HomeMy WebLinkAboutRES 2026-02RESOLUTION NO, 2026-02
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND
BAR, CALIFORNIA, ESTABLISHING AND ADOPTING SCHEDULES OF
RATES, FEES, AND CHARGES FOR DEVELOPMENT AND
ADMINISTRATIVE SERVICES.
WHEREAS, the City of Diamond Bar (the y") has heretofore established various
schedules of rates, fees, and charges for the processing of applications, permits, and other
municipal services; and
WHEREAS, pursuant to the Constitution and state laws of the State of California,
the City of Diamond Bar is authorized to adopt and implement rates, fees, and charges for
municipal services, with the limitation that certain specified rates, fees, and charges may
not exceed the estimated cost of providing such services; and
WHEREAS, California Government Code Section 66017 requires that prior to
adopting new or increased rates, fees, and charges (collectively, "fees") for the filing,
accepting, reviewing, approving, or issuing of an application, permit, or entitlement such as
zoning variances and changes, use permits, building inspections and permits, and related
planning and zoning services ("development fees" sometimes thereinafter) that the notice
and public hearing procedures specific in Government Code Section 66016 be followed;
and
WHEREAS, Government Code Section 66016 requires the City to hold at lease one
open and public meeting and at least 10 days prior to the meeting make available data
upon which the new or increased fees are based; and
WHEREAS, Pursuant to Government Code Sections 66016-66018, the City Council
conducted and concluded a duly noticed public hearing with respect to the fees; and
WHEREAS, the City's fees for various municipal services are in need of adjustment
to better reflect the City's estimated reasonable cost of providing the services; and
WHEREAS, the City Council desires to implement the fees for various municipal
services provided by the City of Diamond Bar as set forth herein.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Diamond Bar as follows:
Section 1. That based upon the data, information, and analyses, contained in the
corresponding staff report and attachments and the testimony presented at the hearing,
concerning the rates, fees and charges described in Exhibit A, which are attached hereto
and by this reference incorporated herein, the rates, fees and charges set forth in said
Exhibit A do not exceed the estimated reasonable cost of providing the service for which
they are levied.
Resolution No. 2026-02
Section 2. The rates, fees, and charges set forth in Exhibit A, which are hereby
adopted and approved as the rates, fees, and charges for the services identified.
Section 3. The rates, fees, and charges set forting in Exhibit A shall be effective
and implemented over sixty (60) days from the date of adoption of this Resolution on July
1, 2026.
Section 4. Immediately upon the effective date of the rates, fees, and charges set
forth in Exhibit A, the previously established rate shall be superseded by the rates, fees,
and charges established in Exhibit A.
Section 5. Beginning July 1, 2027, all rates, fees, and charges shall be adjusted
annually on July 1 by the Consumer Price Index, Urban Wage Earners and Clerical Works,
March to March for the previous year, with the exception of established deposits and
participation fees set by the City Manager.
PASSED, APPROVED and ADOPTED this 20t" day of January, 2026.
CITY OF DIAMOND BAR
Steve Tye, Ma
ATTEST:
I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that the
foregoing Resolution was duly and regularly passed, approved and adopted by the City
Council of the City of Diamond Bar, California, at its regular meeting held on the 20t" day
of January, 2026, by the following vote:
AYES: COUNCIL MEMBERS: Chou, Liu, Teng, M/Tye
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: MPT/Low
ABSTAINED: COUNCIL MEMBERS. None
City Clerk Kristina Santana,
Attachment: Exhibit A: City of Diamond Bar User Fee Report
4f1
AO
November 26, 2025
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FINANCIAL SERVICES
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TABLE OF CONTENTS
TABLEOF CONTENTS.................................................................................................i
ExecutiveSummary..................................................................................................1
User Fee Background...............................................................................................2
Background..................................................................................................................................................2
CaliforniaUser Fee History..........................................................................................................................2
AdditionalPolicy Considerations.................................................................................................................3
StudyObjective.......................................................................................................4
Scopeof the Study.......................................................................................................................................4
Aimof the Report.........................................................................................................................................5
Project Approach and Methodology...........................................................................6
ConceptualApproach...................................................................................................................................6
FullyBurdened Hourly Rates........................................................................................................................6
SummarySteps of the Study........................................................................................................................7
AllowableCosts............................................................................................................................................7
Methodology................................................................................................................................................8
Quality Control/Quality Assurance..............................................................................................................8
Reasons for cost increases/decreases over current fees.............................................................................9
City Staff Contributions..... son I beapowso ponnommonal onownweemboom SOM600049
Diamond Bar User Fees.......................................................................................... 10
CostRecovery. . * a a a 0 0 0 a a 9 S 4 4 4 4 a M 0 0 M a 0 0 0 0 a a * 0 0 a 0 M a a a 0 0 b 0 M a a 0 a a a a 0 9 9 0 0 0 a 0 0 0 a a a a a a 6 0 V 0 8 6 0 0 0 0 a 1 0 & 0 0 0 4 M a 4 0 a M 4 p M a a M 4 M a 0 0 0 0 9 0 0 0 0 * 0 M 0 M 0 0 0 0 0 0 0 0 0 a M 0 a a 0 p 0 a 0 9 9 0 9 0 a w a a 10
Subsidization..............................................................................................................................................10
Impact on Demand (Elasticity)... mom Debi BOMMOODOMEGRE 11
Summary....................................................................................................................................................11
Administrative/Miscellaneous Service Fees.............................................................. 12
Analysis......................................................................................................................................................12
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Analysis......................................................................................................................................................13
Planning............................................................................................................... 14
Analysis......................................................................................................................................................14
PublicWorks......................................................................................................... 15
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Analysis......................................................................................................................................................15
Parksand Recreation............................................................................................. 16
Analysis......................................................................................................................................................16
Appendix A —Total Allowable Cost to be Recovered .................................................. 17
Appendix B —Fully Burdened Hourly Rates................................................................ 18
Appendix C —Cost Recovery Analysis....................................................................... 21
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Executive Summary
The City of Diamond Bar engaged Willdan Financial Services (Willdan) to determine the full costs incurred
by the City to support the various activities for which the City charges user fees. Due to the complexity and
the breadth of performing a comprehensive review of fees, Willdan employed a variety of fee
methodologies to identify the full costs of individual fee and program activities. This report and the
appendices herein identify 100% full cost recovery for City services. Appendix C details the full cost and
suggested fees as determined through discussion with departmental staff. The recommended fees
identified herein are either at or less than full cost recovery.
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User Fee Background
Background
As part of a general cost recovery strategy, local governments adopt user fees to fund programs and services
that provide limited or no direct benefit to the community as a whole ("User Fees"). As cities struggle to
maintain levels of service and variability of demand, they have become increasingly aware of subsidies
provided by the General Fund and have implemented cost -recovery targets. To the extent that
governments use general tax monies to provide individuals with private benefits, and not require them to
pay the full cost of the service (and, therefore, receive a subsidy), the government is limiting funds that may
be available to provide other community -wide benefits. In effect, the government is using community funds
to pay for private benefits. Unlike most revenue sources, cities have more control over the level of user fees
they charge to recover costs, or the subsidies they can institute.
Fees in California are required to conform to the statutory requirements of the California Constitution,
Proposition 218, Proposition 26, and the California Code of Regulations. The Code also requires that the
City Council adopt fees by either ordinance or resolution, and that any fees in excess of the estimated total
cost of rendering the related services must be approved by a popular vote of two-thirds of those electors
voting because the charge would be considered a tax and not a fee. There are no fees suggested to be set
above the cost of service and as such a public vote is not required.
California User Fee History
Before Proposition 13, in times of fiscal shortages, California cities were able to raise property taxes, which
funded everything from police and recreation to development -related services. However, this situation
changed with the passage of Proposition 13 in 1978.
Proposition 13 established the era of revenue limitation in California local government. In subsequent years,
the state saw a series of additional limitations to local government revenues. Proposition 4 (1979) defined
the difference between a tax and a fee: a fee can be no greater than the cost of providing the service; and
Proposition 218 (1996) further limited the imposition of taxes for certain classes of fees. As a result, cities
were required to secure a supermajority vote in order to enact or increase taxes. Due to the thresholds
needed to increase local taxes, cities have less control and very few successful options for new revenues.
The State of California took a series of actions in the 1990's and 2000's to improve the State's fiscal situation,
at the expense of local governments. In 2004-05, the Educational Revenue Augmentation Funds ("ERAF")
take -away of property taxes and the reduction of Vehicle License Fees further reduced local tax revenues.
In addition, on November 2, 2010, California voters approved Proposition 26, the "Stop Hidden Taxes
Initiative", which is aimed at defining "regulatory fees" as a special tax rather than a fee, thus requiring
approval by two-thirds vote of local voters. These regulatory fees are typically intended to mitigate the
societal and environmental impacts of a business or person's activities. Proposition 26 contains seven
categories of exceptions. The fees analyzed as part of a User Fee study typically fall under categories one
through five consisting of charges for specific benefits, government service, regulatory need, for use of
government property, or a fine/penalty.
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Additional Policy Considerations
State regulations require that municipalities update their fee schedules to reflect the actual costs of certain
public services primarily benefiting users. User Fees recover costs associated with the provision of specific
services benefiting the user, thereby typically reducing the use of General Fund monies for such purposes.
In addition to collecting the direct cost of labor and materials associated with processing and administering
user services, it is common for local governments to recover reasonable support costs. Support costs are
those costs relating to a local government's central service departments that are allocable to the local
government's operating departments. Central services support cost allocations were incorporated using
the resulting indirect overhead percentages determined through the City's Cost Allocation Plan. A Cost
Allocation Plan identifies the central service functions of the City such as Finance, City Manager, and Human
Resources and allocates their cost to the departments and funds of the City that they support. This plan
was used in the User Fee study to account for the burden placed upon central services by the operating
departments in order to allocate a proportionate share of central service cost through the study.
As labor effort and costs associated with the provision of services fluctuate over time, a significant element
in the development of any fee schedule is that it has the flexibility to remain current. Therefore, it is
recommended that the City include an inflationary factor in the resolution adopting the fee schedule to
allow the City to annually increase or decrease the fees by changes in a pre -approved inflationary index, as
described below. However, such inflationary increases shall not exceed the reasonable estimated cost of
providing the services each year.
The City may employ many different inflationary factors. The most commonly used inflator is some form
of the Consumer Price Index (CPI) as it is widely well known and accepted. A similar inflator is the implicit
price deflator for GDP, which is much like the CPI except that while the CPI is based on the same "basket"
of goods and services every year, the price deflators' "basket" can change year to year. Since the primary
factor for the cost of a City's services is usually the costs of the personnel involved, tying an inflationary
factor that connects more directly to the personnel costs can also be suitable if there is a clear method, or
current practice of obtaining said factor.
Each City should use an inflator that they believe works the best for their specific situation and needs but
cannot rely solely on the CPI increase as it is incumbent upon each agency to ensure the amount of the fees
charged does not exceeds the reasonable estimated costs of providing the services. It is also recommended
that the City perform this internal review annually with a comprehensive review of services and fees
performed every five years, which would include adding, amending, or removing fees for
programs/services.
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Study Objective
As the City of Diamond Bar seeks to efficiently manage limited resources and adequately respond to
increased service demands, it needs a variety of tools. A User Fee Study provides assurance that the City
has the best information and the best resources available to make sound decisions, fairly and legitimately
set fees, maintain compliance with state law and local policies, and meet the needs of the City
administration and its constituency. Given the limitations on raising revenue in local government, the City
recognizes that a User Fee Study is a very cost-effective way to understand the total cost of services and
identify potential fee deficiencies. Essentially, a User Fee is a payment for a requested service provided by
a local government that primarily benefits an individual or group.
The total cost of each service included in this analysis is based on the full cost of providing City services,
including direct salaries and benefits of City staff, direct departmental costs, and indirect costs from central
service support. This study determines the full cost recovery fee for the City to provide each service;
however, each fee is set at the City's discretion, up to 100% of the total cost, as specified in this report.
The principal goal of the study was to help the City determine the full cost of the services that the City
provides. In addition, Willdan established a series of additional objectives including:
• Developing a rational basis for setting fees
• Identifying subsidy amount, if applicable, of each fee in the model
• Ensuring compliance with State law
• Developing an updatable and comprehensive list of fees
• Maintaining accordance with City policies and goals
The study results will help the City better understand its true costs of providing services and may serve as
a basis for making informed policy decisions regarding the most appropriate fees, if any, to collect from
individuals and organizations that require individualized services from the City.
Scope of the Study
The scope of this study encompasses a review and calculation of the user fees charged by the following
Diamond Bar departments and fee groups:
• Administrative/Miscellaneous Service Fees
• Building
• Planning
• Public Works
• Parks and Recreation
The study involved the identification of existing and potential new fees, fee schedule restructuring, data
collection and analysis, orientation and consultation, quality control, communication and presentations,
and calculation of individual service costs (fees) or program cost recovery levels.
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Aim of the Report
The User Fee Study focused on the cost of City services, as City staff currently provide them at existing,
known, or reasonably anticipated service and staff level needs. This report provides a summary of the study
results, and a general description of the approach and methods Willdan and City staff used to determine
the recommended fee schedule. The report is not intended to document all of the numerous discussions
throughout the process, nor is it intended to provide an influential dissertation on the qualities of the
utilized tools, techniques, or alternative approaches.
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Project Approach and Methodology
Conceptual Approach
The basic concept of a User Fee Study is to determine the "reasonable cost" of each service provided by
the City for which it charges a user fee. The full cost of providing a service may not necessarily become the
City's fee, but it serves as the objective basis as to the maximum amount that may be collected.
The standard fee limitation established in California law for such fees is the "estimated, reasonable cost"
principle. In order to maintain compliance with the letter and spirit of this standard, every component of
the fee study process included a related review. The use of budget figures, time estimates, and
improvement valuation clearly indicates reliance upon estimates for some data.
Fully Burdened Hourly Rates
The total cost of each service included in this analysis is primarily based on the Fully Burdened Hourly Rates
(FBHRs) that were determined for City personnel directly involved in providing services. The FBHRs include
not only personnel salary and benefits (see Appendix 8), but also any costs that are reasonably ascribable
to personnel. The cost elements that are included in the calculation of fully burdened rates are:
• Salaries & benefits of personnel involved
• Operating costs applicable to fee operations
• Departmental support, supervision, and administration overhead
• Indirect City-wide overhead costs calculated through the Cost Allocation Plan
An important factor in determining the fully burdened rate is in the calculation of productive hours for
personnel. This calculation takes the available workable hours in a year of 2,080 and adjusts this figure to
1,650 productive or billable hours to account for calculated or anticipated hours' employees are involved
in non -billable activities such as paid vacation, sick leave, holidays, and other considerations as necessary.
Dividing the full cost, including overhead, of a position by the number of productive hours provides the
FBHR.
The FBHRs are then used in conjunction with time estimates, when appropriate for how a service is
provided, to calculate a fee's cost based on the personnel and the amount of their time that is involved in
providing each service.
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Summary Steps of the Study
The process of the study is straightforward and simple in concept. The following list provides a summary of
the study process steps:
Department Interviews
Time Estimates
Labor Costs
Indirect Support
Allowable Costs
Direct Services
Indirect Services
Department Overhead
City -Wide Overhead
Define the Full Cost of
Services
Set Cost Recovery Policy
This report identifies three types of costs that, when combined, constitute the fully burdened cost of a
service (Appendix A), Costs are defined as
direct labor, including salary and benefits,
departmental overhead costs, and the City's
central services overhead, where
departmental and central service overhead
costs constitute support costs. These cost
types are defined as follows:
• Direct Labor (Personnel Costs): The
costs related to staff salaries for
time spent directly on fee -related
services.
• Departmental Overhead: A
proportional allocation of
departmental overhead costs,
including operation costs such as
supplies and materials that are necessary for the department to function.
Central Services Overhead: These costs represent services provided by those Central Services
Departments whose primary function is to support other City departments.
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Methodology
The three methods of analysis for calculating fees used in this report are the:
Case Study Method (Standard Unit Cost Build -Up Approach/: This approach estimates the actual
labor and material costs associated with providing a unit of service to a single user. This analysis is suitable
when City staff time requirements do not vary dramatically for a service, or for special projects where the
time and cost requirements are easy to identify at the project's outset. Further, the method is effective in
instances when a staff member from one department assists on an application, service or permit for
another department on an as -needed basis. Costs are estimated based upon interviews with City staff
regarding the time typically spent on tasks, a review of available records, and a time and materials analysis.
Program Cost Approach: In some instances, the underlying data is not available or varies widely, leaving
a standard unit cost build-up approach impractical. In addition, market factors and policy concerns (as
opposed to actual costs) tend to influence rental based fee levels more than other types of services. Willdan
employed a different methodology where appropriate to fit a program's needs and goals. Typical
programmatic approach cases are valuation -based fees, Recreation programs, and instances where a
program cost is divided over the user base to obtain a per applicant cost for shared cost services.
Valuation Bdsed Fees: This method of collection is used when the valuation of the improvement can be
used as a proxy for the amount of effort it would take for City staff to complete the service provided. More
specifically, this approach is commonly used for certain User Fees in the Building Division. It is generally
accepted that as a project's size scales up, the cost of the project increases, and the amount of effort needed
to review and inspect also increases. Using a valuation -based fees provides for a system that can adjust as
project sizes scale. Land is not included in the valuation.
Quality Control/Quality Assurance
All study components are interrelated, thus flawed data at any step in the process will cause the ultimate
results to be inconsistent and unsound. The elements of our Quality Control process for User Fee
calculations include:
• Involvement of knowledgeable City staff
• Clear instructions and guidance to City staff
• Reasonableness tests and validation
• Internal and external reviews
• Cross-checking
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Reasons for cost increases/decreases over current fees
Within the fee tables in Appendix C, the differences are idented between the full costs calculated
through the study and the fee levels currently in effect. The reasons for differences between the two can
arise from a number of possible factors including:
• Previous fee levels may have been set at levels less than full cost intentionally, based on policy
decisions
• Position staffing levels, seniority, and the positions that complete fee and service activity may vary
from when the previous costs were calculated
• Personnel and materials costs could have increased at levels that differed from any inflationary
factors used to increase fees since the last study
• Changes in processes and procedures within a department, or the City as a whole
• Changes in the demand for services in a City may have also changed the staffing or cost structure
of departments over time
City Staff Contributions
As part of the study process, Willdan received tremendous support and cooperation from City staff, which
contributed and reviewed a variety of components to the study, including:
• Budget and other cost data
• Staffing structures
• Fee and service structures, organization, and descriptions
• Direct work hours (billable/non-billable)
• Time estimates to complete work tasks
• Review of draft results and other documentation
A User Fee Study requires significant involvement of the managers and line staff from the departments on
top of their existing workloads and competing priorities. The contributions from City staff were critical to
this study. We would like to express our appreciation to the City and its staff for their assistance,
)rofessionalism, positive attitudes, helpful suggestions, responsiveness, and overall cooperation.
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Diamond Bar User Fees
Cost Recovery
The cost recovery models, by department/division fee type, are presented in detail in Appendix C. Full cost
recovery is determined by summing the estimated amount of time each position (in increments of minutes
or hours) spends to render a service. Time estimates for each service rendered were obtained through
interviews conducted with City staff for each department/division fee included in the study. The resulting
cost recovery amount represents the total cost of providing each service. The City's current fee being
charged for each service, if applicable, is provided in this section, as well, for reference.
It is important to note that the time data used to determine the amount of time each employee spends
assisting in the provision of the services listed on the fee schedule is essential in identifying the total cost
of providing each service and will differ from City to City depending on staffing, positions involved,
experience of staff, the use of consultants, and the policies and procedures in place for each City.
Specifically, in providing services, a number of employees are often involved in various aspects of the
process, spending anywhere from a few minutes to several hours on the service.
The primary goal of this study was to identify the cost of City services, to provide information to help the
City make informed decisions regarding the actual fee levels and charges. The responsibility of determining
the final fee levels is a complicated task. City staff must consider many issues in formulating
recommendations, and the City Council must consider those same issues and more in making the final
decisions.
City staff assumes the responsibility to develop specific fee level recommendations to present to the City
Council. Unfortunately, there are no hard and fast rules to guide the City, since many of the considerations
are based on the unique characteristics of the City of Diamond Bar, and administrative and political
discretion. However, in setting the level of full cost recovery for each fee, one should consider whether the
service solely benefits one end user or the general community.
Subsidization
Recalling the definition of a user fee helps guide decisions regarding subsidization. The general standard is
that individuals (or groups) who receive a wholly private benefit should pay 100% of the full cost of the
services. In contrast, services that are simply public benefit should be funded entirely by the general fund's
tax dollars. Unfortunately, for the decision makers, some services fall into the range between these two
extremes.
Further complicating the decision, opponents of fees often assert that the activities subject to the fees
provide economic, cultural, "quality of life," or other community benefits that exceed the costs to the City,
but it is important to distinguish the difference between any purported possible benefits that may be
conveyed through the result of activities of the service receiver and the direct benefit being conveyed
through the City providing the service to the requestor.
It is recommended the City consider such factors during its deliberations regarding appropriate fee levels.
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Of course, subsidization can be an effective public policy tool since it can be used to reduce fees to
encourage certain activities (such as to ensure public safety) or allow some people to be able to afford to
receive services they otherwise could not at the full cost. In addition, subsidies can be an appropriate and
justifiable action, such as to allow citizens to rightfully access services, without overburdensome costs.
Despite the intent, it is important for the City and public to understand that subsidies must be covered by
another revenue source, typically the General Fund's other unrestricted funds.
Impact on Demand (Elasticity)
Economic principles of elasticity suggest that increased costs for services (higherfees) will eventually curtail
the demand for the services; whereas lower fees may spark an incentive to utilize the services and
encourage certain actions. Either of these conditions may be a desirable effect to the City. However, the
level of the fees that would cause demand changes is largely unknown. The cost of service study did not
attempt to evaluate the economic or behavioral impacts of higher or lower fees; nevertheless, the City
should consider the potential impacts of these issues when deciding on fee levels.
Summary
City staff is recommending setting user fees at suggested fee amounts as detailed in Appendix C. City and
departmental goals, City Council priorities, policy initiatives, past performance, implementation issues, and
other internal and external factors should influence staff recommendations and City Council decisions. In
this case, the proper identification of additional services (new or existing services) and the update to a
consistent and comprehensive fee schedule were the primary objectives of this study. City staff has
reviewed the full costs and identified the recommended fee levels for consideration by City Council.
The following sections provide background for each department, division, and fee group and the results of
this study's analysis of their fees. For the full list of each fee's analysis, refer to Appendix C of this report.
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Administrative/Miscellaneous Service Fees
Administrativescellaneous service fees include Abatement Lien Processing, Appeals, Copying, False
Alarms, Film Permits, Notary, NSF Checks, and Residential Parking Permit.
Analysis
Willdan individually reviewed the services associated with the Administrative/Miscellaneous Services.. The
review also consisted of an evaluation of existing services to update the fee schedule.
Many of the fees and services listed under Administrative/Miscellaneous Services are permits, regulated
fees, penalties, or fees not otherwise recommended to be changed. For the user fees evaluated as part of
this study the analysis relied primarily upon a standard unit cost build-up approach, whereby the reasonable
cost of each fee occurrence was determined using staff time involved in providing services to recover the
direct cost of staff and the pro -rats share of departmental costs, including indirect costs for City Central
services. Willdan then compared the calculated full cost against the current fee amount to determine, if
charged, whether the current fee is recovering the costs associated with the requested service. The analysis
found that most fees are currently set below the full cost of providing service. Staff is recommending the
fees be adjusted as detailed in Appendix C. As a result, there would be:
• An increase to 5 fees;
• 1 fee would decrease;
• 5 new False Alarms fees would be added;
• 1 fee would change to Actual Cost from a flat fee;
• 10 fees would remain as currently set, and;
• the average fee change would be an increase of 15%.
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Building
The Building and Safety Division is responsible for the protection of public health and safety through the
enforcement of Building Codes and other related codes. This Division provides for Building and Safety plan
check, permit issuance, and inspection services. Much of the plan check and inspections are provided
through contract services.
Analysis
Willdan individually reviewed the services associated with the Building Division. The review also consisted
of an evaluation of existing services in an effort to update the fee schedule.
The analysis of the Building services relied primarily upon a standard unit cost build-up approach for fees,
whereby the reasonable cost of each fee occurrence was determined using staff time involved with
providing the service to recover the direct cost of staff and the pro-rata share of departmental costs,
including indirect costs for City Central Services. Willdan then compared the calculated full cost against the
current fee amount to determine, if charged, whether the current fee is recovering the costs associated
with the requested service. The analysis found that some fees are currently not in line with the updated full
cost of providing services. Staff is recommending the fees be adjusted as detailed in Appendix C. As a
result, there would be:
• An increase to 180 fees;
• 8 fees would decrease;
• 8 new fees would be added;
• 20 fees would remain as currently set, and;
• the average fee change would be an increase of 39% for current fees.
In addition to the above referenced fees listed under Building, the Building Permit fees are also provided
by this division. For the Building Permit fees, valuation is used as a proxy for measuring the effort needed
to provide services on a case -by -case basis. This method is an industry standard widely used by other
jurisdictions to evaluate the cost of providing service, It is generally understood that the larger and more
complex a project is, the more time and effort that is required to provide the service. Project valuation also
follows that trend. By using a combination of either project valuation or historical revenue figures along
with a multiplier or cost recovery analysis for historical and anticipated future trends, current cost recovery
along with variability in charges due to project type and scale is determined. The result of the cost analysis
completed for the Building Permit program found that the program is currently operating at 76% cost
recovery based on activity level from fiscal year 2018-2025. Staff is recommending that the Building Permit
fees be increased to full cost recovery.
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Planning
The Planning Division is responsible forthe functions related to current and long-term ("advance") planning,
and administers the Community Development Block Grant Program.
The Planning Division prepares and updates the City's General Plan to guide Diamond Bar's long term
growth and preservation of the community's quality of life. The Division administers and updates the zoning
and subdivision ordinances, which are the primary tools used to implement the General Plans land use and
development goals, objectives and policies. The planners provide information and assistance to the public
by explaining the City's zoning regulations, and reviewing all land use, development and business license
applications, and performing inspections to ensure compliance with regulations and conditions of approval.
For projects requiring Planning Commission and City Council review, the Planning Division serves as those
bodies' technical staff, and provides recommendations based on analysis of environmental, land use
compatibility and design factors.
The Planning Division also supports the economic development efforts of the City. It updates and maintains
records for the general public and coordinates projects and programs with other governmental agencies.
Analysis
Willdan individually reviewed the services associated with the Planning Division. The review also consisted
of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Planning services relied primarily upon a standard unit cost build-up approach, whereby the
reasonable cost of each fee occurrence was determined using staff time involved in providing services to
recoverthe direct cost of staff and the pro-rata share of departmental costs, including indirect costs for City
central services. Willdan then compared the calculated full cost against the current fee amount to
determine, if charged, whether the current fee is recovering the costs associated with the requested
service. The analysis found that most of the current fees are underfunding the cost of most of the services.
Staff is recommending the fees be adjusted as detailed in Appendix C. As a result, there would be:
• An increase for 27 fees;
• 1 fee would decrease;
• 15 new fees will be added;
• 37 fees would remain as currently set, and;
• the average fee change would be an increase of 70%.
�WILLDAN 14 Comprehensive User Fee Study
f IIAIICiAI SFRVIGFS
,ag
h DIAMOND BAR
Public Works
The Public Works Department is committed to providing forthe efficient operation of public works systems
and programs. The vital services include: planning, designing, constructing, and monitoring the City's
roadways and sidewalk infrastructure as well as sewer and storm drain systems; overseeing traffic
management/control systems and traffic signal timing programs; maintaining and repairing all City buildings
and fleet of vehicles and equipment; maintaining public parks/public property and Landscape Assessment
Districts' medians, parkways, mini parks, slopes, and open space; managing the engineering design and
construction of the City's robust capital improvements program; reviewing/planning and permitting land
development activities and subdivisions; and managing environmental programs such as the National
Pollutant Discharge Elimination System (NPDES).
Analysis
Willdan individually reviewed the services associated with the Public Works Department. The review also
consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of Public Works services relied primarily upon a standard unit cost build-up approach, whereby
the reasonable cost of each fee occurrence was determined using staff time involved in providing services
to recover the direct cost of staff and the pro-rata share of departmental costs, including indirect costs for
City central services. Willdan then compared the calculated full cost against the current fee amount to
determine, if charged, whether the current fee is recovering the costs associated with the requested
service. The analysis found that most of the current fees are underfunding the cost of most of the services.
Staff is recommending the fees be adjusted to full cost recovery as detailed in Appendix C. As a result,
there would be:
• An increase to 29 fees;
• 95 fees would remain as currently set, and;
• the average fee change would be an increase of 42%.
_-/WILLDAN 15 Comprehensive User Fee Study
DIAMOND BAR411.
Parks and Recreation
The Parks &Recreation Department administers the recreation program which includes actives and
events that strengthen the community's fabric, health and well-being, economic base, and security. This
includes community events, enrichment programs, athletics, excursions, activities, and facilities for
residents of all ages.
Analysis
Willdan individually reviewed the services associated with the Parks and Recreation Department. The
review also consisted of an evaluation of existing services in an effort to update the fee schedule.
The analysis of most Parks and Recreation programs encompassed facility rentals, sports, programs, and
other community services. The fee for use for government owned facilities and property can be set
discretionally by the City, typically based on past usage characteristics, policy goals, and surrounding
jurisdiction comparison. The cost of capital acquisition, maintenance, repair, and upgrade to the City and
subsequently the public is offset through rental or use fees. As such these fees should be set using the
knowledge of activity use for the facilities, policy desires of the City, and market factors when desirable. It
is generally accepted that some Recreation programs provide a measure of public benefit to the residents
and City as a whole, and as such is it common for services to bear significant subsidies. In addition, cities
generally want to ensure that their programs and services remain affordable to the community at large,
and that the programs remain competitive with surrounding jurisdictions. For a few of the fees in Parks
and Recreation a standard cost of service approach was used, but some of the additional cost considerations
above were not included as this is an operational cost analysis study that does not include considerations
for capital. The analysis found that the current fees for facility use and services are below the cost of
providing them. The analysis also included a cost recovery analysis for Community Services as a whole and
it was determined to be operating at around 32% cost recovery. Staff is recommending the fees be adjusted
as detailed in Appendix C. As a result, there would be:
• An increase to 75 fees;
• 2 new fees will be added;
• 31 fees would remain as currently set, and;
• the average fee change would be an increase of 9%.
_•/WILLDAN 16 Comprehensive User Fee Study
DIAMOND BA1�1R
Appendix A — Total Allowable Cost to be Recovered
Below are the total allowable costs that may be recovered through User Fees; however, only a portion of
the total allowable cost is recovered as staff not only works on services related to User Fees, but also works
on an array of other City functions during the operational hours of the City. The amounts listed below will
not reconcile to City budgets as costs that should not be included in overhead for personnel in the
application of determining fully burdened hourly rates were excluded. Examples of these costs are capital,
debt, monetary transfers, contract costs, and any other costs that are charged directly to the service
requestor.
City of Diamond Bar -User Fee Study
Overhead Rate Calculations
100: CITY CLERK'S OFFICE
100: CITY COUNCIL
100: CITY MANAGER'S OFFICE
100: COMMUNITY DEVELOPMENT
100: COMMUNITY RELATIONS
100: ECONOMIC DEVELOPMENT
100: FINANCE
100: HR & RISK MGMT
100: INFORMATION SYSTEMS
100: PARKS & RECREATION
100: PUBLIC WORKS
100: PUBLIC WORKS ADMIN
100: PUBLIC WORKS CIVIC CENTER
100: PUBLIC WORKS PARKS & FACLT MAINT
250: Integrated Waste Mgmt Fund
tal Personnel
Services
366,483
Operations &
A.
108,495
Overhead
30%
Allocation
0%
1871616
36,250
19%
0%
9981968
139,110
14%
0%
11788,916
83,830
5%
58%
593,040
305,651
52%
0%
313,484
89,275
28%
40%
780,669
34,225
4%
0%
4781095
63,075
13%
0%
815,239
713,300
87%
0%
2/875/549
751,635
26%
155%
902,695
2381000
26%
45%
526,198
41,235
8%
0%
177,081
531000
30%
0%
567,100
64,650
11%
0%
555,240
74,150
13%
58%
W I LLDAN
F�Ii.111C1ai. SEfNIC[�i
17 Comprehensive User Fee Study
A. DIAMOND BAIPIR
Appendix B —Fully Burdened Hourly Rates
Below are fully burdened hourly rates of staff positions that provide for the services detailed in Appendix
C. The FBHRs were used to determine the full cost of each service. They include the salary and benefit costs
for each position as well as all applicable overhead amounts for each position. For any user fee service
request that is outside the scope of the fees detailed in Appendix C, or for services for which there is no
fee currently set, the City can charge up to the full cost of the FBHR for personnel involved.
�WILLDAN 18 Comprehensive User Fee Study
f IIAH<ial SE�VIi ES
DIAMOND BAR
got
City of Diamond Bar - User Fee Study
sully Burdened Hourly Rate Calculation
Fully Burdened
Department
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100:
COMMUNITY
DEVELOPMENT
100: CITY CLERK'S OFFICE
100: CITY CLERK'S OFFICE
100: CITY CLERK'S OFFICE
100: CITY MANAGER'S OFFICE
100: CITY MANAGER'S OFFICE
100:
CITY
MANAGER'S
OFFICE
100:
CITY
MANAGER'S
OFFICE
100: CITY MANAGER'S OFFICE
100: COMMUNITY RELATIONS
100: COMMUNITY RELATIONS
100: COMMUNITY RELATIONS
100: ECONOMIC DEVELOPMENT
100: ECONOMIC DEVELOPMENT
100: ECONOMIC DEVELOPMENT
100: ECONOMIC DEVELOPMENT
100: ECONOMIC DEVELOPMENT
100: ECONOMIC DEVELOPMENT
100: FINANCE
100: FINANCE
100: FINANCE
100: FINANCE
100: HR & RISK MGMT
100: INFORMATION SYSTEMS
100: INFORMATION SYSTEMS
100: INFORMATION SYSTEMS
Title
CD -Administrative Assistant
CD -Administrative Coordinator
CD -Associate Planner
CD - Community Development Director
CD - Neighborhood Improvement Officer
CD - Permit Services Coordinator
CD -Permit Technician
CD - Planning Manager
CD .Senior Neighborhood Improvement Officer
CD - Senior Planner
Clerk - Administrative Assistant
Clerk -Administrative Coordinator
Clerk - City Clerk
CM -Assistant City Manager
CM - Assistant to the City Manager
CM - City Manager
CM - Management Analyst
CM -Principal Management Analyst
CR - Community Relations Coordinator
CR - Community Relations Manager
CR - Media Specialist
ED - Assistant City Manager
ED - Assistant to the City Manager
ED - City Manager
ED - Community Development Director
ED - Management Analyst
ED - Principal Management Analyst
Fin - Accounting Technician
Fin - Finance Director
Fin -Finance Supervisor
Fin -Senior Accounting Technician
HR - Human Resources & Risk Manager
IS - Information Systems Director
IS - Network/Systems Administrator
IS - Network/Systems Technician
$138.57
$15183
$115.52
$33125
$12189
$156.45
$109A3
$24110
$136.01
$214.00
$108,73
$120.71
$18832
$24936
$165.57
$29439
$9182
$147.85
$137.30
$219.27
$125628
$394.57
$26137
$465,70
$363,01
$144,07
$23158
$79.33
$208s98
$103.06
$97.22
$175979
$375.37
$249985
$13634
�%WILLDAN 19 Comprehensive User Fee Study
F NANCIAL SENYItES
E
A DIAMOND BAR
City of Diamond bar - User Fee Study
Fully Burdened Hourly Rate Calculation
Fully Burdened
Department Title Hourly Rate
100:
PARKS
&RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PARKS
& RECREATION
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS ADMIN
100:
PUBLIC
WORKS CIVIC CENTER
100:
PUBLIC
WORKS CIVIC CENTER
100:
PUBLIC
WORKS CIVIC CENTER
100:
PUBLIC
WORKS CIVIC CENTER
100:
PUBLIC
WORKS CIVIC CENTER
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
100:
PUBLIC
WORKS PARKS & FACLT
MAINT
�/W I LLDAN
R NANCIM SENVICFS
Parks -Administrative Coordinator
Parks - Facilities Maintenance Supervisor
Parks - Parks & Maintenance Superintendent
Parks - Parks & Recreation Director
Parks -Preschool Teacher PT (30 hr/wk)
Parks - Public Works Director/City Engineer
Parks - Public Works Manager/Assistant City Engineer
Parks - Recreation Coordinator
Parks - Recreation Coordinator-DBC
Parks - Recreation Coordinator -Seniors
Parks -Recreation Coordinator -Sports
Parks - Recreation Superintendent
Parks - Recreation Supervisor
Parks - Senior Maintenance Worker
PW -Administrative Coordinator
PW - Associate Engineer
PW - Engineering Technician
PW - Facilities & Asset Maintenance Technician
PW -Public Works Director/City Engineer
PW -Public Works Manager/Assistant City Engineer
PW - Senior Maintenance Worker
PW .Senior Public Works Inspector
PW Admin -Administrative Coordinator
PW Admin -Associate Engineer
PW Admin -Engineering Technician
PW Admin - Public Works Director/City Engineer
PW
Admin -Public Works Manager/Assistant City Engineer
PW
Admin
-Senior
Public Works Inspector
PW
Civic
Cntr -
Facilities Maintenance Supervisor
PW
Civic
Cntr -
Parks & Maintenance Superintendent
PW
Civic
Cntr -
Public Works Director/City Engineer
PW
Civic
Cntr -
Public Works Manager/Assistant City Engineer
PW
Civic
Cntr -
Senior Maintenance Worker
PW
Parks
&Fac
-Administrative
Coordinator
PW
Parks
&Fac
-
Facilities &Asset Maintenance Technician
PW
Parks
&Fac
-
Facilities Maintenance Supervisor
PW
Parks
&Fac-
Parks &Maintenance Superintendent
PW
Parks
&
Fac-
Public Works Director/City Engineer
PW
Parks
&
Fac-
Public Works Manager/Assistant City Engineer
PW
Parks
&
Fac-
Senior Maintenance Worker
$283.68
$384A7
$419.32
$619642
$14108
$69131
$437.32
$220696
$20333
$220.19
$201.94
$417.91
$35143
$205.48
$171.08
$22939
$13196
$140A1
$396.61
$250917
$112665
$18186
$100.43
$134.90
$78.64
$232.83
$146,86
$107*94
$155.44
$169, 67
$280.53
$176995
$8114
$87.03
$85.15
$13127
$145.47
$240n52
$151.71
$7118
20 Comprehensive User Fee Study
DIAMOND BAR11,
CON
Appendix C —Cost Recovery Analysis
The following tables provide the results of the analysis, resulting full cost recovery amount, and
recommended fees. For fees, services, and penalties in which the full cost, existing fee, and suggested fee
is listed as "NA", the amount or percentage was not calculable. This is most common when either the
current or the suggested fee includes a variable component that is not comparable on a one-to-one basis,
a full cost was not calculated (for penalties, fines, market -based fees, or items not included in the study),
or when there is not a current fee amount to compare against.
�WILLDAN 21 Comprehensive User Fee Study
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