District property owners until they are remitted to the bond trustee.

Assessment District 2003-01 Fund - This fund is used account for the assets held on behalf of the 2003-01 Assessment District property owners until they are remitted to the bond trustee. 2011 TOP JPA Revenue Bonds Fund - This fund was established to refund two outstanding community facilities district bonds and to refund two limited obligation assessment bonds, and to finance public capital improvements.

CFD 2011-01 Tracy 580 Business Park Fund - This fund is used to account for the transactions of the 2011-01 CFD.

Community Facilities District 2016-02 Fund - This fund is used to account for the assets held on behalf of the 2016-02 Community Facilities District property owners until they are remitted to the bond trustee.

Community Facilities District 2016-01 Tracy Hills Fund - This fund is used to account for the assets held on behalf of the 2016-01 Assessment District property owners until they are remitted to the bond trustee. 187
Community Community Community Community Community
Facilities Assessment Facilities Facilities Facilities Facilities District 89-1 District 94-1 District 93-1 District 98-1 District 98-3 District 99-1 ASSETS
Cash and investments 337,835 $ 46,869 $ 4,027,379$ -$ 45,028 $ - $ Cash and investments with fiscal agent 662,513 610,156 530,923 6,361,913 844,135 1,063,098 Total assets 1,000,348 657,025 4,558,302 6,361,913 889,163 1,063,098

LIABILITIES
Accounts payable - - - - - - Deposits payable - - - - - - Total liabilities - - - - - -

NET POSITION
Held for:

Individuals, organizations, and other governments 1,000,348 657,025 4,558,302 6,361,913 889,163 1,063,098 Total Net Position 1,000,348$ 657,025$ 4,558,302$ 6,361,913 $ 889,163$ 1,063,098$ (Continued)
City of Tracy
Combining Statement of Fiduciary Net Position
Fiduciary Funds - Custodial Funds
June 30, 2022
188
I-205 Residential CFD 2011-01
Assessment 2006-01 NE Reassessment Assessment 2011 TOP JPA Tracy 580 District 2000-01 Industrial #2 District 1999 District 2003-01Revenue Bonds Business Park ASSETS
Cash and investments 162,120 $ 1,225,732$ -$ 301,733 $ - $ 76,257 $ Cash and investments with fiscal agent 1,017,206 2,655,211 2,110,094 137,411 3,411,907 - Total assets 1,179,326 3,880,943 2,110,094 439,144 3,411,907 76,257

LIABILITIES
Accounts payable - - - 345 690 - Deposits payable - - - 298,184 - - Total liabilities - - - 298,529 690 -

NET POSITION
Held for:

Individuals, organizations, and other governments 1,179,326 3,880,943 2,110,094 140,615 3,411,217 76,257 Total Net Position 1,179,326$ 3,880,943 $ 2,110,094 $ 140,615$ 3,411,217$ 76,257$ (Continued)
City of Tracy
Combining Statement of Fiduciary Net Position (Continued) Fiduciary Funds - Custodial Funds
June 30, 2022
189
Community Community
Community Facilities Facilities Tracy Rural
Facilities District 2016-01 District 2021-01 Fire Medical District 2016-02 Tracy Hills Hillview Leave Bank Total
ASSETS
Cash and investments 57,292$ 20,675$ -$ 316,431$ 6,617,351$ Cash and investments with fiscal agent 5,670,216 13,443,167 6,868,379 - 45,386,329 Total assets 5,727,508 13,463,842 6,868,379 316,431 52,003,680

LIABILITIES
Accounts payable - 5,375 - - 6,410 Deposits payable - - - - 298,184 Total liabilities - 5,375 - - 304,594

NET POSITION
Held for:

Individuals, organizations, and other governments 5,727,508 13,458,467 6,868,379 316,431 51,699,086 Total Net Position 5,727,508$ 13,458,467$ 6,868,379 $ 316,431$ 51,699,086$ (Concluded)
City of Tracy
Combining Statement of Fiduciary Net Position (Continued) Fiduciary Funds - Custodial Funds
June 30, 2022
190
Community Community Community Community Community
Facilities Assessment Facilities Facilities Facilities Facilities District 89-1 District 94-1 District 93-1 District 98-1 District 98-3 District 99-1 ADDITIONS:

Fee collections for other governments -$ -$ -$ -$ -$ -$ Special assessments for other governments - - 277,577 5,973,175 347,772 671,216 Investment income (loss) (5,933) (1,058) (10,011) 4,582 1,379 201 Proceeds from debt issuance - - - - - - Total additions (5,933) (1,058) 267,566 5,977,757 349,151 671,417 DEDUCTIONS:

Administration - 999 18,550 17,526 14,390 12,384 Payments on conduit bonds - principal - 295,000 120,000 4,350,000 270,000 545,000 Payments on conduit bonds - interest - 7,375 127,588 1,326,950 44,831 92,600 Project payments - - - - - - Payments to other governments - - - - - - Total deductions - 303,374 266,138 5,694,476 329,221 649,984 Changes in net position (5,933) (304,432) 1,428 283,281 19,930 21,433 NET POSITION:

Beginning of year 1,006,281 961,457 4,556,874 6,078,632 869,233 1,041,665 End of year 1,000,348$ 657,025$ 4,558,302$ 6,361,913$ 889,163$ 1,063,098$
(Continued)
City of Tracy
Combining Statement of Changes in Fiduciary Net Position Fiduciary Funds - Custodial Funds
For the Year Ended June 30, 2022
191
I-205 Residential CFD 2011-01
Assessment 2006-01 NE Reassessment Assessment 2011 TOP JPA Tracy 580 District 2000-01 Industrial #2 District 1999 District 2003-01 Revenue Bonds Business Park ADDITIONS:

Fee collections for other governments -$ -$ -$ -$ -$ -$ Special assessments for other governments 1,142,746 678,156 7,174 81,097 1,412,363 - Investment income (loss) 744 49 2,460 (713) 4,163 (208) Proceeds from debt issuance - - - - - - Total additions 1,143,490 678,205 9,634 80,384 1,416,526 (208) DEDUCTIONS:

Administration 17,490 14,276 15,995 10,569 34,939 - Payments on conduit bonds - principal 640,000 260,000 300,000 45,000 1,000,000 - Payments on conduit bonds - interest 433,175 380,100 18,500 22,391 320,456 - Project payments - - - - - - Payments to other governments - - - - - - Total deductions 1,090,665 654,376 334,495 77,960 1,355,395 - Changes in net position 52,825 23,829 (324,861) 2,424 61,131 (208) NET POSITION:

Beginning of year 1,126,501 3,857,114 2,434,955 138,191 3,350,086 76,465 End of year 1,179,326$ 3,880,943$ 2,110,094$ 140,615$ 3,411,217$ 76,257$
(Continued)
City of Tracy
Combining Statement of Changes in Fiduciary Net Position (Continued) Fiduciary Funds - Custodial Funds
For the Year Ended June 30, 2022
192
Community Community
Community Facilities Facilities Tracy Rural
Facilities District 2016-01 District 2021-01 Fire Medical District 2016-02 Tracy Hills Hillview Leave Bank Total
ADDITIONS:

Fee collections for other governments -$ -$ -$ -$ -$ Special assessments for other governments 1,555,252 3,468,687 - - 15,615,215 Investment income (loss) 802 1,849 26 - (1,668) Proceeds from debt issuance 14,480,276 - 6,868,353 - 21,348,629 Total additions 16,036,330 3,470,536 6,868,379 - 36,962,176 DEDUCTIONS:

Administration 57,132 41,717 - - 255,967 Payments on conduit bonds - principal 50,000 190,000 - - 8,065,000 Payments on conduit bonds - interest 937,917 3,059,550 - - 6,771,433 Project payments 12,619,921 15,065,449 - - 27,685,370 Payments to other governments - - - 62,600 62,600 Total deductions 13,664,970 18,356,716 - 62,600 42,840,370 Changes in net position 2,371,360 (14,886,180) 6,868,379 (62,600) (5,878,194) NET POSITION:

Beginning of year 3,356,148 28,344,647 - 379,031 57,577,280 End of year 5,727,508$ 13,458,467$ 6,868,379$ 316,431$ 51,699,086$ (Concluded)
City of Tracy
Combining Statement of Changes in Fiduciary Net Position (Continued) Fiduciary Funds - Custodial Funds
For the Year Ended June 30, 2022
193
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194

STATISTICAL SECTION
(Unaudited)
195
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196

CONTENTS PAGE
1 Net Position by Component 198
2 Changes in Net Position 200
3 Program Revenues by Function/Program 206
4 Fund Balances of Governmental Funds 208
5 Changes in Fund Balances of Governmental Funds 210
6 Governmental Activities Tax Revenues by Source 213
7 Assessed Value of Taxable Property 214
8 Direct and Overlapping Property Tax Rates 216
9 Principal Property Taxpayers 218
10 Property Tax Levies and Collections 219
11 Sales Tax Rates - Direct and Overlapping Governments 221 12 Taxable Sales by Category 222
13 Principal Sales Tax Producers 224
14 Water and Wastewater Rates 225
15 Ratios of Outstanding Debt by Type 226
16 Ratios of General Bonded Debt Outstanding 228
17 Direct and Overlapping Governmental Activities Debt 229 18 Legal Debt Margin Information 230
19 Pledged Revenue Coverage 232
20 Demographics and Economic Statistics 234
21 Principal Employers 236
22 Full-Time and Part-Time City Employees 237
23 Operating Indicators by Function/Program 238
24 Capital Asset Statistic s by Function/Program 240

CITY OF TRACY - STATISTICAL SECTION
Operating Information - These schedules contain serv ice and infrastructure data to help the reader understand how the information in the City's financial report rel ates to the services the City pr ovides and the activities it performs.

Sources: Unless otherwise noted, the information in these schedules is derived from the City's annual comprehensive financial reports for the relevant year
Revenue Capacity - These schedules contai n information to help the reade r assess the City's mos t significant local revenue source, the property tax.

Debt Capacity - These schedules present information to help the reade r assess the affordabilit y of the City's current level of outstanding debt and the City's ability to issue additional debt in the future.

Demographic and Economic Information - These schedules offe r demographic and economic indicators to help the reader understand the environment within which the City's financial activities take place.

Financial Trends - These schedules contai n trend informatio n to help the reade r understand ho w the City's financial performance and well being have changed over time.

This part of the City of Tracy's annual comprehensive financial report presents detailed information as a context for understanding what the information in the financial statements, no te disclosures, and required su pplementary information says about the City's overall financial health
197
2022 2021 2020 2019 2018
Governmental activities
Net investment in capital assets 640,818$ 653,646 $ 638,464 $ 626,220 $ 609,080 $ Restricted 237,567 217,130 201,440 199,212 183,594 Unrestricted 70,533 1,254 (36,566) (22,474) (10,576) Total governmental activities net assets 948,918 872,030 803,338 802,958 782,098 Business-type activities:

Net investment in capital assets 421,052 $ 412,464 $ 397,487 $ 370,880 $ 359,213 $ Restricted - - 518 1 - Unrestricted 66,078 51,960 62,495 48,068 48,616 Total business-type activities 487,130$ 464,424$ 460,500$ 418,949$ 407,829$ Primary government:

Net investment in capital assets 1,061,870$ 1,066,110$ 1,035,951$ 997,100$ 968,293$ Restricted 237,567 217,130 201,958 199,213 183,594 Unrestricted 136,611 53,214 25,929 26,594 38,040 Total primary government 1,436,048$ 1,336,454 $ 1,263,838 $ 1,222,907 $ 1,189,927 $ Source: City of Tracy, Finance Department:

Fiscal Year
Net Position by Component
City of Tracy
Last Ten Fiscal Years
(amounts in thousands)
198
2017 2016 2015 2014 2013
Governmental activities
Net investment in capital assets 581,394$ 553,914 $ 526,467 $ 518,181 $ 512,728 $ Restricted 155,947 145,381 152,380 100,403 111,131 Unrestricted (1,272) (5,343) (11,671) 42,063 35,606 Total governmental activities net assets 736,069 693,952 667,176 660,647 659,465 Business-type activities:

Net investment in capital assets 357,628 $ 302,888 $ 314,492 $ 327,065 $ 328,985 $ Restricted 350 348 346 247 237 Unrestricted 41,657 39,357 31,221 31,101 31,283 Total business-type activities 399,635 $ 342,593 $ 346,059 $ 358,413 $ 360,505 $ Primary government:

Net investment in capital assets 939,022 $ 856,802 $ 840,959 $ 845,246 $ 841,713 $ Restricted 156,297 145,729 152,726 100,650 111,368 Unrestricted 40,385 34,014 19,550 73,164 66,889 Total primary government 1,135,704$ 1,036,545 $ 1,013,235 $ 1,019,060 $ 1,019,970 $ Source: City of Tracy, Finance Department:

Fiscal Year
City of Tracy
Net Position by Component (Continued)
Last Ten Fiscal Years
(amounts in thousands)
199

2022 2021 2020 2019 2018
Expenses:

Governmental activities:

General Government 26,685$ 22,135$ 14,661$ 14,455$ 13,480$ Public safety 55,696 56,194 60,125 54,075 52,785 Public works 34,402 32,034 34,151 42,693 34,183 Culture and leisure 4,800 3,848 4,044 3,920 3,395 Interest on long-term debt 990 675 1,338 1,271 1,288 Unallocated depreciation - - - - - Total Governmental Activities Expenses 122,573 114,886 114,319 116,414 105,131 Business-type Activities:

Water 24,886$ 21,177$ 21,458$ 19,941$ 19,087$ Wastewater 23,435 21,238 18,991 18,961 18,601 Solid waste 28,418 25,986 25,275 22,289 20,958 Drainage operations 2,114 2,195 2,610 2,558 2,791 Municipal airport 2,228 1,144 1,363 1,123 1,475 Municipal transit 6,080 5,352 5,485 5,017 5,571 Total Business-Type Activities 87,161 77,092 75,182 69,889 68,483 Total Primary Governmental Expenses 209,734$ 191,978$ 189,501$ 186,303$ 173,614$ City of Tracy
Changes in Net Position
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
200

2022 2021 2020 2019 2018
Program revenues:

Governmental activities:

Charges for Services:

Development fees 17,279$ 11,151$ 7,731$ 10,068$ 8,784$ Other public works 2,721 2,721 2,721 2,831 2,722 Parks and community services 884 222 522 666 762 Other activities 9,159 8,728 8,165 7,227 7,252 Operating grants and contributions 13,576 8,330 14,969 15,142 14,191 Capital grants and contributions 63,193 52,673 39,662 36,408 68,535 Total Governmental Activities Program Revenues 106,812 83,825 73,770 72,342 102,246 Business-type Activities:

Charges for Services:

Water 22,407$ 23,406$ 20,328$ 16,497$ 16,307$ Wastewater 14,973 15,051 14,552 14,168 14,836 Solid waste 25,758 24,309 23,072 21,550 20,973 Drainage operations 731 750 737 686 691 Municipal airport 582 854 662 658 732 Municipal transit 7,571 62 103 117 117 Operating grants and contributions 1,688 6,988 4,263 3,733 6,397 Capital grants and contributions 12,703 5,801 22,818 20,936 9,181 Total Business-Types Activities Program Revenues 86,413 77,221 86,535 78,345 69,234 Total Primary Government Program Revenues 193,225$ 161,046$ 160,305$ 150,687$ 171,480$

Net (expense)/revenue
Governmental activities (15,761)$ (31,061)$ (40,549)$ (44,072)$ (2,885)$ Business-type activities (748) 129 11,353 8,456 751 Total primary government net (expense) revenue (16,509)$ (30,932)$ (29,196)$ (35,616)$ (2,134)$ City of Tracy
Changes in Net Position (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
201

2022 2021 2019 2018 2017
General revenues and other changes in net assets
Governmental activities:

Taxes:

Property taxes 27,241$ 25,736$ 24,082$ 22,723$ 20,857$ Sales and use taxes 75,112 56,649 37,039 37,083 30,761 Franchise taxes 4,265 4,258 3,864 3,545 3,558 Other taxes 5,615 4,802 3,692 3,703 3,756 Motor vehicle in lieu, unrestricted 114 70 73 44 48 Investment income (loss) (8,949) 242 1,543 1,395 545 Miscellaneous 14,204 1,388 87 407 1,926 Transfers (24,954) (3,609) (27,355) (2,016) (8,692) Gain on Transfer of assets' - - - - - Special item - Transfer of assets - - (2,098) - (3,347) Total governmental activities 92,648 89,536 40,927 66,884 49,412 Business-type activities:

Interest earnings (1,819) 145 1,835 1,576 531 Miscellaneous 320 40 9 66 84 Transfers 24,954 3,609 27,355 2,016 8,692 Total business-type activities 23,455 3,794 29,199 3,658 9,307 Total primary government 116,103$ 93,330$ 70,126$ 70,542$ 58,719$ Change in net position
Governmental activities 76,887$ 58,475$ 380$ 22,812$ 46,527$
Business-type activities 22,707 3,923 40,552 12,114 10,059 Total primary government 99,594$ 62,398$ 40,932$ 34,926$ 56,586$ Note 1 - The City implemented GASB 68 in fiscal year 2014-2015. Prior amounts have not been restated.

Note 2 - The City implemented GASB 75 in fiscal year 2017-2018. Prior amounts have not been restated.

City of Tracy
Changes in Net Position (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
202
2017 2016 2015 2014 2013
Expenses:

Governmental activities:

General Government 12,412$ 13,629$ 7,907$ 6,412$ 6,572$ Public safety 41,326 37,858 37,562 37,974 37,248 Public works 26,330 31,874 27,572 32,358 25,954 Culture and leisure 2,830 3,134 3,288 4,668 4,709 Interest on long-term debt 1,304 1,345 1,337 1,342 1,399 Unallocated depreciation - - - 586 520 Total Governmental Activities Expenses 84,202 87,840 77,666 83,340 76,402 Business-type Activities:

Water 18,980$ 22,659$ 23,610$ 22,300$ 21,765$ Wastewater 15,079 16,522 17,040 16,442 14,970 Solid waste 20,541 20,899 19,477 18,923 18,820 Drainage 3,027 3,485 3,436 3,404 3,232 Airport 901 775 703 629 590 Transit 3,953 3,169 2,968 2,556 2,404 Total Business-Type Activities 62,481 67,509 67,234 64,254 61,781 Total Primary Governmental Expenses 146,683$ 155,349$ 144,900$ 147,594$ 138,183$ City of Tracy
Changes in Net Position (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
203
2017 2016 2015 2014 2013
Program revenues:

Governmental activities:

Charges for Services:

Development fees 8,769$ 6,816$ 6,124$ 3,039$ 2,460$ Other public works 2,721 3,093 2,968 5,040 5,300 Parks and community services 701 1,047 940 838 878 Other activities 1,805 1,864 1,104 1,879 1,665 Operating grants and contributions 12,680 12,811 13,097 10,964 12,723 Capital grants and contributions 39,966 37,084 40,451 18,166 22,596 Total Governmental Activities Program Revenues 66,642 62,715$ 64,684$ 39,926$ 45,622$ Business-type Activities:

Charges for Services:

Water 14,935$ 13,101$ 14,379$ 18,700$ 15,672$ Wastewater 14,034 13,616 13,086 12,940 11,978 Solid waste 23,333 25,156 22,356 21,521 20,352 Drainage 644 609 603 546 564 Airport 478 403 504 395 272 Transit 116 96 109 1,631 818 Operating grants and contributions 1,516 2,041 1,608 - - Capital grants and contributions 4,268 3,302 8,652 6,337 2,528 Total Business-Types Activities Program Revenues 59,324 58,324$ 61,297$ 62,070$ 52,184$ Total Primary Government Program Revenues 125,966$ 121,039$ 125,981$ 101,996$ 97,806$
Net (expense)/revenue
Governmental activities (17,560)$ (25,125)$ (12,982)$ (43,414)$ (30,780)$ Business-type activities (3,157) (9,185) (5,937) (2,184) (9,597) Total primary government net (expense) revenue (20,717)$ (34,310)$ (18,919)$ (45,598)$ (40,377)$ City of Tracy
Changes in Net Position (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
204
2017 2016 2015 2014 2013
General revenues and other changes in net assets
Governmental activities:

Taxes:

Property taxes 20,393$ 19,638$ 17,709$ 15,700$ 14,946$ Sales and use taxes 23,291 24,371 24,280 22,722 20,553 Franchise taxes 2,829 2,776 2,728 2,593 2,500 Other taxes 2,719 2,562 2,304 1,952 1,839 Motor vehicle in lieu, unrestricted 40 34 35 36 43 Investment income (loss) 435 1,000 610 1,129 165 Miscellaneous 2,022 3,497 1,311 1,634 1,595 Transfers (4,968) (5,141) - - (42) Gain on Transfer of assets' - - - - - Special item - Transfer of assets - 3,162 - - - Total governmental activities 46,761 51,899$ 48,977$ 45,766$ 41,599$ Business-type activities:

Interest earnings 626 551$ 585$ 264$ 144$ Miscellaneous 24 25 42 - - Transfers 4,968 5,141 - - 42 Total business-type activities 5,618 5,717$ 627$ 264$ 186$ Total primary government 52,379$ 57,616$ 49,604$ 46,030$ 41,785$ Change in net position
Governmental activities 29,201$ 26,774$ 35,995$ 2,352$ 10,819$
Business-type activities 2,461 (3,468) (5,310) (1,920) (9,411) Total primary government 31,662$ 23,306$ 30,685$ 432$ 1,408$ Note 1 - The City implemented GASB 68 in fiscal year 2014-2015. Prior amounts have not been restated.

Note 2 - The City implemented GASB 75 in fiscal year 2017-2018. Prior amounts have not been restated.

City of Tracy
Changes in Net Position (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
Fiscal Year
205
2022 2021 2020 2019 2018
Function/Program
Governmental activities:

General Government 13,565 $ 9,898 $ 9,126 $ 8,988 $ 11,204 $ Police 2,464 1,922 2,134 2,277 3,085
Fire 32 - 10,339 6,445 7,172 Development and engineering 17,279 11,171 7,751 10,585 9,363 Public works 72,546 60,072 43,031 43,510 70,310 Parks and community services 927 762 1,390 1,000 1,112 Subtotal governmental activities 106,813 83,825 73,771 72,805 102,246 Business-type activities:

Water 29,403 $ 25,029 $ 31,134 $ 20,307 $ 21,397 $ Wastewater 20,282 16,905 22,584 29,337 16,610 Solid waste 26,386 24,329 23,134 21,553 20,973 Drainage operations 1,537 1,843 760 1,509 808 Municipal airport 704 989 2,382 1,725 2,906 Municipal transit 8,101 8,127 6,543 3,914 6,540 Subtotal business-type activities 86,413 77,222 86,537 78,345 69,234 Total primary government 193,226$ 161,047 $ 160,308 $ 151,150 $ 171,480 $ Fiscal Year
City of Tracy
Program Revenues by Function/Progam
Last Ten Fiscal Years
(accrual basis of accounting)
206
2017 2016 2015 2014 2013
Function/Program
Governmental activities:

General Government 2,700 $ 3,099 $ 3,850 $ 2,892 $ 1,908 $ Police 1,972 2,052 2,847 1,775 2,330
Fire 6,556 6,539 6,792 6,980 8,692
Development and engineering 9,213 7,209 6,505 3,410 2,871 Public works 45,234 42,437 43,198 23,621 28,367
Parks and community services 967 1,380 1,492 1,248 1,454 Subtotal governmental activities 66,642 62,716 64,684 39,926 45,622 Business-type activities:

Water 15,220 $ 13,801 $ 17,659 $ 16,877 $ 15,672 $ Wastewater 14,805 13,849 14,533 13,438 12,131
Solid waste 23,354 25,156 22,356 20,352 20,352
Drainage operations 644 686 659 3,424 564
Municipal airport 1,514 2,622 4,060 731 607
Municipal transit 3,787 2,210 2,030 1,171 2,858
Subtotal business-type activities 59,324 58,324 61,297 55,993 52,184 Total primary governmen
t 125,966$ 121,040 $ 125,981 $ 95,919 $ 97,806 $ Fiscal Year
City of Tracy
Program Revenues by Function/Progam (Continued)
Last Ten Fiscal Years
(accrual basis of accounting)
207
2022 2021 2020 2019 2018
General Fund:

Nonspendable -$ 40$ 40$ 470$ 1,525$ Restricted 3,175 2,348 - - - Committed 16,401 16,401 14,479 14,883 14,961 Assigned 11,277 11,277 6,112 15,213 20,997 Unassigned 6,024 3,964 - - 842 Total General Fund 36,877$ 34,030$ 20,631$ 30,566$ 38,325$ All other governmental funds
Nonspendable -$ -$ -$ -$ -$ Restricted 234,392 195,384 155,058 164,057 153,595 Committed - - - - - Assigned 79,742 38,508 26,193 12,192 5,909 Unassigned - - - - - Special revenue funds (147) - (3,131) (6,609) (8,192) Capital projects funds (102) (2,176) (2,174) (2,382) - Debt service funds - - - - - Total all other governmental funds 313,885$ 231,716$ 175,946$ 167,258$ 151,312$ Source: City of Tracy, Finance Department
City of Tracy
Fund Balances of Governmental Funds
Last Ten Fiscal Years
(amounts in thousands)
Fiscal Year
208
2017 2016 2015 2014 2013
General Fund:

Nonspendable 5,117$ 5,873$ 6,640$ 782$ 781$ Restricted - - - 346 333 Committed 11,716 - - - - Assigned 11,455 358 1,152 523 277 Unassigned 12,483 34,425 29,861 33,420 27,503 Total General Fund 40,771$ 40,656$ 37,653$ 35,071$ 28,894$ All other governmental funds
Nonspendable -$ -$ -$ -$ -$ Restricted 124,932 - 4 57 - Committed - 110,191 113,064 97,402 108,381 Assigned 4,438 - - - - Unassigned - 5,588 13,360 - - Special revenue funds (517) - - - - Capital projects funds - (4,431) (610) (1,278) (159) Debt service funds - - - - - Total all other governmental funds 128,853$ 111,348$ 125,818$ 96,181$ 108,222$ Fiscal Year
Source: City of Tracy, Finance Department
City of Tracy
Fund Balances of Governmental Funds (Continued)
Last Ten Fiscal Years
(amounts in thousands)
209
2022 2021 2020 2019 2018
Revenues:

Taxes 110,165 $ 88,626 $ 65,927 $ 65,931 $ 59,838$ Licenses, premits and fees 14,084 10,015 7,418 8,161 7,792 Fines and forfeits 255 1,098 630 880 1,559 Use of money and property (8,081) 483 5,604 6,003 1,462 Intergovernmental 11,462 8,221 12,770 16,733 21,127 Charges of services 69,914 50,130 41,841 34,752 54,269 Special assesments 5,116 4,305 4,060 4,646 3,597 Contributions from assessment districts - 156 3,434 1,697 5,121 Other 11,122 1,353 58 147 1,589 Total revenues 214,037 164,387 141,742 138,950 156,354 Expenditures:

Current:

General government 19,063 17,658 15,136 14,544 13,579 Police 40,094 35,935 33,708 30,575 27,078 Fire 16,448 15,933 21,909 21,404 22,251 Development and engineering 12,413 12,413 11,258 11,327 13,549 Public works 13,345 11,997 11,547 13,391 10,156 Parks and recreation 4,042 3,038 3,181 3,245 2,683 Capital outlay 15,937 9,108 29,699 28,802 38,631 Debt service:

Principal 765 555 21,315 405 434 Interest and fiscal charges 1,040 720 1,565 1,276 1,292 Total expenditures 123,147 107,357 149,318 124,969 129,653 Excess of revenues over (under) expenditures 90,890 57,030 (7,576) 13,981 26,701 Other financing sources (uses):

Issuance of debt (including premium) 20,327 - 21,737 - - Contributions - - 3,930 - - Transfers in 118,206 20,489 27,601 36,154 13,040 Transfers out (144,408) (24,562) (46,971) (40,004) (16,731) Proceeds from sale of property - - 33 8 350 Total other financing sources (uses): (5,875) (4,073) 6,330 (3,842) (3,341) Net change in fund balances 85,015 $ 52,957 $ (1,246)$ 10,139 $ 23,360$ Debt service as a percentage of non-capital
expenditures 1.68% 1.31% 17.41% 1.56% 1.70%
Fiscal Year
City of Tracy
Changes in Fund Balances, Governmental Funds
Last Ten Fiscal Years
(modified accural basis of accounting)
210
2017 2016 2015 2014 2013
Revenues:

Taxes 47,540 $ 49,118 $ 46,915 $ 43,804 $ 40,503 $ Licenses, premits and fees 7,191 5,236 4,706 4,008 3,564 Fines and forfeits 510 673 972 863 568 Use of money and property 1,356 2,936 1,277 1,699 700 Intergovernmental 27,127 20,413 16,235 12,928 16,038 Charges of services 9,472 9,997 9,165 8,894 9,147 Special assesments 24,886 14,977 29,899 7,181 13,406 Contributions from assessment districts 3,372 3,574 3,444 4,346 1,887 Other 3,460 3,501 1,410 1,767 1,124 Total revenues 124,914 110,425 114,023 85,490 86,937 Expenditures:

Current:

General government 13,763 14,900 7,748 7,050 6,434 Police 24,690 23,717 22,012 21,592 21,488 Fire 18,483 16,692 16,033 15,869 15,305 Development and engineering 8,828 9,042 7,793 6,467 6,449 Public works 9,292 9,372 9,093 8,471 8,091 Parks and recreation 2,287 3,110 3,019 3,113 3,330 Capital outlay 28,645 41,456 20,582 27,179 23,465 Debt service:

Principal 398 368 328 245 220 Interest and fiscal charges 1,308 1,322 1,334 1,345 1,352 Total expenditures 107,694 119,979 87,942 91,331 86,134 Excess of revenues over (under) expenditures 17,220 (9,554) 26,081 (5,841) 803 Other financing sources (uses):

Issuance of debt (including premium) - - 248 - - Contributions - - - - - Transfers in 5,226 6,009 11,723 1,214 20,600 Transfers out (5,226) (8,750) (11,745) (1,236) (20,642) Proceeds from sale of property 5 829 420 - - Total other financing sources (uses): 5 (1,912) 646 (22) (42) Net change in fund balances 17,225 $ (11,466)$ 26,727 $ (5,863)$ 761 $ Debt service as a percentage of non-capital
expenditures 1.97% 1.94% 2.34% 2.12% 2.33%
Fiscal Year
City of Tracy
Changes in Fund Balances, Governmental Funds (Continued) Last Ten Fiscal Years
(modified accural basis of accounting)
211
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212
Fiscal Property Franchise Sales and Use Transient Business Transfer Year Taxes Taxes Taxes Taxes License Taxes Taxes Total
2022 26,728,529$ 3,866,095$ 75,112,096$ 2,130,821$ 1,038,011$ 2,249,015$ 111,124,567$ 2021 25,735,540 4,257,868 56,648,873 1,702,313 1,016,050 2,084,113 91,444,757 2020 24,082,470 3,864,335 37,038,773 1,447,897 850,991 1,392,908 68,677,373 2019 22,259,306 3,545,578 37,082,569 1,638,102 934,793 1,130,147 66,590,495 2018 20,848,493 3,508,816 30,760,699 1,597,341 847,027 1,311,406 58,873,782 2017 20,392,536 2,829,424 23,290,667 1,507,518 838,037 372,636 49,230,817 2016 19,638,061 2,775,984 24,371,002 1,378,802 814,210 368,922 49,346,981 2015 17,709,090 2,727,886 24,279,575 1,123,087 818,656 362,107 47,020,401 2014 15,699,554 2,593,225 22,721,973 974,314 706,573 271,761 42,967,400 2013 14,946,468 2,499,946 20,553,264 786,827 689,323 362,793 39,838,621 Source: Finance Department, City of Tracy

City of Tracy
Governmental Activities Tax Revenues by Source
Last Ten Fiscal Years
213
2022 2021 2020 2019 2018
Category
Residential 9,760,318,294$ 9,143,911,871$ 8,555,296,590$ 8,039,865,942$ 7,507,417,694$ Commercial 1,063,194,692 1,030,981,316 955,735,852 947,333,003 929,006,663 Industrial 1,725,889,800 1,497,816,029 1,317,064,070 1,174,162,150 1,096,123,367 Agricultural 15,740,791 9,954,085 13,112,309 14,680,140 16,512,544 Govt. Owned 394,710 390,665 383,006 58,141 57,001 Institutional 13,241,969 17,778,493 14,022,064 13,108,380 14,530,172 Miscellaneous 1,181,722 1,059,690 1,040,944 1,020,538 1,000,531 Recreational 14,051,314 13,907,241 13,655,823 13,397,875 13,135,180 Vacant 542,638,869 450,516,491 390,395,541 224,337,103 237,333,513 SBE Nonuitary 13,423,381 13,423,381 11,939,960 11,939,960 11,939,960 Cross Reference 8,944,462 7,908,510 6,625,995 6,538,593 6,436,773 Unsecured 586,803,473 608,053,111 558,315,419 537,094,969 577,931,679 Exempt - - - - (14,741,007) Unknown 309,051 305,883 336,600 692,500 - Totals 13,746,132,528$ 12,796,006,766$ 11,837,924,173$ 10,984,229,294$ 10,396,684,070$ Total Direct Rate 13.34% 13.70% 13.87% 14.29% 14.39%
*Table updated as of FY21-22
Source: The HdL Company
Fiscal Years
City of Tracy
Assessed Value of Taxable Property
Last Ten Fiscal Years
214
2017 2016 2015 2014 2013
Category
Residential 7,068,856,191$ 6,659,567,812$ 6,338,819,597$ 5,483,285,494$ 4,941,891,425$ Commercial 885,051,665 813,724,348 809,032,343 780,671,922 759,270,908 Industrial 985,768,269 729,448,654 731,830,268 643,307,116 710,743,366 Agricultural 16,157,722 64,987,156 50,838,834 15,845,815 12,310,276 Govt. Owned 55,884 1,096,359 1,213,712 53,723 52,669 Institutional 5,720,691 9,515,260 9,692,380 8,872,850 8,457,785 Miscellaneous 904,446 32,517,596 31,703,360 31,765,357 34,534,323 Recreational 12,877,684 16,769,125 16,557,457 16,461,155 14,215,180 Vacant 245,602,494 298,360,191 130,690,678 132,775,224 114,511,579 SBE Nonuitary 11,939,960 12,164,031 12,164,031 12,164,031 11,041,870 Cross Reference 6,326,367 6,166,763 5,447,560 5,285,640 5,128,442 Unsecured 514,650,372 385,687,795 362,915,054 283,642,728 285,483,775 Exempt (14,691,821) (13,653,324) (11,108,238) (10,494,903) (9,614,948) Unknown - - - 65,332,242 - Totals 9,739,219,924$ 9,016,351,766$ 8,489,797,036$ 7,468,968,394$ 6,888,026,650$ Total Direct Rate 14.56% 14.90% 15.03% 15.27% 25.02%
Fiscal Years
City of Tracy
Assessed Value of Taxable Property (Continued)
Last Ten Fiscal Years
215
Agency 2022 2021 2020 2019 2018
Basic Levy¹ 1.00000 1.00000 1.00000 1.00000 1.00000
Banta Elementary 0.00040 0.00150 0.00210 0.00270 0.00350 Jefferson Elementary 0.02500 0.02610 0.02590 0.02730 0.02640 Lammersville Joint Usd 2016A 0.03880 0.03950 0.04870 0.05500 0.05340 San Joaquin Delta College District 0.01630 0.01830 0.01990 0.02250 0.01800 Tracy Unified School District 0.06130 0.06320 0.06470 0.06420 0.03320 Tracy-Lammersville School District 0.00000 0.01390 0.01510 0.01620 0.01720 Tracy-Lammersville Usd 0.01370 0.00000 0.00000 0.00000 0.00000 Total Direct & Overlapping² Tax Rates 1.15550 1.16250 1.17640 1.18790 1.15170 City's Share of 1% Levy Per Prop 13³ 0.16903 0.16903 0.16903 0.16903 0.16903 Voter Approved City Debt Rate
Redevelopment Rate⁴ 1.00000
Total Direct Rate⁵ 0.13342 0.13701 0.13869 0.14291 0.14394 *Table updated as of FY21-22
Notes:
¹In 1978, California voters passed Proposition 13 which set the property tax rate at a 1.00% fixed amount. This 1.00% is shared by all taxing agencies for which the subject property resides within. In addition to the 1.00% fixed, amount, property owners are charged taxes as a percentage of assessed property values for the payment of any voter approved bonds. ²Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all property owners.
³City's Share of 1% Levy is based on the City's share of the general fund tax rate area with the largest net taxable value within the City. The ERAF portion of the City's Levy has been subtracted where known. ⁴Redevelopment Rate is based on the largest RDA tax rate area and only includes rate(s) from indebtedness adopted prior to 1989 per California State statute. RDA direct and overlapping rates are applied only to the incremental property values. The approval of ABXI 26 eliminated Redevelopment from the State of California for the fiscal year 2012/13 and years thereafter. ⁵Total Direct Rate is the weighted average of all individual direct rates applied by the City/Agency preparing the statistical section information and excludes revenues derived from aircraft. Beginning in 2013/14 the Total Direct Rate no longer includes revenue generated from the former redevelopment tax rate areas. Challenges to recognized enforceable obligations are assumed to have been resolved during 2012/13. For the purposed of this report, residual revenue is aasumes to be distributed to the City/Agency in the same proportions as general fund revenue.

City of Tracy
Direct and Overlapping Property Tax Rates
(Rate Per $100 of Taxable Value)
Last Ten Fiscal Years
Fiscal Year
216
Agency 2017 2016 2015 2014 2013
Basic Levy¹ 1.00000 1.00000 1.00000 1.00000 1.00000
Banta Elementary 0.00510 0.00700 0.00870 0.00820 0.00890 Jefferson Elementary 0.02690 0.02710 0.02900 0.02850 0.02410 Lammersville Joint Usd 2016A 0.00000 0.00000 0.00000 0.00000 0.00000 San Joaquin Delta College District 0.01800 0.01980 0.02330 0.01940 0.02020 Tracy Unified School District 0.06690 0.07010 0.02120 0.03270 0.03450 Tracy-Lammersville School District 0.01850 0.02010 0.02130 0.01480 0.01570 Tracy-Lammersville School District 0.00000 0.00000 0.00000 0.00000 0.00000 Total Direct & Overlapping² Tax Rates 1.13540 1.14410 1.10350 1.10360 1.10340 City's Share of 1% Levy Per Prop 13³ 0.16903 0.16903 0.16903 0.16903 0.16903 Voter Approved City Debt Rate
Redevelopment Rate⁴
Total Direct Rate⁵ 0.14564 0.14895 0.15031 0.15266 0.25021 *Table updated as of FY21-22
Notes:
¹In 1978, California voters passed Proposition 13 which set the property tax rate at a 1.00% fixed amount. This 1.00% is shared by all taxing agencies for which the subject property resides within. In addition to the 1.00% fixed, amount, property owners are charged taxes as a percentage of assessed property values for the payment of any voter approved bonds. ²Overlapping rates are those of local and county governments that apply to property owners within the City. Not all overlapping rates apply to all property owners.
³City's Share of 1% Levy is based on the City's share of the general fund tax rate area with the largest net taxable value within the City. The ERAF portion of the City's Levy has been subtracted where known. ⁴Redevelopment Rate is based on the largest RDA tax rate area and only includes rate(s) from indebtedness adopted prior to 1989 per California State statute. RDA direct and overlapping rates are applied only to the incremental property values. The approval of ABXI 26 eliminated Redevelopment from the State of California for the fiscal year 2012/13 and years thereafter. ⁵Total Direct Rate is the weighted average of all individual direct rates applied by the City/Agency preparing the statistical section information and excludes revenues derived from aircraft. Beginning in 2013/14 the Total Direct Rate no longer includes revenue generated from the former redevelopment tax rate areas. Challenges to recognized enforceable obligations are assumed to have been resolved during 2012/13. For the purposed of this report, residual revenue is aasumes to be distributed to the City/Agency in the same proportions as general fund revenue.

City of Tracy
Direct and Overlapping Property Tax Rates (Continued)
(Rate Per $100 of Taxable Value)
Last Ten Fiscal Years
Fiscal Year
217
Taxpayer Name
Taxable Assessed
Value Rank
Percentage of
Total Taxable
Assessed Value
Taxable Assessed
Value Rank
Percentage of
Total Taxable
Assessed Value
Prologis 659,286,853 $ 1 4.80% 67,685,293 $ 3 1.19% Amazon Com Services Inc 143,144,510 2 1.31%
Fedex Ground Package System Inc 142,416,564 3 1.08% Medline Industries Inc 103,640,431 4 0.85%
Leprino Foods Company Corporation 85,921,293 5 0.81% 96,191,638 2 1.69% Tracy 300 LP 76,801,999 6 0.75%
West Valley Holdings LLC 75,058,240 7 0.57% IPT Tracy DC LP 71,406,872 8 0.54%
DCT Arbor Avenue LLC 66,986,867 9 0.54%
DCT Tracy Logistics Center LLC 62,864,598 10 0.50% Tracy Mall Partners LP 100,439,941 1 1.76%
Catellus Corporate Center Tracy LLC 64,221,194 4 1.13% Central Valley LLC 52,182,057 5 0.92%
Duke Realty LP 49,749,684 6 0.87%
Inland Container Corportation 36,143,282 7 0.63% TCE Tracy LLC 32,071,197 8 0.56%
US Cold Storage of California 30,773,642 9 0.54% Car Corral Hollow LLC 30,557,092 10 0.54%
Top Ten Total 1,487,528,227$ 10.82% 560,015,020$ 9.82% Total Taxable Assessed Value 13,746,132,528$ 100% 5,701,107,764$ 100% Source: The HdL Company
City of Tracy
Principal Property Tax Payers
Current Fiscal Year and Nine Years Ago
218
Percent Value of
of Total City Property
Current Percent Delinquent Total Tax Subject to
Fiscal Total Tax of Levy of Levy Tax Collections Local
Year Tax Levy Collections Collected Collected Collections to Tax Levy Tax Rate 2013 9,607,770$ 9,607,770$ 100.00% 0.00 9,607,770 $ 100.00% 5,701,107,764$ 2014 10,175,469 10,175,469 100.00% 0.00 10,175,469 100.00% 6,243,627,285 2015 11,403,560 11,403,560 100.00% 0.00 11,403,560 100.00% 7,209,389,999 2016 12,406,318 12,406,318 100.00% 0.00 12,406,318 100.00% 7,717,337,513 2017 13,134,172 13,134,172 100.00% 0.00 13,134,172 100.00% 9,206,453,046 2018 13,862,573 13,862,573 100.00% 0.00 13,862,573 100.00% 10,411,425,223 2019 14,553,581 14,553,581 100.00% 0.00 14,553,581 100.00% 10,984,229,294 2020 15,247,629 15,247,629 100.00% 0.00 15,247,629 100.00% 11,837,934,173 2021 16,172,399 16,172,399 100.00% 0.00 16,172,399 100.00% 12,796,006,766 2022 18,475,370 18,475,370 100.00% 0.00 18,475,370 100.00% 13,746,132,528 Note: San Joaquin County is on the Teeter Plan. The County remits 100% of all taxes assessed and keeps all penalties and interest on all delinquent taxes.

Source:

1. San Joaquin County - Office of the Auditor-Controller

2. Finance Department, City of Tracy
City of Tracy
Property Tax Levies and Collections
Last Ten Fiscal Years
219
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220
City Transportation Transportation Total
Fiscal Direct Measure E Measure V Prop K Development Act County State Sales Tax Year Rate Rate Rate Rate Rate Rate Rate Rate
2013 1% 0.50% 0.50% 0.25% 1% 5% 8.50%
2014 1% 0.50% 0.50% 0.25% 1% 5% (a) 8.50%
2015 1% 0.50% 0.50% 0.25% 1% 5.25% 8.50%
2016 1% 0.50% 0.50% 0.25% 1% 5.25% 8.50%
2017 1% 0.50% (b ) 0.50% 0.25% 1% 5.00% 8.25%
2018 1% 0.50% 0.50% 0.25% 1% 5.00% 8.25%
2019 1% 0.50% 0.50% 0.25% 1% 5.00% 8.25%
2020 1% 0.50% 0.50% 0.25% 1% 5.00% 8.25%
2021 1% 0.50% 0.50% 0.25% 1% 5.00% 8.25%
2022 1% 0.50% 0.50% 0.25% 1% 5.00% 8.25%
(a) Voters approved Proposition 30, a state-wide quarter cent sales tax with a 4-year sunset effective January 1, 2013 (b) Tracy voters approved Measure V, a half cent sales tax with a 20-year sunset effective April 1, 2017 Source:

Finance Department, City of Tracy
Last Ten Fiscal Years
Direct and Overlapping Governments
Sales Tax Rates
City of Tracy
221
2021 2020 2019 2018 2017
Apparel Stores 43,629$ 29,843$ 45,863$ 48,498$ 44,760$ General Merchandise 241,019 211,080 215,649 212,792 210,820 Food Stores 53,722 52,921 44,890 41,342 39,602 Eating and Drinking Places 200,941 156,555 176,257 169,434 162,261 Building Materials 232,487 202,652 190,441 180,713 159,799 AutoDealers and Supplies 444,013 367,471 349,716 369,499 379,058 Service Stations 193,376 131,426 178,037 183,856 159,778 Other Retail Stores 181,266 150,368 156,467 163,611 155,252 All Other Outlets 5,171,863 2,063,972 1,807,673 1,344,089 1,091,917 Total 6,762,316$ 3,366,288$ 3,164,993$ 2,713,834$ 2,403,247$ City Direct sales tax rate 1% 1% 1% 1% 1%
City Measure E sales tax rate (a) - - - - - City Measure V sales tax (b) 0.5% 0.5% 0.5% 0.5% 0.5%
Note:
(a) Tracy voters approved Measure E, a half cent sales tax with a 5-year sunset effective April 1, 2011 (b)Tracy voters approved Measure V, a half cent sales tax with a 20-year sunset effective April 1, 2017 Source: California State Board of Equalization, The HdL Companies Calendar Year
City of Tracy
Taxable Sales by Category
Last Ten Calendar Years
222
2016 2015 2014 2013 2012
Apparel Stores 42,756$ 37,205$ 40,152$ 40,690$ 44,353$ General Merchandise 203,460 194,528 192,657 187,434 181,099 Food Stores 39,953 42,526 56,254 53,794 56,881 Eating and Drinking Places 155,560 143,887 128,827 116,414 106,888 Building Materials 140,715 130,449 71,129 68,049 60,879 AutoDealers and Supplies 343,861 321,977 299,869 277,155 215,269 Service Stations 144,048 160,104 187,653 193,770 186,978 Other Retail Stores 160,573 154,697 75,167 75,202 65,452 All Other Outlets 601,684 524,513 198,209 200,048 168,710 Total 1,832,610$ 1,709,886$ 1,387,153$ 1,339,394$ 1,199,306$ City Direct sales tax rate 1% 1% 1% 1% 1%
City Measure E sales tax rate (a) 0.5% 0.5% 0.5% 0.5% 0.5% City Measure V sales tax (b) - - - - - Note:
(a) Tracy voters approved Measure E, a half cent sales tax with a 5-year sunset effective April 1, 2011 (b)Tracy voters approved Measure V, a half cent sales tax with a 20-year sunset effective April 1, 2017 Source: California State Board of Equalization, The HdL Companies Calendar Year
City of Tracy
Last Ten Calendar Years
Taxable Sales by Category (Continued)
223
Taxpayer Name Business Type Taxpayer Name Business Type Amazon Fulfillment Center Fulfillment Centers American Truck & Trailer Body Co Trailers/Auto Parts Amazon MFA Fulfillment Centers Arco AM PM Service Stations Arco AM PM Service Stations Arco AM PM Service Stations Chevron Service Stations Arco AM PM Service Stations
Consolidated Electrical Distributors Plumbing/Electrical Supplies Best Buy Electronics/Appliance Stores Costco Discount Dept Stores Chevron Service Stations
Crate & Barrel Fulfillment Centers Costco Discount Dept Stores Fisher Scientific Medical/Biotech Country Nissan New Motor Vehicle Dealers Glassfab Tempering Services Trailers/Auto Parts Crate & Barrel Fulfillment Centers Home Depot Building Materials Herbalife Drugs/Chemicals Independent Electric Supply Plumbing/Electrical Supplies Home Depot Building Materials Johns Manville Contractors Independent Electric Supply Plumbing/Electrical Supplies Medline Industries Medical/Biotech Macys Department Stores Nixon Egli Equipment Warehse/Farm/Const. Equip. Nixon Egli Equipment Warehse/Farm/Const. Equip.

Platinum Hyundai New Motor Vehicle Dealers Premier Hyundai of Tracy New Motor Vehicle Dealers Safeway Fuel Service Stations Safeway Fuel Service Stations Target Discount Dept Stores Save Mart Grocery Stores
Tracy Chevrolet New Motor Vehicle Dealers Shell Service Stations Tracy Chrysler Dodge Jeep Ram New Motor Vehicle Dealers Target Discount Dept Stores Tracy Ford New Motor Vehicle Dealers Tracy Chevrolet New Motor Vehicle Dealers Tracy Honda New Motor Vehicle Dealers Tracy Ford New Motor Vehicle Dealers Tracy Toyota New Motor Vehicle Dealers Tracy Honda New Motor Vehicle Dealers Tracy Truck & Auto Stop Service Stations Tracy Toyota New Motor Vehicle Dealers Tracy Volkswagon New Motor Vehicle Dealers Tracy Truck & Auto Stop Service Stations Walmart Supercenter Discount Dept Stores Walmart Supercenter Discount Dept Stores Sources: The HdL Companies
2022 2013
City of Tracy
Principal Sales Tax Producers
Current Fiscal Year and Ten Years Ago
224
Wastewater
Fiscal Year Monthly Base Rate Per 100 cubic feet Monthly Base Rate 2013 20.40 $ 1.00 $ 34.00 $ 2014 20.40 1.00 34.00 2015 20.40 1.00 34.00 2016 20.40 1.00 34.00 2017 20.40 1.00 34.00 2018 24.72 1.00 34.00 2019 24.72 1.00 34.00 2020 30.90 1.00 34.00 2021 30.90 1.00 34.00 2022 30.90 1.00 34.00 Notes:
100 cubic feet = 748 gallons
Rates are based on 1 inch meter-the standard household meter size in Tracy.

Utility charges an excess use rate above normal demand.

Source: Finance Department - City of Tracy
City of Tracy
Water and Wastewater Rates
Last Ten Fiscal Years
Water
225
Fiscal Year
Lease Revenue Bonds
(a)
Capital Leases and
Loans (a)
Water Revenue
Bonds (a)
Water/Sewer Notes
Payable (a)
Sewer Revenue
Bonds (a)
2013 23,245,000 $ - $ - $ 18,392,152$ 27,645,000 $ 2014 23,000,000 908,546 - 14,489,157 26,630,000 2015 22,726,000 1,021,108 - 13,564,909 25,935,000 2016 22,420,000 131,831 - 12,618,907 25,215,000 2017 22,085,000 68,552 - 11,650,638 24,470,000 2018 21,720,000 - - 10,659,579 23,695,000 2019 21,315,000 - - 9,645,194 22,890,000 2020 20,875,000 - - 8,606,933 22,050,000 2021 20,390,000 - - 8,078,675 21,175,000 2022 19,860,000 - - 7,003,543 20,260,000 Note: Special Assessment Bonds have no City commitment.

Source: (a) Finance Department, City of Tracy
(b) The HdL Company
City of Tracy
Ratios of Outstanding Debt by Type
Lest Ten Fiscal Years
Governmental Activities
226
Fiscal Year
Airport Notes
Payable (a)
Total Primary
Government Per Capita (b) Population (b)
2013 53,478 $ 69,335,630 $ 825 $ 84,060 2014 33,149 65,060,852 764 85,146 2015 11,955 63,258,972 742 85,296 2016 - 60,385,738 694 86,985 2017 - 58,274,190 665 87,613 2018 - 56,074,579 617 90,832 2019 - 53,850,194 580 92,800 2020 - 51,531,933 537 95,931 2021 - 49,643,675 503 98,601 2022 - 47,123,543 498 94,538 Note: Special Assessment Bonds have no City commitment.

Source: (a) Finance Department, City of Tracy
(b) The HdL Company
City of Tracy
Ratios of Outstanding Debt by Type (Continued)
Lest Ten Fiscal Years
Business Activity
227
Fiscal Year
Lease Revenue
Bonds (a)
Tax Allocation
Bonds Total
Percent of Assessed
Value Per Capita
2013 23,245,000$ -$ 23,245,000$ 0.41% 277$ 2014 23,000,000 - 23,000,000 0.37% 270 2015 22,725,000 - 22,725,000 0.32% 266 2016 22,420,000 - 22,420,000 0.29% 258 2017 22,085,000 - 22,085,000 0.24% 252 2018 21,720,000 - 21,720,000 0.21% 239 2019 21,315,000 - 21,315,000 0.19% 230 2020 20,875,000 - 20,875,000 0.18% 218 2021 20,390,000 - 20,390,000 0.16% 207 2022 19,860,000 - 19,860,000 0.14% 210 Source: Finance Department, City of Tracy
Outstanding General Bond Debt
City of Tracy
Ratios of General Bonded Debt Outstanding
Last Ten Fiscal Years
228
2021-2022 Assessed Valuation: $ 13,746,132,528 Total Debt City's Share of
OVERLAPPING TAX AND ASSESSMENT DEBT: 6/30/2022 % Applicable (a) Debt 06/30/2022 S San Joaquin Delta Community College District 188,480,000$ 13.963% 26,317,462$ LLammersville Joint Unified School District 56,000,000 12.848% 7,194,880 TTracy Unified School District 31,345,000 59.432% 18,628,960 TTracy Unified School District School Facilities Improvement District No. 3 102,195,900 91.199% 93,201,639 BBanta School District 370,000 14.693% 54,364 J Jefferson School District 44,638,633 74.843% 33,408,892 CCity of Tracy Community Facilities District No. 93-1 1,980,000 100% 1,980,000 CCity of Tracy Community Facilities District No. 98-1 27,120,000 100% 27,120,000 CCity of Tracy Community Facilities District No. 98-3 720,000 100% 720,000 CCity of Tracy Community Facilities District No. 99-1 1,800,000 100% 1,800,000 CCity of Tracy Community Facilities District No. 99-2 5,250,000 100% 5,250,000 CCity of Tracy Community Facilities District No. 2000-1 8,675,000 100% 8,675,000 CCity of Tracy Community Facilities District No. 2006-1 7,755,000 100% 7,755,000 CCity of Tracy Community Facilities District No. 2016-1 I.A No. 1 65,310,000 100% 65,310,000 City of Tracy Community Facilities District No. 2016-2 I.A No. 1 15,130,000 100% 15,130,000 City of Tracy Community Facilities District No. 2016-2 I.A No. 2 13,055,000 100% 13,055,000 CCity of Tracy Community Facilities District No. 2021-1 6,830,000 100% 6,830,000 CCity of Tracy 1915 Act Bonds 1,170,000 100% 1,170,000 CCalifornia Statewide Community Development Authority 1915 Act Bonds 8,105,207 100% 8,105,207 TOTAL OVERLAPPING TAX AND ASSESSMENT DEBT 585,929,740$ 341,706,404 $ DIRECT AND OVERLAPPING GENERAL FUND DEBT:

San Joaquin County Certificates of Participation 60,400,000 15.132% 9,139,728 $ Lammersville Joint Unified School District General Fund Obligations 13,930,000 12.848% 1,789,726 City of Tracy General Fund Obligations 35,315,000 100% 35,315,000 TOTAL DIRECT AND OVERLAPPING GENERAL FUND DEBT: 46,244,454$ OVERLAPPING TAX INCREMENT DEBT (Successor Agency): 26,070,000 $ 100% 26,070,000 $ TOTAL DIRECT DEBT 35,315,000$
TOTAL OVERLAPPING DEBT: 378,705,858$
COMBINED TOTAL DEBT 414,020,858$ (b)
(a) The percentage of overlapping adebt applicable to the city is estimated using taxable assessed property value. Applicable percentages were estimated by determining the portion of the overlapping district's assessed value that is within the boundaries of the city divided by the district's total assessed value. (b) Excludes tax and revenue anticipation notes, enterprise revenue, mortgage revenue and non-bonded capital lease obligations.

Ratios to 2021-22 Assessed Valuation:

Total Overlapping Tax and Assessment Debt…………………………… 2.49% Total Direct Debt ($35,315,000)………………………………… 0.26%
Combined Total Debt…………………………………………………………. 3.01%

Ratios to Redevelopment Incremental Valuation ($1,1,269,762,015) Total Overlapping Tax Increment Debt………………………………………… 2.05%

Source: CalMuni - Avenu Insights & Analytics City of Trac y
City of Tracy
Direct and Overlapping Governmental Activities Debt
As of June 30, 2022
229
2022 2021 2020 2019 2018
Assessed Value 13,746$ 12,796$ 11,837$ 10,984$ 10,336$ Conversion percentage 25% 25% 25% 25% 25%
Adjusted assessed valuation 3,437 3,199 2,959 2,746 2,584 Debt limit percentage 15% 15% 15% 15% 15%
Debt limit 515 480 444 412 388 Total net debt applicable to limit 47 49 51 54 56 Legal debt margin 468$ 431 $ 393 $ 358 $ 332 $ Note:

Sources: Finance Department, City of Tracy San Joaquin County - Office of the Auditor Controller Fiscal Year
City of Tracy
Legal Debt Margin information
Last Ten Fiscal Years
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981-82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel.) The computations shown above reflect a conversion of assessed valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the state. 230
2017 2016 2015 2014 2013
Assessed Value 10,495$ 8,941$ 8,387$ 7,341$ 6,757$ Conversion percentage 25% 25% 25% 25% 25%
Adjusted assessed valuation 2,624 2,235 2,097 1,835 1,689 Debt limit percentage 15% 15% 15% 15% 15%
Debt limit 394 335 315 275 253 Total net debt applicable to limit 58 60 63 65 69 Legal debt margin 336$ 275 $ 252 $ 210 $ 184 $ Note:

Sources: Finance Department, City of Tracy San Joaquin County - Office of the Auditor Controller Fiscal Year
City of Tracy
Legal Debt Margin information (Continued)
Last Ten Fiscal Years
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. However, this provision was enacted when assessed valuation was based upon 25% of market value. Effective with the 1981-82 fiscal year, each parcel is now assessed at 100% of market value (as of the most recent change in ownership for that parcel.) The computations shown above reflect a conversion of assessed valuation data for each fiscal year from the current full valuation perspective to the 25% level that was in effect at the time that the legal debt margin was enacted by the State of California for local governments located within the state. 231
2022 2021 2020 2019 2018
Water revenue bonds/State Loan
Water revenue 29,403,252$ 23,910,369$ 20,475,348$ 16,702,467$ 16,352,909$ Less: Operating Expenses (18,752,844) (16,388,854) (16,711,869) (15,110,318) (14,246,407) Net available revenue 10,650,408 7,521,515 3,763,479 1,592,149 2,106,502 Debt service:

Principal 1,062,698 1,038,261 1,014,385 991,059 968,269 Interest 195,222 219,659 243,535 266,861 289,651 Total Debt Service 1,257,920 1,257,920 1,257,920 1,257,922 1,257,920 Coverage 8.47 5.98 2.99 1.27 1.67 Wastewater revenue bonds:

Wastewater revenue 20,282,263$ 16,904,623$ 23,835,116 24,825,340 15,196,599 Less: Operating expenses (15,337,137) (14,485,122) (12,605,193) (12,340,258) (12,467,159) Net available revenue 4,945,126 2,419,501 11,229,923 12,485,082 2,729,440 Debt service:

Principal 915,000 875,000 840,000 805,000 775,000 Interest 975,418 1,014,818 1,051,480 1,086,235 1,119,028 Total Debt Service 1,890,418 1,889,818 1,891,480 1,891,235 1,894,028 Coverage 2.62 1.28 5.94 6.60 b 1.44 Note: Details regarding the City's outstanding debt can be found in the notes to the basic financial statements.

Operating expenses do not include interest or depreciation expenses. (a) In 2018, there was an increase of Capital Contributions and Grants due to a $3.2M transfer from Tracy Hills Pump Stations JJTP & Capital Acq.
(b) The City received $9.7M in grant funds for Proposition 84 Delta Water Quality Source: City of Tracy. Finance Department
Fiscal Year
City of Tracy
Pledged-Revenue Coverage
Last Ten Fiscal Years
232
2017 2016 2015 2014 2013
Water revenue bonds/State Loan
Water revenue 15,433,348$ 15,438,772$ 17,675,668$ 18,713,676$ 15,649,302$ Less: Operating Expenses (13,671,219) (13,380,117) (13,976,245) (12,785,056) (13,103,307) Net available revenue 1,762,129 2,058,655 3,699,423 5,928,620 2,545,995 Debt service:

Principal 946,003 924,249 902,995 882,230 861,943 Interest 311,917 33,671 354,925 375,690 395,977 Total Debt Service 1,257,920 1,132,923 1,390,419 1,257,919 1,347,920 Coverage 1.40 1.82 2.66 4.71 1.89 Wastewater revenue bonds:

Wastewater revenue 14,434,402 14,092,302 14,558,438 13,030,930 12,025,189 Less: Operating expenses (8,003,091) (7,449,704) (7,823,215) (7,211,266) (6,378,330) Net available revenue 6,431,311 6,642,598 6,735,223 5,819,664 5,646,859 Debt service:

Principal 745,000 720,000 695,000 1,015,000 985,000 Interest 1,153,480 1,182,670 1,208,468 1,236,956 1,285,258 Total Debt Service 1,898,480 1,902,670 1,903,468 2,251,956 2,270,258 Coverage 3.39 3.49 3.54 2.58 2.49 Note: Details regarding the City's outstanding debt can be found in the notes to the basic financial statements.

Operating expenses do not include interest or depreciation expenses. (a) In 2018, there was an increase of Capital Contributions and Grants due to a $3.2M transfer from Tracy Hills Pump Stations JJTP & Capital Acq.
(b) The City received $9.7M in grant funds for Proposition 84 Delta Water Quality Source: City of Tracy. Finance Department
Fiscal Year
City of Tracy
Pledged-Revenue Coverage (Continued)
Last Ten Fiscal Years
233
Labor Census Ratios
Fiscal Population Force Employment Rate Number Employed Year (2) (1) (1) (1) (1) (1)
2013 84,060 32,700 29,600 9.5% 3,100 0.116975 2014 85,146 33,100 30,500 8.0% 2,600 0.134925 2015 84,937 41,200 38,100 7.4% 3,050 0.134182 2016 89,208 42,000 38,800 7.5% 3,000 N/A 2017 90,890 42,100 39,200 6.8% 2,900 N/A 2018 92,553 44,700 43,100 3.7% 1,700 N/A 2019 92,800 43,700 41,800 4.4% 1,900 N/A 2020 95,931 43,700 38,800 11.3% 4,900 N/A 2021 98,601 45,800 42,900 6.2% 2,800 N/A 2022 94,538 46,500 44,700 3.8% 1,800 N/A Sources:

1. California Employment Development Department-Labor Market Information

2. Finance Department, City of Tracy

3. The HdL Companies

4. U.S. Census Bureau
Unemployment
City of Tracy
City of Tracy
Demographics and Economic Statistics
Last Ten Fiscal Years
234
Labor Unemployment
Fiscal Unemployed Population Force Employment Rate Number Year (1) (2) (1) (1) (1) (1)
2013 0.068724 692,997 298,500 253,200 15.20% 45,300 2014 0.112106 701,745 298,800 260,400 12.80% 38,400 2015 0.112256 719,511 309,800 282,600 8.80% 27,200 2016 N/A 733,383 316,900 288,800 8.90% 28,100 2017 N/A 733,709 318,000 293,700 7.60% 24,168 2018 N/A 745,424 332,400 315,700 5.00% 16,700 2019 N/A 752,660 324,500 305,800 5.80% 18,800 2020 N/A 762,148 322,100 283,700 11.90% 38,400 2021 N/A 783,534 333,100 308,200 7.50% 24,900 2022 N/A 784,298 340,000 322,400 5.20% 17,600 Sources:

1. California Employment Development Department-Labor Market Information

2. Finance Department, City of Tracy

3. The HdL Companies

4. U.S. Census Bureau
San Joaquin County
City of Tracy
Demographics and Economic Statistics (Continued)
Last Ten Fiscal Years
235
Taxpayer Name
Number of
Employees Rank
Percentage of
Total City
Employment
Number of
Employees Rank
Percentage of
Total City
Employment
AMAZON.COM SERVICES LLC 4,332 1 15.59% -
FEDEX GROUND PACKAGE SYSTEM, INC 1,607 2 5.78% -
AMAZON.COM SERVICES LLC 1,297 3 4.67% 0.00%
AMAZON.COM SERVICES LLC 1,043 4 3.75% -
TAYLOR FARMS PACIFIC INC 748 5 2.69% 459 1 -
THE HOME DEPOT #5641 700 6 2.52% 250 9 -
MEDLINE INDUSTRIES LP 668 7 2.40% 0.00%
WALMART #2025 410 8 1.48% 226 10 1.10%
LEPRINO FOODS 341 9 1.23% 329 2 1.61%
DHL SUPPLY CHAIN 293 10 1.05% -
COSTCO WHOLESALE #658 252 11 0.91% 123 25 -
DHL SUPPLY CHAIN 226 12 0.81% 0.00%
THE HOME DEPOT #1020 225 13 0.81% 0.00%
PACIFIC MEDICAL INC 208 14 0.75% 184 19 -
CRATE & BARREL 201 15 0.72% -
INTERNATIONAL PAPER 192 16 0.69% -
TEXAS ROADHOUSE 171 17 0.62% -
TARGET STORES T738 163 18 0.59% 308 4 1.50%
ZINUS INC 155 19 0.56%
GLASSFAB TEMPERING 145 20 0.52% 0.00%
THE PERMANENTE MEDICAL 145 21 0.52% -
WINCO FOODS #103 140 22 0.50% -
RESTORATION HARDWARE #903 134 23 0.48% 303 5 -
Y R C 131 24 0.47% 210 15 -
CRATE & BARREL 129 25 0.46% -
SYCAMORE VILLAGE APTS - - - 324 3 1.58%
CMC REBAR - - - 281 6 1.37%
ORCHARD SUPPLY HARDWARE #3000 - - - 255 7 1.24%
BEST BUY - - - 251 8 1.22%
BARBOSA CABINETS INC - - - 218 11 1.06%
SNELLING STAFFING SERVICES - - - 217 12 1.06%
CHESAPEAKE BAY APARTMENTS - - - 216 13 1.05%
GREEN OAKS MOBILE HOME PARK - - - 214 14 1.04%
BEST BUY STORES LP #391 - - - 196 16 0.96%
TEMPLE INLAND - TIN INC - - - 190 17 0.93%
MI PUEBLO FOOD CENTER #21 - - - 186 18 0.91%
BROOKDALE TRACY - - - 156 20 0.76%
WATERSTONE APARTMENTS - - - 156 21 0.76%
TRACY PARK APARTMENTS - - - 132 22 0.64%
MACY'S - - - 127 23 0.62%
APL LOGISTICS - - - 126 24 0.61%
Total Top 25 Employers 14,056 50.59% 5,637 20.04%
Total Citywide Employees 27,786 100.00% 20,498 100.00%
Source: The HdL Companies
2022 2009
City of Tracy
Principal Employers
Current Fiscal Year and Fourteen Years Ago
236
2022 2021 2020 2019 2018 2017 2016 2015 2014 2013
City Attorney 4443444444
City Council 5555555555
City Manager's Office 15 31.5
City Clerk Office 2 12
Cultural Arts Division 16 13.5
Economic Development Division 2 2 2333322
Community Engagement and
Public Information Division 1
Information Technology 9 8
Development Services 63 35 55.5 66 61 61 39 37 40 38
Finance 22 22 25 30 34 32 26 27 24 23
City Treasurer 1111111111
South County Fire Authority 100 97 83 89 82 81 80 79 78 80 Human Resources 12 10 10 9 10 96655
Parks and Recreation 39.5 15 48
a 14 13 23 38 35 41
Administration 6
Maintenance 22
Recreation 60
Community Facilities 19 10.5
Transit 4 3 3333222
Airport 2 2 2222222
Police 160 151.5 157 144 143 139 133 136 135 135
Public Works 96 92 85 84 61 46 46 46
Administrative Services 14 14 9887777
Solid Waste and Recycling 4 4 4111111
Internal 11 12
Aquatics
Utilities Maintenance 21 19
Water 8 18 31 31 30 35 39 39 39
Wastewater 11 7 43 25 25 26 26 27 26
Street, Community Preservation,
Concrete and Traffic
Maintenance 5 1 7 1 5333333
Total 645 561 483 586 515 504* 458 462 456 460
Note 1: Table updated as of FY20-21
Note 2: Amounts prior to 2017 do not include vacant positions. (a) Figure includes all Part-time employees, non-PERS and PERS.

Source: Finance Department, City of Tracy
City of Tracy
Full-Time and Part-Time City Employees
By Function
Last Ten Fiscal Years
Fiscal Year
237
2022 2021 2020 2019 2018
General Government
Building Permits Issued 3,930 3,552 3,184 3,050 2,988 Building Inspections requested 35,160 38,937 22,337 20,384 18,028 Police:

Arrests 1,642 1,156 1,859 2,705 2,768 Parking citations issued 773 427 618 1,291 1,022 Traffic violations 3,094 1,968 2,524 4,063 3,320 Fire:

Number of emergency calls 10,644 9,029 9,014 9,031 8,811 Inspections 2,868 2,187 2,005 3,002 3,374 Water:

Water Mains (miles) 480 472 465 452 440 New connections 882 653 383 295 256 Maximum Daily Capacity (gallons)
(millions of gallons) 57 57 57 57 57 Average daily consumptions (gallons)
(millions of gallons) 17 18 18 15 17 Sewer:

Sanitary Sewer (miles) 475 465 460 450 440 New connections 858 644 373 285 256 Average daily treatment (gallons)
(millions of gallons) 10 10 10 9 8.88 Airport:

Hangar rentals 94 79 69 68 76 Solid waste:

Refuse collected (tons per day) 328 301 285 278 266 Recyclables collected (tons per day) 84
89 86 86 81 Transit:

Average daily passengers 273 174 432 552 546 Total fixed route miles 264,472 265,926 272,622 344,724 341,126 Source: City of Tracy Departments
City of Tracy
Operating Indicators by Function / Program
Last Ten Fiscal Years
Fiscal Year
238
2017 2016 2015 2014 2013
General Government
Building Permits Issued 2,904 2,736 2,852 1,924 1,435 Building Inspections requested 16,260 17,025 13,824 9,128 6,189 Police:

Arrests 2,894 2,732 2,502 2,541 2,765 Parking citations issued 1,335 1,685 1,160 1,454 1,472 Traffic violations 4,630 6,341 5,450 3,798 3,519 Fire:

Number of emergency calls 7,351 6,924 6,811 6,443 6,322 Inspections 3,785 5,164 4,071 3,333 3,114 Water:

Water Mains (miles) 431 426 426 420 410 New connections 1,173 228 74 45 23 Maximum Daily Capacity (gallons)
(millions of gallons) 57 57 57 57 57 Average daily consumptions (gallons)
(millions of gallons) 16 13 14 15 15 Sewer:

Sanitary Sewer (miles) 426 421 421 415 410 New connections 650 227 74 45 22 Average daily treatment (gallons)
(millions of gallons) 10 10.0 9.5 9.5 10 Airport:

Hangar rentals 76 62 76 76 76 Solid waste:

Refuse collected (tons per day) 264 252 221 211 205 Recyclables collected (tons per day) 86
76 69 66 65 Transit:

Average daily passengers 585 505 519 444 418 Total fixed route miles 302,039 358,405 313,380 228,817 237,089 Source: City of Tracy Departments
City of Tracy
Operating Indicators by Function / Program (Continued)
Last Ten Fiscal Years
Fiscal Year
239
2022 2021 2020 2019 2018
Police:

Number of stations 1 1 1 1 1
Fire:

Number of stations 7 6 6 6 6
Public works:

Number of street lights 6,929 6,928 6,142 6,141 6,141 Number of traffic signals 77 77 76 75 75
Parks and recreation:

Number of parks 77 77 77 77 77
Number of community centers 3 3 3 3 3
Water:

Water mains (miles) 480 472 465 450 440
Wastewater
Sanitary sewers (miles) 475 465 460 452 440
Airport:

Number of hangars 94 79 69 68 76
Transit:

Number of vehicles 17 15 15 15 15
Source: City of Tracy Departments
City of Tracy
Capital Asset Statistics by Function / Program
Last Ten Fiscal Years
Fiscal Year
240
2017 2016 2015 2014 2013
Police:

Number of stations 1 1 1 1 1
Fire:

Number of stations 6 6 7 7 7
Public works:

Number of street lights 6,110 6,110 6,004 5,430 5,430 Number of traffic signals 85 85 84 84 78
Parks and recreation:

Number of parks 77 77 76 76 76
Number of community centers 3 3 3 3 3
Water:

Water mains (miles) 431 426 426 420 410
Wastewater
Sanitary sewers (miles) 426 421 421 415 410
Airport:

Number of hangars 76 62 76 76 76
Transit:

Number of vehicles 15 15 15 15 15
Source: City of Tracy Departments
Fiscal Year
City of Tracy
Capital Asset Statistics by Function / Program (Continued) Last Ten Fiscal Years
241
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242

APPROVED AS TO FORM AND LEGALITY
________________________
CITY
ATTORNEY’S OFFICE
TRACY

CITY COUNCIL
RESOL
UTION NO. _______________

ADOPT A RESOLUTION ACCEPTING THE ANNUAL COMPREHENSIVE FINANCIAL REPORT FOR THE FISCAL YEAR ENDED JUNE 30, 2022
WHEREAS, The financial statements of the City of Tracy for the fiscal year ended June 30, 2022, have been prepared by the City’s Finance Department, and WHEREAS, The annual financial statements were examined by t he independent public accounting firm of The Pun Group, and
WHEREAS, The City prepared the Annual Comprehensive Financial Report for the fiscal year ended June 30, 2022 and the auditor’s opinion is included therein, and WHEREAS, It is the opinion of the auditors that t he financial st atements present fairly the financial position of the City as of June 30, 2022, and that the statements were prepared in accordance with accounting principles generally accepted in the United States of America; now, therefore, be
it
RESOLVED: That the City Council of the City of Tracy does hereby accept the Annual Comprehensive Financial
Report for the fiscal year ended June 30, 2022.
* * *
* * * * * * * * * * * * * * * *
The foregoing Resolution 2023-_____ was adopted by the Tracy City Council on March 7, 2023, by the following vote:

AYES: COUNCIL
MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTENTION: COUNCIL MEMBERS:
___________________________________________
NANCY
D. YOUNG
Mayor of the City of Tracy, California
ATTEST:____________________________

ADRIANNE RICHARDSON
City Clerk and Clerk of the Council of the
City of Tracy, California
March 7, 2023
Agenda Item 3.A
RECOMM

ENDATION
Staff
recommends that City Council conduct a public hearing to 1) consider the award of local priority funding allocations for Community Development Block Grant (CDBG) and HOME Investment Partnership program funds for Fiscal Year 2023-2024, and upon conclusion, 2) adopt a resolution authorizing the City Manager, or his designee, to execute the funding agreements and other implementing documents.

EXECUTI

VE SUMMARY
Consider
and approve the recommendation to award Community Development Block Grant funding in the amount of $506,211 and Home Investment Partnerships Program funding in the amount of $181,610 for Fiscal Year (FY) 2023-24. The list of priority-ranked funding allocations and award recommendations are due to the County of San Joaquin by March 10, 2023 for final funding determinations as part of the annual entitlement program process. This item also seeks Council’s authorization for the City Manager to execute the Funding Agreements and all other relevant agreements for the implementation of these programs.

BACKG

ROUND AND LEGISLATIVE HISTORY
Communi
ty Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funds are allocated to cities and counties by the United States Department of Housing and Urban Development (HUD) for use in projects that make for a viable community, with local programs and services that provide decent housing, a suitable living environment, and expand economic opportunities for low- and moderate-income individuals and families. The City of Tracy receives an annual pass-through allocation from the County of San Joaquin (County), which serves as the entitlement agency.

On Nove
mber 15, 2016, the City Council adopted local funding priorities to be considered in the annual allocation process and to be used as a guide for the Parks and Community Services Commission (Commission) in formulating proposed award recommendations through Fiscal Year 2023-2024. These priorities are listed below by category and in priority order:

CDBG
Public
Services Category:
(1) Food Dis
tribution Services
(2) Homelessness Prevention, Intervention and Transitional Housing Services
(3) Senior and Special Needs Services
(4) Domestic Violence Services
(5) Youth Education and Enrichment Services
Public
Facilities/Improvements Category:
(1) Publi
c Parks and Facilities
Agenda Item 3.A
March 7, 2023

Page 2 ends

(2) Remov
al of Architectural Barriers (ADA)
HOME
(1) Address issues of public safety, health, and welfare (2) Rehabilitate residential properties occupied by low-income persons (3) Partner to construct income restricted family and senior housing facilities
Funding Av
ailability
On Februar
y 28, 2023, the County provided the final allocation amounts of CDBG and HOME funds, approved by HUD and allocated to the City of Tracy in the FY 2023-2024 program year:

CDBG
Public
Services Allocation (15%) $ 75,932
Public Improvements/Public Facilities $ 430,279
Total $ 506,
211
HOME
Home Elig
ible Activities Total $ 181, 610
These all
ocation amounts are based on a final funding determination by HUD. HUD regulations, codified in the Code of Federal Regulations (CFR) Title 24, Part 570, require CDBG Public Services allocations to be limited to 15% of the total annual CDBG allocation. Up to 20% of the funding may be allocated for grant administration, and the remaining CDBG funding is dedicated to Public Improvements/Public Facilities projects.

Parks
and Community Services Commission Recommendation:

In order
to encourage meaningful citizen involvement, public examination, and appraisal of the process, as well as enhance program accountability, a subcommittee of the Parks and Community Services Commission evaluates, scores and makes funding allocation recommendations on the CDBG and HOME fund applications. The subcommittee is comprised of two members of the Commission, appointed annually by the Commission Chair, and a City staff member. The role of the subcommittee is to review applications for consistency with adopted local funding priorities, score and prioritize the funding of applications, and make a funding allocation recommendation to the full Commission. The Parks and Community Services Commission then makes a formal recommendation to the City Council. The Tracy City Council is then asked to review and accept the CDBG funding recommendations from the Commission, which will later go before the San Joaquin Board of Supervisors for final approval.

CDBG and HOME
grant applications for FY 2023-2024 were available beginning December 27, 2022, with a submittal deadline of January 30, 2023. A hybrid informational meeting on the CDBG and HOME grant program was held both in-person at City Hall, with the option to join virtually via Microsoft Teams, on January 18, 2023.

Agenda Item 3.A
March 7, 2023

Page 3 ends

The subcommittee individually scored each application, applied the funding allocation formula adopted by the Parks and Community Services Commission on December 6, 2018 (Attachment A) to the applications, and made a funding allocation recommendation t o be presented by City st
aff to the full Parks and Community Services Commission on February 13, 2023. The scoring process took i nto consideration City Council’s local funding priorities, as well as HUD’s national r
equirements for each grantee application. Individual scores for each application were averaged to determine a final score.

In addition to the six (6) el igible applications r eceived by local non-profit agencies in the public services category, the City received one (1) direct allocation request for the San Joaquin Fair Housing Association to support affordable housing and one (1) direct allocation request for the San Joaquin County Food Services Pool. The San Joaquin County Food Services Pool is managed by the County on a competitive application basis. This year, the County received two (
2) applications for countywide CDBG funded programs for food distribution services. These San Joaquin County Food Services Pool applicants are also eligible to receive funding from other cities and the County as part of the entitlement consortium because they serve multiple communities in addition to Tracy.

The City also requested one (1) direct allocation for grant administration and received two (2) eligible applications for the CDBG Public Improvements/Public Facilities category. One (1) eligible application was received for the HOME program.

The County requires CD BG Public Service awards be allocated at a minimum of $5,000, with no maximum funding amount per applicant, and a minimum award of $150,000, and a maximum of $2 million for CDBG Public Improvements/Public Facilities awards. The re are no established funding award limits for HOME projects or programs. All contracts between the City and its grantees are for two (2) year terms allowing increased flexibility in the delivery of services and projects to the community.

On February 13, 2023, the Parks and Community Services Commission conducted a special publi
c meeting to consider the CDBG/HOME funding recommendations of the Commission’s appoint
ed subcommittee. During the discussion, staff presented each applicant’s funding request and the subcommittee’s funding recommendation. The recommendation for the P ublic Services category was to award the maximum amounts based on the limits set within the funding allocation formula. All public services applicants were awarded the maximum amount based on their rank and tier maximum as established in the funding allocation formula. After all Public Service project r ecommendations w ere determined, there was a remaining balance of $1,293. The subcommittee recommended funding one of the two Public Facilities/Improvement project applications and further recommended to reallocate all remaining funds from t he public services category to the recommended Public Faci lities project. The Parks and Community Services Commission’s final recommendation was to move forward wi th the recommendations provided by the P arks Commission sub-committee (Attachment B).

On February 28, 2023, following the Commission meeting, HUD approved and provided to the Count
y their final budget in which the County notified the City of Tracy of the final program funding allocations. The approved allocation amounts reflected an increase of $10,627 in CDBG funds and an increase of $1,437 in HOME funds from the previous year. S taff recommends allocating the additional $10,627 in CDBG funds to the r ecommended Public Agenda Item 3.A
March 7, 2023

Page 4 ends

Facilities/Improvement project. Additionally, staff recommends allocating the additional $1,437 in HOME funds to the sole applicant of HOME funding.

Public Services Allocation:
• Direct Allocation to San Joaquin County Fair Housing to be $5,500 • Direct Allocation to the County food services pool (Mobile Farmer’s Market and Meals on Wheels) to be $13,544
• Application ranked 1 will be funded the requested amount up to a max of $12,000 • Application ranked 2 will be funded at $10,000 (full request) • Applications ranked 3 and 4 will be funded the requested amount up to a maximum allocation of $8,000 each
• Application ranked 5 will be funded at $8,000
• Application ranked 6 will be funded at $8,000
Public
Facilities/Improvements Allocation:
• Direct Allocation to City of Tracy for Grant Administration $84,000 • Application ranked 1 will be funded at $349,167
• Application ranked 2 will not be funded
HOME
Investment Partnership Allocation:
• Application ranked 1 will be funded at $181,610
The County
is expected to review and consider final approval of all locally recommended projects by May 2, 2023. Staff further requests that Council authorize the City Manager to execute the funding agreements and all other relevant agreements with the recipients, on behalf of the City (Attachment C).

PUBLI

C OUTREACH / INTEREST
Economi
c Development staff held a hybrid informational meeting on the CDBG and HOME programs in-person at City Hall with the option to join virtually via Microsoft Teams on January 18, 2023. This informational meeting was intended to provide applicants guidance through the application process and answer program questions.

CEQA DET

ERMINATION
CEQA
determination is not required of this item.

FISCAL
IMPACT
The City
of Tracy, as a subrecipient of the County, will be allocated $506,211 in CDBG funds for FY 2023-2024 for use by its selected grantees. The City will also be allocated $181,610 in FY 2023-2024 in HOME funds.

STRATEG

IC PLAN
This agenda it
em supports the City of Tracy’s Quality of Life Strategic Priority, which is to provide an outstanding quality of life by enhancing the City’s amenities, business mix and Agenda Item 3.A
March 7, 2023

Page 5 ends

services, and cultivating connections to promote positive change and progress in our community.

ACT

ION REQUESTED OF THE CITY COUNCIL
Staff requests that City Council conduct a public hearing to 1) consider the award of local priority funding allocations for Community Development Block Grant (CDBG) and HOME Inve
stment Partnership p rogram f unds for Fi scal Y ear 2023-2024, and upon conclusion, 2) adopt
a resolution authorizing the City Manager, or his designee, to execute the funding agr
eements and other implementing documents.

Prepared by: Joseph Viorge-Koide, Economic Development Administrative Technician Reviewed by: Sara Cowell, Finance Director
Karin Schnaider, Assistant City Manager
Approved by
: Midori Lichtwardt, Acting City Manager

ATTACHMENTS
Attachment
A – City Council approved funding formula
Attachment B – Parks and Community Services Commission Priority Ranking & Funding

List
Attachment C – City of Tracy, CDBG Subrecipient Agreement Attachment D - Powerpoint Presentation

6 FUNDING ALLOCATION FORMULA –P U B L I C SERVICE
Adopted by PCSC on Dec 6, 2018
Should the City receive more funding than estimated, additional programs may be funded in ranking order.
1) The top 2
scoring
applications will
be funded the
requested
amount up to
$12,000
2) Applications
ranked 3 & 4 will
be funded the
requested
amount up to
$8,000
3) Applications
ranked 5 and
below will receive
$5,000 in order of
ranking until
funds are
exhausted
4) Any remaining
funds less than
$5,000 will be
distributed to
applicants 5 and
below until
exhausted
(cannot exceed
Tier 2 amounts)
Attachment A
Attachment B
Adj. (+/-)
Estimated Total CDBG allocation 495,584$ (+$10,627) Total Public Services Allocation (15% cap) 74,338$ (+1,594) Total Public Facs / Econ Development Allocation (85%) 421,246$ (+9,033) Total HOME Fund Allocation 180,173$ (+1,437)
$74,338 $421,246
$73,044 $422,539
$1,293 $0
Funding Request
5,500.00$ $5,500 $5,500 5,500.00$
13,544.00$ $13,544 $13,544 13,544.00$
12,000.00$ $12,000 $12,000 12,000.00$
10,000.00$ $10,000 $10,000 10,000.00$
12,000.00$ $8,000 $8,000 8,000.00$
Final PS Allocation (15% Cap)
Recomm. to City
Council
Funding Available:

Public Service Funded
Funding Available:

Public Facilities &
Improvements
Estimated Public Facilities &
Improvements
Amt. +/- Avail. Funds
PS Funding Available: $75,932 PF Funding Available: $430,279 Applicant Project Title
PS Allocated: $73,044 PF Allocated: $433,167
FINAL Public Services
Tracy Interfaith Ministries Hunger Relief and Food Distribution Boys & Girls Clubs of Tracy
City Council
Approved
Funding
Coalition of Tracy Citizens to Assist the
Homeless (CTCAH)
Emerson House Operations - New Program Director Salary
Supplement
(2) Homelessness, Prevention,
Intervention and Transitional
Housing Services
North Enrichment Program
(5) Youth Education and
Enrichment Services
Direct Allocation
Commission
Recommended
Funding
Subcommittee
Recommended
FundingLocal Priority
San Joaquin Fair Housing
SJ County Food Services Pool
Affordable Housing and Counseling Services
Food Distribution Services (Mobile Farmers Market &
Meals on Wheels)
(1) Food Distribution
Direct Allocation
2023-2024 CDBG/HOME Funding Recommendations
CDBG/Public Service Projects
Applicant Summaries
Estimated Public Services
Amt. +/- Avail. Funds
Final /Actual CDBG Allocation $506,211
$75,932
Final PF/Impr. Allocation $430,279
$181,610Final/Actual HOME Allocation
FINAL Public Facilities & Imp.
12,000.00$ $8,000 $8,000 8,000.00$
52,540.00$ $8,000 $8,000 8,000.00$
8,530.00$ $8,000 $8,000 8,000.00$
Total Public Service $126,114 Total PS
Funded $73,044 $73,044 73,044 $0
Funding Request Eligible Activity
84,000.00$ $84,000 $84,000 $84,000
450,000.00$ $338,540 $338,540 $349,167
165,558.00$ $0 $0 $0
$ 699,558.00 Total PF
Funded $422,540 $422,540 $433,167
$495,584 $495,584 $506,211
Funding Request Eligible Activity
$180,173.00 $180,173 $180,173 $181,610
Total
Funded $180,173 $180,173 $181,610 $0
$180,173 $180,173 $181,610 $0
Tracy Earth Project, Inc.

Total Public Facilities & Improvements
Total HOME Funding
Recommended
Applicant Project Title
(2) Rehabilitate residential
properties occupied by low
income persons
Housing Authority of the County of
San Joaquin
Tracy Homes Phase I
Total CDBG Funding
Recommended
(5) Youth Education and
Enrichment ServicesTracy Bike Life Youth Program
Night Supervisor Salary / Family Crisis Intervention
Program
Roya Foundation
McHenry House Tracy Family Shelter
(2) Homelessness, Prevention,
Intervention and Transitional
Housing Services
Youth Technology Center
Total HOME
City of Tracy
Mc Henry House Tracy Family Shelter
Applicant Project Title
Temporary Emergency Housing Shelter (Arbor Road)
Project
(5) Youth Education and
Enrichment Services
Painting of Shelter Exterior & Chimney Repair (1) Public Parks and Facilities City Council
Approved
Funding
Recomm. To City
Council
Subcommittee
Recommended
Funding
Commission
Recommeded
Funding
Recomm. To City
Council
City Council
Approved
Funding
(1) Public Parks and Facilities
CDBG/Public Facilities & Improvement Projects
City of Tracy Grant Administration Direct Allocation
Subcommittee
Recommended
Funding
Commission
Recommeded
Funding
HOME Investment Partnership Projects

ATTACHMENT C
- 1 -

AGREEMENT BETWEEN THE CITY OF TRACY
AND _______________

FOR COMMUNITY DEVELOPMENT BLOCK GRANT
FUNDING FOR FISCAL YEAR 2023-2024

THIS AGREEMENT entered into this ____ day of _______________________ 2023 by and between the City of Tracy (herein called the "Grantee") and _____________ (herein called the "Subrecipient"). Grantee and Subrecipient are collectively referred to as the “Parties” or individually as “Party.”

WHEREAS, the Grantee has applied for and received funds from the United States Government under Title I of the Housing and Community Development Act of 1974, Public Law 93- 383 (the “Act”); and,

WHEREAS, the Grantee wishes to engage the Subrecipient to assist the Grantee in utilizing such funds to the benefit of low-income residents;

NOW, THEREFORE, it is agreed between the parties hereto that;

I. SCOPE OF SERVICE
A. Activities
The Subrecipient will be responsible for administering a CDBG fiscal year 20 23 - 2024 program in a manner satisfactory to the Grantee and consistent with any standards required as a condition of providing these funds. Subrecipient hereby agrees to use the CDBG funds provided to Subrecipient solely for the project. Such program will include the following activities eligible under the Community Development Block Grant Program:

(PROJECT DESCRIPTION)

B. Nat ional Objectives
The Subrecipient certifies that the activities carried out with funds provided under this Agreement will meet one or more of the CDBG program's National Objectives: 1) benefit low/moderate income persons, 2) aid in the prevention or elimination of slums of blight, or 3) meet community development needs having a particular urgency, as defined in 24 CFR Part 570.208. Subrecipient shall be required to repay the Grantee for any CDBG funds expended by Subrecipient on any project, or portion thereof, that does not meet a national objective as defined above.

C. Level
s of Accomplishment
In addition to the normal administrative services required as part of this Agreement, the Subrecipient agrees to provide the following levels of program services:

(DESCRIPTION OF SERVICES)

D. Sta ffing
Staffing is the responsibility of the Subrecipient. The Subrecipient will provide staff assistance in preparing and submitting invoices to the Grantee for payment of CDBG funds.

E. Per
formance Monitoring
The Grantee will monitor the performance of the Subrecipient against goals and performance standards required herein. Substandard performance as determined by the

ATTACHMENT C
- 2 -

Grantee will constitute non- compliance with this Agreement. If action to correct such substandard performance is not taken by the Subrecipient within a reasonable period of time after being notified by the Grantee, contract suspension or termination procedures will be initiated.

F. Subr ecipient Representations
Subrecipient hereby represents and warrants that: 1) it has read and is familiar with all of the terms and provisions of the Act and the regulations applicable to Subrecipient; 2) is a nonprofit organization permitted to receive CDBG funds under the Act and related regulations; and 3) the use of the facility, the project, and/or the expenses to be reimbursed by the CDBG funds, as described in the budget below are permitted uses of CDBG funds under the Act and the related regulations.

G. Feder al Award Identification.

Federal award identification information regarding the funding provided to Subrecipient by this Agreement, as required by 24 CFR 200.331, is included in Exhibit A, attached hereto and incorporated herein.

II. TIME OF P ERFORMANCE
Unless earlier terminated as provided for herein, the term of this Agreement shall start on the first day of July, 2023 and end on the 30th day of June 2024 (the “Term”). The Term shall be extended to cover any additional time period during which the Subrecipient remains in control of CDBG funds or other assets, including program income.

III. BUDGET
Line Item: Amount:

Salaries
Fringe
Office Space (Program Only)
Utilities
Communications
Reproduction/Printing
Supplies and Materials
Mileage
Audit
Other (program implementation)
In
direct costs (specify)
TOTAL $

Any indirect costs charged must be consistent with the conditions of Paragraph VIII (C)(2) of this Agreement. In addition, the Grantee may require a more detailed budget breakdown than the one contained herein, and the Subrecipient shall provide such supplementary budget information in a timely fashion in the form and content prescribed by the Grantee.

The Grantee and the Subrecipient must approve any amendments to this budget in writing.

IV. PAYMEN T
It is expressly agreed and understood that the total amount to be paid by the Grantee under this contract shall not exceed $ AMOUNT For Public Services/Public Facilities/Improvements. CDBG funds shall be used solely to reimburse the actual expenses incurred by Subrecipient for the project as set forth in the Budget in Paragraph III above. Expenses for general administration shall also be paid against the line item budgets specified in Paragraph III and in accordance with performance.

ATTACHMENT C
- 3 -

Payments may be contingent upon certification of the Subrecipient's financial management system in accordance with the standards specified in OMB Circular A -87, Section 85.20.

Subrecipient shall be required to repay the Grantee for any CDBG funds expended by Subrecipient on any project, or portion thereof, that does not meet a national objective as defined above

N ot more frequently than monthly and at least quarterly, Subrecipient shall submit an invoice to Grantee, in a form acceptable to the Grantee, setting forth the amounts actually expended by Subrecipient for the project. Said invoice shall, at a minimum, set forth each budget category for which reimbursement is sought, a description of the expense, the total budgeted amount for the category, the amount requested to be reimbursed for each budget category, and the total amount expended for each budget category to date. Said invoice shall be accompanied with such additional supporting information as requested by the Grantee, including, but not limited to, paid receipts for each expense.

V. NOTICES
Any notice, demand, request, document, consent, approval, or communication either party desires or is required to give to the other party or any other person shall be in writing and either served personally or sent by prepaid first -class mail to the following contract representatives:

Gr antee Subrecipient

Name & Title: Michael Rogers Name
City Manager Title
City of Tracy Organization
Address: 3 33 Civic Center Drive Address
City, State, Zip: Tracy, CA 95376 City, State, Zip Code Telephone: 209-831-6115 XXX-XXX-XXXX
Fax Number: 209-830-6837 XXX-XXX-XXXX

Notice shall be deemed communicated at the time personally delivered or in seventy-two (72) hours from the time of mailing if mailed as provided in this Paragraph.

VI. SPECIAL CONDITIONS
Not Applicable.

VII. GENERAL CONDITIONS
A. General Compliance
The Subrecipient agrees to comply with the requirements of Title 24 of the Code of Federal Regulations, Part 570 (the Housing and Urban Development regulations concerning Community Development Block Grants (CDBG)), including but not limited to Subpart K of 24 CFR Part 570. The Subrecipient also agrees to comply with all other applicable federal, state and local laws, regulations, and policies governing the funds provided under this contract, including but not limited to 24 CFR Part 84. The Subrecipient further agrees to utilize funds available under this Agreement to supplement rather than supplant funds otherwise available. Subrecipient shall obtain, at its sole cost and expense, such licenses, permits and approvals as may be required by law for the performance of the project.

B. "I
ndependent Contractor"

ATTACHMENT C
- 4 -

Nothing contained in this Agreement is intended to, or shall be construed in any manner, as creating or establishing the relationship of employer/employee between the parties. The Subrecipient shall at all times remain an "independent contractor" with respect to the services to be performed under this Agreement. The Grantee shall be exempt from payment of all Unemployment Compensation, FICA, retirement, life and/or medical insurance and Workers' Compensation Insurance as the Subrecipient is an independent subrecipient.

Subrecipient shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of Grantee.

C. Indem
nification and Hold Harmless
The Subrecipient shall hold harmless, defend and indemnify the Grantee from any and all claims, actions, suits, charges, liabilities, costs and expenses (including attorneys’ fees) and judgments whatsoever that arise out of or in connection with, either directly or indirectly, the Subrecipient's performance or nonperformance of the services or subject matter called for in this Agreement.

D. Insurance

Consultant shall, throughout the duration of this Agreement, maintain insurance to cover Consultant, its agents, representatives, and employees in connection with the performance of services under this Agreement at the minimum levels set forth herein.

1. Commercial General Liability (with coverage at least as broad as ISO form CG 00 01 01 96) “per occurrence” coverage shall be maintained in an amount not less than $2,000,000 general aggregate and $1,000,000 per occurrence for general liability, bodily injury, personal injury, and property damage.

2. Automobile Liability (with coverage at least as broad as ISO form CA 00 01 07 97, for “any auto”) “claims made” coverage shall be maintained in an amount not less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation coverage shall be maintained as required by the State of California.

4. Professional Liability “claims made” coverage shall be maintained to cover damages that may be the result of errors, omissions, or negligent acts of Consultant in an amount not less than $1,000,000 per claim.

5. Endorsements. Consultant shall obtain endorsements to the automobile and commercial general liability insurance policies with the following provisions:

5.1 The City (including its elected officials, officers, employees, agents, and volunteers) shall be named as an additional “insured.”

5.2 For any claims related to this Agreement, Consultant’s coverage shall be primary insurance with respect to the City. Any insurance maintained by the City shall be excess of the Consultant’s insurance and shall not contribute with it.

6. Notice of Cancellation. Consultant shall notify the City if the policy is canceled before the expiration date. For the purpose of this notice requirement, any material change in the policy prior to the expiration shall be considered a cancellation.

Consultant shall immediately obtain a replacement policy.

7. Authorized Insurers. All insurance companies providing coverage to Consultant shall be insurance organizations authorized by the Insurance Commissioner of the State of California to transact the business of insurance in the State of California.

8. Insurance Certificate. Consultant shall provide evidence of compliance with the insurance requirements listed above by providing a certificate of insurance and endorsements, in a form satisfactory to the City, before the City signs this Agreement.

ATTA CHMENT C
- 5 -

9. Substi tute Certificates. Consultant shall provide a substitute certificate of insurance no later than 30 days prior to the policy expiration date of any insurance policy required by this Agreement.

10. Consul
tant’s Obligation. Maintenance of insurance by the Consultant as specified in this Agreement shall in no way be interpreted as relieving the Consultant of any responsibility whatsoever (including indemnity obligations under this Agreement), and the Consultant may carry, at its own expense, such additional insurance as it deems necessary. Failure to provide or maintain any insurance policies or endorsements required herein may result in the City terminating this Agreement.

E. Grant or Recognition
The Subrec ipient shall insure recognition of the role of the grantor agency in providing services through this contract. All activities, facilities and items utilized pursuant to this contract shall be prominently labeled as to funding source. In addition, the Subrecipient will include a reference to the support provided herein in all publications made possible with funds made available under this contract.

F. Amendm ents
The Grant ee or Subrecipient may amend this Agreement at any time provided that such amendments make specific reference to this Agreement, and are executed in writing, signed by a duly authorized representative of both organizations, and approved by the Grantee's governing body, if necessary. Such amendments shall not invalidate this Agreement, nor relieve or release the Grantee or Subrecipient from its obligations under this Agreement.

The Gr
antee may, in its discretion, amend this Agreement to conform with federal, state or local governmental guidelines, policies and available funding amounts, or for other reasons.

If such amendments result in a change in the funding, the scope of services, or schedule of the activities to be undertaken as part of this Agreement, such modifications will be incorporated only by written amendment signed by both Grantee and Subrecipient.

G. Suspens ion or Termination
Either party may terminate this contract at any time by giving written notice to the other party of
such termination and specifying the effective date thereof at least 30 days before the effective date of such termination. Partial terminations of the Scope of Service in Paragraph I.A above may only be undertaken with the prior approval of the Grantee. In the event of any termination for convenience, all finished or unfinished documents, data, studies, surveys, maps, models, photographs, reports or other materials prepared by the Subrecipient under this Agreement shall, at the option of the Grantee, become the property of the Grantee, and the Subrecipient shall be entitled to receive just and equitable compensation for any satisfactory work completed on such documents or materials prior to the termination.

The Grant
ee may also suspend or terminate this Agreement, in whole or in part, if the Subrecipient materially fails to comply with any term of this Agreement, or with any of the rules, regulations or provisions referred to herein after Grantee provides notice and a reasonable opportunity to cure; and the Grantee may declare the Subrecipient ineligible for any further participation in the Grantee's contracts, in addition to other remedies as provided by law.

VIII. ADMINISTRATIVE REQUIREMENTS
A. Financi al Management

1. Acc ounting Standards

ATTA CHMENT C
- 6 -
The Subrec ipient agrees to comply with 24 CFR Part 84 and agrees to adhere to the accounting principles required therein, utilize adequate internal controls, and maintain necessary source documentation for all costs incurred.

2. Cost Principles
The Subrec ipient shall administer its program in conformance with OMB Circulars A-122, "Cost Principles for Non-Profit Organizations," or A-21, "Cost Principles for Educational Institutions," as applicable. These principles shall be applied for all costs incurred whether charged on a direct or indirect basis.

B. Docum entation and Record-Keeping

1. Recor ds to be Maintained
The Subrec ipient shall maintain all records required by the federal regulations specified in 24 CFR Part 570.506, that are pertinent to the activities to be funded under this Agreement. Such records shall include but not be limited to:
a. Recor
ds providing a full description of each activity undertaken; b. Records demonstrating that each activity undertaken meet one of the National Objectives of the CDBG program;
c. Records required determining the eligibility of activities; d. Records required to document the acquisition, improvement, use or disposition of real property acquired or improved with CDBG assistance;
e. Records documenting compliance with the fair housing and equal opportunity components of the CDBG program;
f. Financial records as required by 24 CFR Part 570.502, and 24 CFR Part 84; and
g. Other records necessary to document compliance with Subpart K of 24 CFR 570.

2. Retent ion
The Subr ecipient shall retain all records pertinent to expenditures incurred under this contract for a period of four (4) years after the termination of all activities funded under this Agreement. The retention period starts from the date of submission of the consolidated annual performance and evaluation report (CAPER), in which the specific activity is r eported on for the final time. Records for non- expendable property acquired with funds under this contract shall be retained for four (4) years after final disposition of such property. Records for any displaced person must be kept for four (4) years after he/she has received final payment. Notwithstanding the above, if there is litigation, claims, audits, negotiations or other actions that involve any of the records cited and that have started before the expiration of the four-year period, then such records must be retained until completion of the actions and resolution of all issues, or the expiration of the four-year period, whichever occurs later.

3. Clien t Data
The Subr ecipient shall maintain client data demonstrating client eligibility for services provided. Such data shall include, but not be limited to, client name, address, income level or other basis for determining eligibility, and description of service provided. Such information shall be made available to Grantee monitors or their designees for review upon request.

ATTACHMENT C
- 7 -

4. Disclosure
The Subrecipient understands that client information collected under this contract is private and the use or disclosure of such information, when not directly connected with the administration of the Grantee's or Subrecipient's responsibilities with respect to services provided under this contract, is prohibited unless written consent is obtained from such person receiving service and, in the case of minor, that of a responsible parent/guardian.

5. Pr
operty Records\Reversion of Assets
The Subrecipient shall maintain real property inventory records that clearly identify properties purchased, improved or sold. Properties retained shall continue to meet eligibility criteria and shall conform to the "changes in use" restrictions specified in 24 CFR Parts 570.503(b)(8), as applicable.

a. Reversion of assets. Any real property acquired or improved in whole or in part using CDBG funds in excess of $25,000 shall be used as indicated in this agreement (including the beneficiaries of such use) for a period of at least five years after the closeout of the County’s grant from which the assistance was provided.

Any changes in the use or planned use of assisted real property shall be bound by the requirements of 24 CFR 570.505.

6. Clos
e-Outs
The Subrecipient's obligation to the Grantee shall not end until all closeout requirements are completed. Activities during this closeout period shall include, but are not limited to: making final payments, disposing of program assets (including the return of all unused materials, equipment, unspent cash advances, program income balances, and accounts receivable to the Grantee), and determining the custodianship of records.

7. Audi
ts and Inspections
All Subrecipient records with respect to any matters covered by this Agreement shall be made available to the Grantee, grantor agency, their designees or the federal government, at any time during normal business hours, as often as the Grantee or grantor agency deems necessary, to audit, examine, and make excerpts or transcripts of all relevant data. Any deficiencies noted in audit reports must be fully cleared by the Subrecipient within 30 days after receipt by the Subrecipient. Failure of the Subrecipient to comply with the above audit requirements will constitute a violation of this contract and may result in the withholding of future payments. The Subrecipient hereby agrees to have an annual agency audit conducted in accordance with current Grantee policy concerning Subrecipient audits and, as applicable, OMB Circular A-133.

C. Repor
ting and Payment Procedures

1. Program Income
The Subrecipient shall report monthly, on a monthly basis, all program income as defined at 24 CFR 570.500(a) generate by activities carried out with CDBG funds made available under this contract. The use of program income by the Subrecipient shall comply with the requirements set forth at 24 CFR 570.504. By way of further limitations, the Subrecipient may use such income during the contract period for

ATTA CHMENT C
- 8 -
activities permitted under this contract and shall reduce requests for additional funds by the amount of any such program income balance on hand. All unused program income shall be returned to the Grantee at the end of the contract period. Any interest earned on cash advances from the U.S. Treasury is not program income and shall be remitted promptly to the Grantee.

2. Indir ect Costs
If indirect costs are charged, the Subrecipient will develop an indirect cost allocation plan for determining the appropriate Subrecipient's share of administrative costs and shall submit such plan to the Grantee for approval, in a form specified by the Grantee.

3. Paym ent Procedures
The Grant ee will pay to the Subrecipient funds available under this contract based upon information submitted by the Subrecipient and consistent with any approved budget and Grantee policy concerning payments. With the exception of certain advances, payments will be made for eligible expenses actually incurred by the Subrecipient, and not to exceed actual cash requirements. Payments will be adjusted by the Grantee in accordance with advance fund and program income balances available in Subrecipient accounts. In addition, the Grantee reserves the right to liquidate funds available under this contract for costs incurred by the Grantee on behalf of the Subrecipient.

4. Progr ess Reports
The Subrec ipient shall submit regular Progress Reports to the Grantee in a form, similar to Appendix "A" on a calendar quarterly basis.

D. Proc urement

1. Comp liance
The Subrec ipient shall comply with current Grantee policy concerning the purchase of equipment and shall maintain inventory records of all non-expendable personal property as defined by such policy as may be procured with funds provided herein.

All program assets (unexpended program income, property, equipment, etc.) shall revert to the Grantee upon termination of this contract.

2. Proc urement Standards
The Subr ecipient shall procure all materials, property, or services in accordance with the requirements of 24 CFR Part 84, Procurement Standards, and shall subsequently follow, Property Management Standards as modified by 24 CFR 570.502(b)(6), covering utilization and disposal of property.

3. Travel
The Subrec ipient shall obtain written approval from the Grantee for any travel outside the metropolitan area with funds provided under this contract.

IX. RELOCATION, REAL PROPERTY ACQUISITION AND ONE -FOR-ONE HOUSING

REPLACEMENT
The Subrec ipient agrees to comply with (a) the Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, as amended (URA), and implementing regulations at 49 CFR Part 24 and 24 CFR 570.606(b); (b) the requirements of 24 CFR 570.606(c) governing the Residential Antidisplacement and Relocation Assistance Plan under section 104(d) of the HCD Act; and (c) the requirements in § 570.606(d) governing optional relocation policies. The Subrecipient shall provide relocation assistance to persons

ATTACHMENT C
- 9 -

(families, individuals, businesses, nonprofit organizations and farms) that are displaced as a direct result of acquisition demolition or conversion for a CDBG -assisted project. The Subrecipient also agrees to comply with applicable Grantee ordinances, resolutions and policies concerning the displacement of persons from their residences.

X. PERSONNEL & PARTICIPANT CONDITIONS
A. Civil Rights

1. Compliance
The Subrecipient agrees to comply with local and state civil right ordinances and with Title VI of the Civil Rights Act of 1964 as amended, Title VIII of the Civil Rights Act of 1968 as amended, Section 104(b) and Section 109 of Title I of the Housing and Community Development Act of 1974 as amended, Section 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990, the Age Discrimination Act of 1975, Executive Order 11063, and with Executive Order 11246 as amended by Executive Orders 11375 and 12086.

2. Nondi
scrimination
The Subrecipient will not discriminate against any employee or applicant for employment because of race, color, creed, religion, ancestry, national origin, sex, disability or other handicap, age, marital/familial status, or status with regard to public assistance. The Subrecipient will take affirmative action to insure that all employment practices are free from such discrimination. Such employment practices include but are not limited to the following: hiring, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff, termination, rates of pay or other forms of compensation, and selection for training, including apprenticeship.

The Subrecipient agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided by the contracting agency setting forth the provisions of this nondiscrimination clause.

3. Land Cov enants
This contract is subject to the requirements of Title VI of the Civil Rights Act of 1964 (P.L. 88-352) and 24 CFR 570.601 and 602. In regard to the sale, lease, or other transfer of land acquired, cleared or improved with assistance provided under this contract, the Subrecipient shall cause or require a covenant running with the land to be inserted in the deed or lease for such transfer, prohibiting discrimination as herein defined, in the sale, lease or rental, or in the use or occupancy of such land, or in any improvements erected or to be erected thereon, providing that the Grantee and the United States are beneficiaries of and entitled to enforce such covenants. The Subrecipient, in undertaking its obligation to carry out the program assisted hereunder, agrees to take such measures as are necessary to enforce such covenant, and will not itself so discriminate.

4. Sec
tion 504
The Subrecipient agrees to comply with any federal regulations issued pursuant to compliance with Section 504 of the Rehabilitation Act of 1973 (29 U.S.C. 706), which prohibits discrimination against the handicapped in any Federally assisted program.

The Grantee shall provide the Subrecipient with any guidelines necessary for compliance with that portion of the regulations in force during the term of this contract.

B. Affi
rmative Action

1. Approved Plan

ATTA CHMENT C
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The Subrec ipient agrees that it shall be committed to carry out pursuant to the Grantee's specifications an Affirmative Action Program in keeping with the principles as provided in President's Executive Order 11246 of September 24, 1965. The Grantee shall provide Affirmative Action guidelines to the Subrecipient to assist in the formulation of such program. The Subrecipient shall submit a plan for an Affirmative Action Program for approval prior to the award of funds.

2. W/M BE
The Subrec ipient will use its best efforts to afford minority - a nd women-owned business enterprises the maximum practicable opportunity to participate in the performance of this contract. As used in this contract, the term "minority and female business enterprise" mean a business at least fifty -one (51) percent owned and controlled by minority group members or women. For the purpose of this definition, "minority group members" are Afro -Americans, Spanish- speaking, Spanish surnamed or Spanish-heritage Americans, Asian Americans, and American Indians.

The Subrecipient may rely on written representations by businesses regarding their status as minority and female business enterprises in lieu of an independent investigation.

3. Acc ess to Records
The Subrec ipient shall furnish and cause each of its own subrecipients or subcontractors to furnish all information and reports required hereunder and will permit access to its books, records and accounts by the Grantee, HUD or its agent, or other authorized federal officials for purposes of investigation to ascertain compliance with the rules, regulations and provisions stated herein.

4. Notif ications
The Subrec ipient will send to each labor union or representative of workers with which it has a collective bargaining agreement or other contract or understanding, a notice, to be provided by the agency contracting officer, advising the labor union or worker's representative of the Subrecipient's commitments hereunder, and shall post copies of the notice in conspicuous places available to employees and applicants for employment.

5. EEO/AA Statement
The Subrec ipient will, in all solicitations or advertisements for employees placed by or on behalf of the Subrecipient, state that it is an Equal Opportunity or Affirmative Action employer.

6. Subcont ract Provisions
The Subrec ipient will include the provisions of Paragraphs X A, Civil Rights, and B, Affirmative Action, in every subcontract or purchase order, specifically or by reference, so that such provisions will be binding upon each of its own subrecipients or subcontractors. Subrecipient may not subcontract any portion of this agreement or the project without the prior written consent of Grantee.

C. Empl oyment Restrictions

1. Pro hibited Activity
The Subr ecipient is prohibited from using funds provided herein or personnel employed in the administration of the program for: political activities; sectarian or religious activities; lobbying, political patronage, and nepotism activities.

2. Labor St andards

ATTACHMENT C
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The Subrecipient agrees to comply with the requirements of the Secretary of Labor in accordance with the Davis -Bacon Act as amended, the provisions of Contract Work Hours and Safety Standards Act, the Copeland "Anti-Kickback" Act (40 U.S.C. 276a-276a-5; 40 USC 327 and 40 USC 276c) and all other applicable Federal, State and local laws and regulations pertaining to labor standards insofar as those acts apply to the performance of this contract. The Subrecipient shall maintain documentation that demonstrates compliance with hour and wage requirements of this part. Such documentation shall be made available to the Grantee for review upon request.

The Subrecipient agrees that, except with respect to the rehabilitation or construction of residential property containing less than eight (8) units, all contractors engaged under contracts in excess of $2,000.00 for construction, renovation or repair work financed in whole or in part with assistance provided under this contract, shall comply with federal requirements adopted by the Grantee pertaining to such 29 CFR Parts 1, 3, 5 and 7 governing the payment of wages and ratio of apprentices and trainees to journeyworkers; provided, that if wage rates higher than those required under the regulations are imposed by state or local law, nothing hereunder is intended to relieve the Subrecipient of its obligation, if any, to require payment of the higher wage. The Subrecipient shall cause or require to be inserted in full, in all such contracts subject to such regulations, provisions meeting the requirements of this paragraph.

In accordance with Article 2 (commencing at section 1770), Chapter 1, Part 7, Division 2 of the Labor Code of California, the Director of the Department of Industrial Relations has determined the general prevailing rate of wages applicable to the work to be done. These rates are set forth in a schedule located at the State Department of Industrial Relations, Director of Industrial Relations. This schedule is on file with the District and available to any interested party on request. Attention is further directed to the provisions Section 1773.8 of the Labor Code of the State of California concerning payment of travel and subsistence payments as defined in the applicable collective bargaining agreements on file with the Department of Industrial Relations affecting each worker needed to execute the work. Attention is further directed to the provisions of Sections 1777.5 and 1777.6 of the Labor Code of the State of California concerning employment of apprentices by the Contractor or a subcontractor. Each prime contractor and all subcontractors are responsible for compliance with all requirements of the California Labor Code, including, but not limited to, sections 1777.5 and 1777.6.

3. "S
ection 3" Clause
a. Compliance
Compliance with the provisions of Section 3, the regulations set forth in 24 CFR 135, and all applicable rules and orders issued hereunder prior to the execution of this contract, shall be a condition of the federal financial assistance provided under this contract and binding upon the Grantee, the Subrecipient and any of the Subrecipient's subrecipients and subcontractors.

Failure to fulfill these requirements shall subject the Grantee, the Subrecipient and any of the Subrecipient's subrecipients and subcontractors, their successors and assigns, to those sanctions specified by the Agreement through which federal assistance is provided. The Subrecipient certifies and agrees that no contractual or other disability exists which would prevent compliance with these requirements.

ATTACHMENT C
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The Subrecipient further agrees to comply with these "Section 3" requirements and to include the following language in all subcontracts executed under this Agreement:

"The work to be performed under this contract is a project assisted under a program providing direct federal financial assistance from HUD and is subject to the requirements of Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701.

Section 3 requires that, to the greatest extent feasible, opportunities for training and employment be given to low - and very low-income residents of the project area and contracts for work in connection with the project awarded to business concerns that provide economic opportunities for low- and very low-income persons residing in the metropolitan area in which the project is located."

The Subrecipient further agrees to ensure that opportunities for training and employment arising in connection with a housing rehabilitation (including reduction and abatement of lead- based paint hazards), housing construction, or other public construction project are given to low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to low- and very low-income persons within the service area of the project or the neighborhood in which the project is located, and to low- and very low- income participants in other HUD programs; and award contracts for work undertaken in connection with a housing rehabilitation (including reduction and abatement of lead-based paint hazards), housing construction, or other public construction project are given to business concerns that provide economic opportunities for low- and very low-income persons residing within the metropolitan area in which the CDBG-funded project is located; where feasible, priority should be given to business concerns that provide economic opportunities to low- and very low-income residents within the service area or the neighborhood in which the project is located, and to low- and very low- income participants in other HUD programs.

This project will be monitored by the Department of Industrial Relations, Compliance Monitoring Unit (CMU) pursuant to the California Labor Code Section 1771.3 and the California Code of Regulations Sections 16450- 16464. No contractor or subcontractor may be listed on a bid proposal for a public works project (submitted on or after March 1, 2015) unless registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5 [with limited exceptions from this requirement for bid purposes only under Labor Code section 1771.1[a]. No contractor or subcontractor may be awarded a contract for public work on a public works project (awarded on or after April 1, 2015) unless registered with the Department of Industrial Relations pursuant to the Labor Code section 1725.5. All contractors and subcontractor must furnish electronic certified payroll records directly to Labor Commissioner once monthly. In addition, the contractor and subcontractors must submit the certified payroll records to the District’s Labor Compliance Consultant for review.

The Subrecipient certifies and agrees that no contractual or other legal incapacity exists that would prevent compliance with these requirements.

ATTA CHMENT C
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b. Notif ications
The Subr ecipient agrees to send to each labor organization or representative of workers with which it has a collective bargaining agreement or other contract or understanding, if any, a notice advising said labor organization or worker's representative of its commitments under this Section 3 clause and shall post copies of the notice in conspicuous places available to employees and applicants for employment or training.
c. Subcont racts
The Subrec ipient will include this Section 3 clause in every subcontract and will take appropriate action pursuant to the subcontract upon a finding that the subcontractor is in violation of regulations issued by the grantor agency.

The Subrecipient will not subcontract with any entity where it has notice or knowledge that the latter has been found in violation of regulations under 24 CFR 135 and will not let any subcontract unless the entity has first provided it with a preliminary statement of ability to comply with the requirements of these regulations.

D. Conduct

1. Ass ignability
The Subr ecipient shall not assign, subcontract or transfer any interest in this contract without the prior written consent of the Grantee thereto; provided, however, that claims for money due or to become due to the Subrecipient from the Grantee under this contract may be assigned to a bank, trust company, or other financial institution without such approval. Notice of any such assignment or transfer shall be furnished promptly to the Grantee.

2. Subcont racts
a. Approv als
The Subrec ipient shall not enter into any subcontracts with any agency or individual in the performance of this contract without the written consent of the Grantee prior to the execution of such agreement.
b. Monit oring
The Subrec ipient will monitor all subcontracted services on a regular basis to assure contract compliance. Results of monitoring efforts shall be summarized in written reports and supported with documented evidence of follow-up actions taken to correct areas of noncompliance. c. Content
The Subr ecipient shall cause all of the provisions of this contract in its entirety to be included in and made a part of any subcontract executed in the performance of this Agreement.
d. Selec tion Process
The Subrec ipient shall undertake to insure that all subcontracts let in the performance of this Agreement shall be awarded on a fair and open competition basis. Executed copies of all subcontracts shall be forwarded to the Grantee along with documentation concerning the selection process.

3. Hatc h Act

ATTACHMENT C
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The Subrecipient agrees that no funds provided, nor personnel employed under this contract, shall be in any way or to any extent engaged in the conduct of political activities in violation of Chapter 15 of Title V United States Code.

4. Conf lict of Interest
The Subrecipient agrees to abide by the provisions of 24 CFR 570.611 with respect to conflicts of interest, and covenants that it presently has no financial interest and shall not acquire any financial interest, direct or indirect, which would conflict in any manner or degree with the performance of services required under this Agreement.

The Subrecipient further covenants that in the performance of this Agreement no person having such a financial interest shall be employed or retained by the Subrecipient hereunder. These conflict of interest provisions apply to any person who is an employee, agent, consultant, officer, or elected official or appointed official of the Grantee, or of any designated public agencies or subrecipients that are receiving funds under the CDBG Entitlement program.

5. Lobbyi
ng
The Subrecipient hereby certifies that:
a. No federal appropriated funds have been paid or will be paid, by or on behalf of it, to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with the awarding of any federal contract, the making of any federal grant, the making of any federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any federal contract, grant, loan, or cooperative agreement;

b. If any funds other than federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this federal contract, grant, loan, or cooperative agreement, it will complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions;

c. I t will require that the language of paragraph (d) of this certification be included in the award documents for all subawards at all tiers (including subcontracts, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly; and

d. Lobbyi
ng Certification - Paragraph d
This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each such failure.

6. Copy
right
If this contract results in any copyrightable material or inventions, the Grantee and/or grantor agency reserves the right to royalty -free, non-

ATTACHMENT C
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exclusive and irrevocable license to reproduce, publish or otherwise use and to authorize others to use, the work or materials for government purposes.

7. Rel igious Organization
The Subrecipient agrees that funds provided under this contract will not be utilized for religious activities, to promote religious interests, or for the benefit of a religious organization in accordance with the federal regulations specified in 24 CFR 570.200(j).

XI. ENVIRONMENTAL CONDITIONS
A. Air and Water
The Subrecipient agrees to comply with the following requirements insofar as they apply to the performance of this contract:
- Clean Air Act, 42 U.S.C., 7401, et seq.
- Federal Water Pollution Control Act, as amended, 33 U.S.C. 1251, et seq., as amended, 1318 relating to inspection, monitoring, entry, reports, and information, as well as other requirements specified in said Section 114 and Section 308, and all regulations and guidelines issued thereunder.
- Environmental Protection Agency (EPA) regulations pursuant to 40 C.F.R., Part 50, as amended.

B. Fl
ood Disaster Protection
In accordance with the requirements of the Flood Disaster Protection Act of 1973 (42 USC 4001), the Subrecipient shall assure that for activities located in an area identified by FEMA as having special flood hazards, flood insurance under the National Flood Insurance Program is obtained and maintained as a condition of financial assistance for acquisition or construction purposes (including rehabilitation).

C. Lead-B ased Paint
The Subrecipient agrees that any construction or rehabilitation of residential structures with assistance provided under this contract shall be subject to HUD Lead- Based Paint Regulations at 24 CFR 570.608, and 24 CFR Part 35. Such regulations pertain to all HUD- assisted housing and require that all owners, prospective owners, and tenants of properties constructed prior to 1978 be properly notified that such properties may include lead-based paint. Such notification shall point out the hazards of lead- based paint and explain the symptoms, treatment and precautions that should be taken when dealing with lead-based paint poisoning and the advisability and availability of blood lead level screening for children under seven. The notice should also point out that if lead- based paint is found on the property, abatement measures might be undertaken.

D. Hi
storic Preservation
The Subrecipient agrees to comply with the Historic Preservation requirements set forth in the National Historic Preservation Act of 1966, as amended (16 U.S.C. 470) and the procedures set forth in 36 CFR, Part 800, Advisory Council on Historic Preservation Procedures for Protection of Historic Properties, insofar as they apply to the performance of this contract.

In general, this requires concurrence from the State Historic Preservation Officer for all rehabilitation and demolition of historic properties that are fifty years old or older or that are included on a federal, state, or local historic property list.

ATTACHMENT C
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XII. SEVERABILITY
If any provision of this Agreement is held invalid, the remainder of the Agreement shall not be affected thereby and all other parts of this Agreement shall nevertheless be in full force and effect.

XII. M ISCELLANEOUS

A. Wai ver.

No delay or omission in the exercise of any right or remedy by a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver. A party's consent to or approval of any act by the other party requiring the party's consent or approval shall not be deemed to waive or render unnecessary the other party's consent to or approval of any subsequent act. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

B. Applicable Law.

This Agreement shall be construed and interpreted in accordance with the laws of the State of California. Venue for any dispute arising out of this Agreement shall be the state and federal courts located in San Joaquin County, California.

C. Attorneys' Fees.

If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorney s’ fees. Attorney fees shal l include attorneys’ fees on any appeal, and in addition a party entitled to attorney s’ fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment.

D. Interpretation.

The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply

E. Integration
It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements and understandings, if any, between the parties, and none shall be used to interpret this Agreement.

ATTA CHMENT C
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IN
WITNESS WHEREOF, the Parties have executed this contract as of the date first written above.

GRANTEE SUBRECIPIENT
Michael Rogers Name
City Manager Title (CEO)
City of Tracy Organization
Name
Title (CFO)
Organization

APPROVE

D AS TO FORM
____________________
_________
Bijal Patel
City Attorney

ATTACHMENT C
- 1 -

EXHIBIT A

FEDERAL AWARD IDENTIFICATION INFORMATION
i) Subrecipient’s name:
ii) Subrecipient’s Unique Entity Identifier (UEI):
iii) Federal Award Identification Number (FAIN):
iv) Federal Award Date:
v) Subaward Period of Performance Start and End Date:
vi) Amount of Federal Funds Obligated by this action by the CITY entity to the Participant:
vii) Total Amount of Federal Funds Obligated to the Participant by the CITY including the current obligation:
viii) Total Amount of the Federal Award committed to the Participant by the CITY:
ix) Federal award project description, as required to be responsive to the Federal Funding Accountability and Transparency Act (FFATA):
x) Name of Federal awarding agency:
xi) Contact information for CITY official responsible for awarding funding:
xii) CFDA Number and Name:
xiii) Identification of whether the award is R&D:
xiv) Indirect cost rate for the Federal award (including if the de minimis rate is charged per 24 CFR 200.414 Indirect (F&A) costs):

3460151.1

PUBLIC HEARING TO 1) CONSIDER THE AWARD OF LOCAL PRIORITY FUNDING ALLOCA

TIONS FOR COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) AND
HOME
INVESTMENT PARTNERSHIP PROGRAM FUNDS FOR FISCAL YEAR 2023-2024, AND
UPON CONCLUSION, 2) ADOPT A RESOLUTION AUTHORIZING THE CITY

MANAGER, OR HIS DESIGNEE, TO EXECUTE THE FUND ING AGREEMENTS AND OTHER IMPLEMENTING DOCUMENTS.

March
7, 2023

ATTACHMENT D
Background
• CDBG and HOME Investment Partnerships Program funds
are
allocated to cities and counties by the United States
Department of Housing and Urban Development
• Objective is to fund a viable community, local programs and ser
vices that provide decent housing, a suitable living
environment, and expand economic opportunities for low- and moderate-income individuals and families
• Tracy receives an annual pass-th
rough allocation from the
County of San Joaquin
2 Adopted Local Funding Priorities
3 Tracy City Council adopted local priority areas that had been identified as Community Need for 2016 through 2024:

Public Services Category:
(1) Food Distribution Services
(2) Homelessness Prevention, Intervention and Transitional Housing Services (3) Senior and Special Needs Services
(4) Domestic Violence Services
(5) Youth Education and Enrichment Services
Public Facilities/Improvements Category:
(1) Public Parks and Facilities
(2) Removal of Architectural Barriers (ADA)
HOME
(1) Address issues of public safety, health and welfare; (2) Rehabilitate residential properties occupied by low-income persons; and, (3) Partner to construct income restricted family and senior housing facilities.

All applications should meet the mandated Federal program areas in order to be eligible.

Funding Availability
4 CDBG
Public Services Allocation (15%) $75,932
Public Improvements/Public Facilities $430,279
Total CDBG Allocation $506,211
HOME
Home Eligible Activities $181,610
Funding Allocation Formula for Public
Service
5 Eligible Applications
6 • 6 non-profit applications for public services
• 1 direct allocation request for the San Joaquin Fair Housing Association
• 1 direct allocation request for the San Joaquin County Food Services Pool
• 1 direct allocation for grant administration
• 2 applicants for public improvements/public facilities • 1 application for the HOME program
Parks and Community Services Commission Recommendations 7 Public Service
Applicant(s)
Scoring
Rank
Sub-Cmte
SCORE
Allocation
Tier
Request PCSC
Recommendation
San Joaquin Fair Housing Required Direct Direct $5,500 $5,500 SJ County Food Svc. Pool
(Mobile Farmer’s Market &
Meals on Wheels)
Required Direct Direct $13,544 $13,544
Tracy Interfaith Ministries (1) 98.33 1 $12,000 $12,000 Boys & Girls Club of Tracy (2) 82.33 1 $10,000 $10,000
Coalition of Tracy Citizens to
Assist the Homeless
(3) 82 2 $12,000 $8,000
McHenry House Tracy Family
Shelter
(4) 79.667 2 $12,000 $8,000
Roya Foundation (5) 75.33 3 $52,540 $8,000
Tracy Earth Project, Inc. (6) 74 3 $8,530 $8,000
Total $126,114 $73,044
8 PARKS COMMISSION ALLOCATION

RECOMMENDATIONS
Public Facilities
Applicant(s) Council
Priority
Sub-Cmte
SCORE
Request PCSC
Recommendation
Staff
Recommended
Adjustments
City of Tracy – Grant
Administration
Direct
Allocatio
n
N/A $84,000 $84,000
City of Tracy – Temporary
Emergency Housing Shelter
(Arbor Road)
(1)
81 $450,000 $338,540 $349,167
(Inc. $10,627)
McHenry House (1) 57 $165,558 Not
Recommended
for Funding
Estimated Allocation $422,540HOME PROGRAM
Applicant(s) Council
Priority
Sub-Cmte
SCORE
Request PCSC
Recommendation
Staff
Recommended
Adjustments
Housing Authority SJC (1) 81.67 $180,173 $ 180,173 $181,610 (Inc. $1,437)
Estimated Allocation $180,173

APPROVED AS TO FORM AND LEGALITY
________________________
CITY
ATTORNEY’S OFFICE

TRACY CI

TY COUNCIL
RESOL
UTION 2023-_____
APPROVING THE AWARD OF $506,211 IN COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS AND $181,610 IN HOME INVESTMENT PARTNERSHIP (HOME) FUNDS FOR FISCAL YEAR 2023- 2024 AND

AUTHORIZING THE CITY MANAGER, OR HIS DESIGNEE, TO SIGN

FUNDING AGREEMENTS AND OTHER IMPLEMENT DOCUMENTS
WHEREA
S, Community Development Block Grant (CDBG) and HOME Investment Partnership Program (HOME) funds are allocated to cities and counties by the United States Department of Housing and Urban Development (HUD) for use in projects, programs, and services that demonstrate a benefit to low and moderate income persons; and WHEREA
S, the City of Tracy, as a subrecipient of the County of San Joaquin, will receive an estimated $506,211 in CDBG funds and $181,610 in HOME funds for Fiscal Year (FY) 2023-2024; and
WHEREA
S, on February 13, 2023, the Parks and Community Services Commission conducted a public meeting to consider the received applications and make priority ranking and funding allocation recommendations for consideration by City Council based on adopted local priority funding criteria; and
WHEREA
S, the City Council conducted a public hearing on March 7, 2023, to consider the applications for allocation of CDBG and HOME funds for FY 2023-2024; and WHEREA
S, the entities (the “Awardees”) receiving CDBG and HOME funding are required to enter into an agreement with the City and/or the County of San Joaquin to ensure funds are spent in accordance with the applications that were evaluated to determine funding eligibility and amounts. A standard funding agreement (the “Funding Agreement”) is attached to the staff report accompanying this resolution; now, therefore, be it

RESOLVED
: That the City Council of the City of Tracy does hereby recommend the priority ranking and award of CDBG and HOME funds to the following awardees:

CDBG
Public Services
Rank Applicant/Awardee Funding Amount
Direct San Joaquin Fair Housing Agency $ 5,500
Direct San Joaquin County Food Services Pool $ 13,544
Mobile Farmers Market $ 8,544
Meals on Wheels $ 5,000
Resolution 2023-_____

Page 2 ends

Rank Applicant/Awardee Funding Amount
1 Tracy Interfaith Ministries $ 12,000
2 Boys & Girls Club of Tracy $ 10,000
3 Coalition of Tracy Citizens to Assist
the Homeless
$ 8,000
4 McHenry House Family Shelter $ 8,000
5 Roya Foundation $ 8,000
6 Tracy Earth Project, Inc. $ 8,000

Total $73,044

CDBG Public Facilities/Public Improvements

Rank Applicant/Awardee Funding Amount
Direct Grant Administration
City of Tracy
$84,000
1 City of Tracy (Arbor Road Project) $349,167
Total $433,167

HOME INVESTMENT PARTNERSHIP

Rank Applicant/Awardee Funding Amount
1 Housing Authority County of San Joaquin $181,610
Total $181,610
; and be it

FURTHER RESOLVED: That the City Manager, or his designee, is authorized to sign funding agreements and other implementing documents of these programs on behalf of the City.

* * * * * * * * * * * * * *

Resolution 2023-_____

Page 3 ends

The foregoing Resolution 2023-_____ was adopted by the Tracy City Council on the 7th day of March by the following vote:

AYES: CO
UNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTENTION: COUNCIL MEMBERS:
___________________________________________
NANCY
D. YOUNG
Mayor of the City of Tracy, California
ATTEST
:

ADRIANNE RICHARDSON
City Clerk and Clerk of the Council of the
City of Tracy, California
March 7, 2023
Agenda Item 3.B

RECOMMENDATI
ON
Staff recommends that the City Council 1) conduct a public hearing to receive comments regarding a temporary closure of the City-controlled portion of Hansen Road, at the north City limits, south of Interstate 205, for a period of eighteen (18) months to coincide with the County’s closure of its portion of Hansen Road and, upon conclusion, 2) to adopt a resolution approving such temporary closure to mitigate traffic safety concerns.

EXECUTIVE SUMMARY
On November 8, 2022, the San Joaquin County Board of Supervisors approved the closure of Hansen Road within
County limits, north of the Cordes Ranch project for a period of eighteen (18)
months with the installation of a fully automated gate for emergency responder access.

County Public Works evaluated the impacts of the temporary closure. The County’s approval was to accommodat
e the request from the Lammersville Community within the County to address their concerns of increased traffic volume, illegal truck usage and speeding through their neighborhood to and from the City limits. City staff recommends implementing a closure of Hansen Road sout
h of Interstate 205 (I-205) t o address potential traffic safety concerns generated by the County closure and to prevent any northbound vehicles with origin from the City, getting stuck at the County closure location. Since the Board approval, County has not implemented
the closure until such time that the City approves and implements a closure. This agenda item, with City Council approval, would approve a temporary road closure for Hansen Road south of I-205 for a period of eighteen (18) months to mitigate the traffic safety concerns.

City engineering staff in the Development Services Department will track the timeline of the temporary,
18-month closure, which would begin upon approval by the Council. Staff will further coordinate with the County and will monitor traffic operations resulting from the closure to assess its
effectiveness. Prior to the expiration of the 18-month closure, which, if approved, would end in September 2024, Development Services staff will bring an item before the Tracy City Council with recommendations for future action.

BACKGROUND AND LEGISLATIVE HISTORY
Hansen Road is an arterial roadway on the west side of the City in the Cordes Ranch Specific Plan Area. This arterial roadway transitions to a County road on the north side of I-205, going through a residential neighborhood. The roadway is restricted for truck movement on the County side. The
City has posted appropriate signage to indicate this truck restriction for the northbound traffic.

The
Lammersville Community, which includes the Santos Ranch and Los Ranchos Estates developments
in the County has seen an increase in traffic to and from the City through their neighborhood
on Hansen Road. The increase of traffic volume, illegal truck usage, and speeding in the area over the last few years have caused safety concerns for the residents in this community
. The residents approached the County Public Works Department for a solution to their concerns.

Since January 2022, a one-way street configuration has been implemented on the County portion of Hansen Road as a pilot project to reduce cut through traffic and discourage illegal truck traffic south of Von Sosten Road. The County also initiated a traffic study to document the Agenda Item 3.B
March 7, 2023

Page 2 ends

existing traffic patterns in the general Lammersville and Cordes Ranch development areas and to evaluate anticipated traffic impacts associated with the closure of the roadway. The study supported the closure of Hansen Road.

The findings of the study were presented to the Board during the July 26, 2022 Board Meeting.

Streets and Highways Code §21101(e) provides authority for the governing body to temporarily close roadways when necessary for events and other purposes associated with public safety for road users.

County Counsel determined that this code is applicable in this situation and at this location, and the Board authorized the temporary closure. Pursuant to that Board Meeting, County Public
Works brought to the Board on November 8, 2022, the recommendation for the complete closure of Hansen Road, temporarily for up to 18 months to perform further evaluations and develop permanent solutions for the segment of Hansen Road. South San Joaquin County Fire Authority (SSJCFA) representatives participated at the meeting and requested that provision must be made for Fire Trucks to pass through as north Hansen Road in the County is served by the Fire Station on the south side of Hansen Road within City limits.

They were not in agreement with any manual gates or physical barriers for closures that would affect their
response times. The Board then proceeded to approve this closure provided that a fully automated gate for emergency responder access is installed.

ANALYSIS
If
the County implements the Hansen Road closure as approved, and the roadway is open within City limits, traffic from northbound Hansen Road could become stuck at the County closure point with no way to turn around which could cause traffic safety concerns. To eliminate this concern,
it is recommended that Hansen Road is temporarily closed within City limits and that the necessary improvements are provided to prevent vehicles from becoming stuck at a closed road and to avoid traffic safety concerns. To date, the County has not implemented the closure on their side and is awaiting the support from City Council to successfully implement the Board’s direction in coordination with the City.

City has been in contact with the County, Prologis and SSJCFA to determine the nature of improvements tha
t can be implemented to accommodate the Board’s decision. Prologis has been a partner in identifying
a solution to mitigate the truck traffic generated from the Cordes Ranch Development. T
hey are developing plans for a truck turnaround and an automated fire- access gate within City limits, north of Cordes Ranch, and a vehicle turnaround and an automated fire-access gate within County limits. City is proposing to enter into an Offsite Improvement Agreement (OIA) with Prologis after Council approval of this temporary closure for building the necessary improvements
within City limits. The access to all properties within City jurisdiction will be maintained
during the closure implementation.

City engineering staff in the Development Services Department will track the timeline of the temporary, 18-month closure, which would begin upon approval by the Council. Staff will further coordinate with the County and will monitor traffic operations resulting from the closure to assess its
effectiveness. Prior to the expiration of the 18-month closure, which, if approved, would end in September 2024, Development Services staff will bring an item before the Tracy City Council
with recommendations for future action.

FISCAL IMPACT
There is no fiscal impact associated with approval of this item. The improvements associated Agenda Item 3.B
March 7, 2023

Page 3 ends

with this closure are paid for by the Cost Recovery Agreement with Prologis, Inc. Prologis is not requesting any fee credits for this installation.

COORDINATION
City Engineering Division has been in coordination with the San Joaquin County Public Works, Lammersville Community,
Prologis Inc., and the South San Joaquin County Fire Authority (SSJCFA) throughout
this process and will be in coordination during all phases of closure implementation.

CEQA DETERMINATION
The proposed temporary road closure is exempt from CEQA pursuant to California Code of Regulations (CCR) Section 15301(c) because it results in a temporary traffic pattern alteration with a negligible increase in use of the adjacent roadways will occur.

STRATEGIC PLAN
This agenda item supports the City of Tracy’s Quality of Life Strategic Priority, and specifically implements
the following goal:

Goal 1. Advance green and roadway infrastructure projects that improve connectivity, including
bike lanes.

ACTION REQUESTED OF THE CITY COUNCIL
Staff recommends that the City Council 1) conduct a public hearing to receive comments regarding a temporary closure of the City-controlled portion of Hansen Road, at the north City limits, south of Interstate 205, for a period of eighteen (18) months to coincide with the County’s closure of its portion of Hansen Road and, upon conclusion, 2) to adopt a resolution approving such temporary
closure to mitigate traffic safety concerns.

Prepared by: Anju Pillai, PE, Senior Civil Engineer
Reviewed by: Koosun Kim, PE, City Engineer / Assistant Director of Development Services Jaylen French, Development Services Director
Sara Cowell, Finance Director
Karin Schnaider, Assistant City Manager
Approved by: Midori Lichtwardt, Acting City Manager

APPROVED AS TO FORM AND LEGALITY
________________________
CITY
ATTORNEY’S OFFICE

TRACY CI

TY COUNCIL
RESOL
UTION 2023-_____

APPROVI

NG THE TEMPORARY CLOSURE OF CITY-CONTROLLED

PORTION OF HANSEN ROAD , AT THE NORTH CITY LIMITS , SOU TH OF INTERSTATE 205 FOR A PERIOD OF EIGHTEEN (18) MONTHS TO COINCIDE WITH THE COUNTY’S CLOSURE OF ITS PORTION OF HANSEN ROAD TO

MITIGATE TRAFFIC SAFETY CONCERNS
WHEREA
S, Hansen Road is an arterial roadway on the west side of the City in the Cordes Ranch Specific Plan Area, and it transitions to a County road on the north side of I-205, going through residential neighborhood; and
WHEREA
S, the roadway is restricted for truck movement on the County side and the City has posted appropriate signage to indicate this truck restriction for the northbound traffic; and
WHEREA
S, the Lammersville Community, which includes the Santos Ranch and Los Ranchos Estates in the County have seen an increase in traffic to and from the City through their neighborhood on Hansen Road; and
WHEREA
S, the residents approached the County Public Works Department for a solution to address their concerns; and
WHEREA
S, since January 2022, a one-way street configuration has been implemented on the County portion of Hansen Road as a pilot project to reduce cut through traffic and discourage illegal truck traffic south of Von Sosten Road; and WHEREAS, the
County also initiated a traffic study to document the existing traffic patterns in the general Lammersville and Cordes Ranch development areas and to evaluate anticipated traffic impacts associated with the closure of the roadway and the study supported the closure of Hansen Road; and
WHEREA
S, the findings of the study were presented to the Board during the July 26, 2022, Board Meeting and the County Counsel determined that Streets and Highways Code §21101(e) is applicable and the Board can authorize a temporary closure of Hansen Road; and WHEREA
S, pursuant to that Board Meeting, County Public Works brought to the Board on November 8, 2022, the recommendation for the complete closure of Hansen Road, temporarily for up to 18 months to perform further evaluations and develop permanent solutions for the segment of Hansen Road; and
Resolution 2023-_____

Page 2 ends

WHEREAS, South San Joaquin Fire Authority (SSJCFD) representatives participated at the meeting and requested that provision must be made for Fire Trucks to pass through as north Hansen Road in the County is served by the Fire Station on the south side of Hansen within City limits, and they were not in agreement with any manual gates or physical barriers for closures that would affect their response times; and
WHERE
AS, the Board then proceeded to approve this closure provided that a fully automated gate for emergency responder access is installed; and WHERE
AS, if the County closes Hansen Road, and there is no closure within City limits, traffic from northbound Hansen Road will be stuck at the County closure point with no way to turn around which causes traffic safety concerns; and
WHEREA
S, to eliminate this concern, it is required to close Hansen Road within City limits and provide the necessary improvements to prevent any vehicles from getting stuck at a closed road and potentially avoid any traffic safety concerns; and WHER
EAS, County has not implemented the closure on their side yet and is awaiting the support from City Council to successfully implement the Board’s direction in coordination with the City; and
WHER
EAS, Prologis has been a partner in identifying a solution to mitigate the truck traffic generated from the Cordes Ranch Development and they are developing plans for a truck turnaround and an automated fire-access gate within City limits, north of Cordes Ranch, and a vehicle turnaround and an automated fire-access gate within County limits; and WHERE
AS, City is proposing to enter into an Offsite Improvement Agreement (OIA) with Prologis after Council approval of this temporary closure for building the necessary improvements within City limits; and
WHER
EAS, this closure will be in effect only during the time County implements its closure, which is anticipated at eighteen (18) months and staff will return to Council within eighteen (18) months to provide a status on this closure and request further action; and WHEREA
S, the improvements associated with this closure is paid for by the Cost Recovery Agreement with Prologis, Inc., and Prologis is not requesting any fee credits for this installation; and
RESOL
VED: That the City Council of the City of Tracy, by resolution, approves the temporary closure of City-controlled portion of Hansen Road, at the north City limits, south of Interstate 205 for a period of eighteen (18) months to coincide with the County’s closure of its portion of Hansen Road to mitigate traffic safety concerns. * * *
* * * * * * * * * * *
Resolution 2023-_____

Page 3 ends

The foregoing Resolution 2023-_____ was adopted by the Tracy City Council on the 7th day of March 2023 by the following vote:

AYES: CO
UNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTENTION: COUNCIL MEMBERS:
_________________________________
NANCY
D. YOUNG
Mayor of the City of Tracy, California
ATTEST:

ADRIANNE RICHARDSON
City Clerk and Clerk of the Council of the
City of Tracy, California
March 7, 2023
Agenda Item 3.C

RECOMMENDATION
Staff recommends that the City Council (1) conduct a Public Hearing to receive and consider comments on the proposed Citywide Master Fee Schedule, and upon conclusion, (2) adopt a resolution (A) approving and adopting, effective as of July 1, 2023, the proposed Citywide Master Fee Schedule, reflecting a cost recovery target of 72% and (B) rescinding, effective as of July 1, 2023, Resolution 2020-110 that approved the current Citywide Master Fee Schedule.

EXECUTIVE SUMMARY
Staff is recommending that the City of Tracy (City) adopt the Citywide Master Fee Schedule (Schedule), which reflects fee increases that will result in an aggregate 72% cost recovery rate for the City’s cost of relevant services. The proposed Schedule with new fee rates is attached as Attachment A. The proposed fee increases are based on a Citywide User Fee Study dated December 2022 (Study - Attachment B), which was prepared by the NBS Government Group (NBS). The comprehensive Study was performed to ensu re that the City’s fees do no t exceed its costs of services as well as to provide an opportunity for the City to re-align fee amounts with cost recovery efforts. The City is currently recovering appr oximately 58% of the total costs associated with providing fee-related services.

BACKGROUND AND LEGISLATIVE HISTORY
The State Constitution, Article XIII C, section 1(e) permits California cities to impose use r and regulatory fees for City-provided services and activities with the condition that a fee may not exceed the reasonable cost of providing the service or performing the activity.

In May 2011, the City Council co nsolidat ed various Citywide fees into a Master Fee Schedule (Resolution 2011-101). The intent of this action was to (1) improve public and customer information dissemination and (2) establish consistency and clarity regarding the fee amendment process, which includes an inflationary adjustment based on the Consumer Price Index (CPI) for the San Francisco-Oakland-Hayward Metropolitan Area from December-December (exceptions to this ad justment are those fees that are legislatively set for certain Parks and R ecreati on programs). The Council last adopted a revised Master Fee Schedule on June 16, 2020 (Resolution No. 2020-110—see Attachment C).

On January 17, 2023, the City Council conducted a workshop to review the Study and provide feedback to staff (Workshop). The fees examined in the Study and the fees presented on the Schedule exclude development impact fees, enterprise fund charges (i.e., Agenda Item 3.C
March 7, 2023

Page 2 ends

water, sewer, storm water, airport and transit), special tax assessments, and rates established by separate agreements (e.g., Tracy Joint Unified School District and performance artists), all of which fall under different procedural requirements from the body of user/regulatory fees analyzed in the Study. Additionally, the Study excludes facility and equipment rental rates, as well as most fines and penalties imposed by the City for violations of municipal code requirements.

ANALYSIS
As reflected in the Study and further discussed at the Workshop, NBS completed three phases of analysis for each City department or program:

1. Cost-of-service
analysis

2. Fee establishment

3. Cost recovery evaluation
The Study exam
ined user and regulatory fees charged by City divisions and departments. The NBS fee model compares the existing fee for each service or activity to the average total cost of service quantified through the analysis. A cost recovery rate of 0% identifies no current recovery of costs from fee revenues. A rate of 100% means that the fee currently recovers the full cost of service. A rate greater than 100% means that the fee exceeded the full cost of service.

The following
table provides a summary of the annual cost of service analysis results for each department/division fee program studied.

Agenda Item 3.C
March 7, 2023

Page 3 ends

As show
n, the Study identified that the City is collecting approximately $11.4 million in annual revenue at the current fee amounts. However, if the City were to establish a 100% cost recovery rate, the Study estimates that the City would be collecting $19.7 million. The City’s current collection level indicates that the City is recovering only approximately 58% of the total costs associated with providing fee related services. Should the Council adopt fee levels recover 100% of the anticipated cost of services, an additional $8.3 million in costs could be recovered.

However
, when considering the City’s goals pertaining to ensuring short and long-term fiscal health and providing affordable City programming that bolsters quality of life, City staff recommends that Council consider an increase in the overall fee levels to reflect only an additional $2.9 million in aggregate fee revenue. This amount would result in a cost recovery rate of 72%, which is much higher than the current 58% cost recovery rate and allows the City to offer programs and services at more affordable costs to the community.

A detail
ed itemization of the proposed fee increases as well as supporting analysis can be found in the Study. The fees as shown in the Schedule, if approved, will go into effect on July 1, 2023.

Agenda Item 3.C
March 7, 2023

Page 4 ends

FISCAL IMPACT
The City is currently recovering approximately 58% of the total costs associated with providing fee-related services. Should the Council adopt the proposed Master Fee Schedule, the City could recover an additional $2.9 million in costs, bringing the cost recovery rate to 72% and lessening the amount of General Fund subsidies.

PUBLIC OUTREACH/ INTEREST
The City has given notice of the proposed fee increases, as reflected in the Schedule, as required by Government Code Section 66016. This noticing incl udes sending written notice of the anticipated fee increases to interested parties who filed a written request for such notice with the City as well as publicat ion of the relevant data on the City’s website Public Not ices | City of Tracy, CA, ten days prior to the upcoming Council meeting. Notice has also been given by publication, pursuant to Government Code Sections 66018 and 6062a.

COORDINATION
All City Department Heads provided input and feedback to NBS as part of the Study.

On January 17, 2023, the City Council conducted a Workshop to review the Study and provide feedback. On February 13, 2023, t he City of Tr acy Parks Commission reviewed and considered the proposed Parks and Recreation Department’s proposed fees.

STRATEGIC PLAN
This agenda item supports the Governance Strategic Priority, Goal No. 2: “Ensure short and Long-term Fiscal Health”; and Quality of Life, Goal No. 3 “Provide City Programming that Bolster Qualify of Life” by balancing recover y cost levels with affordable public programs.

ACTION REQUESTED OF THE CITY COUNCIL
Staff recommends that the City Council (1) conduct a Public Hearing to receive and consider comments on the proposed Citywide Master Fee Schedule, and upon conclusion, (2) adopt a resolution (A) approving and adopting, effective as of July 1, 2023, the proposed Citywide Master Fee Schedule, reflecting a cost recovery target of 72% and (B) rescinding, effective as of July 1, 2023, Resolution 2020-110 that appr oved the current Citywide Master Fee Schedule.

Prepared by: Sara Cowell, Finance Director
Reviewed by: Karin Schnaider,
Assistant City Manager
Approved by: Midori Li
chtwardt, Acting City Manager
ATTACHMENTS:

Attachment A - Citywide Master Fee Schedule, Fiscal Year 2023-2024 Attachment B - Citywide User Fee Study Report
Attachment C - Resolution No. 2020-110 – Adopting Master Fee Schedule for Fiscal Year 2020-2021
Attachment D - Powerpoint Presentation
Fee Implementation Date: July 1, 2023
Resolution No.:

CITY OF TRACY
Adopted:

Proposed: March 7, 2023

CITYWIDE

MASTER FEE SCHEDULE
EXHIBIT 1

ATTACHMENT A
∙ Development impact fees adopted under the Mitigation Fee Act ∙ Mitigation fees (i.e. habitat mitigation, agricultural mitigation fees) ∙ Enterprise fund charges (water, sewer, storm water, airport, transit) ∙
∙ Special District assessments
∙ Fines (imposed as penalties)
∙ Leases of City property and equipment
∙ Rates established by separate agreements (e.g., Tracy Joint Unified School District) Introduction
The City of Tracy Citywide Master Fee Schedule ("Schedule") is a compilation of most fees charged by the City for services.

It is organized by Department and does not include the following types of fees:

Fees adopted under franchise agreements (cable franchise under TMC Chapter 8.10; franchise contractor for collection of solid waste, yard waste and recycling under TMC Chapter 5.20) The Schedule data was reviewed and analyzed by NBS Government Group in FY 2021-2022 to confirm the appropriateness of fees and identify cost recovery levels. The Schedule will be updated annually, and most fees will be adjusted to reflect inflation. The rate will be based upon the San Francisco-Oakland-Hayward Metropolitan Area Consumer Price Index (December - December) rounded to the nearest dollar except where cents are already used.

For Fiscal Year 2023-2024 the inflationary rate is 4.9%. The fees which are updated by some other method are indicated as such.

Public services may be classified as community-supported public services, such as police services.

These are typically provided to the community as a whole and are supported by general tax dollars from the City’s general fund.

Personal choice services are optional, such as taking a class, and are requested by the customer.

Property development services (requiring a building permit or land use entitlement) is done at the request, and for the benefit, of the owner. Fees are usually charged for these types of services, though some may be subsidized with general tax dollars when they have some social, safety, or welfare benefit.

City of Tracy
Master Fee Schedule
Adopted:

Introduction

Department Division Page #
Finance Finance 4
City Manager's Office City Clerk 5
Community Engagement & Public Information - CCTV 6
Cultural Arts (Grand Theatre) 7 - 17
Development Services Planning 18 - 20
Engineering 21 - 24
Building 25 - 33
Police Police 36 - 38
Animal Services 39 - 40
Operations & Utilities Utilities 41 - 44
Operations 45
Parks & Recreation Recreation Services 46 - 56
Community Facilities 57 - 67
Table of Contents
City of Tracy
Master Fee Schedule
Adopted:

Table of Contents
Finance Department
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Proposed Fee
Amount with
CPI
1 Business Licenses
Transfer, assignment or duplication fee duplication [1] $14 per
account/
per year
$14 per
account/
per year
State disability access fee application or
renewal [2] 4$ 4$
2 Transient Occupancy Tax (TOT) annual [1]
$650 per
property/ per
year
$650 per
property/ per
year
3 Credit Card Processing Charges actual cost actual cost actual cost Notes
[1]
[2] Fee Set by State
City outsources this service; rates are subject to increase by CPI at beginning of each calendar year per City agreement with Vendor City of Tracy
Master Fee Schedule
Adopted:

Finance - Page 4 of 67

City Manager's Office - City Clerk Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Annual Subscriptions (City Council, Planning Commission) [4] Agendas (per month) per month
Disc/ Agenda per disc/agenda
Minutes per page
2 Appeals
to City Council per appeal [1] 204$
to City Manager per appeal [2] 204$
by Impartial Hearing Officer per appeal [3] 204$
3 Document Certification (per document) document 31$
4 Photocopies
Paper Copy* per page [4] 0.10$
Oversized Copy per page At cost
Maps* per page At cost
5 Duplicating Recording of Public Meeting
Video or Audio each At cost
DVD of Council Meeting each At cost
6 Lobbyist
Registration each [5] 123$
Annual Renewal each [6] 61$
7 Notary Fee [7] 15$
8 Project Requiring Municipal Code Update each 4,090$
9 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.
per hour 123$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
[7]
Available
Online
TMC 6.32.030
Reso. 2016-25
GOV §8211
TMS §1.12.020(B)(2)
TMS §1.12.010(D)(2)
TMS §1.12.030. May be shared equally by parties.

GOV §6253
City of Tracy
Master Fee Schedule
Adopted:

City Clerk - Page 5 of 67
Fee
No. Fee Name Fee Type
Notes
Proposed
Fee Amount
1 Project Application Review Fee per project [1] 164$
2 Video Production Fee
Single HD Camera with Operator (up to 8 hours) per day 602$ Single HD Camera with Operator (half day) per 1/2 day 342$ 3 Flypack with 4 Crew (Includes a portable switcher, 3 HD Cameras, graphics & audio feed)
Full Day per day 2,161$
4 City Council Chamber Recording with 2 Crew (Includes 4 SD Cameras Full Day per day 1,122$
Half Day per day 602$
5 Post Production Services
Editing Suite with Editor per hour 65$
Motion Graphics Editor per hour 65$
6 Advance Lighting / TV Studio Rental per hour
(2 hr min) [2] 65$
7 General Crew Services including, but not limited to: Producer, Teleprompter Operator, Audio Tech, Extra, Studio Crew, Grip, etc…
FT City Staff - During business hours per person / per
hour 164$
FT City Staff - After business hours per person / per
hour 193$
PT City Staff - During business hours per person / per
hour 65$
PT City Staff - After business hours per person / per
hour 77$
8 Miscellaneous Services
Green Screen per use 130$
Camera Crane and Operator per person / per
hour 65$
Additional HD Cameras - Fixed per use 130$
Additional HD Cameras - Manned per person / per
hour 65$
Graphics each [3] actual cost
Audio Files each [3] actual cost
9 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Full Time per hour 164$
Part Time per hour 65$
Notes
[1]
[2]
[3]
Project Scoping services are provided free of charge; application applies once project is formally initiated Equipment and Camera not included in hourly fee
City will pass through vendor expense to applicant directly City Manager's Office - Community Engagement & Public Information - CCTV Division
City of Tracy
Master Fee Schedule
Adopted:

CCTV - Page 6 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Deposits
EK Theatre per use [1] 550$
Studio Theatre per use [2] 275$
Dance Studio per use 110$
Visual Arts I & II per use 110$
Children’s Studio per use 110$
Ceramic & Fused Glass Studio per use 110$
Music Studio I per use 100$
Music Studio II per use 75$
Music Studio III per use 50$
Music Studio IV per use 100$
Grand Galleries per use 150$
Lobby Areas per use 250$
Loggia per use 50$
2 EK Theatre Rentals
Non-Profit
Minimum
10% of ticket
sales, or fees
listed below,
whichever is
greater.

Prime Time Rental: Performance (Non-profit)
First 8 Hours First 8 Hours [3] 631$
Each Additional Hour each add'l hr 110$
Prime Time Rental: Rehearsal (Non-profit)
First 8 Hours First 8 Hours [3] 631$
Each Additional Hour each add'l hr 110$
Non-Prime Time Rental: Performance (Non-Profit)
First 8 Hours First 8 Hours [3] 315$
Each Additional Hour each add'l hr 110$
Non-Prime Time Rental: Rehearsal (Non-Profit)
First 8 Hours First 8 Hours [3] 157$
Each Additional Hour each add'l hr 110$
Prime Time Co-Present or Resident Company: Performance or Rehearsal (Non-Profit)
Per 8 Hours Per 8 Hours [3] 506$
Non-Prime Time Co-Present or Rental Resident Company: Rental Performance (Non-Profit)
Per 8 Hours Per 8 Hours [3] 253$
Non-Prime Time Co-Present or Resident Company Rental: Rental Rehearsal (Non-Profit)
Per 8 Hours Per 8 Hours [3] 126$
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 7 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial
Minimum
15% of ticket
sales, or fees
listed below,
whichever is
greater.

Prime Time Rental: Performance (Commercial)
First 8 Hours First 8 Hours [3] 1,892$
Each Additional Hour each add'l hr 330$
Prime Time Rental: Rehearsal (Commercial)
First 8 Hours First 8 Hours [3] 1,892$
Each Additional Hour each add'l hr 330$
Non-Prime Time Rental: Performance (Commercial)
First 8 Hours First 8 Hours [3] 824$
Each Additional Hour each add'l hr 330$
Non-Prime Time Rental: Rehearsal (Commercial)
First 8 Hours First 8 Hours [3] 330$
Each Additional Hour each add'l hr 330$
Prime Time Co-Present or Resident Company: Performance or Rehearsal (Non-Profit)
Per 8 Hours Per 8 Hours [3] n/a
Non-Prime Time Co-Present or Rental Resident Company: Rental Performance (Non-Profit)
Per 8 Hours Per 8 Hours [3] n/a
Non-Prime Time Co-Present or Resident Company Rental: Rental Rehearsal (Non-Profit)
Per 8 Hours Per 8 Hours [3] n/a
3 Studio Theatre Rentals
Non-Profit
Minimum
10% of ticket
sales, or fees
listed below,
whichever is
greater.

Prime Time Rental: Performance
First 5 Hours First 5 Hours [3] 121$
Each Additional Hour each add'l hr 66$
Prime Time Rental: Rehearsal
First 5 Hours First 5 Hours [3] 121$
Each Additional Hour each add'l hr 66$
Non-Prime Time Rental: Performance
First 5 Hours First 5 Hours [3] 88$
Each Additional Hour each add'l hr 66$
Non-Prime Time Rental: Rehearsal
First 5 Hours First 5 Hours [3] 88$
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 8 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Each Additional Hour each add'l hr 66$
Prime Time Co-Present or Resident Company: Performance or Rehearsal Per 5 Hours Per 5 Hours [3] 97$
Non-Prime Time Co-Present or Resident Resident Company: Performance or Rehearsal
Per 5 Hours Per 5 Hours [3] 70$
Commercial
Minimum
15% of ticket
sales, or fees
listed below,
whichever is
greater.

Prime Time Rental: Performance
First 5 Hours First 5 Hours [3] 330$
Each Additional Hour each add'l hr 198$
Prime Time Rental: Rehearsal
First 5 Hours First 5 Hours [3] 363$
Each Additional Hour each add'l hr 198$
Non-Prime Time Rental: Performance
First 5 Hours First 5 Hours [3] 363$
Each Additional Hour each add'l hr 198$
Non-Prime Time Rental: Rehearsal
First 5 Hours First 5 Hours [3] 264$
Each Additional Hour each add'l hr 198$
Prime Time Co-Present or Resident Company: Performance or Rehearsal Per 5 Hours Per 5 Hours [3] n/a
Non-Prime Time Co-Present or Resident Resident Company: Performance or Rehearsal
Per 5 Hours Per 5 Hours [3] n/a
4 Dance Studio
Private & Group Instruction
Educational Events
Rehearsal & Facility Event Use
>Includes Basic Furniture Set & Studio Amenities
>Includes Sound System & one (1) Wired Microphone with Stand >Non-Dance/Movemement Use Requires Floor Covering
Non-Profit
First 2 Hours First 2 Hours 110$
Each Additional Hour each add'l hr 55$
Commercial
First 2 Hours First 2 Hours 220$
Each Additional Hour each add'l hr 110$
5 Studio Theatre
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 9 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Private & Group Instruction
Group Recital, Educational Events
Meetings and Facility Event Use
Rehearsal (Non-event Use)
>Does Not Include Furniture Set or A/V Amenities
>Does Not Include Tech Support (See Labor Fees)
>Non-Educational/Performance Use (See Theatre Rental Options) Non-Profit
First 2 Hours First 2 Hours 110$
Each Additional Hour each add'l hr 55$
Commercial
First 2 Hours First 2 Hours 220$
Each Additional Hour each add'l hr 110$
6 Visual Arts I & II / Children's Studio
Private & Group Instruction
Group Recital, Educational Events
Visual Arts Labs
Meetins and Facility Event Use
>Includes Basic Furniture Set & Studio Amenities
>Does not include use of Printmaking Lab in VAII
Non-Profit
First 2 Hours First 2 Hours 82$
Each Additional Hour each add'l hr 44$
Commercial
First 2 Hours First 2 Hours 165$
Each Additional Hour each add'l hr 82$
7 Ceramic & Fused Glass Studio
Private & Group Instruction
>Includes Basic Furniture Set & Studio Amenities
>Requires Staff Supervision (See Labor Fees)
>Not available for Non-Educational/Studio Use
>Does not include Firing & Materials (See Ceramic & Fused Glass Fees) Non-Profit
First 2 Hours First 2 Hours 82$
Each Additional Hour each add'l hr 44$
Commercial
First 2 Hours First 2 Hours 165$
Each Additional Hour each add'l hr 82$
8 Private Art Making Event
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 10 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Private & Group Instruction with Staff Assigned Room Rental in the Studio Theatre, Visual Arts 01 & 02, Children's Studio, Ceramics & Fused Glass Studio >Includes Basic Furniture Set & Studio Amenities
>Requires Staff Supervision (See Labor Fees)
>Activity Dependent Materials Fee
Non-Profit
First 2 Hours First 2 Hours 40$
Each Additional Hour each add'l hr 20$
Activity Dependent Materials per participant $5 - 35
Commercial
First 2 Hours First 2 Hours 80$
Each Additional Hour each add'l hr 40$
Activity Dependent Materials per participant $5 - 35
9 Music Studio I
Private & Group Instruction
Instrument & Voice Lab
Group Recital, Educational Events
Rehearsal
Up to 20 users
>Includes Basic Furniture Set & Studio Amenities
>Includes Use of Spinet Piano, Baby Grand Piano, and/or Electric Piano >Does not include Use of Other Resident Instruments (See Miscellaneous Rentals) Non-Profit
First 2 Hours First 2 Hours 75$
Each Additional Hour each add'l hr 35$
Commercial
First 2 Hours First 2 Hours 150$
Each Additional Hour each add'l hr 75$
10 Music Studio II
Private & Group Instruction
Instrument & Voice Lab
Rehearsal
Up to 6 users
>Includes Basic Furniture Set & Studio Amenities
>Does not include Use of Other Resident Instruments (See Miscellaneous Rentals) Non-Profit
First 2 Hours First 2 Hours 60$
Each Additional Hour each add'l hr 30$
Commercial
First 2 Hours First 2 Hours 120$
Each Additional Hour each add'l hr 60$
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 11 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
11 Music Studio III
Private Instruction
Instrument & Voice Lab
Rehearsal
Up to 3 users
>Includes Basic Furniture Set & Studio Amenities
>Includes Use of Spinet Piano, Baby Grand Piano, and/or Electric Piano >Does not include Use of Other Resident Instruments (See Miscellaneous Rentals) Non-Profit
First 2 Hours First 2 Hours 40$
Each Additional Hour each add'l hr 20$
Commercial
First 2 Hours First 2 Hours 80$
Each Additional Hour each add'l hr 40$
12 Music Studio IV
Private Instruction
Digital Recording Lab
Rehearsal
Up to 3 users
>Includes Basic Furniture Set & Studio Amenities
>Does not include Studio Engineer
>Does not include Use of Other Resident Instruments (See Miscellaneous Rentals) Non-Profit
First 2 Hours First 2 Hours 75$
Each Additional Hour each add'l hr 35$
Commercial
First 2 Hours First 2 Hours 150$
Each Additional Hour each add'l hr 75$
13 Grand Galleries
Events, Meetings, Presentations, Receptions
>Exhibitions Program Schedule Dependent
>Requires Staff Supervision (See Labor Fees)
>Not Available for Exhibits/Displays/Retail Use
Non-Profit
First 2 Hours First 2 Hours 150$
Each Additional Hour each add'l hr 75$
Commercial
First 2 Hours First 2 Hours 300$
Each Additional Hour each add'l hr 150$
14 Lobby Areas
>Public Spaces during Facility Hours & Programming
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 12 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Non-Profit
Upstairs Per 4 Hours 275$
Downstairs Per 4 Hours 275$
Commercial
Upstairs Per 4 Hours 550$
Downstairs Per 4 Hours 440$
15 Loggia
Events, Meetings, Receptions
Non-Profit
First 2 Hours First 2 Hours 55$
Each Additional Hour each add'l hr 25$
Commercial
First 2 Hours First 2 Hours 165$
Each Additional Hour each add'l hr 75$
16 Box Office Services
Non-Profit
Per Performance Per Performance 110$
Per Ticket Charge to Patron Per Ticket 3$
General Admission Per Ticket to Patron Pert Ticket 3$
Commercial
Per Performance Per Performance 310$
Per Ticket Charge to Patron Per Ticket 3$
General Admission Per Ticket to Patron Per Ticket 3$
17 Miscellaneous Rentals
Non-Profit
Installation/Removal of Floor for Orchestra Pit Per Use 550$ Wired Microphone
1 Mic & Stand Each 15$
10 or more Each 10$
Wireless Microphone
1 Mic & Stand Each 27$
10 or more Each 22$
Drum Mic Package - 8 Microphones Per Use 100$
Direct Box Per Use 25$
Ramtech Split Snake Per Use 100$
Monitor Console Per Use 100$
Mobile PA Per Use 100$
Lectern Stand with Mic Per Use 20$
Conductor Podium Per Use 20$
Follow Spot(s) with One In-house Tech, Two (2) Max. Each per 4 Hrs. 385$ Video Projector (EK Theatre)
Per 8 Hour Rental Per 8 Hour Rental 150$
Each Additional Hour each add'l hr 15$
Video Projector (Studio Theatre)
Per 5 Hour Rental Per 5 Hour Rental 75$
Each Additional Hour each add'l hr 10$
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 13 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Haze Machine Per Use 50$
Marquee Sign Listing Per
Side/Installation 55$
Installation & Removal of Marley Mat Dance Floor Per Use 220$ 6' Folding Tables Each 5$
48" Round Folding Tables Each 11$
36" Round Tables Each 11$
Cocktail Tables Each 11$
Cocktail Table Stools Each 5$
Wood Classroom Chairs
1 Chair Each 5$
10 or more Each 3$
Music Stands
1 Stand Each 5$
10 or more Each 3$
Black Wenger Orchestra Chairs
1 Chair Each 11$
25 or more Each 5$
Black Pipe and Drape Per Installation 110$
Black Resin Chairs
1 Chair Each 5$
25 or more Each 3$
Spinet Piano & Tuning Per Use 295$
Piano Tuning Per Use 195$
Electric Piano (Roland RD-700NX) Per Use 75$
Easels Each 5$
Stage Riser (4' x 4') Each 25$
Pedestals/Stage Boxes (10 max.) Each 16$
TV Monitor Per Use 55$
CD/DVD Player Per Use 10$
Commercial
Installation/Removal of Floor for Orchestra Pit Per Use 550$ Wired Microphone
1 Mic & Stand Each 15$
10 or more Each 10$
Wireless Microphone
1 Mic & Stand Each 27$
10 or more Each 22$
Drum Mic Package - 8 Microphones Per Use 100$
Direct Box Per Use 25$
Ramtech Split Snake Per Use 100$
Monitor Console Per Use 100$
Mobile PA Per Use 100$
Lectern Stand with Mic Per Use 20$
Conductor Podium Per Use 20$
Follow Spot(s) with One In-house Tech, Two (2) Max. Each per 4 Hrs. 385$ Video Projector (EK Theatre)
Per 8 Hour Rental Per 8 Hour Rental 150$
Each Additional Hour each add'l hr 15$
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 14 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Video Projector (Studio Theatre)
Per 5 Hour Rental Per 5 Hour Rental 75$
Each Additional Hour each add'l hr 10$
Haze Machine Per Use 50$
Marquee Sign Listing Per
Side/Installation 110$
Installation & Removal of Marley Mat Dance Floor Per Use 220$ 6' Folding Tables Each 5$
48" Round Folding Tables Each 11$
36" Round Tables Each 11$
Cocktail Tables Each 11$
Cocktail Table Stools Each 5$
Wood Classroom Chairs
1 Chair Each 5$
10 or more Each 3$
Music Stands
1 Stand Each 5$
10 or more Each 3$
Black Wenger Orchestra Chairs
1 Chair Each 11$
25 or more Each 5$
Black Pipe and Drape Per Installation 110$
Black Resin Chairs
1 Chair Each 5$
25 or more Each 3$
Spinet Piano & Tuning Per Use 295$
Piano Tuning Per Use 195$
Electric Piano (Roland RD-700NX) Per Use 75$
Easels Each 5$
Stage Riser (4' x 4') Each 25$
Pedestals/Stage Boxes (10 max.) Each 16$
TV Monitor Per Use 55$
CD/DVD Player Per Use 10$
18 Labor Fees
Non-Profit/Commercial
Technical Theatre Supervisor Per Hour 62$
Theatre Technicians Per Hour 44$
Hospitality Staff Per Hour 26$
Merchandise Seller Per Hour 16$
Usher Per Hour 16$
Cultural Arts Supervisor Per Hour 62$
Arts Education Program Coordinator Per Hour 50$
Arts Education Instructor Per Hour 27$
Arts Education Recreation Leader III Per Hour 16$
19 Additional Fees
Non-Profit/Commercial
Janitorial Fees
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 15 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Per 8 Hours Per 8 Hours 250$
Per 4 Hours Per 4 Hours 125$
Porter
Per 8 Hours Per 8 Hours 240$
Per 4 Hours Per 4 Hours 120$
Agreement Processing Fee Per Contract 38$
20 Rental Client Marketing Services
Limited availability, as space allows, must use Grand Theatre Center for the Arts contracted graphic designer.

Non-Profit
Exterior Posterbox Per Event 50$
Email Promotion Per Email 200$
Atrium & Pre-Show Video Per Event 75$
Press Release Per Release 75$
Local Postcard Distribution Per Event 75$
Social Media Promotion [4]
Facebook Post to Grand Page Per Post 75$
Instagram Post to Grand Page Per Post 75$
Static Ad Build Per Ad 125$
Video Ad Build Per Ad 250$
Commercial
Exterior Posterbox Per Event 100$
Email Promotion Per Email 400$
Atrium & Pre-Show Video Per Event 150$
Press Release Per Release 150$
Local Postcard Distribution Per Event 150$
Social Media Promotion [4]
Facebook Post to Grand Page Per Post 150$
Instagram Post to Grand Page Per Post 150$
Static Ad Build Per Ad 250$
Video Ad Build Per Ad 500$
21 Arts Education Program Fees
Non-Profit/Commercial
Ceramics & Fused Glass Per Person $5 - $400
- Assembly, Firing, Glazes, Finishing
- Classes, Camps, Presentations, Private Lessons, Workshops Dance Per Person $5 - $400
- Ballroom, Classical, Cultural, Fitness, Modern, Movement, Tai Chi, Tehcnical
- Classes, Camps, Presentations, Private Lessons, Workshops Drama Per Person $5 - $400
- Acting, Audition, Costume, Writing, Technical, Performance, Props - Classes, Camps, Presentations, Private Lessons, Workshops Literary Arts Per Person $5 - $400
City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 16 of 67
City Manager's Office - Cultural Arts (Grand Theatre) Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
- Writing, Journaling, Letterform, Literature, Poetry, Spoken Word - Classes, Camps, Presentations, Private Lessons, Workshops Music Per Person $5 - $400
- Electronic, Horns, Keyboard, Methodologies, Percussion, Strings, Woodwind, Voice
- Classes, Camps, Presentations, Private Lessons, Workshops Visual Arts Per Person $5 - $400
- Art History, Design, Digital, Drawing, Fiber, Painting, Photography, Printmaking, Sculpture, Theory
- Classes, Camps, Presentations, Private Lessons, Workshops Senior Tuesdays Per Person $6 / $15
- 3 Days in Designated Months
- 2 Activities per Day & Hospitality
22 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Full-Time
During Business Hours per hour 159$
After Business Hours per hour 175$
Part-Time
During Business Hours per hour 48$
After Business Hours per hour 53$
Blended
During Business Hours per hour 124$
After Business Hours per hour 136$
Notes
[1]
[2]
[3]
[4]
Prime time is Friday through Sunday. Percentage payment is based on gross receipts. Fee is either minimum of 10% of ticket sales, whichever is greater.

Additional costs apply for social media ad campaigns (minimum campaign spend of $250/maximum spend of $1,500).

ETK Theatre base rental is 8 Hrs and includes: House sound system, House lighting system, one (1) wired microphone with stand, two (2) floor monitor wedges, and two (2) dressing rooms/spaces. (1) Theatre tech is provided for non-performance/rehearsal use(s). One (1) Theatre Tech, one (1) House Manager, and Ushers are provided for performance period/public event(s).

Studio Theatre base rental is 5 Hrs. and includes: House sound system, House lighting system, one (1) wired microphone with stand, two (2) floor monitor wedges, and two (2) dressing rooms/spaces. (1) Theatre Tech is provided for non-performance/rehearsal use(s). One (1) Theatre Tech, one (1) House Manager, and Users are provided for performace period/public event(s).

City of Tracy
Master Fee Schedule
Adopted:

Grand Theatre - Page 17 of 67
Development Services - Planning Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount

I PLANNING APPLICATION REVIEW AND APPROVALS
1 Adult Business Use Permit per cost recovery
agreement 3,776$
2 Annexation per project 41,932$
3 Appeals
Appeal to City Council per appeal 5,368$
Appeal to Planning Commission per appeal 4,739$
4 Conditional Use Permit per permit 5,817$
5 Conditional Use Permit (Non-Profit Organizations) per permit 5,817$ 6 Development Review
Class A per application [1] 10,409$
Class B per application [2] 8,629$
7 Ellis Specific Plan Pattern Book Certification per request [5] 4,670$ 8 ENVIRONMENTAL
Environmental Assessment per request [3] 619$
Environmental Initial Study per study
per cost
recovery
agrmt.

Negative Declaration per neg.
declaration
per cost
recovery
agrmt.

Environment Impact Report per cost recovery
agreement 31,942$
Environmental Consistency Analysis per cost recovery
agreement 4,051$
9 General Plan Amendment per cost recovery
agreement 5,450$
10 Lot Line Adjustment per LLA 4,015$
11 MICRO-IMAGING FEES [4]
11" X 17" and smaller (B&W or Grayscale with 2" field index) each 0.08$ Larger than 11" X 17" (B&W or Grayscale with a two-field index) each 0.88$ City of Tracy
Master Fee Schedule
Adopted:

Planning - Page 18 of 67
Development Services - Planning Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
11" X 17" and smaller (Color with two-field index) each 0.15$ 18" X 24" Color document with a two-field index each 0.53$ 24" X 36" Color document with a two-field index each 2.00$ 12 Noise Ordinance Variation per project 7,675$
13 Planned Unit Development per PUD 8,718$
14 Planned Unit Development Amendment per amend. 6,237$ 15 Planning Commission Determination per determ. 5,280$

PLANNING DIVISION APPLICATION FEES
16 Residential Growth Allotment per RGA [3] 3,919$
17 Sign Permit [3]
Master Sign Program per program 1,495$
Sign Permit
Single Sign per permit 472$
Multiple Signs per permit 629$
18 Specific Plan Amendment
Minor per project 4,780$
Major per cost recovery
agreement 19,134$
19 Temporary Use Permit per permit [3] 1,255$
20 TENTATIVE MAP / TENTATIVE MAP AMENDMENT
Parcel Map map 8,640$
5 - 100 Lots lot number 15,605$
Over 100 Lots lot number 28,666$
21 Time Extension per request [3] 2,969$
22 Variance per variance 2,596$
23 Reasonable Accommodation (Accessibility) per variance 2,091$ 24 ZONING
Zone Change per change 3,618$
Zone Text Amendment per amendment 4,090$
Zoning Research Letter per letter [3] 393$
City of Tracy
Master Fee Schedule
Adopted:

Planning - Page 19 of 67
Development Services - Planning Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
25 Copies - City Documents and Maps See City
Clerk
26 4th and subsequent review per submittal [6] Set by City Policy
27 General Plan Maintenance and Update
.05% of
Building
Valuation

II BUILDING PLAN CHECK BY PLANNING
28 Single Family
Miscellaneous Minor Improvements per project 79$
Plot Plan / Production Plan Review per project 79$
New Model Home per project 315$
29 Multi-family/ Commercial/ Industrial
New Building / Shell project per project 629$
Tenant improvement per project 315$
30 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.
per hour 157$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
Set by City Policy. Fee for each additional review 15% of original project budget or 2 hour minimum, whichever is greater.

Note: The City may require the applicant to sign a cost recovery agreement to pay actual costs instead of the fixed processing fee when (1) the anticipated costs of the project’s environmental review or CEQA Documentation is likely to exceed the project’s fixed fee or (2) the DS Director and the applicant mutually agree that a cost recovery agreement will be appropriate for the project in order to hire City consultants to work on the project.

Class A: New Single Family Residential 4 + units, New Multifamily Residential/ Office/ Commercial/Industrial Class B: Single Family Residential 1-3 units (unless exempt pursuant to TMC Section 10.08.3930), Changes to existing Multifamily/ Office/ Commercial/ Industrial
Environmental Assessment fee not applicable
Plus 2% of invoice total for pick-up and delivery
Ellis Specific Plan, Section 6.3
City of Tracy
Master Fee Schedule
Adopted:

Planning - Page 20 of 67
Development Services - Engineering Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Agreement Processing
Inspection Improvement Agreement Per agreement 6,949$
Subdivision Improvement Agreement Per agreement 7,401$
Deferred Improvement Agreement Per agreement 7,175$
Off-site Improvement Agreement Per agreement 7,853$
Park Improvement and Reimbursement Agreement Per agreement 6,620$ 2 Grading Plan Check
10,000 base fee 12,718$
each additional 10,000 CY each add'l 573.41$
100,000 base fee 17,878$
each additional 10,000 CY each add'l 542.83$
200,000 base fee 23,307$
each additional 10,000 CY each add'l 1,165.34$
3 Grading Permit and Inspection
Residential or Commercial Lots ( Up to 5) per project 5,919$ Subdivisions ( 5 lots or more) per project 11,723$
Re-inspection fee per inspection 656$
4 4th & subsequent plan check per submittal 1,283$
SUBDIVISIONS [5]
5 Final Parcel Map Review per project 4,947$
6 Final Subdivision Map Review
5 - 49 lots per project 7,415$
50 - 100 lots per project 15,645$
>100 lots, each additional 100 lots per 100 lots 15,960$ 7 Final Map Amendment Review per project 6,474$
8 Certification of Correction per project 4,976$
9 Non-Technical Correction (i.e. misspellings) per project 226$ 10 Certificate of Compliance per application 3,481$
11 Legal description and plat review (lot merger) per application 3,166$

PUBLIC IMPROVEMENTS
12 SIA, DIA, OIA, PIRA, Any Amendment per amendment 5,921$ City of Tracy
Master Fee Schedule
Adopted:

Engineering - Page 21 of 67
Development Services - Engineering Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
13 Plan Check
per project up to
$5M,
deposit/actual
cost >$5M
$ 2,000 base fee 8,562$
each additional $1,000 or fraction thereof each add'l $1,000 288.68$ $ 25,000 base fee 15,202$
each additional $1,000 or fraction thereof each add'l $1,000 396.77$ $ 50,000 base fee 25,121$
each additional $1,000 or fraction thereof each add'l $1,000 121.28$ $ 100,000 base fee 31,185$
each additional $1,000 or fraction thereof each add'l $1,000 9.27$ $ 500,000 base fee 34,893$
each additional $1,000 or fraction thereof each add'l $1,000 28.00$ $ 1,000,000 base fee 48,893$
each additional $1,000 or fraction thereof each add'l $1,000 10.98$ $ 5,000,000 base fee 92,795$
each additional $1,000 or fraction thereof each add'l $1,000 18.56$ 14 Inspection
per project up to
$5M,
deposit/actual
cost >$5M
$ 2,000 base fee 1,116$
each additional $1,000 or fraction thereof each add'l $1,000 57.85$ $ 25,000 base fee 2,447$
each additional $1,000 or fraction thereof each add'l $1,000 87.32$ $ 50,000 base fee 4,630$
each additional $1,000 or fraction thereof each add'l $1,000 44.25$ $ 100,000 base fee 6,842$
each additional $1,000 or fraction thereof each add'l $1,000 61.42$ $ 500,000 base fee 31,409$
each additional $1,000 or fraction thereof each add'l $1,000 47.30$ $ 1,000,000 base fee 55,058$
City of Tracy
Master Fee Schedule
Adopted:

Engineering - Page 22 of 67
Development Services - Engineering Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
each additional $1,000 or fraction thereof each add'l $1,000 57.88$ $ 5,000,000 base fee 286,572$
each additional $1,000 or fraction thereof each add'l $1,000 57.31$ 15 As builts, review after construction per lot 3,549$
16 Water treatment plan check/ NPDES Compliance per project 2,262$ 17 MWELO per project 113$
18 MICRO IMAGING FEES [1,2]
11" X 17" and smaller (B&W or Grayscale with 2" field index) each 0.08$ Larger than 11" X 17" (B&W or Grayscale with a two-field index) each 0.88$ 11" X 17" and smaller (Color with two-field index) each 0.15$ 18" X 24" Color document with a two-field index each 0.53$ 24" X 36" Color document with a two-field index each 2.00$ 19 Segregation Of Assessment per lot 1,448$
20 Record of Survey per lot 4,275$
21 Street Easement Abandonment per lot 9,703$
22 ENCROACHMENT PERMITS [4]
Minor: includes curb, gutter, sidewalk, driveway work, small business sidewalk sales flat [6] 851$
Moderate: includes new service laterals, existing lateral repair or replacement, street pothole flat [6,7,8
] 2,267$
Major: includes any construction requiring more than 3 days on site, over 265 linear feet of work, road closures, phasing and/or multiple excavation locations, weekend work
[6,7,8
]
10,000$ flat 2,352$
each additional $1,000 or fraction thereof flat 19.67$
50,000$ flat 3,139$
each additional $1,000 or fraction thereof flat 60.71$
100,000$ flat 6,174$
each additional $1,000 or fraction thereof flat 10.47$
500,000$ flat 10,361$
each additional $1,000 or fraction thereof flat 12.89$
1,000,000$ flat 16,807$
each additional $1,000 or fraction thereof flat 16.81$
Swimming Pool per project 992$
City of Tracy
Master Fee Schedule
Adopted:

Engineering - Page 23 of 67
Development Services - Engineering Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
23 OVERSIZE LOAD PERMIT [3]
Single Permit per permit 16$
Annual or Blanket Permit (fixed route) annual 90$
24 REPRODUCTION, MAP AND DOCUMENT SALES [1,2]
Standard Pans, Standard Specs, and Design Standards per doc 18$ Parks Manual per doc 88$
Storm Drainage Master Plans per doc 24$
Subdivision Maps per doc 6$
Reproduction Fees per sheet 2$

NEW ADDRESS MAPPING FEES
25 Single-family/Single Building or Single Address per lot 452$ 26 Multi-Family Projects/Subdivisions
2-10 units flat 679$
11-100 units flat 905$
101+ units flat 1,131$
27 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

During Business Hours per hour 137$
After Business Hours per hour 149$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
Plus 2% of Invoice total for Pick-up and delivery.

Set by City policy.

Additional 2 hrs plan check if traffic control plan review is needed Additional inspections to be billed [hourly] per inspection Bond required
Fee amount set by State.

Encroachment Permits include 2 inspections, each inspection in excess of 2 are charge the base fee (Plus hourly rate for Inspection and Engineering Review)
If technical studies are required, City to bill at actual costs City of Tracy
Master Fee Schedule
Adopted:

Engineering - Page 24 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount

I BUILDING PERMIT FEES
1 Building Permit/Inspection - Residential
$ 500 base fee @ $500 106$ each additional $100 or fraction thereof each add'l $100 16.43$ $ 2,000 base fee @ $2,000 352$ each additional $1000 or fraction thereof each add'l $1,000 35.20$ $ 10,000 base fee @ 10,000 634$ each additional $1000 or fraction thereof each add'l $1,000 21.12$ $ 25,000 base fee @ 25,000 950$ each additional $1000 or fraction thereof each add'l $1,000 31.58$ $ 50,000 base fee @ $50,000 1,740$
each additional $1000 or fraction thereof each add'l $1,000 11.62$ $ 150,000 base fee @ $150,000 2,902$
each additional $1000 or fraction thereof each add'l $1,000 3.89$ $ 350,000 base fee @ $350,000 3,680$
each additional $1000 or fraction thereof each add'l $1,000 3.70$ $ 550,000 base fee @ 550,000 4,420$
each additional $1000 or fraction thereof each add'l $1,000 8.04$ 2 Building Plan Check - Residential
$ 500 base fee @ $500 70$ each additional $1000 or fraction thereof each add'l $100 4.69$ $ 2,000 base fee @ $2,000 141$ each additional $1000 or fraction thereof each add'l $1,000 17.60$ $ 10,000 base fee @ $10,000 282$
each additional $1000 or fraction thereof each add'l $1,000 9.39$ City of Tracy
Master Fee Schedule
Adopted:

Building - Page 25 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
$ 25,000 base fee @ 25,000 422$
each additional $1000 or fraction thereof each add'l $1,000 11.27$ $ 50,000 base fee @
$50,000 704$
each additional $1000 or fraction thereof each add'l $1,000 4.22$ $ 150,000 base fee @
$150,000 1,127$
each additional $1000 or fraction thereof each add'l $1,000 5.63$ $ 350,000 base fee @
$350,000 2,253$
each additional $1000 or fraction thereof each add'l $1,000 4.22$ $ 550,000 base fee @
550,000 3,098$
each additional $1000 or fraction thereof each add'l $1,000 5.63$ 3 Building Plan Check for Identical Building / Repeat Tract House / Plot Plans flat 704$ 4 Building Permit/Inspection - Commercial/Multi-family/Industrial $ 10,000 base fee up
$10,000 1,636$
each additional $1000 or fraction thereof each add'l $1,000 93.88$ $ 25,000 base fee @ 25,000 3,044$
each additional $1000 or fraction thereof each add'l $1,000 75.29$ $ 50,000 base fee @
$50,000 4,926$
each additional $1000 or fraction thereof each add'l $1,000 140.41$ $ 100,000 base fee @
$100,000 11,947$
each additional $1000 or fraction thereof each add'l $1,000 7.52$ $ 500,000 base fee @
500,000 14,956$
each additional $1000 or fraction thereof each add'l $1,000 14.15$ $ 1,000,000 base fee @
1,000,000 22,031$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 26 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
each additional $1000 or fraction thereof each add'l $1,000 1.77$ $ 5,000,000 base fee @
5,000,000 29,107$
each additional $1000 or fraction thereof each add'l $1,000 2.82$ $ 10,000,000 base fee @
10,000,000 [1] 43,224$
each additional $1000 or fraction thereof each add'l $1,000 3.03$ 5 Building Plan Check - Commercial/Multi-family/Industrial $ 10,000 base fee up
$10,000 282$
each additional $1000 or fraction thereof each add'l $1,000 18.78$ $ 25,000 base fee @ 25,000 563$
each additional $1000 or fraction thereof each add'l $1,000 11.27$ $ 50,000 base fee @
$50,000 845$
each additional $1000 or fraction thereof each add'l $1,000 16.90$ $ 100,000 base fee @
$100,000 1,690$
each additional $1000 or fraction thereof each add'l $1,000 4.22$ $ 500,000 base fee @
500,000 3,380$
each additional $1000 or fraction thereof each add'l $1,000 3.38$ $ 1,000,000 base fee @
1,000,000 5,069$
each additional $1000 or fraction thereof each add'l $1,000 0.63$ $ 5,000,000 base fee @
5,000,000 7,604$
each additional $1000 or fraction thereof each add'l $1,000 0.68$ $ 10,000,000 base fee @
10,000,000 [1] 10,984$
each additional $1000 or fraction thereof each add'l $1,000 0.77$ 6 Building Permit/Inspection - TI
$ 10,000 base fee up
$10,000 1,839$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 27 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
each additional $1000 or fraction thereof each add'l $1,000 75.10$ $ 25,000 base fee @ 25,000 2,965$
each additional $1000 or fraction thereof each add'l $1,000 57.73$ $ 50,000 base fee @
$50,000 4,409$
each additional $1000 or fraction thereof each add'l $1,000 57.03$ $ 100,000 base fee @
$100,000 7,260$
each additional $1000 or fraction thereof each add'l $1,000 17.69$ $ 500,000 base fee @
500,000 14,336$
each additional $1000 or fraction thereof each add'l $1,000 5.70$ $ 1,000,000 base fee @
1,000,000 17,188$
each additional $1000 or fraction thereof each add'l $1,000 1.06$ $ 5,000,000 base fee @
5,000,000 21,447$
each additional $1000 or fraction thereof each add'l $1,000 4.29$ 7 Building Plan Check - TI
$ 10,000 base fee up
$10,000 282$
each additional $1000 or fraction thereof each add'l $1,000 18.78$ $ 25,000 base fee @ 25,000 563$
each additional $1000 or fraction thereof each add'l $1,000 11.27$ $ 50,000 base fee @
$50,000 845$
each additional $1000 or fraction thereof each add'l $1,000 16.90$ $ 100,000 base fee @
$100,000 1,690$
each additional $1000 or fraction thereof each add'l $1,000 4.22$ $ 500,000 base fee @
500,000 3,380$
each additional $1000 or fraction thereof each add'l $1,000 3.38$ City of Tracy
Master Fee Schedule
Adopted:

Building - Page 28 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
$ 1,000,000 base fee @
1,000,000 5,069$
each additional $1000 or fraction thereof each add'l $1,000 0.63$ $ 5,000,000 base fee @
5,000,000 7,604$
each additional $1000 or fraction thereof each add'l $1,000 1.52$

II MISCELLANEOUS MINOR PERMITS
8 Demolition
Residential each 176$
Commercial each 282$
9 Fire Sprinkler - Residential
Plan Check each 282$
Permit/Inspection each 246$
10 Patio Covers
Residential each 422$
11 Residential Pools
Fiberglass/Above Ground each 387$
Gunite (incl. mstr. Plan str. Review average fee) each 1,127$ Remodel/Repair each 317$
12 Post Fire Pre-permit Inspection
Residential each 317$
Commercial each 458$
13 Residential Remodel (includes MEP fees)
Kitchen/Bath < $10,000 each 774$
Kitchen/Bath $10,000 - $20,000 each 986$
Kitchen/Bath $21,000 - $30,000 each 1,056$
14 Non-Structural Re-roof
Residential each 246$
Commercial each
See building
valuation
(Fee #6 & #7)
15 Illuminated & Non-illuminated Wall Signs ONLY each 317$ 16 Residential Stucco Siding each 176$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 29 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
17 Res. Non-Habitable Accessory / Storage Structures each 458$ 18 Temporary Office Trailers each 422$
19 Residential Windows/Doors - Retrofit/Like-for-like ONLY (size, operation and location)
5 or less each 141$
6-10 each 176$
11-15 each 211$
16+ each
See building
valuation
(Fee #1 & #2)

III ELECTRICAL PERMIT FEES
20 Base Permit per project 35$
PER UNIT FEE SCHEDULE:
21 Receptacles, switches, lighting outlets and circuits Residential
First 5 or portion thereof flat 106$
Each additional 5 or portion thereof flat 70$
Added Circuits each 35$
Commercial
First 5 or portion thereof flat 211$
Each additional 5 or portion thereof flat 141$
Added Circuits each 141$
22 Installation, Alteration, or Relocation of Each Electrical Service:

Residential
Up to 200 Amps each 141$
Over 200 Amps each 176$
Commercial
Up to 200 Amps each 211$
Over 200 Amps and up to 800 AMPS each 246$
Over 800 Amps each 317$
23 Commercial/Residential Portable Electrical Generator - Temporary Use ONLY 1 Generator flat 176$
2-5 Generators flat 246$
6+ Generators flat 317$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 30 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
24 TEMPORARY POWER SERVICE:
1 Temporary power pole flat 141$
2-5 Temporary power poles flat 211$
6+ Temporary power poles flat 352$
25 Solar (PV) Systems (State mandated fees) [2]
Solar - Residential (Up to 15 kW) flat 450$
Per kW above 15kW per kW 15$
Solar - Commercial (Up to 50 kW) flat 1,000$
Per kW between 51kW - 250kW per kW 7$
Per kW above 250kW per kW 5$

IV MECHANICAL PERMIT AND PLAN CHECK FEES
26 For the issuance of each permit each 35$
27 HVAC, Evaporative coil systems; new, or change out or relocation (not including duct; see Fee #31 for new residential ducts)
Residential each 123$
Commercial each 387$
28 Repair to existing mechanical system - Residential Only each 176$ 29 For the installation or relocation of each wall heater, floor furnace, suspended, or floor mounted unit heater
Residential each 176$
Commercial each 246$
30 For each new (or change out) Residential duct system each 211$ 31 For the installation, alteration, or addition to each commercial range hood(s), including ducts, blower(s), or fans attached thereto for type I, or II hoods. each 704$ 32 For the installation of each domestic type vent fan or range hood, including attached duct (Residential Only)
each 53$
33 For the installation or relocation of each boiler or compressor to and including three horse power or each absorption system to and including 100,000 B.T.U.

Residential each 282$
Commercial each 352$
34 For the installation or relocation of each boiler or compressor over 3 HP or each absorption system over 100,000 B.T.U.

Residential each 352$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 31 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial each 458$
35 New Swimming Pool Heating Systems - heater/boiler (see fee #52 and fee #53 for plumbing elements)
Residential each 282$
Commercial each 387$
36 Replacement Swimming Pool Heating System - heater/boiler (see fee #52 and fee #53 for plumbing elements). Residential Only each 211$ 37 For the installation of each fire/smoke/ceiling radiation damper each See building
valuation
(Fee #6 & #7)
38 For the installation or alteration of one residential metal chimney serving a fireplace or similar appliances each 282$

V PLUMBING PERMIT AND PLAN CHECK FEES
39 For the issuance of each permit each 35$
40 For 10 or less plumbing fixtures or traps, including water, waste, and vent piping Residential flat 70$
Commercial flat 422$
41 Each additional plumbing fixture; Residential Only each 35$ 42 10 gas outlets or less, includes repairs, new work and line replacements Residential flat 106$
Commercial flat 352$
43 Repairs, replacements or relocation of each building sewer or building drain and backwater valve.

Residential each 106$
Commercial each 176$
44 For each interceptor (sand/grease) and each industrial waste pre-treatment interceptor each 246$
45 Commercial roof rain water system each 211$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 32 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
46 For each water supply system installation, alteration, replacement of water piping and Residential water treatment equipment
Residential each 141$
Commercial each 317$
47 Drain and vent piping. Includes new systems, repairs, replacement lines, pool drains and separation tanks.

Residential each 106$
Commercial each 211$
48 Repair/replacement of backflow prevention devices e.g. vacuum breakers.

Residential each 106$
Commercial each 211$
49 Storage tank (or tankless) water heater repair or replacement, like-for-like Residential each 53$
Commercial each 211$
50 New water heater installation (tankless or storage)
Residential each 282$
Commercial each 431$
51 New or Replacement of rooftop solar thermal water heating systems (NOT PV) (State mandated fees) [2]
Residential (up to 10 kWth) flat 450$
Per kWth above 10 kWth per kWth 15$
Commercial (up to 30 kWth) flat 1,000$
Per kWth between 31 kWth - 260 kWth) per kWth 7$
Per kWth above 260 kWth per kWth 5$
52 New non-solar thermal pool appliance heating systems - plumbing elements only (see fee #36 for mechanical components)
Residential each 141$
Commercial each 141$
53 Repair or replacement of non-solar thermal pool heating systems - plumbing elements only like for like
Residential each 53$
Commercial each 141$

VI ADDITIONAL PLAN REVIEW / INSPECTION SERVICES
54 Accessibility Hardship Review each 669$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 33 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
55 Inspections outside of normal business hours (min 2 hours) First 2 Hours per project 387$
Each additional hour (1/4 hour increments) hourly 155$
56 Reinspection fee (min 1/2 hour)
First 1/2 Hour hourly 106$
Each additional hour (1/4 hour increments) hourly 141$
57 Plan review for which no fee is specifically indicated (min 1/2 hour) First 1/2 Hour per project 116$
Each additional hour (1/4 hour increments) hourly 155$
58 Inspections for which no fee is specifically indicated (min 1 hour) First 1 Hour per project 141$
Each additional hour (1/4 hour increments) hourly 141$
59 Strong Motion Instrumentation Program (SMIP) State Fee [2] Determined by the State
60 Reissuance of Inspection Card each 35$
61 Special Inspection (SOQ Review & Approval - New and each 3 yr renewal period) hourly 211$ 62 Temporary Certificates of Occupancy/Certificate of Occupancy TCO/CO Issuance (Required) each 308$
TCO/CO Issuance (Non-Required) each 106$
63 Partial TCO each 317$
64 Plan review for any submittals subsequent to 3rd submittal and for revisions (min 1/2 hour)
First 1/2 Hour per project 70$
Each additional hour (1/4 hour increments) hourly 141$
65 Expedited Plan Check (Outside normal business hours) each 1/2 hr 77$ 66 Record Retention (Digitizing Fee)
Up to 11x17 per page 0.17$
Over 11x17 per page 2$
Pick-up & Delivery flat 0.29$
67 Affidavit Process to Release/Provide Plans each 141$ 68 AMMR Review (minimum 2 hours)
First 2 Hours per project 317$
City of Tracy
Master Fee Schedule
Adopted:

Building - Page 34 of 67
Development Services - Building Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Each additional hour (1/4 hour increments) hourly 141$
69 Investigation Fee each 3 times
permit fee
70 Partial Permit Issuance and Non-standard Deferred Submittals Partial Permit Issuance each 184$
Non-standard Deferred Submittals each 106$
71 FEMA Community Acknowledgement Form Processing (minimum 1 hour) First 1 Hour per project 141$
Each additional hour (1/4 hour increments) hourly 141$
72 Special Projects ( minimum 1/4 hour) Special Events and Code Enforcement Activities
First 1/4 Hour per project 35$
Each additional hour (1/4 hour increments) hourly 141$
73 Building Moving
Permit Fee per permit 890$
Other per hour 141$
74 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

During Business Hours per hour 141$
After Business Hours per hour 155$
Notes
[1]
[2]
Fees for projects over $10MM in valuation are initial deposits. Time and cost required for regulatory efforts will be billed on an actual cost basisFee set by State.

City of Tracy
Master Fee Schedule
Adopted:

Building - Page 35 of 67
Police Department
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Alarm Permit; False Alarms
Alarm User permit per permit 24$
2 False alarm costs, (plus penalties): [5]
4th response each 475$
5th response each 475$
6th response each 475$
7th response each 475$
3 Bicycles
License and registration per 3 years 12$
Renewal per 3 years 12$
4 Bingo
License each 207$
Renewal each 207$
5 Cardrooms
License and renewal each 53$
Dealer/work permit each 53$
Department of Justice Fee per permit [1] 32$
(City fingerprint fee) each
See
Fingerprint
Fee #11
6 Citation Sign-off for Agencies outside the City per citation 42$ 7 Clearance Letter (for immigration or other clearance letter, Plus fingerprint fees) per letter 24$ 8 Crime Report/Traffic Report Copy
Per page, Bulletin Entry per page [8] 0.15$
Certified Copy of Reports per letter 12$
Crime Analysis Reports per report 118$
Traffic collision report (for other than victim) per report [8] 0.15$ 9 DUI [2]
Accident response and investigation actual cost 12,588$ Arrest and report actual cost 1,049$
10 Concealed Weapons [4]
Permit per permit [3] 325$
Department of Justice Live Scan Fee per permit 95$
Renewal per permit
renewal [9] 25$
Department of Justice Fee - Payable to DOJ per permit [1] 52$ Amended License per amendment [10] 10$
City of Tracy
Master Fee Schedule
Adopted:

Police - Page 36 of 67
Police Department
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
(City fingerprint fee) each
See
Fingerprint
Fee #11
11 DOJ, FBI and Fingerprint [4]
DOJ and FBI fee per print [1] Per DOJ Fee
Schedule
Fingerprint (City’s rolling fee) per request 28$
12 Firearms Sales Permit per permit [4] 28$
Department of Justice fee per permit [1] 32$
(City fingerprint fee) each
See
Fingerprint
Fee #11
13 Palmistry License Fee
New per license 118$
Renewal per renewal 118$
14 Police Photo (reproduction) per photo 59$
Plus traffic photo processing fee to insurance company per photo 59$ Photo CD's per CD 59$
Tape of Radio/Video Transmission, Digital or Hard copy Photographs per tape 118$ 15 Police Special Services (for school and other semi-public special events) actual Costs Actual
Personnel
Costs
16 Repossession Release per vehicle 15$
17 Second-hand Dealer/Pawn Broker [4]
New or Renewal (Check payable to DOJ) each [7]
City Processing Fee each 85$
DOJ Fee each 300$
Class B each [1] 32$
18 Taxi Driver
Permit per permit 118$
Renewal per renewal 53$
Background investigation each 118$
(City fingerprint fee) each
See
Fingerprint
Fee #11
19 Tow Truck Driver/Attendant
Permit per permit 53$
Renewal Per renewal 36$
City of Tracy
Master Fee Schedule
Adopted:

Police - Page 37 of 67
Police Department
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
20 Vehicle Release per vehicle 154$
21 VIN Verification per request 297$
22 Storage of Firearms [6]
Intake/Processing Fee per firearm 178$
Storage of Firearm (per domestic violence protective order) per day $ 2 23 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Patrol per hour 178$
Records per hour 118$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
[9]
[10]
Fee set by California Public Records Act 6253(B) and 20012 California Vehicle Code Set by State Law 26190 (c)
Set by State Law 26190 (e)
Fee set by Department of Justice
Actual cost of personnel, up to maximum of $12,000 for Accident Response and Investigation and up to $1,000 for Arrest and Report 20% of fee due at application; 80% at renewal
Not subject to CPI Adjustment
Per TMC 3.40.150
Per TMC 3.52.30
Applicable DOJ fee applies
City of Tracy
Master Fee Schedule
Adopted:

Police - Page 38 of 67
Police - Animal Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Animal Services [5]
Animal adoption, Plus veterinary services per animal 6$ 2 Animal bite per call [1] 71$
3 Board and care (daily)
For impounded dogs per dog 59$
For impounded cats per cat 59$
3 Cat carrier per carrier [4] Actual Cost
of Carrier
4 Cat neuter per cat [2]
Actual Cost
of vet
services
5 Cat spay per cat [2]
Actual Cost
of vet
services
6 Collar identification per animal [2] Actual cost
of collar
7 Dog neuter per dog [2]
Actual Cost
of vet
services
8 Dog spay per dog [2]
Actual Cost
of vet
services
9 Impound
First per animal 31$
Second per animal 47$
Third and above per animal 63$
10 Impound, additional State fee for unaltered, at large, animals: [3] First per animal
Second per animal
Third per animal
11 License Fee
Unaltered dogs per dog, per year 35$
Altered dogs per dog, per year 35$
Replacement for lost per license 35$
Late Fee each [6] 22$
As set by
State
City of Tracy
Master Fee Schedule
Adopted:

Animal Service - Page 39 of 67
Police - Animal Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
12 Low cost spay/neuter voucher per animal 47$
13 Multiple pet permit application
Application each 425$
Permit each 31$
14 Owner surrender [1]
Live animal per animal 35$
Deceased animal (not at shelter) per animal 71$
15 Rabies vaccination voucher per animal [2] 22$
16 Vaccination per animal
Actual cost
of
vaccination
17 Veterinary costs Actual Cost Actual Cost
18 SNR Trap Rental each [7] 63$
19 SNR Fee each 21$
20 Breeder Certificate each 105$
21 Dangerous Dog Permit each 105$
22 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.
per hour 142$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
[7]
Cost of carrier charged separately.

Additional State/other fees may apply
Fee set by Reso # 2009-178 and TMC 5.08.130(d).

Refundable as long as trap is returned to City on the agreed upon date.

Board and Care fees apply in addition to this fee.

Veterinary costs charged separately.

Fee set by State per F&A 30804.7
City of Tracy
Master Fee Schedule
Adopted:

Animal Service - Page 40 of 67
Operations & Utilities - Utilities Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
NPDES MS4 PERMIT AND WATER EFFICIENCY REVIEW
1 Tentative Subdivision Map/Vesting Tentative/Specific Plan Plan Review each 175$
2 Single Family
Plan Review per building 40$
Permit per building 40$
3 Multiple Family Dwellings, Trailer Courts, Guest Dwellings, or Condominiums Plan Review per building 40$
Permit per building 40$
4 School Buildings or Churches
Plan Review per building 40$
Permit per building 40$
5 Commercial Installations
Plan Review per building 61$
Permit per building 61$
6 Industrial Installations
Plan Review per building 61$
Permit per building 61$
7 Post-Construction Standards Maintenance Agreement
Plan Review, Submittal and Recording per agreement 269$ 8 Project Stormwater Plan and Operations Maintenance Plan Plan Review per plan 40$
9 Erosion and Sediment Control Plan (Small Projects)
Plan Review per plan 40$
10 WELO Landscape Document Package Review
Prescriptive Approach (aggregate under 2,500 sq.ft.) per package 40$ Performance Approach (>2,500 sq. ft.) per package 135$
11 Trash Enclosure
Plan Review per building 20$
Permit per building 20$
12 Business License Fee
Application Review per application 34$
City of Tracy
Master Fee Schedule
Adopted:

Utilities - Page 41 of 67
Operations & Utilities - Utilities Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Compliance Inspection per application 67$

STORMWATER POST-CONSTRUCTION STANDARDS REVIEW
13 CONSTRUCTION AND/OR BUILDING INSPECTION AND FINAL
Inspection of Const. sites with grading permits that disturb 2,500 - 5,000 Sq. ft. per inspection 135$
Inspection of Const. sites with grading permits that disturb 5,000 Sq.ft or more per inspection 175$

WATER EFFICIENT LANDSCAPE ORDINANCE (WELO) REVIEW
14 WELO INSTALLATION INSPECTION AND FINAL
Inspection of New and Redevelopment Projects with 250 Sq. ft to 2,499 Sq. ft. of new or rehabilitated landscape per inspection 40$
Inspection of New and Redevelopment Projects with more than 2500 Sq. ft. or more of new or rehabilitated landscape per inspection 135$

STORMWATER POST-CONSTRUCTION TREATMENT ANNUAL MAINTENANCE

INSPECTION
15 Residential per inspection 175$
16 Commercial / Industrial per inspection 175$
CONSTRUCTION GENERAL PERMIT - SWPPP or ESCP
17 Plan Review per plan 135$
18 Compliance Inspection (2x per month)
< 1 acre per inspection 135$
> 1 acre per inspection 175$
19 Notice of Termination
< 1 acre per inspection 135$
> 1 acre per inspection 175$
20 Dewatering Report Review per sampling 61$

CONSTRUCTION WATER - METERING
21 Application Review per application 40$
City of Tracy
Master Fee Schedule
Adopted:

Utilities - Page 42 of 67
Operations & Utilities - Utilities Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
22 Meter Deposit per meter
actual
replacement
cost
23 Permit
Metered per project 67$
Load Count per project 101$
24 Meter Rental - daily per meter 26$
25 Unpermitted use of fire hydrant for construction water 1st violation per violation 52$
2nd violation per violation 105$
3rd and more per violation 525$

PRE-TREATMENT PROGRAM
26 Industrial Installation
Those Industries that discharge wastewater greater than 25,000 gallons per day or fall under 40 CFR
Plan Review per building 61$
27 Miscellaneous Installations such food service establishments and dental offices Plan Review per building 40$

DISCHARGE PERMIT
28 Discharge Permit—Initial Permit Fee
Class I Permit (SIU) first year 2,525$
Class II Permit (NSIU/NSCIU/Zero-discharge categorical)--Three (3) year permit first year 805$
Class III Permit (Temporary Discharge Permit) first permit cycle 1,212$ Class IV Permit (Hauled Liquid Waste)--Five (5) year permit first year 808$ 29 Discharge Permit—Annual Permit Fee
Class I Permit (SIU) annually 1,919$
Class II Permit (NSIU/NSCIU/Zero-discharge categorical) annually 421$ Class III Permit (Temporary Discharge Permit) annually 673$ Class IV Permit (Hauled Liquid Waste) annually 556$
30 Re-inspection/sampling/non-compliance inspection per inspection 303$ 31 Laboratory analysis cost and rental equipment charges per analysis Actual Cost

ENVIRONMENTAL COMPLIANCE
City of Tracy
Master Fee Schedule
Adopted:

Utilities - Page 43 of 67
Operations & Utilities - Utilities Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
32 Food Service Establishment/FOG Annual Inspection/ Annual Permit Fee Small Generator annually 168$
Medium Generator annually 215$
Large Generator annually 303$
33 Re-inspection/sampling/non-compliance inspection per inspection 202$ 34 Dental Facility One-Time Compliance Report Fee per report 67$

NEW WATER MAIN TESTING
35 Sampling by City Staff - per site
(Charges begin following initial sampling and one(1) resampling event) per sample 135$ 36 Laboratory analysis cost and rental equipment charges per sample 135$ 37 Backflow Device Testing per device 404$
38 For services requested of City staff which have no fee listed in this fee schedule.

Utilities - Page 44 of 67
Operations & Utilities - Operations Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Banner Installation and Removal
New Location per bracket 227$
Existing Banner Site each 182$
2 Tree Removal Permits actual cost actual cost
3 Tree Pruning/Maintenance Permit per permit 595$
4 Tree Maintenance Inspection per inspection 446$
5 Special Events (support to Parks) per event 836$
6 Utilities Turn on/off per trip See Utilities
Fee Schedule
7 Shopping Cart Retrieval per retrieval 272$
8 Sidewalk Maintenance actual cost actual cost
9 For services requested of City staff which have no fee listed in this fee schedule.

Public Works - Page 45 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
1 Administration
Advertising Fee for Activity Guide Per Advertisement [1] Full Page, Back Cover 1,153$
Full Page, Inside Back Cover 577$
½ Page, Inside 404$
¼ Page, Inside 231$
Program Transaction Fee (Applied to withdrawal, refund, credit, or transfer) Per Transaction 5$ Early Registration Discount Per Registration [3] (10)$
Online Registration Discount Per Registration [3] (10)$ Sibling Registration Discount Per Registration [3] 10%
Range of Fee Increase for Contract Classes Per Registration [4] 21% Volunteer Incentive Discount (volunteers for youth league programs i.e. Jr.

Giants, Jr. Warriors) Per Registration [4] 15%
2 Special Interest
Academic Tutoring/Homework Help Per 4-Week
Session 149$
App Design Per 1-Week
Session 209$
NEW! App Design on Android Per 1-Week
Session 160$
Athletic Perfection Rolls, Handstands & Cartwheels Per 4-Week Session 93$
Beginners Tennis Summer Camp Per 1-Week
Session 84$
Creative Writing, 2D Animation, Coding, Sketching Per 1-Week Session 229$
Design A Robotic Car Per 1-Week
Session 244$
Design Your Own Website Per 1-Week
Session 199$
Digital Art with Python Per 1-Week
Session 199$
Exploring Robots with Sphero RVR Per 1-Week
Session 199$
Game Design Per 4-Week
Session 119$
Game Design Level 1 Per 1-Week
Session 189$
Game Design Level 2 Per 4-Week
Session 189$
Game Design with Scratch Per 4-Week
Session 275$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 46 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Introduction to App Design for Android Per 1-Week
Session 325$
Introduction to Python Per 12-Week
Session 275$
LEGO Camp (Half Day) Per Week 252$
Python Programming Per 1-Week
Session 199$
Roblox Game Design Per 11-12-Week
Session 275$
Robotics - Design your Rover with Sphero’s RVR & Little Bits Per 1-Week Session 225$
Robotics - Design your Rover with Sphero’s RVR & MicroBit Per 1-Week Session 180$
Robotics - Design your Rover with Sphero’s RVR & RaspberryPi Per 1-Week Session 225$
Robotics – Design & Program your Car with Arduino Per 1-Week Session 485$
Story Writing & Animation Coding with Scratch Per 1-Week Session 214$
Tennis
Adult Beginning Tennis Per 4-Week
Session 83$
Tiny Tots Tennis Lesson Per 4-Week
Session 42$
Junior Beginner Tennis Lesson Per 4-Week
Session 42$
Unraveling Computers & Coding Per 1-Week
Session 199$
Unraveling Computers & Coding Level 1 Per 1-Week
Session 199$
Website Designing with HTML/CSS/JavaScript Per 12-Week
Session 275$
Winter Camp - Game Design Per 1-Week
Session 109$
Winter Camp - Young Engineers Per 1-Week
Session 99$
Young Engineers Per 4-Week
Session 119$
12 & Under Tennis Per 4-Week
Session 72$
Adult Beginning Tennis Per 4-Week
Session 72$
High School Tennis Prep Per 4-Week
Session 72$
Middle School/High School Team Tennis Prep Per 4-Week
Session 72$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 47 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Building Confidence in Public Speaking Per 1-Week
Session 199$
Speaking with Confidence Per 1-Week
Session 199$
Debates and Public Speaking Combo Series Per 1-Week
Session 199$
Debates and Public Speaking Level 1 Per 1-Week
Session 199$
Debates and Public Speaking Level 2 Per 1-Week
Session 199$
Essentials of Debating Per 1-Week
Session 160$
Gurus Building Public Speaking Confidence Per 1-Week
Session 199$
Gurus Medi Kids: Health Matters Per 1-Week
Session 149$
Introduction to Speech Writing Per 1-Week
Session 160$
Little Masters of Public Speaking Level 2 Per 1-Week
Session 199$
Personal Finance Per 1-Week
Session 149$
Pre-Public Speaking- Advanced Speech Writing Per 1-Week Session 160$
Pre-Public Speaking- Building Confidence Per 1-Week
Session 160$
Pre-Public Speaking- Building Confidence Per 1-Week
Session 199$
Public Speaking & Debate Skills - Sports & Teams Per 1-Week Session 149$
Public Speaking and Debates Spring Break Camp Per 1-Week Session 199$
Public Speaking and Debating Skills: TED Talk Style Per 1-Week Session 149$
Public Speaking and Debating Skills: Theme Around the World Per 1-Week Session 249$
Public Speaking and Debating Skills: Theme: Super Powers Per 1-Week Session 249$
SMART Camp Per 1-Week
Session 299$
Writing & Creativity Skills - Nature is Beautiful Per 1-Week Session 149$
Baseball Tots Per 6-Week
Session 49$
Beach Volleyball Camp Per 1-Week
Session 159$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 48 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Beginning Golf Camp Per 1-Week
Session 165$
Mini-Hawk Camp Per 1-Week
Session 165$
MiniHawk Multi Sport Per 3 week
Session 89$
PhysEd Fun Per 6-Week
Session 49$
Skyhawks 1st Down Tots Per 5-Week
Session 89$
Skyhawks Baseball Skills Per 1-5-Week
Session 99$
Skyhawks Baseball Tots Per 5-Week
Session 89$
Skyhawks Basketball Skills Per 5-Week
Session 125$
Skyhawks Basketball Tots Per 5-Week
Session 89$
Skyhawks Elite Basketball Skills Per 5-Week
Session 125$
Skyhawks Flag Football Camp Per 5-Week
Session 220$
Skyhawks Flag Football Skills Per 5-Week
Session 111$
Skyhawks Golf Camp Per 1-Week
Session 220$
Skyhawks MiniHawk Camp Per 5-Week
Session 220$
Skyhawks Multi Sport Per 1-Week
Session 99$
Skyhawks Soccer Camp Per 5-Week
Session 220$
Skyhawks Soccer Skills (1/2 Day) Per 5-Week
Session 99$
Skyhawks Soccer Skills (Full Day) Per 5-Week
Session 111$
Skyhawks Soccer Tots Per 5-Week
Session 89$
Skyhawks Track and Field Per 5-Week
Session 109$
All Sorts of Sports Per 1-Week
Session 225$
Tiny Tigers Taekwondo Per 5-Week
Session 209$
White Belt Beginner Taekwondo Per 5-Week
Session 209$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 49 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Teen & Adult Taekwondo Per 5-Week
Session 209$
Pinnacle Kids Taekwondo Per 5-Week
Session 209$
13 & Under Tennis Camp Per 1-Week
Session 68$
High School Team Tennis Prep Per 4-Week
Session 78$
Middle School Team Tennis Prep Per 4-Week
Session 72$
Foundations of Dog Training 101 Per 7-Week
Session 100$
Foundations of Dog Training 102 Per 7-Week
Session 100$
3 Youth & Teens
Teen Events
Minimum Per Person 5$
Maximum Per Person 22$
Teen Camps
Minimum Per Week 80$
Maximum Per Week 100$
Leaders in Training: Jr. Rec Leaders
Minimum Per Week 100$
Maximum Per Week 150$
Teen Trip (Transportation) [8]
Minimum Per Trip 40$
Maximum Per Trip 50$
4 S.A.F.E. (Teen After School Program)
Minimum Per Membership
Per School Year 58$
Maximum Per Membership
Per School Year 115$
Other:

Per Scrapbooking Class Per Class 5$
Per Cooking Class Per Class 5$
5 Mobile Recreation (Roll'n Rec) Per Person -$
6 Youth Development
Monthly ROC (Recreation on Campus After School)
Minimum Per Regular, Per
Month 208$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 50 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Maximum Per Regular, Per
Month 277$
ROC (Recreation on Campus After School)
Late Pick-Up
Minimum Per Minute 1$
Maximum Per Half Hour 35$
Daily ROC (Recreation on Campus After School)
Minimum Per Day 17$
Maximum Per Day 27$
Hourly ROC (Recreation on Campus After School)
Minimum Per Hour, Per
Month 121$
Maximum Per Hour, Per
Month 166$
Summer Camp (Full Day) 7am-6pm
Minimum Per Week 162$
Maximum Per Week 221$
Summer Camp Extended Care Fees
(7am-9am, 3pm-6pm) Per Week 40$
Summer Camp 9am-3pm ONLY Per Week 173$
Summer Camp (Half Day) 9am-12pm or 1pm-4pm*
Minimum Per Week 74$
Maximum Per Week 104$
7 Seniors
Senior Health and Wellness
Power Walk Per Class -$
Senior Fitness
Daily Drop-In Per Class 1$
25 - Visit Pass Per Pass 23$
Senior Self Defense Per Class 1$
Senior Tai Chi Per 4-Week
Session 22$
Senior Chair Yoga Per Class 1$
Senior Yoga Per Class 1$
Senior Zumba Gold Per Class 1$
Senior Indoor Tennis Per Class 1$
5 Visit - Ballroom Dance Pass Per Pass 23$
Senior Arts & Music
14 Visit Drop-In Activities Card Per Card 23$
Arts & Craft Class Per Class -$
Arts & Craft Project
Minimum Per Project 5$
Maximum Per Project 12$
Painting Per Class -$
Scrapbooking Per Class -$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 51 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Needle Art Per Class -$
Jewelry Making Per Class 12$
Card Making Per Class 2$
Line Dancing Per Class 2$
Country Jams Per Class 2$
Senior Recreation
Tea Social Per Class -$
Bingo Per Class -$
Social Recreation Programs Per Class -$
Table Games Per Class -$
Ping Pong Per Class 1$
Ping Pong Card 24-Visit Pass 22$
Senior Special Events (Includes Dances)
Minimum Per Event 5$
Maximum Per Event 23$
Booth for Special Events
Non-Profit Per Event 28$
For-Profit Per Event 58$
Senior Trips
Bus Trips (Resident/Non-Resident)
Resident Per Person 37$
Non-Resident Per Person 40$
Senior Social Services
Lunch Program Per Month -$
AARP Programs Per Month -$
Other Services Per Month -$
Clubs Per Month -$
8 Athletics
Adult Sports
Adult Slow Pitch Leagues
Minimum Per Team [5] 323$
Maximum Per Team [5] 599$
Adult/Youth Fast Pitch Leagues
Minimum Per Team [5] 519$
Maximum Per Team [5] 691$
Adult/Youth Softball Tournament
Minimum Per Team [6] 288$
Maximum Per Team [6] 577$
Adult Softball Protest Fee Per Protest 28$
Adult Flag Football League
Minimum Per Team [5] 462$
Maximum Per Team [5] 691$
Adult Kickball League
Minimum Per Team [5] 317$
Maximum Per Team [5] 462$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 52 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Youth Sports
Resident
Youth Basketball League (Youth Hoops)
Minimum Per Player 86$
Maximum Per Player 92$
Jr. Giants Youth Baseball (Free Program) Per Player -$
49er Prep Flag Football (Free Program) Per Player -$
Youth Sports Camps
Minimum Per Player 86$
Maximum Per Player 92$
Flag Football League
Minimum Per Player 86$
Maximum Per Player 104$
Friday Night Lights Flag Football League
Minimum Per Player 150$
Maximum Per Player 175$
Non-Resident
Youth Basketball League (Youth Hoops)
Minimum Per Player 95$
Maximum Per Player 102$
Youth Sports Camps
Minimum Per Player 95$
Maximum Per Player 102$
Flag Football League
Minimum Per Player 95$
Maximum Per Player 114$
Friday Night Lights Flag Football League
Minimum Per Player 165$
Maximum Per Player 193$
9 Aquatics
World's Larges Swim Lesson Event (Free Event) Per Person -$ Aquatics Special Events (Dive-in Movie, Teen Events, Pumpkin Drive) Minimum Per Person 5$
Maximum Per Person 25$
General Recreation Swim
Individual Entrance Fee
Minimum Per Person 2$
Maximum Per Person 5$
10 Visit Pass
Minimum Per Pass 26$
Maximum Per Pass 47$
Senior (50+) 10 Visit Pass
Minimum Per Pass 16$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 53 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Maximum Per Pass 47$
Swim Lessons
Fees vary based on number of instruction days parent/tot Per Parent, Per Tot 58$
Learn to Swim
Resident
Minimum Per Person 27$
Maximum Per Person, Per 2
Week Session 69$
Non-Resident
Minimum Per Person 30$
Maximum Per Person, Per 2
Week Session 69$
Water Aerobics
Drop-in
Minimum Per Person 4$
Maximum Per Person 8$
10 Visit Pass
Minimum Per Pass 37$
Maximum Per Pass 79$
Senior Water Exercise
Drop-in Per Person 4$
10 Visit Pass Per Pass 26$
Lap Swimming
Individual Entrance Fee
Minimum Per Person 3$
Maximum Per Person 5$
10 Visit Pass
Minimum Per Pass 26$
Maximum Per Pass 47$
Other Classes/Programs
Resident
Introduction to Lifesaving
Minimum 2 Week Session 58$
Maximum 2 Week Session 63$
Swim Camp
Minimum 2 Week Session 79$
Maximum 2 Week Session 105$
Diving
Minimum 2 Week Session 58$
Maximum 2 Week Session 63$
Basic Water Polo
Minimum 2 Week Session 58$
Maximum 2 Week Session 63$
Life Guard Training 1-Week Session 241$
Private Swim Lesson (one 25 minute session)
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 54 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
Fees vary based on number of instruction days
Minimum 2 Week Session 52$
Maximum 2 Week Session 115$
Private Swim Lesson (Saturday Only)
Minimum Per Day 12$
Maximum Per Day 14$
Non-Resident
Introduction to Lifesaving
Minimum 2 Week Session 64$
Maximum 2 Week Session 69$
Swim Camp
Minimum 2 Week Session 87$
Maximum 2 Week Session 115$
Diving
Minimum 2 Week Session 64$
Maximum 2 Week Session 69$
Basic Water Polo
Minimum 2 Week Session 64$
Maximum 2 Week Session 69$
Life Guard Training 1-Week Session 265$
Jr. Guard Camp
Minimum 2 Week Session 105$
Maximum 2 Week Session 115$
Private Swim Lesson (one 25 minute session)
Fees vary based on number of instruction days
Minimum 2 Week Session 58$
Maximum 2 Week Session 127$
Private Swim Lesson (Saturday Only)
Minimum Per Day 13$
Maximum Per Day 18$
10 Special Events
Event Ticket
Minimum Per Person 19$
Maximum Per Person 42$
Event Booth Fee
Minimum Per Booth 26$
Maximum Per Booth 157$
Contest Entry Fee
Minimum Per Entry 26$
Maximum Per Entry 42$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 55 of 67
Parks & Recreation - Recreation Services Division
Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount (7)
11 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Full-Time
During Business Hours per hour 223$
After Business Hours per hour 248$
Part-Time
During Business Hours per hour 28$
After Business Hours per hour 32$
Notes
[1]
[2]
[3]
[4]
[5]
[6]
[7]
[8]
Applied to all advertising in City's Activity Guide publications Applied to all rental requests & special event permit requests Non-Resident fees are 10% higher across the board
Based on charter bus fees, destination and length of trip League fees pending format, number of games & services
Tournaments vary based on type of tournament and awards provided To be used based on Staff's assessment of need, and based on participant levels To be Used based on Staff’s assessment of need and negotiations with Contract Instructors City of Tracy
Master Fee Schedule
Adopted:

P&R - Recreation - Page 56 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
1 Administration
Non-Profit
Special Event Permit Application & Review Fee (to be charged for every permitted reservation requiring "further review", per published list) Per Application 105$ Verification of non-profit status Per Verification 15$
Commercial
Special Event Permit Application & Review Fee (to be charged for every permitted reservation requiring "further review", per published list) Per Application 210$ Facility Rental Application Fee - Applied to all rental requests & special event permit requests
Per Application 40$
Improper Checkout Fee - Renters staying past reservation time (includes staffing, cleaning & rental fee)
Minimum Per Occurance 74$
Maximum Per Occurance 200$
2 Community Center Rentals
Main Hall (5,300 Sq Ft)
Weekday Only
Non-Profit Per Hour
(4 hour Min.) 46$
Private Classification Per Hour
(4 hour Min.) 79$
Commercial Per Hour
(4 hour Min.) 112$
Conference Room A or B (250 Sq Ft)
Weekday Only
Non-Profit Per Hour
(4 hour Min.) 9$
Private Classification Per Hour
(4 hour Min.) 15$
Commercial Per Hour
(4 hour Min.) 20$
Entire Facility (6,200 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 51$
Private Classification Per Hour
(4 hour Min.) 91$
Commercial (Week Day) Per Hour
(4 hour Min.) 129$
Weekend
Non-Profit Per Hour
(4 hour Min.) 77$
Private Classification Per Hour
(4 hour Min.) 131$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 57 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial Per Hour
(4 hour Min.) 186$
Additional Fees
Extra Dumpster Disposal Fee (Required for Crab-Feeds and Other Rentals as Deemed Necessary by Staff)
Processing Fee Per Rental, Per
Dumpster 53$
Dumpster Fee Actual Cost Actual Cost
Deposit [1]
Main Hall Per Rental 544$
Conference Room A or B Per Rental 272$
Entire Facility Per Rental 544$
Alcohol Deposit Per Rental 544$
3 Tracy Sports Complex Meeting Room Rental
TSC Meeting Room (700 Sq Ft)
Non-Profit Per Hour 19$
Private Classification Per Hour 34$
Commercial Per Hour 47$
Deposit [1]
Meeting Room Per Rental 272$
Alcohol Deposit Per Rental 272$
4 Tracy Transit Station
Room 103 or 104 (590 Sq Ft)
Weekday
Non-Profit Per Hour
(2 hour Min.) 23$
Private Classification Per Hour
(2 hour Min.) 41$
Commercial Per Hour
(2 hour Min.) 58$
Weekend
Non-Profit Per Hour
(2 hour Min.) 35$
Private Classification Per Hour
(2 hour Min.) 61$
Commercial Per Hour
(2 hour Min.) 84$
Room 103 and 104 (1,180 Sq Ft)
Weekday
Non-Profit Per Hour
(2 hour Min.) 45$
Private Classification Per Hour
(2 hour Min.) 79$
Commercial Per Hour
(2 hour Min.) 116$
Weekend
Non-Profit Per Hour
(2 hour Min.) 68$
Private Classification Per Hour
(2 hour Min.) 123$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 58 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial Per Hour
(2 hour Min.) 174$
Room 105 (913 Sq Ft) [3]
Weekday
Non-Profit Per Hour
(2 hour Min.) 36$
Private Classification Per Hour
(2 hour Min.) 63$
Commercial Per Hour
(2 hour Min.) 90$
Weekend
Non-Profit Per Hour
(2 hour Min.) 55$
Private Classification Per Hour
(2 hour Min.) 95$
Commercial Per Hour
(2 hour Min.) 135$
Entire Facility (4,044 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 106$
Private Classification Per Hour
(4 hour Min.) 186$
Commercial Per Hour
(4 hour Min.) 264$
Weekend
Non-Profit Per Hour
(4 hour Min.) 158$
Private Classification Per Hour
(4 hour Min.) 279$
Commercial Per Hour
(4 hour Min.) 398$
Deposit [1]
All Conference Rooms Per Rental 272$
Entire Facility Per Rental 544$
Alcohol Deposit Per Rental 544$
5 Tracy Civic Center Rental
Council Chambers (3,500 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 26$
Private Classification Per Hour
(4 hour Min.) 60$
Commercial Per Hour
(4 hour Min.) 103$
Weekend
Non-Profit Per Hour
(4 hour Min.) 45$
Private Classification Per Hour
(4 hour Min.) 108$
Commercial Per Hour
(4 hour Min.) 155$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 59 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Conference Room #109 (500 Sq Ft)
Weekday
Non-Profit Per Hour
(2 hour Min.) 19$
Private Classification Per Hour
(2 hour Min.) 34$
Commercial Per Hour
(2 hour Min.) 49$
Weekend
Non-Profit Per Hour
(2 hour Min.) 29$
Private Classification Per Hour
(2 hour Min.) 50$
Commercial Per Hour
(2 hour Min.) 72$
Conference Room #203 (825 Sq Ft)
Weekday
Non-Profit Per Hour
(2 hour Min.) 33$
Private Classification Per Hour
(2 hour Min.) 57$
Commercial Per Hour
(2 hour Min.) 81$
Weekend
Non-Profit Per Hour
(2 hour Min.) 49$
Private Classification Per Hour
(2 hour Min.) 85$
Commercial Per Hour
(2 hour Min.) 122$
Lobby and Both Conference Rooms
Weekday
Non-Profit Per Hour
(4 hour Min.) 51$
Private Classification Per Hour
(4 hour Min.) 90$
Commercial Per Hour
(4 hour Min.) 129$
Weekend
Non-Profit Per Hour
(4 hour Min.) 52$
Private Classification Per Hour
(4 hour Min.) 93$
Commercial Per Hour
(4 hour Min.) 193$
Deposit [1]
All Conference Rooms Per Rental 272$
Lobby or Entire Facility Per Rental 544$
Alcohol Deposit Per Rental 544$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 60 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
6 Park and Picnic Areas
Park/Picnic - 1 to 50 People
Non-Profit Per Hour
(4 hour Min.) 17$
Private Classification Per Hour
(4 hour Min.) 29$
Commercial Per Hour
(4 hour Min.) 43$
Park/Picnic - 51 to 100 People
Non-Profit Per Hour
(4 hour Min.) 24$
Private Classification Per Hour
(4 hour Min.) 43$
Commercial Per Hour
(4 hour Min.) 62$
Park/Picnic - 101+ People
Non-Profit Per Hour
(4 hour Min.) 33$
Private Classification Per Hour
(4 hour Min.) 57$
Commercial Per Hour
(4 hour Min.) 81$
Inflatable Structures Administrative Fee Per Day, Per
Structure [2] 58$
Non-Profit Org - 100 Max Per Rental 129$
Deposits
Less than 50, Traditional Activity Per Rental -$
50-100; or Less than 5 Non-traditional Per Rental 130$
101-200 attendees Per Rental 258$
201-300 attendees Per Rental 387$
301 and above attendees Per Rental 645$
7 Parking Lot Rental (Locations and Availability at City Discretion) Base Fee 10 Hour Max. 127$
Plus Use Fee
Non-Profit Per Parking Lot
Space 2$
Private Classification Per Parking Lot
Space 5$
Commercial Per Parking Lot
Space 6$
8 Mobile Stage Rental
"A" Set Up (36' x 14')
Non-Profit Per Rental 403$
Commercial Per Rental n/a
Deposits
Non-Profit Per Rental 544$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 61 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial Per Rental n/a
9 Tennis Court Rental
Non-Profit Youth
League Per Hour, Per
Court 6$
Tournament Per Hour, Per
Court 13$
Commercial Per Hour, Per
Court n/a
Non-Profit Adult
League Per Hour, Per
Court 6$
Tournament Per Hour, Per
Court 15$
Commercial Per Hour, Per
Court n/a
Private Per Hour, Per
Court 6$
League Per Hour, Per
Court 8$
Tournament Per Hour, Per
Court 19$
Commercial - Private Use Per Hour, Per
Court 13$
League Per Hour, Per
Court 13$
Tournament Per Hour, Per
Court 19$
Tennis Court Rental Deposit Per Hour, Per
Court 64$
10 Tennis Court Rental Lights
Non-Profit Youth
League Per Hour, Per
Court 6$
Tournament Per Hour, Per
Court 8$
Commercial Per Hour, Per
Court n/a
Non-Profit Adult
League Per Hour, Per
Court 6$
Tournament Per Hour, Per
Court 13$
Commercial Per Hour, Per
Court n/a
Private Per Hour, Per
Court 6$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 62 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
League Per Hour, Per
Court 13$
Tournament Per Hour, Per
Court 15$
Commercial - Private Use Per Hour, Per
Court 6$
League Per Hour, Per
Court 13$
Tournament Per Hour, Per
Court 15$
11 Lolly Hansen Senior Center Rental
Main Hall (3,500 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 110$
Private Classification Per Hour
(4 hour Min.) 170$
Commercial Per Hour
(4 hour Min.) 229$
Weekend
Non-Profit Per Hour
(4 hour Min.) 150$
Private Classification Per Hour
(4 hour Min.) 240$
Commercial Per Hour
(4 hour Min.) 329$
Classroom 1 (499 Sq Ft)
Weekday Only
Non-Profit Per Hour
(4 hour Min.) 50$
Private Classification Per Hour
(4 hour Min.) 64$
Commercial Per Hour
(4 hour Min.) 79$
Classroom 2 (739 Sq Ft)
Weekday Only
Non-Profit Per Hour
(4 hour Min.) 59$
Private Classification Per Hour
(4 hour Min.) 80$
Commercial Per Hour
(4 hour Min.) 102$
Classroom 1 & 2 Combo (1,238 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 76$
Private Classification Per Hour
(4 hour Min.) 110$
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 63 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Commercial Per Hour
(4 hour Min.) 147$
Weekend
Non-Profit Per Hour
(4 hour Min.) 99$
Private Classification Per Hour
(4 hour Min.) 154$
Commercial Per Hour
(4 hour Min.) 205$
Entire Facility (5,819 Sq Ft)
Weekday
Non-Profit Per Hour
(4 hour Min.) 163$
Private Classification Per Hour
(4 hour Min.) 263$
Commercial Per Hour
(4 hour Min.) 360$
Weekend
Non-Profit Per Hour
(4 hour Min.) 228$
Private Classification Per Hour
(4 hour Min.) 379$
Commercial Per Hour
(4 hour Min.) 527$
MOU-Hrs Provided to Non-Profits/Gov Per Hour
(4 hour Min.) -$
Deposit [1]
Main Hall Per Rental 519$
All Classrooms Per Rental 259$
Entire Facility Per Rental 519$
Alcohol Deposit Per Rental 519$
Additional Fees
Extra Dumpster Disposal Fee (Required for Rentals as Deemed Necessary by Staff)
Processing Fee Per Rental, Per
Dumpster 53$
Dumpster Fee Actual Cost Actual Cost
12 Sports Facilties (TBP, TSC, Plasencia Fields, Tiago, Galli, & Bland, Veterans & Legacy Fields)
No Show Penalty
Minimum Per Occurance 5$
Maximum Per Occurance 15$
Standard Field (Ritter Family Ballpark, Tiago, Galli, Veteran Fields) League/Individual
Non-Profit Youth Classification Per Hour, Per Field 10$ Non-Profit Adult Classification Per Hour, Per Field 15$ City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 64 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Non-Profit Private Classification Per Hour, Per Field 28$ Commercial Private Classifcation Per Hour, Per Field 39$ Premium Field (TSC, Plasencia Fields, Legacy Fields)
League/Individual
Non-Profit Youth Classification Per Hour, Per Field 12$ Non-Profit Adult Classification Per Hour, Per Field 19$ Non-Profit Private Classification Per Hour, Per Field 28$ Commercial Private Classifcation Per Hour, Per Field 39$ Lights Fee - League/Individual -$
Non-Profit Youth Classification Per Hour, Per Field 10$ Non-Profit Adult Classification Per Hour, Per Field 13$ Non-Profit Private Classification Per Hour, Per Field 17$ Commercial Private Classifcation Per Hour, Per Field 24$ Deposit for Baseball/Softball Bases Per Rental 288$
Storage Container License Per Sq. Ft. of
Ground Space 0.51$
Daily Fee - Tournaments - Standard Fields
Non-Profit Youth Classification Per Hour, Per Field 81$ Non-Profit Adult Classification Per Hour, Per Field 131$ Non-Profit Private Classification Per Hour, Per Field 163$ Commercial Private Classifcation Per Hour, Per Field 163$ Daily Fee - Tournaments - Premium Fields
Non-Profit Youth Classification Per Hour, Per Field 109$ Non-Profit Adult Classification Per Hour, Per Field 145$ Non-Profit Private Classification Per Hour, Per Field 281$ Commercial Private Classifcation Per Hour, Per Field 387$ Lights Fee - Tournaments
Non-Profit Youth Classification Per Hour, Per Field 10$ Non-Profit Adult Classification Per Hour, Per Field 13$ City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 65 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Non-Profit Private Classification Per Hour, Per Field 13$ Commercial Private Classifcation Per Hour, Per Field 13$ Gate Fee - Tournaments
All Classifications Per Tournament 125$
On-site Staffing Fee for Sports Fields Use
All Classifications Per Hour, Per
Complex 33$
Softball Field Preparations
A Prep - Light Watering Per Preparation 13$
B Prep - Light Watering, Minor Dragging Per Preparation 19$ C Prep - Full Field Preparation Per Preparation 50$
Use of Temporary Outfield Fencing Per Field 143$
Concession Stands
Non-Profit Per Occurance 5$
Private Per Occurance 8$
Commercial Private Classifcation Per Occurance 12$
Mobile Food Truck Per Occurance 5$
13 Joe Wilson Community Pool Rentals
Any Size Groups, When Organization Provides Own Lifeguards & Includes 1 Senior Lifeguard
All Classifications Per Hour
(Min. 2 Hours) 84$
Up to 50 People, Includes 1 Senior Lifeguard & 1 Lifeguard Non-Profit Classification Per Hour
(Min. 2 Hours) 102$
Private Classification Per Hour
(Min. 2 Hours) 113$
Commercial Classification Per Hour
(Min. 2 Hours) 125$
Up to 75 People, Includes 1 Senior Lifeguard & 2 Lifeguards Non-Profit Classification Per Hour
(Min. 2 Hours) 120$
Private Classification Per Hour
(Min. 2 Hours) 131$
Commercial Classification Per Hour
(Min. 2 Hours) 143$
Up to 100 People, Includes 1 Senior Lifeguard & 3 Lifeguards Non-Profit Classification Per Hour
(Min. 2 Hours) 137$
Private Classification Per Hour
(Min. 2 Hours) 149$
Commercial Classification Per Hour
(Min. 2 Hours) 162$
Deposits
All Classifications, All Group Sizes Per Rental 179$
Additional Joe Wilson Pool Rental Fees
City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 66 of 67
Parks & Recreation - Recreation Services - Community Facilities Division Fee
No. Fee Name Fee Type
Notes
Proposed Fee
Amount
Extra lifeguard (as deemed necessary by staff, based on event) Per Hour, Per Lifeguard 18$
14 New Jerusalem Airport Rental
Runway Area Per Day 1,404$
15 Parades on Downtown Streets [4]
Short Parade Route
Non-Profit Classification Per Parade 1,193$
Standard Parade Route
Non-Profit Classification Per Parade 1,492$
Long Parade Route
Non-Profit Classification Per Parade 1,909$
16 For services requested of City staff which have no fee listed in this fee schedule.

Additionally, the City will pass-through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Full-Time
During Business Hours per hour 223$
After Business Hours per hour 248$
Part-Time
During Business Hours per hour 28$
After Business Hours per hour 32$
Notes
[1]
[2]
[3]
[4]
All Classifications: Fee is applied to all approved inflatable requests to accompany a park rental Includes projector and screen use
Exception: Until further notice, Parade Fees will not be charged for Public School District-sponsored parades.

An additional deposit is required for all activities where alcohol is sold or served City of Tracy
Master Fee Schedule
Adopted:

P&R - Community Facilities - Page 67 of 67
nbsgov.com
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Aerial view of The City of Tracy
Final Report
Citywide User Fee Study
December 16, 2022
ATTACHMENT "B"

TABLE OF CONTENTS

Executive Summary ........................................................................................................ 1

1.1 Findings ..................................................................................................................... 1

1.2 Report Format ........................................................................................................... 2 Introduction and Fundamentals ...................................................................................... 4

2.1 Scope of Study ........................................................................................................... 4

2.2 Methods of Analysis .................................................................................................. 6 Finance Department ..................................................................................................... 11 City Clerk’s OffIce ......................................................................................................... 12

4.1 Cost of Service Analysis ........................................................................................... 12

4.2 Fee Establishment ................................................................................................... 12

4.3 Cost Recovery Evaluation ........................................................................................ 13 City Manager Cable TV Department (CCTV) ................................................................... 14

5.1 Cost of Service Analysis ........................................................................................... 14

5.2 Fee Establishment ................................................................................................... 14

5.3 Cost Recovery Evaluation ........................................................................................ 15 Grand Theatre Center For The Arts / Cultural Arts Division ............................................ 16

6.1 Cost of Service Analysis ........................................................................................... 16

6.2 Fee Establishment ................................................................................................... 17

6.3 Cost Recovery Evaluation ........................................................................................ 18 Building Safety Division ................................................................................................ 20

7.1 Cost of Service Analysis ........................................................................................... 20

7.2 Fee Establishment ................................................................................................... 21

7.3 Cost Recovery Evaluation ........................................................................................ 22 Engineering Division ..................................................................................................... 23

8.1 Cost of Service Analysis ........................................................................................... 23

8.2 Fee Establishment ................................................................................................... 23

8.3 Cost Recovery Evaluation ........................................................................................ 24 Planning Division .......................................................................................................... 26

9.1 Cost of Service Analysis ........................................................................................... 26

9.2 Fee Establishment ................................................................................................... 27

9.3 Cost Recovery Evaluation ........................................................................................ 27 General Plan Surcharge ................................................................................................. 29

10.1 Cost of Service Analysis ....................................................................................... 29

10.2 Fee Establishment................................................................................................ 29

10.3 Cost Recovery Evaluation .................................................................................... 30 Community Facilities Division ....................................................................................... 31

11.1 Cost of Service Analysis ....................................................................................... 31

11.2 Fee Establishment................................................................................................ 32

11.3 Cost Recovery Evaluation .................................................................................... 33 Recreation Division ....................................................................................................... 37

12.1 Cost of Service Analysis ....................................................................................... 37

12.2 Fee Establishment................................................................................................ 38

12.3 Cost Recovery Evaluation .................................................................................... 39 Police Department ........................................................................................................ 41

13.1 Cost of Service Analysis ....................................................................................... 41

13.2 Fee Establishment................................................................................................ 41

13.3 Cost Recovery Evaluation .................................................................................... 42 Animal Services Unit ..................................................................................................... 43

14.1 Cost of Service Analysis ....................................................................................... 43

14.2 Fee Establishment................................................................................................ 43

14.3 Cost Recovery Evaluation .................................................................................... 44 Public Works Department ............................................................................................. 45

15.1 Cost of Service Analysis ....................................................................................... 45

15.2 Fee Establishment................................................................................................ 45

15.3 Cost Recovery Evaluation .................................................................................... 46 Municipal Airport ......................................................................................................... 47

16.1 Cost of Service Analysis ....................................................................................... 47

16.2 Fee Establishment................................................................................................ 47

16.3 Cost Recovery Evaluation .................................................................................... 48 Utilities Department ..................................................................................................... 49

17.1 Cost of Service Analysis ....................................................................................... 49

17.2 Fee Establishment................................................................................................ 49

17.3 Cost Recovery Evaluation .................................................................................... 49 Conclusion .................................................................................................................... 51

Appendices
Co
st of Service Analysis (Fee Tables)

Finance Department Appendix A.1
City Clerk’s Office Appendix A.2
City Manager Cable TV Department Appendix A.3
Building Safety Division Appendix A.4
Engineering Division Appendix A.5
Planning Division Appendix A.6

Police Department App endix A.7
Animal Services Unit Appendix A.8
Public Works Department Appendix A.9
Utilities Department Appendix A.10

Comparative Fee Survey

City Clerk’s Office Appendix B.1
Building Safety Division Appendix B.2
Engineering Division Appendix B.3
Planning Division Appendix B.4
Community Facilities Division Appendix B.5
Recreation Division Appendix B.6
Police Department Appendix B.7
Animal Services Unit Appendix B.8
Public Works Department Appendix B.9
Municipal Airport Appendix B.10

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EXECUTIVE SUMMARY
NBS performed a User Fee Study (Study) for the City of Tracy (City). The purpose of this report is to describe the Study’s findings and recommendations, which intend to defensibly update and establish user and regulatory fees for service for the City of Tracy, California.

California cities, counties, and special districts may impose user and regulatory fees for services and activities they provide through provisions set forth in the State Constitution, Article XIII C § 1. Under this legal framework, a fee may not exceed the reasonable cost of providing the service or performing the activity. For a fee to qualify as such, it must relate to a service or activity performed at the request of an individual or entity upon which the fee is imposed, or their actions specifically cause the local government agency to perform additional activities. In this instance, the service or underlying action causing the local agency to perform the service is either discretionary and/or is subject to regulation. As a discretionary service or regulatory activity, the user fees and regulatory fees considered in this Study fall outside of the definition and statutory requirement to impose general taxes, special taxes, and fees a result of property ownership.

The City’s chief purposes in conducting this Study were to ensure that existing fees do not exceed the costs of service and to provide an opportunity for the City Council to re-align fee amounts with the adopted cost recovery policies.

1.1 Findings
T
his Study examined user and regulatory fees charged by various City divisions and departments, as list
ed below.
 Finance Department
 City Clerk’s Office
 City Manager Cable TV Department
 Grand Theatre/Cultural Arts Division
 Building Safety Division
 Engineering Division
 Planning Division
 General Plan Maintenance Surcharge
 Community Facilities Division
 Recreation Division
 Police Department
 Animal Services Unit
 Public Works Department
 Municipal Airport
 Utilities Department

Th
e following table provides a summary o f the annual cost of service analysis results for each fee program studied:

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Use
r Fee Analysis 2
TABLE 1. REPORT SUMMARY
* sufficient data regarding activity levels for fees charged was not available for purposes of annual revenue analysis.

As
s
hown, the Study identified approximately $11.4 million in annual revenue collected at current fee amounts, versus $19.7 million of estimated costs eligible for recovery from fees for service. The City is currently recovering approximately 58% of the total costs associated with providing fee related services.

Should the Council adopt fee levels at 100% of the calculated full cost recovery fee amounts determined by this Study, an additional $8.3 million in costs could be recovered.

However, as discussed in Section 2.2.3 of this report, there may be reasons why policy makers chose to adopt fees at less than the calculated full cost recovery amount. As such, City staff provided initial recommended fee amounts for Council’s consideration. At City staff’s initial recommended fee amounts, an additional $2.9 million in costs could be recovered, for a cost recovery rate of 72%.

1.2 Report Format
Th
is report documents analytical methods and data sources used throughout the Study, presents findings reg
arding current levels of cost recovery achieved from user and regulatory fees, discusses recommended fee amounts, and provides a comparative survey of fees to neighboring agencies for similar services.  Section 2 of the report outlines the foundation of the Study and general approach.  Sections 3 through 17 discuss the results of the cost of service analysis performed, segmented by
category of fee and/or department. The analysis applied to each category/department falls into studies of: the fully burdened hourly rate(s), the calculation of the costs of providing Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Finance Department
City
Clerk's Office
City Manager Cable TV Department 1,095 2,576 (1,481) 43% 2,576 100% Grand Theatre Center for the
Arts/Cultural Arts Division 398,200 2,396,210 (1,998,010) 17% 398,200 17% Development Servicies Dept.

Building Safety Division
5,249,857 4,735,249 514,608 111% 4,700,507 99% Engineering Division 3,498,312 5,624,366 (2,126,054) 62% 5,624,366 100% Planning Division 466,183 886,140 (419,957) 53% 886,140 100% General Plan Maintenance Surcharge - 449,000 (449,000) 0% 381,650 85% Community Facilities Division 282,819 1,399,305 (1,116,486) 20% 282,819 20% Recreation Division 451,404 2,614,954 (2,163,550) 17% 451,404 17% Police Department 188,588 198,084 (9,496) 95% 197,041 99% Animal Services Unit 79,800 201,338 (121,538) 40% 149,461 74% Public Works Department
Municipal Airport 756,052 795,347 (39,295) 95% 795,347 100% Utilities Department - 354,442 (354,442) 0% 354,442 100% Total 11, 372,310$ 19,657,011$ (8,284,701)$ 58% 14,223,953$ 72% data not available*
data
not available*
data not available*

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service, the cost recovery policies of each fee category, and the staff-recommended fees for providing services.
 Section 18 provides the grand scope conclusions of the analysis provided in the preceding se
ctions.
 Appendices to this report include additional analytical details and a comparison of fees ch
arged by neighboring agencies for similar services.

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INTRODUCTION AND FUNDAMENTALS

2.1 Scope of Study
The following is a summarized list of fees studied for each Division and Department:

 Finance Department
o Bu
siness Licenses
o Transient Occupancy Tax (TOT)
 City Clerk’s Office
o An
nual Subscriptions for Agendas and Minutes
o Appeals
o Document Certification
o Photocopies
o Duplicating Recording of Public Meeting
o Notary and other Miscellaneous Administrative Processing Fees  City Manager Cable TV Department
o Vid
eo Production, Recording, Studio, and Post Production Services  Grand Theatre/Cultural Arts Division
o Ho
urly Rates for Full Time and Part Time Staff
o Facility Use/Rental – Annual Cost Recovery Analysis
 Building Safety Division
o Plan
Check
o Inspection and Permitting
 Engineering Division
o Plan
ning Application Review and Approvals
o Land Development Engineering Application Review and Approvals o Subdivisions and Public Improvements Plan Check and Inspection o Other Miscellaneous Engineering Division Fees
 Planning Division
o Plan
ning Application Review and Approvals
o Land Development Engineering Application Review and Approvals o Building Plan Check by Planning
 General Plan Maintenance Surcharge
o Ge
neral Plan Maintenance Surcharge
 Community Facilities Division
o Ho
urly Rate for Full Time and Part Time Staff
o Facility Use/Rental – Annual Cost Recovery Analysis
 Recreation Division
o Ho
urly Rate for Full Time and Part Time Staff
o Recreation Programs – Annual Cost Recovery Analysis
 Police Department

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er Fee Analysis 5
o Alarm Permits and False Alarm Fees
o Miscellaneous Business Permit Fees
o Record and Report Copy Fees
o Fingerprinting
o Taxi Permits
o Vehicle Release and Towing Fees
o Other Miscellaneous Administrative Fees
 Animal Services Unit
o An
imal Adoption
o Board and Care
o Cat Carrier, Neuter, Spay
o Collar Identification
o Dog Neuter, Spay
o Impound
o License Fee
o Rabies Vaccination and Other Vaccinations
o Veterinary Services
 Public Works Department
o Ban
ner Installation and Removal
o Tree Removal
o Tree Pruning/Maintenance
o Special Events Support
o Utilities Turn on/off
o Shopping Cart Retrieval
o Sidewalk Maintenance
 Municipal Airport
o Ov
erall Cost Recovery Analysis of Facility Use/Rental
 Utilities Department
o NP
DES MS4 Permit and Water Efficiency Review
o Stormwater Post-Construction Standards Review
o Water Efficient Landscape Ordinance (WELO) Review
o Stormwater Post-Construction Treatment Annual Maintenance Inspection o Construction General Permit – SWPPP or ESCP
o Construction Water – Metering
o Pre-Treatment Program
o Discharge Permit
o Environment Compliance
o New Water Main Testing

The fees examined in this Study specifically excluded development impact fees, utility rates, and any special tax assessments, all of which fall under distinct analytical and procedural requirements different from the body of user/regulatory fees analyzed in this effort. Additionally, this Study excluded facility and equipment rental rates, as well as most of fines and penalties imposed by the City for violations to its

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requirements or codes. (The City is not limited to the costs of service when charging for entrance to or use of government property, or when imposing fines and penalties.)

2.2 Methods of Analysis
T
here are three phases of analysis completed for each City department or program studied:

1. C
ost of service analysis

2. Fee establishment

3. Cost recovery evaluation

2.2.1 COST OF SERVICE ANALYSIS
T
his cost of service analysis is a quantitative effort that compiles the full cost of providing governmental se
rvices and activities. There are two primary types of costs considered: direct and indirect costs. Direct costs are those that specifically relate to an activity or service, including the real-time provision of the service. Indirect costs are those that support the provision of services in general but cannot be directly or easily assigned to a singular activity or service.

Direct Costs:
 Direct personnel costs – S alary, wages and benefits expenses for personnel specifically involved in the provision of services and activities to the public.  Direct non-personnel costs – D iscrete expenses incurred by the Department/Division due to a specific service or activity performed, such as contractor costs, third-party charges, and very specific materials used in the service or activity.

Indirect Costs:
 Indirect personnel costs – P ersonnel expenses supporting the provision of services and activities. This can include line supervision and departmental management, administrative support within a department, and staff involved in technical support activities related to the direct services provided to the public.
 Indirect non-personnel costs – Expenses other than labor involved in the provision of services. In most cases, these costs are allocated across all services provided by a department, rather than directly assigned to individual fee/rate categories.  Overhead costs – These are expenses, both labor and non-labor, related to agency-wide support services. Support services include general administrative services such as City Manager, Finance, Human Resources, etc. The amount of costs attributable to the departments or divisions included in this Study were sourced from the City’s Cost Allocation Plan.

All cost components in this Study use annual (or annualized) figures, representing a twelve-month cycle of expenses incurred by the City in the provision of all services and activities Citywide.

Nearly all of the fees under review in this Study require specific actions on the part of City staff to provide the service or conduct the activity. Because labor is the primary underlying factor in these activities, the Study expresses the full cost of service as a fully burdened cost per labor hour. NBS calculates a

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composite, fully burdened, hourly rate for each department, division, program, or activity, as applicable to the specific organization and needs of each area studied. The rate serves as the basis for further quantifying the average full cost of providing individual services and activities.

Deriving the fully burdened labor rate for each department, and various functional divisions within a department, requires two figures: the full costs of service and the number of hours available to perform those services. The full costs of service are quantified through the earlier steps described in this analysis.

NBS derives the hours available from a complete listing of all City employees and/or hours of service available from contracted professionals.

The City has supplied NBS with the total number of paid labor hours for each employee involved in the delivery of services included in this Study. These available hours represent the amount of productive time available for providing both fee-recoverable and non-fee recoverable services and activities. The productive labor hours divided into the annual full costs of service equals the composite fully burdened labor rate. Some agencies also use the resulting rates for other purposes than setting fees, such as when the need arises to calculate the full cost of general services or structure a cost recovery agreement with another agency or third party.

Fully burdened labor rates applied at the individual fee level estimate an average full cost of providing each service or activity. This step required the development of staff time estimates for the services and activities listed in the City’s fee schedule. For all fee programs studied, time tracking records (if available) were useful in identifying time spent providing general categories of service (e.g. division administration, plan review, inspection, public information assistance, etc.). However, the City does not systematically track activity service time for all departments, or all individual fee-level services provided. Consequently, interviews and questionnaires were used to develop the necessary data sets describing estimated labor time. In many cases, the City estimated the average amount of time (in minutes and hours) it would take to complete a typical occurrence of each service or activity considered.

It should be noted that the development of these time estimates was not a one-step process: estimates received were carefully reviewed by both NBS and departmental management to assess the reasonableness of such estimates. Based on this review, the City reconsidered its time estimates until both parties were comfortable that the fee models reasonably reflected the average service level provided by the City. Then, time estimates were applied to the appropriate fully burdened labor rate to yield an average total cost of the service or activity.

2.2.2 FEE ESTABLISHMENT
E
stablishing fees includes a range of considerations. The Study’s process provided each division the op
portunity to propose additions and deletions to their fee schedules, as well as rename, reorganize, and clarify fee names and categories. In most cases, the current structure of fees did not change; the focus is to recalibrate the fee amount to match the costs of services. In several cases, however, fee categories and fee names were simplified or re-structured to increase the likelihood of full cost recovery, or to enhance the fairness of how the fee applies to various types of fee payers.

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Many such revisions better conform fees to current practices, as well as improve the calculation of fees owed by an individual, the application of fees, and the collection of revenues. Beyond this, some additions to the fee schedule were simply identification of existing services or activities performed by City staff for which no fee is currently charged.

The City’s fee schedule should include the list of fully burdened rates developed by the Study.

Documenting these rates in the fee schedule provides an opportunity for the City Council to approve rates for cost recovery under a “time and materials” approach. It also provides clear publication of those rates, so fee payers of any uniquely determined fee can reference the amounts. The fee schedule should provide language that supports special forms of cost recovery for activities and services not contemplated by the adopted master fee schedule. These rare instances use the published rates to estimate a flat fee, or bill on an hourly basis, at the discretion of the director of each department.

2.2.3 COST RECOVERY EVALUATION
T
he NBS fee model compares the existing fee for each service or activity to the average total cost of se
rvice quantified through this analysis. A cost recovery rate of 0% identifies no current recovery of costs from fee revenues (or insufficient information available for evaluation). A rate of 100% means that the fee currently recovers the full cost of service. A rate between 0% and 100% indicates partial recovery of the full cost of service through fees. A rate greater than 100% means that the fee exceeded the full cost of service.

User fees and regulatory fees examined in this Study should not exceed the full cost of service. In other words, the cost recovery rate achieved by a fee should not be greater than 100%. In most cases, charging a fee above this threshold could require the consensus of the voters.

NBS also assists with modeling the “recommended” or “targeted” level of cost recovery for each fee, always established at 100%, or less, than the calculated full cost of service. Targets and recommendations always reflect agency-specific judgments linked to a variety of factors, such as existing policies, agency- wide or departmental revenue objectives, economic goals, community values, market conditions, level of demand, and others.

A general means of selecting an appropriate cost recovery target is to consider the public and private benefits of the service or activity in question.
 To what degree does the public at large benefit from the service?  To what degree does the individual or entity requesting, requiring, or causing the service be
nefit?

When a service or activity completely benefits the public at large, there is generally little to no recommended fee amount (i.e., 0% cost recovery), reflecting that a truly public-benefit service is best funded by the general resources of the City, such as General Fund revenues (e.g., taxes). Conversely, when a service or activity completely benefits an individual or entity, there is generally closer to or equal to 100% of cost recovery from fees, collected from the individual or entity. An example of a completely private benefit service may be a request for exemption from a City regulation or process.

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In some cases, a strict public-versus-private benefit judgment may not be sufficient to finalize a cost recovery target. Any of the following other factors and considerations may influence or supplement the public/private benefit perception of a service or activity:
 If optimizing revenue potential is an overriding goal, is it feasible to recover the full cost of se
rvice?
 Will increasing fees result in non-compliance or public safety problems?  Are there desired behaviors or modifications to behaviors of the service population helped or hi
ndered through the degree of pricing for the activities?  Does current demand for services support a fee increase without adverse impact to the cit
izenry served or current revenue levels? (In other words, would fee increases have the unintended consequence of driving away the population served?)  Is there a good policy basis for differentiating between type of users (e.g., residents and non- re
sidents, residential and commercial, non-profit entities, and business entities)?  Are there broader City objectives that inform a less than full cost recovery target from fees, su
ch as economic development goals and local social values?

Because this element of the Study is subjective, NBS provides each fee calculation at 100% full cost recovery as well as the framework for the City to adjust recommended fee amounts in accordance with the City’s goals as pertains to code compliance, cost recovery, economic development, and social values.

City staff and elected officials are responsible for localizing the information into a Master Fee Schedule that meets community needs.

2.2.4 COMPARATIVE FEE SURVEY
A
ppendix B presents the results of the Comparative Fee Survey for the City of Tracy. Often policy makers re
quest a comparison of their jurisdiction’s fees to surrounding or similar communities. The purpose of a comparison is to provide a sense of the local market pricing for services, and to use that information to gauge the impact of recommendations for fee adjustments.

NBS worked with the City to choose five comparative agencies: Brentwood, Stockton, Livermore, Manteca and Modesto. The following should be noted about the general approach to, and use of, comparative survey data:
 Comparative surveys do not provide information about the cost recovery policies or pr
ocedures inherent in each comparison agency.
 A “market based” decision to price services below the full cost of service calculation, is the sam
e as making a decision to subsidize that service.
 Comparative agencies may or may not base their fee amounts on the estimated and re
asonable cost of providing services. NBS did not perform the same level of analysis provided for this Study on the comparative agencies’ fees.
 Comparative fee survey efforts are often non-conclusive for many fee categories. Comparison age
ncies typically use varied terminology for provision of similar services.

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In general, NBS reasonably attempts to source each comparison agency’s fee schedule from the Internet, and compile a comparison of fee categories and amounts for the most readily comparable fee items that match the client’s existing fee structure.

2.2.5 DATA SOURCES
T
he following data sources were used to support the cost of service analysis and fee establishment phases of
this Study:
 The City of Tracy’s Adopted Budget for Fiscal Year 2018-2019. Given the long timeline re
quired to complete the Study, a 2% COLA adjustment was added to all salary costs included in the analysis to keep better pace with current year costs.  A complete listing of all City personnel, salary/wage rates, regular hours, paid benefits, and pai
d leave amounts – provided by the Finance Department.
 Various correspondences with the City staff supporting the adopted budgets and current fees, inc
luding budget notes and expenditure detail not shown in the published document.  Prevailing fee schedules by each involved department/division, per the City’s Master Fee Sc
hedule for FY 20/21.
 When available, annual workload data from a prior fiscal year provided by each involved de
partment/division.

The City’s adopted budget is the most significant source of information affecting cost of service results.

NBS did not audit or validate the City’s financial management and budget practices. This Study has accepted the City’s budget as a legislatively adopted directive describing the most appropriate and reasonable level of City spending. Consultants accept the City Council’s deliberative process and ultimate acceptance of the budget plan and further assert that through that legislative process, the City has yielded a reasonable expenditure plan, valid for use in setting cost-based fees.

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FINANCE DEPARTMENT
The Finance Department ensures the fiscal foundation necessary to deliver community services. The Department is responsible for City budget preparation and compliance, accounting and financial reporting, debt issuance and management, accounts payable, City employee payroll preparation, utility billing, business licensing, accounts receivable, cashiering, and sales. The Finance Department also includes the elected office of City Treasurer who oversees the investment of City funds.

The Finance Department section of the City’s fee schedule includes several miscellaneous administrative fees for services such as Business Licenses and Transient Occupancy Tax.  Business Licenses –
o Tr
ansfer, assignment, or duplication fee – The City outsources this service; rates are subject to increase by CPI at beginning of each calendar year per City agreement with Vendor.
o State disability access fee – This fee is set by the State of California and is included on the fee schedule for transparency to applicants.
 Transient Occupancy Tax – Transient Occupancy Tax does not currently reside on City’s Mas
ter Fee Schedule but is being added as part of this Study. The City outsources this service; rates are subject to increase by CPI at beginning of each calendar year per City agreement with Vendor.

The City of Tracy Finance Department facilitates the services listed above by outsourcing them to a third party. Since the services are outsourced, no cost of service analysis was performed. Appendix A.1 presents displays the Finance Department’s proposed list of fees to be included in the Master Fee Schedule.

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CITY CLERK’S OFFICE
The City Clerk’s Office provides a variety of administrative services in support of the City Council, including preparing City Council and other agency agendas and minutes, maintaining the City’s official records, recruiting for City Council appointed boards and commissions, administering City elections, and serving as Filing Officer for the Fair Political Practices Commission.

4.1 Cost of Service Analysis
N
BS developed a composite, fully burdened, hourly rate for the City Clerk’s Office as shown in Table 2 be
low:

TABLE 2. FULLY BURDENED HOURLY RATE – CITY CLERK

4.2 Fee Establishment
T
he following is a summary of changes made to the City’s fee schedule for the City Clerk’s Office:
 Fees for CCTV services, including Video Production, Recording, Studio, and Post Production Se
rvices will be moved to a separate fee schedule, see Chapter 5.  The following are newly added fee categories; notated as “New” in the Current Fee / Deposit co
lumn of Appendix A.2:
o Administrative Processing – Medical Leave Bank
o Project Requiring Municipal Code Update

Section 2.2.3, Fee Establishment, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

Cost Element Direct Services
Labor 164 ,222$
Recurring Non-Labor 44,171
Citywide Overhead 16,960
Division Administration 79,507
Department Total 304,860$
Fully Burdened Hourly Rate $ 117

2,604 Reference: Direct Hours Only

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4.3 Cost Recovery Evaluation
Appendix A.2 presents the results of the detailed cost recovery analysis for the City Clerk’s fees. In the Ap
pendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

There were no instances of activity during the time period reflected in this analysis, therefore no annual projected revenue impact is provided.

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CITY MANAGER CABLE TV DEPARTMENT (CCTV)
The City Manager Cable TV (CCTV) Department provides the residents with programming that reflects the City’s diversity. Festivals, Parades, Ground Breakings, Music, City Council Meetings, Ribbon Cuttings and Block Parties are a few of the programs offered by the City’s Governmental Access Station.

5.1 Cost of Service Analysis
C
CTV staff provide services internally to various City departments, as well as externally to residents and loc
al businesses that wish to utilize the City’s studio and production facilities. Table 3 below reflects the annual cost of service analysis outcome for internal services to other City Departments, labeled as “Cable TV / Citywide Internal Production Support”. Additionally, NBS developed a set of composite fully burdened hourly rates for full-time and part-time CCTV personnel. This structure of hourly rates best reflects the way the Department typically staffs CCTV services and activities.

TABLE 3. FULLY BURDENED HOURLY RATES – CCTV – FULL TIME/PART TIME

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. All subsequent cost of service calculations at the individual fee level assumes a fully burdened hourly rate of $156 for full-time employees and $62 for part-time employees in support of external customers. When work is performed after hours, a rate of $184 for full- time employees, and $73 for part-time employees can be used.

5.2 Fee Establishment
T
he following is a summary of changes made to the CCTV fee schedule:
 Segregation of CCTV fee categories from City Clerk Office’s fee schedule.  Clarification of basic fee descriptions to better reflect services provided Cost Element
Cable TV /
Citywide Internal
Production
Support
Video Production
Services - Fee
Program - City FT
Staff
Video
Production
Services - Fee
Program - PT
Staff
Labor 118 ,350$ 5,539$ 2,258$ Recurring Non-Labor 30,577 1,431 583 Citywide Overhead 10,353 485 198 Division Administration 72,605 3,398 1,385 Department Total 231,886$ 10,853$ 4,425$ Fully Burdened Hourly Rate n/a $ 156 $ 62 n/a 69 71 Overtime Rate n/a $ 184 $ 73 Reference: Direct Hours Only

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 Addition of a new fee category for Project Application review. In general, CCTV staff provide pr
oject scoping services free of charge. Once an application for an event or production is received to formally initiate a project, this fee would apply.

Section 2.2.2, Fee Establishment, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

5.3 Cost Recovery Evaluation
A
ppendix A.3 presents the results of the detailed cost recovery analysis for CCTV fees. These fees are ch
arged to residents and businesses that wish to utilize the City’s studio and production facilities. The City does not currently charge internal departments for CCTV services.

In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

CCTV fees currently recover approximately 43% of the total annual cost of providing services. As shown in the following table, the City collects approximately $1,095 per year in revenues at current fee amounts.

At full cost recovery, the same demand for these services would recover approximately $2,600. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will increase by approximately $1,500 per year.

TABLE 4. COST RECOVERY OUTCOME - CCTV

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, City Manager Cable TV staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.3 displays staff’s initial recommended fee amounts. City Staff recommended recovering 100% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
City Manager Cable TV Department 1,095 2,576 (1,481) 43% 2,576 100%

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GRAND THEATRE CENTER FOR THE ARTS /

CULTURAL ARTS DIVISION
The Grand Theatre Center for the Arts is a professional arts organization and educative center within City government, as well as an important public resource as an economic redevelopment project in historic downtown Tracy. The Grand is a managed facility of the Division as a municipal, regional, interdisciplinary arts center. The Center features two theatres, three galleries, nine studio classrooms, as well as numerous public spaces built throughout five interconnected buildings. This design creates a lively point of community congregation, a unique cultural destination in the region, and provides significant cultural influence to the public and peers groups alike. The Cultural Arts Division Staff hosts the community-at- large and regularly consults with arts and cultural groups, as well as government and planning professionals seeking collaboration and information for use in their own projects. The Grand Foundation is the dedicated non-profit fundraising partner of the facility supporting programming and technical needs. The Center will celebrate its 15th Anniversary Season in 2021-22, and commemorate the 100-Year Anniversary of the historic Grand Theatre in 2023.

6.1 Cost of Service Analysis
F
or purposes of analysis, the cost of three primary categories of services offered at the Center were ana
lyzed:
 Arts Education Program – providing instruction in dance, drama, music, literary arts, and vis
ual arts. The City charges a fee for these services and class offerings, which experience normal fluctuations seasonally or annually depending on the demand for services and/or availability of staff or contractors to run classes.
 Rental Program – the specialized amenities, spaces, and equipment may be rented for use for ev
ents, productions, and school & community events.
 Other Cultural Arts and Theatre Programs – including Exhibitions Program, Presenting Pr
ogram, Volunteer Program, Tracy Arts Commission, etc.

The following table shows the annual cost of service outcomes for the Grand Theatre Center for the Arts and Cultural Arts Division in total, as well as per each service category:

TABLE 5. GRAND THEATRE CENTER FOR THE ARTS / CULTURAL ARTS ANNUAL COST OF SERVICE ANALYSIS

Cost Element Ar ts Education
Program Rental Program
Other Cultural
Arts and
Theatre
Programs
TOTAL
Labor 188 ,961$ 179,657$ 300,443$ 669,061$ Recurring Non-Labor 308,409 171,613 675,810 1,155,833 Citywide Overhead 16,365 15,560 26,020 57,946 Division Administration 140,074 100,019 273,278 513,371 Total 653 ,810$ 466,849$ 1,275,551$ 2,396,210$

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As shown, the total annual cost of providing all Center and Cultural Arts Division services is approximately $2.4 million per year. Additionally, NBS developed a set of composite fully burdened hourly rates for full- time and part-time personnel. This structure of hourly rates best reflects the way the Division typically staffs its services and activities.

TABLE 6. FULLY BURDENED HOURLY RATES – GRAND THEATRE CENTER FOR THE ARTS/CULTURAL ARTS –

FULL TIME/PART TIME

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. For cost recovery related to support of any direct services provided to the public for use of the Center or when developing the cost of individual and/or seasonal arts education programs, the Division may utilize the fully burdened rate of $159 for full-time employees, $48 for part-time employees, or $124 as an average rate regardless of full or part time status. When work is performed after hours, a rate of $175 for full-time employees, $53 for part-time employees, and $136 on average can be used.

6.2 Fee Establishment
T
he Division’s current fee structure includes fees for Arts Education and Rental Programs. Fee revenue re
presents an important source of funding to help cover costs and sustain, if not improve, the level of service provided by the City.

Arts Education Program Fees listed on the fee schedule can include Ceramics & Fused Glass, Dance, Drama, Visual Arts, Music, Literary Arts, Senior classes, and more.

Fees for use of the Center are categorized as follows:
 EK Theatre and Studio Theatre are currently charged for an initial baseline number of hours of faci
lity use, plus an hourly rate for additional hours of use as needed. Fee amounts vary depending on whether the facility is utilized during “Prime Time” hours or “Non-Prime Time” hours, whether the use of the facility is for a rehearsal, meeting, or performance, and whether the fee payor is a Non-Profit or Commercial entity.

Cost Element Full-Time Part-Time TOTAL
Salaries 389 ,080$ 56,178$ 445,257$ Benefits 195,567 28,237 223,804 Recurring Non-Labor 873,912 126,181 1,000,093 Citywide Overhead 50,635 7,311 57,946 Division Administration 448,600 64,771 513,371 Total 1,9 57,793$ 282,678$ 2,240,470$ Fully Burdened Hourly Rate $ 159 $ 48 $ 124 12,293 5,834 18,127 Overtime Rate $ 175 $ 53 $ 136 Reference: Direct Hours Only

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 Box Office services are charged per event. Spaces such as the Dance Studio, Visual Arts St
udios, Children’s Studio, Lobby Areas, etc. are charged per hour of use, with lower required numbers of initial baseline hours of paid use. Rates for Non-Profit and Commercial use vary, like the EK Theatre and Studio Theatre rates.
 Equipment rental such as pianos, microphone, tables, chairs, etc., and technical support are ch
arged mostly on a per use / each basis.
 Miscellaneous labor fees are charged by the hour for various positions required for technical or
facilitation services. Additional fees such as janitorial services per day, and an agreement processing fee also apply.

During the Study, NBS and the Division did not restructure the names and categorization of services shown within the list of current fees. The structure of fees for the Division is working well for the City, and it was determined that the City could continue with current practices or revise the fee structure on an ongoing basis as program offerings for Arts Education change, or as the groups using the Theatre’s needs change over time. The next section, Cost Recovery Evaluation, provides some specific legal parameters and industry norms specific to the setting of rental rates for government owned facilities, and recreational programs.

6.3 Cost Recovery Evaluation
T
he fees charged by the Grand Theatre Center for the Arts / Cultural Arts Division are either fees for re
creational classes and programs, or fees for use of government property (the Center). Per Article XIII C of the California Constitution, classes and program fees are limited to the estimated costs of providing services. 1 The Article’s language pertaining to fees for use of government property does not include the “r
easonable costs” limitation; 2 however, a general law city is subject to the constraint on the amount of a fee
charged by Government Code section 50402. 3

Re
creation class and program offerings are typically seasonal in nature. They change subject to availability of resources to provide specialized instruction as well as local demand for the type of instruction offered.

Additionally, pricing of services tends to be significantly influenced by the price for similar services offered by surrounding public agencies and other non-profit providers.

Because of these conditions, NBS’s approach to cost recovery evaluation is to perform a high-level cost analysis by basic program area to assist with understanding cost recovery performance and in developing a cost recovery policy, rather than an analysis at the individual fee level as seen in most other chapters of this report. The program-level cost recovery analysis estimated the Division’s annual cost recovery performance by comparing the revenues collected, to the total program costs established through the Study. The following table summarizes results of that analysis:

1 Article XIII C, Section 1 (e)(2) Exception for Fees for Services and Products Provided 2 Article XIII C, Section 1 (e)(4) exception for fees for use of government property 3 50402 (a) A city, county, or city and county owning property or leasing property which is devoted to park, amusement, or recreational purposes may make a charge for use or services provided therein in the amount as may be provided by resolution by the governing body. No charge shall be imposed which exceeds the cost of the service provided.

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TABLE 7. COST RECOVERY EVALUATION – GRAND THEATRE CENTER FOR THE ARTS /

CULTURAL ARTS DIVISION

As shown, the City recovers approximately 18% of the full cost of running the Arts Education Program, 15% of the Rental Program, and 16% of Other Cultural Arts and Theatre Programs. The City collects approximately $398,000 per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $2.4 million. If the City were to charge 100% full cost recovery for these services, of the cost of providing each service, an additional $2.0 million in costs could be recovered.

The seasonal and market driven pricing nature of the service offered by the Grand Theatre Center for the Arts & Cultural Arts Division will influence how best to use the Cost Recovery Evaluation’s results toward updating the Division’s individual fee amounts. It is uncommon for cultural arts programs, especially those for senior and youth, to recover 100% of the costs of providing services. These programs are generally seen by both elected officials and residents as a service beneficial to the community that should remain affordable to encourage participation. The Division and Council may want to consider an overall percentage increase to existing fee amounts “across the board” to come closer to, but not completely achieve, 100% cost recovery for any given program. For more discussion on factors influencing policy decisions to recover 100%, or less, of any given service through fees for service, see Section 2.2.3, Cost Recovery Evaluation, of this Report.

NBS provides the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Division staff and City Council, can utilize this information to recommend and adopt fees at appropriate cost recovery levels equal to or below the full cost calculation.

The Division’s staff report provides any initially recommended changes to fees for the Council’s consideration.

Cost Element Arts Education
Program Rental Program
Other Cultural
Arts and
Theatre
Programs
TOTAL
Labor 188 ,961$ 179,657$ 300,443$ 669,061$ Recurring Non-Labor 308,409 171,613 675,810 1,155,833 Citywide Overhead 16,365 15,560 26,020 57,946 Division Administration 140,074 100,019 273,278 513,371 Total 653 ,810$ 466,849$ 1,275,551$ 2,396,210$ FY 17/18 Actual Revenue $120,000 68,000$ 210,200$ $398,200 Current Cost Recovery % 18% 15% 16% 17%

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BUILDING SAFETY DIVISION
The Building Safety Division is responsible for permit processing, plan review, and inspections. The team provides public counter services, plan review for residential projects and commercial projects, and field inspections for code compliance during the construction phase of a project.

7.1 Cost of Service Analysis
N
BS calculated the total estimated annual cost of Building Safety Division services, segregated between th
ose costs that are eligible and/or targeted for recovery in fees for service, versus those that require another funding source other than fees. Fee-recoverable costs are also translated into a “fully burdened” hourly rate, for purposes of individual fee calculations. Table 8 shows the summary of outcomes from the Cost of Service Analysis:

TABLE 8. FULLY BURDENED HOURLY RATE - BUILDING

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. The total annual cost of the Building Safety Division per year is approximately $3.7 million. Approximately 95% of the total costs are eligible and/or targeted for recovery in fees, while approximately $200,000 require another funding source. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $134 for the Building Safety Division. When work is performed after hours, a rate of $147 can be used.

The cost category columns shown in the table above were adapted and summarized from Division staff interviews. To assist the reader in understanding the underlying costs and assumptions used to calculate the fully burdened hourly rate, the following provides summary descriptions of each cost category:
 Public Information / Counter Services – Building Safety Division staff respond to phone calls and general information requests at the public counter. Costs associated with the provision of public information and public counter services are not only a basic and expected function of governmental services to the public, but also a supportive service to active and incoming Cost Element
Public
Information /
Counter Time
CIP
Code
Enforcement /
Complaint
Response
Direct
Permitting
Services -
Processing
Direct
Permitting
Services - Plan
Check
Direct
Permitting
Services -
Inspection
TOTAL
Labor 158 ,896$ 41,256 $ 68,465$ 105,890 $ 302,475$ 730,025$ 1,407,007$ Recurring Non-Labor 30,139 7,825 12,986 20,085 606,330 607,228 1,284,594 City-wide Overhead 20,163 5,235 8,688 13,437 38,382 92,634 178,538 Allocated Common Activities 61,481 15,963 26,491 40,971 278,366 420,226 843,497 Division Total 270 ,678$ 70,279 $ 116,630$ 180,383 $ 1,225,552$ 1,850,113$ 3,713,636$ Cost Recovery Targeted from Fees 95% 0% 0% 100% 100% 100% 95% Amount Targeted for Consideration in Billings/Fees 257, 1 45 - - 180,383 1,225,552 1,850,113 3,513,193 Amount Requiring Another Funding Source 13,534 70,279 116,630 - - - 200,443 Fully Burdened Hourly Rate 134$
26,172
147$ Overtime Rate
Reference: Direct Hours Only

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requests for plan check and permitting. Building Safety Division staff estimated that approximately 95% of these costs support the plan check and permitting process and are therefore targeted for recovery in fees for services, while the remaining 5% are pertaining to general governmental services such as public records requests, or inquiries that do not pertain to an active project or result in an active permit application. General governmental services require another funding source than fees for services.  CIP – Building staff support the review and Implementation of various City capital im
provement projects (CIP). These costs are not targeted for recovery in building’s fees for services and should be recovered from the City’s capital project funding sources.  Code Enforcement / Complaint Response – Work activities in response to a complaint received by the Building Division related to violation of a prior condition of approval, Ordinance or State law. Includes complaint investigation, follow up, and any associated abatement or enforcement actions. These costs could be recovered through fines or penalties when efforts to gain compliance become excessive.
 Direct Permitting Services (Processing/Plan Check/Inspection) – Wo rk activities associated with active building processing, plan check and permit applications, and inspection. 100% of these costs are recoverable in fees for service.

7.2 Fee Establishment
T
he City’s basis for most of its Building, Electrical, Mechanical, and Plumbing Permits is to determine a pr
oject’s value, as determined by building valuation data table, and to then apply fee amounts as established by the 1997 Administrative Code. While use of the 1997 Administrative Code fee table is an acceptable method for setting fees, the structure and amounts of fees charged by the City as a result are outdated in terms of current industry practices employed in California in 2021. The Building Division’s fees are regulatory in nature, and in California are also limited to the cost of providing the service for which the fee is charged. This Study focused on aligning fee amounts with the cost of services provided rather than applying the 1997 Administrative Code’s fee amounts at face values.

Overall, the Division took the opportunity within this Fee Study to significantly restructure the fee schedule. Notable changes include:
 Building Permit and Plan Check Fees - Overall, the method of calculating fees in terms of first es
tablishing a project’s value and then applying the fee amounts from the scaled fee table is the same.
o Recommended publishing actual scaled fee tables so the public and see what fee amounts apply per the value of their project.
o Expanded scaled tables to include higher project value tiers to better align with City’s currently experienced average project valuations.
o Developed separate scaled tables between Residential/Multi- Family/Commercial/Industrial building code designations.  Miscellaneous Minor Permits - Based on a review of recent building permit record types, a list of
over the counter permit projects was established. The list includes projects such as:
demolition, pools, patio covers, decks, doors/windows, remodels, re-roof, signs, etc. These

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fees can be charged on a “per project”/ “per permit” basis, and do not need to utilize the project value approach required for larger projects with more elaborate scopes of work involved.
 Electrical, Mechanical, and Plumbing Permit Fees – these fees continue to be itemized so that pe
rmits can be combined with larger projects that are assessed Building Permit and Plan Check Fees, as well as be tailored for small stand-alone projects such as changing out a residential water heater.
 Addition of new fee categories, notated as “New” in the Current Fee / Deposit column of Ap
pendix A.4:

7.3 Cost Recovery Evaluation
A
ppendix A.4 presents the results of the detailed cost recovery analysis for the Building Safety Division’s fee
s. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

This Cost of Service per Activity calculation is reflective of the Building Division’s costs, as well the Engineering Division’s costs for supportive review as required by the City’s established development review processes. Planning also provides supportive review to Building Division plan and permit submittals. Planning has established a separate set of fees to be applied per project for each review completed, whereas the cost for providing inspection support for BSD projects are represented herein.

Building Safety Division fees currently recover approximately 111% of the total annual cost of providing services. As shown in the following table, the City collects approximately $5.2 million per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $4.7 million. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will decrease by approximately $515,000 per year.

TABLE 9. COST RECOVERY OUTCOME

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Building Safety Division staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.4 displays staff’s initial recommended fee amounts. With staff’s recommended adjustments, building fees are projected to recover just under 100% of the costs of providing services. For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Building Safety Division 5,249,857 4,735,249 514,608 111% 4,700,507 99%

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ENGINEERING DIVISION
The Engineering Division reviews plans for all private developments including residential, commercial, and industrial development to ensure conformance with City standards. Inspection services ensure compliance with city standards on all public and private projects. The sections within the Engineering Division covered by this analysis include Engineering Project Review, Construction management, and Project Plan Checks.

8.1 Cost of Service Analysis
N
BS calculated the total estimated annual cost of fee related services within the Engineering Division, and tr
anslated costs into a “fully burdened” hourly rate, for purposes of individual fee calculations. Table 10 shows the summary of outcomes from the Cost of Service Analysis:

TABLE 10. FULLY BURDENED HOURLY RATE - ENGINEERING

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. The total annual cost of the Engineering Division per year is approximately $4.3 million. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $108 for Development Plan Check and $130 for Development Inspection.

When work is performed after hours, a rate of $133 can be used for Development Plan Check and $142 for Development Inspection.

8.2 Fee Establishment
T
he following is a summary of overall changes made to the City’s fee schedule for the Engineering Div
ision:
 Addition of new fee categories, notated as “New” in the Current Fee / Deposit column of Ap
pendix A.5:
o Final Subdivision Map Review – greater than 100 lots, each additional 100 lots Expenditure Type Development
Plan Check
Development
Inspection Total
Labor 787 ,133$ 848,375$ 1,635,509$
Recurring Non-Labor 131,070 1,541,812 1,672,882 City-wide Overhead 91,178 268,502 359,681 Allocated Common Activities 178,259 469,531 647,790 Division Total 1,187,640$ 3,128,221$ 4,315,862$ Fully Burdened Hourly Rate $ 108 $ 130 11,016 24,036
Overtime Rate 133$ 142$
Reference: Direct Hours Only

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o Non-Technical Correction
o Legal description and plat review (lot merger)
o Water treatment plan check/ NPDES Compliance
o MWELO
o Multi-Family Projects/Subdivisions
 Deletion of duplicate fee categories, and restructuring of fees to provide better readability, and
to better align with current practices and service offerings. o Inspection Improvement Agreement deleted and grouped with Agreement Processing o Encroachment Permits restructured to group into Minor, Moderate and Major o Building Moving or Oversized Load moved to Building fee schedule

Section 2.2.2, Fee Establishment, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

8.3 Cost Recovery Evaluation
A
ppendix A.5 presents the results of the detailed cost recovery analysis for the Engineering Division’s fee
s. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

Each Cost of Service per Activity calculation is reflective of the Engineering Division’s development plan check and inspection costs, as well the Planning, Building, and Public Works department/division costs for supportive review as required by the City’s established development review processes.

Engineering Division’s fees currently recover approximately 62% of the total annual cost of providing services. As shown in the following table, the City collects approximately $3.5 million per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $5.6 million. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will increase by approximately $2.1 million per year.

TABLE 11. COST RECOVERY OUTCOME

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Engineering Division staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.5 displays Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Engineering Division 3,498,312 5,624,366 (2,126,054) 62% 5,624,366 100%

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staff’s initial recommended fee amounts. With staff’s recommended adjustments, engineering fees are projected to recover 100% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

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PLANNING DIVISION
The Planning Division is responsible for implementing City policies that direct the physical development and community character of the City. Implementation of City development policies involves analysis and establishing conformance to local implementing plans, including various Specific Plans, the Zoning Code, Growth Management Ordinance and Guidelines, Planned Unit Developments, and the City’s Design Guidelines. Project development and approvals also involved environmental analysis to determine environmental impacts.

9.1 Cost of Service Analysis
N
BS calculated the total estimated annual cost of Planning Division services, segregated between those co
sts that are eligible and/or targeted for recovery in fees for service, versus those that require another funding source other than fees. Fee-recoverable costs are also translated into a “fully burdened” hourly rate, for purposes of individual fee calculations. Table 12 shows the summary of outcomes from the Cost of Service Analysis:

TABLE 12. FULLY BURDENED HOURLY RATE - PLANNING

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. The total annual cost of the Planning Division per year is approximately $1.6 million. Approximately 46% of the total costs are eligible and/or targeted for recovery in fees, while approximately $863,000 require another funding source. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $150 for Planning Division support. When work is performed after hours, a rate of $170 can be used.

These costs are not recommended for recovery from Planning fees.

Cost Element Support to City
Depts/Council
Counter
Time/ Public
Information
General Plan
Maint/Update
Annual
Long Range
Planning -
Other
Direct Current
Planning
Services
Total
Labor 235 ,249$ 200,166$ 157,375$ 117,146$ 351,440$ 1,061,376$ Recurring Non-Labor 28,943 24,627 19,362 14,413 43,239 130,584 Citywide Overhead 19,598 16,675 13,110 9,759 29,277 88,419 Allocated Common Activities 72,540 61,722 48,527 36,123 108,368 327,280 Division Total 356 ,330$ 303,190$ 238,375$ 177,441$ 532,324$ 1,607,659$ Cost Recovery Targeted from Fees 0% 70% 0% 0% 100% 46%
Amount Targeted for Consideration in Billings/Fees - 212,233 - - 532,324 744,557 Amount Requiring Another Funding Source 356,330 90,957 238,375 177,441 - 863,102 Fully Burdened Hourly Rate $ 150
4,965
$ 170 Overtime Rate
Reference: Direct Hours Only

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 Counter Time/Public Information – P lanning Staff responds to phone calls and general information requests that support the development review process. Costs associated with the provision of general public information and public counter services are not only a basic and expected function of governmental services to the public, but also an overall supportive and beneficial service to active and incoming applications and requests for development approval.

Planning staff estimated that approximately 70% of these costs support land use application review activities and are therefore targeted for recovery in fees for services, while the remaining 30% require another funding source other than fees.  Long Range Planning – Planning staff support the ongoing maintenance and cyclical update of the City’s General Plan and local zoning ordinances. These costs are targeted for recovery through the General Plan Surcharge as provided in the subsequent chapter.  Direct Current Planning Services – Development review and approval comprises the majority of the Planning Division’s work efforts. 100% of these costs are eligible for recovery from the Division’s fees for service.

9.2 Fee Establishment
T
he following is a summary of overall changes made to the City’s fee schedule for Planning Division:
 Deletion of fees that are no longer used or not needed, such as:
o Ge
neral Plan Zoning Map
 Addition of new fee categories, notated as “New” in the Current Fee / Deposit column of Ap
pendix A.6:
o Multiple Signs sign permit
o Tentative Map – Reasonable Accommodation (Accessibility) o 4th and subsequent review
o Ge
neral Plan Maintenance and Update
o Single Family Building Plan Check
 Single Family – Miscellaneous Minor Improvements, Plot Plan / Production Plan Review, New Model Home
 Multi-family / Commercial / Industrial – New Building / Shell project  Tenant improvement

Section 2.22, Fee Establishment, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

9.3 Cost Recovery Evaluation
A
ppendix A.6 presents the results of the detailed cost recovery analysis for the Planning Division’s fees. In th
e Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

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Each Cost of Service per Activity calculation is reflective of the Planning Division’s review costs, as well the Engineering, Building and Public Works department/division costs for supportive review as required by the City’s established development review processes.

Planning Division fees currently recover approximately 53% of the total annual cost of providing services.

As shown in the following table, the City collects approximately $466,000 per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $886,000. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will increase by approximately $420,000 per year.

TABLE 13. COST RECOVERY OUTCOME

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Planning Division staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.6 displays staff’s initial recommended fee amounts. With staff’s recommended adjustments, planning fees are projected to recover 100% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Planning Division 466,183 886,140 (419,957) 53% 886,140 100%

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GENERAL PLAN SURCHARGE
The Planning Division is responsible for updating the City’s General Plan on a routine basis. This Plan helps to guide the growth of the community in a consistent manner. Government Code 66014 (b) allows local agencies to, “…include the costs reasonably necessary to prepare and revise the plans and policies that a local agency is required to adopt before it can make any necessary findings and determinations.” This section of the Government Code supports the inclusion of costs for general plan maintenance and updates in fees for service.

10.1 Cost of Service Analysis
A
s shown in
Tab
le 1 below, the annual cost of a comprehensive General Plan update and its associated implementation is approximately $449,000. This amount is based on the Department’s estimate of $2.3 million in consultant and staff costs required for comprehensive updates to be performed every 1 - 10 years.

TABLE 1. ANNUAL GENERAL PLAN UPDATE COSTS

10.2 Fee Establishment
T
he Department and City Council should agree upon a desired annual cost recovery target for this fee pr
ogram that is either equal to or less than 100%.

The City’s General Plan and Housing Element are the key plans, policies, and legal parameters required for the approval of development projects. However, it is also recognized that the General Plan has other applications which the City uses in its continued efforts to serve its existing residents and businesses.

When developing a reasonable surcharge, each jurisdiction’s policy makers must decide to what degree new development impacts the revision and maintenance efforts of their General Plan, and to what degree the General Plan is required for approval of new development projects. For jurisdictions with large amounts of undeveloped land available, the impact is typically higher than for jurisdictions that are closer Cost Total Cost Amortization
Period (Yrs) Annual Cost
General Plan Update - Consultant Costs 2,000,000$ 10 200,000$ Housing Element Update - Consultant Costs 85,000$ 8 10,625$ Subtotal Contract Costs 2,085,000$ 210,625$
City Staff - Average Annual 238,375 1 238,375 Subtotal Annual Staff Costs 238,375$ 238,375$
Total $ 2,323,375 $ 449,000

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to the “build-out” of available land resources. For example, Planning Division staff estimated that approximately 85% of the effort and costs shown in the table above are attributable to Development Review. Therefore, a reasonable surcharge could equal up to or below 85% recovery of costs.

In addition, the surcharge should apply only to development projects that have a significant impact on the update of the General Plan, or that are subject to more review and approval pertaining to the policies and requirements therein. The proposed surcharge is a percentage charged on top of the fee collected by the Building division for each identified relevant fee type. Relevant fee types include all new construction and additions building permit and plan check fees for projects that are greater than $100,000 in value.

The following table provides options for surcharge amounts based on various cost recovery targets:

TABLE 2. SURCHARGE CALCULATION

To recover 85% of the costs shown in Table 14 for updating and maintaining the City’s General Plan, a

0.06% surcharge fee needs to be added to each Building project that is impacted by the General Plan.

10.3 Cost Recovery Evaluation
T
he City does not currently charge a fee for General Plan Surcharge. The proposed surcharge would apply to
selected types of building applications as discussed above. At 85% cost recovery, the surcharge would recover approximately $382,000 annually.

TABLE 16. COST RECOVERY OUTCOME

Cost Recovery Target
Annual Costs
Rec
overed @
Target
Surcharge
Based on
Applicable
Building
Project
Valuation
85% 381,650$ 0.06%
75% 336,750$ 0.05%
50% 190,825$ 0.03%
25% 95,412$ 0.01%
679,554,689$ Total Project Valuation ( 2 YR AVE) - includes new construction and ad
ditions only > $100,000
Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
General Plan Maintenance Surcharge - 449,000 (449,000) 0% 381,650 85%

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COMMUNITY FACILITIES DIVISION
The Community Facilities Division facilitates the rental of the City’s parks and facilities. The City of Tracy has numerous spaces available, which are utilized for meetings and events, including: Tracy Transit Station Meeting Rooms and Lobby, Civic Center Meeting Rooms and Lobby, the Sports Complex Meeting Room, and the Tracy Community Center. The Division also coordinates the usage of its sports fields to many of the local sports organizations, as well as reservation of city streets as needed for community events. In addition to its primary role in parks and facility rentals, the Division also supports the Recreation Division with its program and service offerings throughout the year as needed.

Rental and permit fees, along with resources from the City’s General Fund, provide funding for the variety of parks and facilities available to the Tracy community. The fees collected for these programs represent an important source of funding to help cover costs and sustain – if not improve – the level of service provided by the City.

11.1 Cost of Service Analysis
T
he total estimated annual cost of the Community Facilities Division is approximately $1.4 million per ye
ar. The table below provides further detail for the primary programs and services offered:

TABLE 17. COMMUNITY FACILITES - COST OF SERVICE ANALYSIS

NBS gathered data regarding the amount of staff time per year spent on the Division’s various programs and services, and used that information as a primary driver in determining the total Citywide costs of providing each program. Section 2.2.1, Cost of Service Analysis, provides further definition and discussion of the elements of each total program cost calculation (such as Labor, Recurring Non-Labor, etc.).

Categorization of the Division’s primary services are briefly described as follows:
 Patrol – Activities that support the safety and maintenance of community facilities locations.

T
hese costs can be recovered indirectly through facility use/rental rates.  Building Rentals – R ental of the Community Center, Senior Center, Tracy Sports Complex Meeting Room, Transit Station, Civic Center, and Storage Containers. These costs are 100% recoverable through rental rates.
 Park and Picnic Areas – I ncludes use of park and picnic areas, parking lots, and tennis courts.

These costs are 100% recoverable through rental rates.

Cost Element Patrol Building
Rentals
Park and
Picnic Areas
Sports
Facilities Pool Rentals Parades
Rec
Programs
Support
TOTAL
Labor 28,356 $ 38,562 $ 29,454 $ 94,124 $ 9,108 $ 31,726 $ 45,369 $ 276,700 $ Recurring Non-Labor 14,660 18,846 16,684 39,772 2,162 6,240 23,036 121,400 Division & Citywide Overhead 4,195 5,393 4,775 681,390 1,231 1,786 6,593 705,363 Allocated Common Activities 23,266 30,215 26,070 162,630 4,233 12,750 36,677 295,842 Division Total 70,477 $ 93,017 $ 76,983 $ 977,916 $ 16,735 $ 52,502 $ 111,676 $ 1,399,305 $

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 Sports Facilities – U se of the Ritter Family Ball Park, Tracy Sports Complex, Plascencia Fields, Tiago, Galli, Clyde Bland, Veterans & Legacy Fields. These costs are 100% recoverable through rental rates.
 Pool Rentals – Th e Joe Wilson Community Pool. These costs are 100% recoverable through rental rates.
 Parades & Special Events Permits – Pe rmitting of parades along the City’s established short, standard, and long parade routes. These costs are 100% recoverable through permit fees for each parade.
 Recreation Programs Support – Co mmunity Facilities Division staff support the operations of various recreational programs offered by the Recreation Division.

As some fees and services will require application of staff hourly rates, NBS derived the following blended fully burdened labor rates for full time versus part time personnel. This was performed uniquely for the Division, to conform to the way it typically staffs services and activities. Table 18 provides a summary of the hourly cost of service outcomes:

TABLE 18. FULLY BURDENED HOURLY RATES – COMMUNITY FACILITES DIVISION – FULL TIME/PART TIME

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. Since staffing resources are shared between the Community Facilities and Recreation Division’s, a blended rate has been calculated for use by both Division’s. The fully burdened hourly rate for full-time staff is $213; part-time staff, $27. When work is performed after hours, the rates shown in the table as “Overtime Rate” can be applied.

11.2 Fee Establishment
T
he Division’s current fee schedule is mostly comprised of rental fees for City parks and facilities. There are
also a few fees in the list that are for individual service requests. The difference between these types of fees is important, as further described in the Cost Recovery Evaluation section of this Chapter, below.

Cost Element Full-Time Part-Time
Salaries 454,097$ 506,630$
Benefits 228,479 -
Recurring Non-Labor 369,182 411,891
Citywide Overhead 663,300 740,035
Division Administration 302,807 337,837
Total 2,017,866$ 1,996,393$
Fully Burdened Hourly Rate $ 213 $ 27 Reference: Direct Hours Only 9,483 74,230 Overtime Rate $ 237 $ 30

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The following is a summarized description of which of the Division’s fees can be categorized as rental fees versus permitting and individual service request fees:

Facility Rental Fees - Includes hourly use of the following parks and facilities:
 Community Center for various rooms and areas
 Tracy Sports Complex Meeting Room
 Tracy Transit Station for various rooms and areas
 Tracy Civic Center Rental for various rooms and areas  Park and Picnic Areas
 Parking Lot Rental
 Mobile Stage Rental
 Tennis Court Rental
 Lights
 Lolly Hansen Senior Center Rental various rooms and areas  Sports Facilities various fields and lights for practice, game and Tournament use, storage co
ntainer use, concessions, and vendor fees
 Joe Wilson Community Pool Rentals
 Use of Temporary Outfield Fencing

Se
rvice Request Fees – Includes fees for:
 Special Event Permit Application & Review
 Extra Dumpster Disposal
 Special Events in Civic Center Park – Full-Service Event Coordination  Inflatable Structures Administrative Fee
 On Site Staffing
 Softball Field Preparations
 Extra Lifeguard Services
 Permits for Parades on Downtown Streets

Du
ring the Study, NBS and the Division did not restructure the names and categorization of services shown within the list of current fees. The structure of fees for the Division is working well for the City, and it was determined that the City could continue with current practices or revise the fee structure on an ongoing basis as the needs or types of groups using City parks and facilities change over time. The next section, Cost Recovery Evaluation, provides some specific legal parameters and industry norms specific to the setting of rental rates for government owned facilities, and recreational programs.

11.3 Cost Recovery Evaluation
N
BS performed a program-level cost recovery analysis which estimated annual cost recovery performance by
comparing the revenues collected, to the total annual costs of services established through the Study.

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TABLE 19. COST RECOVERY EVALUATION – COMMUNITY FACILITES DIVISION

As shown, the City recovers approximately 69% of the full cost of Building Rentals, 22% of Park & Picnic Area rentals, 20% of Sports Facilities, 29% of Pool Rentals, and 2% of Parades Permits. The City collects approximately $283,000 per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $1.4 million. If the City were to charge 100% full cost recovery for these services, of the cost of providing each service, an additional $1.1 million in costs could be recovered.

The fees charged by the Division are either fees for individual service requests, or fees for use of government property. Per Article XIII C of the California Constitution, classes and program fees are limited to the estimated costs of providing services. 4 The Article’s language pertaining to fees for use of go
vernment property does not include the “reasonable costs” limitation; 5 however, a general law city is su
bject to the constraint on the amount of a fee charged by Government Code section 50402. 6

Th
ere are several unique attributes regarding the services provided by the Community Facilities Division that influence how best to use the Cost Recovery Evaluation results toward updating the Division’s individual fee amounts.

Facility Rental Fees

In NBS’ experience, it is uncommon for community facility rental fees to recover 100% of the costs of providing services. Access to and use of facilities is generally seen by both elected officials and residents as a service beneficial to the community that should remain affordable. Therefore, the Division and Council may want to consider an overall percentage increase to existing fee amounts “across the board” in order to come closer to, but not completely achieve, 100% cost recovery for any given program.

Additionally, the results of the survey are included in Appendix B.5 to this Report. In general, the City’s

4 Article XIII C, Section 1 (e)(2) Exception for fees for services and products provided, and Section 1(e)(3) Exception for fees imposed for regulatory services
5 Article XIII C, Section 1 (e)(4) exception for fees for use of government property 6 50402 (a) A city, county, or city and county owning property or leasing property which is devoted to park, amusement, or recreational purposes may make a charge for use or services provided therein in the amount as may be provided by resolution by the governing body. No charge shall be imposed which exceeds the cost of the service provided.

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facility rental fees are lower than comparison agencies. Most comparison agencies separate rates for resident vs non-resident applicants, which could allow for greater overall cost recovery. For more discussion on NBS’ approach to, as well as the general limitations of, comparative surveys, consult Section

2.2.4 of this report.

Regarding fees for lighting of facilities and fields on an as needed basis, if the City maintains metered data for individual locations that have lights or has access to cost per hour paid for electricity, field and facility lighting fees can be set according to the actual costs incurred per hour by the City during hours in which lights are typically used. It would also be acceptable to set lighting fees in line with a comparison of similar usage fees charged by other surrounding municipalities.

Service Request Fees

As listed above, the Division charges several service request fees. To evaluate these fees for services, NBS interviewed staff to gather the estimated amount of time associated with all service request fees. Using the time estimates provided by City staff in combination with the fully-burdened hourly rates calculated above, NBS estimated the full cost for providing each service.

TABLE 20. SERVICE REQUEST FEES ANALYSIS

Th
e City is currently under-recovering all costs of providing services shown in Table 20, except for Extra Dumpster Disposal and Part Time staff hourly rates during and after business hours.

FT Staff PT Staff Ot her Dept
Support
Administration - Special Event Application Review
Non-Profit 4.00 - 1.50 1,019$ 82$ 8% Commercial 4.00 - 1.50 1,019$ 165$ 16% Extra Dumpster Disposal 0.25 - - 53$ 110$ 207% Special Events in City - Full service coordination 4. 00 7.00 32.00 5,429 $ 1,844 $ 34% Inflatable Structures Administrative Fee (All Classifications:

Fee is applied to all approved inflatable requests to
accompany a park rental)

1.00 - - 213 $ 55 $ 26% On-site Staffing for Sports Complex Use
Facilities Staff - During Buisness Hours - Full-Time 1.00 - - 213$ 31$ 15% Facilities Staff - During Buisness Hours - Part-Time - 1.00 - 27$ 31$ 115% Facilities Staff - Outside of Buisness Hours - Full-Time 1.00 - - 237$ 31$ 13% Facilities Staff - Outside of Buisness Hours - Part-Time - 1.00 - 30$ 31$ 102% Softball Field Preparations
A Prep – Light Watering - 0.25 0.50 60$ 6$ 10% B Prep – Light Watering, Minor Dragging - 0.25 0.50 60$ 18$ 30% C Prep – Full Field Preparation - 0.25 0.75 87$ 48$ 55% Non-Profit Verification - 1.00 - 27$ NEW % Extra Lifeguard - 1.00 - 27$ 17$ 63% Parades on Downtown Streets
Short Parade Route - - 33.00 5,720$ 1,137$ 20% Standard Parade Route - - 38.00 6,470$ 1,422$ 22% Long Parade Route - - 41.00 7,067$ 1,820$ 26% Estimated Time Per Activity (Hours)
Fee
Co
st of
Service per
Activity
Current Fee Current Cost
Recovery %

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NBS provides the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, City staff and City Council, can utilize this information to recommend and adopt fees at appropriate cost recovery levels equal to or below the full cost calculation.

The Division’s staff report should provide any initially recommended changes to fees for the Council’s consideration. For more discussion on factors influencing policy decisions to recover 100%, or less, of any given service through fees for service, see Section 2.2.3, Cost Recovery Evaluation , of this Report.

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RECREATION DIVISION
The Recreation Division of the Parks and Recreation Department is committed to ensuring access to outstanding programs, services and community amenities that contribute to the quality of life in Tracy.

12.1 Cost of Service Analysis
T
he total estimated annual cost of the Division is approximately $2.6 million per year. The table below pr
ovides further detail for the primary programs and services offered:

TABLE 21. RECREATION DIVISION - COST OF SERVICE ANALYSIS

Categorization of the Division’s primary services are briefly described as follows:
 Special Interest Classes – C lasses provided by City Staff and independent contract instructors to provide recreational services and programs for preschoolers, school age children, teens, adults, families, and seniors. These costs are 100% recoverable through registration fees.  Aquatics/Community Pool – Fo r participation in aquatics programs and swim lessons. These costs are 100% recoverable through registration fees.
 Athletics – Fo r participation in a variety of adult and youth sports such as adult softball, Junior Warriors basketball, Junior Giants baseball and summer baseball/softball camps. These costs are 100% recoverable through registration fees.
 Youth Development – Fo r participation in Recreation on Campus After School and summer camps. These costs are 100% recoverable through registration fees.  Senior Citizens – Fo r participation in classes, activities, special events and special service programs to anyone 50+ in age. These costs are 100% recoverable through registration fees.  Mayor’s Community Youth Support – Th e Mayor's Youth Support Network (MCYSN) is a collaborative effort involving residents, City, County, State, community-based organizations, businesses, Youth Advisory Commissioners, Parks and Community Service Commissioners, schools, parents, members of the faith based community, and local law enforcement with a desire to reach out and reconnect youth and families to services throughout the City. These costs are not recommended for recovery from fees.

Expenditure Type
113-41401
Special Interest
Classes
113-41402
Aquatics/
Community
Pool
113-41403
Athletics
113-41404
Youth
Development
113-41405
Senior Citizens
101-41406
Mayor's
Community
Youth Support
113-41408
Community
Events
113-41409
Teen
Recreation
101-41501
Community
Facilities
Support
Total
Labor 87, 781$ 301,186$ 39,537$ 126,048$ 134,850$ -$ 132,862$ 69,870$ 20,373$ 912,506$ Recurring Non-Labor 130,785 213,921 87,366 57,419 65,153 19,858 70,331 13,185 1,655 659,673 Division & City-wide Overhead 4,562 207,642 439,041 18,632 8,886 1,463 8,427 8,279 1,039 697,972 Allocated Common Activities 32,938 113,423 82,397 31,831 31,472 3,087 31,804 14,366 3,483 344,802 Division Total 256,067$ 836,172$ 648,341$ 233,930$ 240,360$ 24,408$ 243,424$ 105,699$ 26,551$ 2,614,954$

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 Community Events – Fo r participation in seasonal community events. These costs are 100% recoverable through registration fees.
 Teen Recreation – Fo r participation in Students Adding Fun to Education (S.A.F.E.) Teen After School Program, camps, and events. These costs are 100% recoverable through registration fees.
 Community Facilities Support – Re creation Division staff support the operations of various facility rentals and services offered by the Community Facilities Division.

As some fees and services will require application of staff hourly rates, NBS derived the following blended fully burdened labor rates for full time versus part time personnel. This was performed uniquely for the Division, to conform to the way it typically staffs services and activities. Table 22 provides a summary of the hourly cost of service outcomes:

TABLE 22. FULLY BURDENED HOURLY RATES – RECREATION DIVISION – FULL TIME/PART TIME

12.2 Fee Establishment
T
he Division’s current fee schedule is comprised of program fees or recreational classes and service offe
rings. There are several miscellaneous fees such as for advertising in the City’s seasonal Activity Guide, software transaction fees, and special registration discounts. These miscellaneous fee items were not evaluated within the scope of this Fee Study.

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During the Study, NBS and the Division did not restructure the names and categorization of the programs or services shown within the list of current fees. The structure of fees for the Division is working well for the City, and it was determined that the City could continue with current practices or revise the fee structure on an ongoing basis as the needs or types of groups participating in City programs change over time. The next section, Cost Recovery Evaluation, provides some specific legal parameters and industry norms specific to the setting of rental rates for government owned facilities, and recreational programs.

12.3 Cost Recovery Evaluation
R
ecreation class and program offerings are typically seasonal in nature. They change subject to availability of
resources to provide specialized instruction as well as local demand for the type of instruction offered.

Additionally, pricing of services tends to be significantly influenced by the price for similar services offered by surrounding public agencies and other non-profit providers.

TABLE 23. COST RECOVERY EVALUATION – RECREATION DIVISION

As shown, the City’s overall cost recovery for the Recreation Division is 17%. Table 23 above provides a breakout of cost recovery percentages by individual program or service area.

The seasonal and market driven pricing nature of the service offered by the Recreation Division will influence how best to use the Cost Recovery Evaluation’s results toward updating the Division’s individual fee amounts. In NBS’ experience, it is uncommon for recreation program fees to recover 100% of the costs of providing services. Programs provided by the Recreation Division are generally seen by both elected officials and residents as a service beneficial to the community that should remain affordable.

Therefore, the Division and Council may want to consider an overall percentage increase to existing fee amounts “across the board” in order to come closer to, but not completely achieve, 100% cost recovery for any given program. The City may also continue its policy of discounting pricing for City of Tracy residents, and non-profit organizations through the use of general fund subsidy monies. It is important to remember that rates charged to non-residents and commercial organizations are subject to the 100% cost Expenditure Type
113-41401
Special Interest
Classes
113-41402
Aquatics/
Community
Pool
113-41403
Athletics
113-41404
Youth
Development
113-41405
Senior Citizens
101-41406
Mayor's
Community
Youth Support
113-41408
Community
Events
113-41409
Teen
Recreation
101-41501
Community
Facilities
Support
Total
Labor 87, 781$ 301,186$ 39,537$ 126,048$ 134,850$ -$ 132,862$ 69,870$ 20,373$ 912,506$ Recurring Non-Labor 130,785 213,921 87,366 57,419 65,153 19,858 70,331 13,185 1,655 659,673 Division & City-wide Overhead 4,562 207,642 439,041 18,632 8,886 1,463 8,427 8,279 1,039 697,972 Allocated Common Activities 32,938 113,423 82,397 31,831 31,472 3,087 31,804 14,366 3,483 344,802 Division Total 256,067$ 836,172$ 648,341$ 233,930$ 240,360$ 24,408$ 243,424$ 105,699$ 26,551$ 2,614,954$ 117,324$ 146,338$ 44,961$ 81,714$ 17,804$ n/a 43,263$ n/a n/a 451,404 $ 46 % 18% 7% 35% 7% n/a 18% n/a n/a 17%
FY
18/19 Revenue
Current Cost Recovery %

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recovery threshold, and may not be used to subsidize discounts offered to residents and non-profit organizations.

The results of comparison survey of fees are included in Appendix B.6 to this Report. In general, many of the programs and classes offered by the City of Tracy did not have readily comparable data to the agencies surveyed. This is due in part to the unique nature of Tracy’s program/class offerings, in addition to many agencies discontinuing services due to COVID-19. Where comparisons were available, the following provides a high-level summary:
 Special Interest Classes – The City’s fees for Special Interest classes were lower than agencies su
rveyed except for Tai Chi and Tennis Camps.
 After School Program – The City’s After School and summer camp programs are in line with ot
her agencies except for the City of Stockton which offers lower fees.  Adult Sports – The City’s fees for Adult sports are higher than agencies surveyed  Youth Sports – The City’s fees for Youth sports are inline or lower than agencies surveyed  Aquatics – The City’s fees for Aquatics are in line or lower than agencies surveyed.

F
or more discussion on NBS’ approach to, as well as the general limitations of, comparative surveys, consult Section 2.2.4 of this report.

NBS provides the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, City staff and City Council, can utilize this information to recommend and adopt fees at appropriate cost recovery levels equal to or below the full cost calculation. The Division’s staff report should provide any initially recommended changes to fees for the Council’s consideration. For more discussion on factors influencing policy decisions to recover 100%, or less, of any given service through fees for service, see Section 2.2.3, Cost Recovery Evaluation , of this Report.

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POLICE DEPARTMENT
The Police Department contains three Divisions: Field Operations, Special Operations, and Support Operations. This Study focuses on miscellaneous fees charged by the Department for services such as Alarm Permits and False Alarm Fees, Miscellaneous Business Permit Fees, Record and Report Copy Fees, Fingerprinting, Taxi Permits, Vehicle Release and Towing Fees, and Other Miscellaneous Administrative Fees. These fees relate to a specific service or activity performed at the request of an individual or entity and are not intended to recover the costs of generalized police services.

13.1 Cost of Service Analysis
M
ost of the fees analyzed in this Study are provided by the Records section of the Support Operations Div
ision, and the Patrol Force section of the Field Operations Division. As such, NBS calculated a composite fully-burdened hourly rate for each section relevant to the services studied. Table 24 shows the summary of outcomes from the Cost of Service Analysis:

TABLE 24. FULLY BURDENED HOURLY RATE – POLICE PATROL

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $170 for Police Department Patrol support and $113 for Police Department Records support. When work is performed after hours, a rate of $199 for Patrol staff, and $125 for Records staff can be used.

13.2 Fee Establishment
T
he following is a summary of overall changes made to the City’s fee schedule for the Police Department:
 Addition of new fee categories, notated as “New” in the Current Fee / Deposit column of Ap
pendix A.7:
o Tape of Radio/Video Transmission, Digital or Hard Copy Photograph o Second-hand Dealer/Pawn Broker – New or Renewal City Processing

Expenditure Type Patrol Direct
Services
Records Direct
Services
Labor 7,7 00,738$ 33,908$
Recurring Non-Labor 1,090,319 17,657
Department/Citywide Overhead 2,618,953 11,404
Allocated Common Activities 2,854,601 36,108
Department Total 14,264,610$ 99,077$
Fully Burdened Hourly Rate $ 170 $ 113 83,834 878
Overtime Rate $ 199 $ 125 Reference: Direct Hours Only

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Section 2.2, Methods of Analysis, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

13.3 Cost Recovery Evaluation
A
ppendix A.7 presents the results of the detailed cost recovery analysis for the Police Department’s fees.

In
the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

Police Department fees currently recover approximately 95% of the total annual cost of providing services. As shown in the following table, the City collects approximately $189,000 per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $198,000. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will decrease by approximately $9,500 per year.

TABLE 25. COST RECOVERY OUTCOME

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Police Department staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.7 displays staff’s initial recommended fee amounts. With staff’s recommended adjustments, police fees are projected to recover 99% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Police Department 188,588 198,084 (9,496) 95% 197,041 99%

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ANIMAL SERVICES UNIT
The Animal Services Unit provides education, protection, and the humane treatment of animals in order to insure a safe and healthy community and to promote the benefits of responsible pet ownership. The staff of the Animal Services Unit is responsible for enforcing Tracy Municipal Code relating to all animals and their well-being within the Tracy city limits. Services offered are Adoptions, Licensing, Investigations, Rabies Control, Lost/Found, Stray Control, Volunteer, VIP Mobile Vaccine Clinic, Big Heart Fund, and Volunteer Opportunities.

14.1 Cost of Service Analysis
N
BS calculated the total estimated annual cost of Animal Services, segregated between those costs that are
eligible and/or targeted for recovery in fees for service, versus those that require another funding source other than fees. Fee-recoverable costs are also translated into a “fully burdened” hourly rate, for purposes of individual fee calculations. Table 26 shows the summary of outcomes from the Cost of Service Analysis:

TABLE 26. FULLY BURDENED HOURLY RATE – ANIMAL SERVICES

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rate. The total annual cost of the Animal Services Division per year is approximately $1.2 million. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $135 for Animal Services support.

14.2 Fee Establishment
N
o changes were made to the Animal Services Division’s Fee schedule. Section 2.2, Me thods of Analysis, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

Expenditure Type A nimal Direct
Services
Labor 470 ,010$
Recurring Non-Labor 80,120
Department/Citywide Overhead 127,085
Allocated Common Activities 541,516
Department Total 1,2 18,731$
Fully Burdened Hourly Rate $ 135

9,027 Reference: Direct Hours Only

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14.3 Cost Recovery Evaluation
Appendix A.8 presents the results of the detailed cost recovery analysis for the Animal Services Division’s fee
s. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

The Animal Services Division currently recovers approximately 40% of the total annual cost of providing services. As shown in the following table, the City collects approximately $80,000 per year in revenues at current fee amounts. At full cost recovery, the same demand for these services would recover approximately $201,000 Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will increase by approximately $122,000 per year.

TABLE 27. COST RECOVERY OUTCOMES

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, the Animal Services Unit staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.8 displays staff’s initial recommended fee amounts. With staff’s recommended adjustments, Animal Services fees are projected to recover 74% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Animal Services Unit 79,800 201,338 (121,538) 40% 149,461 74%

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PUBLIC WORKS DEPARTMENT
The Public Works Department provides maintenance services for streets, trees, traffic control systems, parks, landscape maintenance districts, City buildings, City vehicles, graffiti removal, solid waste, and recycling. The department also maintains water distribution, sewer collection and drainage systems within the City.

15.1 Cost of Service Analysis
T
he Public Works Department provides a variety of services throughout the City. NBS developed composite fully
burdened hourly rates for each of the Department’s primary services as relevant to the Fee Study.

Outcomes are shown in Table 28 below:

TABLE 28. FULLY BURDENED HOURLY RATES – PUBLIC WORKS

Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of these rates. All subsequent cost of service calculations at the individual fee level assumes the following fully burdened hourly rates for during business hours and after business hours:
 Streets / Traffic Maintenance – $173 / $191
 General Fund Parks Maintenance – $123 / $137
 Sports Facilities Maintenance – $89 / $103
 Legacy Field Maintenance – $107 / $123
 Pool Maintenance – $91 / $105
 Tree Maintenance – $142 / $146

15.2 Fee Establishment
T
he Department currently has one fee listed in its section of the City’s Master Fee Schedule for Banner In
stallation and Removal. The current fee structure includes a “per banner: fee for each over the street banner location plus a fee for each street light banner zone. Banner fees were restructured during this Expenditure Type
Streets /
Traffic Maint
Direct
GF Parks
Maint Direct
Sports
Facilities
Maint Direct
Legacy Field
Maint Direct
Pool Maint
Direct
Tree Maint
Direct Total
Labor 137 ,294$ 1,355,555 $ 314,689$ 262,354 $ 71,999$ 9,021 $ 2,150,912 $ Recurring Non-Labor 61,454 606,764 140,859 117,433 32,228 4,038 962,776 City-wide Overhead 93,257 296,922 68,871 45,720 25,312 6,963 537,046 Allocated Common Activities 104,075 1,097,408 79,761 76,123 15,066 65,850 1,438,283 Department Total 396,081$ 3,356,649 $ 604,180$ 501,630 $ 144,605$ 85,873 $ 5,089,017 $ Fully Burdened Hourly Rate $ 173 $ 123 $ 89 $ 107 $ 91 $ 142 $ 117 Reference: Direct Hours 2,2 88 27,393 6,772 4,703 1,584 605 Overtime Rate 191 $ 137 $ 103 $ 123 $ 105 $ 146 $

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study as a fee for a “new location, per bracket,” and a fee per banner for an existing banner site. The fees per banner zone were eliminated.

The Department also added several new fee categories, which are notated as “New” in the Current Fee / Deposit column of Appendix A.9.
o Tree Removal Permits
o Tree Pruning/Maintenance Permits
o Tree Maintenance Inspection
o Special Events support to Parks & Recreation
o Utilities Turn on/off
o Shopping Cart Retrieval
o Sidewalk Maintenance

Section 2.2.3, Fee Establishment, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

15.3 Cost Recovery Evaluation
A
ppendix A.9 presents the results of the detailed cost recovery analysis for the Public Works De
partment’s fees. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service. The “Recommended Fee Level / Deposit” column in Appendix A.9 displays staff’s initial recommended fee amounts. All fees are recommended to be set at 100% cost recovery levels, with the exception of the Shopping Cart Retrieval fee and Banner Installation and Removal.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

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MUNICIPAL AIRPORT
The Tracy Municipal Airport is located at the south end of Tracy Boulevard and was first constructed in 1928 as the "American Legion Airport" in September of 1928 with its grand opening and a three-day airshow in April of 1929. Airport services include hangar rentals, tie-downs, flight training, aircraft maintenance, aircraft sales and shipping, as well as aviation and jet fuel sales.

16.1 Cost of Service Analysis
T
he following table shows the annual cost of service outcome for the Airport as approximately $795,000 pe
r year. Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered.

TABLE 29. COST OF SERVICE ANALYSIS – MUNICIPAL AIRPORT

16.2 Fee Establishment
T
he Airport currently has one fee listed in the City’s Master Fee Schedule under the Community Facilities se
ction, which is a day rental rate for use of the Airport facility for non-aviation events. The Airport also lists hangar rental fees on the City website. The costs of airplane fuel are passed through to users of the facility as needed at actual cost. The City’s Airport Master Plan from 1998 appears to reference fees for Tiedowns, Flight Training, and other miscellaneous services. However, after talking with City staff, these fees are not currently utilized.

Per Article XIII C of the California Constitution, the current fees charged for use of the Airport facility qualify as fees for entrance to or use of government property. The Article’s language pertaining to fees for use of government property does not include the “reasonable costs” limitation; 7 however, as a general law
city, Tracy’s airport fees may be subject to the constraint on the amount of a fee charged by Government Code section 50402. 8

7 Article XIII C, Section 1 (e)(4) exception for fees for use of government property 8 50402 (a) A city, county, or city and county owning property or leasing property which is devoted to park, amusement, or recreational purposes may make a charge for use or services provided therein in the amount as may be provided by resolution by the governing body. No charge shall be imposed which exceeds the cost of the service provided.

Expenditure Type Total
Expenditures
Labor 195 ,920$
Recurring Non-Labor 560,002
City-wide Overhead 39,425
Division Total 795 ,347$

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At a minimum, NBS recommends the City to publish any and all facility use fees in the Master Fee Schedule rather than a combination of the Master Fee Schedule and the City’s website. Also, a comparison survey of fees charged by other small and/or regionally located municipal airports is located in Appendix B.10 of this report, so that the City can get a sense of what the general market pricing and options are for similar services.

16.3 Cost Recovery Evaluation
S
imilar to evaluations of facility use fees in other chapters of this report, NBS performed a high-level cost re
covery analysis to assist in understanding current cost recovery performance. The analysis estimated the Airport’s annual cost recovery performance by comparing the revenues collected, to the total program costs established through the Study. The following table summarizes results of that analysis:

TABLE 30. COST RECOVERY EVALUATION – MUNICIPAL AIRPORT

As shown, the City recovers approximately 95% of the full cost of operating the Airport. The City may want to consider an overall percentage increase to existing fee amounts “across the board” to achieve 100% cost recovery. For more discussion on factors influencing policy decisions to recover 100%, or less, of any given service through fees for service, see Section 2.2.3, Cost Recovery Evaluation , of this Report.

Expenditure Type Total
Expenditures
Labor 195 ,920$
Recurring Non-Labor 560,002
City-wide Overhead 39,425
Division Total 795 ,347$
2019 Budgeted Revenue 756 ,052$
Current Cost Recovery % 95%

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UTILITIES DEPARTMENT
The Utilities Department oversees the operation and maintenance of Water Treatment Plant, Wastewater Treatment Plant, Stormwater Management, Water Management, Utilities Laboratory, Equipment and Street Lights / Traffic Signals Maintenance.

17.1 Cost of Service Analysis
S
taffing for maintenance and operation of various City utility systems are shared between the Water, Was
tewater, and Drainage budgetary units. NBS aggregated costs between these units to calculate an average composite fully burdened hourly rate for purposes of individual fee calculations. All subsequent cost of service calculations at the individual fee level assume a fully burdened hourly rate of $128 during business hours, and when work is performed after hours, a rate of $151 can be used. Section 2.2.1, Cost of Service Analysis, further describes the types of expenditures and allocated costs considered in the development of the rates included in this report.

17.2 Fee Establishment
P
rior to this Study, the Utilities Department did not have a list of fees for services that can be used to re
cover costs of providing various regulatory permitting and inspection services. The Study focused on developing a fee schedule that the Department can use to charge fees on a per request and per project basis. It should be noted that the fees studied are different than commodity water charges, etc. that are subject to Proposition 218.

As shown in Appendix A.10, a list of fees was developed for the following services:
 NPDES MS4 Permit and Water Efficiency Review
 Stormwater Post-Construction Standards Review
 Water Efficient Landscape Ordinance (WELO) Review
 Stormwater Post-Construction Treatment Annual Maintenance Inspection  Construction General Permit – SWPPP or ESCP
 Construction Water – Metering
 Environmental Compliance
 New Water Main Testing

Se
ction 2.2, Methods of Analysis, provides additional discussion on the Study’s approach to adding, deleting, and revising fee categories.

17.3 Cost Recovery Evaluation
A
ppendix A.10 presents the results of the detailed cost recovery analysis for the Utilities Department’s fee
s. In the Appendix, the “Cost of Service per Activity” column establishes the maximum adoptable fee amount for the corresponding service identified in the “Fee Name” list. The “Cost of Service Per Activity” for each fee item is compared to the City’s current fee for each service, and the “Existing Cost Recovery %” shows whether each fee is under, over, or approximately equal to the cost of providing the service.

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The Utilities Department does not have a current fee schedule and does not recover any annual cost of providing services. At full cost recovery, the same demand for these services would recover approximately $354,000. Should the City Council adopt all fees at 100% of the Cost of Service per Activity amounts shown, revenue will increase by approximately $354,000 per year.

TABLE 31. COST RECOVERY OUTCOMES

NBS provided the full cost of service information and the framework for considering fees, while those closest to the fee-paying population, Utilities Department staff, considered appropriate cost recovery levels at or below that full cost. The “Recommended Fee Level / Deposit” column in Appendix A.10 displays staff’s initial recommended fee amounts. With staff’s recommended adjustments, utilities fees are projected to recover 100% of the costs of providing services.

For more discussion on NBS’ overall approach to the Cost Recovery Evaluation, consult section 2.2.3 of the Report.

Fee Category
Annual
Estimated
Revenues at
Current Fee
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual Cost
Recovery
Surplus/ Deficit
Existing Cost
Recovery
Percentage
Annual
Estimated
Revenues at
Recommended
Cost Recovery
Fee
Recommended
Cost Recovery
Percentage
Utilities Department - 354,442 (354,442) 0% 354,442 100%

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CONCLUSION
Based on the Cost of Service Analysis, Fee Establishment, and Cost Recovery Evaluation outcomes presented in this Study, the proposed Master Schedule of Fees has been formatted for implementation and included in the accompanying Staff Report.

As discussed throughout this report, the proposed fee schedule intends to improve the City’s recovery of costs incurred to provide individual services, as well as to adjust fees downward where fees charged exceed the average costs incurred. Predicting the amount to which any adopted fee increases will affect City revenues is difficult to quantify. For the near-term, the City should not count on increased revenues to meet any specific expenditure plan. Experience with the revised fee amounts should be gained first before revenue projections are revised. However, unless there is some significant, long-term change in activity levels at the City, proposed fee amendments should enhance the City’s cost recovery performance, over time, providing it the ability to stretch other resources further for the benefit of the public at large.

The City’s Master Fee Schedule should become a living document but handled with care:
 A fundamental purpose of the fee schedule is to provide clarity and transparency to the public and
to staff regarding fees imposed by the City. Once adopted by the Council, the fee schedule is the final word on the amount and way fees should be charged. Old fee schedules should be superseded by the new master document. If the master document is found to be missing fees, those fees need eventually to be added to the master schedule and should not continue to exist outside the consolidated, master framework.  The City should consider adjusting these user fees and regulatory fees on an annual basis to ke
ep pace at least with cost inflation. For all fees and charges, the City could use either a Consumer Price Index adjustment or a percentage of Labor Cost increase, and that practice would be well applied to the new fee schedule. Conducting a comprehensive user fee Study is not an annual requirement; it becomes worthwhile only over time as significant shifts in organization, local practices, legislative values, or legal requirements change.

As a final note in this Study, it is worth acknowledging the path that fees in general have taken in California. The public demands ever more precise and equitable accounting of the basis for governmental fees and a greater say in when and how they are charged. It is inevitable in the not too distant future, that user fees and regulatory fees will demand an even greater level of analysis and supporting data to meet the public’s evolving expectations. Technology systems will play an increased and significant role in an agency’s ability to accomplish this. Continuous improvement and refinement of time tracking abilities will greatly enhance the City’s ability to set fees for service and identify unfunded activities in years to come.

Disclaimer: In preparing this report and the opinions and recommendations included herein, NBS has relied on a number of principal assumptions and co
nsiderations with regard to financial matters, conditions and events that may occur in the future. This information and assumptions, including the City’s budgets, time estimate data, and workload information from City staff, were provided by sources we believe to be reliable; however, NBS has not independently verified such information and assumptions. While we believe NBS’ use of such information and assumptions is reasonable for the purpose of this report, some assumptions will invariably not materialize as stated herein and may vary significantly due to unanticipated events and circumstances. Therefore, the actual results can be expected to vary from those projected to the extent that actual future conditions differ from those assumed by us or provided to us by others.

Prepared by NBS for the City of Tracy
APPENDIX A.1
Cost of Service Analysis – Finance Department
City of Tracy APPENDIX A.1
Finance Department - User Fee Study FY 2021
Cost of Service Estimate for Fee Related Services and Activities 1 Business Licenses
Transfer, assignment or duplication fee duplication [3] $ 5 $14 per
account/per year
+ CPI
State disability access fee application or
renewal [4] $ 4 4$
2 Transient Occupancy Tax (TOT) annual [2, 3]
$650 per
property/year
+ CPI
$650 per
property/year +
CPI
3 Credit Card Processing Charges actual cost actual cost actual cost Notes
[1] Source: "City_of_Tracy_Approved_Master_Fee_Schedule_FY_20_21.pdf", taken from City of Tracy public website [2] TOT current fee sourced from: Updated Complete Staff Report - Business License PSA HdL Software ks edits 2_CAO 12-4-17 - ACM 13-13-17.pdf [3] City outsources this service; rates are subject to increase by CPI at beginning of each calendar year per City agreement with Vendor [4] Fee Set by State
Current Fee /
Deposit
Existing Cost
Recovery %
Recommended
Fee Level /
Deposit
Recommended
Cost Recovery
%
Activity Service Cost Analysis Cost Recovery Analysis
Fee No. Fee Name Fee Unit /
Type
Notes
Estimated
Average Labor
Time Per
Activity (hours)
FBHR
Cost of
Service Per
Activity
helping communities fund tomorrow
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APPENDIX A.2
Cost of Service Analysis – City Clerk’s Office
City of Tracy APPENDIX A.2
City Clerk - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities 1 Administrative Processing - Medical Leave Bank 0.50 117 $ 59 $ NEW % -$ 0% 2 Ann
ual Subscriptions (City Council, Planning Commission) [5] Agendas (per month) per month n/a $ 45
Disc/ Agenda n/a $ 2
Minutes per page n/a $ 0.15
3 Appeals
to
City Council each [2] 4.00 117 $ 46 8 $ $ 194 41% -$ 0% to
City Manager each [3] 4.00 117 $ 46 8 $ $ 194 41% -$ 0% by
Impartial Hearing Officer each [4] 4.00 117 $ 46 8 $ Shared
equ
ally by
parties
% -$ 0%
4 Doc
ument Certification (per document) document 0.25 117 $ 29 $ $ 18 61% -$ 0% 5 Pho
tocopies
Paper Copy* per page [5] $ 0.15 $ 0.10 Oversized Copy per page At cost At cost
Maps* per page At cost At cost
6 Duplicating Recording of Public Meeting
Vi
deo or Audio each $ 5 At cost
DVD of Council Meeting each $ 5 At cost Av
ailable Online
Activity Service Cost Analysis Cost Recovery Analysis
Fee No. Fee Name Fee Unit /
Type
Notes
Estimated
Average Labor
Time Per
Activity
(hours)
FBHR
Cost of
Service Per
Activity
Current Fee
/ Deposit
Existing Cost
Recovery %
Recommended
Fee Level /
Deposit
Recommended
Cost Recovery %
helping communities fund tomorrow
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City Clerk - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Activity Service Cost Analysis Cost Recovery Analysis
Fee No. Fee Name Fee Unit /
Type
Notes
Estimated
Average Labor
Time Per
Activity
(hours)
FBHR
Cost of
Service Per
Activity
Current Fee
/ Deposit
Existing Cost
Recovery %
Recommended
Fee Level /
Deposit
Recommended
Cost Recovery %
7 Lobbyist
Registration each [6] 1.00 117 $ 11 7 $ $ 80 68% 117$ 1 00% Ann
ual Renewal each [7] 0.50 117 $ 59 $ $ 40 68% 59$ 100% 8 Not
ary Fee [9] $ 10 10$
9 Project Requiring Municipal Code Update ea ch 26.00 150 $ 3,8 99 $ NEW % 3,899$ 10 0% For
services requested of City staff which have no fee
listed in this fee schedule, the City Manager or the City Manager's designee shall determine the appropriate fee
based on the established hourly rates for this
department/division. Additionally, the City will pass-
through to the applicant any discrete costs incurred from the use of external service providers if required to
process the specific application.
per hour 1.00 117 $ 11
7 $ NEW % 117$ 1 00%
Not
es
[1] Source: "City_of_Tracy_Approved_Master_Fee_Schedule_FY_20_21.pdf", taken from City of Tracy public website [2] TMS §1.12.020(B)(2)
[3] TMS §1.12.010(D)(2)
[4] TMS §1.12.030
[5] GOV §6253
[6] TMC 6.32.030
[7] Reso. 2016-25
[8] TMC §3.36.010
[9] GOV §8211
helping communities fund tomorrow
www.nbsgov.com | 800.676.7516 12/ 16/2022 CLERK COS - Page 2 of 2 Prepared by NBS for the City of Tracy
APPENDIX A.3
Cost of Service Analysis – City Manager Cable TV Department City of Tracy APPENDIX A.3
CCTV - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities City Staff PT
$
156 $ 62
1 Project Application Review Fee pe r project [2] 1.00 0.00 1.00 156 $ NEW % 156$ 10 0% - - $ - $ -$ 2 Video Production Fee
Single HD Camera with Operator (up to 8 hours) per day 0.50 8.00 8.50 574 $ $ 227 40% 574$ 10 0% 1 22 7 $ 57 4 $ 574$ Single HD Camera with Operator (half day) per 1/2 day 0.50 4.00 4.50 326 $ $ 114 35% 326$ 10 0% 2 22 8 $ 65 2 $ 652$ 3 Flypack with 4 Crew (Includes a portable switcher, 3 HD Cameras, graphics & audio feed)
Full Day per day 0.50 32.00 32.50 2,0 61 $ $ 1,024 50% 2,061$ 10 0% - - $ - $ -$ 4 City Council Chamber Recording with 2 Crew (Includes 4 SD Cameras
Full Day per day 0.50 16.00 16.50 1,0
69 $ $ 512 48% 1,069$ 10 0% - - $ - $ -$ Half Day per day 0.50 8.00 8.50 574 $ $ 256 45% 574$ 10 0% - - $ - $ -$ 5 Post Production Services
Editing Suite with Editor per hour 0.00 1.00 1.00 62 $ $ 32 52% 62$ 100% 5 16 0 $ 31 0 $ 310$ Motion Graphics Editor per hour 0.00 1.00 1.00 62 $ $ 32 52% 62$ 100% - - $ - $ -$ 6 Advance Lighting / TV Studio Rental per hour
(2 hr min) [3] 0.00 1.00 1.00 62 $ $ 32 52% 62$ 100% - - $ - $ -$ 7 General Crew Services including, but not limited to: Producer, Teleprompter Operator, Audio Tech, Extra, Studio Crew, Grip, etc… FT City Staff - During business hours per person /
per hour 1.00 0.00 1.00 156
$ $ 32 20% 156$ 10 0% - - $ - $ -$ FT City Staff - After business hours per person /
per hour 1.00 0.00 1.00 184 $ $ 32 17% 184$ 10 0% - - $ - $ -$ PT City Staff - During business hours per person /
per hour 0.00 1.00 1.00 62 $ $ 32 52% 62$ 100% 5 16 0 $ 31 0 $ 310$ PT City Staff - After business hours per person /
per hour 0.00 1.00 1.00 73 $ $ 32 44% 73$ 100% 1 0 32 0 $ 73 1 $ 731$ Current Fee
/ Deposit
Existing Cost
Recovery %
Recommended
Fee Level /
Deposit
Recommended
Cost Recovery %
Estimated
Volume of
Activity
Annual
Estimated
Revenues at
Current Fee
Activity Service Cost Analysis Cost Recovery Analysis An nual Estimated Revenue Analysis Fee No. Fee Name Fee Unit /
Type
Notes
Cost of
Service Per
Activity
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual
Estimated
Revenues at
Recommended
Fee
Staff Estimated Average Labor Time
Per Activity (hours)
TOTAL
helping communities fund tomorrow
www.nbsgov.com | 800.676.7516 12/ 16/2022 CCTV COS - Page 1 of 2 City of Tracy APPENDIX A.3
CCTV - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities City Staff PT
$
156 $ 62
Current Fee
/ Deposit
Existing Cost
Recovery %
Recommended
Fee Level /
Deposit
Recommended
Cost Recovery %
Estimated
Volume of
Activity
Annual
Estimated
Revenues at
Current Fee
Activity Service Cost Analysis Cost Recovery Analysis An nual Estimated Revenue Analysis Fee No. Fee Name Fee Unit /
Type
Notes
Cost of
Service Per
Activity
Annual
Estimated
Revenues at
Full Cost
Recovery Fee
Annual
Estimated
Revenues at
Recommended
Fee
Staff Estimated Average Labor Time
Per Activity (hours)
TOTAL
8 Miscellaneous Services
Green Screen per use 0.00 2.00 2.00 124 $ $ 17 14% 124$ 10 0% - - $ - $ -$ Camera Crane and Operator per person /
per hour 0.00 1.00 1.00 62 $ $ 28 45% 62$ 100% - - $ - $ -$ Additional HD Cameras - Fixed per use 0.00 2.00 2.00 124 $ $ 28 23% 124$ 10 0% - - $ - $ -$ Additional HD Cameras - Manned per person /
per hour 0.00 1.00 1.00 62 $ $ 26 42% 62$ 100% - - $ - $ -$ Graphics each [4] $28 to $85 $28 to $85
Audio Files eac h [4] $28 to $85 $28 to $85
For services requested of City staff which have no fee listed in this fee schedule, the City Manager or the City Manager's designee shall determine the appropriate fee based on the established hourly rates for this department/division. Additionally, the City will pass- through to the applicant any discrete costs incurred from the use of external service providers if required to process the specific application.

Full Time per hour 1.00 0.00 1.00 156
$ NEW % 156$ 10 0% - - $ - $ -$ Part Time per hour 0.00 1.00 1.00 62 $ NEW % 62$ 100% - - $ - $ -$ TOTAL 1,0 95 2,576 2,576
Notes
[1]
Copy fee. NBS did not evaluate.
[2] Project Scoping services are provided free of charge; application applies once project is formally initiated [3] Equipment and Camera not included in hourly fee
[4] City will pass through vendor expense to applicant directly helping communities fund tomorrow
www.nbsgov.com | 800.676.7516 12/ 16/2022 CCTV COS - Page 2 of 2 Prepared by NBS for the City of Tracy
APPENDIX A.4
Cost of Service Analysis – Building Safety Division
City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
SCHEDULE II: BUILDING AND SAFETY DEPARTMENT: DEPOSITS AND FEES

I BUILDING PERMIT FEES
1 Building Permit/Inspection - Residential
$ 500 base fee @ $500 0.25 0.00 0.50 0.00 0.00 0.75 $ 101 31$ 30% 1 01$ 100% 9 27 5$ 90 6$ 906 $ each additional $100 or fraction thereof each add'l $100 0.000 0.000 0.117 0.000 0.000 0.117 $ 15.66 $ 3.98 n/a 15.66$ n/ a 5 20$ 78$ 78 $ $ 2,000 base fee @ $2,000 0.25 0.00 2.25 0.00 0.00 2.50 $ 336 90$ 27% 3 36$ 100% 2 2 77$ 7, 383$ 7,383 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.250 0.000 0.000 0.250 $ 33.56 $ 18.21 n/a 33.56$ n/ a 77 77$ 2, 584$ 2,584 $ $ 10,000 base fee @ 10,000 0.25 0.00 4.25 0.00 0.00 4.50 $ 604 23 6$ 39% 6 04$ 100% 1 3 23 6$ 7, 853$ 7,853 $ each additional $1000 or fraction thereof each add'l
$1,000 0.017 0.000 0.133 0.000 0.000 0.150 $ 20.14 $ 18.21 n/a 20.14$ n/ a 77 1, 402$ 1, 550$ 1,550 $ $ 25,000 base fee @ 25,000 0.50 0.00 6.25 0.00 0.00 6.75 $ 906 50 9$ 56% 9 06$ 100% 1 8 9, 157$ 16 ,310$ 16,310 $ each additional $1000 or fraction thereof each add'l
$1,000 0.010 0.000 0.150 0.000 0.080 0.240 $ 30.10 $ 13.13 n/a 30.10$ n/ a 236 3, 098$ 7, 104$ 7,104 $ $ 50,000 base fee @ $50,000 0.75 0.00 10.00 0.00 2.00 12.75 $ 1,659 83 7$ 50% 1 ,659$ 10 0% 8 6, 696$ 13 ,269$ 13,269 $ each additional $1000 or fraction thereof each add'l
$1,000 0.003 0.000 0.080 0.000 0.000 0.083 $ 11.07 $ 9.09 n/a 11.07$ n/ a 337 3, 064$ 3, 732$ 3,732 $ $ 150,000 base fee @ $150,000 1.00 0.00 18.00 0.00 2.00 21.00 $ 2,766 1, 655$ 60% 2 ,766$ 10 0% 64 105,935$ 17 7,031$ 177,031 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.025 0.001 0.000 0.028 $ 3.71 $ 7.26 n/a 3.71$ n/a 10 ,004 72 ,663$ 37 ,127$ 37,127 $ $ 350,000 base fee @ $350,000 1.25 0.00 23.00 0.25 2.00 26.50 $ 3,508 3, 108$ 89% 3 ,508$ 10 0% 202 62 7,799$ 70 8,686$ 708,686 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.025 0.000 0.000 0.026 $ 3.52 $ 7.26 n/a 3.52$ n/a 18 ,936 13 7,540$ 66 ,725$ 66,725 $ $ 550,000 base fee @ 550,000 1.50 0.00 28.00 0.25 2.00 31.75 $ 4,213 4, 204$ 100% 4 ,213$ 10 0% 6 25,227$ 25 ,279$ 25,279 $ each additional $1000 or fraction thereof each add'l
$1,000 0.003 0.000 0.051 0.000 0.004 0.058 $ 7.66 $ 6.15 n/a 7.66$ n/a 70 43 1$ 53 6$ 536 $ Annual Estimated Revenue Analysis Cost Recovery Analysis Fee
No.

2 Building Plan Check - Residential
$ 500 base fee @ $500 0.00 0.50 0.00 n/a n/a 0.50 $ 67 20$ 30% 6 7$ 100% - - $ -$ - $ each additional $100 or fraction thereof each add'l $100 0.000 0.033 0.000 n/a n/a 0.033 $ 4.47 2.59$ n/a 4 .47$ n/a - - $ -$ - $ $ 2,000 base fee @ $2,000 0.00 1.00 0.00 n/a n/a 1.00 $ 134 59$ 44% 1 34$ 100% - - $ -$ - $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.125 0.000 n/a n/a 0.125 $ 16.78 11.84$ n/ a 16.78$ n/ a - - $ -$ - $ $ 10,000 base fee @ $10,000 0.00 2.00 0.00 n/a n/a 2.00 $ 268 15 3$ 57% 2 68$ 100% - - $ -$ - $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.067 0.000 n/a n/a 0.067 $ 8.95 11.84$ n/ a 8.95$ n/a - - $ -$ - $ $ 25,000 base fee @ 25,000 0.00 3.00 0.00 n/a n/a 3.00 $ 403 33 1$ 82% 4 03$ 100% 2 1 6, 944$ 8, 457$ 8,457 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.080 0.000 n/a n/a 0.080 $ 10.74 8.53$ n/a 1 0.74$ n/ a 453 3, 865$ 4, 865$ 4,865 $ $ 50,000 base fee @ $50,000 0.00 5.00 0.00 n/a n/a 5.00 $ 671 54 4$ 81% 6 71$ 100% 9 4, 896$ 6, 041$ 6,041 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.030 0.000 n/a n/a 0.030 $ 4.03 5.91$ n/a 4 .03$ n/a 40 7 2, 406$ 1, 639$ 1,639 $ $ 150,000 base fee @ $150,000 0.00 8.00 0.00 n/a n/a 8.00 $ 1,074 1, 076$ 100% 1 ,074$ 10 0% 8 8, 607$ 8, 591$ 8,591 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.040 0.000 n/a n/a 0.040 $ 5.37 4.72$ n/a 5 .37$ n/a 34 0 1, 605$ 1, 826$ 1,826 $ $ 350,000 base fee @ $350,000 0.00 16.00 0.00 n/a n/a 16.00 $ 2,148 2, 020$ 94% 2 ,148$ 10 0% 2 4, 040$ 4, 296$ 4,296 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.030 0.000 n/a n/a 0.030 $ 4.03 4.72$ n/a 4 .03$ n/a 16 0 75 5$ 64 4$ 644 $ $ 550,000 base fee @ 550,000 0.00 22.00 0.00 n/a n/a 22.00 $ 2,953 2, 733$ 93% 2 ,953$ 10 0% - - $ -$ - $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.040 0.000 n/a n/a 0.040 $ 5.37 4.00$ n/a 5 .37$ n/a - - $ -$ - $

3 Building Plan Check for Identical Building / Repeat
Tract House / Plot Plans flat 1.00 4.00 0.00 n/a n/a 5.00 $ 671 91 7$ 137% 6 71$ 100% 2 62 24 0,352$ 17 5,850$ 175,850 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 2 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

4 Building Permit/Inspection - Commercial/Multi-
family/Industrial
$ 10,000 base fee up $10,000 0.50 0.00 10.00 1.00 0.00 11.50 $ 1,559 23 6$ 15% 1 ,559$ 10 0% 12 2, 828$ 18 ,713$ 18,713 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.667 0.000 0.000 0.667 $ 89.49 $ 18.21 n/a 89.49$ n/ a 64 1, 165$ 5, 727$ 5,727 $ $ 25,000 base fee @ 25,000 0.50 0.00 20.00 1.00 0.00 21.50 $ 2,902 50 9$ 18% 2 ,902$ 10 0% 4 2, 035$ 11 ,607$ 11,607 $ each additional $1000 or fraction thereof each add'l
$1,000 0.010 0.000 0.480 0.004 0.000 0.494 $ 66.38 $ 13.13 n/a 71.77$ n/ a 18 23 6$ 1, 195$ 1,292 $ $ 50,000 base fee @ $50,000 0.75 0.00 32.00 2.00 0.00 34.75 $ 4,696 83 7$ 18% 4 ,696$ 10 0% 3 2, 511$ 14 ,089$ 14,089 $ each additional $1000 or fraction thereof each add'l
$1,000 0.005 0.000 0.960 0.000 0.004 0.969 $ 129.97 $ 9.09 n/a 133.85$ n/ a 78 70 9$ 10 ,138$ 10,440 $ $ 100,000 base fee @ $100,000 1.00 0.00 80.00 2.00 2.00 85.00 $ 11,389 1, 292$ 11% 1 1,389$ 10 0% 4 5, 168$ 45 ,555$ 45,555 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.050 0.000 0.000 0.051 $ 6.83 $ 7.26 n/a 7.17$ n/a 47 9 3, 479$ 3, 273$ 3,435 $ $ 500,000 base fee @ 500,000 1.25 0.00 100.00 3.00 2.00 106.25 $ 14,257 4, 204$ 29% 1 4,257$ 10 0% 3 12,613$ 42 ,771$ 42,771 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.100 0.000 0.000 0.101 $ 13.49 $ 6.15 n/a 13.49$ n/ a 1,057 6, 501$ 14 ,260$ 14,260 $ $ 1,000,000 base fee @ 1,000,000 1.50 0.00 150.00 3.00 2.00 156.50 $ 21,002 7, 292$ 35% 2 1,002$ 10 0% 4 29,170$ 84 ,010$ 84,010 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.013 0.000 0.000 0.013 $ 1.69 $ 4.09 n/a 1.69$ n/a 3, 636 14 ,868$ 6, 132$ 6,132 $ $ 5,000,000 base fee @ 5,000,000 1.75 0.00 200.00 3.00 2.00 206.75 $ 27,748 23 ,649$ 85 % 27,748$ 10 0% 1 23,649$ 27 ,748$ 27,748 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.020 0.000 0.000 0.020 $ 2.69 $ 4.73 n/a 2.69$ n/a 1, 616 7, 643$ 4, 349$ 4,349 $ $ 10,000,000 base fee @ 10,000,000 [3] 2.00 0.00 300.00 3.00 2.00 307.00 $ 41,205 47 ,298$ 11 5% 41,205$ 10 0% 8 378,382$ 32 9,640$ 329,640 $ each additional $1000 or fraction thereof each add'l
$1,000 0.0001 0.0000 0.0210 0.0002 0.0001 0.0215 $ 2.88 $ 4.73 n/a 2.88$ n/a 23 6,645 1, 119,280$ 68 2,568$ 682,568 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 3 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

5 Bui lding Plan Check - Commercial/Multi-
family/Industrial
$ 10,000 base fee up $10,000 0.00 2.00 0.00 n/a n/a 2.00 $ 268 15 3$ 57% 2 68$ 100% - - $ -$ - $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.013 0.000 n/a n/a 0.013 $ 1.79 11.84$ n/ a 17.90$ n/ a - - $ -$ - $ $ 25,000 base fee @ 25,000 0.00 4.00 0.00 n/a n/a 4.00 $ 537 33 1$ 62% 5 37$ 100% 4 1, 323$ 2, 148$ 2,148 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.080 0.000 n/a n/a 0.080 $ 10.74 8.53$ n/a 1 0.74$ n/ a 18 15 4$ 19 3$ 193 $ $ 50,000 base fee @ $50,000 0.00 6.00 0.00 n/a n/a 6.00 $ 805 54 4$ 68% 8 05$ 100% 3 1, 632$ 2, 416$ 2,416 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.120 0.000 n/a n/a 0.120 $ 16.11 5.91$ n/a 1 6.11$ n/ a 78 46 1$ 1, 256$ 1,256 $ $ 100,000 base fee @ $100,000 0.00 12.00 0.00 n/a n/a 12.00 $ 1,611 84 0$ 52% 1 ,611$ 10 0% 4 3, 359$ 6, 443$ 6,443 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.030 0.000 n/a n/a 0.030 $ 4.03 4.72$ n/a 4 .03$ n/a 47 9 2, 261$ 1, 929$ 1,929 $ $ 500,000 base fee @ 500,000 0.00 24.00 0.00 n/a n/a 24.00 $ 3,222 2, 733$ 85% 3 ,222$ 10 0% 3 8, 199$ 9, 665$ 9,665 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.024 0.000 n/a n/a 0.024 $ 3.22 4.00$ n/a 3 .22$ n/a 1, 057 4, 225$ 3, 405$ 3,405 $ $ 1,000,000 base fee @ 1,000,000 0.00 36.00 0.00 n/a n/a 36.00 $ 4,833 4, 740$ 98% 4 ,833$ 10 0% 4 18,960$ 19 ,330$ 19,330 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.005 0.000 n/a n/a 0.005 $ 0.60 2.66$ n/a 0 .60$ n/a 3, 636 9, 664$ 2, 196$ 2,196 $ $ 5,000,000 base fee @ 5,000,000 0.00 54.00 0.00 n/a n/a 54.00 $ 7,249 15 ,372$ 21 2% 7,249$ 10 0% 1 15,372$ 7, 249$ 7,249 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.005 0.000 n/a n/a 0.005 $ 0.64 3.07$ n/a 0 .64$ n/a 1, 616 4, 968$ 1, 041$ 1,041 $ $ 10,000,000 base fee @ 10,000,000 [3] 0.00 78.00 0.00 n/a n/a 78.00 $ 10,470 30 ,744$ 29 4% 10,470$ 10 0% 8 245,949$ 83 ,764$ 83,764 $ each additional $1000 or fraction thereof each add'l
$1,000 0.0000 0.0055 0.0000 n/a n/a 0.005 $ 0.73 3.07$ n/a 0 .73$ n/a 23 6,645 72 7,532$ 17 3,445$ 173,445 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 4 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

6 Building Permit/Inspection - TI
$ 10,000 base fee up $10,000 0.50 0.00 12.00 0.50 n/a 13.00 $ 1,753 23 6$ 13% 1 ,753$ 10 0% 40 9, 426$ 70 ,118$ 70,118 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.533 0.000 n/a 0.533 $ 71.59 $ 18.21 n/a 71.59$ n/ a 181 3, 296$ 12 ,958$ 12,958 $ $ 25,000 base fee @ 25,000 0.50 0.00 20.00 0.50 n/a 21.00 $ 2,827 50 9$ 18% 2 ,827$ 10 0% 13 6, 613$ 36 ,749$ 36,749 $ each additional $1000 or fraction thereof each add'l
$1,000 0.010 0.000 0.400 0.000 n/a 0.410 $ 55.04 $ 13.13 n/a 55.04$ n/ a 151 1, 982$ 8, 311$ 8,311 $ $ 50,000 base fee @ $50,000 0.75 0.00 30.00 0.50 n/a 31.25 $ 4,203 83 7$ 20% 4 ,203$ 10 0% 13 10 ,881$ 54 ,636$ 54,636 $ each additional $1000 or fraction thereof each add'l
$1,000 0.005 0.000 0.400 0.000 n/a 0.405 $ 54.37 $ 9.09 n/a 54.37$ n/ a 358 3, 255$ 19 ,463$ 19,463 $ $ 100,000 base fee @ $100,000 1.00 0.00 50.00 0.50 n/a 51.50 $ 6,921 1, 292$ 19% 6 ,921$ 10 0% 31 40 ,054$ 21 4,553$ 214,553 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.125 0.000 n/a 0.126 $ 16.86 $ 7.26 n/a 16.86$ n/ a 5,420 39 ,368$ 91 ,400$ 91,400 $ $ 500,000 base fee @ 500,000 1.25 0.00 100.00 0.50 n/a 101.75 $ 13,666 4, 204$ 31% 1 3,666$ 10 0% 9 37,840$ 12 2,998$ 122,998 $ each additional $1000 or fraction thereof each add'l
$1,000 0.001 0.000 0.040 0.000 n/a 0.041 $ 5.44 $ 6.15 n/a 5.44$ n/a 2, 136 13 ,137$ 11 ,613$ 11,613 $ $ 1,000,000 base fee @ 1,000,000 1.50 0.00 120.00 0.50 n/a 122.00 $ 16,385 7, 292$ 45% 1 6,385$ 10 0% 14 102,094$ 22 9,386$ 229,386 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.008 0.000 n/a 0.008 $ 1.02 $ 4.09 n/a 1.02$ n/a 19 ,540 79 ,901$ 19 ,836$ 19,836 $ $ 5,000,000 base fee @ 5,000,000 1.75 0.00 150.00 0.50 n/a 152.25 $ 20,445 23 ,649$ 11 6% 20,445$ 10 0% 1 23,649$ 20 ,445$ 20,445 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.000 0.030 0.000 n/a 0.030 $ 4.09 $ 4.73 n/a 4.09$ n/a 2, 000 9, 460$ 8, 178$ 8,178 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 5 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

7 Building Plan Check - TI
$ 10,000 base fee up $10,000 0.00 2.00 0.00 n/a n/a 2.00 $ 268 15 3$ 57% 2 68$ 100% - - $ -$ - $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.013 0.000 n/a n/a 0.013 $ 1.79 11.84$ n/ a 17.90$ n/ a - - $ -$ - $ $ 25,000 base fee @ 25,000 0.00 4.00 0.00 n/a n/a 4.00 $ 537 33 1$ 62% 5 37$ 100% 1 3 4, 299$ 6, 980$ 6,980 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.080 0.000 n/a n/a 0.080 $ 10.74 8.53$ n/a 1 0.74$ n/ a 151 1, 288$ 1, 622$ 1,622 $ $ 50,000 base fee @ $50,000 0.00 6.00 0.00 n/a n/a 6.00 $ 805 54 4$ 68% 8 05$ 100% 1 3 7, 073$ 10 ,470$ 10,470 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.120 0.000 n/a n/a 0.120 $ 16.11 5.91$ n/a 1 6.11$ n/ a 358 2, 116$ 5, 767$ 5,767 $ $ 100,000 base fee @ $100,000 0.00 12.00 0.00 n/a n/a 12.00 $ 1,611 84 0$ 52% 1 ,611$ 10 0% 31 26 ,035$ 49 ,936$ 49,936 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.030 0.000 n/a n/a 0.030 $ 4.03 4.72$ n/a 4 .03$ n/a 5, 420 25 ,589$ 21 ,827$ 21,827 $ $ 500,000 base fee @ 500,000 0.00 24.00 0.00 n/a n/a 24.00 $ 3,222 2, 733$ 85% 3 ,222$ 10 0% 9 24,596$ 28 ,995$ 28,995 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.024 0.000 n/a n/a 0.024 $ 3.22 4.00$ n/a 3 .22$ n/a 2, 136 8, 539$ 6, 882$ 6,882 $ $ 1,000,000 base fee @ 1,000,000 0.00 36.00 0.00 n/a n/a 36.00 $ 4,833 4, 740$ 98% 4 ,833$ 10 0% 14 66 ,361$ 67 ,655$ 67,655 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.005 0.000 n/a n/a 0.005 $ 0.60 2.66$ n/a 0 .60$ n/a 19 ,540 51 ,936$ 11 ,803$ 11,803 $ $ 5,000,000 base fee @ 5,000,000 0.00 54.00 0.00 n/a n/a 54.00 $ 7,249 15 ,372$ 21 2% 7,249$ 10 0% 1 15,372$ 7, 249$ 7,249 $ each additional $1000 or fraction thereof each add'l
$1,000 0.000 0.011 0.000 n/a n/a 0.011 $ 1.45 3.07$ n/a 1 .45$ n/a 2, 000 6, 149$ 2, 900$ 2,900 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 6 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

II MISCELLANEOUS MINOR PERMITS

8 Demolition
Residential each 0.50 0.00 0.75 n/a n/a 1.25 $ 168 15 0$ 89% 1 68$ 100% 2 3 3, 448$ 3, 859$ 3,859 $ Commercial each 0.50 0.75 0.75 n/a n/a 2.00 $ 268 13 6$ 50% 2 68$ 100% 1 2 1, 627$ 3, 222$ 3,222 $

9 Fire Sprinkler - Residential
Plan Check each 0.00 2.00 0.00 n/a n/a 2.00 $ 268 24 8$ 92% 2 68$ 100% 1 24 8$ 26 8$ 268 $ Permit/Inspection each 0.25 0.00 1.50 n/a n/a 1.75 $ 235 38 1$ 162% 2 35$ 100% 1 38 1$ 23 5$ 235 $

10 Patio Covers
Residential each 0.50 1.00 1.50 n/a n/a 3.00 $ 403 54 1$ 134% 4 03$ 100% 5 0 27 ,059$ 20 ,136$ 20,136 $

11 Residential Pools
Fiberglass/Above Ground each 0.75 0.50 1.50 n/a n/a 2.75 $ 369 15 8$ 43% 3 69$ 100% 1 15 8$ 36 9$ 369 $ Gunite (incl. mstr. Plan str. Review average fee) each 0.75 1.75 5.50 n/a n/a 8.00 $ 1,074 1, 500$ 140% 1 ,074$ 10 0% 63 94 ,472$ 67 ,655$ 67,655 $ Remodel/Repair each 0.25 1.00 1.00 n/a n/a 2.25 $ 302 71 3$ 236% 3 02$ 100% 5 3, 567$ 1, 510$ 1,510 $

12 Post Fire Pre-permit Inspection
Residential each 0.25 0.00 2.00 n/a n/a 2.25 $ 302 27 6$ 91% 3 02$ 100% 5 1, 378$ 1, 510$ 1,510 $ Commercial each 0.25 0.00 3.00 n/a n/a 3.25 $ 436 27 6$ 63% 4 36$ 100% 1 27 6$ 43 6$ 436 $

13 Residential Remodel (includes MEP fees)
Kitchen/Bath < $10,000 each 0.50 1.00 4.00 n/a n/a 5.50 $ 738 26 5$ 36% 7 38$ 100% 1 5 3, 968$ 11 ,075$ 11,075 $ Kitchen/Bath $10,000 - $20,000 each 0.50 1.50 5.00 n/a n/a 7.00 $ 940 45 3$ 48% 9 40$ 100% 1 8 8, 154$ 16 ,914$ 16,914 $ Kitchen/Bath $21,000 - $30,000 each 0.50 2.00 5.00 n/a n/a 7.50 $ 1,007 75 8$ 75% 1 ,007$ 10 0% 12 9, 100$ 12 ,081$ 12,081 $

14 Non-Structural Re-roof
Residential each 0.25 0.00 1.50 n/a n/a 1.75 $ 235 20 3$ 86% 2 35$ 100% 2 21 44 ,819$ 51 ,916$ 51,916 $ Commercial each
S
ee building
val
uation (Fee
#6 & #7)
See building
valuation (Fee
#6 & #7)

15 I
lluminated & Non-illuminated Wall Signs ONLY each 0.25 1.00 1.00 n/a n/a 2.25 $ 302 51 0$ 169% 3 02$ 100% 4 0 20 ,413$ 12 ,081$ 12,081 $

16 Residential Stucco Siding each 0.25 0.00 1.00 n/a n/a 1.25 $ 168 28 2$ 168% 1 68$ 100% 1 1 3, 104$ 1, 846$ 1,846 $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 7 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

17 Res. Non-Habitable Accessory / Storage Structures each 0.50 1.25 1.50 n/a n/a 3.25 $ 436 60 1$ 138% 4 36$ 100% 8 4, 806$ 3, 490$ 3,490 $

18 Temporary Office Trailers each 0.50 1.00 1.50 n/a n/a 3.00 $ 403 NE W % 403$ 100% - - $ -$ - $

19 Residential Windows/Doors - Retrofit/Like-for-like
ONLY (size, operation and location)
5 or less each 0.25 0.00 0.75 n/a n/a 1.00 $ 134 19 3$ 144% 1 34$ 100% 1 4 2, 700$ 1, 879$ 1,879 $ 6-10 each 0.25 0.00 1.00 n/a n/a 1.25 $ 168 33 6$ 200% 1 68$ 100% 1 3 4, 370$ 2, 181$ 2,181 $ 11-15 each 0.25 0.00 1.25 n/a n/a 1.50 $ 201 34 4$ 171% 2 01$ 100% 4 1, 376$ 80 5$ 805 $ 16+ each
S
ee building
val
uation (Fee
#1 & #2)
See building
valuation (Fee
#1 & #2)

III

ELECTRICAL PERMIT FEES
20 Base Permit per project 0.25 0.00 0.00 n/a n/a 0.25 $ 34 $ - 0% 34$ 100% - - $ -$ - $

PER UNIT FEE SCHEDULE:
21 Receptacles, switches, lighting outlets and circuits Residential
First 5 or portion thereof flat 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $ 73 72% 101$ 100% 4 5 3, 273$ 4, 530$ 4,530 $ Each additional 5 or portion thereof flat 0.00 0.00 0.50 n/a n/a 0.50 $ 67 $ - 0% 67$ 100% - - $ -$ - $ Added Circuits each 0.00 0.00 0.25 n/a n/a 0.25 $ 34 $ - 0% 34$ 100% - - $ -$ - $ Commercial
First 5 or portion thereof flat 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 73 36% 201$ 100% - - $ -$ - $ Each additional 5 or portion thereof flat 0.00 0.25 0.75 n/a n/a 1.00 $ 134 $ - 0% 134$ 100% - - $ -$ - $ Added Circuits each 0.00 0.50 0.50 n/a n/a 1.00 $ 134 $ - 0% 134$ 100% - - $ -$ - $

22 Installation, Alteration, or Relocation of Each
Electrical Service:

Residential
Up to 200 Amps each 0.00 0.00 1.00 n/a n/a 1.00 $ 134 $ 77 57% 134$ 100% 5 8 4, 475$ 7, 786$ 7,786 $ Over 200 Amps each 0.00 0.00 1.25 n/a n/a 1.25 $ 168 $ - 0% 168$ 100% - - $ -$ - $ Commercial
Up to 200 Amps each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 77 38% 201$ 100% - - $ -$ - $ Over 200 Amps and up to 800 AMPS each 0.00 0.50 1.25 n/a n/a 1.75 $ 235 $ - 0% 235$ 100% - - $ -$ - $ Over 800 Amps each 0.00 0.75 1.50 n/a n/a 2.25 $ 302 $ - 0% 302$ 100% - - $ -$ - $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 8 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

23 Commercial/Residential Portable Electrical
Generator - Temporary Use ONLY
1 Generator fla
t 0.00 0.50 0.75 n/a n/a 1.25 $ 168 $ 99 59% 168$ 100% 7 69 4$ 1, 175$ 1,175 $ 2-5 Generators flat 0.00 0.75 1.00 n/a n/a 1.75 $ 235 $ 44 19% 235$ 100% - - $ -$ - $ 6+ Generators flat 0.00 1.00 1.25 n/a n/a 2.25 $ 302 $ 33 11% 302$ 100% - - $ -$ - $

24 TEMPORARY POWER SERVICE:
1 Temporary power pole flat 0.00 0.00 1.00 n/a n/a 1.00 $ 134 $ 99 74% 134$ 100% 4 7 4, 662$ 6, 309$ 6,309 $ 2-5 Temporary power poles flat 0.00 0.00 1.50 n/a n/a 1.50 $ 201 $ 44 22% 201$ 100% - - $ -$ - $ 6+ Temporary power poles flat 0.00 0.00 2.50 n/a n/a 2.50 $ 336 $ 33 10% 336$ 100% - - $ -$ - $

25 Solar (PV) Systems (State mandated fees) eac h
Solar - Residential (Up to 15 kW) flat n/a n/a n/a n/a n/a n/a $ 450 $ 513 114% 450$ 100% 7 27 37 2,697$ 32 7,150$ 327,150 $ Per kW above 15kW per kW n/a n/a n/a n/a n/a n/a $ 15 $ 87 583% 15$ 100% 1 2 1, 067$ 18 3$ 183 $ Solar - Commercial (Up to 50 kW) flat n/a n/a n/a n/a n/a n/a $ 1,000 $ - 0% 1,000$ 10 0% - - $ -$ - $ Per kW between 51kW - 250kW per kW n/a n/a n/a n/a n/a n/a $ 7 $ - 0% 7$ 100% - - $ -$ - $ Per kW above 250kW per kW n/a n/a n/a n/a n/a n/a $ 5 $ - 0% 5$ 100% - - $ -$ - $

IV MECHANICAL PERMIT AND PLAN CHECK FEES
26 For the issuance of each permit each 0.25 0.00 0.00 n/a n/a 0.25 $ 34 $ - 0% 34$ 100% - - $ -$ - $ 27 HVAC, Evaporative coil systems; new, or change out
or relocation (not including duct; see Fee #31 for
new residential ducts)
Residential each 0.00 0.25 1.50 n/a n/a 1.75 $ 235 $ 159 68% 117$ 50% 1 61 25 ,599$ 37 ,821$ 18,911 $ Commercial each 0.00 0.75 2.00 n/a n/a 2.75 $ 369 $ 159 43% 369$ 100% - - $ -$ - $ 28 Repair to existing mechanical system - Residential
Only each 0.00 0.00 1.25 n/a n/a 1.25 $ 168 $ 158 94% 168$ 100% 2 31 36 ,409$ 38 ,761$ 38,761 $ 29 For the installation or relocation of each wall
heater, floor furnace, suspended, or floor mounted
unit heater
Residential each 0.00 0.25 1.00 n/a n/a 1.25 $ 168 $ 148 88% 168$ 100% 2 1 3, 108$ 3, 524$ 3,524 $ Commercial each 0.00 0.50 1.25 n/a n/a 1.75 $ 235 $ 148 63% 235$ 100% - - $ -$ - $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 9 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

Fee Name Fee Unit / Type
Notes
Estimated
Average
Labor Time
Per Activity
(hours)
Activity Service Cost Analysis
Cost of
Ser
vice Per
Activity
Estimated Average Labor Time Per Activity (hours)
Current Fee /
Deposit
Existing
Cost
Recovery
%
Recommend
Fee Level /
Deposit
Recommend
Cost Recovery
%
Estimated
Volume of
Activity
Recommend
FeeFull Cost RecoveryCurrent Fee
Annual Estimated Revenues
31 For each new (or change out) Residential duct
system each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 165 82% 201$ 100% 2 33 1$ 40 3$ 403 $ 32 For the installation, alteration, or addition to each commercial range hood(s), including ducts,
blower(s), or fans attached thereto for type I, or II
hoods.
each 0.00 1.00 4.00 n/a n/a 5.00 $ 671 $
218 33% 671$ 100% 7 1, 528$ 4, 698$ 4,698 $ 33 For the installation of each domestic type vent fan
or range hood, including attached duct (Residential
Only)
each 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $
- 0% 50$ 50% - - $ -$ - $ 34 For the installation or relocation of each boiler or compressor to and including three horse power or
each absorption system to and including 100,000
B.T.U.

Residential each 0.00 0.50 1.50 n/a n/a 2.00 $ 268 $ - 0% 268$ 100% - - $ -$ - $ Commercial each 0.00 1.00 1.50 n/a n/a 2.50 $ 336 $ - 0% 336$ 100% - - $ -$ - $ 35 For the installation or relocation of each boiler or compressor over 3 HP or each absorption system
over 100,000 B.T.U.

Residential each 0.00 0.50 2.00 n/a n/a 2.50 $ 336 $ - 0% 336$ 100% - - $ -$ - $ Commercial each 0.00 1.25 2.00 n/a n/a 3.25 $ 436 $ - 0% 436$ 100% - - $ -$ - $ 36 New Swimming Pool Heating Systems -
heater/boiler (see fee #52 and fee #53 for plumbing
elements)
Residential each 0.00 0.50 1.50 n/a n/a 2.00 $ 268 $ - 0% 268$ 100% - - $ -$ - $ Commercial each 0.00 0.75 2.00 n/a n/a 2.75 $ 369 $ - 0% 369$ 100% - - $ -$ - $ 37 Replacement Swimming Pool Heating System -
heater/boiler (see fee #52 and fee #53 for plumbing
elements). Residential Only
each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $
- 0% 201$ 100% - - $ -$ - $ 37 For the installation of each fire/smoke/ceiling
radiation damper each
See building
val
uation (Fee
#6 & #7)
See building
valuation (Fee
#6 & #7)
NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 10 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

V PLUMBING PERMIT AND PLAN CHECK FEES
39 For the issuance of each permit each 0.25 0.00 0.00 n/a n/a 0.25 $ 34 $ 44 131% 34$ 100% - - $ -$ - $ 40 For 10 or less plumbing fixtures or traps, including water, waste, and vent piping
Residential flat 0.00 0.00 1.00 n/a n/a 1.00 $ 134 $ 54 40% 67$ 50% 2 6 1, 404$ 3, 490$ 1,745 $ Commercial flat 0.00 1.00 2.00 n/a n/a 3.00 $ 403 $ - 0% 403$ 100% - - $ -$ - $ 41 Each additional plumbing fixture; Residential Only each 0.00 0.00 0.25 n/a n/a 0.25 $ 34 $ 12 36% 34$ 100% - - $ -$ - $ 42 10 gas outlets or less, includes repairs, new work
and line replacements
Residential flat 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 50 25% 101$ 50% 1 2 60 0$ 2, 416$ 1,208 $ Commercial flat 0.00 1.00 1.50 n/a n/a 2.50 $ 336 $ - 0% 336$ 100% - - $ -$ - $ 43 Repairs, replacements or relocation of each building sewer or building drain and backwater valve.

Residential each 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $ 74 74% 101$ 100% 3 4 2, 516$ 3, 423$ 3,423 $ Commercial each 0.00 0.50 0.75 n/a n/a 1.25 $ 168 $ - 0% 168$ 100% - - $ -$ - $ 44 For each interceptor (sand/grease) and each
industrial waste pre-treatment interceptor each 0.00 0.75 1.00 n/a n/a 1.75 $ 235 $ 23 10% 235$ 100% - - $ -$ - $ 45 Commercial roof rain water system each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 12 6% 201$ 100% - - $ -$ - $ 46 For each water supply system installation,
alteration, replacement of water piping and
Residential water treatment equipment
Residential each 0.00 0.00 1.00 n/a n/a 1.00 $ 134 $ 45 34% 134$ 100% 4 18 0$ 53 7$ 537 $ Commercial each 0.00 0.75 1.50 n/a n/a 2.25 $ 302 $ - 0% 302$ 100% - - $ -$ - $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 11 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

Residential each 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $ 79 78% 101$ 100% 4 31 6$ 40 3$ 403 $ Commercial each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ - 0% 201$ 100% - - $ -$ - $ 48 Repair/replacement of backflow prevention devices
e.g. vacuum breakers.

Residential each 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $ 77 76% 101$ 100% 1 77$ 10 1$ 101 $ Commercial each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ - 0% 201$ 100% - - $ -$ - $ 49 Storage tank (or tankless) water heater repair or
replacement, like-for-like
Residential eac
h 0.00 0.00 0.75 n/a n/a 0.75 $ 101 $ 50 49% 50$ 50% 2 67 13 ,243$ 26 ,881$ 13,440 $ Commercial each 0.00 0.50 1.00 n/a n/a 1.50 $ 201 $ 51 25% 201$ 100% 6 30 4$ 1, 208$ 1,208 $ 50 New water heater installation (tankless or storage)
Residential eac h 0.00 0.75 1.25 n/a n/a 2.00 $ 268 N EW % 268$ 100% - - $ -$ - $ Commercial each 0.00 1.00 1.50 0.50 n/a 3.00 $ 411 N EW % 411$ 100% - - $ -$ - $ 51 New or Replacement of rooftop solar thermal water
heating systems (NOT PV) (State mandated fees) [1]
Residential (up to 10 kWth) flat n/a n/a n/a n/a n/a 0.00 $ - $ 450 % 450$ % - - $ -$ - $ Per kWth above 10 kWth per kWth n/a n/a n/a n/a n/a 0.00 $ - $ 15 % 15$ % - - $ -$ - $ Commercial (up to 30 kWth) flat n/a n/a n/a n/a n/a 0.00 $ - $ 1,000 % 1,000$ % - - $ -$ - $ Per kWth between 31 kWth - 260 kWth) per kWth n/a n/a n/a n/a n/a 0.00 $ - $ 7 % 7$ % - - $ -$ - $ Per kWth above 260 kWth per kWth n/a n/a n/a n/a n/a 0.00 $ - $ 5 % 5$ % - - $ -$ - $ 52 New non-solar thermal pool appliance heating
systems - plumbing elements only (see fee #36 for
mechanical components)
Residential each 0.00 0.25 0.75 n/a n/a 1.00 $ 134 $ 45 34% 134$ 100% 4 18 0$ 53 7$ 537 $ Commercial each 0.00 0.25 0.75 n/a n/a 1.00 $ 134 $ - 0% 134$ 100% - - $ -$ - $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 12 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

53 Rep
air or replacement of non-solar thermal pool
heating systems - plumbing elements only like for
like
Residential each 0.00 0.00 0.75 n/a n/a 0.75 $ 101 N EW % 50$ 50% - - $ -$ - $ Commercial each 0.00 0.25 0.75 n/a n/a 1.00 $ 134 N EW % 134$ 100% - - $ -$ - $

VI ADDITIONAL PLAN REVIEW / INSPECTION SERVICES
54 A
ccessibility Hardship Review each 0.25 4.50 0.00 n/a n/a 4.75 $ 638 Ne w % 638$ 100% - - $ -$ - $

55 Inspections outside of normal business hours (min
2 hours)
First 2 Hours
per project 0.50 0.00 2.00 n/a n/a 2.50 $ 369 54 9$ 149% 3 69$ 100% - - $ -$ - $ Each additional hour (1/4 hour increments) hourly 0.00 0.00 1.00 n/a n/a 1.00 $ 147 13 7$ 93% 1 47$ 100% - - $ -$ - $

56 Reinspection fee (min 1/2 hour)
First 1/2 Hour hourly 0.25 0.00 0.50 n/a n/a 0.75 $ 101 46$ 46% 1 01$ 100% - - $ -$ - $ Each additional hour (1/4 hour increments) hourly 0.00 0.00 1.00 n/a n/a 1.00 $ 134 46$ 34% 1 34$ 100% - - $ -$ - $

57 Plan review for which no fee is specifically
indicated (min 1/2 hour)
First 1/2 Hour
per project 0.25 0.50 0.00 n/a n/a 0.75 $ 111 NE W % 111$ 100% 2 8 - $ 3, 097$ 3,097 $ Each additional hour (1/4 hour increments) hourly 0.00 1.00 0.00 n/a n/a 1.00 $ 147 NE W % 147$ 100% - - $ -$ - $

58 Inspections for which no fee is specifically
indicated (min 1 hour)
First 1 Hour
per project 0.00 0.00 1.00 n/a n/a 1.00 $ 134 46$ 34% 1 34$ 100% - - $ -$ - $ Each additional hour (1/4 hour increments) hourly 0.00 0.00 1.00 n/a n/a 1.00 $ 134 46$ 34% 1 34$ 100% - - $ -$ - $

59 Strong Motion Instrumentation Program (SMIP) State Fee [1] n/a n/a n/a n/a n/a 0 0 Determined by the
State % Determined by
the State % $ - $ - $ - 60 Reissuance of Inspection Card each 0.25 0.00 0.00 n/a n/a 0.25 $ 34 - $ 0% 3 4$ 100% - - $ -$ - $

61 Special Inspection (SOQ Review & Approval - New
and each 3 yr renewal period) hourly 1.50 0.00 0.00 n/a n/a 1.50 $ 201 - $ 0% 2 01$ 100% - - $ -$ - $ NBS - Local Government Solutions
Web: www.nbsgov.com Toll-Free:800.676.7516 BLDG - COS, Page 13 of 15 City of Tracy APPENDIX A.4
Building Safety Division - User Fee Study FY 2021
Cos
t of Service Estimate for Fee Related Services and Activities Proc PC Insp Plng Eng
$
134 $ 134 $ 134 $ 150 $ 108
Annual Estimated Revenue Analysis Co st Recovery Analysis Fee
No.

Tracy City CouncilMarch 7, 2023

Tracy City Council
March 7, 2023