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14. Bldg. & BMR fees City Hall 10300 Torre Avenue Cupertino, CA 95014-3255 Telephone: (408) 777-3220 FAX: (408) 777-3366 ITYOF CUPEIQ"INO DEP ARTMENT OF ADMINISTRATIVE SERVICES SUMMARY Agenda Item No. I ~ Meeting Date: March 6, 2007 SUBJECT Consider amending the 2006-07 fee schedule for building fees and Below Market Rate Housing program mitigation fees, Resolution No. 07- 031 . BACKGROUND All user fees are reviewed each year in conjunction with the preparation of the budget. Our goal is to ensure that, to the extent possible, fees cover the cost of providing services. The majority of the fees proposed for your consideration are calculated based on actual cost to perform the service. Some fees, however, are predicated on what the market will bear in relation to what other competitive entities charge for the same service, for example Sports Center memberships. Building Fees City fees were discussed at a public hearing on April 4, 2006 and adopted July 1, 2006. Building fees however were unchanged, pending a study to change the way fees are calculated. The City's current building fees are based on the valuation of the project, in other words, the cost to build the project. Recent court cases have challenged this method of determining fees. A consultant study has created a new building fee schedule supported directly by the time spent on reviewing plans, inspecting projects, and processing applications and permits. Staff resources used and the resulting fee charged are directly related to building size, occupancy type and fire rating. The new building fee schedule is being submitted to Council for adoption. All fees are recommended at a full cost recovery basis, except for residential solar and photovoltaic systems, which will remain at the City-subsidized $300 rate approved by Council. Housing Mitigation Fees On February 27, 2006, Council adopted Resolution 06-045 approving a fee study and directing staff to assess retail and hotel developments a housing mitigation in-lieu fee at the same rate as office and industrial projects and to raise the fee to $4.75 per square foot. l~-l Printed on Recycled Paper The resolution exempted redevelopment projects and certain mixed use projects from the impact fee, but required them to provide Below Market Rate (BMR) housing units instead. The new fee was to be implemented with the entire fee schedule adopted at the April 4, 2006 Council meeting. However, the approved fee schedule, in error, raised the fee only by the cost of living percentage, to $2.32 per square foot and it failed to add-in the retail and hotel elements. That April, Council also directed staff to further study the mitigation fee for residential projects. That study was completed and approved by the Housing Commission on January 11, 2007. The commission and the study recommends that the residential development fee be raised from the current $1.19 per square foot to $2.50 per square foot. FISCAL IMP ACT Many fees charged for individual projects and items will vastly. change because of the modification from charging projects on a valuation basis to a time spent basis. For instance, fees on new multi-family dwelling projects may double on average while those for new single-family residences could fall by up to one-half, depending on square footage. However, except for residential solar systems, fees are still based 100% on the cost of doing business, just as in the old model. Approximately $3.5 million in building fees were received in 2005-06, an extremely strong year. Housing mitigation fee revenues are dependent on the mix and volume of projects, but the near doubling of the fee rates and expansion of fee basis should double the revenues per project. Nearly $344,000 was collected overall last year. RECOMMENDATION: Adopt a resolution amending the 2006-07 City fee schedule as follows: . Replace the current Building Fee Schedule D with the new Building Fee Schedule D as attached; . As described in previously adopted Resolution 06-045, replace the current $2.32 per square foot office/industrial/research and development housing mitigation in-lieu fee with a new $4.75 per square foot housing mitigation in-lieu charge for office, industrial, hotel, retail, and research and development projects. While redevelopment area projects and mixed use projects of at least two-thirds residential and one-third retail/office will be exempt from the fee, they must instead provide Below Market Rate Housing as part of a residential development; and . Raise the residential housing in-lieu fee from $1.19 per square foot to $2.50 per square foot. { L( -- )... Prepared by: k~ David Woo Finance Director Reviewed by: Approved for submission: ~ a {lAm!!. Carol A. Atwood Administrative Services Director ~ David W. Knapp City Manager (L(-3 DRAFT RESOLUTION NO 07-038 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CUPERTINO RESCINDING RESOLUTION NO. 06-065 AND ADOPTING SCHEDULE OF BUILDING FEES AND BELOW MARKET RATE HOUSING PROGRAM MITIGATION FEES WHEREAS, the State of California requires fees charged for service rendered not to exceed the cost of delivering said services; and WHEREAS, a public hearing has been held to review user fees; and WHEREAS, the City Council of the City of Cupertino has established guidelines for setting user fees; NOW, THEREFORE, BE IT RESOLVED that: 1. Replace current Building Fee Schedule D with the new Building Fee Schedule D as attached; 2. Replace current Schedule C, Definitioll of Planning Fee Services and associated Housing Mitigation In-Lieu Fees as attached. 3. These fees are effective May 7,2007. PASSED AND ADOPTED at a regular meeting of the City Council of the City of Cupertino this 6th day of March, 2007 by the following vote: Vote Members of the City Council AYES: NOES: ABSENT: ABSTAIN : ATTEST: APPROVED: City Clerk Mayor, City of Cupertino (L{ -t{o CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: IFR,IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * A-1 - 1,000 $6,906 $5,21 $5,755 $4.34 $4,604 $3.47 -- u_ -- - - 5,000 $7,114 $14.29 $5,929 $11.91 $4,743 $9.53 - - --- - -----..-.. -- -------...- - ----- --- - - - 10,000 $7,829 $3.58 $6,524 $2.9~ $5,219 $2.38 .-------- - - ---- ------ -------- -- ---, ____m.' --- ,- -- -- - - 20,000 $8,186 $5.35 $6,822 $4.46 __ ~,458 ~.~ ~--- --..-- . ------- - -----,'--- ---------.- ------- ----- --... _.--- - - ___50,000_ $9,792 $2.86 _ ~,1~ $2.38 $6,528 $1.90 - - - - -----, - --, -- f--- ----- 100,000 $11,220 $11.22 $9,350 $9.35 $7,480 $7.48 A-2 - 1,000 $6,906 $5.21 $5,755 ~.3.i $4,604 $3.47 ---~ ___n' ---- --- - - 5,000 $7,114 $14.29 $~,929 Jl~.~l $4,743 $9.53 ---- ---- ----- -- ---- - - ---- - -- - -------- -- ------ - - 10,000 $7,829 $3.58 $6,524 $2.98 $5,219 $2.38 --- __00- .-.--- - ----- - - 20,000 $8,186 $5.35 _$6,~2~ $4.46 $5,458 $3.57 - -- - , , ___n___ ---.-- - - - 50,000 $9,792 $2.86 _$B,1~0 $2.38 $6,528 $1,90 .----- -- ---- --- ----- ----- -- 100,000 $11,220 $11.22 $9,350 $9,35 $7,480 $7.48 A-2.1 - 500 $5,646 $8.53 $4,705 $7.10 $3,764 $5.68 ----- -- ------ -- -- ------- _.----- .----- ----- ,----- - -- - - 2,500 $5,816 $23.35 $4,847 $19.46 $3,878 $15,57 ----- -- '.__m__ -- - - ,- - ----- __.'n - - 5,000 $6,400 $5.84 $5,33,~ $4.87 $4,267 $3.90 - .------ - ---- ---- ----- -, __mn_ ._ - - - 10,000 $6,692 $8.76 $5,577 $7.30 $4,462 $5.84 .--- ------. - -- _____.~_ ____m - ---- _..._-~_.._---- --- - -- - - 25,000 $8,007 $4.67 $6,673 $3.89 $5,338 $3.11 I-m -, ----- --- - ---- -- 50,000 $9,17 4 $18.35 $7,645 $15.29 $6,116 $12.23 A-3 - 250 $6,882 $20.77 _ $~,~3~ $17.31 $4,588 $13.85 ---- -- 1- - .------ . --- 1------ -, -- -- - - 1,250 $7,090 $56.97 $5,908 $47.48 $4,727 $37.98 - - - - - ---- -- -- - - 2,500 $7,802 $14.22 $6,502 $11.85 $5,202 $9.48 - --- - - ---- -- - - -- - -, -_.-- -,-- - - - 5,000 $8,158 $21.36 $6,798 $17.80 $5,439 $14.24 - - ------- -- ----- -------- -- , - - 12,500 $9,759 $11.39 $8,133 $9.49 $6,506 $7.59 ----- - ---- ---- - - '__m_ --..-- ---- _____d__ ~__ -> 25,000 $11,183 $44.73 $9,319 $37.28 $7,455 $29.82 A ~ Occupancy ~e_nclnt Imp-,"-(lVeme.nt~_ 500 $3,127 $4,71 $2,606 $3,93 $2,084 $3.14 -- -- - -- - -- ----- --- - - - 2,500 $3,221 $12.94 $2,684 $10.78 $2,147 $8.62 -- ,-- -_..~ --, _.----- .---" - - -, ~-- .------- - -.- -- m_ - --- - 5,09~1 $3,544 $3.23 $2,954 $2.69 $2,363 $2.15 - .--.-- ---- ~".-_.- -- ,-'- -,--- ,---- -- .--_.- --- - - 10,000 $3,706 $4.86 $3,088 $4.05 $2,470 $3.24 -- -----. -------" -- n__ -------- --.-- _on' ---.- _...-- ------- - - 25,000 $4,434 $2.59 $3,69_5 $2,16 $2,956 $1.73 --- - ----- -- ---- --- --, --.-- ------ -- - - 50,000 $5,082 $10.16 $4,235 $8.47 $3,388 $6.78 B Banks 500 $6,795 $10.25 $5,662 $8.54 $4,530 $6.83 ---- -- ..------ -- , ---- ------ - ---- _n__ _ _ --- - - 2,500 $7,000 $28.14 $5,833 $23.45 $4,667 $18.76 - - -1-- ---- --- ----- - - 5,000 $7,703 $7.04 $6,419 $5.86 $5,136 $4.69 -- _H - -------- ----- -- - - 10,000 $8,055 $10.55 $6,713 $8.79 $5,370 $7.03 - ----- -- .. -- ---- ----- - - 25,000 $9,638 $5.61 $8,031 $4.68 $6,425 $3.74 .n__ --- ----.--- - -- - -- - - 50,000 $11,040 $22.08 $9,200 $18.40 $7,360 $14.72 B Laundromat 200 $6,445 $24.32 $5,371 $20.27 $4,297 $16.21 -- -- --- - - - - - - - 1,000 $6,639 $66.68 $5,533 $55.56 $4,426 $44,45 - - -- --- H - --.- .-.--- - ---- - .------ - - 2,000 $7,306 $16.68 $6,089 $13.90 $4,871 $11.12 - - - --- -- ---,--- -- - ------~._- I- " - - 4,000 $7,640 $25.00 $6,367 $20.83 $5,093 $16.66 --- ---- ---- ____ _ ,_ 'H' - - 10,000 $9,140 $13.34 $7,616 $11.11 $6,093 $8,89 -- -- m_ --- ..------ - ---- H _ ------_.-- -- 20,000 $10,473 $52.37 $8,728 $43.64 $6,982 $34.91 B Medical Office 500 $8,049 $12.15 ~6,70~ $10.13 $5,366 $8.10 --, - -- ---- .----".. -- ---- -~-~ ._n___ ,----- ---,-- .-----. ---- - - 2,500 $8,292 $33.30 $6,910 $27.75 $5,528 $22.20 --- ------ ---- -- - - --- ------- __n -- ,-,- --- - - 5,000 $9,125 $8.34 _~7,60~ $6.95 '- $6,083 $5.56 -- m_ ---- ---- --- -- ---, , -- 1-- --- ----. .- -- - - 10,000 $9,542 __ $12.4~_ $7,951 $10.41 $6,361 _ ___ $8.3~ -- .---- - ----- --- - -- - .--------- -- - --~-- - 25,O~Q... $11,415 $6.66 _ $9,513 $5.55 $7,610 $4.44 ---- --~-- --- -----".- ------ --- -- _.------ -- I- ----- - --- --- 1------ - .---- 50,000 $13,080 $26.16 $10,900 $21.80 $8,720 $17 .44 (L(-) CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for <<Y Each ~ Each ~ Each Project Size Threshold Additional Threshold Additional Threshold Additional Threshold Size 100 sf * Size 100 sf * Size 100 sf * 1,000 $7,62'0 ___$5.Z~~~39~ _ $4.82__~,_1~ __ $3.86 5,000 F.~01 ____~~__ $6,584d $13.241--_~~ ___ $10.5~ ~O,O.o~__, $8,696 ___~~8 $7,246 $1]l_ $5,7~7 _ ~~~ 20,000 _ $9,093 $5.94 $7,578 ~4'~e-_ $6,062 $3.96 __ - _ ____50,000_$10,87? $3.18 ___$~~ $2.65 $7,2t)() __ $2.12 100,000 $12,465 $12.47 $10,388 $10,39 $8,310 $8.31 300 _ _ n__~2-,-~4 $6.12 $2,029 $5,10 $1,623 $4.08 _____ =_ _~() __J~~?()!l_ $16.79 _ ~_9() _J13.99 ____ $1,672 $11,19 3,000 ____~2,7~ __$4.2.0 $2,300 _ $3.50 _ _ J1,~ $2.80 6,000 $2,885 __~51.2~ $2,405 $5.24 ___ $1,924 ___ $4.19 _ :__n___ 15,000 1-__$_3~ __ $3.36 $2,876 $2:!3() $2,301__ $2.24 30,000 $3,956 $13.19 $3,296 $10.99 $2,637 $8.79 900 $7,932 $6.64 ___ $6,610 $5.54 _ _, $5,288 $4.,!~ 4,500 $8,172 $18.2,! __._, $6,810 $15.20, _ $5,4<1:8 $12.16 9,000 $8,992 $4.54 _. $7,494 __ $3.79 __---.!~,99t) _ _ $3.03 18,000 $9,401 $6.86 $7A~___ $5.71 ___~~_~,!.~ 45,000 $11,252 $3.65 $9,377__ $3.04__~! ,50~ $2.43 90,000 $12,893 $14.33 $10,744 $11.94 $8,595 $9,55 E-2, E-3 y:>reschool/Sc~()~1 (<50 Oc,cupancy) __ 100 $7,028 $53.02 _ $5,~ $4~:)~C- $4,685 $35.35 . _._ _ __ _ ____ _____500 $7,~0 $!45~ $6,034 __ $121-!9__J4,827 $96.95 __ ________ -_ __ 1,000_ __$7,967 $36.36 _ $6c6~0f-_ $30.30e--J5,312 $24.24 _____ ___ ___ _ _ ____ 2,000 _ $8,331___ $54.53___$?,_943 ___~45~e- $5,554 _ $36.35 __ __, _ __ ____ _ ______ 5,000__ $9,967 ____$29.09 __~_8,~0~1- _ $2~?,! _~6,64~ n $1-9.39 10,000 $11,421 $114.21 $9,518 $95.18 $7,614 $76,14 E___ _E OccLJeancy T~nant_lmprov~ments_-. J~ _ $4,228 __ $31.89 ___~:3,524 ,_,___ $26:~ I- _ $2,81 ~ _ __$21.~E:> _ _=___ _________ _=____500..._ $4,356f--_~87-5o...__~3,630_ $72:~! __$2,904 _ $58.33 _=_ __ ___ _____ 1,000 _ $4,793 ___ $21.87 __ $3,_~~~ $18.23 $3,196._.._,._ $14.58 __-__ __ ___ 2,000 __ $5,012 $32.81~,!,)~ _ $27.3,! ~3,341 $21&2' _ ____ _ m_:__ 5,000 $5,996 __ $17 :...~1 _ $4,997 ____!1~_ $3,9~ _ ___~.6? 10,000 $6,872 $68.72 $5,726 $57.26 $4,581 $45.81 1,000 n $8,545fn_ $6.45 $7,121 $5.38 $5,697 _ $4.30 5,000 $8,803 _ $17.69 $7,336 $14.74 __!5,~~ $11.79 10,000 $9,687 $4.41 $8,01...3 $3,68 __ $6,458 ___ $2.94 _ _ _ 20,00()_ _ $10,128 $6.64 ___$8,440 __ $5.53 _ $6,752 $4.43 50,000 $12,120 _n_ $3.54 __~!.9,100n____~2.95 _~~'.Cl~_ $2.36 100,000 $13,890 $13.89 $11,575 $11.58 $9,260 $9.26 1,000 $6,270 $4.73 $5,225 $3.9,4 $4,180 _____ $3.15 !:i,OOO $6,459 ____ ,_!~.9~ _$5,383_ $10.83 ~,~~_ $8.6~ _ ___ 10,0()Cl...__ $7,109 ______$3.23 ,__~,~~_ $2.69 _ $4,739 $2.15 __I-- 20,000_ __ $7,431 $4.88 $6,193 $4.07 __ $4,954 $3.25 ~O,OOO $8,895 _ $2.58 __ $7,413__Jl2~e- _ $5,9301-- _~~ 100,000 $10,185 $10.19 $8,488 $8.49 $6,790 $6.79 ____ 100 $7,349J55.4..4 $?,124 _u_ $46_~~_ $4,89_~___ $36.96 ___ _ 50Cl... _ $7,571 $15?:07 _ _$...6,309 $126.73 $5,QiZ __ $101.38 - ___ 1,000 $8,331 un $37.99 $6,943 $31.66 $5,554 $25.33 _ 2,000 $8,711 $57.03 $7,259 $47.53 $5,807 $38.02 -.- --~ 5,000 $10,422 ~30A2 ___ $8,685 __ $25.35_~6,94!! _ $20.28 10,000 $11,943 $119.43 $9,953 $99.53 $7,962 $79.62 UBC Class B UBC Occupancy Type Offices ----- - B _13....0ccup<:lncy Tenai'1tJr11pr?vements_ ___ - ---- - E-1 __ _Preschool/?cho~1 (50+ Occ,IJP~ncy) -- -- - F-1, F-2 Fact?ry/~ndustrial - ___ __n _ - F -- FQ~upancy Tenant Improvem_ents _ H-1 H-1 Occupancies ----, - un { L( --~ CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II; III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * H-2 to Hazardous Rooms 100 $5,862 $44.22 $4,885 $36.85 $~,~9Q~ $29.48 ----- n _ - - ----- ~ H-8 - 500 $6,038 $121.28 $5,032 $101.06 $4,026 $80.85 - - -'-- -------- -~ - - - - ---~-- -~~ -------_._~. - - - 1,000 $6,645 $30.31 $5,537 $25.26 $4,430 $20.21 - --------- ..--- ---------- --- - - 2,000 $6,948 $45.48 $5,790 $37.90 $4,632 $30.32 ----------- -- -----"---- ~ ----- ~ --- - - 5,000 $8,312 $24,26 $6,927 $20.21 $5,542 $16.17 ---- -- ~ ______u_____ - ---' --~- --. ,-~-- 10,000 $9,525 $95.25 $7,938 $79.38 $6,350 $63.50 H H _Occupancy Tenant IJl1f>1"~."ements 100 $5,512 $41.58 $4,593 $34.65 $3,674 $27.72 ------ -----_._---~ . - - 500 $5,678 $114.03 $4,732 $95.03 $3,785 $76.02 ---- -- ----- _____n_____ --,',~ ---- -- ------" . - - 1,000 $6,248 $28.53 $5,207 $23.78 $4,165 $19.02 -------------- ------- ~- ---- -------- ----- . -.-. ..- - - ,------- ---------~_._. .. ~ ~ - - - 2,000 $6,533 $42.77 $5,445 $35.64 $4,356 $28.51 .. ---- n_______ ---- - - - 5,000 $7,817 $22.80 $6,514 $19.00 $5,211 $15.20 ----------- ------ -- 10,000 $8,957 $89.57 $7,464 $74.64 $5,971 $59.71 I Institutional 500 $6,299 $9.51 $5,249 $7.92 $4,199 $6.34 ~ - - -_._--~. .. -- - ~ - .. ----- _Un' - - ------- I-- u_.-'-_ - - 2,500 $6,489 $26.06 $5,408 ~_$21 .7J... _ .!4,..3_~~ $17.38 ~-- - -- --- -----..---- ------ - - 5,000 $7,141 $6,52 $5,951 -~ $4,760 $4.34 ~~ .. --------- ~,- ----- ----------- -, .. ----'--- 1----, -.- - - 10,000 $7,46~ $9.78 $6,222 $8.15 $4,978 $6.52 ------- __on ----- - - 25,000 $8,934 $5.21 $7,445 -~~ $5,956 $3.47 ----- ~ _n_ ----------. ------ -- ~ f- 50,000 $10,236 $20.47 $8,530 $17.06 $6,824 $13.65 I I_Occup_ancy Tenant Improv~l11...el'1t~__ 100 $3,849 $29.04 $3,207 $24.20 $2,566 $19.36 -- -------- ---- .. --------.- ------ - - 500 $3,965 $79,64 $3,304 $66.37 $2,643 $53.10 .----- -------- - - _n ----"---- ---- ...-- -.-- - - __!J>O_Q.. $4,363 $19.91 $3,636 $16.59 ~2,909 $13.27 -------.-. - ~ -- - -,.~ ~----- -- -- r-'ou -. , - - 2,000 $4,562 $29;86 $~ $24.88 $3,042 $19.91 --- -.-- ---- - .. ..----- - -- -.--. _'n~ - ----- - - 5,000 $5,458 $15.92 $4,549 ---~ $3,639 $10.62 ___m ._-~ -- ---.-. --~._..- ---- 10,000 $6,254 $62.54 $5,212 $52.12 $4,170 $41.70 M Market 2,000 $6,206 $2.35 $5,172 ---~ $4,137 $1.56 ---- -- ------- - ------ -_........~ __n__~ -- - - 10,000 $6,394 $6.41 $5,328 ...~ $4,262 $4.27 - ------ - --------- - ___n_~ --- - - 20,000 $7,034 $1.62 $5,862 _n $1.3~ $4,690 $1.08 ------- ---------- __________u__"__ _ - ------~ ,~ -- - - 40,000 $7,358 $2.40 $~ $2,00 $4,906 $1.60 ~ - - --------- - - _u_____ ---- --- - - 100,000 $8,796 $1.28 -~-g~~ - $1:Cl!' _~ $5,86~ $0.86 -- ---- -------------- --- - - -,--~ - 200,000 $10,080 $5,04 $8,400 $4.20 $6,720 $3.36 M ..M.. Occul'ancy Tenantlm..f>l"ovements 300 $3,646 $9.16 $3,038 $7.63 ,-~__g,~31 $6.11 -- ------- _m__ -----------~ - - 1,500 $3,756 $25.14 $3,130 $20.95 $2,504 $16.76 -- -------- ---------- ---- - - - 3,000 $4,133 $6.30 $3,444 $5.25 $2,755 $4.20 __________n_ ----- -- ----------------.- ---" _____________u - - 6,000 $4,322 $9.43 $3,602 $7.86 $2,881 $6.29 _u - --- - - - -- --- ---- -'------ -----,---'~ - 1--___ n._'--- - - 15,000 $5,171 $5,04 $4,309 $4.20 $3,447 $3.36 n_ - -- - --------"" .. , -, ------~ ~c-_ -.., 30,000 $5,927 $19.76 $4,939 $16.46 $3,951 $13.17 R-1 Apartment... Bldg - 800 $7,279 $6.87 ~~~O~_~ $5.72 $4,853 $4,58 ------------ ------.---- - ,..-- - - 4,000 $7,499 ~~ n_$~ __ J~~_ $4,999 $12,54 ____nO - l- n- -- __n____ -----..-- ~-_..----- 1---- - - 8,000 $8,251 $4.72 $6,876 $3.93 _~.!5,5Q1 $3.14 - ------------ u_ --------- .- --------..-- ---- -~------ - ------- - - -- _16,000 $8,628 $7.05 $7,190 'n~ $5,752 $4.70 ~ - -- .n_ - ------..-- - m._~ ,---~ ---- --. --- .. ~------ - - 40,000 $10,320 $3.77 $8,600 $3.14 $6,880 $2.51 -- _n - .-..------- ~~ .. --------- -------. .-- _____m_ 80,000 $11,827 $14.78 $9,856 $12.32 $7,885 $9.86 R-1 Apartment!3l<!9=Repeat Unit 800 $3,709 $3.50 $3,091 $2.92 $2,473 $2.33 --- -- ----------- ._--.----- -----~- ., .. - 4,000 $3,821 $9.59 $3,184 $7.99 $2,548 $6.39 ------ ~ --- - ----------..,,- ~ - -------- --- - - 8,000 $4,205 $2.40 $3,504 $2.00 $2,803 $1.60 ______u_ --- ___u__________ -- -~.. - - 16,000 $4,397 $3.60 $3,664 $3.00 $2,931 $2.40 -~_.. __m_ ~ - ----------- - - 40,000 $5,261 $1.92 $4,384 $1.60 $3,507 $1,28 ---- -- ------ --- n ------------- --- ------..- 80,000 $6,029 $7.54 $5,024 $6.28 $4,019 $5.02 (<-{ - 7 CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: IFR,IIFR II, III, V-1 HR 1I,1I1,IV,V-N Base Cost Cost for Base Cost Costfor Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * R-1 Hotels & Motels n~,~Q $10,826 $2.72 $9,022 $2.27 $7,218 $1.81 -- -------- -- ----- -------- -- ----- -.-- ----- ----~- 1------ --~- .------ ----------- ----- ---- - - 15,000 $11,153 $7.46 $9,29~ $6.22 $7,435 $4.98 -- .---. ---- - - 30,000 $12,272 $1.86 $10,227 $1.55 $8,182 $1.24 ---~ - - - 60,000 $12,830 $2.80 $10,692 $2.34 $8,554 $1.87 ,-,,-- - -- ----------- --------- ------------ ---- -- - -- - - 1~0.QQQ.. $15,354 $1.50 $12,795 $1.25 $10,236 $1.00 --.- .. u_ -~----- --- --------- - ------------ --------- ----~- c-------- 300,000 $17,604 $5.87 $14,670 $4.89 $11,736 $3.91 R-3 Dwellings - Custom, Models, 1,000 $3,405 $26.46 $2,837 $22.05 $2,270 $17.64 I- --. ------- ---- --- ~-- f-------,- ---- ---- ----- - First Master Plan 2l~0_0 $3,802 $26.43 $3,168 $22.03 $2,535 $17,62 . --- -,- - ___m.__________ -------~ -- -- 4,000 $4,198 $9.92 $3,499 $8.26 $2,799 $6.61 - - ----------- ~ - - 6,000 $4,397 $69.44 $3,664 $57.86 $2,931 $46.29 - --- ---- I- n". __'_'.n' ____ ---- - - 8,000 $5,785 $29.79 $4,821 $24,83 $3,857 $19.86 --------- ----------- _n _ ~ - " ____ __n_ _______ ------ 10,000 $6,381 $63.81 $5,318 $53.18 $4,254 $42.54 R-3 _D,^,ellif1g~- Production Phase 1,000 $1,768 $1.31 $1,474 $1.09 $1,179 $0.87 - -----..--- ----- __n_____ ------~ ---- ---- - of Master Plan 2,500 $1,788 $1.32 $1,490 $1.10 $_1 ~ 1_9_2 $0,88 - --- ----- -- -------- --- ----- - -- (repeats) 4,000 $1,808 $1.00 $1,507 $0.84 $1,205 $0.67 ---------- ----------------- - - 6,000 $1,828 $31.73 $1~ $26.44 $1,219 $21.15 _nn n - - -- - ---.. .- - - 8,000 $2,462 $9.93 $2,052 ~ $1,642 $6.62 ----- - - -- - -------- - ---- ----- -- -~- - .___ ._____n 10,000 $2,661 $26.61 $2,218 $22.18 $1,774 $17.74 R-3 [),^,~r19s Alte-'"fl~tEl.._~~~ri.als 1,000 $5,851 $52.89 _ n__~4,~ _ $44.08 $3,901 $35.26 - --- ---- -~--- - ~- .--- .- - - ~ - - 2,500 $6,644 $52.89 $5,537 $44.08 $4,430 $35.26 u - --- -- ---- . u_ --~._.- - - 4,000 $7.438 $19.85 $6,198 $16.54 $4,958 $13.23 --------- .. ---..-- - --, ,- --..----~ -------- ---- -----~-- _._---~ ~ - - 6,000 $7,835 $138.86 $6,529 $115.71 $5,223 $92.57 -~ - ---------- ------ ----- ,-- -,--,-- -.. -~-.--------- - -- 8,000 $10,612 $59.52 $8,843 $49,60 ....$7,07~ $39.68 .m_ ~ - .-_..--- ______.u..___.._ -- .--- ----- 10,000 $11,802 $118.02 $9,835 $98.35 $7,868 $78.68 R-3 Dwellings-Hi)l~ide- glJstol11-,-,.",~d_els~ _J-,-OQO _ $6,347 $13.23 $5,289 $11.02 $4,231 $8.82 - - -, -- ----,,--~--.-. - First Master Plan .,2,5..0..0 $6,545 $52.89 $5,454 $44.08 $4,364 $35.26 - - ------------------- - ---- .. ----- _ ___ __ _..'u_ - - ._~,009_ $7,339 $9.95 " __~~,..1~ $8.29 $4,892 $6.63 - -- -- --- --------- __u_ - - ,- ... -~ - - ?,QQQ... $7,538 $59.50 $6,281 $49.59 $5,025 $39.67 ___n_ ------------- - --------- __n__ _~___.__________ ------ - - 8,000 $8,728 $69.42 $7,273 $57.85 $5,818 $46.28 ------------ -- -~.- ~ - ---.-----. ----- --- - ~..- --..------ - -- .--~-. 10,000 $10,116 $101.16 $8,430 $84.30 $6,744 $67.44 R-3 Dwellings-Hillside - Pro~uc:~on_!,~Cl~ 1,000 $3,609 $6.60 $3,008 $5.50 $2,406 $4.40 --, - ----~-- ____ _____m___ _ -- of Master Plan 2,500 $3,708 $28.18 $3,090 $23.48 $2,472 $18,78 -- ------------ --- 1-.. ;--------~-- - (repeats) 4,000 $4,131 $4.95 $3,443 $4.12 $2,754 $3.30 --------- -- -.--- --- ---------- ~----~ - ------------ - - - 6,000 $4,230 $30.66 lu..g5~5 $25.55 $2,820 $20.44 ,,- --------------- -~ - .. ------------- - - - 8,000 $4,843 $36.39 $4,036 $30.33 $3,229 $24.26 ----- --, ----- ._ ____n - n___._ 10,000 $5,571 $55.71 $4,643 $46.43 $3,714 $37.14 R-3 D,wellings-Hillside -_ AltE3~r1a!~~....Clteria 1,000 $11,967 - $26.45 $9,972 $22.04 $7,978 $17.63 -- -- -- _____________n___ ---..---. ~ - ------.-. - - 2,500 $12,363 $105.82 $10,303 $88,18 $8,242 $70.54 --------- -------- - ---- --------~- - -- ---- ------- -------- - - 4,000 $_13,~ $19.82 $11,626 $16.51 $9,300 $13.21 ---- -- --- --- -------- ------ - ------.-- 1-- - - 6,000 $14,347 $119.06 ....._~1~,_~ $99.21 _ ....$9,565 $79.37 ------ -- -- - ------ -- ... - - 8.Q2Q.. $16,728 $138.83 $13,940 $115.69 $11,152 $92.55 -- ~- - - - -- ~--------._---~.- - - 10,000 $19,505 $195.05 $16,254 $162.54 $13,003 $130.03 R-2.1, Group Care, Non-Amb. (6+) 100 $8,399 $63.36 $6,99~ .. $52.80 $5,599 $42.24 ..- -- -- ----- ------- -- ----~----- 2.3 - 500 $8,653 $173.80 $7,210 $144.83 $5,]68 $115.86 ..- ---- --------- - -------------- - - 1,000 $9,522 $43.44 $7,935 $36.20 $6,348 $28.96 - ... - 2,000 $9,956 $65.18 $8,297 $54.31 $6,637 $43.45 -- ----- -- ------------- ,.. - ------- -------- - - 5,000 $11,911 $34.75 __ $9,926 $28.96 $7,941 $23.17 ----- -- -----._.-------- ----- -----~----- -- 10,000 $13,649 $136.49 $11,374 $113.74 $9,099 $90.99 I '-( -j CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * R-2.2 i3!~UP Care, Ambulatory (6+) 1,000 $9,986 $7.53 $8,321 $6.28 $6,657 $5,02 --------- --------- _ - ____U_'______ ..__.__ - - 5,000 $10,287 $20.65 $8,573 $17.21 $6,858 $13,77 ____n_______ ------ ----- -- ,- -- ---- -----, - - 10,000 $11,320 $5.17 $9,433 $4.31 $7,546 $3.45 ----- ------------ -- - - - -.------- -- ------.-.---- - --, - - 20,000 $11,837 $7.74 $9,864 $6.45 $7,891 $5,16 ------------ ----------- n - - 50,000 $14,160 $4.13 $11,800 $3.44 _ $9,440 $2.75 I ------------ -------- - .. ------ - - -- 100,000 $16,224 $16.22 $13,520 $13.52 $10,816 $10.82 R-2.1.1, ~roup Care,N-"n-Amb. (1-5) 1,000 $9,986 $7.53 $8,321 $6.28 $6,657 $5.02 ----------- -- -, .. 2.3.1 - 5,000 $10,287 $20.65 $8,573 $17.21 $6,858 $13.77 --- - __' __.___m__._ - - 10,000 $11,320 $5.17 $9,433 $4.31 $7,546 $3.45 ---- - - --- -------- ---. - -.. - - 20,000 $11,837 $7.74 $9,864 $6.45 $7,891 $5.16 -- - c- ..- -.---. ---- -----~---. - - 50,000 $14,160 $4.13 $11,800 $3.44 $9,440 $2.75 ..____._...__u._ --- - --.... 100,000 $16,224 $16.22 $13,520 $13.52 $10,816 $10.82 R-2.2.1 G~ollP qare, Non-Amb__ (1-5) 1,000 $12,482 $9.42 $10,402 $7.85 $8,321 $6.28 - -_.._--~~._._--- ----------- ------ f--- - - 5,000_ $12,859 $25.82 $10,716 $21.51 $8,573 $17.21 -- I- -- - - 10,000 $14,150 $6.46 $11,791 $5.39 $9,433 $4,31 - ------- 1-- --..-------- - - 20,000 $14,796 $9.68 $12,330 $8.07 $9,864 $6,45 - I-- - -- --,-- - - 50,000 $17,700 $5.16 $14,75Q $4.30 $11,800 $3.44 - --.. - - --- - -'--- I- - 100,000 $20,280 $20.28 $16,900 $16.90 $13,520 $13.52 R _~_Q,<::~f)_~ncy Tel1~nt 1_lllprovements 80 $3,639 $34.31 $3,033 $28.59 $2,426 $22.87 -- n U"U"_' __ - - - - 400 $3,749 $94.14 $3,124 $78.45 $2,4991- $62.76 -- --_.~_._-,- -.--.--- '_'__'__"n"___'___'_"__ -- --- .--'-.----.--. --~-- '----- '---- - - 800 $4,126 $23.52 $3,438 $19.60 $2,750 $15.68 ----- ------ ----- .. --- -.. -----.- - ------ - - -- ----.------ - - 1,600 $4,314 $35.30 $3,595 $29.41 $2,876 $23.53 - -- - - - _.~~ _.~- ~- -. .-. ____.._._.... n"".. _.. ___ --.---. -_._---~--~. - 4,000 $5,161 $18.84 $4,301 $15.70 $3,441 $12.56 - ---~-~- ---- ___n_ ..- -, ---_._-~ -~~------- 8,000 $5,915 $73.93 $4,929 $61.61 $3,943 $49.29 S-1 Moderate Hazard Storage 1,200 $9,624 $6.05 $8,020 $5.04 $6,416 $4.04 - ,-, - n."_ - - 6,000 $9,914 $16.59 $8,262 $13.83 $6,610 $11.06 - - 12,000 $10,910 $4.16 $9,092 $3.46 $7,273 $2.77 - - - 24,000 $11,408 $6.21 $9,507 $5.18 $7,606 $4.14 - -~I- - - 60,000 $13,644 $3.33 $11,370 $2.78 $9,096 $2.22 ~ - 120,000 $15,642 $13.04 $13,035 $10.86 $10,428 $8.69 S-2 ~_Haza!9_~o!Clg~ 1,800 $9,624 $4.04 $8,020 $3.36 $6,416 $2.69 ----~_.__._~ - _.~------------ ---- -~----- - _n~___..~____ --------- -- ----- ------- -.------ -- - --- - - 9,000 $9,914 $11.07 $8,262 $9.23 $6,610 $7.38 ---~----------~.- - -------~---~- - -.----- -- ~ ----- .-- --~------- - - ----- ------- __.___ __._ _m.______.___ - - 18,000 $10,911 $2.78 $9,092 $2.31 $7,274 $1.85 -- -_.._-_._~ -- ---- - - - 36,000 $11,410 $4.15 $9,509 $3.45 $7,607 $2.76 ~ - --.--- _'O~""__ _____.__ _0 __ ______H_ _0"_0_- ,.____.__ ----.- -.--..--.--.--- _._.,,___o__~ ---------- - - 90,000 $13,649 ___..!2--?~ $11,374 $1.84 $9,099 $1.47 - - , ,- --. .-.-- . -- -------~-- --- -~------ ------ ----~ 180,000 $15,633 $8.69 $13,028 $7,24 $10,422 $5.79 S-3 Repair Garage 600 $8,223 $10.34 $6,853 $8.62 $5,482 $6.90 -- , -- __ __.__ ..0. - --,-- -- - (not H-4) 3,000 $8,472 $28.35 $7,060 $23.63 $5,648 $18.90 - - - - - 6,000 $9,322 $7.08 $7,769 $5.90 $6,215 $4.72 - - - 12,000 $9,747 $10.65 $8,123 $8.87 $6,498 $7.10 -- - - n - - 30,000 $11,664 $5.67 $9,720 $4.73 $7,776 $3.78 ---- -- ----- ~--~~-_._._----- -- ~ ------------------- 60,000 $13,365 $22.28 $11,138 $18.56 $8,910 $14.85 S-3 Motor Vehicle!u_e.'-_[)i~~ensing.. 100 $6,824 $51 .4 7 $5,686 $42.89 $4,549 _ $34.31 -- -- -_..~-- 'n__ ,-- - - (including canopy) 500 $7,029 $141.21 $5,858 $117.68 $4,686 $94.14 - --- -- - - 1,000 $7,736 $35.28 $6,446 $29.40 $5,157 $23.52 -------~-- ----- ---~--~--- ---- ------ ----~--- --.----- ---------- --- _~_ __ .--'____..0_- - - 2,000 $8,088 $52.94 $6,740 $44.12 $5,392 $35.29 -- ---_._~ _un ,_.. ,...__,___1_. .. - - 5,000 $9,677 $28.23 $8,064 $23.53 $6,451 $18.82 --.--------- - ----------~-- __ _0 _ ___"___~~ - ___~_____.._____.n.__". U __ ._-~ - 10,000 $11,088 $110.88 $9,240 $92.40 $7,392 $73.92 {L(~ ( CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Plan Check Fees Construction Types: Construction Types: Construction Types: I FR, IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * S-4 Opefl}:)ark_il1_g ~~cIJl~Jd~tach~dl 10,000 $10,149 $0.77 $8,~ $0.64 $6,766 $0.51 --,.. u__ ------------ ______..._n _____ - - - 50,000 $10,455 $2.10 $8,713 $1.75 $6,970 $1.40 -- - -- -- -- - __u_ f-------- ------~- _ -.-. - - - 100,000 $11,505 $0.52 $9,588 $0.44 $7,670 $0.35 ______n__ -- - - -- - ---- ---- -- ------- --..--- - ------ -- - - 200,000 $12,030 $0.79 $10,025 $0.66 $8,020 $0.53 --- ________u_ ___n_________ - u_ _______ __________n_____ --------- --I- -------------...- - - - - - 500,000 $14,400 $0.42 $12,Q<)Q $0.35 $9,600 $0.28 --- ------- n_ -- --- - __________________n ----- --- - --- -- ----- -------- _________..__..u. - 1,000,000 $16,500 $1.65 $13,750 $1.38 $11,000 $1,10 S S Occupancy Tenant Improvements 600 $4,987 $6.27 $4,156 $5.23 $3,324 $4.18 - - - 3,000 $5,137 $17.19 $4,281 $14.33 $3,425 $11.46 -- - ----- -- __n ---..-------- n__ - __ _______n___..._______ ---- ______n________________ __ n____~_ -- ---- -----.--_.-_..--,,---- - -.--- - - 6,000 $5,653 $4.31 $4,711 $3.59 $3,769 $2,87 ---- n -., -- - - 12,000 $5,911 $6.46 $4,926 $5.38 $3,941 $4.31 - - I- -- --- - - 30,000 $7,074 $3.42 $5,895 $2.85 $4,71~ $2.28 - - -- 60,000 $8,100 $13.50 $6,750 $11.,25 $5,400 $9.00 U-1 Private Garage/Shed/Agricultural Bldg 40 $4,024 $75.90 $3~ $63.25 ~ $2,683 $50.60 - - I- - - 200 $4,146 $208.17 $3,455 $173.48 $2,764 $138.78 -- - ------ ------- n ___________________..______________ __ _ ___ - ------- --- .--.. -$4.562 ----- --..-.--.--- -----.--- -- .--$43:36 --- $3,041 --- - -- ------- - - 400 $52.04 $3,802 $34.69 I 800 - --.-----.---- - -.-.-.------ 1-.... ______~n.___ ------------ - - $4,770 $78.07 $3,975 $65.05 $3,180 $52.04 - - $5,707 $41.63 - $4,756 $34.69 $3,805 $27.75 - - 2,000 - __n___ -- .-----.------- u_ __ ________._____.n.._ -----. .-.--.----- ---.- ---- -----..------ --.---- 4,000 $6,539 $163.49 $5,450 $136.24 $4,360 $108.99 - J:>eferred ~IJbmittClI=AI~!=.'<c.Elet:R-_~_ 1,000 $5,803 $4.38 $4,836 $3.65 $~ $2.92 ----- .-.- n - - - 5,000 $5,978 $12.02 $4,982 $10.01 $3,986 $8.01 -~. .- ..-.--,.--.- _.~- -$2.06 - - 10,000 $6,579 $3.00 $5,483 $2.50 $4,386 -- -------.----- ----.--.- ------------ -.------- ------ 1- - - 20,000 $6,879 $4.50 $5,733 $3.75 $4,586 $3.00 - - - --------- ----.- ----~-- ------ - - _____0.____. I ...--.--:::c ---- .--- - - --=--c - 50,000 $8,228 $2.42 $6,856 $2.01 $5,485 $1.61 -- ------- ------------- --- - - $7.86 ~ - - - -..--.--- 100,000 $9,435 $9.44 $7,863 $6,290 $6.29 - Deferred Submittal-R-3 1,000 $3,878 $7.79 $3,232 $6.49 $2,586 $5.19 -- _n_ ---- -- '- f- - - 2,500 $3,995 $26.77 $3,329 $22.31 $2,664 $17.85 - ______n___ ------ - $10.02 $3,664 $8.35 $2,931 -- -.- $6.68 - - 4,000 $4,397 _ -- --------_._-~- ----- --------------- -- -- - $3,065 $30.08 - - 6,000 $4,597 $45.12 $3,831 $37,60 I ____u_ ----- --- n______~ -~_._-- ___.n. ___ _ ________ - - 8,000 $5,500 $40.17 $4,583 $33.48 $3,666 $26.78 .... .- n _.- 1_ --------- ----~ u_ ___ _______ 10,000 $6,303 $63.03 $5,253 $52.53 $4,202 $42.02 - _St~ndard Comm, Foundation wo/Podil 500 $8,049 $12.15 $6,708 $10.13 $5,366 $8.10 ------ --.-- _u ____u_____ ------ - -- -----.- - - 2,500 $8,292 $33.30 $6,910 $27.75 $5,528 $22.20 - n__ n ----.----- _ ------._--^-- --------- - - - 5,000 $9,125 $8.34 $7,604 $6.95 $6,083 $5.56 ---- --- ----- - -- ---- . -~. -- ... ...____u_ f------------ -- ,- ,., - - - 10,000 $9,542 $12.49 $7,951 $10.41 $6,361 $8,33 ___n_ ____________n____ ..- - ____n________ - - 25,000 $11,415 $6.66 $9,513 $5.55 $7,610 $4.44 -- _no ---------- -- --- $21.80 $8,720 -- $1 7.44 50,000 $13,080 $26.16 $10,900 - Standard Comm. Foundation 3,000 $9,216 $2.32 $7,679 $1.93 $6,144 $1.54 ------.-.-- - nu_ --- ------...- .._---~ - w/Podium 15,000 $9,494 $6,35 $7,911 $5.29 $6,329 $4.23 ------------.- --------------- - - 30,000 $10,446 $1.60 $8,705 $1.33 $6,964 $1.07 - - _______._____.n._ --- f- - - 60,000 $10,926 $2.38 $9,105 $1.98 $7,284 $1.58 - --- - ------- --- $1.06 $8,710 $0.85 - - 150,000 $13,065 $1.27 $10,887 -- ---.- ---- - 300,000 $14,970 $4.99 $12,475 $4.16 $9,980 $3.33 SHELL BUILDINGS - All Other Shell Buildings 500 $10,499 $15.84 $8,749 $13.20 $6,999 $10.56 - _n_ ------ ------ -.--- - - 2,500 $10,816 $43.44 $9,013 $36.20 $7,211 $28.96 -- - ------- ------- -~--_.- -.. - 1_ --- ------- - - 5,000 $11,902 $10.88 $9,918 $9.06 $7,935 $7,25 . -, - --- - ------- --10,000 -------.----- 1-- - -.- -- - -'---- ~_ _ .n ___..____. - $12,446 $16.28 $10,371 $13.57 $8,297 $10,85 ----- --------.- $7.25 - - 25,000 $14,888 $8.70 $12,406 $9,925 $5.80 ----------- ----- - - __...._. __ _u~_ ---- $28.44 $11,375 - $22.75 50,000 $17,063 $34.13 $14,219 Each additional 100 square feet, or portion thereof, up to the next highest project size threshold. ( L( - (6 CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: IFR,IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * A-1 - 1,000 $1,940 $67.70 $1,617 $56.41 $1,294 $45.13 u_ f-nn - --- I ~- __n______ - - 5,000 $4,648 $79.52 $3,874 $66.27 $3,099 $53.02 ---- I- --- ____u - - ------------ - -- --------- ---------- ------- - - 10,000 $8,624 $81.16 $7,187 $67,63 $5,750 $54,10 -------- - ----- - . --------- - - 20,000 $16,740 $36.98 $13,950 $30.82 $11,160 $24.65 __n_ - --- ----- -------- - - - -------. ----- -.- - - 50,000 $27,834 $24.20 $23,195 $20.17 $18,556 $16.14 - -,---- f--- ,"--------- -_.--------- -, ---------. 100,000 $39,936 $39.94 $33,280 $33.28 $26,624 $26.62 A-2 - 1,000 ____~_1~~ $67.70 $1,617 $56.41 $1,294 $45.13 ~------ .------- ~ - ~,..~ - -,-- - - - 5,000 $4,648 $79.52 $3,874 $66.27 $3,~ $53.02 - - - --- -- ------- - '----- - - - 10,000 $8,624 $81.16 $7,187 $67.63 $5,750 $54.10 ,--- ------" -- - ------- _._----_.._.~.- ------------ l--- ,----- - - _ _2Q..,OQQ.. __$_~~Z40 $36.98 $13,950 $30.82 $11,160 $24.65 ------ f- - ------------- ---,-_.._- ---.--- -----.--" - -...-- ---~- - - ~O,OClQ.... $27,834 $24.20 $23,195 $20.17 $18,556 $16.14 - -- --_.------ ~--- ----- .....- - ...------- -,- - 100,000 $39,936 $39.94 $33,280 $33.28 $26,624 $26.62 A-2.1 - 500 $1,214 $84.67 $1,011 $70.56 $809 $56.45 - ---------- - ,- ------ - - - - - - 2,500 $2,907 $99.48 $2,423 $82.90 $1,938 $66.32 - -- - - - - --- -'~ - , - - 5,000 $5,394 $101.52 $4,495 $84.60 $3,596 $67.68 n ---- -------- ~ - ---- ~-- -- -- - - 10,000 $10,470 $46.26 $8,725 $38.55 $6,980 $30.84 - -- -- ------ ~- --~.. ------~- - .. - - 25,000 $1},4..9..9_ $30.28 $14,508 $25.23 $11,606 $20.18 ---- --- - .------ ---------- ~--- __ n___'_'_ 50,000 $24,978 $49.96 $20,815 $41.63 $16,652 $33.30 A-3 - 250 $1,146 $159.88 $955 $133.23 $764 $106.59 _ _n~ ---------- - .-.. ---.-------....- I- --~-- -- ---- - - 1,250 $2,744 $187.82 $2,287 $156.51 $1,830 $125.21 --- ----- ---- --~- ,-- - ,----- ~- - - 2,5..00 $5,092 $191.69 $4,243 $159.74 $3,395 $127.79 ---- -, - ----~-- - ,--- - - 5,000 $9,884 $87.34 $8,237 $72.78 $6,590 $58.22 ~-- --- ----- -- ---------- - .-.--- _._._~ . ------ -.-.- - - f------ __12,500 $16,434 $57.14 ~J~ _ ,. $47.61__ $10,956 $38.09 u.n__ --.- ..__._-~- ~_.. -- ---..- -_..-- 25,000 $23,576 $94,31 $19,647 $78.59 $15,718 $62.87 A ~OccupancY!~r1..ant Improvemel1~s__ 500 $760 $53.04 $633 $44.20 $507 $35.36 _.---- - -.--.- .- -----.---------....- -. - - 2,5qQ_ $1,821 $62.30 $1,518 $51,92 $1,214 $41.54 ..---- - - -------- ..n_ -- ---------~--- - - 1- - - 5,000 $3,379 $63.59 $2,816 $52.99 $2,252 $42.39 --- - _..- ---- ~ - - -~. , -----. ---".._- ---- - .. 10,0..29_ $6,558 $28.98 $5,465 $24.15 $4,372 $19.32 _..---- --.- ----- -- -- --------,~ - ---,-~,. - - ..,..----- - - 25,000 $10,905 $18.95 $9,088 $15.79 $7,270 $12.63 --- -- ~- --------- ------ - ------- .'-- ------, ,- - ..-"-- ----,_.~- --~,- - 50,000 $15,642 $31.28 $13,035 $26.07 $10,428 $20.86 B Banks 500 $1 ,428 $99.61 $1,190 $83.01 $952 - $66.41 1-- ----- __n -.----------_. ....------- - - 2,500 $3,420 $117.03 $2,850 $97.53 $2,280 $78.02 -- ---- - -~ ----."-.-. ---'- --.-- -,--~----- - - 5,000 $6,346 $119.45 $5,2?8 $99.54 $4,231 $79.63 ---- -- --------.. I- ,,---- In.. ---------- ~---- . - ~--~-- - - 10,000 $12,318 $54.43 $10~ $45.36 $8,212 $36.29 -- ------ - - ------- ---.---- -- - ---.------ - - 25,000 $20,483 $35.61 $17,069 $29.68 $13,655 $23.74 --------- - ___n.___ -------- - ' _n,_ -------. ---.---- ------...- 50,000 $29,385 $58.77 $24,488 $48.98 $19,590 $39.18 B Laundromat 200 $781 $136.15 $650 $113.46 $520 $90.77 ~- --- -------~ -- ---- - -- - - I--------c -- - - 1,000 $1,870 $159.95 $1,558 $133.29 $1,247 $106.63 - ---- .--------- -_.--._---_.~ -- - ______n._ ...-------- ~._.------_.- - - ~99_Q.. $3,469 $163.26 $2,891 $136.05 $2,313 $108.84 ,--- ~ - ---- - ~- - --.- .---.-- - -- ---- ----,~ - -....-------- - - ~qQO- $6,734 $74.39 $5,612 $61.99 $4,490 $49.59 f-- -- ----... ----- - ...---.-----.- -----,--- --- ,- -----",- ~ - - 10,000 $11,198 $48.68 $9,331 $40.56 $7,465 $32.45 ---~ ._____~n_ --.-------.-- - _..C_ -- "--- - ,,----,-,- - ~ --'----- ----.- __m_ ---------- 20,000 $16,065 $80.33 $13,388 $66.94 $10,710 $53.55 B Medical Office 500 $1,376 $96.03 $1,147 $80.03 $918 $64.02 -- ------.-. . -- ---- --- - ----.- n_ -- - - - - 2,500 $3,297 $112.83 $2,748 $94.03 $2,198 $75,22 ---- -- f-n -------- I ~- - - - 5,000 $6,118 $115.16 $5,098 $95.96 1--__~4,0~ $76.77 ---- - ----- ~-----,' - - I, - - 10,000 $11,876 $52,46 $9,896 $43.71 $7,917 $34.97 ---- - - I- ---.------..-..- I-- - ----- - - 25,000 $19.744 $34.34 $16,453 $28.61 $13,163 $22.89 -~- -------- - --- -- -.-, _n__n___.. --.. ,---- - 50,000 $28,328 $56.66 $23,606 $47.21 $18,885 $37.77 I L(- Il CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: I FR,II FR II, III, V-1 HR 11,11I, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * 8 Offices 1,0.0.0. $2,339 $81.58 $1,949 $67.98 c--_$1.,~ $54.39 -- --~-~--- _ ------ ~ -------..-- - -.. -------~---- -. - - 5,0.0.0. ___~~,~D~ ..~ $4,668 $79.86 $3,735 $63.89 --- ____0.._- -- - - ----,.- _d' n_ ._ ...__ - , ,-,--- --... -- - - __1-__ 10,0.0.0. $10.,394 $97.82 $8,661 $81.51 $6,929 $65.21 --- ------------..-- - .. _._-----~ ___nO - ..-- _ - -------- - -- 20.,0.0.0. $20.,175 $44.58 $16,813 $37.15 $13,450. $29.72 - _._____~ - _"'0 ---- .- --------.-- - --.- _u_ ----. -,--- -----,- - - 50.,0.0.0. $33,548 $29.15 $27,956 $24.29 $22,365 $19.43 ------ .---------- ---- ,.'.- -----..-- - '-'- ___n__.___ --~-- .-- 10.0.,0.0.0. $48,120. $48.12 $40.,10.0. $40..10. $32,0.80. $32.0.8 8 _8 OcclJ~ancy,!enant Impr()VE'HTl_ents 30.0. $714 $82.98 $595 $69.15 $476 $55.32 --- - ---- - ----- 0- ___ ------ - - 1,50.0. $1,70.9 $97.49 $1,424 $81,24 $1,140. $64.99 ---- - - - -- 3,0.0.0. $3,172 $99.51 $2,643 $82.93 $2,114 $66.34 - -------- --_..,,-- - - 6,0.0.0._ $6,157 $45.34 $~~~1_ $37.78 $4,10.5 $30..23 -I -- -- .___nO '_ - - 15,0.0.0. $10.,238 $29.67 $8,531 $24.73 $6,825 $19,78 ------- -." 30.,0.0.0. $14,688 $48.96 $12,240. $40..80. $9,792 $32.64 E-1 Preschool/~c_hool (50.+ Occup(jncy) 90.0. $2,160. $8~.7? $1,80.0. $69.77 - $1,440. $55.81 - -- --- ------ -- --.. -'--- .-----..- _.----- -~.,.---- - - 4,50.0. $5,174 $98.~ $4,312 $81.96 $3,449 $65.57 - _. -- ---- - - _.9,0.0.0. $9,60.0. $100..40. $8,0.0.9 ----~~~ $6,40.0. $66.93 .. ____on .' -- ------ - -.-.-- - - 18,0.0.0. .-_~18!~ $45.73 $15,530. $38.11 $12,424 $30..49 .________n__ - --- --- ---- - -,. __u'_ ---- -.-'--- - .- - 45,0.0.0._ _~3Q~ $29.94 $25,819 $24.95 $20.,655 ._~.9~ -- ,- ------ -- .-, ------ --- --- -- ---- 90.,0.0.0. $44,456 $49.40. $37,0.46 $41.16 $29,637 $32.93 E-2, E-3 ..!'reschooI/Schoo!J<:5D OCGupancxL_ 10.0. $541 $188.69 $451 $157.24 ~_ $361 $125.79 ___.c::..::. --..-- - ---~--,- -------- -~---.--- -----_.~ - - 50.0. $1,296 _ $2~1.-.~ $1,0.80. $184.71 $864 $147.77 ~----- .----------.-- ---- - -_._------_._~ -.----- -----".~ -,----~----- f- ,--~ - 1,0.0.0. $2,40.4 $226.26 $2,0.0.3 $188.55 $1,60.3 $150..84 ---- --- _..-.--_.- -------,- ~,_._~-- ------ ._- -------- - ----- _ f- - - 2,0.0.0. $4,667 ..--1!Q3.:..Q!! $3,889 ._.--!85~ $3,111 $68.72 -_.-- --, -.--- .------ .---- -_.----- ---- - - - 5,0.0.0. $7,759 $67.46 $6,46~ $56.21 $5,173 $44.97 - - . --~_.- -, -------.--1- ------ ..- -~------ ---_..- f-- 10.,0.0.0. $11,132 $111.32 $9,276 $92.76 $7,421 $74.21 E E Occupancy Tenant Improvements 100. $541 $188.69 $451 $157.24 $361 $125.79 - u .. - _on -------- - --.-------- -- - 50.0. $1,296 $221.66 $1,0.80. $184.71 $864 $147.77 ---- --~- ----- ---- --------- - - 1,0.0.0. $2,40.4 $226.26 $2,0.0.3 $188.55 $1,60.3 $150..84 -- -- -----...-- - - 2,0.0.0. $4,667 $~D3.Ql3. $3,889 $85.90. $3,111 $68.72 - - - --_.- ------. . .._-",-- - --- - - 5,0.0.0. ___g75~ $67.46 $6,466 $56.21 f--~5~ _.__ $44.~Z - - __n__ ----- --~-- --- __c_ -- .- 10.,0.0.0. $11,132 $111.32 $9,276 $92.76 $7,421 $74.21 ,F-1, F-2 E'(j_ctory/lnd uStrial_ 1,0.0.0. $2,325 $81.11 $1,938 $67.59 $1,550. $54.0.7 -~-_.. - - _m__ --- ---- --- ------ - - 5,0.0.0. $5,570. $95.28 $4,641 $79.40. $3,713 $63.52 I- ---------- ----- -. -~-- - - ------,-~ -~----- - ---- - - 10.,0.0.0. $10.,334 $97.28 $8,611 $81,0.6 I- __~6,889 $64.85 ------- --- - -- ----- - .- - ,- ---,- --- --- - - 20.,0.0.0. $20.,061 $44.31 $16,718 $36.92 $13,374 $29.54 -..-- ~--- - .-----~._- ---- - --..-- - _._~-,.- f- ----- ----- --------- 1------'--- -~- - - 50.,0.0.0. $33,353 $29.0.0. $27,794 $24.16 e--~22,235 $19.33 .---- --.----~~------- -O' ~----- --- ---- 10.0.,0.0.0. $47,850. $47.85 $39,875 $39.88 $31,90.0. $31.90. F F Occur:>_~~Y Tenant Ime.rc>vements 1,0.0.0. $2,057 $71.78 $1,714 $59.81 $1,372 $47,85 ------- ------- ---------- ".---- _no - - 5,0.0.0. $4,928 __ $84:3~ $4,10.7 $70..26 $3,~ $56.21 ____n_. ~ ---- .---- ---------..- -- _ ____nO ------- --, ,_m - - 10.,0.0.0. $9,144 $86.0.7 $7,620. $71.73 $6,0.96 $57.38 I- --- ..--- -------- -_' -I- - -- 20.,0.0.0. .. ..J11,7~ ~~~?_! ~14,793 $3~ _..11..!.!3~.i $26.14 -- ----- ~---- ------- --- - - 50.,0.0.0. $29,513 $25.67 $24,594 $21.39 $19,675 $17.11 ------- ------- _.- --- .. ---------- 1-_ -------, _._~, ------ 10.0.,0.0.0. $42,345 $42.35 $35,288 $35.29 $28,230. $28.23 H-1 H-1 Occupanc~~ 10.0. $541 $188.69 $451 $157.24 $361 $125,79 --- -- - ----. --------.. - _ ..._"m ------ - - 50.0. $1,296 $221.66 $1,0.80. $184.71 $864 $147.77 -- ------ -- --------- .-------- ~ -.----- ---. -- --- - - 1,0.0.0. $2,40.4 $226.26 $2,0.0.3 $188.55 $1,60.3 $150..84 . ------- -- --------_.~- - - ----- - - ---- - - 2,0.0.0. $4,667 $10.3.0.8 $3,889 $85.90. $3,111 $68.72 __m_ ------- ~----- - ___n_ --------.- .--.--- - -'--- I-'~"- - - 5,0.0.0. $7,759 ,--~~ $6,466 $56,21 $5,173 $44.97 ------ - ____n___ _ --- ------ - ~.,.- -----.- - --- - 10.,0.0.0. $11,132 $111.32 $9,276 $92.76 $7,421 $74.21 (l{- (~ CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: IFR,II FR II, III, V-1 HR II, III,IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * H-2 to Hazardous Rooms - 100 $541 $188.69 $451 $157.24 $361 $125.79 _____n_._ .---- --- - -----~-_._- ,--- ---~ -----_._"~ ,--- f-- n H-8 - 500 $1,296 $221.66 $1,080 $184.71 $864 $147.77 ------ - ---- ____n___.._ ------- - --- -..--- -------~ _.--~--- -.--- --'--- - - __.!ROO $2,404 $226.26 $2.003 $188.55 $1,603 $150.84 ----- ______n__ --- -..--- __.._____n.__ -_._-~._--- ---- - - 2,000 $4,667 $103.08 _ $3,88~ $85.90 $3,111 $68.72 - , ----- - ------ -- --'--- -- -. ----...- - - -- --- '-'--- - - 5,000 $7,759 $67.46 $6,466 $56.21 $5,173 $44,97 - - --------- .- -, ,- .----....- - - ---- ... - -- 10,000 $11,132 $111.32 $9,276 $92.76 $7,421 $74.21 H H QccLJpa!1cy Tenant Illlprovements 100 $541 $188.69 $451 $157.24 $361 $125.79 ------------- - -- - - 500 $1,296 $221.66 $1,080 $184.71 $864 $147,77 ---- --..- -- --------',- _0-.--------- -- ------- - - - 1,000 $2,404 $226.26 $2.003 $188.55 $1,603 $150.84 ---- _____n__ -- - ------- -------.- - ---- ~.-_._- -----...- - - 2,000 $4,667 $103.08 $3,889 $85.90 $3,111 $68.72 ----- ------ ------ .- --- -- -------- - - _H' -_.'- ---._---- - - 5,000 $7,759 $67.46 $6,466 $56.21 $5,173 $44.97 .-_'0.__- - - -- ,_u___ ..________n_ --- ------ --------, - - 10,000 $11,132 $111.32 $9,276 $92.76 $7,421 $74.21 I Institutional 500 $894 $62.38 $745 $51.99 $596 $41.59 --- ---- -....------. - - - ,- ---- - f- ----- ,-- -.--- - - 2,500 $2,142 $73.28 $1,785 $61.07 $1 ,428 $48.86 -- .. --- --- ----- -- - ------ ---- u_______ '_ ---,-----.. -- - - ~,OOO ,_ $3,974 $74.80 $3,312 $62.33 $2,649 $49.86 -- --'--- __on' ---- ------- - - ,-- - ----,- n ---..- - ,-~ m ,- -- - - 10,000 $7,714 _____~3~ $6,428 $28.40 $5,142 $22.72 - - - ---- - --..--- - ---- ---, -- - - - -- .,--- - - 25,000 $12,825 $22.31 $10,688 ____~~8_'~ $8,550 $14.87 - ...--- -- .- --.-- ------- - ---- --- - ----~._- 50,000 $18,402 $36.80 $15,335 $30.67 $12,268 $24.54 I ~Occup_a':'..cy T_encmt ImlJ~ovem~n~ 100 $433 $150.95 $361 $125,79 $288 $100.63 _.- .-------.----- - m________ I- - - 500 $1,037 $177.32 $864 $147.77 $691 $118.22 -- ---.- ----- ----- --- 1-,- , -.-----.. - - - - - 1,000 $1,923 $181.Q1 $1,603 $150.84 $1,282 $120.67 ----- - ----- - - 2,000 $3,733 $82.46 $3,111 -~:~ $2,489 $54,97 -- _un'_ ---- - ---,-'--- c- ---- - 5,000 $6,207 $5~ $5,173 $44.97 $4,138 $35.98 .--- -- - ---_.~ ,.--- ,- ------, - _.____n --- I----~ ~,--,-- - 10,000 $8,905 $89.05 $7,421 $74.21 $5,937 $59.37 M Market 2,000 $2,860 $49.89 $2,383 $41.57 e-__$1,907 $33,26 f--"-- ----.-....- - - 10,000 $6,851 $58.60 $5,709 $48.83 _, $4,567 $39.06 -- --- - - - ----- _______n. .._ ,-- ---..--.-- - - 20,000 $12,710 $59.81 $10,592 $49.84 $8,474 $39.87 --- --- . - - - - - _n_______ - ----- - .-.----- - ----- --..-- ----.--.- ------ - - 40,000 $24,672 $27.~~ $20,560 $22.72 $16,448 ,~:ll ------ ------ ______n_ - ----.-...- ---_._~- -------. -- -----~ - - 100,000 $41,028 $17.82 $34,190 -~~ 1-_$27,~g $11.88 -----.-- ---- - ------------ - -.. - ----- --- ---- ---.-- ----'----- - ----- 200,000 $58,848 $29.42 $49,040 $24.52 $39,232 $19.62 M M Occupanc;y Tenal1tJr11J>rovement~_ 300 $696 $80.90 $580 $67.42 $464 $53,94 I- ---- _n -,,--- ...- ------ .- 1-- -- ----- -- ..-.---.- _.------- - 1,500 $1,667 $95.06 $1,389 $79.21 - $1,111 $63.37 ---- 1----,-, - ~-----_.- - ------ --- -- ... ---- - ---- - - 3,000 $3,092 __ _~7~ $2,577 $80.85 $2,062 $64.68 _..- ---~--- ______u. ------.-- ..------.-- .__n_____.. - 6,000 $6,003 $44.20 $5,003 $36.83 $4,002 $29.47 u_ -- --- -- ---- ,- n, ________ ,.____.m ----. ~..-- -- _u_ m - - 15,000 $9,981 --~!!.~ $8,318 $24.10 $6,654 $19.28 ----- ----.--- ___. n~__' ___ ------ ~..,. 1--_____ ~---- ---~ ----- 30,000 $14,319 $47.73 $11,933 $39.78 $9,546 $31.82 R-1 ApartmentBldg 800 $1,376 $60.00 $1,146 $50.00 $917 $40.00 u - - 4,000 $3,296 $70.46 $2,746 $58.72 $2,197 $46,98 - --- _ mn__ 'u__ - ----.- - - 8,000 $6,114 $71.94 $5,095 ___~~9~ $4,076 $47.96 -- -- -- ------- ---.-., - - - 16,000 $11,869 $32.76 $9,891 $27.30 1---_ _ $7,913 $21.84 ----- ---- ----. - c- ----- I-- 1---"- - - 40,000 $19,733 $21.44 $16,444 ..1!7.8..I $13,155 $14.30 - - _n_.__._.__ ~------ -- --- -- ---..- 80,000 $28,310 $35.39 $23,592 $29.49 $18,874 $23.59 R-1 A..eartment Bldg -_~epeat Unit 800 $1,3!!3.. $60,00 $1,146 $50.00 $917 $40.00 ----- -- ----- .- ----- ------.-- -----.-.- - - 4,000 $3,296 $70.46 $2,746 $58.72 $2,197 $46.98 - -.- ------- - --- - I-- -- - f-- - ----.--- - - 8,000 $6,114 $71.94 $5,095 $59.95 $4,076 $47.96 ---- -- __n_._.___ _ -------- ------.~ ---- - - 16,000 $11,869 $32.76 $9,891 $27.30 $7,913 $21.84 ---- -- ----- ---, --- _____n....__ ------.- e- ,----,- - - 40,000 $19,733 $21.44 $16,444 $17.87 $13,155 $14.30 - --.-- .-----_. ~, ------. f- ______u_ _u_.___._ -,-- -----~- --_.._~ ---,:- ---.. - 80,000 $28,310 $35.39 $23,592 $29.49 $18,874 $23.59 {L{ -{ ~ CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: I FR,IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * R-1 Hotels & Motels 3,000 $4,606 $53.57 $3,838 ___ $4_~.?~ c--_~3,071_ $35.71 -------- _n' _.___________ --..,----.---- --- ----- ~ ----- .-.. -- -.- - - 15,000 $11,034 $62.90 $9,195 $52.42 $7,356 $41.94 ---...-- - ~_._---_._-- - -- -- I- -----~ - ----~--- ---- ----_.,- - - 30,000 $20,470 $64.22 $17,058 $53.52 $13,646 $42.82 -------- -- - ------- -- - ------- -------- .. 60,000 _~~9,73Z $29.27 $33,114 _ $24.39 _ $26,491 $19.51 u_ - - u -,- - - - 150,000 $66,078 $19.14 $55,065 $15.95 $44,052 $12.76 --- - - - - 300,000 $94,788 $31.60 $78,990 $26.33 $63,192 $21.06 R-3 Dvve~9s - Custom,_~odels, 1,000 $2,136 $94.82 $1,780 $79.01 $1,424 $63.21 1-- - - --..-- 1-' --------- ---- - - ---- - First Master Plan 2,500 $3,558 $61.10 $2,965 $50.91 $2,372 $40.73 - ----- m -------- ..'.----- --' ------,~ - - 4,000 $4,475 $78.17 $3,729 $65.14 $2,983 $52.11 _____n__ ~-- -_.._--_..._~ - - - 6,000 $6,038 $77.78 $5,032 $64.81 $4,025 $51.85 ___c_ ---.----- _n - - 8,000 $7,594 $107.75 $6,328 $89.79 $5,062 $71.83 ------- ..------_.. -- --------., -'- ----- ,- .,. 10,000 $9,749 $97.49 $8,124 $81.24 $6,499 $64.99 R-3 D\'Iellin~s - Produc~o~ha~e _ _ 1,000 _ $2-,~._~ -- $94.82 $1,780 ____F9.01 $1,424 $63,21 - - ------. --.- --,-- - of Master Plan 2,500 $3,558 $61.10 $2,965 $50.91 $2,372 $40.73 ---- .-----_. ------- - .----- ---- ---------- ------ --- -- -..-...-- ------ - _(r..epe_ats)_ _ 4,000 --$~ $78.17 $3,729 $65.14 $2,983 $52.11 - ----- - ____n_ ---~-_." -- -- --,-- - - 6,000 $6,038 $77.78 $5,032 $64.81 $4,025 n__~1 ~ _'0- .- ..------- -- - --------.. - - --.--- ----_._.~ - ----- -=- ---- -- - ___un 8,000 $7,594 $107.75 $6,328 __ _ $89.~~ $5,062 $71.83 --------- --,-~_.. ..------ ------~-'- --,~ ----.- ----- 10,000 $9,749 $97.49 $8,124 $81 .24 $6,499 $64.99 R-3 D""ellings-AltElrJ'late Materials____ 1,000 $2,136 $94.82 __ _ $_1,780 $79.01 $1,424 $63.21 -- - ,'-- -- ~- -----,- - - - 2,500 $3,558 $61.10 $2,965 $50.91 $2,372 $40.73 -- - -------- - -- ---- ---- 1----'_. - ,----- o___~___ -,- -.-.-- 1---- - .. 4,000 $4,4~5 $78.17 $3,729 $65,14 $2,983 $52.11 ------ --------- - ------~- ~-.----_. ----------.- - 6,000 $6,038 $77.78 $5,032 $64.81 $4,025 $51.85 -- -- ------ .------ -- I-- ..'n'--- --- - -- ----- -,--- - - 8,000 $7,594 $107.75 $6,328 $89.79 $5,062 $71.83 - -- - ------ . ------ -- e-- -------- ----- --.-. --- ------,-- ~.-.- 10,000 $9,749 $97.49 $8,124 $81.24 $6,499 $64.99 R-3 "p_wellings-fiillsJde - Custom,-.. 1,000 $2,434 $94.82 $2,029 $79.02 $1,623 $63.21 --- n -- -- _______n'---- ~. -- - .. Models First Master Plan 2,500 $3,857 $61.10 _......1~,~1i $50.92 $2,571 $40.73 - ------- .------- , -----.. -.'- - - 4,000 $4,773 $78.15 $3,978 $6~:~ $3,182 ___$5.?JQ - - ------ ------ ------ -- -- -- - 6.000 $6,336 $77.76 $5,280 $64.80 $4,224 $51.84 ---.., -- 1___, -- - - --- -,-- -- - -- - - 8,000 $7,891 $107J~ $6,576 -~~1- $5,261 $71.86 -- ------_.~ ----- -------- ---,- -.-. -- f----- __un --- 10,000 $10,047 $100.47 $8,373 $83.73 $6,698 $66.98 R-3 Dw~l!!..ngs-Hi!lside_: _Produc~oll_ _ .. 1,000_ $2,434 $94.82 $2,029 $79,02 $1,623 $63.21 ----- - --..---- --------- ---,_.- -- - Phase of Master Plan 2,500 $3,857 $61,10 $3,21,! $50.92 $2,571 _........!..4..~:7~ -, ---- __un' _ -------,-- - __ 0 _ ----....- - irepe.~~s ) 4,000 $4,773 $7_~.~ $3,978 ---$~~ - $3,182 $52.10 --- ---------- ------- f.. - I-- _u_ ~ ----- _______nO .. - 6,000 _~~,336 1_ $77~ $5,280 ---$~,!JlQ __" $4,2_~ $51.84 1-- --~-_.. ----.. ------ C-n-- --~. - - 8,000 $7,891 $107.79 $6,576 $89.83 $5,261 $71.86 - -- ---- -.. 0-_-- ------- - --,.._-- --_.~- --~ -,-~-- 10,000 $10,047 $100.47 $8,373 $83.73 $6,698 $66.98 R-3 DweJlings-Hillside - Alternate MateEia 1,000 $2,434 $94.82 $2,029 $79.02 $1,623 $63.21 _ ----~ - - 2,500 $3,857 $61.10 $3,214 $50.92 $2,571 $40.73 n__ - - ______nO - -------- - .. 4,000 $4,773 $78.15 $3,978 _ $65:1~ _ _$3,18~ $52.10 -- n_ _____ ------ ----- .---- -- 1----' -- - - 6,000 $6,336 $77.76 $5,280 $64.80 $4,224 $51.84 - -- - I.., -- - -..._- ,.. '- ~ ---- - - 8,000 $7,891 $107.79 $6,576 $89.83 $5,261 $71.86 ---- - __u__ ---- - ~--.- -------..--- ----- 10,000 $10,047 $100.47 $8,373 $83.73 $6,698 $66.98 R-2.1, Group..s;are, Non-,A,mb. _(6+) 100 $413 ____$~~4.!Q $344 $120.08 $275 $96.07 - ---.. ,-- 1--- -- ..--------..- 2.3 - 500 $989 $169.28 $825 $141.07 $660 $112.86 ---- ------- ------- ----- .. -- - ----- .. - 1,000 $1,836 $172.79 $1,530 $143,99 $1,224 $115.19 -- - - ---- --- o___~___ . .--- - ---------~ -'--e- - - 2,000 $3,564 $78.73 $2,970 _~5.6..1.. $2,376 $52,49 ------ ------ - ---- -- ~-- ------ - I-- - - 5,000 $5,926 $51.50 $4,938 _ $42.~ _ ,$3,950 $34.34 - --- .~--- -~--_._- -~-- -- n 10,000 $8,501 $85.01 $7,084 $70.84 $5,667 $56.67 (L{ -{~ CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: I FR, IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * R-2.2 Group Care, Ambulatory (6+) 1,000 $2,040 $71.18 $1 ,700 $59.3~ $1,360 $47.45 ----- --- -- -- - - - --..--------- ----- - - 5,000 $4,888 $83.62 $4,073 $69.68 $3,258 $55.74 ------- ----- - - 10,000 $9,068 $85.36 $7,557 , $71.1~ $6,046 $56.90 __w. ---- -- - -- ------------------ -- - - 20,000 $17,604 $38,88 $14,670 $32.40 $11,736 $25,92 - - - ---_._-~ .----,.-----..---- ------- --- ..------ - - 50,000 $29,268 $25.44 $24,390 $21.20 ~19,51~ $16.96 ----..--- ------- ------------".- ----, ----- 100,000 $41,988 $41.99 $34,990 $34.99 $27,992 $27,99 R-2.1.1, ..2..r-oup Care, Non-Amb. (1-~ __ -__--___00_--- 1,000 $2,040 $71.18 $1 ,700 $59}2.. $1,360 $47.45 -----~ ------_._~ 2.3.1 - 5,000 $4,888 $83.62 $4,073 .___J;~ ~...?58 $55.74 --- .- ------ ----- _.. - - - 10,000 $9,068 $85.36 $7,557 $71.13 __ _$6,046 $56.90 ------ n "_________________ --------- -- -- - - ~g~Q.Q.O_ $17,604 $38.88 $14,670 $32.40 $11,736 $25.92 - ------------- -- - ----- ~ ~------ --- -- - - ._?..Q,goo _ $29,268 $25.44 $24,390 $21.20 $19,512 $16.96 -- .....-.--------------- ____..___._..._ u_ ~ -----'-- ---------..- - - ,.--- 100,000 $41,988 $41.99 $34,990 $34.99 $27,992 $27.99 R-2.2.1 Group CarE'l,t-Jon-AmbJ1~~) 1,000 $2,550 $88.98 $2,125 $74.15 $1,700 $59.32 -- -------'--- ------ --- ---- --- - -------- - - 5.000 $6,110 $104.52 $5,091 $87.10 $4,073 $69.68 ---- --.-. -------------- -- ----------.. - - - - - _1.0,g..9..9 $11,336 $106.70 $9,446 $88.91 $7,557 $71.13 __ ____________________ - 0- ---------- - --- ---- --------..- - - 20,000 $22,005 $48.60 $18,338 $40.50 $14,670 $32.40 ---- ---- --------- -"...._----- - ,_. - ~ . .., - - 50,000 $36,585 $31.80 $30,488 $26.50 $24,390 $21.20 -- ------ ---- --- ------_.- ---- ----- 100,000 $52,485 $52.49 $43,738 $43.74 $34,990 $34.99 R f3_9ccupancy Tenantlll1pr()_vements 80 $410 $178.89 $342 $149.08 $273 $119,26 -- --- -- ---- --------------- ---- -~---_.._- - - 400 $983 $210.14 $819 J!~...g $655 $140.10 ------ ------------ -- - - - 800 $1,823 $214.49 $1,519 $178.74 $1,215 $142.99 - -- --------- - .-. ------ -- -----~-- - ---------- - - ---.1 &QQ.. $3,539 $97.72 $2,949 $81.43 $2,359 $65.14 - ------ - - - ---_.- -------- - ------ - - 4,000 $5,884 $63.95 $4,904 .$53.~ $3,923 $42.63 ---- ----------~- ________n___..._ - -- -- 8,000 $8,442 $105.53 $7,035 $87.94 $5,628 $70.35 S-1 Moder~te..I__l...Ci2:~..r:~_ Stor~ge 1,200 $2,433 $70.73 _ EO?7 $58.94 $1,622 $47.15 -------- -- --- ------oo----, ------------.. --------~-_. .- .-------- - - _6~ $5,828 $83.06 $4,856 $69.21 $3,885 $55.37 - .-- -----. - --..---- ___'.n _-'--- - - - 12,000 $10,811 $84.81 $9,009 $70.68 $7,207 $56.54 -- ---- - - ___n.m._ ------- -----~. - - 24,000 $20,988 $38.63 $17,490 $32.19 $13,992 $25.75 - - - - -- -------~ - --- -- -, -. ---- --- - -- - ---'--- - --.~ 1---- .- - 60,000 $34,893 $25.28 $29,078 $21.06 $23,262 $16.85 ------ - - ..._.._____n___ - - ,..----- - ,-~ ,..-._--- _n____.~ ---,.,.-- 1------ -,--- I---~ -, 120,000 $50,058 $41.72 $41,715 $34.76 $33,372 $27.81 S-2 ~~z~rd Stora!;Je _ 1)~OCJ... $3,400 $65.90 $2,833 $54.91 $2,267 $43.93 ---- ----------- --.-.. -----.-.- ---- ---- ~.. - - - 9,000 $8,145 $77 .42 $6,787 $64.51 $5,430 $51.61 ,- --------- -, ------------------ -- ------------- --- - - -------- -----,. - - 18,000 $15,112 $79.04 $12,593 $65.86 $10,075 $52.69 -- _____0- -- -------- ------ - -- - ---- ---- - - 36,000 $29,338 $36.00 $24,449 $30.00 $19,559 $24,00 -------------------- -- --- --1- .-.-..----- - ., -, ---~-c--- -..." - - 90,000 $48,776 $23.57 $40,646 $19.64 $32,517 $15.71 -- -----oo------ ---- -..- -. ---- ,., ---,,---- .. 180,000 $69,984 $38.88 $58,320 $32.40 $46,656 $25.92 8-3 Repair Garage 600 $1,367 $79.47 $1,139 $66.22 $911 $52.98 -------- - (not H-4) 3,000 $3,274 $93.35 $2,728 $77.79 $2,183 $62.23 --- - -------- -_.----- - - 6,000 $6,074 $95.27 $~ _.~~ $4,049 $63.51 - ---- - ----- - ,- - -- .- - - 12,000 $11,790 $43.40 $9,~ $36.17 $7,860 $28.93 - - ---- ---- ----- - .------- -.,. ---- - - 30,000 $19,602 $28.41 $16,335 $23.68 $13,068 $18.94 -------- - ---------- .- ------ -...- 1---------- -- 60,000 $28,125 $46.88 $23,438 $39.06 $18,750 $31.25 S-3 M.otc.>r VEl..~ic;le Fuel Dispensing_ 1- - 100 $521 $181.69 $434 $151.41 $347 $121.13 -------- ------ - - (including cCinoEl'L__ 500 $1,248 $213.42 $1,040 $177.85 $832 $142.28 - - - - -- - ----. -- .______~__o.. -- -- - - 1,000 $2,315 $217.85 $1,929 _....!1~1_:?i _~.,543 $145.23 -- -----------~ ,- - ------ ---- ----.- - - - 2,000 $4,493 $99.26 $3,744 ~~2.~1 - $2,995 $66.17 __n__ - ------------ ----- - - ---- ------. --- ---- - - 5,000 $7,471 $64.94 $6,226 $54.11 ~_ $4,9~! $43.29 - -- --------------- ----- - ---~ 10,000 $10,718 $107.18 $8,931 $89.31 $7,145 $71.45 (L(-() CITY OF CUPERTINO Resolution 07- Fees Effective May 7, '2007 Schedule D - New Construction Inspection Fees Construction Types: Construction Types: Construction Types: I FR,IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * S-4 Open Parking Garage (detached) 10,000 $13,205 $46,06 $11,004 $38.38 $8,803 $30,71 - -- -- -- _ ----- 1__ ------------ -------- ----------- --- - - 50,000 $31,628 $54,14 $26,356 $45.11 $21,085 $36.09 - 1- ---- ------- ---------- ------- -------- - - 100,000 $58,695 $55.22 $48,913 $46.01 $39,130 $36,81 - - - 200,000 $113,910 $25.18 $94,925 $20.98 $75,940 $16.79 - - - 500,000 $189,450 $16.47 $157,875 $13.73 $126,300 $10.98 f- .-... _.. -. ,-, 1,000,000 $271,800 $27,18 $226,500 $22.65 $181,200 $18.12 S _S Occupancy Te.nant IIllP!ovements 600 $1,152 $~7 .00 $960 $55.83 $768 $44.67 -____..0.____- -,. -,. - "....__n ._ --,- - . - - 3,000 $2,760 $78.72 $2,300 $65.60 $1,840 $52.48 --- -- --- -, _.~--- -- --~ - - 6,000 $5,122 $80.33 $4,268 $66.94 $3,415 $53.55 ------ ...- ,- - - - - - 12,000 $9,941 $36.60 $8,285 $30.50 $6,628 $24.40 - -~----- ,~ --- - - 30,000 $16,529 $23.96 $13,774 $19.96 $11,019 $15.97 - 60,000 $23,715 $39.53 $19,763 $32.94 $15,810 $26.35 U-1 Private Garage/Shed/Agricultural Bldg 40 $461 $402.05 $384 $335,04 $307 $268.03 -- n - ~ - - 200 $1,104 $472.31 $920 $393,59 $736 $314.87 - ---------------------------- --------- $2,049 $482.07 $1,707 $401.73 $1,366 $321.38 - - 400 1--- ----- ------------ -------- ---------- - ---- ----------- - - 800 $3,977 $219.65 $3,314 $183.04 $2,651 $146.43 -- .. - ---- no. - - 2,000 $6,613 $143.72 $5,511 $119.76 $4,409 $95.81 - ---------------- ----- -- 1--- ____0.0_____.._-- $9,487 $237.18 $7,906 $197.65 $6,325 $158.12 4,000 - J:>_Elt~_ed_Submittal-AII Except R-3 1,000 $358 $12.47 $298 $10.39 $238 $8.32 - ----- - ----- ------c- -- - - 5,000 $857 $14.64 $714 $12.20 $571 $9.76 -- -~ ---------- --_._-----~- --~--- 1-- - -. - -- - - - 10,000 $1,589 $14.96 $1,324 $12.46 $1,059 $9,97 .... ------ ---- ------ ------------ ---.,..--, ,'C - - - 20,000 $3,084 $6,82 $2,570 $5.68 $2,056 $4.55 - - - ___ n_ _____ -----1-- -- -- ..- ---.--. - - . $4.47 ~- - --.-. - - 50~ $5,130 $4,275 $3.73 $3,420 $2.98 -- ----- --------- n _ _ -----.._--'- -- $4,910 $4.91 100,000 $7,365 $7.37 $6,138 $6.14 - Deferred Submittal-R-3 1,000 $0 $0.00 $0 $0.00 $0 $0.00 - -- ----- - - $0 $0.00 $0 $0 :00 $0 $0.00 - - 2,500 ------------ ______u_. ._ ---------~ $0 $0.00 - - 4,000 $0 $0.00 $0 $0.00 - --- -- - ------- --- -~ ----------- ------ $0.00 -- -----'-- - - 6,000 $0.00 $0 $0 $0.00 -- - --- -------- ------$0 ------ ---------------- - - 8,000 $0 $0.00 $0.00 $0 $0.00 -- ----------- -- ---------------- ---- -- - _n____ ______u__ 10,000 $0 $0.00 $0 $0.00 $0 $0.00 - Standard Comm. Foundation wo/Podil 500 $1,316 $91.82 $1,097 $76.52 $877 $61.22 ------ ---- ------ ____n__ ------ ------- - - 2,500 $3,153 $107.90 $2,627 $89.91 $2,102 $71.93 ------- ---------- --- ----------" ________n____ ___ - 5,000 $5,850 $110.10 $4,8~ $91.75 $3,900 $73.40 - _n__________ ---------- $41.81 $7,570 -,--- - - 10,000 $11,355 $50.18 $9,463 $33.45 -- -- n__ __ u_ ------- - $27.36 $12,588 $21.89 - - 25,000 $18,881 $32.84 $15,734 __n -------- - -, ,- -~~ ------- 50,000 $27,090 $54.18 $22,575 $45.15 $18,060 $36.12 - Standard Comm. Foundation 3,000 $3,340 $38.84 $2,783 $32.37 $2,227 - $25.90 ____________________u_ ----- _m - - $38:62 rm- ___.__.m -- - w/Podium 15,000 $8,001 $45.62 $6,667 $5,334 $30.41 ___n__________ ___ c- - ----------- ----- -- - - 30,000 $14,844 $46.56 $12,370 $38.80 $9,896 $31.04 un __ ___ 1----------- - - 60,000 $28,812 $21.22 $24,009 $17.68 $19,209 $14.15 ----- - --------- - ___u"_" _.. ._ - _.--_.------- ------ - - 150,000 $47,910 $13.88 $39,923 $11.57 $31,9~ $9,25 -------------- -- ------- -------------- - ---$i2.91 -------------------- 300,000 $68,730 $57,273 $19.09 $45,822 $15.27 SHELL BUILDINGS - All Other Shell Buildings 500 $1,539 $107.40 $1,283 $89.50 $1,026 $71.60 ------------- --- ------c-c- ------- $3.<m - . --~~-- - - 2,500 $3,687 $126.17 $105.14 $2,458 $84.11 -- ----- - _____n__ $5,701 - f-- $4,561 $85.86 - - 5,000 $6,842 $128.79 $107.33 . $48.88 ___n______ - - 10,000 $13,281 $58.66 $11,068 $8,854 $39.11 _n________ --------- --- - - 25,000 $22,080 $38.40 $18,400 $32.00 $14,720 $25.60 --- ---- ----- $21 ,120 - $42.24 50,000 $31,680 $63.36 $26,400 $52.80 Each additional 100 square feet, or portion thereof, up to the next highest project size threshold. ( L{ -( ~ CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR,II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * A-1 - 1,000 $8,846 $72.90 $7,372 $60.75 $5,898 $48.60 0---' ----- -- ----- - -------- --------------- - ---------- I~ - -. --. ~ - - 5,000 $11,762 $93.82 ~ $78.18 $7,842 $62.54 -- -- -- -- --- - - ~~ ------ a _.u - - 10~ $16,453 $84.73 $13,711 $70.61 $10,969 $56.49 ..... ---..---- ----------..------- - - 20,000 $24,926 $42,35 $20,772 $35.29 $16,618 $28.23 -- ---------------------------- ------'-_..~- ---.-- - - - 50,000 $37,632 $27.05 e-_J}1,36Q $22.54 $25,088 $18.03 - -.---.--- ----'--- e-- --~--- ---- -- -------- - ----....--- . - - 100,000 $51,156 $51.16 $42,630 $42.63 $34,104 $34.10 A-2 - 1,000 $8,846 $72.90 _ $7'~ $60.75 $5,898 $48.60 1----- ------...------.- -- --- -_._~~..- --, -- -.. - - ,_~,OOO_ $11,762 $93.82 $9,802 $78.18 $7,842 $62.54 ----..---.- - ~- - -- -- -- ---- - - 10,000 $16,453 $84.73 __~3'7'!l $70.61 C------ $1 0,96~ $56.49 ----------- ---------------- ~ - - ....-....-,....-..- ----- ----- - - 20,000_ $24,926 $42.35 ___ $2~ $35.29 $16,618 $28.23 ------- --------------- . --- - -~ . ~-~ ..---. - - 50,000 $37,632 $27.05 $31,360 $22.54 $25,088 $18.03 ------ -------- - - -------.- --- --- - _n_ ---...--- - - 100,000 $51,156 $51.16 $42,630 $42.63 $34,104 $34.10 A-2.1 - ,500 $6,860 $93.20 $5,716 $77 .66 $4,573 $62,13 ---------- -- ------- -- -~-~- ~ ~~--- --------- --- - - 2,500 $8,723 $122.83 $7,270 $102.36 $5,816 $81.89 -- ----------------- e-- - - 5,000 $11,794 $107.36 $9,829 $89.47 $7,863 $71.58 I - ~ -- - - ---- ' . ~. ~ - - - 10,000 $17,162 $55.02 $14,302 $45.85 $11,442 $36.68 ~m_ --- --------- --- ----- --------- - - 25,000 $25,416 $34.94 $21,180 $29.12 $16,944 $23.30 -- --------- ------ ~- ------------------- - - - __n________ - - 50,000 $34,152 $68.30 $28,460 $56.92 $22.768 $45.54 A-3 - 250 $8,028 $180.63 $6,690 $150.53 $5,352 $120.42 n_ ___________n____ ,- . ------ .----- - - 1,~ $9,834 $244.77 $8,195 $203.98 $6,556 $163.18 -, - --------------- _~ d - .---------- ..- - - 2,500 $12,894 $205.95 $10,745 $171,63 $8,596 $137.30 ------- - ,- u_ - - _____n__ _ _____ -- ~~ - - 5,000 $18,043 $108.71 $15,036 $90.59 $12,029 $72.47 --------- -~ ~ -----~-- ----------.---- -.. -, - - - 12,500 $26,196 $68.54 $21,830 $57.11 $17,464 $45.69 ----- _U~ - --..-..-.- - - ----. - --- ---- -- ----- ~~~- - - 25,000 $34,763 $139.05 $28,969 $115.88 $23,175 $92.70 A A. OcclJpancy Tenant Imero_ve~e_ntl;_ 500 $3,887 $57.75 $3,239 $48.13 $2,591 $38.50 -------- ----- - -------._- -- -'----- - - __1.500. $5,042 $75.24 $4,202 $62.70 $3,361 $50.16 ------------- - -- - --------- . ..~ . e- -- ,-. - - - _5,000 $6,92~ $66.84 $5,769 $55.70 $4,615 $44.56 ~ ~ ---------------- - - - -, ,- ------------------ -----~---- -- - - 10,0~ $10,265 $33.83 $8,554 $28.19 $6,84~ $22.55 - - ----------------------. e------ - - --------.- - - - 25,000 $15,339 $21.54 $12,783 $17.95 $10,226 $14.36 _________n___ ,- ~-- I-- ____u____ u 50,000 $20,724 $41 .45 $17,270 $34.54 $13,816 $27.63 B Banks 500 $~ $109.88 $6,852 $91.56 $5,482 $73.25 ---- ~ ~ -., - -------- ------- ---------- ----------------. - - - 2,500 $10,420 $145.13 $8,683 $120.94 $6,947 $96.75 I~ ..- I- - -- - --- - ---- ---- -~-----_.- - ~ .... ------------- - - 5,000 $14,048 $126.50 $11,707 $105.41 $9,366 $84.33 - -------- 1- ---------- n - 10,000 $20,373 $64.96 $16,978 $54.13 $13,582 $43.30 -------- - - --- ---------------- - - 25,000 $30, 11~ $41.24 $25,097 $34.36 $20,078 $27.49 ------------------- ~-- ------- - - 50,000 $40,425 $80.85 $33,688 $67.38 $26,950 $53.90 B Laundromat - 200 $7,225 $160.47 $6,021 $133.72 $4,817 $106.98 ----- ------------- n .- ----------- - ~-_._--_._-- ' ~..-._- r------ - - 1,000 $8,509 $226.62 $7,091 $188.85 ~5,6~3 $151.08 - --- -------- -- ---- ----~--- - --~-- .------ - - ?,og()_ $10,775 $179.91 $8,980 $149.93 $7,184 $119.94 -- ------ _u - -- -----'---- - ,-.----- - - 4,000 $14,374 $99.39 $11,978 $82.83 $9,582 $66.26 ---- t----~ - ~ - --- ------ ------ .- --- ------ --------~-----_._..__. - - 10,000 $20,337 $62.01 $16,948 " ____~ $5 ~~ _$13,5~_~ $41.34 ------ ---- - ,.., ------ ---- 1------ - - 20,000 $26,538 $132.69 $22,115 $110.58 $17,692 $88.46 B Medical Office 500 $9,425 $108.18 $7,855 $90.15 $6,284 $72.12 -- - -------------- ~,~ - ---- - ---- ---- - - 2,500 $11,589 $146.13 $9,658 $121.78 $7,726 $97.42 ~-~ ~-~ --------- --- - ------ -- ~ ---~ ------- - - 5.000 $15,242 $123.47 $12,702 $102.89 $10,162 $82.31 -- ---- I-~- ------------ I~~~' - - 10,000 $21,416 $64.96 $17,846 ~ $54.1} $14,277 $43,30 - - ----- - - - ------ ----------- -- - 25,000 $31 ,159 $41.00 $25,966 $34.16 __~(),773 _ $27.33 -- ------ _____u___ _. .._ _ - .----------- 50,000 $41 ,408 $82.82 $34,506 $69.01 $27,605 $55.21 /L{ ~ l1 CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 s1* Size 100 sf * Size 100 sf * B Offices 1,000 $10,008 $87.37 $8,340 $72.81 $6,672 $58.25 ~ _n .___ __._.u__n__ n ---- - , ~ n ..._~-- --~~ -- ~ - - 5,000 $13,503 $111.72 $11,253 $93.10 $9,002 $74.48 - -. --.-- ----- ~-.-- -.----,-._.~~~ -- --.---- --- ---- ------ --- ~ - - 10,000 $19,089 $101.79 $15,908 $84.83 $12,726 $67.86 - --- .---.----- -- ---, ..~ - .---.-.-- - --- - - 20,000 $29,268 $50.52 $24,390 $42.10 $19,512 $33.68 H -, -----------------.------- u_ .... ~~ -, ----.----- - - 50,000 $44,423 $32.33 $37,019 $26.94 $29,615 $21.55 --------------------- _____.___u_m .'. .___ .. ,-~- - ---- 100,000 $60,585 $60.59 $50,488 $50.49 $40,390 $40.39 B B Occupancy Tenant Improv~mn~nts 300 $3,148 $89.11 $2,623 $74.26 $2,099 $59.41 ---- ------ on ~ -I- -,-,---~ f-- - - 1,500 $4,217 $114.26 $3,514 $95.21 $2,811 $76.17 - --------- -------- n__ -------- ---------_.~--._--_.- -- ~ f--- -- - - 3,000 $5,931 $103.71 $4,943 $86.43 $3,954 $69.14 -- - ------ -- -- --------..- ---------- u ~~- -- ..-. --.... , - - 6,000 $9,042 $51.63 $7~ $43.03 $6,028 $34.42 _00- - __n_________ ---------.-- .. .... ------ -- ------ - - 15,000 $13,689 $33.03 $11,408 $27.53 $9,126 $22.02 -- ----- -- -------------- -- - - 30,000 $18,644 $62.15 $15,536 $51 .79 $12,429 $41.43 E-1 Preschool/~~hooll~Q.::Occupan9'L_ 900 $10,092 $90.38 $8,41.2. $75.32 $6,728 $60,26 -....-...-- - --------- - -------- ---- - - 4,500 $13,3~ $116.58 $11,122 $97.15 $8,897 $77.72 ------------ _______________n_________ _n C - _._--~-------- --- ---------- - - 9,000 $18,592 $104.94 $15'~1- $87.45 $12,395 $69.96 ---------- --------- ------------------------- ---------- n____' __.. - - -----.--. -- - - 18,000 $28,037 $52.59 $23,364 $43.82 $18,691 $35.06 ~~- --------------- -- --.-.- ..--- .. ,~ ~--_. ,- -.. -.--- ---~ - - 45,000 $42,235 $33.59 $35,196 $27.99 $28,157 $22.39 ---- ___n__~_________n____..__ .n _ -,- ~ ..~-- - - ~----------- ~ - - 90,000 $57,348 $63.72 $47,790 $53.10 $38,232 $42.48 E-2, E-3 Preschool/Sc~ool (<50 Occupancy) 100 $7,569 $241.72 $6,308 $201.43 $5,046 $161.15 ---- -------- ------ _n__n_n_ ----------- ----- --.- -'~ - - 500 $8,536 $367.10 $7,113 $305.91 $5,691 $244.73 - .-... ---- -- ----- - --------- ----------- ------------- --_..---- - - - 1,000 $10,371 $262.61 $8,643 $218.84 $6,914 $175.07 ____nn____ -------------.. ..- -- -- -, ~~ .. ___."n.._______~ - - 2,000 $12,998 $157.63 $10,811 $131.35 $8,665 $105.08 ---- --------- - ----. 1--- -- .--- ----.---- u.__. ..---'" ,- - - 5,000 $17,726 $96.53 $14,772 $80.44 $11,818 $64.35 -~ ----------------~------------------ ~_nn_ ____ .- - .------- ...-- - ___ __,._____ u - - 10,000 $22,553 $225.53 $18,794 $187.94 $15,035 $150.35 E ~Occupancy Tenant Improvements 100 $4,769 $220.60 $3,974 $183.83 $3,179 $147.07 - -----. - - 500 $5,652 $309.17 $4,710 $257.64 $3,768 $206.11 ------ --- --------- - - --------------------- ------ - ------- - - - - 1,000 $7,197 $248.12 $5,998 $206.76 $4,798 $165.41 ____n__ ----- -..- --..- -- --- ---------- n_n --------- - - 2,000 $9,679 $135.91 $8,066 $113.25 $6,452 I- $90.60 .... -- n ------.... --------- ---- n _ n__ ______ ------- nn___I"_ ~ - - 5,000 $13,756 $84.95 $11,463 $70.79 $9,171 $56,63 .....nn___ ------ -------- -- ---------- -- ------- _ _______n_n~ ------- i--- -------------- ____ ._______n _______..__ ..---.----..- ---- -- - - 10,000 $18,003 $180.03 $15,003 $150.03 $12,002 $120.02 F-1, F-2 ~actort/lndustriCll........__~~___ 1,000 $10,870 $87.56 $9,058 $72.97 $7,247 $58.37 ---- ~- --.------- -- -- ___ .______u ._, .. - - 5,000 $14,372 $112.97 $11,977 $94.14 $9,582 $75.31 -~. ---- ----- . ----- ---~---- ------ -- n_____n_________ - - 10,000 $20,021 $101.69 $16,684 $84.74 $13,347 $67.79 - n .. -- n - ---- - - - 20,000 $30,189 $50.95 $25,158 $42.45 $20,126 $33.96 ---- -- -- ---------. --~_...._~~ _._~-----~ - - 50,000 $45,473 $32.54 $37,894 $27.11 $30,315 $21.69 --------------- ----.------.--- -- ..----.------ - - 100,000 $61,740 $61.74 $51 ,450 $51 .45 $41,160 $41.16 F F Occupancy Tenant ImproverT1..er1t~_ 1,000 $8,327 $76.50 $6,939 $63.75 $5,552 $51.00 ----------- ------- ------ ------- ------ - - 5,000 $11,387 $97,28 $9,489 $81,06 $7~ $64.85 - - - 10,000 $16,251 $89,31 $13,543 $74.43 $10,834 $59.54 ---------- --------- ---------------- ----------- __ _ __n___~~_ ---~-~ --------- -- -- - - 20,000 $25,182 $44.09 $20,985 $36.74 $16,788 $29.39 - - 50,000 $38,408 $28.25 $32,006 $23.54 $25,605 $18.83 - n .. - - 100,000 $52,530 $52.53 $43,775 $43.78 $35,020 $35.02 H-1 H-1 Occupancies 100 $7,890 $244.13 $6,575 $203.44 $5,260 $162.75 I-- - - 500 $8,866 $373.73 $7,389 $311.44 $5,911 $249.15 ~- - - 1,000 $10,735 $264.26 $8,946 $220.21 $7,157 $176.17 ---- - ------..--- -- ------------------ - ---- -------- - -- --------~ ----------- - ------ --------- - - 2,000 $13,378 $160.11 $11,148 $133.42 $8,918 $106.74 n_ ----- - 1-- --- -----,- ------- - - 5,000 $18,181 $97.88 $15,151 $81.56 $12,121 $65.25 -- -- .------.. -- ---" --- - ------------------- ~--- 1-- - - 10,000 $23,075 $230.75 $19,229 $192.29 $15,383 $153.83 It-{ ~ 18' CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR, IIFR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf · Size 100 sf. Size 100 sf. H-2 to Hazardous Rooms 100 $6~ $232.91 $5,335 $194.09 $4,268 $155.27 - ~ ~ - ~- -- - r- - - ~ - H-8 - 500 $7,334 $342.96 $6,112 $285.80 $4,889 $228.64 - ~_."_.- -- ...._--.. ,-- --'.._..-- .___n__.__ ___._.__n.___..' ._.____ ....'--- --- ..-.-.-.-- -, ,- -..--------- - - - 1,000 $9,049 $256.56 $7,541 $213.80 $6,033 $171.04 H ~_ _B_ ___n__n_ _.'------ - ..---.--------------- ---~--~--- r-------.~--- --------- ---------- --'-'- ---------------- -- --~ .---------.- - - 2,000 $11,615 $148.58 $9,679 $123.81 $7,743 $99.05 .. - - 5,000 $16,072 $91.69 $13,393 $76.41 $10,715 $61.13 - 10,000 $20,657 $206.57 $17,214 $172.14 $13,771 $137,71 H IH Occ;upancy Tenantlmprovements 100 $6,053 $230.27 $5,044 $191.89 $4,035 $153,51 I- - __ ____u____ ______ ------------ ------ ------- - - 500 $6,974 $335.72 $5,811 $279.76 $4,649 $223.81 --- -- - - - -- ---------- --------- - --------------- ---- ------- -- - - 1,000 $8,652 $254.78 $7,21 0 $212.31 $5,768 $169.85 ------------------------ --- ------ -- ----------- _ -- ----- 1------ ---- - - 2,000 $11,200 $145.85 $9,333 $121.54 $7,467 $97.23 - - ---------.---- --------- -- -- ----------- ---------------- - - 5,000 $15,575 $90.26 $12,979 $75.21 $10,384 $60.17 -- .-..., 1- 10,000 $20,088 $200.88 $16,740 $167.40 $13,392 $133.92 I Institutional 500 $7~ $71,88 $5,~ $59.90 $4,795 $47.92 ----- ----- -- ----- ____n_____ __ - ._~ - - - 2,500 $8,630 $99.36 $7,192 $82.80 $5,754 $66.24 - ----- ---------- ---------------------------- -~ - - 5,000 $11,114 $81.31 $9,262 $67.76 $7,410 $54.21 ------- -------------- ---------- u. .u. ,- ~~--~ - - - 10,000 $15,180 $43.86 $12,650 $36.55 $10,120 $29.24 --- _______n _ ___ --,- -- - - -~-- -- -- .-.- -.... ,---------- -------~-- - - 25,000 $21,759 $27.52 $18,133 $22.93 $14,506 $18.34 - ----- ---- ----- -- -- --- --- ..-- 50,000 $28,638 $57.28 $23,865 $47.73 $19,092 $38.18 I I OccLp~~~y_!~n"!"!t_lrn..P..rovements __ 100 $4,282 $179.99 $3,568 $149.99 $2,854 $119.99 ------- --------~-~--_.. .~- --.- - ----.- -,~ --- -'------ - - 500 $5,002 $256.97 $~ $214.14 $3,334 $171.31 - .-_----.- ----- -------- ------- --..- _u _on. - n...__ - -- -- - - 1,000 $6,286 $200.92 $5,239 $167.43 $4,191 $133.94 - -- .-__________n__ ___ ----- - - 2,000 $8,296 $112.34 $6,913 $93.62 $5,530 $74.89 --- ... . - .___, __..n_____ -- --------- ----------- ------ ----~-- .~-- - - - 5,000 $11,666 $69.88 $9,722 $58,23 _ $ 7...I!!.... $46.58 -------- ---- -- ---_.._----~-- - ~ -. .. - - ~ r- - - 10,000 $15,160 $151.60 $12,633 $126.33 $10,106 $101.06 M Market 2,000 $9,066 $52.23 $7,555 $43.53 - ---- $6,044 $34.82 --- - n_____ ______________ ~~-- - --- - - 10,000 $13,244 $65.03 $11,037 $54.19 $8,830 $43.35 .. - --- - ________________________ _____n ------ 1----- - - 20,000 $19,747 $61 .42 $16,456 $51.18 $13,165 $40.94 ---------- __n__.._ --.---.---..---------- ------ --------- - - 40,000 $32,030 $29.66 $26,692 $24.71 $21,354 $19.77 - --------- -------- --- - - --_._~-----~- -- - - 100,000 $49,824 $19.13 $41,520 $15.94 $33,216 $12,75 ---- -- ------------------------- - -- -- 200,000 $68,952 $34.48 $57,460 $28.73 $45,968 $22.98 M M Occupancy Tenant Improvements 300 $4,342 $90.08 $3,618 $75.07 $2,894 $60.06 ----- - ---- -- --- --- - -- ---.----..-- .... - - 1,500 $5,423 $120.18 $4,519 $100.15 $3,615 $80.12 __u____._ __ - - -, --- ----- ----- ___.____.__.__n __ ___ -- - - - 3,000 $7,225 $103.29 $6,021 $86.08 $4,817 $68.86 u.___ .--- - - - , ..-.-- --, _u._____~ - - 6,000 $10,324 $53.64 $8,603 $44.70 $6,883 $35.76 ,--- - - ---,------~ _~_____ u., ._--~ - - - 15,000 $15,152 $33.96 $12,626 $28.30 $10,101 $22.64 ------ ~ .-- - - .-.~-------- ----.---.--... .. - 30,000 $20,246 $67.49 $16,871 $56.24 $13,497 $44.99 R-1 _&>~_rtment ~1(jR_ 800 $8,654 $66.85 $7,212 $55.71 $5,770 $44.57 ----- -- -- ------ -..-.--- -- - - 4,000 $10,794 $89.29 $8,995 $74.41 $7,196 $59.53 _u_ -- .---. -_.--------- ------ - - 8,000 $14,365 $76.66 $11,971 $63.88 $9,577 $51.1 0 -- -- . _ -------- --- -- -._--- ---- - - 16,000 $20,498 $39.83 $17,082 $33,19 $13,665 $26.55 - - -------'---------- ------ - - - 40,000 $30,058 $25.20 $25,048 $21.00 $20,038 $16.80 ---- ---- __n '''..-. ----_..-.----- ------- - -.-.-- - 80,000 $40,138 $50.17 $33,448 $41.81 $26,758 $33.45 R-1 Apartment Blcl9..-B!:le~at l.Jl1i~_ 800 $5,085 $63.50 $4,238 $52.92 $3,390 $42.33 - .. . .-_____n_____________ ------- --------- - - 4,000 $7,117 $80.05 $5,931 $66.71 $4,745 $53.37 -- -- _____m__ -,- ... - - 8,000 $10,319 $74.34 $8,599 $61.95 $6,879 $49.56 -------- ------ - - - , ._, ------ --~ ___________....__..u... --- - - 16,000 $16,266 $36.36 $13,555 $30.30 $10,844 $24.24 ----~ -- H _ ...__ - - 40,000 $24,994 $23.36 $20,828 $19.47 $16,662 $15.58 - - ~ -~_..... ,- ------- ~ 80,000 $34,339 $42.92 $28,616 $35.77 $22,893 $28.62 (<-{-Ii CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR,II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf* Size 100 sf * R-1 Hotels & Motels 3,000 __ $1 !5.'!~ $56.29 $12,860 $46.91 $10,288 $37.53 c--- c---~ ~------ ----~-~---- ------ - _ 1_5_,_00g $22,187 $70.39 $18,489 $58.66 $14,791 $46.93 ---- ----------------- -------" ~ ---- --, .~ -- -.-..------------. - - ~~,OO~ $32,746 __ _ ~__~ $66-!Q $27,288 $55.08 $21,830 $44.06 ---- ------------ _______n__ --- ----- __ _____n____ ------- . _~_ ..._n___._____. ___ ---- - - 60,000 $52,574 $32.06 $43,812 $26.72 .!35,0~Q $21,38 -- --- -------------- - ---- - - - ---------- f------ -~--- -- -------------- -- ------------ -.--_.--- .-----.-------. -- - - ----_.~---- - - 150,000 $81 ,432 $20.64 $67,860 $17.20 ,_ __~!5~2~1:l $13.76 - --- -- --- - --..-- --~------- -------- -.- ----------- ---------.-- 300,000 $112,392 $37.46 $93,660 $31.22 $74,928 $24.98 R-3 QIJI.IElII~nJI~~_~u!)t()m_, Models-, 1,000 $5,541 $121.27 $4,618 $101.05 $3,694 $80.84 ------------- - I' ~- , . - -- --- - -- - First Master Plan 2,500 $7,360 $87.57 $6,133 $72.97 $4,907 $58.38 ._00- - ----- - -- ---- - ___u_ .~-~ OM' _ __ __ ._..__._ -- _0- _____u_ - -----'-- - - 4,000 $8,674 $88.05 $7,228 $73~ $5,782 $58.70 ~... --- - - - 6,000 $10,435 $147.21 $8,696 $122.68 $6,956 $98.14 -- - ---- - - 8,000 $13,379 $137.54 $11,149 $114.61 _ $8..919 $91.69 - ----- _u_ ---- -- --- ---- -- ..- -- - ~, - --- .. --- 10,000 $16,130 $161.30 $13,441 $134.41 $10,753 $107.53 R-3 Dwellings - Productio"lJ=>!1a_!)e 1,000 $3,905 $96.15 $3,254 $80.13 $2,603 $64.10 ----- - u_ __ ---'----- - of Master Plan __ ___?!!5~Q_ ___~$5,3~Z $62.43 $4,456 $52.03 $3,565 $41.62 .u__ --_._- - ---- ------ - (repeats) 4,000 $6,283 $79.!i $5,236 $65.95 _~~~9 $52.76 .---- ----- - - .---.. -- -- - - I-- - - I--___~'-goo $7,866 ~~09.~ _ -~ $91.25 $5,244 $73.00 ~-- -.----.,.-.'---.------- _._n__ ~ - - - _8-,OgQ_ $10,056 $117.68 $8,380 $98.06 $6,704 $78.45 - -- - --- ---- ----- n ~._ _.m.. . ..-- ~--- - - - 10,000 $12,410 $124.10 $10,341 $103.41 $8,273 $82.73 R-3 DV>'ellings--::-AJte~~te_~C3terials - 1,000 $7,987 $147.73 $6,656 $123.11 $5,325 $98.49 -- - -- -----.. - - 2,500 $10,2~ $114.00 $8,503 $95.00 $6,802 $76.00 --- ------------- --------- .- -.--.---- --~ .----. - - 4,000 $11,913 $97.98 $9,928 $81.65 $7,942 $65.32 --~--- ----- n_n _______ _n ----------- -- ~ . - - 6,000 $13,873 $216.63 $11,561 $180.53 $9,248 $144.42 -------..-..---- -- __m ____,_ I - - - -- .------- - - 8,000 $18,205 $167.27 $15,171 $139.39 $12,137 $111.51 .... ----- --- __H "--- 1 0,000 $21,551 $215.51 $17,959 $179.59 $14,367 $143.67 R-3 Dwellings-H~lside - ClJst()rT1'fv1od~I!), __1,O()0 $8,781 $108.05 $7,318 $90.04 $5,854 $72,03 -~ - -- ..~..._--- - First Master Plan 2,500 $10,402 $113.99 $8,668 $94.99 $6,935 $75.99 .... ------------------ .-- - _...-.------ --. ._--~ - - 4,000 $12,112 $88.10 $10,093 $73.41 $8,074 $58.73 -...-- --- ~- ---- .---- .._--,.. ---- ------~- - - 6,000 $13,874 $137.27 $11,561 $114.39 - , -~~,~~~ -- $91.51 -- -...-....-- .-- "n'.'___n - - - - 8,000 $16,619 $177.21 $13,849 $1~~1_ $11,079 $118.14 _u__ ....-.- 10,000 $20,163 $201.63 $16,803 $168.03 $13,442 $134.42 R-3 _DVJ~~~n~s-Hillsid~:!'rocll.Jc:~()nl'~_~~1 _ 1,OO~ $~- $101.44 $5,036 $84.53 $4,029 $67.62 - --...-..----.- ----- - of Master Plan , _n _? '!5~Q $7,565 $89.28 $6,304 $74.40 $5,043 $59.52 ..- . .-..--.-- .--. -- -- - -_.~-- ---, "~ .- - - ~ - ---.._---- - (repeats) 4,000 $8,904 $83.10 $7,420 $69.25 $5,936 $55.40 --..-------- _... .-- - _'_'...'n.______.._ I- - - 6,000 $1~ $108.42 $8,805 $90.35 l-____E,g~i _ $72.28 ------ __H_ - -... ----'----- --_....__.. ._--- - ------- - - - 8,000 $12,X~~1- _$144.1.1:1 $10,612 $120.15 $8,490 $96.12 ------ I.... ... .n.___ 10,000 $15,618 $156.18 $13,015 $130.15 $10,412 $104.12 R-3 _Dvvellings-Hillside - AlternateMat~riC3 1,000 $14,401 $121.27 $12,001 $101.05 $9,601 $80.84 - ---- -- -- - - 2,500 $16,220 $166.92 $13,517 $139.10 $10,813 $111.28 ---- ------------------- - --- - ___u__~_ -------------- --------------~~ - - 4,000 $18,724 $98.01 $15,603 $81.68 $12,482 $65.34 -- ---------- --- ------ ------------ ~.___m_~__~ -- -------- - - _6,000 $20,684 $196.77 $17,237 $163.98 $13,789 $131.18 -- - ------------------ -- ----------------~--- I, -- ---------- - - 8,000 $24,619 $246,62 1__~2Q,~1~ $205.51 $16,413 $164.41 -- ------------- ----- -------------~ -~- 10,000 $29,552 $295.52 $24,626 $246.26 $19,701 $197.01 R-2.1, Group c;8 r~'_r-.J_o"l-!\m b.l~L 100 $8,812 $207.46 $7,343 $172.89 $5,875 $138.31 - -------- ---~ 2.3 - 500 $9,642 $343.08 1--__~8,O}~~ $285.90 $6,428 $228.72 --- ------ - -- ---- - - 1,000 $11,357 $216.23 $9,465 $180.19 $7,572 $144.15 -- -~------ ---------- - - ------ - - - 2,000 $13,520 $143.90 $11,266 $119.92 $9,013 $95.94 --------- ------- 1---- ----. _n _l- I- ____ 'm'~__ -------- -------- .-- - - 5,000 $17,837 $86.26 $14,864 $71.88 $11,891 $57.50 n_ _ ---------------------~--~---_. ------ -- ~._--.--- .., 10,000 $22,150 $221.50 $18,458 $184.58 $14,766 $147.66 IL{- 2-D CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each UBC Project Size Threshold Additional Threshold Additional Threshold Additional Class UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * R-2.2 Group Care, Ambulatory (6+) 1,000 $12,026 $78.71 $10,022 $65.60 $8,017 $52.48 - -----------------------------...- --- n_ _. - - -- ----- - - 5,000 $15,175 $104.29 $12,646 $86.91 $10,116 $69.53 --- - ------ -------- ---- c-- ----..- - --- ---- ---.-- - - 10,000 $20,389 $90.52 $16,991 $75.43 $13,593 $60.34 - -- - - -- -------------------------- - - -- --- -- - ----.-- -,._.~-,----.._-~ - - 20,000 $29,441 $46.62 $24,534 $38.85 $19,627 $31.08 ----- ----- ----- -- .----..-..- -- -- ------ ---- ---- _______m_____..__ - - 50,000 $43,428 $29.59 $36,190 $24.66 $28,952 $19.73 - ----- ~-_._--------- --------- ----------- - 100,000 $58,224 $58.22 $48,520 $48.52 $38,816 $38.82 R-2,1.1, I GrolJP_ga~e, Non-Aml:>,L1-5J 1,000 $12,026 $78.71 $10,022 $65.60 $8,017 $52.48 ... ------ ----------- 2,3.1 - 5,000 $15,175 $104.29 $12,646 $86.91 $10,116 $69.53 --- --------- ------- --- ------------- ------------------ ----------------------- ----- -- -----.-- -~------- - - 10,000 $20,389 $90.52 $16,991 $75.43 $13,593 $60.34 -------------- 1_____ ----- ___ _____noon ----------------- -- n_ - -- .- - - 20,000 $29,441 $46.62 $24,534 $38.85 $19,627 $31.08 . ----- ------- ----------------------------- ----- ------------- --- ---.-------. - - 50,000 $43,428 $29.59 $36,190 $24.66 $28,952 $19.73 - - - -- -, ------------ ------ ----- ------ -- ---.--'---..- - - 100,000 $58,224 $58.22 $48,520 $48.52 $38,816 $38.82 R-2.2.1 GroLlp C~re-,-l'Joll-=J\m_b~ U.-~) 1,000 $15,033 $98.39 $12,527 $81 .99 $10,022 $65.60 --- --. - - . nu_ ___ _._.. ~. . -~. ---._._~----- --- - - 5,000 $18,968 $130.37 $15,807 $108.64 $12,646 $86.91 - I--- - - - - -~~- ~-- -.-- --- .. .--.---- -_.~--~ - - 10,000 $25,487 $113.15 $21,239 $94.29 $16,991 $75.43 - , - --.- - ~._._._- ,--, .._------~ -'----~-I-- - - 20,000 $36,801 $58.28 $30,668 $48.57 $24,534 $38.85 ---- --------- ----.-.----------------- ------.-.-- - -...-.-.------. ----- - - - 50,000 $54,285 $36.99 $45,238 $30.83 $36,190 $24.66 1-- --- ------ - ----- -- --.-..--- - -- ----------- ----.------ --~--- ------- --------.- -----------------.-_.. _...._---,-- - ,- 100,000 $72,780 $72.78 $60,650 $60.65 $48,520 $48.52 R R Occupancy Tenant Improvements 80 $4,050 $213.20 $3,37~ $177.67 $2,700 $142.13 - - 400 $4,732 $304.26 $3,943 $253.55 $3,155 $202.84 -.-- ---- - - 800 $5,949 $238.02 $4,957 $198.35 $3,966 $158.68 - - -_. -- un ~ - - 1,600 $7,853 $133.03 $6,544 $110.86 $5~ $88.69 - -.- - - 4,000 $11,046 $82.75 $9,2~ $68.96 $7,364 $55.17 -- - - - - 8,000 $14,356 $179.45 $11,963 $149.54 $9,571 $119.63 S-1 _~"odlilra_te_l-ia~~d St~~g~____ 1,200 $12,056 $76.76 $10,047 $63.97 $8,038 $51.18 - - ,-- ---- - - 6,000 $15,741 $99.69 $13,118 $83.08 $10,494 $66.46 ..-- ------ ------- --- ~._------ ---------~- ----- ---- ~--~--_._-- - - 12,000 $21,722 $88.95 $18,102 $74.13 $14,482 $59.30 1--- ---------- - -- -~ n _ n_.__n_ __ ------ - ~_._-- ----- -~ -- -- - - 24,000 $32,396 $44.86 $26,997 $37.38 $21,598 $29.91 ----- ---- -------.------- - - ------ --- ----._-"._~..__... ,- _.u... .. _._ _._..._.._ ..- .-.. ._~.._...._. .,... ..._,,----- _._....__. _m -.......--.-... --_.- - - 60,000 $48,546 $28.59 $40,455 $23.83 $32,364 $19.06 I... ----- -------- ----~ --- -----'---- ---- -------- --.-----.------ - - 120,000 $65,700 $54.75 $54,750 $45.63 $43,800 $36.50 S-2 -,=~w_ Hazard Stor~~____ 1,800 $13,024 $69.93 $10,853 $58.28 $8,683 $46.62 __._n_._.____ ---.-----.--- - ----- -----.-------- ------- ----- -- ------- - - 9,000 $18,059 $88.49 $15,049 $73.74 $12,039 $58.99 ----- -----.------.-----.-------------- - ----------.- --- - ----------- - - -------~._---- - ----------------- , --. ---.------. ---- . - - 18,000 $26,023 $81.78 $21,686 $68.15 $17,348 $54.52 -- n_ -.-- ------- - n ------- ,-. - - 36,000 $40,743 $40.15 $33,953 $33.46 $27,162 $26.77 - - ---...-.---- -. --- - - ------------ -----~ ---------- ---~- _____.n___.__.__ - - 90,00~ $62,424 $25,77 $52,020 $21.48 $41,616 $17.18 ,- , ,. - --.--- 180,000 $85,617 $47.57 $71,348 $39.64 $57,078 $31.71 S-3 RepairGarage 600 $9,590 $89.81 $7,992 $74.84 $6,393 $59.87 - - - - (not H-4) 3,000 $11,745 $121.70 $9,788 $101.41 $7,830 $81.13 - -.- --.--. '---'- -- _.-------------- ----- ---- -- - - 6,000 $15,396 $102.38 $12,830 $85.31 $10,264 $68.25 1- - - -- - - 12,000 $21,539 $54.04 $17,949 $45.03 $14,359 $36.03 ---..--.------- ------ - - 30,000 $31,266 $34.08 $26,055 $28.40 $20,844 $22.72 n__ ---- - -- --- ---- --------- ----~- --- -- -~ --.---.....--..----'----..--..--... 60,000 $41,490 $69.15 $34,575 $57.63 $27,660 $46.10 S-3 Motor Vehicle Fuel Dispensing 100 $7,344 $233.16 $6,120 $194.30 $4,896 $155.44 -- - - ~~--_. --. ---- - (including canopy) 500 $8,277 $354.63 $6,898 $295.53 $5,518 $236.42 -~ ---- ------ --------.- - - ----------.---- _._--~~-_.--_.--- ----- -- - - 1,000 $10,050 $253.16 $8,375 $210,96 $6,700 $168.77 .. ------- - - 2,000 $12,582 $152.21 $10,485 $126.84 $8,388 $101.47 ------- ---------------------- ------~ ----- 1---- ------- --------- ---------- ---.------------ - - - - 5,000 $17,148 $93.18 $14,290 $77.65 $11,432 $62.12 - - ---- ----- -- - -- - -- -.. ---- -- --- ---- 10,000 $21,807 $218.07 $18,173 $181.73 $14,538 $145.38 {<-{--ll UBC Class S-4 - ------ - - - ----.-- S - - - - U-1 - - - - - - - m - n - CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Consolidated Schedule of Total Construction Fees Construction Types: Construction Types: Construction Types: I FR, II FR II, III, V-1 HR II, III, IV, V-N Base Cost Cost for Base Cost Cost for Base Cost Cost for @ Each @ Each @ Each Project Size Threshold Additional Threshold Additional Threshold Additional UBC Occupancy Type Threshold Size 100 sf * Size 100 sf * Size 100 sf * Q~~fla~!ng Garage (d~tached) 10,000 $23,354 mn _ $46.82 $19,461 _ $3~ $15,569_~~l-22 - .. _ __m_?O,09~e-_~~J>~~ .__.. ... $56.24 $35,069 $46.86 ~~fl.~I-_m $37.~ - 100,000 $70,200 $55.74 $58,500 $46.45 $46,800 $37.16 __ __ ____me-_m 200,000 $125,940 $25.95 $104,950 $21.62 $83,960 $17.30 ___nun .n ______1__ _m_ 590,OQO__m~2mO~ _m $16.91 $!69,81:3. $14.09 _!135,?~01-_m_-.!!!.J2 1,000,000 $288,300 $28.83 $240,250 $24.03 $192,200 $19,22 600 $6,139 $73.27 $5,116 $61.06 $4,093 $48,85 ._____ _ _ ___ ____......______u. :3.,.090_ $7,898 $95.91 __ $6,581 $79.93 $5,265 $63,94 6,000 $10,775 $84.63 $8,979 $70.53 $7,183 $56.42 _.._._._ ____m___ .______m_____._I_.. .12,0<>.0..1- $15,853 $43.06 $13,211 $35.88 . __ $10,568 $28.70 30,000 $23,603 __~27~ ___j19,6~~ __ $22.81 $15,735 __ $_1.fl.~ 60,000 $31,815 $53.03 $26,513 $44.19 $21,210 $35.35 Private Garagel~he~lJ\gri~ulturClIBldg _ __ 40 $~ $~~?9~ $3,738__~~9?2_9 $2,990 f-- $318.63 200 $5,250 $680.48 $4,375 $567.06 $3,500 $453.65 - -------- ----- 400 $6,611 $534.11 $5,509 $445.09 $4,407 $356.07 --- ---------------- 800 $8,747 ___~~L71 $7,289 $248.09 $5,?321__$198'47 2,00()_ $12,320 $185.34 $10,267 $154.45 $8,213 $123.56 4,000 $16,027 $400.67 $13,356 $333.89 $10,684 $267.11 1,000 $6,161 $16.85 $5,134 $14.04 _ _m~4,-1Ql___J11~23 5,000 $6,835 $26.66 $5,696 $2~ $4,557m~17.7? 1 0,000 $8,168 $17.96 $6,806 _ __$1!.~6 ___ ~~,445 $11.97 20,000 $9,963 $11.32 $8,303 $9.43 $6,642 $7.54 ._ __ ___u_ ___ m __ 50,000 $13,358 $6.86 $11,131 $5.71 $8,905 $4,57 -"-00,000 --$16.785 $16.79 $13,988 $13.99 $11,190 $11.19 . _ m nmmJ...2..Q.O____ $3,878 $7.79 $3,232 ___~ ____j2,58~ $5.19 - 2,500 $3,995 $26.77 $3,329 $22.31 $2,664 $17.85 _____-~-:-------m- _ --n4,.o2.0._ _m$4,~97- $10.~ $3,664 __ $8.35 u$2,931-- $6.68 _ ____=-_ __ 6,000 $4,597. n~___ _$~,?~! $37.6.2. $3,065 $30.08 __-_ _m__~OOO m $5,500 $40.17_ $4,583 $33.48 $3,66~ $26.78 10,000 $6,303 $63.03 $5,253 $52.53 $4,202 $42.02 500 $9,365 u$103,97 ___ $7,804 $86.6~ $6,243 __ __$69.32 __ 2.2OQ.__~.!1~~5 $14!1Q $9,537 $117.66 $7,630 _ $94~ 5,000 $14,975 $118.44 $12,479 $98.70 $9,983 $78.96 - --------- .- - - ----------- -1__10,000._.... $20,897 $62.67 ~17,~'1i _____J~~:~2 _$13,931 $41.78 - __ 25,000_$30,296 $39.50 $25,247 nnm~:3.~.91 $20,198 $26.33 50,000 $40,170 $80.34 $33,475 $66,95 $26,780 $53.56 3,000 $12,556 $41.16 $10,~:3.___ $34.~ $8,371 $27.44 ______-=-_ __ __ _..~5!O~ $17,495 __. __._ $51~97 $14,578 $43.31._--. _ $11,664 _ $34.65 30,000__~~5,290 $48,16,-_ $21,07,4 _ $$4190..6163---$$2166,'489631 $~15~.'713--1 60,000 $39,738 $23.60 $33,114 -- -- . -- 150,000 $60,975. _ $15.1.5. __ ~50,_810 $12.62 $40,652 $10.10 300,000 $83,700 $27.90 $69,747 $23.25 $55,803 $18.60 S OccLJEClncy.!~n..CInUI11Provements Deferred Sl.J~rnittal-AII Except R-3 - Deferred Submittal-R-3 ___m_m_ __m__ _ _ _. ___._m_____ - ----- -1- Standard Comm. Foundation wo/Podil .... Standard Comm. Foundation wlPodiu SHELL BUILDINGS _ __ _______ _AILc:>!~er Shell Buildings 500 $12,038 $123.25 $10,032 $102.71 $8,025 $82.17 ------ 1- _.- - nm_.____ --- - ---- .uu_ _._ 2,500 $14~ $169.61 $12,086 $141.34 $9,669 $113.07 _m ---. - 5,000 $18,743 $139.64 $15,619 $116.36 $12,496 $93.09 . .------ --.-.- .-.-.,. --- ---------- -------- - 10,000 $25,725 $74.98 $21 ,438 $62.48 $17,150 $49.98 , - -1- -'- .._ ____un , - 25,000 $36,971 $47.09 $30,809 $39.24 $24,648 $31.39 _m____._.. ------ 50,000 $48,743 $97.49 $40,619 $81.24 $32,495 $64.99 Each additional 1 00 square feet, or portion thereof, up to the next highest project size threshold. (L(-1'L CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Mechanical, Electrical & Plumbing Fee Types Fee ADMINISTRATIVE AND MISC. FEES Travel and Documentation Fees: $ 40,79 MECHANICAL PERMIT FEES Mechanical Permit Fee $ 40.79 Stand Alone Mechanical Plan Check (hourly rate) $ 122.38 UNIT FEES: Residential Appliance New multi-family residential buildings (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial automobile storage areas constructed at the same time, per square foot to and including 100,000 Btuth $ 122,38 New and single and two-family residential buildings not including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot $ 122,38 New commercial buildings and completely remodeled spaces not including the area of garages, per square foot $ 122,38 For the repair of alteration of, or addition to each heating appliance, refrigeration unit, cooling unit, VAV boxes, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by this Code (Commercial) $ 61.19 For each air-handling unit, AlC units, heat pumps to and including 10,000 cubic feet per minute, including ducts attached thereto. Does not apply to central type (Commercial) $ 122.38 For each air-handling unit, AlC units, heat pumps to and including 10,000 cubic feet per minute, including ducts attached thereto, Does not apply to central type (Residential) $ 61,19 Repair/Alteration/Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by this code. (Commercial) $ 122,38 Repair/Alteration/Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit. or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by this code. (Residential) $ 61.19 For each air-handling unit AlC unit, heat pump over 10,000 cfmp to and including 3HP, or each absorption system up to and including 100,000 Btuth. (Residential) $ 122.38 For the installation or relocation of each commercial or industrial-type hood $ 122,38 For the installation of each residential hood that is served by a mechanical exhaust, including the ducts for such hood $ 30,60 For the installation or relocation of each forced-air or gravity-type furnace or burner, including ducts and vents attached to such appliance, up to and including 100,000 Btulh $ 122.38 For each ventilation system which is not a portion of any heating or air conditioning system authorized by a permit $ 91.79 For each ventilation fan connected to a single duct $ 20.40 For the installation or relocation of each forced air or gravity type furnace or burner, including ducts and vents attached to such appliance over 100,000 Btuth $ 122.38 For the installation or relocation of each floor furnace, including vent $ 61,19 L(.-:lj CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Mechanical, Electrical & Plumbing Fee Types Fee For the installation or relocation of each suspended heater, recessed wall heater or floor-mounted unit heater (Commercial) $ 61,19 For the installation or relocation of each suspended heater, recessed wall heater or floor-mounted unit heater (Residential) $ 61,19 For the installation, relocation or replacement of each appliance vent installed and not included in an appliance permit (Commercial) $ 61.19 For the installation, relocation or replacement of each appliance vent installed and not included in an appliance permit (Residential) $ 61.19 For the installation or relocation of each boiler or compressor to and including three horsepower, or each absorption system to and including 100,000 Btu/h (29.3 kw) $ 91.79 For the installation or relocation of each boiler or compressor over three horsepower to and including 15 horsepower, or each absorption system over 100,000 Btu/h and including 500,000 Btu/h $ 112.18 For the installation or relocation of each boiler or compressor over 15 horsepower to and including 30 horsepower, or each absorption system over 500,000 Btu/h to and including 1,000,000 Btu/h $ 132.58 For the installation or relocation of each boiler or compressor over 30 horsepower to and including 50 horsepower, or for each absorption system over 1,000,000 Btu/h to and including 1,750,000 Btu/h $ 152.98 For the installation or relocation of each boiler or refrigeration compressor over 50 horsepower, or each absorption system over 1,750,000 Btu/h $ 173.37 For each appliance or piece of equipment regulated by this Code but not classed in other appliance categories, or for which no other fee is listed in this Code $ 61.19 OTHER FEES: Other Mechanical Inspections (per hour) $ 122.38 PLUMBING/GAS PERMIT FEES Plumbing Permit Fee $ 40.79 Stand Alone Plumbing Plan Check (hourly rate) $ 122.38 UNIT FEES: New multi-family residential buildings (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial automobile storage areas constructed at the same, per square foot $ 61.19 New single and two-family residential buildings not including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot .' $ 61,19 New commercial buildings and completely remodeled spaces not including the area of garages, per square foot $ 61.19 For installation, alteration or repair of water piping water treating equipment $ 40,79 For repair or alteration of drainage or vent piping, floor, area, condensate piping $ 40.79 For each plumbing fixture or trap or set of fixtures on one trap (including water, drainage piping and backflow protection therefore) $ 8.16 For each gas piping system of one (1) to four (4) outlets (Commercial) $ 61.19 For each gas piping system of one (1) to four (4) outlets (Residential) $ 61.19 For each gas piping system of five (5) or more, per outlet $ 61.19 IL-( -1 i CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Mechanical, Electrical & Plumbing Fee Types Fee For each industrial waste pre-treatment interceptor, including its trap and vent, excepting kitchen type grease traps functioning as fixture traps $ 30.60 Kitchen type trap and/or system $ 8,16 For each building sewer, sanitary sewer, and each trailer park sewer (Commercial) $ 20.40 For each building sewer, sanitary sewer, and each trailer park sewer (Residential) $ 20.40 Stormlrainwater systems per drain $ 8.16 For each water heater and/or vent (Commercial) $ 24.48 For each water heater and/or vent (Residential) $ 24.48 Water service (Residential) $ 20.40 Re-pipe per fixture (Commercial) $ 6,12 Re-pipe per fixture (Residential) $ 10.20 For each lawn sprinkler system on anyone meter, including backflow protection devices therefore $ 61,19 For atmospheric type vacuum breakers/backflow not included in item 1 1 to 5 $ 61.19 over 5 each additional $ 61,19 For each private sewage disposal system $ 122.38 For each cesspool $ 122.38 OTHER FEES: Other Plumbing and Gas Inspections (per hour) $ 122.38 ELECTRICAL PERMIT FEES Electrical Permit Fee $ 40.79 Stand Alone Electrical Plan Check (hourly rate) $ 122.38 SYSTEM FEES: New multi-family residential buildings (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial automobile storage areas constructed at the same time, per square foot $ 0.06 New single and two-family residential buildings not including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot $ 0,04 New commercial buildings and completely remodeled spaces not including the area of garages, per square foot $ 0.02 UNIT FEES: Residential Appliances For fixed residential appliances or receptacle outlets for same, including wall- mounted electric ovens; counter mounted cooking lops; electric ranges, self- contained room console, or through-wall air conditioners; space heaters; food waste grinders; dishwashers washing machines; water heaters; clothes dryers; or other motor operated appliances not exceeding one horsepower (HP) in rating, each $ 20.40 fL{ ~ 1) CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Mechanical, Electrical & Plumbing Fee Types Fee Non-Residential Appliances For residential appliances and self-contained factory-wired, non-residential appliances non exceeding one horsepower (HP), kilowatt (KW), or kilovotampere (kVA) in rating including medical and dental devices; food, beverage, and ice cream cabinets; illuminated show cases; drinking fountains; vending machines; laundry machines; or other similar types of equipment, each $ 40.79 Services (Temporary Power) For services of 600 volts or less and not over 200 amperes in rating, each (Commercial) $ 40.79 For services of 600 volts or less and over 200 amperes to 1,000 amperes in rating, each (Commercial) $ 61,19 For services over 600 volts over 1,000 amperes in rating, each (Commercial) $ 71.39 For services of 600 volts or less and not over 200 amperes in rating, each (Residential) $ 40,79 For services of 600 volts or less and over 200 amperes to 1,000 amperes in rating, each (Residential) $ 61.19 For services over 600 volts over 1,000 amperes in rating, each (Residential) $ 71.39 Signs, Outline Lighting and Marquees For signs, outline lighting systems or marquees supplied from one branch circuit, each $ 40.79 For additional branch circuits within the same sign, outline lighting system or marquee, each $ 20.40 Miscellaneous Apparatus, Conduits, Conductors, and Special Circuits For electrical apparatus, conduits and conductors for which a permit is required but for which no fee is herein set forth $ 122.38 Power Device/Apparatus For motors, generators, transformers, rectifiers, synchronous converters, capacitors, industrial heating, air conditioners and heat pumps, cooking or baking equipment and other apparatuses, as follows: Rating in horsepower (HP), kilowatts (kW), kilovolt-amperes (kVA), or kilovolt-amperes-reactive (KVAR): $ 122.38 1 unit $ 30.60 2 through 5 units, each additional $ 30.60 6 and over, each additional $ 30,60 Busways For trolley and plug-in-type busways, each 100 feet or fraction thereof $ 20.40 Receptacle, Switch and Lighting Outlets For receptacle, switch, lighting or other outlets at which current is used or controlled, except services, feeders and meters follows: First 20 $ 40,79 Additional outlets, each $ 2.04 Lighting Fixtures For lighting fixtures, sockets or other lamp holding devices First 20 $ 61.19 Additional fixtures, each $ 3.06 For pole or platform-mounted lighting fixtures, each $ 12.24 For theatrical-type lighting fixtures or assemblies each $ 10.20 OTHER FEES: Other Electrical Inspections (per hour) $ 122.38 {Y. ~ 2(P Work Item Standard Haurly Rate CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Miscellaneous Items Acaustical Review Single Family HamelDuplex-New _ _ .~in9'.e_E~mily _H()m13/.Dup!ex-Additi(>n/A!te.r.a~an Multi-Family/Cammerci~___ _ ___ ____ AddrEl.ss Assigi1.rnelll.~ AI1.t~nnCl- TeJ.ecam Facility Radia _Q.ellu.~rtr"lab~El. Phai1e, frell:.standi[1g Cellular/Mabile Phane.,allached ta buildil1g Applicatian~.l3.l3!i11IL.~_ First Haur Each additianal haur Arbar/Trellis Awning/Canapy (supparted by building) l3alc()l1y-,"dditian Carpart Certificatians ---- Speciallnspectar Certificatian Applicatian .. .MCllElrialsTestin_9.l,ab Certificatian Chimney Chimney Repair__ Clase Existing Openings Interiar wall Exteriar wall Cammercial Caach (per,u,nit) Cave red Parch _.____ __m___ ______~ Deck (waad) Deck Railing Demalitian _~__~~ _____._._____._. ____._ .__m .__~__ Ca~~erciaI1UE_tCJ. 3,Q9()~fL_ _____. Cammercial (each add'l 3,.0.0.0 sf) __~~sldentiClI (u.pt()3,()DD sf) ResidentialJ each_add~I.3,09D_sf) [)isable~~c:cess C()mpliance Inspectian Daar _ _.l'l.e!,..daar, (nanstrLJctlJr'al) New daar (structural shear wall/masanry) Duplicate/ReplacemElnt J()l>..~.rc!_~_____ Fence _Nan-masanry, aver 6 feet in height Nan-masanry, each additianal 1()() If Masanry, aver 6 feet in heJg~_t _ ........Mas()l1ry" eCl..cI1...<idditianaI1 .0.0 If Fireplace Masanry Pre-Fabricated/Metal _._--~._----_._. - --- F~a9.poiEl(()~.r ?Q.fe.Eltinheight) Faund.a!ian Repair Garage (detached) _ _'1v.oCl_dframe .uP ta 1,.0.0.0 sf Ma_sanry upta1,Cl()()s~_. Inspectians_.. ______~ Outside .of narmal business haurs, .0-2 haurs (minimum charge )_ E.ac.h_ac:I.dilianal haur .or partian thereaf Reinspectian fee::::-..pElr_haur~_ _ ____. Inspectians far which na fee is specifically indicated-per _hallr (minimum charge = 1/2 haur) ~ifEl..s_af.Elty Report.____ _ _____ ,., Lighting pole each add'l pale Madular Structures Unit each each -- -..--..---- each ------------ per haur each each each _ haurly _@.lEl....... haurly rate each ------ each each each each each each each each ---- each unit each each each each ---------.- each 3,.0.0.0 sf ___ -._0---_----------- each ___eCl..ch3,()(JD_l)f.. per haur each each - ------------ each . __LJ!'.tCl..1.D.9J.f:.._ each 1.0.0 I.f. up ta 1().o l1:..__ each 1.0.0 I.f. each --------------- each each each each each ulJ_ta .2. tl~ 1 haur 1 haur 1 haur each each ------- ------ -- -- --- each each Fee $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 49.0 $ 245 T----.------~.49D- $ 1n $ 1n $ $ $ $ $ $ $ 367 61 612 -,--------- 245 $ $ $ $ $ $ $ $ $ $ $ $ $ $ 122 734 ------- 367 367 ---------- 734 122 551 612 245 3.06 367 979 979 122 122 3.06 673 551 4,161 2,57.0 49.0 49.0 428 428 734 857 428 428 245 367 61 612 428 337 734 1,1.01 1,1.01 245 122 122 (l{ -11 CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Miscellaneous Items Work Item Unit Standard Hourly Rate Partition-C~~!s:~, _I_rlte,tjor (u~ to~Q ,LfJ, Addition~J>~rti~o_rlu__ _._n _._ _n_. Partition-Residential, Interior (up to 30 Lf,) __.~dditional partition Patio Cover Wood frame ------- Metal frame Other frame ----- ---------- ------------- ___~~dJt~on~F<l~o_ . E_nclosed, wood frame __El1cl()5El.d,_ metal frame_ _Erls:I().5El.~, otherfralT1~ _ _n_____ Additional enclosed patio ,=,hoto~()lta!S:~y's~elll Residential gommercial, up to 4 kJlowatts Commercial, each additional 1 kilowatt Pile Foundation ------~---_.- ._--~--_. -.- ~s~in.,~las:~_C.Clllcr~tE!l!ir~~1QJ:>i~ Additional Piles (increments of 101.. _ Driven (steel, pre-stressed concrete) Additional Piles (increments_ClUO) Product Review Remodel-Residential Kitchen Bath Other Remodel -"-- --- ------- Additional remodel - ".- Re-roof -----..--.. Residential Multi-Family Dwelling Commercial Commercial (first 5,000 sf) ___~rnlTlercial (e~ch a~d'l 2,500 sf) Retaining Wall (concrete or maso.nry) StandardJuE.t050If) Additional retaJnin~I w~lI.._ Special Design, 3-10~i9I1Jup t~50 If) ~cj~Jtional retaining wall _Special Design. over 10' hig,h ~up to 50 If) Additional retaini.ng .V{a.I!. m_____________ Gravity/Crib Wall, 0-10' highJ.up to .5~I!)______ Additional Gravity/Crib Wall ____ .u. ~1"Cl'~'ity~~r~ Wall. over 10' high (up to 50Jf). A_dcji!!.o_rl~ Gr8'litylCrib Wall Revisions Commercial New Tenant Improvement SFDWL Addition Remodel Roof Structure Replacement Additional roof structure replacement Sauna-steam ---- Siding Stone and Brick V_en.eerJinterior.<>r.El_)(tElri~ All Other Additional siding Signs Directional .. Each _ajditional Directional Si911. _ . __ul't() 30 Lf._ $ each 30 Lf. $ upto 30 Lf, $ each 30 Lf. $ ._.lle~olQ.Osf_ ...llE..!0 300 sf __lIP_t()3QQ.~_ each 300 sf upto300sf uP.!o 300 sf m_.lJE..l.01.00 sJ_ each 300 sf each up to 4 kW each 1 kW ____ __..'Jfl.lCl.1Q.____ each 10 _ __-.ll.P to 1 0 each 10 _~ hour ___ _____ ___.lP to 300 s~ ~ to 30.0 sf up to 300 sf each 300 sf each 100 sf each 100 sf each each 2.500 sf upto 50 L f, each 50 I.f. _ ~Pm~o5OJL_n each 50 I.t, l!pt..o.15Ql:f.___ each 50 L f, ---..-.. --- _l!.I'.!Cl.15Q.I!: _ each 50 L f, _upto~, each 50 L f, each each each each each uJJ to 100 sf each 100 sf each up to 400 sf up to 400 sf each 400 sf each each Fee $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 551 551 ----- 367 61 $ $ $ $ $ ----- --------- -- $ $ $ $ $ $ $ $ $ 734 612 857 734 918 795 ------~ 918 795 918 795 $ $ $ $ $ $ $ $ 734 734 ---------- 734 612 612 612 490 673 $ $ $ 551 ---------- 367 184 $ $ 122 428 92 428 92 612 612 612 490 734 734 734 612 300 612 245 857 734 857 734 122 13 13 337 153 245 122 (L{ -If CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule D - Miscellaneous Items Work Item Standard Hourly Rate ~ ~.. -- --------- -- -- _ QrE..und/Roof/Prole~tinj! Signs Mast~ Plan Sign Check .____________ Rework_o.!.<lJ1Y_El)(is~ng Ground Sign ~ther Sign un .___._.._. ~El~nspection Fee _ _ _, W all/Awn ing~~9 n ,.l'Jon- Electric Wall, Electric Skyligl1t.. .. Less than 10 sf Greater than 10 sf or structural Solar Panels ~airs-First Flight Each additi(~nalfli9h!......._ Storage_Rack~_ 0~8' hi9!1_(llP to.!.OOJf) each additional 100 If ------~ ..".--------- _ over 8' high (up!o.1QO If) each additional 1 00 If ---- Stuc~_Applications . _Additional Stuc<:<l. ApplicatioJ1_ Supplemental Inspection Fee-If a project requires significantly more inspections than average. the Building Official may charge additional inspection fees .________. First 1/2 hour minimum Each Additional hour - - ------------ ----- ---.------- S.lJ.ee~emental Plan Check Fee (aft.Elr2!1d.review) First 1/2 hour minimum ..,-------..- Each Additional hour Swimming PO~I/Sp.<l........ ~yl:lined (up to_8QO sf) fibElrglass_____n _ ~!tEl (up to 800 sf) __Additional pool (over 800 sf) Commercial pool (ueto_800 sf) Co~mercial pool (o:-'E:l!.. 800 sf) Spa or Hot Tub (Pre-fabricated) Windowgr SlidingJ3I<1~!i Door _ , ...BElelaceIl1Elnt (each 8 wind()wsLmm_. New Window(r1~stl'uctural) .~E:l\\' window (structural shear wall/masonry) Bay Window (structur<ll)_ Unit each each each each each ---------..------ each each each each ------------ !iysiell1 _~rst flight PElr flig!1!___ first 100 If each 100 If --- --------- first 100 If each 100 If ------------ up to 400 sf each 400 sf first 30 min per hour first 30 min per hour each each -- -----------_.. each each 100 sf each each each each 8 - ---.--------- ---- each each each $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Fee 306 ------- 306 306 306 61 -- --------------~ 245 245 306 61 337 92 ----------_.~ 428 31 61 ------- 122 -- ------------- . 857 ----- 612 ____1,346 184 1,713 214 306 367 --------- 428 734 734 122 367 673 300 306 184 61 122 {4--1 i CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule C - Definition of Planning Fee Services Maior Five thousand or more square feet commercial; 10,000 or more square feet office/industrial; eight or more residential units. Minor Less than 5,000 square feet commercial; less than 10,000 square feet office/industrial; less than eight residential units. Appeal A request from the project applicant or interested party to reverse or amend a decision made by staff or an advisory body. An appointed public official serving on the board that made the decision subject to the appeal, an appointed public official serving on a board that is directly affected by the decision and the City Council members are exempted from the fee requirement. Directors Application An application that receives final approval by staff either via an advertised public hearing or non-hearing format. The application may involve a pre-application meeting and/or Environmental Review committee reVIew. Temporary Sign Permit A staff review of a temporary sign application that includes an evaluation of the sign request, the entry into the temporary log and site review by Code Enforcement Officers. The permit fee is in addition to the submittal of a deposit to guarantee removal of the sign upon expiration of the temporary permit. Tentative Map: Five or more parcels. Parcel Map: Four or less parcels. Housing Mitigation Fee Fee collected is used to construct new affordable residential units for Cupertino residents and employees. The fees mitigate the need for affordable units caused by expanding offices, retail, hotel and industrial buildings creating new jobs and new residential development creating a need for more affordable development. · An impact fee shall be assessed on any new retail, hotel and office/industrial development applications. The following uses shall be exempt from the impact fee, but still required to provide Below Market Rate Housing as part of a residential development: projects in a redevelopment project area and mixed use projects providing two thirds residential and one third retail/office. · An in-lieu fee shall be assessed on all new residential units in developments of six units or less and all single family houses. NOTES: Mixed use applications will be classified based upon the highest intensity and review process. The Director of Community Development will have discretion to classify projects based upon the above criteria. ly-30 CITY OF CUPERTINO Resolution 07- Fees Effective May 7, 2007 Schedule C - Planning Categorical Exemption $197.00 Design Review Committee - Architectural and Site Approval $2,840.00 R-l Design Review $1,972.00 R-l Exception $2,215.00 Sign Exception $1,660.00 Fence Exception $565.00 Director - Variance $1,418.00 Director - Minor Modification $992.00 Director - Tree Removal $819.00 Minor Residential Permit $992.00 Temporary Use Permit $1,133.00 Temporary Sign Permit $166.00 Sign Program $568.00 AppeallPetitions for Reconsideration $149.00 Zoning, Planning, Municipal Code (Building Permit Fees) CommerciallM ulti -Family Residential Single Family $0.22/sq. ft. $0.12/sq. ft. Wireless Master Plan Fee: Equipment Mount on Existing Light Standard or Utility Pole $5.15/mount Wireless Master Plan Fee: Other Personal Wireless Facility $1,030.00/facility Housing Mitigation In-Lieu Fees Residential Office/IndustriallH otellRetaillR&D $2.50/sq. ft. $4. 75/sq. ft. Stevens Creek Blvd. Specific Plan Fee $.044/sq. ft. Zoning Verification Letter $150.00 For all projects requiring more than 48 hours of stafftime, applicants will be charged at the hourly rate of $113.00 per hour, which includes staff time, overhead and administrative oversight. IL( - J ( FINAL REPORT CITY OF CUPERTINO BUILDING USER FEE STUDY FEBRUARY 16, 2007 /' MAXIMUS' IlEU'ING GOVERNMENT SIiRVIi TilE I'EOI'l.E" CITY OF CUPERJINO {L{- 3 L MAXIMUS HELPING GOVERNMENT SERVE THE PEOPLE" February 16, 2007 Mr. David Woo, Director Finance Department City of Cupertino 10300 Torre Avenue Cupertino CA 95014-3255 Re: Final Report-Building Fee User Study Dear Mr. Woo: On behalfofMAXIMUS, I am pleased to present you with this final report of the Building Fee Study. Working as partners with the City, we identified all costs associated with the City's building processes and allocated those costs fairly and appropriately to all of the Department's plan check and inspection activities. Further, we included Citywide overhead amounts and other departmental support costs to ensure that all applicable costs have been incorporated into the fee study. Significantly, we implemented the NEXUS fee model for building activities, which moves the City away from a valuation-based fee schedule to one that is more legally defensible, and is based entirely on the cost of providing services. Among the significant results of the study are the following: . The City has the opportunity to raise an additional $623,000 annually in Building fee revenue-an amount that the General Fund is currently subsidizing the development community. . City staff are recommending that the City Council subsidize photo voltaic and solar panel permits, at an expected annual cost to the General Fund of approximately $3,000. We want to thank City staff who participated in this study, particularly Greg Casteel, Larry Squarcia, and Kiersa Witt, all of whom were instrumental in driving this project to completion. Sincerely, ~c~ Brian A. Foster, Senior Manager MAXIMUS Financial Services Division 4320 Auburn Boulevard, Suite 2000 Sacramento, CA 95841-4154 Phone: (916) 485-8102, ext. 305 Fax: (916) 485-0111 E-mail: brianfoster@maximus.com IL{ - J3 City of Cupertino Building User Fee Study' at MAXIMUS COST STUDY The purpose of this study is to determine the full cost of operations and the maximum fees that may be assessed. EXECUTIVE SUMMARY BACKGROUND AND APPROACH The City of Cupertino engaged MAXIMUS to conduct a detailed cost of services study for the City's Building fees. Throughout the Fall of2006, MAXIMUS conducted the field work associated with this study, and during January, 2007, we worked with City staff to reconcile and balance the fee model. Through this study, we determined the full cost of services offered by the specific areas for which user fees are currently being charged or could be charged. Full cost, as used in this report, includes all legitimate direct and indirect costs associated with providing each service, including direct support costs from other divisions, plus departmental and Citywide overhead. This study is not an "audit" of the processes and procedures employed by the various divisions; rather, it is a snapshot of the current full cost by service and/or activity. From this vantage point, there are no "good" or "bad" results, only a determination of current levels of expenditures according to the overall direction of the City Council. Cost determinations result from an essentially simple formula: multiply a productive hourly rate by the number of hours required to complete the task. It is the correct identification of the underlying components of rates and hours that gives the analysis structure and validity. MAXIMUS uses specially designed, proprietary software to ensure that all operational components are identified and incorporated into the final determination. The methodology emulates the principles of Activity Based Costing (ABC), which provide for the identification of work components/activities, and the assignment of dollar values to the resulting time allotments. With the costs now identified, the final objective of the study is the presentation of the results to the City Council for their decision. Cities typically choose to recover full costs of their activities where an applicant for a discretionary service will obtain a- specific monetary or personal benefit. The fee schedules incorporated herein show the maximum fee levels that the City may assign to each fee. The City Council may set the adopted fee levels at any amount less than those shown. (A fee set at a higher level than that shown in the study would reclassify the fee as a tax, which would require voter approval under the provisions of Proposition 218.) USER FEE DEFINITION It is important to understand the essential concept of a user fee revenues-as opposed to other governmental revenue sources: Ii - 3L{ City of Cupertino Building User Fee Study * MAXIMUS USER FEES User fees recover the cost of doing business in exchange for the personal or financial benefit received. REVENUE OPPORTUNITY The City may raise $623,000 annually through full cost recovery fees. A user fee is an amount charged for a governmental activity or service that is performed at the request of and specifically for, a particular individual, business, or group, as opposed to a service for the community as a whole. An example of the former is a requestfor a zoning change to initiate a new business. The applicant will be gaining a specific economic benefit from that zoning change not shared by the community at large. An example of the latter is police or fire protection, which is considered a community-wide activity and is supported through taxation. REVENUE RESULTS The results of this study revealed significant opportunities to increase revenues through user fees. Specifically, opportunities come from a variety of factors, which are commonly found within these studies: . Increasing Productive Hourly Rates to reflect fully-burdened departmental cost . Acknowledging the total Citywide activities required to provide a service (cross-departmental support) . Generating reasonable, estimated times required to complete each task. In most areas studied, we found an overall current subsidy provided by the City to the fee-payers, i.e., the City is charging less than the full actual cost of providing services. Based on conversations with staff, these subsidies reflect a mixture of both intended and unintended choices. The results of the analysis demonstrate the full cost of providing each of the fee- related services included in the study, estimated revenue from the current fees, and the resulting current subsidy. A summary of the City's revenue opportunities is provided in the table below: Revenue Potential Summary Current Full Cost Fee Type Revenue Revenue New Construction $2,917,207 $3,325,290 Miscellaneous Items 521,762 784,064 MEPs 103,711 56,784 Total $3,542,680 $4,166,138 Annual Subsidy $408,083 262,302 (46,927) $623,458 As shown above, the City is expending $4.2 million on user fee services, while it recovers only $3.5 million, a net subsidy of $623,000 from the General Fund to the development community. MAXIMUS typically recommends that City Councils establish user fee levels at 100 percent recovery rates. If the City Council were to adopt a full recovery fee schedule, and if the City were to experience the same level of service activity as it has in the past, then the City would realize annual revenue increases of approximately $623,000. IG(- 3) City of Cupertino Building User Fee Study a /' . MAXIMUS Please note that the Current Revenue figures in the table above will not match actual fiscal year revenue, as they were computed by multiplying the current fee levels by a past count of unit volume to yield the full cost model. We do not use actual revenue in our equations due to timing issues-permit activity is often recorded towards the end of one fiscal year, but activity commences in the following fiscal year. Our approach provides an apples-to-apples match-up for analytical purposes. The individual fee levels, along with the full cost recovery rates, are shown in the Appendix. The remainder of this report details the approach, methodologies, and results of the MAXIMUS study, The data sets that comprise the user fee models are on file with the City's Community Development Department, Building Division. IY- 30 City of Cupertino Building User Fee Study - MAXIMUS USER FEE SCOPE AND METHODOLOGY SCOPE The principal goal of this study was to calculate the full cost of providing user fee services, including all direct, indirect, and support costs. Secondary objectives of the study included: . Structuring the fees to accurately reflect the processes and organization of the division. . Simplifying the fee schedules to make them easier to implement and understand. . Ensuring a connection between fees and the cost of services provided. . Ensuring that the fees are logical and defensible. . Providing a revenue projection based on the full recovery of City costs. The study employed our rigorous, proven project approach and analytical methodology to evaluate the department's costs for user fee-related services. We based the analysis on existing data, when available, and on estimates provided by the respective departments. The study focused on the actual cost of services, as the departments currently provide them. We did not examine or evaluate the effectiveness, efficiency, or value of the departments' programs, services, or operations. In short, we studied the cost of operations as they are, not as they might be. Departments and divisions analyzed included the following: . Community Development, Building Division . Community Development, Planning Division (costs, as provided, in support of Building) . Engineering Design (costs, as provided, in support of Building) . Traffic Engineering (costs, as provided, in support of Building) METHODOLOGY The approach, philosophy, and methodology of User Fee Study are as important as the final outcome. While the calculation of a cost of a specific user fee is important, it is equally important that this number be defensible, clearly understood by staff, and useful for improving long-term performance. Our costing methodologies meet these criteria by: . Providing cost calculations that are easily defensible. . Involving staff in a highly collaborative fashion. . Developing costs from the "ground up." . Identifying all costs associated with fees. {l.l ~ 31 City of Cupertino Building User Fee Study * ./ ~ MAXIMUS NEXUS FEES The new Building Fees will be based on square footage and type of construction, not construction value. . Projecting revenue at "full cost." . Including Advanced Methodologies-NEXUS. . Identifying pricing issues that will impact operational efficiencies. . Including an implementation strategy. . Laying the groundwork for operational improvement. Our costing process was developed using the NEXUS computer model, which incorporates the principles of Activity Based Costing. NEXUS MODEL Building fees have traditionally been set based on structural valuation. This method is exceedingly difficult to correlate to services provided and the resultant fee for those services. To provide our clients with a workable, defensible building fee schedule, MAXIMUS developed a specialized application for the determination of building inspection and plan check costs: the MAXIMUS model. NEXUS complies with California's (and other states') legal imperatives calling for a direct relationship (nexus) between fees levied and services provided (California Government Code 66014 and California Attorney General's Opinion 92-506). NEXUS calculates plan checking, inspection, "trades" components, and miscellaneous fees based on a combination of productive hourly rates and standard times to complete tasks, scaled and modified by varying square footage and construction types. This approach represents a distinct change in fee calculation and administration. Assuming adoption of this approach by the City, an applicant for a new construction project will no longer provide staff with the estimated value of the project (which can vary significantly based on the cost of materials, current economy, etc.). Rather, the new fee will be based on the square footage ofthe project and the type of construction (e.g., residential home, office building, hazardous materials building). The NEXUS model determines the appropriate fee, based on typical square footage sizes and 100 square feet increments. The fee will recapture all plan checking, inspection, and mechanical, electrical, and plumbing, (MEP) costs for that particular project. We developed other fee tables to accommodate various "miscellaneous" and MEP activities. The fee schedules are provided in the Appendix to this report. Ie( - 3 r City of Cupertino Building User Fee Study a /' oUl MAXIMUS BUILDING DIVISION FINDING AND RESULTS BUILDING DIVISION ACTIVITIES The Building Division is responsible for the issuance of building permits, reviewing building plans for code and safety compliance, and providing inspection services. The City currently establishes building permit and plan check fees in the same manner as most municipalities have historically done-by basing fees on a modified version of rates included in the Uniform Building Code (UBC), and on construction valuation tables published periodically by the International Conference of Building Officials (lCBO). Consequently, Cupertino's Building fee revenue largely correlates with construction valuation. Our NEXUS methodology builds a cost structure that is based on time estimates for each phase of project plan check and inspection, and on each building's type and size. The result for new construction permits is a unit cost per square foot, and in the case of miscellaneous permits and sub-trade items, a cost per unit. The resulting fees are fair to both the applicant and the jurisdiction: they are definitive, practical, and legal. As part of our analysis, we aggregated Building Division staff hour allocations by type of activity. Specifically, we aggregated staff time across the following four categories: . New Construction Plan Check . New Construction Inspection . Miscellaneous Items . MEPs (Mechanical, Electrical & Plumbing) The chart below shows the equivalent full-time staff devoted to each of these four activities. (c{ - 3 '1 City of Cupertino Building User Fee Study - MAXIMUS FTE Use by Activity Type 0,0 , ---~..,~........ -,-~,., Full-Time Equivalent (HE) Staff ::: \......_,. 8,0 60 \. 4.0 ~ 2,0 a- (:~e; ",-0<C- >::- e;u f$''' " 9.,'Ii ,,<:I "e; {j ,/ "'<c- ~" ~ ",-0 ,/ e;o U ",0 ,,'Ii~ ,,;;.V U -" ^" ~v ue; (Jo' >::-" ~Cj (,,0 .;;.e;~ e;~ ~ The chart above indicates that the Building Division currently allocates approximately 10.6 FTE to New Construction Plan Check (at present through contractual services), 7.6 FTE to New Construction Inspections, 4.6 FTE to Miscellaneous Items, and 0.3 FTE to MEPs. It should be noted that these staff full-time equivalents are already adjusted to take into account vacations, sick leave, meeting times, etc. Therefore, the actual number of persons assigned to each of those activities is greater. Within New Construction, we also broke down the staff allocations by residential versus commercial activity (it is impossible to allocate Miscellaneous and MEP time to residential versus commercial, since permit data are not tabulated in that manner). Of the 18.2 FTE working on New Construction projects (including contract support), 13.6 FTE are allocated to residential construction, while 4.6 FTE are allocated to commercial construction. These staff allocations are depicted in the graph below. Iy-L{O City of Cupertino Building User Fee Study a /' J MAXIMUS FTE Use-Commercial VS. Residentia 14.0 12.0 Full-Time Equivalent (FTE) Staff 10,0 8,0 6,0 4,0 2,0 0,0 i;)W ~, ~(:' cP i/ ~o ~.:J' >:-" cP ~~ ~ ~W ~<c' Co'?) ~~ i/ &-0 ~v >:-" cP 'b~ "" I I 1 I , . J , BUILDING DIVISION FINDINGS The cost analysis of Building fee-related services indicates that the Division is providing a subsidy to the building community-currently, the City is recovering about 82 percent of its cost of providing building-related services. The current recovery rate is in line with other communities that have not reviewed their fee structure in detail over a series of years. The City's current General Fund subsidy is provided out of two of three building fee categories: $408,000 in new construction, $262,000 in miscellaneous items, and an excess recovery of $47,000 in MEPs, for a total of$623,000. These figures are shown in the table below: Revenue Surplus/Subsidy Computed Rev Computed Rev Current Public Subsidy/(Surplus) Percent Building Fee Category from Current from Full Fees & Increasel Fees & Volume Volume Subsidy (Surplus) Percent of Total Decrease New Construction $ 2,917,207 $ 3,325,290 $ 408,083 65.5% 14.0% Misc. Items $ 521,762 $ 784,064 $ 262,302 42.1% 50.3% MEPs $ 103,711 $ 56,784 $ 146,927) -7.5% -45.2% Total Revenues $ 3.542 680 $ 4 166.138 $ 623 458 100.0% 17.6% I ti -L{ t City of Cupertino Building User Fee Study a. ./' ~Ul MAXIMUS The distribution of potential revenue within the Building Division is also presented graphically below: Full Fee Revenue, by Type $3.500,000 $3,000,000 $2,500,000 $2,000,000 $1,500,000 $1,000,000 $500,000 $0 . ~o~ ~(j cf 0<:- () q,~ ~ ~'" ~q, (j' ~'" 9." ~<t; The graph above shows that the clear majority of the Building Division's revenue (and work activity) is in New Construction, while Miscellaneous Items comprise a fraction of New Construction's total. MEP revenues are a minor component to the Division's revenues (they are already incorporated into New Construction for new buildings). The Appendix includes a full set of fees, by construction type. It might be worth noting, by way of example, that a typical 4,000 square foot Residential home (UBC Type R-3) currently pays approximately $11,067 in fees. Under the full cost recovery model, the fees would actually decrease to only $5,782-the increases in fees overall would be generated from other construction types. lL{-l{ ~ City of Cupertino Building User Fee Study a ./ . MAXIMUS USER FEE CONCEPTS AND IMPLEMENTATION STRATEGIES GENERAL FEE PRINCIPLES Local governments are funded from a variety of sources, primarily taxes, subventions, fees, special charges, fines, and grants. As the traditional provider of basic services, cities and counties are constantly struggling with securing sufficient funding to pay for the services expected, demanded, and/or desired by the citizenry. Many local government services are "global" in nature (e.g., police and fire protection, library, recreation, open space, etc.). Other services benefit a particular segment of the population, most often providing a direct monetary or personal benefit to the recipient. It is in this latter group that subsidy and recovery issues are brought to the fore. Given the nature of government financing, if the costs of providing specialized services are not fully recovered, there must be a decrease in funding for other public good activities. User fee services are those services provided by a governmental agency on behalf of a private citizen or group. The assumption underlying most fee recommendations is that the costs of services benefiting individuals, and not society as a whole, should be borne by the individual receiving the benefit. Setting user fees, therefore, is equivalent to establishing prices for services. (Governmental agencies are not allowed to make a profit in the provision of services.) For most fees, governments typically set the fee level to recover the cost of providing each service. It is generally accepted that recovery of costs should be in direct proportion to the individual or specific gain for services. For example, if a developer wants to rezone farm land for a housing development, the City may not want to charge that business a fee less than full cost, since to do otherwise would require a subsidy paid by the general citizenry (who do not share in the particular benefit). Where new development causes an increase in infrastructure requirements, that increase should logically be shared pro rata with the existing area, proportionate to the degree that the new development benefits from the infrastructure. Conversely, a recreation program could logically be subsidized from the general tax base in order to promote the overall well-being of the general public, or to achieve specific socia-economic objectives. IMPLEMENTATION STRATEGIES There is a natural reluctance to raising fees. The community has grown accustomed to the existing fee level, and generally has a vested interest in maintaining the status quo. Increased fees absorb otherwise-committed dollars. Politically, there are winners and losers associated with any change in fees. tL{ -Lt 3 City of Cupertino Building User Fee Study a ./' ~Ul MAXIMUS Viewed from the vantage point of the average constituency wanting a wide range of governmental services, setting fees at or close to full cost recovery (recreation excepted) can be acceptable when the following can be demonstrated: . Persons or groups not sharing in a specific benefit should or will not share in that cost via a subsidy; . The fee is for a required service that benefits only the applicant; and . The applicant's desired service level is achieved. The issue of fee subsidization is relatively simple: someone must pay. When governments subsidize activities instead of recovering full costs of operation, there is less money for the jurisdiction to accomplish other goals. Typically, the public's desires and demands for services outstrip the government's ability to raise sufficient funding to provide those services. While governments typically choose to subsidize certain activities for the greater public good, e.g. recreation activities for youth, seniors, and the disadvantaged, if they also subsidize activities like planning appeals (which benefit only the applicant), they will have fewer dollars for general activities. The following matrix graphically portrays the various types of governmental services and the logical payers ofthose services. User Fee Payer Matrix (WhO BenefitS?) (service Type) ~axes vs. Fee~ Community Public (e.g., Police Patrol) 100% Taxes Primarily the Community, with less Individual Benefit Public/Private (e.g., Fire Suppression) Primarily Taxes, Some Fees Primarily the Individual, with less Community Benefit Private/Public (e.g., Community Services) Primarily Fees, Some Taxes Individual Benefit Only Private (e.g., Land Use, Building Permits) 100% Fees As shown above, police patrol would logically be funded by taxes, while a private development subdivision would be funded by user fees. Our experience is that most applicants for planning and building services are more concerned with the quality of the service than an increase in the operating fee-time is money to the applicant. While not embraced joyfully, fees raised to I L{-L{L{ City of Cupertino Building User Fee Study a MAXIMUS recover full costs are invariably accepted as a part of doing business, as long as the value to the applicant is provided. FACTORS LIMITING FULL COST RECOVERY There are six factors that typically limit a jurisdiction's full recovery of costs. All of these factors were evidenced in this study for the City of Cupertino, as they are usually in other jurisdictions. All six factors were corrected or otherwise addressed in the recommended rate structures. The six factors are as follows: . Inaccurate labor rates . Reliance on time & materials (hourly) fees . Incomplete estimates of labor utilization . Incomplete fee schedules . Past practices to subsidize User Fees . Insufficient updates Each of these six factors is addressed in detail below. 1) Inaccurate labor Rates One of the primary factors limiting the full recovery of costs is that labor rates do not capture 100 percent of costs. The following list includes costs that are generally not fully accounted for in rate calculations: . Annual accrual of sick leave . Annual holiday leave . Time associated with management leave . Time associated with routine management & staff meetings . Expenses associated with Citywide overhead (which often become dated) . Expenses associated with divisional and/or departmental overhead . Expenses associated with administrative staff support 2) Reliance on Time & Materials (Hourly) Fees Theory would suggest that the most equitable way to charge a client for a service would be to track the total time and charge an hourly rate based on the personnel cost of the person(s) providing the service. The reality is that this system is flawed. Several factors make this system inappropriate: . Without a precise time tracking and automated tool that monitors 100 percent of staff time, the times which staff do assign to projects are nearly always underestimated. . Hourly rates are habitually too low and fail to capture the following: I L{--Ll5 City of Cupertino Building User Fee Study a ./ - MAXIMUS . Overhead expenses, vacation, sick leave, holiday, and other "non- productive" time, and . Time spent on support activities such as counter duty, database maintenance, general administration, training, and meetings. . Divisions are typically not asked to set measurable objectives on billable hours that one might see in the private sector with similar professional disciplines. While not all of the factors have been observed in the City, in general, they all contribute to the under recovery of costs, where applicable. 3) Incomplete Estimates of labor Utilization There are two primary reasons why estimates of labor utilization for any given service are inaccurate, as follows: . They fail to identify the work processes, activities, and tasks associated with the service. Therefore, estimates oftime are typically underestimated by a significant margin. To address this problem, MAXIMUS takes an extra step to first identify and define the work processes that actually produce City services. . They fail to capture cross-departmental support or system-wide labor utilization. These efforts were an important factor in reviewing City services, and every effort was made to identify and capture these additional costs. 4) Incomplete Fee Schedules Outdated or incomplete fee schedules are often a primary reason why a City does not fully recover its costs. MAXIMUS spends additional time with each department to identify those services that should be added to the fee schedule, those that should be deleted, and those that should be split into sub-categories to reflect more accurately the City's services. 5) Past Practices to Subsidize User Fees Many jurisdictions establish unwritten policies or encourage a practice of subsidizing user fees. Often, the objective is keep user fees low to encourage economic development. While there is little evidence that the level of user fees on the whole has any impact on economic development, the result of these policies or practices is often the inability of staff to keep up with workloads. As economic development occurs, the ability for the City to finance these services is severely constrained. 6) Insufficient Updates A common finding in our studies is the lack of a formal user fee update process. The traditional method of adding an inflationary increase, typically by the {I-{~Lf ~ City of Cupertino Building User Fee Study a ./ .Iffl...... MAXIMUS Consumer Price Index (CPI), often fails after a year or two. Increases based on inflation fail to capture cost increases resulting from changing regulatory requirements and the associated changes in work processes. il{-l{7 City of Cupertino Building User Fee Study a ./ ~ MAXIMUS RATE INCREASES Annual fee level adjustments based on labor rate changes match most closely expenditure cost changes. FUTURE UPDATES MULTI-YEAR FEES MAXIMUS develops its fee analyses on the most accurate up-to-date budget data available. Once fee adjustments are implemented, we recommend updating the fee calculations periodically to account for changes in costs over time. The development and use of an automatic fee increase mechanism normally provides a level of convenience and efficiency, because staff do not have to recalculate cost recovery percentages each year. However, the use of a sub-optimal approach can result in cost increases significantly outpacing actual cost (fee) increases. In the case of Cupertino, there is another issue that is unrelated to typical inflationary adjustments: Citywide overhead rates. The City's current overhead rates have not been updated since FY 2003-04. While we applied a CPI factor to those rates, it is expected that actual rates are increasing faster than inflation. In general, to ensure that jurisdictions receive appropriate fee increases that reflect the actual growth in cost, MAXIMUS identified two alternatives: Alternative 1) Update the Fee Model Annually The most accurate method to ensure accurate fee increases is to recalculate fees based on new staffing and expenditure figures each year. However, this approach would likely be the most time-consuming (and expensive) ofthe alternatives, as it requires significant financial analysis and a repeat of the approval process. Another reason to perform a new fee study is if there are structural changes within the Building Division. There is presently consideration regarding the level of contract support versus in-house staff support. Should that mix of service provision vary, then a new fee study might be warranted. Alternative 2) City labor Costs (Recommended Alternative) Labor costs comprise the bulk of expenses for most government services, particularly building. Consequently, changes in labor costs drive the overall change in operating costs. To recover these increased costs more accurately, jurisdictions can insert into the rate schedule a fee increase factor that is based on known and anticipated labor cost increases, such as programmed cost of living raises, association agreements, salary step increases, benefits increases, and other salary or benefit enhancements. Labor costs are generally easier to predict than most other costs, since most agencies have greater control over their internal costs. Furthermore, common CPI factors are not specific to the regional economies of many communities. As a H -4 f City of Cupertino Building User Fee Study a 'f l' ./ ~ MAXIMUS result, MAXIMUS believes that an adjustment based on spe~ific labor costs would be the most accurate indicator of overall operating cost increases. (~ -l{1 City of Cupertino Building User Fee Study a MAXIMUS ApPENDIX: BUILDING FEE SCHEDULES NEW CONSTRUCTION FEE SCHEDULE NEW CONSTRUCTION REVENUES MEP FEE SCHEDULE MISCELLANEOUS FEE SCHEDULE (l{--- s-v City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard .-- A-1 - 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 A-2 - 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 A-2.1 - 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 A-3 - 250 - - 1,250 - - 2,500 - - 5,000 - 12,500 25,000 A A Occupancy Tenant Improvements 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 B Banks 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 P \ Vj MAXIMUS, Inc. . . UNIT COSTS .... - . . . Average Cost Actual Unit Current Surplusl per SF Cost Fee (Subsidy) Each Fee 7.3719 $ 7,372 $ - $ 17,372\ 1.9604 $ 9,802 $ - $ (9,802) 1.3711 $ 13,711 $ - $ (13,711) 1.0386 $ 20,772 $ - $ 120,772) 0.6272 $ 31,360 $ - $ 131,360) 0.4263 $ 42,630 $ - $ 142,630 7.3719 $ 7,372 $ - $ (7,372) 1.9604 $ 9,802 $ - $ (9,802 1.3711 $ 13,711 $ - $ (13,711 ) 1.0386 $ 20,772 $ - $ 120,772' 0.6272 $ 31,360 $ - $ 131,360' 0.4263 $ 42,630 $ - $ 142,630' 11 .4325 $ 5,716 $ - $ 15,716) 2.9078 $ 7,270 $ - $ (7,270) 1.9657 $ 9,829 $ - $ 19,829) 1 .4302 $ 14,302 $ - $ 114,302) 0.8472 $ 21,180 $ - $ 121,180) 0.5692 $ 28,460 $ - $ (28,460) 21.4081 $ 5,352 $ - $ (5,352\ 5.2450 $ 6,556 $ - $ (6,556' 3.4384 $ 8,596 $ - $ (8,596) 2.4057 $ 12,029 $ - $ (12,029' 1.3971 $ 17,464 $ 21,554 $ 4,090 0.9270 $ 23,175 $ 104,999 $ 81,824 6.4779 $ 3,239 $ - $ 13,239 1 .6806 $ 4,202 $ 1,362 $ 12,840 1 .1538 $ 5,769 $ 6,538 $ 769 0.8554 $ 8,554 $ 2,709 $ (5,845) 0.5113 $ 12,783 $ 11,750 $ (1,033) 0.3454 $ 17,270 $ 41,067 $ 23,797 10.9635 $ 5,482 $ - $ 15,482) 2.7787 $ 6,947 $ - $ (6,947' 1 .8731 $ 9,366 $ - $ (9,366' 1.3582 $ 13,582 $ - $ 113,582) 0.8031 $ 20,078 $ - $ 120,078' 0.5390 $ 26,950 $ - $ (26,950' - c- REVENUE IMPACTS' .. Annual Annual Actual General Annual Cost Revenue @ Fund Subtotal Current Fee Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 26,196 $ 32,331 $ 6,135 $ 34,763 $ 157,498 $ 122,735 $ 128,871 $ - $ - $ - $ 12,605 $ 4,086 $ (8,519) $ 20,192 $ 22,883 $ 2,692 $ 8,554 $ 2,709 $ 15,845) $ 19,174 $ 17,624 $ (1,549\ $ 8,635 $ 20,533 $ 11,898 $ 11,323) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM - ,..c I, ~ ~ City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard 8 Laundromat 200 - - 1,000 - - 2,000 - - 4,000 - 10,000 20,000 8 Medical Office 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 8 Offices 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 8 8 Occupancy Tenant Improvements 300 - - 1,500 - - 3,000 - - 6,000 - 15,000 30,000 E-1 Preschool/School (50+ Occupancy) 900 - - 4,500 - - 9,000 - - 18,000 - 45,000 90,000 E-2, E- Preschool/School (<50 Occupancy) 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 MAXIMUS, Inc. UNIT COSTS Average Cost Actual Unit Current per SF Cost Fee Surplus/ (Subsidy) Each Fee 24.0849 $ 4,817 $ - $ (4,817 5.6728 $ 5,673 $ - $ (5,673) 3.5918 $ 7,184 $ - $ (7,184) 2.3956 $ 9,582 $ - $ (9,582) 1.3558 $ 13,558 $ - $ (13,558) 0.8846 $ 17,692 $ - $ (17,692 12.5672 $ 6,284 $ 1,277 $ (5,007 3.0904 $ 7,726 $ 6,401 $ (1,325) 2.0323 $ 10,162 $ - $ (10,162) 1.4277 $ 14,277 $ - $ (14,277) 0.8309 $ 20,773 $ - $ (20,773 0.5521 $ 27,605 $ - $ (27,605 6.6722 $ 6,672 $ - $ (6,672) 1.8004 $ 9,002 $ - $ (9,002) 1.2726 $ 12,726 $ - $ (12,726) 0.9756 $ 19,512 $ - $ (19,512 0.5923 $ 29,615 $ - $ (29,615 0.4039 $ 40,390 $ - $ (40,390 6.9952 $ 2,099 $ 1,175 $ (924 1.8743 $ 2,811 $ 2,116 $ (695) 1 .3180 $ 3,954 $ 3,698 $ (256 1.0047 $ 6,028 $ 6,917 $ 889 0.6084 $ 9,126 $ 11 ,881 $ 2,755 0.4143 $ 12,429 $ 28,281 $ 15,852 7.4758 $ 6,728 $ - $ (6,728) 1.9772 $ 8,897 $ - $ (8,897) 1.3772 $ 12,395 $ - $ (12,395' 1.0384 $ 18,691 $ - $ (18,691) 0.6257 $ 28,157 $ - $ (28,157) 0.4248 $ 38,232 $ - $ (38,232' 50.4606 $ 5,046 $ - $ (5,046) 11.3813 $ 5,691 $ - $ (5,691\ 6.9143 $ 6,914 $ - $ (6,914\ 4.3325 $ 8,665 $ - $ (8,665\ 2.3635 $ 11,818 $ - $ (11,818 1.5035 $ 15,035 $ - $ (15,035 REVENUE IMPACTS Annual General Fund Subsid Actual Annual Annual Cost Revenue @ Current Fee Subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,284 $ 1,277 $ (5,007) $ 7,726 $ 6,401 $ (1,325 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (6,332\ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 32,528 $ 18,208 $ (14,320\ $ 71,692 $ 53,958 $ (17,734) $ 41,517 $ 38,829 $ (2,688\ $ 60,282 $ 69,171 $ 8,889 $ 77,571 $ 100,989 $ 23,418 $ 74,574 $ 169,686 $ 95,112 $ 92,676 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard ..--- ,.J::: II ~ vJ E E Occupancy Tenant Improvements 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 F-1, F- Factory/Industrial 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 F F Occupancy Tenant Improvements 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 H-1 H-1 Occupancies 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 H-2 to Hazardous Rooms 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 H H Occupancy Tenant Improvements 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 MAXIMUS, Inc. . UNIT COSTS" Average Cost Actual Unit Current perSF Cost Fee Surplus/ (Subsidy) Each Fee 31.7949 $ 3,179 $ - $ 13,179\ 7.5355 $ 3,768 $ - $ 13,768\ 4.7983 $ 4,798 $ - $ (4,798) 3.2262 $ 6,452 $ 930 $ 15,522) 1.8341 $ 9,171 $ - $ (9,171 1 .2002 $ 12,002 $ - $ 112,002 7.2466 $ 7,247 $ - $ (7,247 1.9163 $ 9,582 $ - $ (9,582 1.3347 $ 13,347 $ - $ -113,347) 1.0063 $ 20,126 $ - $ 120,126) 0.6063 $ 30,315 $ - $ (30,315) 0.4116 $ 41 ,160 $ - $ 141,160\ 5.5515 $ 5,552 $ - $ (5,552) 1.5183 $ 7,592 $ - $ (7,592) 1.0834 $ 10,834 $ - $ -(10,834\ 0.8394 $ 16,788 $ - $ (16,788 0.5121 $ 25,605 $ - $ (25,605) 0.3502 $ 35,020 $ - $ 135,020 52.5994 $ 5,260 $ - $ (5,260) 11.8219 $ 5,911 $ - $ (5,911 ) 7.1567 $ 7,157 $ - $ 17,157 4.4592 $ 8,918 $ - $ (8,918) 2.4241 $ 12,121 $ - $ (12,121 1.5383 $ 15,383 $ - $ 115,383 42.6832 $ 4,268 $ - $ 14,268) 9.7788 $ 4,889 $ - $ 14,889) 6.0326 $ 6,033 $ - $ 16,033) 3.8715 $ 7,743 $ - $ 17,743) 2.1429 $ 10,715 $ - $ (10,715) 1.3771 $ 13,771 $ - $ 113,771 \ 40.3500 $ 4,035 $ - $ 14,035) 9.2981 $ 4,649 $ - $ 14,649\ 5.7681 $ 5,768 $ - $ (5,768) 3.7333 $ 7,467 $ - $ (7,467 2.0767 $ 10,384 $ - $ 110,384\ 1.3392 $ 13,392 $ - $ 113,392 REVENUE IMPACTS" Annual General Fund Subsid Actual Annual Annual Cost Revenue @ Current Fee Subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,452 $ 930 $ (5,522\ $ - $ - $ - $ - $ - $ - $ 15,522) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ . 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New'Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard - ~ 1 I ~ I Institutional 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 I I Occupancy Tenant Improvements 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 M Market 2,000 - - 10,000 - - 20,000 - - 40,000 - 100,000 200,000 M M Occupancy Tenant Improvements 300 - - 1,500 - - 3,000 - - 6,000 - 15,000 30,000 R-1 Apartment Bldg 800 - - 4,000 - - 8,000 - - 16,000 - 40,000 80,000 R-1 Apartment Bldg - Repeat Unit 800 - - 4,000 - - 8,000 - - 16,000 - 40,000 80,000 MAXIMUS, Inc. ,UNIT COSTS REVENUE IMPACTS . Annual General Fund Subsid Subtotal Average Cost Actual Unit Current perSF Cost Fee Surplusl (Subsidy) Each Fee Actual Annual Annual Cost Revenue @ Current Fee $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ . $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 12,633 $ 20,439 $ 7,806 $ 7,806 $ 22,664 $ 13,921 $ (8,743) $ 22,074 $ 33,011 $ 10,937 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,194 $ 7,236 $ 3,001 $ (4,235) $ 9,038 $ 6,233 $ (2,805) $ 24,084 $ 17,881 $ (6,203) $ 6,883 $ 5,654 $ (1,229 $ 10,101 $ 9,754 $ (347) $ 47,240 $ 115,487 $ 68,248 $ 53,429 $ 151,454 $ 51 ,450 $ 1100,004) $ 1,434,671 $ 641,350 $ (793,321) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (893,325) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 11.9881 $ 5,994 $ - $ (5,994) 2.8768 $ 7,192 $ - $ (7,192\ 1.8524 $ 9,262 $ - $ (9,262) 1.2650 $ 12,650 $ - $ (12,650) 0.7253 $ 18,133 $ - $ (18,133 0.4773 $ 23,865 $ - $ (23,865 35.6805 $ 3,568 $ - $ (3,568) 8.3360 $ 4,168 $ - $ (4,168 5.2387 $ 5,239 $ - $ (5,239\ 3.4565 $ 6,913 $ - $ (6,913) 1.9443 $ 9,722 $ - $ (9,722 1.2633 $ 12,633 $ 20,439 $ 7,806 3.7774 $ 7,555 $ 4,640 $ (2,914 1.1037 $ 11,037 $ 16,506 $ 5,469 0.8228 $ 16,456 $ - $ (16,456\ 0.6673 $ 26,692 $ - $ (26,692 0.4152 $ 41,520 $ - $ (41,520) 0.2873 $ 57,460 $ - $ (57,460' 9.6478 $ 2,894 $ 1,200 $ -(1,694) 2.4100 $ 3,615 $ 2,493 $ (1,122 1.6056 $ 4,817 $ 3,576 $ (1,241 1.1471 $ 6,883 $ 5,654 $ (1,229\ 0.6734 $ 10,101 $ 9,754 $ (347 0.4499 $ 13,497 $ 32,996 $ 19,499 9.0151 $ 7,212 $ 2,450 $ (4,762 2.2487 $ 8,995 $ 4,021 $ (4,974 1 .4964 $ 11 ,971 $ - $ (11,971) 1.0676 $ 17,082 $ - $ -(17,082 0.6262 $ 25,048 $ - $ (25,048) 0.4181 $ 33,448 $ - $ (33,448 5.2969 $ 4,238 $ - $ (4,238 1 .4827 $ 5,931 $ - $ (5,931 1.0749 $ 8,599 $ - $ -(8,599 0.8472 $ 13,555 $ - $ (13,555 0.5207 $ 20,828 $ - $ (20,828 0.3577 $ 28,616 $ - $ (28,616 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard ,..... ;::., , 'Q , R-1 Hotels & Motels 3,000 - - 15,000 - - 30,000 - - 60,000 - 150,000 300,000 R-3 Dwellings - Custom, Models, 1,000 - First Master Plan 2,500 - - 4,000 - - 6,000 - 8,000 10,000 R-3 Dwellings - Production Phase 1,000 - of Master Plan 2,500 - (repeats) 4,000 - - 6,000 - 8,000 10,000 R-3 Dwellings-Alternate Materials 1,000 - - 2,500 - - 4,000 - - 6,000 - 8,000 10,000 R-3 Dwellings-Hillside - Custom, Models, 1,000 - First Master Plan 2,500 - - 4,000 - - 6,000 - 8,000 10,000 R-3 Dwellings-Hillside - Production Phase 1,000 - of Master Plan 2,500 - (repeats) 4,000 - - 6,000 - 8,000 10,000 MAXIMUS, Inc. . UNIT COSTS Average Cost Actual Unit Current perSF Cost Fee Surplus/ (Subsidy) Each Fee 4.2867 $ 12,860 $ - $ (12,860) 1 .2326 $ 18,489 $ - $ (18,489 0.9096 $ 27,288 $ - $ (27,288 0.7302 $ 43,812 $ - $ (43,812 0.4524 $ 67,860 $ - $ 167,860) 0.3122 $ 93,660 $ - $ 193,660 3.6941 $ 3,694 $ 2,887 $ (807 1.9627 $ 4,907 $ 7,020 $ 2,113 1 .4456 $ 5,782 $ 11 ,067 $ 5,285 1.1594 $ 6,956 $ 13,348 $ 6,392 1.1149 $ 8,919 $ - $ (8,919) 1.0753 $ 10,753 $ - $ (10,753) 2.6030 $ 2,603 $ - $ (2,603) 1.4258 $ 3,565 $ 4,301 $ 737 1.0472 $ 4,189 $ - $ (4,189) 0.8740 $ 5,244 $ - $ (5,244) 0.8380 $ 6,704 $ - $ (6,704) 0.8273 $ 8,273 $ - $ 18,273\ 5.3247 $ 5,325 $ - $ (5,325) 2.7208 $ 6,802 $ - $ (6,802\ 1.9855 $ 7,942 $ - $ 17,942) 1.5414 $ 9,248 $ - $ (9,248\ 1.5171 $ 12,137 $ - $ (12,137) 1.4367 $ 14,367 $ - $ -T14,367\ 5.8540 $ 5,854 $ - $ (5,854\ 2.7738 $ 6,935 $ - $ (6,935\ 2.0186 $ 8,074 $ - $ (8,074\ 1.5415 $ 9,249 $ - $ (9,249) 1.3849 $ 11,079 $ - $ (11,079) 1.3442 $ 13,442 $ - $ (13,442\ 4.0289 $ 4,029 $ - $ (4,029 2.0173 $ 5,043 $ - $ (5,043) 1.4840 $ 5,936 $ - $ (5,936\ 1 .17 40 $ 7,044 $ - $ (7,044) 1 .0612 $ 8,490 $ - $ (8,490) 1.0412 $ 10,412 $ - $ 110,412\ ,Lc,CREVENUE IMPACTS Annual General Fund Subsid Actual Annual Annual Cost Revenue @ Current Fee Subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 413,739 $ 323,344 $ (90,395) $ 220,804 $ 315,900 $ 95,096 $ 153,234 $ 293,276 $ 140,042 $ 73,042 $ 140,154 $ 67,112 $ - $ - $ - $ - $ - $ - $ 211,855 $ - $ - $ - $ 32,081 $ 38,709 $ 6,629 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,629 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard .--. ..s::, I ~ cr- R-3 Dwellings-Hillside - Alternate Materials 1,000 - - 2,500 - - 4,000 . - 6,000 - 8,000 10,000 R-2.1, Group Care, Non-Amb. (6+) 100 - - 500 - - 1,000 - - 2,000 - 5,000 10,000 R-2.2 Group Care, Ambulatory (6+) 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 R-2.1.1 Group Care, Non-Amb. (1-5) 1,000 2.3.1 - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 R-2.2.1 Group Care, Non-Amb. (1-5) 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 R R Occupancy Tenant Improvements 80 - - 400 - - 800 - - 1,600 - 4,000 8,000 MAXIMUS, Inc. UNIT COSTS Average Cost Actual Unit Current per SF Cost Fee Surplus! (Subsidy) Each Fee 9.6006 $ 9,601 $ - $ -19,601 ) 4.3253 $ 10,813 $ - $ /10,813) 3.1206 $ 12,482 $ - $ (12,482) 2.2982 $ 13,789 $ - $ 113,789) 2.0516 $ 16,413 $ - $ (16,413\ 1.9701 $ 19,701 $ - $ (19,701 73.4346 $ 7,343 $ - $ 17,343) 16.0700 $ 8,035 $ - $ (8,035) 9.4645 $ 9,465 $ - $ 19,465 5.6332 $ 11 ,266 $ - $ 111,266) 2.9728 $ 14,864 $ - $ -(14,864 1.8458 $ 18,458 $ - $ 118,458) 10.0217 $ 10,022 $ - $ 110,022 2.5291 $ 12,646 $ - $ 112,646\ 1.6991 $ 16,991 $ - $ (16,991 ) 1.2267 $ 24,534 $ - $ (24,534 0.7238 $ 36,190 $ - $ -136,190\ 0.4852 $ 48,520 $ - $ (48,520\ 10.0217 $ 10,022 $ - $ ..110,022' 2.5291 $ 12,646 $ - $ (12,646) 1.6991 $ 16,991 $ - $ (16,991 \ 1 .2267 $ 24,534 $ - $ 124,534) 0.7238 $ 36,190 $ - $ (36,190 0.4852 $ 48,520 $ - $ (48,520\ 10.0217 $ 10,022 $ - $ 110,022) 2.5291 $ 12,646 $ - $ (12,646) 1.6991 $ 16,991 $ - $ 116,991 ) 1.2267 $ 24,534 $ - $ (24,534 0.7238 $ 36,190 $ - $ (36,190 0.4852 $ 48,520 $ - $ 148,520 42.1828 $ 3,375 $ - $ (3,375) 9.8579 $ 3,943 $ 331 $ (3,612) 6.1967 $ 4,957 $ - $ (4,957) 4.0901 $ 6,544 $ - $ (6,544) 2.3012 $ 9,205 $ - $ -(9,205\ 1.4954 $ 11 ,963 $ - $ /11,963) REVENUE IMPACTS. Annual General Fund Subsid Subtotal Actual Annual Annual Cost Revenue @ Current Fee $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ . $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ . $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,972 $ 166 $ 11,806) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (1,806) 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard - ,..c::' \ V, ~ S-1 Moderate Hazard Storage 1,200 - - 6,000 - - 12,000 - - 24,000 - 60,000 120,000 S-2 Low Hazard Storage 1,800 - - 9,000 - - 18,000 - - 36,000 - 90,000 180,000 S-3 Repair Garage 600 - (not H-4) 3,000 - - 6,000 - - 12,000 - 30,000 60,000 S-3 Motor Vehicle Fuel Dispensing 100 - (including canopy) 500 - - 1,000 - - 2,000 - 5,000 10,000 S-4 Open Parking Garage (detached) 10,000 - - 50,000 - - 100,000 - - 200,000 - 500,000 1,000,000 S S Occupancy Tenant Improvements 600 - - 3,000 - - 6,000 - - 12,000 - 30,000 60,000 MAXIMUS, Inc. UNIT COSTS""i~" -<REVENUE IMPACTS Average Cost Actual Unit Current per SF Cost Fee Surplusl (Subsidy) Each Fee 6.6980 $ 8,038 $ - $ (8,038 1.7490 $ 10,494 $ - $ (10,494) 1.2068 $ 14,482 $ - $ (14,482) 0.8999 $ 21,598 $ - $ (21,598) 0.5394 $ 32,364 $ - $ (32,364\ 0.3650 $ 43,800 $ - $ (43,800\ 4.8237 $ 8,683 $ - $ (8,683 1.3377 $ 12,039 $ - $ (12,039 0.9638 $ 17,348 $ - $ 17,348 0.7545 $ 27,162 $ - $ 27,162 0.4624 $ 41,616 $ - $ 41,616 0.3171 $ 57,078 $ - $ (57,078 10.6557 $ 6,393 $ - $ (6,393) 2.6101 $ 7,830 $ - $ (7,830 1.7107 $ 10,264 $ - $ (10,264 1 .1966 $ 14,359 $ 6,539 $ (7,820 0.6948 $ 20,844 $ 30,230 $ 9,386 0.4610 $ 27,660 $ 58,989 $ 31,329 48.9625 $ 4,896 $ - $ (4,896) 11.0360 $ 5,518 $ - $ (5,518 6.7001 $ 6,700 $ - $ (6,700 4.1939 $ 8,388 $ - $ (8,388 2.2864 $ 11,432 $ - $ (11,432 1 .4538 $ 14,538 $ - $ (14,538 1.5569 $ 15,569 $ - $ (15,569 0.5611 $ 28,055 $ - $ (28,055 0.4680 $ 46,800 $ 31,908 $ (14,892) 0.4198 $ 83,960 $ 44,727 $ (39,233 0.2717 $ 135,850 $ - $ (135,850) 0.1922 $ 192,200 $ - $ (192,200 6.8211 $ 4,093 $ 1,151 $ (2,942 1.7550 $ 5,265 $ 3,095 $ (2,170 1.1972 $ 7,183 $ - $ (7,183) 0.8807 $ 10,568 $ - $ (10,568) 0.5245 $ 15,735 $ - $ (15,735 0.3535 $ 21,210 $ - $ (21,210 Actual Annual Revenue @ Annual Cost Current Fee Annual General Fund Subsid Subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 7,180 $ 3,270 $ (3,910) $ 31,266 $ 45,345 $ 14,079 $ 27,660 $ 58,989 $ 31,329 $ 41,498 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 46,800 $ 31,908 $ (14,892) $ 41,980 $ 22,363 $ (19,617) $ - $ - $ - $ - $ - $ - $ (34,509\ $ 8,185 $ 2,302 $ (5,884) $ 10,530 $ 6,190 $ (4,340\ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ (10,224) 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard U-1 Private Garage/Shed/Agricultural Bldg 40 - - 200 - - 400 - - 800 - 2,000 4,000 - Deferred Submittal-All Except R-3 1,000 - - 5,000 - - 10,000 - - 20,000 - 50,000 100,000 - Deferred Submittal-R-3 1,000 - - 2,500 - - 4,000 - - 6,000 - 8,000 10,000 - Standard Comm. Foundation wo/Podium 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 - Standard Comm. Foundation w/Podium 3,000 - - 15,000 - - 30,000 - - 60,000 - 150,000 300,000 _. .s;:1 I ~ ~ MAXIMUS, Inc. ,. ~ ,,,i,, ;.UNITCOSTS C" Average Cost Actual Unit Current Surplus/ per SF Cost Fee (Subsidy) Each Fee 74.7532 $ 2,990 $ - $ (2,990 17.4997 $ 3,500 $ - $ (3,500) 11.0181 $ 4,407 $ - $ (4,407 7.2894 $ 5,832 $ - $ -(5,832 4.1066 $ 8,213 $ - $ (8,213 2.6711 $ 10,684 $ - $ 110,684 4.1072 $ 4,107 $ - $ 14,107) 0.9113 $ 4,557 $ - $ (4,557 0.5445 $ 5,445 $ - $ (5,445) 0.3321 $ 6,642 $ - $ (6,642\ 0.1781 $ 8,905 $ - $ (8,905) 0.1119 $ 11 , 190 $ - $ 111,190\ 2.5856 $ 2,586 $ - $ (2,586) 1.0654 $ 2,664 $ - $ (2,664) 0.7328 $ 2,931 $ - $ (2,931\ 0.5108 $ 3,065 $ - $ (3,065\ 0.4583 $ 3,666 $ - $ (3,666\ 0.4202 $ 4,202 $ - $ (4,202\ 12.4869 $ 6,243 $ - $ (6,243 3.0519 $ 7,630 $ - $ (7,630) 1.9966 $ 9,983 $ - $ (9,983\ 1.3931 $ 13,931 $ - $ (13,931 ) 0.8079 $ 20,198 $ - $ (20,198) 0.5356 $ 26,780 $ - $ 126,780\ 4.1852 $ 12,556 $ - $ (12,556\ 1 .1663 $ 17,495 $ - $ (17,495 0.8430 $ 25,290 $ - $ . 125,290 0.6623 $ 39,738 $ - $ (39,738\ 0.4065 $ 60,975 $ - $ 160,975) 0.2790 $ 83,700 $ - $ 183,700 .. ",,0,. .. REVENUE IMPACTS " . Annual Annual Actual General Annual Cost Revenue @ Fund Subtotal Current Fee Subsidv $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM ---:,. ,-C 1 ~ City of Cupertino Community Development Department-Building Division New Construction Fees FEE AND REVENUE COMPARISONS Class Occupancy Type SF Standard SHELL BUILDINGS - All Other Shell Buildings 500 - - 2,500 - - 5,000 - - 10,000 - 25,000 50,000 MAXIMUS, Inc. UNIT COSTS' Average Cost Actual Unit Current per SF Cost Fee Surplusl (Subsidy) . Each Fee 16.0509 $ 8,025 $ - $ (8,025 3.8675 $ 9,669 $ - $ (9,669 2.4991 $ 12,496 $ - $ (12,496) 1.7150 $ 17,150 $ - $ (17,150) 0.9859 $ 24,648 $ - $ (24,648' 0.6499 $ 32,495 $ - $ (32,495' Actual Annual Annual Cost Revenue @ Current Fee . \~, REVENUE IMPACTS; Annual General Fund Subsid Subtotal $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MECHANICAL, ELECTRICAL & PLUMBING PERMIT FEE SCHEDULE Actual Unit Average Current Surplus/ Cost-based on a Fee (Subsidy) Fee Types per-minute rate of Per Unit Per Unit $ 2.04 ADMINISTRATIVE AND MISC. FEES Travel and Documentation Fees: $ 40.79 $ (40.79 MECHANICAL PERMIT FEES Mechanical Permit Fee $ 40.79 $ 83.53 $ 42.74 Stand Alone Mechanical Plan Check (hourly rate) $ 122.38 $ (122.38) UNIT FEES: Residential Appliance New multi-family residential buildings (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial automobile storage areas constructed at the same time, per square foot to and including 100,000 Btu/h $ 122.38 $ 106.20 $ (16.18\ New and single and two-family residential buildings not including the area of garages, carports and other minor accessory buildings constructed at the same time, per square foot $ 122.38 $ (122.38' New commercial buildings and completely remodeled spaces not including the area of caraces, oer scuare foot $ 122.38 $ 202.84 $ 80.46 For the repair of alteration of, or addition to each heating appliance, refrigeration unit, cooling unit, VAV boxes, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, including installation of controls regulated by this Code (Commercial) $ 61.19 $ 87.14 $ 25.95 For each air-handling unit, AlC units, heat pumps to and including 10,000 cubic feet per minute, including ducts attached thereto. Does not apply to central type (Commercial) $ 122.38 $ 112.55 $ (9.83 For each air-handling unit, AlC units, heat pumps to and including 10,000 cubic feet per minute, including ducts attached thereto. Does not apply to central type (Residential) $ 61.19 $ 98.21 $ 37.02 Repair/Alteration/Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, includinc installation of controls reculated by this code. (Commercial) $ 122.38 $ 838.11 $ 715.73 Repair/Alteration/Addition to each heating appliance, refrigeration unit, cooling unit, absorption unit, or each heating, cooling, absorption, or evaporative cooling system, includinq installation of controls requlated by this code. (Residential) $ 61.19 $ 189.15 $ 127.96 For each air-handling unit AlC unit, heat pump over 10,000 cfmp to and including 3HP, or each .absorotion system up to and includinc 100,000 Btu/h. (Residential) $ 122.38 $ 88.16 $ (34.22 For the installation or relocation of each commercial or industrial-type hood $ 122.38 $ (122.38 For the installation of each residential hood that is served by a mechanical exhaust, (30.60) I includinq the ducts for such hood $ 30.60 $ For the installation or relocation of each forced-air or gravity-type furnace or burner, including ducts and vents attached to such appliance, up to and including 100,000 Btu/h $ 122.38 $ (122.38) - ,.c , ~ o MAXIMUS, Inc. Actual Annual Annual Revenue Annual General Cost @ Current Fee Fund Subsidy 1$ 1$ 1$ $ 1,387 $ 2,840 $ 1,453 $ - $ - $ - $ 490 $ 425 $ (65) $ - $ - $ - $ 1,101 $ 1,826 $ 724 $ 61 $ 87 $ 26 $ 367 $ 338 $ (29) $ 1,958 $ 3,143 $ 1,185 $ 245 $ 1,676 $ 1,431 $ 122 $ 378 $ 256 $ 3,549 $ 2,557 $ (992\ $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MECHANICAL, ELECTRICAL & PLUMBING PERMIT FEE SCHEDULE ..-..- ,c \ ~ Actual Unit Average Current Surplusl Cost-based on a Fee (Subsidy) Fee Types per-minute rate of Per Unit Per Unit $ 2.04 For each ventilation system which is not a portion of any heating or air conditioning {91.79' system authorized bv a oermit $ 91.79 $ For each ventilation fan connected to a single duct $ 20.40 $ {20.40' For the installation or relocation of each forced air or gravity type furnace or bumer, {122.38 includino ducts and vents attached to such appliance over 100,000 Btu/h $ 122.38 $ For the installation or relocation of each floor furnace, including vent $ 61.19 $ 94.64 $ 33.45 For the installation or relocation of each suspended heater, recessed wall heater or floor-mounted unit heater (Commercial) $ 61.19 $ 84.02 $ 22.83 For the installation or relocation of each suspended heater, recessed wall heater or floor-mounted unit heater (Residential) $ 61.19 $ 84.02 $ 22.83 For the installation, relocation or replacement of each appliance vent installed and not included in an appliance oermit {Commercial\ $ 61.19 $ 411.88 $ 350.69 For the installation, relocation or replacement of each appliance vent installed and not (5.14) included in an aooliance oermit (Residential) $ 61.19 $ 56.05 $ For the installation or relocation of each boiler or compressor to and including three horsepower, or each absorption system to and including 100,000 Btu/h (29.3 kw) {91.79' $ 91.79 $ For the installation or relocation of each boiler or compressor over three horsepower to and including 15 horsepower, or each absorption system over 100,000 Btu/h and includino 500,000 Btu/h $ 112.18 $ {112.18 For the installation or relocation of each boiler or compressor over 15 horsepower to and including 30 horsepower, or each absorption system over 500,000 Btu/h to and includino 1,000,000 Btu/h $ 132.58 $ {132.58 For the installation or relocation of each boiler or compressor over 30 horsepower to and including 50 horsepower, or for each absorption system over 1,000,000 Btu/h to and includino 1,750,000 Btu/h $ 152.98 $ (152.98 For the installation or relocation of each boiler or refrigeration compressor over 50 horsepower, or each absorption svstem over 1,750,000 Btu/h $ 173.37 $ (173.37 For each appliance or piece of equipment regulated by this Code but not classed in (61.19) other appliance cateqories, or for which no other fee is listed in this Code $ 61.19 $ OTHER FEES: Other Mechanical Inspections (per hour) $ 122.38 $ (122.38' PLUMBING/GAS PERMIT FEES Plumbinq Permit Fee $ 40.79 $ 162.26 $ 121.47 Stand Alone Plumbina Plan Check (hourlv rate) $ 122.38 $ (122.38\ UNIT FEES: Actual Annual Annual Revenue Annual General Cost @ Current Fee Fund Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 16,827 $ 26,026 $ 9,199 $ 61 $ 84 $ 23 $ 306 $ 420 $ 114 $ 122 $ 824 $ 701 $ 122 $ 112 $ (10) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,080 $ 8,275 $ 6,195 $ - $ - $ - -, 2/19/07 - 3:40 PM MAXIMUS, Inc. City of Cupertino Community Development Department-Building Division MECHANICAL, ELECTRICAL & PLUMBING PERMIT FEE SCHEDULE Actual Unit Average Current Surplus/ Cost-based on a Fee (Subsidy) Fee Types per-minute rate of Per Unit Per Unit $ 2.04 New multi-family residential buildings (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial (61.19) automobile storaae areas constructed at the same, oer sauare foot $ 61.19 $ New single and two-family residential buildings not including the area of garages, carports and other minor accessory buildings constructed at the same time, per (61.19\ sauare foot $ 61.19 $ New commercial buildings and completely remodeled spaces not including the area of (61.19) qaraqes, per sauare foot $ 61.19 $ For installation, alteration or reoair of water oioina water treatina eauioment $ 40.79 $ 570.44 $ 529.65 For repair or alteration of drainaae or vent pioina, floor, area, condensate pioina $ 40.79 $ 99.87 $ 59.08 For each plumbing fixture or trap or set of fixtures on one trap (including water, drainaqe pipina and backflow protection therefore) $ 8.16 $ (8.16\ For each aas oioina svstem of one (1) to four (4) outlets (Commercial) $ 61.19 $ 990.18 $ 928.99 For each aas oioina svstem of one (1) to four (4) outlets (Residential) $ 61.19 $ 67.58 $ 6.39 For each aas pipinq system of five (5) or more, per outlet $ 61.19 $ (61.19) For each industrial waste pre-treatment interceptor, including its trap and vent, (30.60) exceptinq kitchen type qrease traps functioninq as fixture traps $ 30.60 $ Kitchen type traa and/or system $ 8.16 $ (8.16\ For each buildina sewer, sanitarv sewer, and each trailer Dark sewer (Commercial) $ 20.40 $ 131.91 $ 111.51 For each buildina sewer, sanitarv sewer, and each trailer Dark sewer (Residential) $ 20.40 $ 76.90 $ 56.50 Storm/rainwater systems per drain $ 8.16 $ (8.16) For each water heater and/or vent (Commercial) $ 24.48 $ 33.30 $ 8.82 For each water heater and/or vent (Residential) $ 24.48 $ 83.25 $ 58.77 Water service (Residential) $ 20.40 $ 288.88 $ 268.48 Re-pipe per fixture (Commercial) $ 6.12 $ 58.57 $ 52.45 Re-pipe per fixture (Residential) $ 10.20 $ 93.70 $ 83.50 For each lawn sprinkler system on anyone meter, including backflow protection (61.19 devices therefore $ 61.19 $ For atmasoheric tvoe vacuum breakers/backflow not included in item 1 $ - 1 to 5 $ 61.19 $ (61.19 over 5 each additional $ 61.19 $ (61.19 Far each private sewaqe disposal svstem $ 122.38 $ (122.38 For each cessoool $ 122.38 $ (122.38 OTHER FEES: Other Plumbina and Gas Insoections (oer hour) $ 122.38 $ (122.38\ Actual Annual Annual Revenue Annual General Cost @ Current Fee Fund Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 286 $ 3,993 $ 3,708 $ 82 $ 200 $ 118 $ - $ - $ - $ 61 $ 990 $ 929 $ 734 $ 811 $ 77 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 163 $ 1,055 $ 892 $ 1,305 $ 4,922 $ 3,616 $ - $ - $ - $ 98 $ 133 $ 35 $ 4,748 $ 16,151 $ 11,402 $ 286 $ 4,044 $ 3,759 $ 49 $ 469 $ 420 $ 693 $ 6,372 $ 5,678 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - ,-C I liS"""'" r MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MECHANICAL, ELECTRICAL & PLUMBING PERMIT FEE SCHEDULE Actual Unit Average Current Surplus/ Cost-based on a Fee (Subsidy) Fee Types per-minute rate of Per Unit Per Unit $ 2.04 ELECTRICAL PERMIT FEES Electrical Permit Fee $ 40.79 $ 38.37 $ (2.42 Stand Alone Electrical Plan Check (hourlv rate) $ 122.38 $ (122.38' SYSTEM FEES: New multi-familv residential buildinGs (apartments and condominiums) having three or more living units not including the area of garages, carports and other non-commercial automobile storage areas constructed at the same time, per sauare foot $ 0.06 $ (0.06 New sinale and two-familv residential buildings not including the area of garages, carports and other minor accessory buildinos constructed at the same time, per square foot $ 0.04 $ (0.04 New commercial buildinas and comoletelv remodeled soaces not including the area of oaraoes, oer sauare foot $ 0.02 $ 0.13 $ 0.11 UNIT FEES: Residential Aooliances For fixed residential appliances or receptacle outlets for same, including wall- mounted electric ovens; counter mounted cooking tops; electric ranges, self- contained room console, or through-wall air conditioners; space heaters; food waste grinders; dishwashers washing machines; water heaters; clothes dryers; or other motor operated appliances not exceeding one horsepower (HP) in rating, each $ 20.40 $ 4.80 $ (15.60 Non-Residential Aooliances For residential appliances and self-contained factory-wired, non-residential appliances non exceeding one horsepower (HP), kilowatt (KW), or kilovotampere (kVA) in rating including medical and dental devices; food, beverage, and ice cream cabinets; illuminated show cases; drinking fountains; vending machines; laundry machines; or other similar tvoes of equipment, each $ 40.79 $ (40.79) Services (Temoorarv Power) For services of 600 volts or less and not over 200 amperes in rating, each (Commercial) $ 40.79 $ 29.43 $ (11.36 For services of 600 volts or less and over 200 amperes to 1,000 amperes in rating, each (Commercial) $ 61.19 $ 59.94 $ (1.25' For services over 600 volts over 1,000 amperes in ratina, each (Commercial) $ 71.39 $ 119.88 $ 48.49 For services of 600 volts or less and not over 200 amperes in rating, each (Residential) $ 40.79 $ 29.43 $ (11.36 I For services of 600 volts or less and over 200 amperes to 1,000 amperes in rating, each (Residential) $ 61.19 $ 59.94 $ (1.25' For services over 600 volts over 1,000 amoeres in ratina, each (Residential) $ 71.39 $ 119.88 $ 48.49 ~ ( ~ V MAXIMUS, Inc. Actual Annual Annual Revenue Annual General Cost @ Current Fee Fund Subsidy $ 5,058 $ 4,758 $ (300 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 0 $ 0 $ 0 $ 612 $ 144 $ (468) $ - $ - $ - $ 449 $ 324 $ (125 $ 122 $ 120 $ (3) $ 143 $ 240 $ 97 $ 6,649 $ 4,797 $ (1,852' $ 3,427 $ 3,357 $ (70' $ 143 $ 240 $ 97 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MECHANICAL, ELECTRICAL & PLUMBING PERMIT FEE SCHEDULE Actual Unit Average Current Surplus/ Cost-based on a Fee (Subsidy) Fee Types per-minute rate of Per Unit Per Unit $ 2.04 Sians, Outline Lightina and Marauees For signs, outline lighting systems or marquees supplied from one branch circuit, (16.81 \ each $ 40.79 $ 23.98 $ For additional branch circuits within the same sign, outline lighting system or marauee, each $ 20.40 $ 4.80 $ (15.60 Miscellaneous Aooaratus, Conduits, Conductors, and Soecial Circuits For electrical apparatus, conduits and conductors for which a permit is required but (122.38) for which no fee is herein set forth $ 122.38 $ Power Device/Aooaratus For motors, generators, transformers, rectifiers, sytlchronous converters, capacitors, industrial heating, air conditioners and heat pumps, cooking or baking equipment and other apparatuses, as follows: Rating in horsepower (HP), kilowatts (122.38' (kWi, kilovolt-amoeres (kVA), or kilovolt-amoeres-reactive (KVAR): $ 122.38 $ 1 unit $ 30.60 $ (30.60' 2 throuah 5 units, each additional $ 30.60 $ (30.60 6 and over, each additional $ 30.60 $ (30.60 Buswavs For trolley and olua-in-tvoe buswavs, each 100 feet or fraction thereof $ 20.40 $ (20.40\ Receotacle, Switch and Liahtina Outlets For receptacle, switch, lighting or other outlets at which current is used or controlled, exceot services, feeders and meters follows: First 20 $ 40.79 $ (40.79' Additional outlets, each $ 2.04 $ (2.04' Liahtina Fixtures For Iiahtina fixtures, sockets or other lamo holdina devices First 20 $ 61.19 $ (61.19 Additional fixtures, each $ 3.06 $ (3.06 For Dole or Dlatform-mounted Iiahtina fixtures, each $ 12.24 $ (12.24 For theatrical-tvoe Iiahtina fixtures or assemblies each $ 10.20 $ (10.20 OTHER FEES: Other Electricallnsoections (oer houM $ 122.38 $ (122.38\ - ;::1 I <::;;;- r -. MAXIMUS, Inc. Actual Annual Annual Revenue Annual General Cost @ Current Fee Fund Subsidy $ 2,570 $ 1,511 $ (1,059' $ 306 $ 72 $ (234\ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE -- f= \ I ~ ~ UNIT COSTS Average Surplus/ Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Acoustical Review Single Family Home/Duplex-New each $551 (550.71) Sinqle Family Home/Duplex-Addition/Alteration each $612 (611.90) Multi-Family/Commercial each $245 (244.76) Address Assignment per hour $306 (305.95) Antenna-Telecom Facility Radio each $367 450.00 82.86 Cellular/Mobile Phone, free-standinq each $979 2,744.79 1,765.75 Cellular/Mobile Phone, attached to buildinq each $979 2,098.09 1,119.05 Application Meetinq First Hour hourly rate $122 (122.38) Each additional hour hourly rate $122 (122.38\ Arbor/Trellis Awning/Canopy (supported by building) each $306 (305.95' Balcony Addition each $673 250.95 (422.14) Carport each $551 (550.71 ) Certifications Special Inspector Certification Application each $4,161 (4,160.92) Materials Testinq Lab Certification each $2,570 (2,569.98) Chimney each $490 (489.52) Chimney Repair each $490 144.17 (345.35\ Close Existing Openinqs Interior wall each $428 (428.33' Exterior wall each $428 (428.33' Commercial Coach (per unit) each unit $734 (734.28) Covered Porch each $857 1,058.27 201.61 Deck (wood) each $428 755.37 327.04 Deck Railing each $428 234.06 (194.27\ REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 367 $ 450 $ 83 $ 979 $ 2,745 $ 1,766 $ 979 $ 2,098 $ 1,119 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 673 $ 251 $ (422) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,853 $ 2,018 $ (4,835' $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 857 $ 1,058 $ 202 $ 857 $ 1,511 $ 654 $ 428 $ 234 $ (194 , MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE -. ?: ~.I ~ UNIT COSTS Average Surplusl Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Demolition Commercial (up to 3,000 sf) each $490 757.00 267.48 Commercial (each add'l 3,000 sf) each 3,000 sf $245 (244.76) Residential (up to 3,000 sf) each $490 280.00 (209.52) Residential (each add'l 3,000 sf) each 3,000 sf $122 280.00 157.62 Disabled Access Compliance Inspection per hour $122 (122.38) Door New door (non structural) each $245 161.45 (83.31 New door (structural shear wall/masonry) each $367 (367.14 Duplicate/Replacement Job Card each $61 (61.19) Fence Non-masonry, over 6 feet in height UP to 100 I.f. $367 170.22 (196.92 Non-masonry, each additional 100 If each 100 \.t. $61 (61.19) Masonry, over 6 feet in heiqht up to 100 \.t. $612 (611.90) Masonry, each additional 100 If each 100 I.f. $245 (244.76) Fireplace Masonry each $612 435.50 (176.40) Pre-Fabricated/Metal each $428 161.80 {266.53' Flaq pole (over 20 feet in heiqht) each $337 (336.55 Foundation Repair each $734 324.98 (409.30) Garaqe (detached) Wood frame up to 1,000 sf each $1,101 189.00 (912.42) Masonry up to 1,000 sf each $1,101 (1,101.42' Inspections Outside of normal business hours, 0-2 hours (minimum charqe) up to 2 hrs $245 (244.76) Each additional hour or portion thereof 1 hour $122 (122.38) Reinspection fee-per hour 1 hour $122 (122.38) Inspections for which no fee is specifically indicated-per hour (minimum charge = 1/2 hour) 1 hour $122 (122.38) Life Safety Report each $734 (734.28) REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ 17,623 $ 27,252 $ 9,629 $ - $ - $ - $ 34,756 $ 19,880 $ (14,876) $ - $ - $ - $ - $ - $ - $ 245 $ 161 $ (83) $ - $ - $ - $ - $ - $ - $ 734 $ 340 $ (394' $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,448 $ 1,742 $ (706' $ 2,142 $ 809 $ (1,333) $ - $ - $ - $ 2,937 $ 1,300 $ (1,637) $ 17,623 $ 3,024 $ (14,599) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE UNIT COSTS Average Surplusl Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Liqhtinq pole each $367 124.27 (242.87) each add'l pole each $367 (367.14 Modular Structures each $734 (734.28) Partition-Commercial, Interior (up to 30 I.f.) up to 30 I.f. $428 (428.33) Additional partition each 30 I.f. $92 (91.79) Partition-Residential, Interior (up to 30 I.f.) up to 30 I.f. $428 (428.33) Additional partition each 30 I.f. $92 (91.79) Patio Cover Wood frame up to 300 sf $612 630.39 18.49 Metal frame up to 300 sf $612 (611.90) Other frame up to 300 sf $612 (611.90' Additional patio each 300 sf $490 189.91 (299.61 ) Enclosed, wood frame up to 300 sf $734 694.57 (39.71 Enclosed, metal frame up to 300 sf $734 (734.28) Enclosed, other frame up to 300 sf $734 (734.28) Additional enclosed patio each 300 sf $612 (611.90) Photovoltaic System Residential each $612 828.27 216.37 Commercial, up to 4 kilowatts up to 4 kW $612 (611.90) Commercial, each additional 1 kilowatt each 1 kW $245 (244.76) Pile Foundation Cast in Place Concrete (first 10 piles) up to 10 $857 (856.66) Additional Piles (increments of 10) each 10 $734 (734.28' Driven (steel, pre-stressed concrete) up to 10 $857 (856.66' Additional Piles (increments of 10) each 10 $734 (734.28) Product Review per hour $122 (122.38) REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ 367 $ 124 $ (243) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,448 $ 2,522 $ 74 $ - $ - $ - $ - $ - $ - $ 490 $ 190 $ (300) $ 3,671 $ 3,4 73 $ (199 ) $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 1,224 $ 1,657 $ 433 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - ---.. ,;:= ~I ~ MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE ?=1 ~. ~ UNIT COSTS Average Surplusl Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Remodel-Residential Kitchen up to 300 sf $551 1,138.53 587.82 Bath up to 300 sf $551 621.08 70.37 Other Remodel up to 300 sf $367 508.90 141.76 Additional remodel each 300 sf $61 (61.19 Re-roof Residential each 1 00 sf $13 5.64 (7.33) Multi-Family Dwelling each 100 sf $13 2.52 (10.45' Commercial Commercial (first 5,000 sf) each $337 174.88 (161.67' Commercial (each add'l 2,500 sf) each 2,500 sf $153 56.58 (96.40) RetaininQ Wall (concrete or masonry) Standard (up to 50 If) up to 50 I.f. $734 1,033.50 299.22 Additional retaining wall each 50 I.f. $612 (611.90) Special DesiQn, 3-10' hiQh (up to 50 If) up to 50 I.f. $857 (856.66) Additional retaininq wall each 50 I.f. $734 (734.28) Special Design, over 10' high (up to 50 If) up to 50 I.f. $918 (917.85) Additional retaininq wall each 50 I.f. $795 (795.47) Gravitv/Crib Wall, 0-10' high (up to 50 If) up to 50 I.f. $918 (917.85\ Additional Gravity/Crib Wall each 50 I.f. $795 (795.47' Gravity/Crib Wall, over 10' high (up to 50 If) up to 50 I.f. $918 (917.85) Additional Gravitv/Crib Wall each 50 I.f. $795 (795.47 Revisions Commercial New each $734 425.65 (308.63) Tenant Improvement each $734 419.17 (315.11) SFDWL each $734 236.79 (497.49' Addition each $612 255.41 (356.49) Remodel each $612 261.42 (350.48) Roof Structure Replacement upt0100sf $612 (611.90) Additional roof structure replacement each 100 sf $490 (489.52) REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ 28,637 $ 59,204 $ 30,567 $ 31 ,941 $ 36,023 $ 4,081 $ 41,854 $ 58,015 $ 16,161 $ - $ - $ - $ 162,361 $ 70,626 $ (91,735) $ 41 ,408 $ 8,037 $ (33,371 \ $ 5,721 $ 2,973 $ (2,748' $ 18,663 $ 6,903 $ (11,760) $ 1 ,469 $ 2,067 $ 598 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 46,994 $ 27,242 $ (19,752) $ 130,702 $ 74,612 $ (56,090) $ 45,893 $ 14,799 $ (31,093) $ 52,012 $ 21,710 $ (30,302) $ 5,507 $ 2,353 $ (3,154) $ - $ - $ - $ - $ - $ - MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE --- UNIT COSTS - Average Surplusl Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Sauna-steam each $673 (673.09) SidinQ Stone and Brick Veneer (interior or exterior) up to 400 sf $551 (550.71) All Other up to 400 sf $367 264.93 (102.21) Additional sidinq each 400 sf $184 (183.57) Signs Directional each $245 (244.76) Each additional Directional Sign each $122 (122.38) Ground/Roof/Projecting Signs each $306 (305.95) Master Plan Sign Check each $306 (305.95) Rework of any existinQ Ground SiQn each $306 (305.95) Other SiQn each $306 (305.95\ Reinspection Fee each $61 (61.19' Wall/Awning Sign, Non-Electric each $245 (244.76) Wall, Electric each $245 368.65 123.89 Skyliqht Less than 10 sf each $367 251.93 (115.21) Greater than 10 sf or structural each $673 (673.09\ Solar Panels system $673 880.96 207.87 Stairs-First Fliqht first flight $306 (305.95) Each additional f1iQht per flight $184 (183.57) Storage Racks 0-8' hiqh (up to 100 If) first 100 If $306 (305.95) each additional 100 If each 100 If $61 (61.19 over 8' high (up to 100 If) first 100 If $337 (336.55) each additional 100 If each 100 If $92 (91.79 Stucco Applications up to 400 sf $428 340.13 (88.20) Additional Stucco Application each 400 sf $31 (30.60) REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,937 $ 2,119 $ (818' $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 734 $ 1,106 $ 372 $ 7,343 $ 5,039 $ (2,304 $ - $ - $ - $ 4,712 $ 6,167 $ 1,455 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 2,570 $ 2,041 $ (529\ $ - $ - $ - ~ ~' ~ MAXIMUS, Inc. 2/19/07 - 3:40 PM City of Cupertino Community Development Department-Building Division MISCELLANEOUS ITEMS FEE SCHEDULE UNIT COSTS Average Surplus/ Total Actual Current (Subsidy) Work Item Unit Cost Fee Per Unit Standard Hourly Rate $122.38 ($122.38) Supplemental Inspection Fee-If a project requires significantly more inspections than average, the Building Official may charge additional inspection fees First 1/2 hour minimum first 30 min $61 (61.19) Each Additional hour per hour $122 (122.38) Supplemental Plan Check Fee (after 2nd review) First 1/2 hour minimum first 30 min $61 (61.19\ Each Additional hour per hour $122 (122.38) Swimminq Pool/Spa Vinyl-lined (up to 800 sf) each $857 (856.66) Fiberqlass each $612 (611.90) Gunite (up to 800 sf) each $1,346 810.00 (536.18) Additional pool (over 800 sf) each 100 sf $184 (183.57\ Commercial pool (up to 800 sf) each $1,713 2,057.00 343.68 Commercial pool (over 800 sf) each $214 (214.17) Spa or Hot Tub (Pre-fabricated) each $306 162.65 (143.30) Window or SlidinQ Glass Door Replacement (each 8 windows) each 8 $367 370.50 3.36 New Window (non structural) each $428 (428.33) New window (structural shear wall/masonrv) each $734 (734.28' Bav Window (structural) each $734 (734.28 REVENUE IMPACTS Annual Annual General Actual Revenue @ Fund Annual Cost Current Fee Subsidy $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 18,847 $ 11,340 $ (7,507) $ - $ - $ - $ 6,853 $ 8,228 $ 1,375 $ - $ - $ - $ 306 $ 163 $ (143 ) $ 27,903 $ 28,158 $ 255 $ - $ - $ - $ - $ - $ - $ - $ - $ - - ,..c J, c:;. MAXIMUS, Inc. 2/19/07 - 3:40 PM Jobs Housing Nexus Update Prepared for: City of Cupertino Prepared by: Keyser Marston Associates, Inc. October 2004 (<{.-ii TABLE OF CONTENTS Executive Summary Introduction I. The Nexus Concept and Major Issues II. City-wide Jobs Housing Analysis III. Micro Economic Jobs Housing Analysis IV. Affordability Gaps and Total Linkage Cost V. Materials to Assist in Selecting Fee Levels Appendices Appendix A: Tables Appendix B: Supplemental Nexus Model Documentation List of Tables Table 11-1 Table 11-2 Table 11-3 Table 11-4 Table 111-1 Table 1I1-1A Table 111-2 Table 111-3 Table 111-4 Table IV-1 Table IV-2 Table IV-3 Table IV-4 Table IV-5 Table V-1 Table V-2 Table V-3 Table V-4 Job Growth, 1990-2000 Residential Permitting Activity (1990-2003) and Affordable Unit Production Historical Relationship: Employment Growth, Residential Unit Demand Projection: Employment Growth, Residential Unit Demand Net New Employees and Occupation Distribution by Building Type Estimate of Qualifying Households by Income Level Worker Households by Affordability Level Worker Households by Affordability Level After Commute Adjustment Housing Demand Nexus Factors Per Square Foot of Building Area Residential Prototype - Rental Housing Residential Prototype - Ownership Housing Affordable Rents Supportable Housing Prices Total Housing Nexus Cost Office/High Tech Prototypes - Total Development Costs Hotel Prototypes - Total Development Costs Retail Prototypes - Total Development Costs Other Jobs Housing Linkage Fee Programs Page 1 5 13 27 39 49 ll\-7J- Appendix Table 1 Appendix Table 2 Appendix Table 3 Appendix Table 4 Appendix Table 5 Appendix Table 6 Appendix Table 7 Appendix Table 8 Income Definitions by Household Size Occupations Included in the Analysis by Land Use 2002 National Hotel Worker Distribution by Occupation Average Annual Compensation, 2003 - Hotel Worker Occupations 2002 National Office Worker Distribution By Occupation Average Annual Compensation, 2003 - Office Worker Occupations 2002 National Retail Worker Distribution by Occupation Average Annual Compensation, 2003 - Retail/Entertainment Worker Occupations ll( - J ) EXECUTIVE SUMMARY This report is an economic nexus analysis; it demonstrates the relationships among construction of new buildings, employees, households and affordable housing demand. The report has been prepared by Keyser Marston Associates, Inc. for the City of Cupertino to assist in updating and revising its linkage program to mitigate the impacts of non-residential development on affordable housing demand. The report is a "nexus" analysis to meet the legal requirements for linking new construction of workspace buildings with an obligation for affordable housing. The City of Cupertino first established its Housing Mitigation program in 1992. The program established a fee for new office and industrial development. This report covers new office space, new hotels, and new retail/entertainment development should the City wish to expand the program. This analysis also covers four income categories or tiers per a directive from the City. The tiers are Very Low Income, which is under 50% Area Median Income (AMI), Low Income or 50% to 80% AMI, Moderate Income or 80% to 120% AMI, and Workforce Income or 120% to 150% AMI, all of which face affordability obstacles in Cupertino. Policymakers may design the program to include the upper tiers, if they so choose. A review of past employment growth and housing production demonstrates that housing production has not kept pace with the demands associated with employment growth and new worker households, even before affordability is taken into account. Nor is there evidence that housing production, and particularly affordable housing production, will be able to meet the demand generated by new worker households in the future. The nexus analysis concludes with coefficients expressing the number of housing units by affordability level that are linked to each square foot of building area, by building type (office/high tech, retail and hotel/other lodging). When these housing demand coefficients are multiplied by the affordability gap for each income category, the total housing nexus cost is determined, as follows: 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page i (L( - 1 t{ Total Housing Nexus Cost (Per Square Foot Building Area) Very-Low Low Moderate Workforce Building Type Income Income Income Income Total Office/High Tech $4.71 $5.10 $8.84 $1.22 $19.87 Retail $20.66 $3.34 $2.08 $0.15 $26.23 Hotel $16.61 $1.92 $1.19 $0.09 $19.80 These costs express the total linkage or nexus cost for each of the three building types. These total nexus costs represent the legal ceiling for potential fees. Total nexus costs are not recommended fee levels; they represent only the maximums established by this analysis, below which fees or other requirements may be set. Fee Setting Approaches The report provides information to assist in selecting fee levels for the update program. Several alternative approaches are described with examples as follows: . Set the fees as a percent of the nexus cost - such as 25%. Office at 25% of the nexus cost of $19.87 is $4.96, etc. · Evaluate fees in the context of total development costs. If office development costs $265 to $365 per square foot in Cupertino, then a fee that adds 2% would be in the range of $5.30 to $7.30 per square foot. . Review fee levels in housing linkage programs elsewhere, grouped by higher fee jurisdictions at over $9 per square foot, moderate fee jurisdictions in the $4 to $9 range and the low fee group. A number of Silicon Valley jurisdictions are now in the moderate and higher fee groups. . Set all commercial fees at the same level or set each fee independently, based on policy considerations and not on a specific formula. As part of the update program, the City may wish to consider other revisions such as minimum size thresholds, specific use exemptions (such as child care centers) or geographic area special treatment (such as redevelopment areas, etc.). Keyser Marston Associates, Inc. Page ji 11413.006\001-006,10/15/2004 It{ -IS INTRODUCTION The following report presents the findings of an analysis of the relationship between commercial development and housing demand in the City of Cupertino. The report has been prepared by Keyser Marston Associates, Inc. for the City of Cupertino, pursuant to a contract to prepare a nexus analysis and assist in updating and revising a linkage fee program that mitigates the impacts of non-residential development on affordable housing demand. Background The City of Cupertino first established a linkage fee in 1992 to "acknowledge housing needs created by the development of office and industrial projects and provide nominal fees to support the development of affordable housing for families and individuals who work in Cupertino but live elsewhere."1 The fee currently is set at $2.25 per square foot and applies to office and industrial developments only; the City decided against establishing a fee for retail development or hotel development. The fee program was supported by a nexus study prepared in 1991 that demonstrated the linkage between non-residential development and the demand for affordable housing. Keyser Marston Associates (KMA) was retained by the City to update the nexus analysis based on current market conditions. The updated nexus analysis addresses office, retail and hotel developments. Purpose The purpose of the nexus analysis is to document the linkages among the construction of workplace buildings (such as office buildings, retail stores and hotels), the employees that work in them, employee households, and the housing demands of these households. Since workers in all types of buildings represent a range of income levels, by virtue of workers' compensation levels and size of the household, their housing demands cover a range of affordability levels. The analysis quantifies the number of households in various housing affordability categories. The analysis also quantifies the cost to deliver housing units affordable to the households at various affordability levels, which we refer to as the cost of mitigation. Analyses of this type are called linkage or nexus analyses. 1 "Housing Mitigation Procedural Manual," City of Cupertino, November 18, 2002. 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page 1 {l{-/(o Process Prior to initiating work on the analyses, KMA met with a City staff group to determine the parameters of the analysis. For purposes of analysis, it was agreed that the following types of workplace buildings would be analyzed: · Office/high tech · Retail and entertainment · Hotel and other lodging The household income or affordability categories to be analyzed were agreed to include: · Very low income (under 50% of median income) · Low income (50% to 80% of median income) · Moderate (80% to 120% of median income) · Workforce (120% to 150% of median income) The City may wish to consider a program that eliminates some of these building types or income levels. The goal has been to conduct the analysis for a broad range of options. Report Organization The report is organized into five sections as follows: · Section I - presents a summary of the linkage or nexus concept and some of the key issues surrounding nexus analyses for jobs and housing. · Section II - is an overview of the historical and projected growth of jobs and housing in the City. · Section III - is an analysis of jobs and housing relationships associated with individual prototype buildings. It is a "micro economic" analysis that concludes with a determination of the number of households at each income level associated with each type of building. · Section IV - summarizes the cost of delivering housing units affordable to households at the various income levels that are the subject of the analysis. It concludes with the calculation of the maximum allowable fee level. · Section V - provides information to assist in evaluating appropriate fee levels for Cupertino. Keyser Marston Associates, Inc. Page 2 11413.006\001-006, 10/15/2004 1~.-1( . Appendices - provide additional support information and more documentation on data sources and analysis assumptions. Data Sources and Qualifications The analyses in this report have been prepared using the best and most recent data available. Local data was used wherever possible. Other sources such as the 2000 U.S. Census and the California Employment Development Department were used extensively. While we believe all sources utilized are sufficiently accurate for the purposes of the analysis, we cannot guarantee their accuracy. Keyser Marston Associates, Inc. assumes no liability for information from these other sources. 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page 3 , l{ -I r [This page left blank intentionally.] Keyser Marston Associates, Inc. Page 4 11413.006\001-006,10/15/2004 {l(-7~ SECTION I: THE NEXUS CONCEPT AND MAJOR ISSUES Introduction This section outlines the nexus concept and some of the key issues surrounding linking new office, retail/entertainment and hotel/motel development to the demand for new residential units. The nexus analysis and discussion focus on the relationships among development, growth, employment, income and demand for housing. The analysis yields a causal connection between new construction of office/industrial, retail/entertainment and hotel/motel buildings and the need for additional affordable housing, a connection that is quantified both in terms of number of units and in terms of subsidy assistance needs to make units affordable. The legal Basis and Context The first housing linkage programs were adopted in the cities of San Francisco and Boston in the mid-1980's. To support the linkage, the City of San Francisco commissioned a short analysis to show the relationships, or what might now be characterized as an early version of a nexus analysis. Since that time there have been several court cases and California statutes that affect what local jurisdictions must demonstrate when imposing impact fees on development projects. The most important U.S. Supreme Court cases are Nollan v. California Coastal Commission and Dolan v. City of Tigard (Oregon). The rulings on these cases, and others, help clarify what governments must find in the way of the nature of the relationship between the problem to be mitigated and the action contributing to the problem. Following the Nollan decision in 1987, the California legislature enacted AB 1600 which requires local agencies proposing an impact fee on a development project to identify the purpose of the fee, the use of the fee, and to determine that there is a reasonable relationship between the fee's use and the development project on which the fee is imposed. The local agency must also insure that there is a reasonable relationship between the fee amount and the cost of mitigating the problem that the fee addresses., Studies by local governments designed to fulfill the requirements of AS 1600 are often referred to as AS 1600 or "nexus" studies. One court case that involved housing linkage fees was Commercial Builders of Northern California v. City of Sacramento. The commercial builders of Sacramento sued the City following the City's adoption of a housing linkage fee. Both the U.S. District Court and the Ninth Circuit of Appeals upheld the City of Sacramento and rejected the builders' petition. The U.S. Supreme Court denied a petition to hear the case, letting stand the lower court's opinion. The authors of this nexus study were the authors of the Sacramento study. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 5 {l{ .- to The Nexus Methodology An overview of the basic nexus concept and methodology is helpful to understanding the discussion and concepts presented in this section. This overview consists of a quick "walk through" of the major steps of the analysis. The nexus analysis links new commercial buildings (or other workplaces) with new workers in the City; these workers demand additional housing in proximity to the jobs, a portion of which needs to be affordable to the workers in lower income households. The methodology used in this analysis is a "micro" analysis, which examines individual buildings. The micro nexus readily lends itself to quantification that serves as a basis for quantifying the nexus cost, or basis for the fee amount. To illustrate the micro nexus, very simply, we can walk through the major calculations of a building. We begin by assuming a prototypical 100,000 sq.ft. building and then make the calculations as follows: . We estimate the total number of employees working in the building based on average employment density experience. . We use occupation and income information for typical job types in the building to calculate how many of those jobs pay compensation at lower and middle income levels. . We know from the Census that most of these lower income employees are members of households where more than one person is employed; we use various factors to calculate the number of households represented and how multiple earners produce the household income. . Combining our findings from above, we conclude how many of the lower and middle income households (divided into several subsets by income level) are associated with the building and divide by 100,000 square feet to arrive at coefficients of housing units per square foot of building area. . In the last step, we multiply the number of households per square foot by the costs of delivering housing units affordable to these income groups. The factors and relationships utilized in the analysis reflect long-term average conditions. Short- term conditions, such as a recession or a vigorous boom period, are not an appropriate basis for estimating impacts over the life of the building. The Relationship Between Job Growth and Population Growth The social issue driving this analysis is growth in mid to lower income households. New population growth in most U.S. regions occurs primarily as a result of job growth. Over the long Keyser Marston Associates, Inc. Page 6 11413.006\001-006, 10/15/2004 {l{ -t { term, the vast majority of growth in the State of Califo~nia and its sub-regions is job driven. The arrival of new population creates "secondary" demand for jobs in retail outlets and services that follow. Growth in the greater Bay Area and in Cupertino is predominantly job driven. Most people coming to the region would not come if they could not expect to find a job. People born in the local area would not stay without jobs. This is the long-term pattern. In the short-term, economic cycles and other factors can result in population growth without jobs to support the growth. If an economic region in the U.S. does not maintain job growth, there is an out-migration to regions where job growth is occurring. Many cities in the Midwest during the 70's and 80's are examples. The Relationship Between Construction and Job Growth If population growth, especially lower and middle income population, is predominantly job driven in the greater Bay Area, the question arises as to the source or "cause" of employment growth itself. Simplistically we can say that employment growth does not have "one cause". Many factors underlie the reasons for growth in employment in a given region; these factors are complex, interrelated, and often associated with forces at the national or even international level. One of the factors is the delivery of new workspace buildings. The nexus argument does not make the case that the construction of new buildings is solely responsible for growth. However, especially in the Bay Area, new construction is uniquely important, first, as one of a number of parallel factors contributing to growth, and second, as a unique and essential condition precedent to growth. As to the first, construction itself encourages growth. When the state economy is growing, the most rapidly growing areas in the state are those where new construction is vigorous as a vital industry. In regions such as the Bay Area where multiple forces of growth exist, the political and regulatory environment join forces with the development industry to attract growth by providing new work spaces, particularly those of a speculative nature. The development industry frequently serves as a proactive force inducing growth to occur or be attracted to specific geographic areas or locations. Second, workplace buildings bear a special relationship to growth, different from other parallel causes, in that buildings are a condition precedent to growth. Job growth does not occur in modern service economies without buildings to house new workers. Unlike other factors that are responsible for growth, buildings play the additional unique role that growth cannot occur without them. Conversely, it is well established that the inability to construct new workplace buildings will constrain or even halt job growth. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 7 (L(~i J- Addressing the Housing Needs of a New Population vs. the Existing Population The City of Cupertino's Consolidated Plan 2003-2005 and other reports have clearly documented that the housing needs of the existing lower income households are not being met. This existing housing shortage, especially at the lowest income levels, is manifested in numerous ways such as payment of far more than the percentage of income for housing set forth in federal and state guidelines, overcrowding and other factors which are extensively documented by the Census and City reports. This nexus study does not address the housing needs of the existing population. Rather, the study focuses exclusively on documenting and quantifying the housing needs of new households where an employee works in a new workplace building, such as an office or industrial building. This analysis finds that new housing affordable to lower and middle income households is not being added to the supply in sufficient quantity to meet the needs of new employee households associated with new buildings. If this were not the case and significant numbers of units were being added to the supply to accommodate all income groups, or if residential units in Cupertino were experiencing significant vacancy levels, particularly in units affordable to lower and middle income households, then the need for new units would be questionable. Substitution Factor Any given new building in Cupertino may be occupied partly, or even perhaps totally, by employees relocating from elsewhere in Cupertino or the Bay Area. Buildings are often leased entirely to firms relocating from other buildings in the same jurisdiction. However, when a firm relocates to a new building from elsewhere in the region, there is a space in an existing building that is vacated and released to another firm. That building in turn may be filled by some combination of newcomers to the area and existing residents. Somewhere in the chain there are jobs new to the region. The net effect is that new buildings bring in new employees, although not necessarily inside of the new buildings themselves. Indirect Employment and Multipliers The Micro Economic Nexus Analysis, which examines prototype buildings, addresses direct "inside" employment only. In the case of the office building, for example, direct employment covers the various managerial, professional and clerical people that work in the building; it does not include the janitorial workers, the window washers, the security guards, the delivery services, the landscape maintenance workers, and the many others that are associated with the normal functioning of an office building. These indirect employees tend to be the many service workers at the lower end of the pay scale. No good data sources were located that deal with indirect employees in various type buildings. If one thinks about who the lowest income workers are, one can observe that lower income workers include a whole host of service workers who do not work in any type of building as regular employees but whose jobs are associated with such structures. Keyser Marston Associates, Inc. Page 8 11413.006\001-006,10/15/2004 /l{ -f 3 In other words, any analysis that ties lower income housing to the number of workers inside buildings will continue to understate the demand. Thus, confining the analysis to the direct employees does not address all the lower and middle income workers associated with each land use (or type of building) and significantly understates the impacts. If the concept of indirect employees were introduced into the analysis, one could take the analysis further and deal with the question of multipliers. Multipliers refer to the concept that the income generated by certain types of jobs recycles through the economy resulting in additional jobs. For purposes of producing a conservative nexus amount, this study omits such multiplier effects. It should also be noted that the analysis excludes all consideration of construction employment. Special Adjustments in Cupertino Analysis There are several special adjustments in the analysis specific to Cupertino and the time at which the analysis has been prepared. Changes in Labor Force Participation In the 1960's through the 1980's there were significant increases in labor force participation, primarily among women. As a result, a portion of new workers were reentering the labor force and already had local housing, thus reducing demand for housing associated with job growth. In the 1990's, however, labor force participation rates have slowed to the point they are nearly stabilized. As such, an adjustment for increase in labor force participation is no longer warranted in a nexus analysis. Discount for Changing Industries It is general practice in the preparation of a nexus analysis to examine the major sectors of the local economy and determine if there are long term trends in employment suggesting either decline or restructuring. In the case of long-term decline of one or more industries or sectors, it is appropriate to recognize that all new jobs may not be net new jobs. In some regions there may be changes occurring due to, for example, the decline in federal aerospace and defense spending. In San Francisco, by way of another example, there has been major long-term economic decline in the industrial land use activity sectors, as evidenced by the decline of the Port and its related activities. During the 1980's in that city, for every job gained in an office building, there was 0.6 of a job lost in the industrial sector. Short-term upheavals such as the closing of a military base or single large manufacturing plant may also warrant an adjustment in the analysis. I n Cupertino, the analysis of employment growth during the 1990's decade found employment increases in most industries, with the exception of a slight decline in manufacturing. 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page 9 (l{ .-it{ An adjustment to recognize declining industries is important in a nexus analysis because new jobs added in office, retail/entertainment and other type spaces are, to some extent, replacement of jobs lost in other categories. If an underlying premise of a jobs housing nexus is labor force mobility - i.e., workers are attracted to areas where jobs are made available, in part through the delivery of work spaces, then it must also be recognized that loss of jobs means workers either leave the area or become employed in another activity. A discount adjustment is used to recognize these changes within the local economy. Other Cupertino Affordable Housing Programs The City of Cupertino is committed to creating new opportunities for affordable housing as well as preserving the existing affordable housing stock. The City was one of the first to implement a jobs-housing nexus fee, and also implemented a Below Market Rate Housing Program (BMR program). The City's Consolidated Plan 2003-2005 demonstrates the City's commitment to housing. The housing nexus fee is but one of many programs to assist lower and middle income households and increase the supply of affordable housing in the area. A summary of the City's existing housing initiatives and programs are listed below. Consolidated Plan The Consolidated Plan is a comprehensive planning document that identifies the City's overall needs for affordable housing as well as presents strategies to meet those needs. The City just recently took responsibility for the Consolidated Plan from Santa Clara County, as the City now qualifies as a CDBG entitlement jurisdiction. Cupertino's goals, as articulated in the Consolidated Plan, include expanding the supply of housing, addressing the housing needs of a diverse population, enhancing residential neighborhoods, and improving services for special needs households. The Plan identifies the housing nexus fee as a key component to addressing the housing needs of the diversity of income levels in Cupertino. Fair Housing Study The jurisdictions that make up Santa Clara County commissioned a recently completed study examining the delivery of fair housing services in the County. The report, Fair Housing in Santa Clara County: An Assessment of Conditions and Programs, 2000-2002, indicates that fair housing conditions are generally good throughout the County. A primary problem identified in the study is the lack of affordable housing; the housing nexus fee works to improve the affordability of housing in Cupertino. Below Market Rate Housing Program The City of Cupertino's BMR program requires that 15% of all housing units constructed be set aside for moderate or low income families. Projects with six or fewer units are allowed to pay Keyser Marston Associates, Inc. Page 10 11413.006\001-006, 10/15/2004 ltf-6J an in-lieu fee instead. If the developer is constructing "for-sale" housing, half of the BMR units must serve median income families (80%-100% of area median income) and half must serve moderate income (100%-120% of median) households. If the units being constructed are rental units, then 40% of the BMR units must be affordable to low income households (50%- 80% of median) and 60% to very-low income households (<50% of median). The units must remain affordable for 99 years.2 The BMR program has resulted in 300 units of affordable housing since its inception. Mortgage Credit Certificate (MCC) Program The City of Cupertino participates in the Mortgage Credit Certificate Program, which provides a tax credit to first-time homebuyers for the purchase of single-family homes, townhomes and condominiums in Santa Clara County. Funding The City also takes advantage of funding programs available to municipal jurisdictions, such as CDBG and Housing Set-Aside funds, to assist in the financing of affordable housing units. These City controlled funds can be used to leverage additional monies in partnership with non- profit housing providers. As this summary shows, the housing nexus fee is merely one piece of a larger strategy that works to pull resources together in a coordinated effort in order to increase the supply of affordable housing. Qualifiers to the Analysis The analysis presented in this report has been based on readily available information. The 1990 and 2000 U.S. Census were frequently utilized. The California Employment Development Department and the U.S. Department of Labor were principal sources. Local data was taken into account whenever available. It should be recognized that any analysis of this nature, no matter how in-depth, contains a great many numbers and judgments relating to them. It will always be possible to take issue with a specific number. We do not believe, however, that adjusting one, or several, individual numbers would fundamentally alter the conclusions of the analysis. 2 Note that the City is currently updating its BMR program and these requirements may change. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 11 (l{ ~r ~ [This page left intentionally blank.] Keyser Marston Associates, Inc. Page 12 11413.006\001-006,10/15/2004 (l{-r7 SECTION II: CITY-WIDE JOBS HOUSING ANALYSIS This section provides an overview of the relationships that underlie the jobs housing linkage in Cupertino. In particular, the history of building construction, employment growth, and affordable housing production are reviewed. The overall relationship between construction and employment growth is analyzed to establish the nexus. The history of housing production, particularly affordable housing production, compared with the demand generated by new workers is also examined. In addition to historical data, this section contains a projection of jobs and dwelling units, as indicated by local and statewide planning agencies, such as the Association of Bay Area Governments (ABAG). It must be emphasized, however, that the nexus relationships as established in this analysis are not contingent upon a specific projected level of employment growth being realized. The relationships linking construction, employment, and affordable housing are critical to the nexus, but the specific projected levels of growth are not. If employment growth occurs more slowly than projected, construction and housing demand will also be less than projected. In addition, we emphasize that the quantification of the maximum nexus fee does not rely on the city-wide analysis; instead, it merely demonstrates the relationship that justifies levying a jobs-housing nexus fee. In the micro-economic analysis, we quantify linkages on a per square foot basis and they are not based on projections from ABAG or any other source (Section III). Employment History and Trends Employment data is collected primarily by the California Employment Development Department (EDD) and also by the U.S. Department of Commerce. ABAG utilizes both these sources to develop total figures for the decade and mid decade and prepares projections for approximately 20 years in the future. ABAG is the most widely used data source by local planning agencies in the Bay Area. According to ABAG, employment growth in Cupertino during the 1990's decade registered a net increase of 6,070 total jobs. While job growth was slow between 1990 and 1995 with just 170 new jobs, a total of 5,900 jobs were gained between 1995 and 2000. This is in part due to the recovery from the economic recession of the early 1990's as well as the high-tech boom in Silicon Valley and the San Francisco Bay Area. Between 1990 and 2000, ABAG's estimates for jobs in Cupertino are: 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page 13 {L{ -I ( Year Total Jobs 1 1990 1995 2000 39,260 39,430 45,330 1. City of Cupertino Sphere of Influence. (See Table 11-1 footnote.) In addition to total job growth, it is also necessary to examine job growth by industry, as total employment figures obscure the dynamics and shifts that have occurred within individual sectors of the Cupertino economy. ABAG data for 1990 and 2000 was used to examine employment change across industries in Cupertino. KMA examined the following specific industries at a citywide level: . Manufacturing; Retail; Service; and Other jobs (construction, transportation, communications, utilities; finance, insurance, real estate; and government). . . . Employees in these industries are occupants of the building types subject to this analysis - office/high-tech, retail/entertainment, and hotel. Retail/entertainment buildings basically add jobs in the retail category; hotels in the service category, and as described below, office high- tech jobs in the manufacturing, service, and "other" categories. According to ABAG, jobs in the service industry grew by 61 % during the 1990's decade. Following the service industry, retail and "other" jobs registered a growth of 14% and 0.3%, respectively. During the same period, manufacturing jobs decreased by 1 %. This information is presented in Table 11-1 found at the end of this section. Characteristics of Cupertino Employees and Their Households This section examines several key characteristics of Cupertino employees and their households, particularly those that are relevant to the jobs-affordable housing linkage. These characteristics include: · The number of workers per worker household on average; · Income characteristics; and · Commute patterns. Keyser Marston Associates, Inc. Page 14 11413.006\001-006, 10/15/2004 {C{ .-f1 Each of these factors impacts how many new workers in Cupertino buildings will seek housing within the City. These characteristics become key inputs in the micro economic analysis of the linkage between workspace buildings and affordable housing demand. Workers per Worker Household The workers per household characteristic provides the link between the number of employees and the number of households associated with the employees, recognizing that most households today have more than one worker. The number of workers per household in a given geographic area is a function of household size, labor force participation rate and employment availability. Historically, the national labor force participation rate rose steadily for three decades since the early 1960's as more and more women entered the labor force. The rate appears to have leveled off in the 1990's. Nexus studies prepared in the late 1980's and early 1990's often made an adjustment for increases in labor force participation to recognize that some employment growth already was living locally and had housing. As noted earlier, we no longer make such an adjustment. For the nexus analysis, the characteristic of most direct interest is the number of workers per worker household. Worker households are defined as those households with a wage or salary income, as reported in the 2000 U.S. Census. In other words, worker households are distinguished from total households in that the universe of worker households does not include elderly or other households in which members are retired or do not work for other reasons. Full-time student households and unemployed households on public assistance are also excluded from worker households. According to the 2000 U.S. Census, the number of workers per worker household in the City of Cupertino was 1.57. In Santa Clara County, the average was .1.72 workers per worker household. Compared to the 1990 U.S. Census, the workers per worker household ratio declined in both the city and the county. This trend probably reflects smaller average household size, particularly more single person households. Single person households are both a result of demographic trends and the strong economy, which enabled more single people to live alone. In this analysis, we use the county-wide figure to reflect the fact that most of Cupertino's workforce commutes from outside of the city and therefore are more likely to reflect the demographics of the County as a whole. Wages and Salaries of Cupertino Workers and Household Income The average wage or salary of Cupertino workers and the income of households formed by the 1.72 workers determines the household's ability to afford housing. The California 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 15 {l{ -qD Employment Development Department reports information on average wages and salaries paid to Santa Clara County workers, by occupation type. A summary of the occupations associated with each building was developed from the 2002 National Industry-Specific Occupational Employment Estimates, produced by the Bureau of Labor Statistics, which cross references occupations by industry. Appendix Tables 3,5, and 7 presents summaries for each building type. The following is a summary table of average salary levels for major occupation groups by building type. A detailed summary of wages and salaries for occupations in each building type is provided in Appendix Tables 4,6, and 8. Compensation by Occupation for Building Type (Santa Clara County) Building ~ Maior Occupation Groups % of Emplovment Average Annual Income Office Office and Administrative Support Business and Financial Operations Management Occupations Computer and Mathematical Science Occupations 35% 10% 9% 8% $37,800 $73,000 $115,700 $80,700 Retail/Entertainment/Restaurant Sales Food Preparation and Serving Office and Administrative Support 34% 30% 11% $28,700 $19,400 $32,500 Hotel Building and Grounds (incl. Housekeeping) Food Preparation and Servin'g Office and Administrative Support 30% 29% 17% $20,600 $19,500 $28,900 Sources: California Employment Development Department, 2002 Occupational Employment Statistics Survey, Wages 3'd Quarter 2003, Santa Clara County. Household Income When workers in these occupations form households, their income, either alone or in combination with other workers, produces the household income. In addition, of course, there may be children and/or other household members who are not employed. According to the California Department of Housing and Community Development (HCD), the annual median Keyser Marston Associates, Inc. Page 16 11413.006\001-006,10/15/2004 (Iv{ ~ q I income of a four-person household in Santa Clara County for the year 2004 is $105,500. This analysis focuses on four classifications of household income: . Very Low-Income - less than 50% of Median Income . Low-Income - 50%-80% of Median Income . Moderate-Income - 80%-120% of Median Income . "Workforce" -120%-150% of Median Income The income classifications for two, three and four person households in Santa Clara County for 2004 appear in the table below. More complete income data is found in Appendix 1. Two Person HH 2004 50% of Median Income 80% of Median Income Median Income 120% of Median Income 150% of Median Income $42,450 $67,900 $84,400 $101,300 $126,600 Three Person HH 50% of Median Income 80% of Median Income Median Income 120% of Median Income 150% of Median Income $47,750 $76,400 $94,950 $113,950 $142,425 Four Person HH 50% of Median Income 80% of Median Income Median Income 120% of Median Income 150% of Median Income $53,050 $84,900 $105,500 $126,600 $158,250 Source: Califomia Department of Housing and Community Development, using data from the U.S. Department of Housing and Urban Development. The above income levels are the levels set and utilized by HUD and the State for most housing programs. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 17 (l{ --1 J- Commute Relationships and Trends This section provides a brief summary of commute trends and relationships. The major relationship of interest in a nexus analysis is the share of Cupertino jobs held by Cupertino residents. The major source of information regarding commute relationships is the U.S. Census. Accordingly, in 2000 there were 4,476 Cupertino residents who also worked in Cupertino. For the same year, ABAG reports there were a total of 45,330 jobs. From this, we estimate that Cupertino residents held 9.9% of the total jobs in Cupertino. It is important to recognize that the above relationship does not necessarily represent the demand for housing in Cupertino. Taken to the extreme, one can hypothesize a city with very few workers living in it because there is very little housing (for example, Emeryville pre-1990) or because the housing is very expensive. It should be noted that even if housing were available and affordable, it is unlikely that 100% of people would live and work in the same city. Secondly, the choice of where one lives depends on many additional factors (schools, style of housing, types of amenities, local taxes, and services, etc.) as well as where one works. The commute relationship as utilized in a nexus analysis (Section III) is largely a policy choice influenced by past trends and policy objectives. The 9.9% finding is already a reflection of housing market conditions and affordability constraints. With no intervention or increase in the supply of housing affordable to workers, the percentage may decrease further. Some cities view the percentage share as a policy target that reflects the share of new demand that the city would like to accommodate locally. Absent a directive, the existing commute relationship is utilized in the analysis. Housing At the beginning of this section, we examined employment and determined from ABAG historical employment data that there were 6,070 jobs gained over the decade ending in 2000. This section provides a brief summary of selected characteristics of the housing market that affect the ability of new worker families to find housing in Cupertino. This section also examines growth in housing units in Cupertino to meet the demand of new worker households. Housing Production According to the 2000 Census, Cupertino had 18,682 housing units, a 16% increase in dwelling units from the 1990 Census. According to the Cupertino Housing Element, 2,074 new units were built during the 1990s decade. According to building permit data collected by the Construction Industry Research Board, annual building activity greatly varied over this period. The high year was 1996 when 592 new units were permitted and the low year was 1993 when Keyser Marston Associates, Inc. Page 18 11413.006\001-006, 10/15/2004 {l{ -q s only 15 new units were permitted. On average, 195 units were permitted annually during this period. For more information on residential unit construction in Cupertino during the 1990 decade see Table 11-2. As noted earlier, during this same time frame, ABAG estimates that 6,070 new jobs were created in Cupertino. With approximately 1.72 workers per worker household, 6,070 new jobs can be equated to 3,530 households demanding housing somewhere within commuting distance to a job in Cupertino. Since Cupertino added 2,074 net new units over the period we can say that of the total new units in demand, the city accommodated approximately 59% of them. Other ways of expressing the relationship are indicated below and in Table 11-3. 1990-1999 Increase in Jobs (from Table 11-1) Increase in Worker Households (New Units in Demand) @ 1.72 Residential Construction in Cupertino Relationship of New Housing Units to New Worker Households Shortfall for 1: 1 ratio 6,070 3,529 2,074 units 0.59:1 (1,455 units) In an evaluation such as the one above, it is important to note that housing demand generated by new employment is not equivalent to total housing demand. Each community experiences demand for its housing by people who work in other jurisdictions as well. Finally, there is a share of total demand attributable to non-working households. Every time a household leaves the labor market, such as upon retirement, if that household remains in the same housing unit, that unit is removed from the pool of units for working households, thus resulting in demand for a new unit even though there is no employment growth. Housing Production by Affordability Level Based on data compiled by the City, there were 300 affordable units produced through the city's Below Market Rate housing program. Assuming these units were built since 1990, this represents approximately 11 % of new dwelling units permitted since 1990, with the remaining new dwelling units available at market rate prices. See Table 11-2 for more information on housing production by affordability level. Affordability of Housing Supply Despite the recent downturn in the economy, the demand for housing opportunities throughout the State continues to be strong and sales prices continue to rise while apartment rents have been flat or declining in recent years, as lower mortgage rates have enabled many renters to purchase homes. Like other Bay Area cities, Cupertino underwent significant economic growth in the late 1990's fueled by population and job growth throughout the entire region. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 19 [l{ --1L( The City's Housing Element shows that this growth has resulted in increased housing prices with many lower income households paying more than 30% of their income on housing. Silicon Valley and the greater Bay Area prevail in national surveys as among the most expensive housing markets in the country. According to the Real Estate Report, a service that tracks home sales, the median home price in Cupertino in 2003 and 2004 hovered around $800,000.3 In terms of rental rates, prices have fallen since a peak in 2000, although they remain high. In 2003, rents for Cupertino apartments averaged about $1,500 a month, down from a high of $2,160 in 2000.4 The longer-term average rent, since 1996, is $1,700. In summary, market rate housing is out of reach for many households and housing production over the last decade has not kept up with demand. This shortage in supply coupled with huge growth of the high-technology fields in the region has consequently resulted in dramatic increased housing costs for both for-sale and rental units. While the downturn in the economy has taken some pressure off of the rental market, rents are still out of reach for many households. The housing market continues to thrive despite the downturn, with strong growth in prices. While there is speculation that an increase in interest rates may cool the for-sale housing market, current prices are so expensive that any drop in the market is unlikely to have a significant effect on middle-income households' ability to purchase a home. This review of housing conditions and production only serves to briefly summarize the situation and to demonstrate that housing costs are increasing at a rapid pace and that production has not kept pace with demand, particularly at the lower income levels. Other materials prepared by the City and other organizations further document housing conditions in Cupertino and Silicon Valley. Future Projections The jobs housing nexus relationship in support of requiring new workspaces to contribute to new housing is based on the assumption that current trends and relationships in Cupertino will continue. In this context, projections of employment and households are provided in this section. The methodology for calculating the impact does not, however, rely on any specific set of projections for employment or housing growth. (See Section III.) 312 month moving average for Cupertino median sales price, January 2003 - May 2004 from the Real Estate Report. Available at http://rereport. com/sec. 4 RealFacts, February 2004. Keyser Marston Associates, Inc. Page 20 11413.006\001-006,10/15/2004 {4 ~9 S- Employment Projections ABAG provides a projection series of employment for the entire Bay Area region. The most recent available is Projections 2003. Employment projections for Cupertino are estimated as follows: Year Total Jobs 2000 2010 Total Increase 45,330 51.120 5,790 The ABAG projection for this time period envisions job growth at a slower pace than occurred during the 1990s (13% growth over the current decade versus 15% growth over the previous decade). Jobs and Housing Projections Relationship The ABAG projections for new jobs can be translated into new worker households using the estimate of workers per worker household (1.72) discussed previously. Dividing 5,790 by 1.72, we estimate that between 2000 and 2010, the new jobs in Cupertino will generate demand for approximately 3,350 new housing units (see Table 11-4). The ABAG projections for new households in Cupertino estimate that between 2000 and 2010, 1,500 new households will locate in Cupertino presumably in new housing units. If these projections hold true, Cupertino will have produced just 0.45 housing units for each new worker household. There is a shortfall of over 1,800 housing units. Again, these figures are without consideration for affordability. The production of affordable units relative to demand is an even greater problem. Despite the efforts of the City, there is little to suggest that production of affordable units in the future will in any way be able to keep pace with demand. The affordability structure of demand associated with job growth is the focus of Section III of this report. 11413.006\001-006,10/15/2004 Keyser Marston Associates, Inc. Page 21 Il( -1 to TABLE 11-1 JOB GROWTH, 1990 - 2000 JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO Total Jobs City of Cupertino Sphere of Influence Job 19901 20002 Growth % Chanae Agriculture & Mining 290 270 (20) -7% Manufacturing Jobs3 18,920 18,680 (240) -1% Retail Jobs 7,770 8,820 1,050 14% Service Jobs 8,610 13,880 5,270 61% Other Jobs4 3,670 3,680 10 0.3% Total/Average 39,260 45,330 6,070 15% ABAG Employment Estimates for 1990. (Projections 2002) ABAG Employment Estimates for 2000. (Projections 2003) Includes high technology jobs. Includes construction, transportation, communications, utilities, office (finance, insurance, real estate, and government), and government. Note: The Cupertino Sphere of Influence (501) includes the annexed Rancho Riconada area. In 2000, there were 420 jobs located within the 501 but outside of the jurisdictional boundary. ABAG Projections 2003 does not include the level of detail necessary to compile the data in this table by jurisdictional boundary. Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\macro analysis; Job Growth; 10/15/2004; hgr {4-17 TABLE 11-2 RESIDENTIAL PERMITTING ACTIVITY AND AFFORDABLE UNIT PRODUCTION JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO NET INCREASE IN HOUSING UNITS 1990-200i Year Total 1990 384 1991 106 1992 19 1993 15 1994 60 1995 94 1996 592 1997 365 1998 283 1999 139 2000 165 2001 84 2002 375 2003 43 Total 2,724 Annual Ava 195 Affordable Units 3 301 TOTAL UNITS BY AFFORDABILlTY LEVEL Affordability Level1 Total Affordable Units % Share Low and Very Low: < 80% Median Incomet 256 85% Moderate: 80 - 120% Median Income4 45 15% Total Affordable Units 301 100% 1 Affordable units do not include market rate rentals which are mostly affordable to the moderate category (80% to 120%) 2 Source: Construction Industry Research Board. Pennitted housing units. 3 Source: City of Cupertino. 4 Source: City of Cupertino. Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\macro analysis; Affordable production: 10/15/2004; hgr 1'1-1 ( TABLE 11-3 HISTORICAL RELATIONSHIP: EMPLOYMENT GROWTH, RESIDENTIAL UNIT DEMAND JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO ABAG HISTORICAL DATA Sphere of Influence Jobs Job Growth - Per ABAG 1 1990 2000 39,260 45.330 Increase 6,070 Worker Households @ 1.72 2 3,529 Growth in Households/Housing Units - Per Housing Elemenl New Units 1990 - 2000 2,074 Relationship of Housing Units to New Worker Household: Deficit for 1 : 1 Ratio 0.59 :1 (1,455) See Table 11-2. ABAG Projections 2002 and Projections 2003. Workers per worker household from US Census Data for Santa Clara County. The Cupertino General Plan Housing Element. Note: The Cupertino Sphere of Influence (SOl) includes the annexed Rancho Riconada area. In 1990, there were 50 jobs located within the SOl but outside of the jurisdictional boundary. In 2000, there were 420 jobs located within the SOl but outside of the jurisdictional boundary _ Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\macro analysis; Historical Relationship; 10/15/2004; hgr (<{ -q 9 TABLE 11-4 PROJECTION: EMPLOYMENT GROWTH, RESIDENTIAL UNIT DEMAND JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO ABAG PROJECTIONS Sphere of Influence Projected Job Growth - Per ABAG 1 2000 2010 45,330 51 .120 Increase 5,790 Worker Households @ 1.72 2 3,366 Projected Households/Housing Units - Per ABAG 1 2000 2010 18,990 20.490 Increase 1,500 Relationship Housing Units to New Worker Households Deficit for 1: 1 Ratio 0.45 : 1 (1,866) ABAG Projections 2003. Workers per worker household from US Census Data for Santa Clara County. Note: The Cupertino Sphere of Influence (SOl) includes the annexed Rancho Riconada area. In 2000, there were 420 jobs located within the SOl but outside of the jurisdictional boundary. In 2010, ABAG projects there will be 660 jobs in the SOl but outside of the jurisdictional boundary. Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\macro analysis; future relationship; 10/15/2004; hgr (L{-f()-O [This page left intentionally blank.] Keyser Marston Associates, Inc. Page 26 11413.006\001-006, 10/15/2004 (~ -(0/ SECTION III - MICRO ECONOMIC JOBS HOUSING ANALYSIS This section presents a summary of the analysis of the linkage between three types of workplace buildings and the estimated number of households in the income categories that will, on average, be employed within those buildings. This section should not be read or reproduced without the narrative discussions presented in the previous sections. Analysis Approach and Framework The micro analysis establishes the jobs housing linkages for individual building types or land use activities using the relationships presented and discussed in Section II. The analysis approach is to examine the employment associated with the development of 100,000 square foot building modules. Then, through a series of linkage steps, the number of employees is converted to households and housing units by affordability level. The findings are expressed in terms of numbers of households related to building area. In the final step, we convert the numbers of households back to the per square foot level. The building types or land use activities addressed in the analysis are: · Office/high tech . Hotel including other lodging types that serve the visitor industry . Retail/entertainment type uses, which include some of the services that locate in retail type space. Section II presented information on the income categories addressed in this analysis. For a four person household, these income levels are: . Very Low Income - Up to 50% of Area Median Income: Up to $53,050 . Low Income - 50%-80% of AMI: $53,051-$84,900 . Moderate Income - 80%-120% of AMI: $84,901-$126,600 . Workforce Income -120%-150% of AMI: $126,601-$158,250 The analysis is conducted using a computerized model that KMA has developed for application in many jurisdictions for which the firm has conducted similar analyses. The model inputs are all local data to the extent possible and are fully documented. Analysis Steps Tables 111-1 through 111-4 at the end of this section summarize the nexus analysis steps for the three building types. Following is a description of each step of the analysis: 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 27 i u.. - f 0 J.... Step 1 - Estimate of Total New Employees The first step in Table 111-1 identifies the total number of direct employees who will work at or in the building type being analyzed. Employment density factors are used to make the conversion. The density factors used in this analysis are: . Office - 300 square feet per employee. Average office density is usually found in the range 200 to 300 square feet per employee depending on the character of the office activity (corporate headquarters vs. back office to illustrate extremes). The City of Cupertino has assumed 300 square feet per employee in other analyses based on informal surveys of office buildings in the City. . Hotel and other lodging - One employee per room and 500 square feet per hotel room, or 500 square feet per employee. This rate covers a cross section of hotel types from lower service hotels where rooms may be smaller than 500 sq. ft. to higher service convention hotels where average room size (inclusive of the meeting space, etc.) is larger but the number of employees per room is higher. . Retail/entertainment uses - 350 square feet per employee. This category covers a broad range of experience from high service restaurants where densities are far greater to some retail uses such as furniture stores where densities are far lower. Big box retailers also fall within the range. The density range is also applicable to most entertainment uses such as cinema, video rentals, live music venues, etc. All density factors are averages and individual uses can be expected to be fairly divergent from the average from time to time. (An ordinance provision usually addresses the possibility of a building that is so divergent from the average so as to need special treatment.) For ease of analysis and understanding, KMA conducted the analysis on prototype buildings at 100,000 square feet. We have used this size building in order to count jobs and housing units in whole numbers that can be readily communicated and understood. At the conclusion of the analysis, the findings are divided by building size to express the linkages per square foot, which are very small fractions of housing units. Based on the density factors outlined above, the number of employees in our hypothetical 100,000 square foot building is as follows: the office will house 333 employees, the hotel 200 employees, and the retail/entertainment 286 employees. Keyser Marston Associates, Inc. Page 28 11413.006\001-006, 10/15/2004 (c{~ID3 Step 2 - Adjustment for Changing Industries This step is an adjustment to take into account any declines, changes and shifts within all sectors of the local economy and to recognize that new space is not always 100% equivalent to net new employees. As discussed in Section II, Cupertino experienced expanding employment in the 1990's across all industry sectors except manufacturing.5 For this analysis, a 5% adjustment is utilized to recognize the possibility of further declines and other internal economic adjustments. An ordinance provision will address demolition of major buildings as an offset to any impacts of the proposed construction. In the 100,000 square foot office building, the 5% adjustment reduces the 333 employees to 317 net new employees. Step 3 - Adjustment from Employees to Employee Households This step (Table 111-1) converts the number of employees to the number of employee households that will work at or in the building type being analyzed. This step recognizes that there is, on average, more than one worker per household, and thus the number of housing units in demand for new workers must be reduced. As noted in Section II, the workers per worker household ratio has eliminated from the equation all non-working households, such as retired persons, students, and those on public assistance. The Santa Clara County average of 1.72 workers per worker households is used in the analysis. For the office building, the 317 net new employees translate to 184 net new employee households. Step 4 - Occupational Distribution of Employees The occupational breakdown of employees is the first step to arriving at income level. Using the 2002 National Industry-Specific Occupational Estimates, a cross-matrix of "industries" and occupations produced by the Bureau of Labor Statistics (BLS), we are able to estimate the occupational composition of employees in the three types of buildings. We first select a set of industries for each building type; the set is designed to reflect the mix of activities expected to be accommodated in new office, hotel, or retail buildings in Cupertino and are listed in Appendix 2. Using this mix of industries, the BLS data allows us to estimate the mix of occupations in each of the building types. The occupations that reflect the expected mix of industries are presented in Appendix Tables 3,5 and 7 and summarized below. 5 There was also a decline in agricultural and mining jobs, although they are a very small portion of Cupertino jobs. Source: ABAG. 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 29 ; L{ - (0 L( . For office buildings, we selected a broad set of high tech and professional service activities including software and telecommunications, business and financial operations, insurance, architecture and engineering, computer and mathematical, legal, management, and healthcare. Office and administrative support occupations are the most common occupations for these industries, at 35% of all office related employment. . Hotels employ workers primarily from three main occupation categories: building and grounds (including maid service), food preparation and serving related, and office and administrative support. Together, these occupations account for 76% of all hotel related employment. . For retail establishment, we selected a broad set of industries, including car dealerships, apparel and home furnishings stores, grocery stores, restaurants, personal care services, dry cleaners, etc. Retail employment is dominated by three main occupation groups: sales, food preparation and serving related, and office and administrative support. Together, these occupations account for 75% of all retail related employment. The numbers in Step #4 (Table 111-1) indicate both the percentage of total employee households and the number of employee households in our hypothetical 1 00,000 square foot buildings. Step 5 - Estimates of Employee Households Meeting the Lower Income Definitions In this step, we translate occupation to income based on recent Santa Clara County wage and salary information for the occupations associated with each building type. The wage and salary information indicated in Appendix Tables 4,6 and 8 provide the income inputs to the model. Service workers in office buildings, for example, were assigned different average income levels than service workers in hotels due to differing compositions of workers. This step in the analysis calculates the number of employee households who fall into each income category for each size household. Individual employee income data was used to calculate the number of households that fall into these income categories by assuming that multiple earner households are, on average, formed of individuals with similar incomes. Employee households not falling into one of the major occupation categories per Appendix Tables 4,6, and 8 were assumed to have the same income distribution as the major occupation categories. See Appendix B for more information on Steps 5,6, and 7. Keyser Marston Associates, Inc. Page 30 11413.006\001-006, 10/15/2004 r- /((.-(05 Step 6 - Estimate of Household Size Distribution In this step, household size distribution is input into the model in order to estimate the income and household size combinations that meet the income definitions established by HUD, as used by the State (HCD) and the City (presented in Section II). The household size distribution utilized in the analysis is that of Santa Clara County since the workers are more representative of the larger universe (the County) than the City of Cupertino. Step 7 - Estimate of Households that meet HUD Size and Income Criteria For this step we had to build a matrix of household size and income to establish probability factors for the two criteria in combination. For each occupational group a probability factor was calculated for each of HUD's income and household size levels. This step is performed for each occupational category and multiplied by the number of households. Table 111-1A shows the result after completing Steps 5, 6, and 7. The calculated numbers of households that meet HUD size and income criteria shown in Table 11I-1A are for the Very Low Income, or under 50% of Area Median Income, category. The methodology is repeated for each income tier (See Table 111-2). Summary by Income Level Table 111-2 indicates the results of the analysis for the other three income categories for the three prototypical 1 00,000 square foot buildings. The upper half of the table is the number of households in each affordability category and the total number up to 150% of median. The table below summarizes the percentage of total new worker households that fall into each income category. As indicated, nearly all retail and hotel worker households are below the 150% of median income level. Office worker households have the highest income with only 13% of worker households below 50% of median and 22% earning greater than 150% of median. Percent of Worker Households by Income Category Under 50% 50% to 80% 80% to 120% 120% to 150% Total Office Hotel Retail 12.5% 73.6% 64.1% 26.7% 16.7% 20.4% 27.3% 6.1% 7.5% 11.7% 0.8% 1.4% 78% 97% 93% Adjustment for Commute Relationship Table 111-3 indicates the results of the analysis both before and after an adjustment for commute relationship. As discussed in Section II, residents of Cupertino currently hold 9.9% 11413.006\001-006, 10/15/2004 Keyser Marston Associates, Inc. Page 31 {~ -(O~ of the jobs in Cupertino. If the existing commute relationship were to hold for new employee households, 9.9% would be expected to reside in Cupertino. The estimates of households for each income category in a prototypical 1 00,000 square foot building are adjusted downwards by this commute factor. Summary by Square Foot Building Area The analysis thus far has worked with prototypical buildings of 100,000 square feet. In this step, the conclusions are translated to the per-square-foot level and expressed as coefficients. These coefficients state the portion of a household, or housing unit, by affordability level with which each square foot of building area is associated. (See Table 111-4.) This is the summary of the housing nexus analysis, or the linkage from buildings to employees to housing demand by income level. We believe that it is a conservative approximation (understates the low end) of the households by income/affordability level associated with these building types. See end of Section IV for a list of conservative assumptions. Keyser Marston Associates, Inc. Page 32 11413.006\001-006,10/15/2004 {L{ ~(D 7 TABLE 11I-1 NET NEW HOUSEHOLDS AND OCCUPATION DISTRIBUTION BY BUILDING TYPE JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA Prototypical 100,000 Sq.Ft Buildings OFFICE Step 1 - Estimate of Employees per 100,000 Sq.Ft. Employee Density Factor (SF per employee) 300 Number of Employees 333 Step 2 - Adjustment for Changing Industries Replacement Factor (5%) 317 Step 3 - Adjustment for Number of Households (1.72) 184 Step 4 - Occupation Distribution' Management Occupations Business and Financial Operations Computer and Mathematical Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Arts, Design, Entertainment, Sports, and Media Healthcare Practitioners and Technical Healthcare Support Protective Service Food Preparation and Serving Related Building and Grounds Cleaning and Main!. Personal Care and Service Sales and Related Office and Administrative Support Farming, Fishing, and Forestry Construction and Extraction Installation, Maintenance, and Repair Production Transportation and Material Moving Totals 9.1% 10.4% 8.2% 4.5% 1.7% 0.3% 3.2% 0.2% 1.8% 7.3% 3.7% 0.3% 0.3% 1.5% 0.4% 6.4% 35.0% 0.0% 0.5% 3.0% 1.1% 0.7% 100.0% Management Occupations Business and Financial Operations Computer and Mathematical Architecture and Engineering Life, Physical, and Social Science Community and Social Services Legal Education, Training, and Library Arts, Design, Entertainment, Sports, and Media Healthcare Practitioners and Technical Healthcare Support Protective Service Food Preparation and Serving Related Building and Grounds Cleaning and Maint. Personal Care and Service Sales and Related Office and Administrative Support Farming, Fishing, and Forestry Construction and Extraction Installation, Maintenance, and Repair Production Transportation and Material Moving Totals 16.8 19.2 15.0 8.3 3.1 0.6 5.9 0.5 3.3 13.5 6.9 0.6 0.6 2.8 0.8 11.7 64.6 0.1 1.0 5.5 2.0 .u 184 .1 employee per room @ 500 sq.ftJroom 1 See Aopendix Tables 2. 4 and 6 for additional information from which the oercentaae distributions were derived Prepared by: Keyser Marston Associates, Inc. Filename: Cup-Main Model-135_100; 111-1 Households; 10/15/2004; dd RETAILI HOTEL ENTRTNMNT 500 . 350 200 286 190 271 111 158 5.0% 3.6% 1.2% 0.7% 0.1% 0.3% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.4% 0.6% 0.0% 1.1% 0.2% 0.3% 2.0% 0.4% 29.1% 30.3% 30.2% 0.9% 4.1% 2.0% 2.4% 33.5% 17.2% 10.9% 0.0% 0.1% 0.2% 0.3% 4.0% 5.2% 2.3% 3.0% 1.6% 6.9% 100.0% 100.0% 5.5 5.7 1.3 1.1 0.2 0.4 0.0 0.1 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.1 0.4 0.9 0.0 1.7 0.2 0.4 2.3 0.6 32.1 47.8 33.3 1.4 4.5 3.2 2.7 52.9 19.0 17.1 0.0 0.1 0.2 0.4 4.4 8.2 2.5 4.7 1J!. .1.QJ! 111 158 lLf-fDr TABLE 1I1-1A ESTIMATE OF QUALIFYING HOUSEHOLDS BY INCOME LEVEL JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA Prototypical 100,000 Sq.Fl Buildings Analysis for Households Earning Less than 50% Median OFFICE HOTEL RETAIL I ENTRTNMNT Step 5, 6, & 7 - Households in Major Occupation Categories Earning Less than 50% Median 1 Management 0.45 0.19 0.03 Business and Financial Operations 0.01 0.00 0.00 Computer and Mathematical 0.00 0.00 0.00 Architecture and Engineering 0.01 0.00 0.00 Life, Physical and Social Science 0.00 0.00 0.00 Community and Social Services 0.00 0.00 0.00 Legal 0.02 0.00 0.00 Education Training and Library 0.00 0.00 0.00 Arts, Design, Entertainment, Sports, and Media 0.00 0.00 0.00 Healthcare Practitioners and Technical 0.00 0.00 0.00 Healthcare Support 1.28 0.00 0.00 Protective Service 0.00 0.00 0.00 Food Preparation and Serving Related 0.00 29.35 44.14 Building Grounds and Maintenance 0.00 29.32 0.00 Personal Care and Service 0.00 2.87 0.00 Sales and Related 2.90 0.00 35.85 Office and Admin 15.52 10.25 6.74 Farm, Fishing, and Forestry 0.00 0.00 0.00 Construction and Extraction 0.00 0.00 0.00 Installation Maintenance and Repair 0.75 0.79 1.90 Production 0.00 0.00 0.00 Transportation and Material Moving 0.00 0.00 6.66 Total HH earning less than 50% Median - Major Occupations 20.96 72.76 95.32 HH earning less than 50% Median - "all other" occupations 2.10 8.56 5.82 Total Households Earning Less than 50% of Median 23.1 81.3 101.1 lSee Aooendix Tables 1. 3 and 5 for additional information on Maior Occuoation Cateaories Prepared by: Keyser Marston Associates, Inc. Filename: Cup-Main Model-135_100; 11I.1A Households; 10/15/2004; dd .( L( - r 09 TABLE 11I-2 WORKER HOUSEHOLDS BY AFFORDABILlTY LEVEl JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA Analysis for Households Before Commute Adjustment Per 100,000 sq. ft. of building area. RETAIL I Household Income Level OFFICE HOTEL ENTRTNMNT Under 50% Median Income 23.06 81.32 101.14 50% to 80% Median Income 49.09 18.47 32.18 80% to 120% Median Income 50.20 6.74 11.83 120% to 150% Median Income 21.52 1.51 2.61 Total 143.88 108.04 147.75 Total New Worker Households 184 111 158 Under 50% Median Income 12.5% 73.6% 64.1% 50% to 80% Median Income 26.7% 16.7% 20.4% 80% to 120% Median Income 27.3% 6.1% 7.5% 120% to 150% Median Income 11.7% 0.8% 1.4% Total 78% 97% 93% Notes: 1 Before commute adjustment. Prepared by: Keyser Marston Associates, Inc. . Filename: Cup.Main Model-135_1 00; 111-2 Affordability; 10/15/2004, dd {t.( -ll D TABLE 11I-3 WORKER HOUSEHOLDS BY AFFORDABILlTY LEVEL AFTER COMMUTE ADJUSTMENT JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA PROTOTYPICAL 100,000 SQ. FT. BUILDING BEFORE COMMUTE ADJUSTMENT INCOME CATEGORY Number of Households 1 Office Hotel Rtl./Ent. 23.06 81.32 101.14 49.09 18.47 32.18 50.20 6.74 11.83 21.52 1.51 2.61 143.88 108.04 147.75 Number of Households 1 Office Hotel Rtl./Ent. 2.28 8.03 9.99 4.85 1.82 3.18 4.96 0.67 1.17 2.13 0.15 0.26 14.21 10.67 14.59 Under 50% of Median Income 50% to 80% of Median Income 80% to 120% of Median Income 120% to 150% of Median Income Total AFTER 9.90% Commute Adjustment INCOME CATEGORY Under 50% of Median Income 50% to 80% of Median Income 80% to 120% of Median Income 120% to 150% of Median Income Total 1 Per 100,000 sq. ft. of building area Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\Cup-Main Model-135_1 00; 111-3 Model Summary; 10/15/2004; dd (L(-fll TABLE 11I-4 HOUSING DEMAND NEXUS FACTORS PER SQ.FT. OF BUILDING AREA JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA WITH COMMUTE ADJUSTMENT AT 9.90% Number of Housing Units per Sq.Ft. of Building Area 1 RETAILI OFFICE HOTEL ENTRTNMNT 0.00002277 0.00008030 0.00009987 0.00004848 0.00001824 0.00003177 0.00004957 0.00000665 0.00001168 0.00002125 0.00000149 0.00000258 0.00014207 0.00010668 0.00014589 Under 50% Median Income 50% to 80% Median Income 80% to 120% Median Income 120% to 150% of Median Income Total 1 Calculated by dividing number of household in bottom left portion ofTable 111-3 by 100,000 to convert households per 100,000 sq. ft. building to households per 1 sq. ft. of building. Prepared by: Keyser Marston Associates, Inc. Filename: Cup-Main Model-135_100; 111-4 Demand; 10/15/2004; dd 1L(-r1.2- [This page left blank intentionally.] Keyser Marston Associates, Inc. Page 38 11413.006\001-006,10/15/2004 (L{-flJ SECTION IV: AFFORDABILlTY GAPS AND TOTAL LINKAGE COSTS This section takes the conclusions of the previous section on the number of households in the lower income categories associated with each building type and identifies the total cost of assistance required to make housing affordable. The previous section identified the number of households by affordability level associated with the three building types in Cupertino. This section puts a cost on each unit at each affordability level to produce the "total nexus cost." A key component of the analysis is the size of the "affordability gap" - the difference between what households can afford and the cost of producing additional housing in Cupertino. This analysis uses a standard methodology to determine what households can afford, and compares that to the cost of developing housing. The analysis is conducted for the four affordability levels addressed in this assignment: Very Low Income, Low Income, Moderate Income and Workforce Income. We assume that the two lower categories would be housed in rental apartment units and the two more middle income categories would be housed in ownership units. Income and Household Size Assumptions Income definitions for housing programs are established by HUD and issued by the State Department of Housing and Community Development (HCD) for each county for varying household sizes, as presented in Section II and Appendix 1. In order to determine the affordability gap, we must match a household of each income level with a unit type and size according to governmental regulations and policies. The prototypical project for both rental and ownership units represent the lower end of the average range for what the private sector is currently developing in Cupertino. The average three person household is assumed to be accommodated in a two bedroom unit. The unit type for the two lower income categories is a three to four story, wood frame apartment complex built at a density of 40 units per acre with covered surface parking at 2.0 spaces per unit. The average unit size is 1,100 sq. ft. The ownership product is a condominium project developed at 34 units per acre. The construction is wood frame over underground parking. There is also surface parking on the site; together, the parking equates to 2.0 spaces per unit. The average unit size is 1,100 sq. ft. In this analysis, the midpoint of the income ranges for qualifying households in each category has been utilized to calculate affordable home prices. For households earning between 120% and 150% of AMI, we estimate their affordable home price using 135% of AMI. For households 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 39 {l-{-JlLf earning between 80% pnd 120% of AMI, we use 100%. For low income households earning between 50% and 80% of AMI, we use 65% and for under 50% of AMI, we use 40% of AMI. Development Costs The cost of developing new residential units in Cupertino was assembled from a number of sources. The City provided information on recent developments in Cupertino in order to determine the design of the prototypes. KMA reviewed current data on rent levels of new projects and sales activity for attached ownership projects. Finally, KMA is actively working on a number of rental and condominium projects at various locations in Silicon Valley and has recent developer pro forma financial analyses. From the above sources, KMA prepared a summary of total development costs, broken down into the major cost components: land, direct construction costs (including parking), and indirect costs, such as design and engineering, fees, financing, etc. The table below presents the costs for a two bedroom apartment and condominium on a per-unit basis. Apartments Size Land Direct Construction Indirect/Financing Total Costs Per Sq. Ft. 1 ,1 00 Sq. Ft. $55,000 $145,000 $59,000 $259,000 $235 Condominiums/Townhomes Size Land Direct Construction Indirect/Financing Developer's Profit Total Costs PerSq.Ft. 1,100 Sq. Ft. $90,000 $222,500 $118,150 $47,850 $478,500 $435 See Tables lV-1 and IV-2 for more information. Affordability Gap The affordability gap is the difference between the cost of developing a residential unit and the amount a household can afford to pay. The next step in determining the affordability gap is to calculate the maximum rent level or sales price affordable to each of the four income groups. Keyser Marston Associates, Inc. Page 40 11413.006\001-006, 10/15/2004 Ii.-( -(I J This step is basically driven by formula per federal and state standards and local policies. The key standards in this analysis are: · A three person household in a two bedroom unit; . For rental units, 30% of monthly income available for rent and utilities; . For ownership units, 30% of monthly income available for mortgage, property taxes, insurance and homeowners association and; . For ownership units, the mortgage assumption is a 5% down payment, a 6.5% interest rate, and a 30 year fixed mortgage. Rental Units The affordable rent calculations for the very low and low income households are provided in Table IV-3. The three-person households at very low income can afford $896 per month in rent; the same size household at low income can afford $1,489 per month in rent. In order to calculate the affordability gap, we must first convert rental income into a value supported per unit. The first step is to establish the net operating income per unit, or income after other miscellaneous income (laundry, etc.) and adjustment for normal vacancy and operating expenses. Again, based on our research, the operating expense and vacancy allowance is estimated at $7,100 per unit per year, which includes property management, property taxes, and certain other expenses. The annual net operating income (after operating expenses) from an apartment unit is an annual figure, which must be. converted to a one time capital cost. To make the conversion, a 7% capitalization rate is used. The results are shown below. Annual Operating Affordable Income CateQorv Rent Expenses Net Income Unit Value1 Very Low Income (Up to $10,700 $ 7,100 $3,600 $ 52,100 50% AMI) ($900/mo.) Low Income (50% to 80% $17,900 $ 7,100 $10,800 $153,800 AMI) ($1,490/mo.) 1. Net Income capitalized at 7%. The affordability gap is the difference between the result of this analysis and the cost of development. The calculations for the two income levels are shown below. 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 41 {l{-{llo Income CateQorv Development Cost Affordable Unit Value Affordabilitv Gap Very Low Income (Up to 50% AMI) Low Income (50% to 80% AMI) $259,000 $259,000 $ 52,100 $153,800 $206,900 $105,200 Ownership Units A parallel analysis is conducted for ownership units. The value supported, or sales price affordable, is based on 30% of income spent on housing related expenses and the assumptions listed above concerning mortgage financing: 6.5% interest on a 30-year fixed rate mortgage with 5% down. Annual homeowners association charges and other utility costs are estimated at around $300 per month. Property taxes are estimated based on the affordable unit price. Table IV-4 summarizes the analysis. The moderate income household (100% of AMI) can afford a unit that costs $300,000 and the workforce income household (135% of AMI) can afford a unit that costs $421,000. The affordability gaps are the differences between these sales prices afforded and the costs of development, as follows: Income CateQorv Development Cost Affordable Unit Price Affordability Gap Moderate Income (80% to 120% AMI) Workforce Income (120% to 150% AMI) $479,000 $479,000 $300,000 $421,000 $179,000 $ 58,000 Total Linkage Costs The last step in the linkage fee analysis marries the findings on the numbers of households at each of the lower income ranges associated with the three types of buildings to the affordability gaps, or the costs of developing housing for them in Cupertino. Table IV-5 summarizes the analysis. The numbers of households associated with each building type by income category, indicated on the left side of the table, assume 100,000 square foot buildings. The Affordability Gaps are from the prior discussion. At the right the "Nexus Cost Per Square Foot" shows the results of the calculation: number of units times affordability gap, divided by 100,000 sq. ft. to bring the conclusion back to the per square foot level. The total nexus costs are calculated for the total impact, as indicated in the upper portion of the table, and after an adjustment for the fact that only a share of the worker households will seek housing in Cupertino (the "Commute Adjustment"). Keyser Marston Associates, Inc. Page 42 11413.006\001-006, 10/15/2004 {t(-fll The Table IV-5 analysis conclusions, after adjusting for households who commute to Cupertino, are as follows: Office Hotel Retail/Entertainment Under 50% Median Income $4.71 $16.61 $20.66 50% to 80% Median Income $5.10 $1.92 $3.34 80% to 120% Median Income $8.84 $1.19 $2.08 120% to 150% Median Income $1.22 $0.09 $0.15 Total $19.87 $19.80 $26.23 These costs express the total linkage or nexus costs for the three building types. These total nexus costs represent the ceiling for any requirements placed on new construction for affordable housing. The totals are not the recommended levels for fees; they represent only the maximums established by this analysis, below which fees or other requirements may be set. In establishing the total nexus cost many conservative assumptions were employed in the analysis that result in a total nexus cost that is probably understated. These conservative assumptions include: . The commute adjustment, or target, assumes that only 9.9% of all new employee households are targeted to be accommodated in Cupertino. This is the existing condition already driven by affordability constraints. The City could readily adopt a policy to house more than 10% of its new worker households. . The methodology for discounting double income households essentially removes almost all two-income households from the lower income strata (by assuming the multiple incomes place the households in higher income categories). . No Census or other hard data was available enabling a distinction between the household size composition of office/high tech workers, hotel workers and retail sales people. Anecdotally one can observe that there are probably some significant differences. . Only direct employees are counted in the analysis. Many indirect employees are also associated with each new workspace. Indirect employees in an office building, for example, include janitors, window washers, landscape maintenance people, delivery personnel, and a whole range of others. Hotels do have many of these workers on staff, but hotels also "contract out" a number of services that are not taken into account in the analysis. In summary, many less conservative assumptions could be made that would result in higher linkage costs. 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 43 lc(~flt TABLE IV-1 RESIDENTIAL PROTOTYPE -- RENTAL HOUSING JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO Development Program Number of Units Number of Stories Total Rentable Sq. Ft. Site Size Dwelling Units/Acre Construction Type 100 3-4 stories 109,000 SF 2.5 acres 109,000 SF 40 du/ac Wood Frame Parking: Type Spaces Spaces/Unit Covered Surface 200 2 per unit Unit Mix & Size One Bedroom Two-Bedroom Three-Bedroom Average Unit Size (rounded): 20 60 20 100 850 sq ft 1 ,1 00 sq ft 1,300 sq ft 1 ,1 00 sq ft Development Cost Cost Per Unit Land $ 55,000 Equals $50/SF of land area. Construction (incl. Parking) $ 145,000 Equals $132/SF of rentable area. Indirects/Financing $ 59,000 Equals 41 % of direct construction costs. Total Development Cost $ 259,000 Equals $235/SF of rentable area. Prepared by Keyser Marston Associates, Inc. Filename: 11413.006\Res Prototypes;rentaI4; 1 O/15/2004;MTN Il( -{I q TABLE IV-2 RESIDENTIAL PROTOTYPE - OWNERSHIP JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO Development Program Number of Units Number of Stories Site Size Dwelling Units/Acre Construction Type Parking: Type Spaces Spaces/Unit Unit Mix & Size Two Bedroom Two Bedroom Two Bed room Two Bedroom Development Cost Land Construction (incl. Parking) Indirects/Financing' Developer's Profit Total Development Cost 46 2 -3 stories 1.35 gross acres 34 du/gr.ac Wood Frame Underground and Surface 92 Total (60 underground/ 32 surface) 2.00/ Unit 10 12 10 14 46 938 SF 973 SF 1,088 SF 1,198 SF 1,100 SF Equals $70/SF of land area. Equals $35,000 for parking per unit and $170/SF of livable area. Equals 53% of construction costs (including all fees, insurance, cost of sales, etc.) Equals 10% of sales price; industry standard. Equals $435/SF of sellable area. Prototype based on Tra Vigne Villas (with adjusted parking ratios); costs based on pro formas for comparable projects with adjustments made for time and location. Cost Per Unit $ 90,000 $ 222,500 $ 118,150 $ 47,850 $ 478,500 Prepared by Keyser Marston Associates, Inc. Filename: 11413.006\Res Prototypes; condo; 1 0/15/2004; MTN (L{--/c1.0 TABLE IV-3 AFFORDABLE RENTS (1-BEDROOM UNITS - 3-BEDROOM UNITS) VERY-LOW, LOW AND MODERATE INCOME HOUSEHOLDS 2004 INCOME STANDARDS DISTRIBUTED BY HUD SANTA CLARA COUNTY, CA III. 1-Bdrm 2-Bdrm 3-Bdrm Very-Low Income Income @ 40% County Median $33,760 $37,980 $42,200 % of Income Allotted to Housing 30.00% 30.00% 30.00% Monthly Housing Expenses $844 $950 $1,055 (Less) Utilities Expenses (36) (54) (62) [Monthly Rent $808 $896 $9931 Low Income Income @ 65% County Median $54,860 $61,718 $68,575 % of Income Allotted to Housing 30.00% 30.00% 30.00% Monthly Housing Expenses $1,372 $1,543 $1,714 (Less) Utilities Expenses (36) (54) (62) IMonthly Rent $1,336 $1,489 $1,652 I Moderate Income Income @ 100% County Median $84,400 $94,950 $105,500 % of Income Allotted to Housing 30.00% 30.00% 30.00% Monthly Housing Expenses $2,110 $2,374 $2,638 (Less) Utilities Expenses (36) (54) (62) IMonthly Rent $2,074 $2,320 $2,576 I I. II. Utility expenses based on Santa Clara Housing Authority's Schedule of Allowances for Tenant-Purchased Utilities and Other Service (March 2004). Expenses will vary by project and type of utilities. - -C 1 Prepared by Keyser Marston Associates, Inc. --. Filename: 11413.006\Multi-family Residential A;Table 1 &2; 10/15/2004;hgr 1v -- -. ~ I -. ?0 ~ TABLE IV-4 SUPPORTABLE HOUSING PRICES (1-BEDROOM TO 4-BEDROOMS) MODERATE AND WORKFORCE INCOME HOUSEHOLDS 2004 INCOME STANDARDS DISTRIBUTED BY HUD (SANTA CLARA COUNTY) CITY OF CUPERTINO Affordable Units 1-Bdrm 2-Bdrm 3-Bdrm 4-Bdrm Workforce Income Household Income @ 135% County Median $113,940 $128,180 $142,430 $153,830 Income Allotted to Housing @ 30% of Income 34,180 $38,450 42,730 46,150 (Less) Ongoing Expenses 1 . 7,350 8,120 9,018 9,600 Income Available for Mortgage $26,830 $30,330 $33,712 $36,550 IMaXimum Purchase Price' $372,330 $420,930 $467,870 $507,230 I Moderate Income Household Income @ 100% County Median $84,400 $94,950 $105,500 $113,950 Income Allotted to Housing @ 30% of Income 25,320 28,485 31,650 34,185 (Less) Ongoing Expenses 1 6,230 6,850 7,610 8,070 Income Available for Mortgage $19,090 $21,635 $24,040 $26,115 IMaximum Purchase Price' $264,940 $300,240 $333,650 $362,4101 1 Includes utilities, homeowner association dues and property taxes based on unit value 2 Debt @ 6.50 % interest (7.58% mortgage constant) & down payment @ 5.00 % of affordable price. Prepared by Keyser Marston Associates, Inc. Filename: 11413.006\Ownership Residential A;Table02; 10/15/2004;mtn --.. A -l ~ w TABLE IV-5 TOTAL HOUSING NEXUS COST JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO, CA BEFORE COMMUTE ADJUSTMENT INCOME CATEGORY Under 50% of Median Income' 50% to 80% of Median Income' 80% to 120% of Median Income4 120% to 150% of Median Income4 Total Total New Worker Households: AFTER 9.90% COMMUTE ADJUSTMENT INCOME CATEGORY Under 50% of Median Income' 50% to 80% of Median Income' 80% to 120% of Median Income4 120% to 150% of Median Income4 Total Number of Households1 Affordability Gap2 Nexus Cost Per Sq. Ft. Office Hotel Rtl.lEnt. Office Hotel Rtl./Ent. 23.06 81.32 101.14 $206,900 $47.71 $168.25 $209.25 49.09 18.47 3218 $105,200 $51.65 $19.43 $33.85 50.20 6.74 11.83 $178,260 $89.49 $12.01 $21.08 21.52 1M 2.61 $57,570 $12.39 $0.87 ll2Q 143.88 108.04 147.75 $201.24 $200.56 $265.69 184 111 158 Number of Households1 Affordability Gap2 Nexus Cost Per Sq. Ft. Office Hotel Rtl.lEnt. Office Hotel Rtl.lEnt. 2.28 8.03 9.99 $206,900 $4.71 $16.61 $20.66 4.85 1.82 3.18 $105,200 $5.10 $1.92 $3.34 4.96 0.67 1.17 $178,260 $8.84 $1.19 $2.08 b1l QJ..Q. 0.26 $57,570 $1.22 $0.09 $0.15 14.21 10.67 14.59 $19.87 $19.80 $26.23 1 Per 100,000 sq. ft. of building area 2 Assume two-bedroom unit. , Assumes households are housed in rental units 4 Assumes households are housed in ownership units. Prepared by: Keyser Marston Associates, Inc. Filename: Cup-Main Model-135_100; IV-2 Model Summary; 10/15/2004; dd SECTION V - MATERIALS TO ASSIST IN SELECTING FEE lEVELS The purpose of this section is to provide information to assist policymakers in updating the Jobs Housing Impact Fee program in Cupertino. As indicated at the end of the previous section, the nexus analysis establishes maximum levels supported by the analysis. Recognizing a variety of City objectives, policymakers may set the fees or other obligations at any level below the maximum and may design other program features to meet local goals and objectives. The materials in this section have nothing to do with establishing the nexus. Instead this section provides an assembly of materials that helps answer questions frequently asked when designing a fee program: How can a fee level be selected? How do we evaluate when a fee will slow development? How much revenue will be produced? What do other cities do in their programs? Current Fee Program The current fee program has been in place since 1993 and applies to all office and "industrial" development throughout the city. The fee was initially set at $2.00 per square foot with the provision that it could be adjusted annually per the Consumer Price Index. The City has made a few adjustments to the point at the current level is now $2.25 per square foot. The fees are payable upon issuance of building permit for all new space classified as office or industrial. This section of the report provides information to assist in determining a more substantial adjustment to the fee level and possibly expanding the program to include hotel and retail building types. Fees as a Percent of the Nexus Amount Policy makers may establish fees at any level below the maximum for the three building types in the analysis - office, hotel, retail/entertainment - in the same proportion to the nexus or may independently select the fee for each building type, weighing policy considerations separately for each one. Most jurisdictions now select the latter approach. The proportion to nexus cost approach is illustrated below: BuildinQ Tvpe Nexus Cost Fee @ 25% Office Hotel Retail/Entertainment $19.87 $26.23 $19.80 $4.96 $6.56 $4.95 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 49 1'i-/2tj The principal advantage of this approach lies in its simplicity and avoidance of addressing each fee independently. The disadvantage is that there could be a disproportionate burden on one building type. Alternatively, there could be a lost opportunity in not charging a higher fee on a building type that could clearly sustain it in the interest of working from the lowest common denominator. It is noted that the total nexus cost is comprised of four separate income tiers - very low income, low income, moderate income, and "workforce" income. The workforce tier, which is 120% to 150% of Area Median Income was included in the analysis per City staff direction, in the event that policy makers wish to include this tier in the program. If policy makers do not want this tier included the nexus costs would be lowered. (See Table IV-5 and subtract the row of numbers for the 120% to 150% category. For example, the office total nexus cost is reduced to $18.65.) The decision as to whether to include the tier should be made to be consistent with how the City wishes to spend fee revenue dollars. If the City wishes to include assistance to "workforce" income level households as part of the program, then the income tier should be included in the nexus analysis. Total Development Cost Evaluation One way to evaluate the impact of alternative fee levels on the development of commercial and industrial projects is to examine total development costs. The chief concern of policy makers in deliberating housing linkage fees is whether the fee will have a negative impact on development activity. Most cities want more financial resources for affordable housing but not at the expense of driving desirable development activity outside the city borders. The three building types addressed in the nexus analysis have been further expanded into subsets to reflect several different configurations or conditions in Cupertino. In the office/high tech building type we look at small infill and large office prototypical projects. For retail/restaurant, we look at a freestanding restaurant and a prototypical strip retail space. For hotel building types, we look at an extended stayllimited service hotel and a more upscale, full service hotels. The purpose is to evaluate alternative fee levels in light of total development costs to ascertain to what extent costs would be increased assuming, for a moment, all other costs are fixed. Total development costs have been assembled inclusive of land, building construction, tenant improvements, and indirect or "soft" costs such as architectural and engineering, fees, financing, etc. A key variable in each configuration is the parking, both the number of spaces relative to building area and the location of the parking - at grade or structured. As with the residential total development costs, the City provided us with information on proposed and recently developed projects. Using actual City projects as a baseline, KMA drew from our extensive experience on projects located within Silicon Valley to estimate development costs. Keyser Marston Associates, Inc. Page 50 11413.006\001-006; 10/15/2004 (l{ -/ clj Office/High Tech Two configurations of office projects were evaluated. The configurations represent a large and a small building, one with structured parking and one with surface parking. One prototype is a large office complex, which encompasses two five-story buildings or 100,000 square feet of building area. A 2.5 FAR and subterranean parking is assumed for this large project based on a recent submittal to the City. The second prototype is a small 20,000 square foot two-story infill project with a 0.5 FAR and surface parking. Land has been assumed available in the $50 to $100 per square foot range, which is consistent with recent estimates for Cupertino. The "all in" cost range is $270 to $375 per square foot, or about $275 to $375 per square foot. (Table V-1) Hotel/Lodging Hotel and other lodging costs are summarized as per room costs, per the practice of the industry. Two prototypes are examined - a full service upscale hotel of five or more stories and predominantly subterranean parking, and a limited service or extended stay product of four stories with split surface and below grade parking. Total "all in" costs range from $165,000 per room for the limited service product and $200,000 per room for the full service hotel. Due to the different density characteristics of hotels, the "all in" per square foot cost is in the range of $335 to $340 per square foot. Land costs are the same range as the high-end office/high tech (Table V-2). Retail/Entertainment Retail and entertainment uses present a particular problem at this point in time because many of these uses are not feasible due to the dramatic increase of office/high tech land value that occurred during the late 1990's. (During the current recession there may be a drop in values, but for the most part short term recessions are marked by an absence of transactions). We have shown total development costs of two projects. One is a free-standing restaurant with surface parking and an FAR of 0.18. The other is a retail project located in a small cluster of shops. Land is estimated at $40 to $60 per square foot to reflect that these establishments are typically located in less prominent areas of the city. The restaurant prototype is particularly expensive to build, with costs estimated at around $475 per square foot, more than half of which is land due to the amount of parking required. The strip retail is estimated to cost around $330 per square foot. 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 51 (<{-(2b Summary In summary, total development costs generally fall in the range of $300 to $400 dollars per square foot for the three building types under consideration. As noted, many types of retail/restaurant projects are not feasible at this time due to these costs. Total cost ranges and fee ranges per square foot, per this approach would be as follows: Total Development Cost Fee @ 1% Fee @ 2% Office/High Tech $270-$375 $2.70-$3.75 $5.40-$7.50 Hotel $330-$350 $3.30-$3.50 $6.60-$7.00 Retail $275-$550 $2.75-$5.50 $5.50-$11.00 We do not recommend setting fees in this manner, but do believe the cost burden approach examining the 1 % to 2% range is helpful for bracketing a range to consider. Impact on land Values The evaluation of total development costs assumes, for the moment, that all costs are fixed. While most costs of development are relatively fixed, or at least not subject to adjustment as a result of local policies, land cost is not. Land cost is the variable in the equation that adjusts to reflect the income capacity of the market forces. Rents and values generally act independent of costs. As a result, an increased cost of development due to a local fee will not be directly translated to a higher rent being achievable. The variable that adjusts is land value. If costs are increased as a result of a local fee, land values are theoretically decreased by a corresponding amount. In a project built at a Floor Area Ratio (FAR) of 1, a $5 fee will theoretically reduce land value by $5 per square foot. At an FAR of 0.5:1 or 50% coverage factor, the $5 fee will depress values by $2.50. At 2:1 FAR, the $5 fee will theoretically depress land values by $10 per square foot. The word theoretically is dispersed throughout the discussion. In the real world, other forces, most particularly market demand, drive land values far more powerfully than fees do. Between 1995 and 2000, land values doubled, and in places tripled, in Silicon Valley as a result of market pressures. As the economy cooled, further escalations tapered off with some retreating to former levels of not so long ago. Any fee that Cupertino is likely to assess will have only a marginal impact on these far broader fluctuations. Keyser Marston Associates, Inc. Page 52 11413.006\001-006; 10/15/2004 Il{-/~ 7 Other Ordinance or Program Features A Housing Impact Fee Program may have other features to address specific policy objectives or concerns. The most common ones are: Minimum Size Threshold A minimum size threshold sets a building size over which fees are in effect. Many programs have no such threshold, as has been the case with the Cupertino program. In general, the programs with the higher fees tend to have more significant thresholds. Programs with low fees often have no thresholds and all construction is subject to the fee. Geographic Area Variations Some cities with linkage fee programs exclude specific areas such as redevelopment areas and enterprise or empowerment zones. Cupertino did not establish geographic area variations in its current program. However, City staff has indicated their concern that establishing a fee for new retail space could adversely impact the Vallco Shopping Center, which is located in a redevelopment area. Exempting the redevelopment area would be one way for Cupertino to address this concern. Specific Use Exemptions The most common exemptions are child care centers and non-profit institutional uses, particularly cultural and religious ones. Reasons for exemption are as follows: . Minimize cost impacts on a particularly desirable type of project, such as child care centers. . Recognition that most projects are developed by the public sector which is not subject to the fees in any case. . Recognition that meaningful averages to cover a broad range of institutional type uses (outside of medical and educational) are very difficult. . The necessary administrative time to process customized fees and variances for uses in this category. . The volume of construction of such uses is minimal, resulting in minimal fee revenue loss. For some or all of these reasons, most programs do not attempt to charge fees on non-profit, institutional uses other than medical and educational. 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Page 53 Ie{ -{ J..f Other Jurisdiction Housing Linkage Programs It is always of interest to policy makers to know what other cities and counties have in place in the way of similar programs. As a generality, compared to inclusionary programs, linkage programs are far fewer in number and are far less complex. Table V-4 is a two-page chart summarizing the programs in California jurisdictions. The organization of the chart is by fee amount. The top tier is cities with fees of $10 per square foot or more - San Francisco, Palo Alto, and Menlo Park, all cities with very powerful market conditions, the current recession notwithstanding. The second tier is jurisdictions that have programs in the $4 to $9 per square foot range. Several Silicon Valley cities are in this category. A number of jurisdictions have update programs underway and will likely move into this tier. The third tier is the lower fee jurisdictions where the Cupertino program is currently placed. The chart provides information on a number of program features in addition to the fee amount. Summary This section of the report has provided materials to assist in deliberating an adjustment to the Cupertino program fee levels. All fee levels likely to be considered are far below the "total nexus cost," the only legal constraint to setting the fees. Fees should be established based on the nexus and any combination of policy considerations that the City wishes to bring to bear. In Cupertino, some of the choices could be: . Increase past fees by a consistent amount across the board, such as doubling or tripling them; . Apply a percentage to the total nexus cost, such as the 25% example; . Apply a percentage to the total development costs estimates; and . Select fee levels independently based on policy considerations, using no formula, but drawing on all of the above approaches. One frequent simplification is to set fees on buildings with similar nexus and development costs at a single fee level- such as Cupertino has done with its program thus far. All approaches have validity; there is no one correct way to select fees, beyond a careful consideration of local policies and goals. Keyser Marston Associates, Inc. Page 54 11413.006\001-006; 10/15/2004 /4 -/~ 7 TABLE V-1 OFFICE/HIGH TECH PROTOTYPES TOTAL DEVELOPMENT COSTS JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO 100,000 SF 5 stories Subterranean parking 2.5:1 FAR 20,000 SF 2 stories. SU/1ace Parking 0.5:1 FAR Land (Per SF building area) $340 - $375 /SF $50 - $80 $100 - $160 $125 - $145 $35 - $40 $5 - $9 $5 $1,500/space 71 1 space per 285 SF $270 - $360 /SF (Per sf land) (Per SF building area) $80 - $100 $32 - $40 Direct Costs (1) $150 - $170 Indirects & Financing @ 25% $60 - $65 Permits & Fees $8 - $12 Parking Cost (psf bldg. area) (Cost per space) (Number of spaces) (2) $88 $25,000 /space 351 1 space per 285 SF Total (1) Direct costs include construction, on-sites and tenant improvements. Indirect costs include soft costs and financing costs. (2) As required by City code (1 space per 285 square feet). Prepared by Keyser Marston Associates, Inc. Section V;office; 10/15/2004; hgr 1L(-f5D TABLE V-2 HOTEL PROTOTYPES TOTAL DEVELOPMENT COSTS JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO Development Costs ($/Room) Parking Limited Servicel Extended Stav 4 Stories/120 Rooms 0.97:1 FAR 20% at grade 80% Subterranean Full Service Mid-Rise Hotel 5 Stories/140 Rooms 1.5:1 FAR 10% at grade 90% Subterranean (Per sf land area) (Per sf Bldg area) $40,000 $80 $83 $40,000 $100 $67 Land Direct Costs Site Work Building FF&E $3,000 $65,000 $12,500 $80,500 $3,000 $75,000 $25,000 $103,000 Indirects & Financing @ 30% $24,150 $30,900 Permits & Fees $550 $105,200 $900 $134,800 Parking Cost (psf bldg. area) (1 sp/room plus 1 sp/employee) $20,000 $27,000 (1) Total, including Land (rounded) $165,000 .:t $202,000 .:t Per Sq.Ft. Bldg. Area (Sq.Ft./Room) $341 ISF 500 SF $337/SF 600 SF 1 Parking costs are higher because of a higher parking spaces per room ratio and because a larger percentage of the spaces are underground. The parking space/room ratio is higher because there are more employees at the full service hotel. Prepared by: Keyser Marston Associates, Inc. Section V\Hotel Prototypes; 10/15/2004;hgr (t{~[31 TABLE V-3 RETAIL PROTOTYPES TOTAL DEVELOPMENT COSTS JOBS HOUSING NEXUS ANALYSIS CITY OF CUPERTINO Development Costs ($/SF building area) Land (Per sf land area) (Per sf Bldg area) Direct Costs Site Work Building Shell Tenant Improvement Indirects & Financing @ 30% Permits & Fees Parking Cost (pst bldg. area) (Cost per space) (Number of spaces) (1) Total, including Land Free-Standing Restaurant Surface Parking 8,300 SF 380 seats 0.18:1 FAR $40 $60 $223 - $335 $5 - $5 $70 - $80 $60 - $70 $135 - $155 Strip Retail Surface Parking 11,000 SF 0.25:1 FAR $40 $60 $160 - $240 $5 $65 ~ - $105 $5 - $55 $25 ~ $25 - $32 ~ ----E- $114 - $144 $6 $1,500 44 $280 - $390 (1) As required by City code (1 space per seat (rest.) and 1 space per 250 SF (retail)). Prepared by: Keyser Marston Associates, Inc. Section VlRetail Prototypes; 10/15/2004; hgr $40 - $47 $3 - $6 $178 - $208 $17 $1,500 96 $418 - $560 Il{-{]~ TABLE V-4 OTHER JOBS HOUSING LINKAGE PROGRAMS HOUSING IMPACT FEE NEXUS ANALYSIS CITY OF CUPERTINO HIGH FEE CITIES Yr. Adopted Thresholds & Build Option/ Market Jurisdiction /Updated Current Fee Levels per SF Exemptions Other Strength Comments City of Palo Alto 1984 . Commercial & Industrial No Minimum Threshold. Yes Very Fee is adjusted annually Updated in $15.58 Churches; colleges and l Substantial based on CPI. March 2002. universities; comm'l recreation; hospitals, convalescent facilities; private clubs, lodges, fratemal org.'s; private educational facilities; and public facilities are exempt. City and County of 1981 . Office $14.96 25,000 gross SF threshold. Yes, may Very 1$40 million raised San Francisco Updated fees . Hotel $11.21 Excludes: redevelopment contribute land Substantial in 2002. . Retail $13.95 areas and Port. for housing. City of Menlo Park 1998 . Commercial & Industrial 10,000 gross SF Threshold. Yes, may Very Fee is adjusted annually $10.00. Churches, private clubs, provide housing Substantial based on CPI. . Warehousing, printing, lodges, fraternal orgs and on- or off-site. assembly $5.45. public facilities are exempt. MEDIUM FEE CITIES Yr. Adopted Thresholds & Build Option/ Market Jurisdiction /U pdated Current Fee Levels per SF Exemptions Other Strength Comments City of Santa Monica 1984 . Office only 15,000 sf exemption for new N/A Very Includes fee for open . $4.37 per square foot for first construction, 10,000 sf Substantial ~pace as well. Fees 15,000 sf exemption for additions. ~djusted quarterly based . $9.72 per square foot in on CPI. No excess of 15,000 sf. comprehensive update ince adoption. City of Sunnyvale 1984 . Industrial & Office $8 Applies only to the portion of NA Very Fee had not changed Updated in the project that is in excess of Substantial since the 1980's, until 2003. allowable FAR (typically ee was recently raised 0.35:1). rom $7.19. County of Marin 2003 . Office/R&D $7.19 No minimum threshold. Yes. Substantial . Retail/Rest. $5.40 . Warehouse $1.95 . Hotel/Motel $1,7 46/room . Manufacturing $3.74 City of Mountain 2001 . Officellndustrial $6.00 Fee is 50% less if building is Yes Very View . Hotel $2.00 under thresholds: Substantial . Retail $2.00 Office 10,000 sf Hotel 25,000 sf Retail 25,000 sf City of Walnut Creek 2005 . Office, retail, hotel and First 500 sf no fee applied. Yes Very medical $5.00 Substantial own of Corte 2001 . Office $4.79 No Minimum Threshold. NA Substantial Madera . R&D lab $3.20 . Light Industrial $2.79 . Warehouse $0.40 . Retail $8.38 . Com Services $1.20 . Restaurant $4.39 . Hotel $1.20 Prepared by Keyser Marston Associates, Inc. 11413.006\JH Fees Other Cities -Cupertino.doc; 10/15/2004, Page 1 (4 - f '3 3 TABLE V-4 (cont'd) OTHER JOBS HOUSING LINKAGE PROGRAMS HOUSING IMPACT FEE NEXUS ANALYSIS CITY OF CUPERTINO City of Oakland 2002 . Office/ Warehouse $4.00 25,000 sf exemption Yes - Can build Moderate Fee due in 3 units equal to installments. Fee total eligible sf adjusted with an annual times .0004 ~scalator tied to residential construction cost increases. City of Berkeley 1993 . All Commercial $4.00 7,500 SF threshold. Yes. Substantial. Fee has not changed . Industrial $2.00 ince 1993; may negotiate fee downward based on hardship or reduced impact. City of St. Helena 2004 . Office $3.40 Small child care facilities, Yes, subject to Substantial. . Comm.lRetail $4.30 churches, non-profits, City Council . Hotel $3.14 vineyards, and public facilities approval. . Winery/Industrial $1.05 are exempt. Low FEE CITIES Yr. Adopted Thresholds & Build Option/ Market Jurisdiction /Updated Current Fee Levels per SF Exemptions Other Strength Comments City of Alameda 1989 . Office $3.63 No Minimum Threshold. Yes. Program Moderate Fee may be adjusted by . Retail $1.84 specifies CPI. . Warehouse $0.63 number of units . Hotel/Motel $931 per room per 100,000 square feet. Jity of West 1986 . Non-residential $2.85 NA NA Substantial Fees adjusted by CPI Hollywood ~ach year. City of Pleasanton . Commercial, Office & No Minimum Threshold NA Moderate Fee increased in 2003. Industrial $2.31 ity of Cupertino 1993 . Office & Industrial $2.25. No Minimum Threshold. NA Very Fee is adjusted annually Substantial based on CPI. Update n process. City of Petaluma 2003 . Commercial $2.08 * Fee is 50% less if located in NA Moderate/ Fee phased-in over 3 . Industrial $2.15 * redevelopment project area Substantial vears beginning 2005. . Retail $3.59 * Fees listed are full fees, (See Comments) starting in 2007. County of Napa County - . Office $2.00 No Minimum Threshold. Units or land Moderate/ Irhere is a companion (Also City of Napa) Updated 2004 . Hotel $3.00 dedication; on a Substantial ee of 1 % of construction City 1999 . Retail $2.00 Non-profits are exempt. case by case costs on all residential . Industrial $1.00 basis. construction. Napa City . Warehouse $0.80 rates not updated to hese levels yet. City of Sacramento 1989 . Office $1.79 No Minimum Threshold. Pay 20% fee Moderate Fees listed in effect as 0 Most recent . Hotel $1.70 plus build at uly 2005. update, 2005. . R&D $1.52 Service uses operated by non- reduced nexus. . Commercial $1.43 profits are exempt. (Not meaningful North Natomas area has . Manufacturing $1.12 given amount 0 separate fee structure. . Warehouse/Office $0.65 fee). . Warehouse $0.49 City of San Diego 1990 . Office $1.06 No Minimum Threshold. Can dedicate Substantial Since 1990, $33 million Fees reduced . Hotel $0.64 land or air raised. Update in in mid 90s; . R&D $0.80 No exempted uses. Does rights in lieu of process. Office have not been . Retail $0.64 exclude some geographic fee. proposed to go to $1.50 readjusted. . Manufacturing $0.64 areas. $1.80 range. . Warehouse $0.27 Prepared by Keyser Marston Associates, Inc. 11413.006\JH Fees Other Cities -Cupertino.doc; 10/15/2004, Page 2 {l{ - t ]L{ TABLE V-4 (cont'd) OTHER JOBS HOUSING LINKAGE PROGRAMS HOUSING IMPACT FEE NEXUS ANALYSIS CITY OF CUPERTINO City of Livermore 1999 . Retail $0.81 No Minimum Threshold. Yes; negotiated Moderate . Service Retail $0.61 on a case-by- . Office $0.52 Church; private or public case basis. . Hotel $397 per room schools. . Manufacturing $0.25 . Warehouse $0.07 . Business Park $0.52 . Heavy Industrial $0.26 . Light Industrial $0.16 City of Folsom 2002 . Office, Retail, Light Industrial, No Minimum Threshold Yes. Moderate! Fee is adjusted annually Heavy Industrial, and Substantial pased on construction Manufacturing $1.20 Select nonprofits, small child ost index. . Up to 200,000 SF, 100% of care centers, churches, mini fee. 200,000-250,000 SF, storage, parking garages, 75% of fee; 250,000- private schools, etc. 300,000 SF, 50% of fee; 300,000 and up, 25% of fee. County of 1989 . Office $0.97 No Minimum Threshold. Pay 20% fee Moderate l-urrently in the process Sacramento . Hotel $0.92 plus build at of updating. . R & 0 $0.82 Service uses operated by non- reduced nexus. . Commercial $0.77 profits are exempt. (Not meaningful . Manufacturing $0.61 given amount 0 . Indoor Recreational Centers fee). $0.50 . Warehouse $0.26 City of Elk Grove 1988 . $30 flat fee plus: No Minimum Threshold Pay 20% fee Moderate ~ity may update fee (Inherited from . Office $0.97 plus build at after County of County when . Hotel $0.92 Membership organizations reduced nexus. Sacramento updates its incorporated) . R & 0 $0.82 (churches, non-profits, etc.), (Not meaningful ee. . Commercial $0.77 mini-storage, car storage, given amount 0 . Manufacturing $0.61 marinas, car washes, private fee). . Indoor Recreational Centers parking garages and $0.50 agricultural uses exempt. . Warehouse $0.26 City of Rancho 1988 . $30 - $100 flat fee plus: No Minimum Threshold. No build option, Moderate Cordova (Inherited from . Office $0.97 but developer County when . Hotel $0.92 can dedicate incorporated) . R & 0 $0.82 land to city in- . Commercial $0.77 lieu of fee. . Manufacturing $0.61 . Indoor Recreational Centers $0.50 . Warehouse $0.26 City of Citrus 1988 . Office $0.97 No Minimum Threshold Moderate Heights (Inherited from . Hotel $0.92 County when . R & 0 $0.82 Agriculture, auto smog incorporated) . Commercial $0.77 inspections, car storage, . Manufacturing $0.61 private parking garage, mini- . Warehouse $0.26 storage, churches, non-profit membership organizations Prepared by Keyser Marston Associates, Inc. 11413.006\JH Fees Other Cities -Cupertino.doc; 10/15/2004, Page 3 III -( 1S- [This page left intentionally blank.] Keyser Marston Associates, Inc. Page 58 11413.006\001-006; 10/15/2004 /4. -( ] b J:;: I ---- w ~ APPENDIX TABLE 1 INCOME DEFINITIONS BY HOUSEHOLD SIZE JOBS HOUSING LINKAGE FEE ANALYSIS CITY OF CUPERTINO Median' Household Size 1 Person 2 Person 3 Person 4 Person 5 Person 6 Person 7 Person 8 Person $84,400 $94,950 $105,500 $113,950 $122,400 $130,800 $139,250 $0 Very-Low Income Low Income Moderate Income Workforce Income 0%-50% of Median 51 %-80% of Median 81 %-120% of Median 121% -150% of Median $0 $33,760 $33,760 $54,860 $54,860 $101,300 $101,300 $126,600 0 $37,980 $37,980 $61,718 $61,718 $113,950 $113,950 $142,425 0 $42,200 $42,200 $68,575 $68,575 $126,600 $126,600 $158,250 0 $45,580 $45,580 $74,068 $74,068 $136,750 $136,750 $170,925 0 $48,960 $48,960 $79,560 $79,560 $146,850 $146,850 $183,600 0 $52,320 $52,320 $85,020 $85,020 $157,000 $157,000 $196,200 0 $55,700 $55,700 $90,513 $90,513 $167,100 $167,100 $208,875 0 $0 $0 $0 $0 $0 $0 $0 , Area Median Income for Santa Clara County, 2004 (From HUD). Prepared by Keyser Marston Associates, Inc. Filename: 11413.006\Multi-family Residential A;Table 1 &2; 10/15/2004;hgr APPENDIX TABLE 2 OCCUPATIONS INCLUDED IN ANALYSIS JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA The occupational breakdown of employment by land use is based on the 2001 National Industry-Specific Occupational Employment and Wage Estimates For these Industries/NAICS codes Office 511200 - Software Publishers 516100 - Internet Publishing and Broadcasting 517100 - Wired Telecommunications Carriers 517200 - Wireless Telecommunications Carriers (except Satellite 517300 - Telecommunications Resellers 517900 - Other Telecommunications 518100 - I nternet Service Providers and Web Search Portals 518200 - Data Processing, Hosting, and Related Services 519100 - Other Information Services 522100 - Depository Credit Intermediation 522200 - Nondepository Credit Intermediation 523900 - Other Financial Investment Activities 524100 - Insurance Carriers 524200 - Agencies, Brokerages, and Other Insurance Related Activities 531100 - Lessors of Real Estate 531200 - Offices of Real Estate Agents and Brokers 531300 - Activities related to Real Estate 541100 - Legal Services 541200 - Accounting, Tax Preparation, Bookkeeping, and Payroll Services 541300 - Architectural, Engineering, and Related Services 541400 - Specialized Design Services 541500 - Computer Systems Design and Related Services 541600 - Management, Scientific, and Technical Consulting Service 541700 - Scientific Research and Development Services 541800 - Advertising and Related Services 541900 - Other Professional, Scientific, and Technical Services 551100 - Management of Companies and Enterprises 621100 - Offices of Physicians 621200 - Offices of Dentists 621300 - Offices of Other Health Practitioners Hotel 721100 - Traveler Accommodation Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: Cup-Main Model-135_100; NAICS; 10/15/2004; dd1 lY - f 31 APPENDIX TABLE 2 OCCUPATIONS INCLUDED IN ANALYSIS JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA Retail Including NAICS classifications 441100 - Automobile Dealers 441200 - Other Motor Vehicle Dealers 441300 - Automotive Parts, Accessories, and Tire Stores 442100 - Furniture Stores 442200 - Home Furnishings Stores 443100 - Electronics and Appliance Stores 444100 - Building Material and Supplies Dealers 444200 - Lawn and Garden Equipment and Supplies Stores 445100 - Grocery Stores 445200 - Specialty Food Stores 445300 - Beer, Wine, and Liquor Stores 446100 - Health and Personal Care Stores 447100 - Gasoline Stations 448100 - Clothing Stores 448200 - Shoe Stores 448300 - Jewelry, Luggage, and Leather Goods Stores 451100 - Sporting Goods, Hobby, and Musical Instrument Stores 451200 - Book, Periodical, and Music Stores 452100 - Department Stores 452900 - Other General Merchandise Stores 453100 - Florists 453200 - Office Supplies, Stationery, and Gift Stores 453300 - Used Merchandise Stores 453900 - Other Miscellaneous Store Retailers 722100 - Full-Service Restaurants 722200 - Limited-Service Eating Places 722300 - Special Food Services 722400 - Drinking Places (Alcoholic Beverages 811100 - Automotive Repair and Maintenance 811200 - Electronic and Precision Equipment Repair and Maintenance 811400 - Personal and Household Goods Repair and Maintenance 812100 - Personal Care Services 812200 - Death Care Services 812300 - Drycleaning and Laundry Services 812900 - Other Personal Services Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: Cup.Main Model-135_100; NAICS; 10/15/2004; dd 14-1'10 APPENDIX TABLE 3 2002 NATIONAL HOTEL WORKER DISTRIBUTION BY OCCUPATION JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA 2002 National Hotel Industry Occupation Distribution Major Occupations (3% or more) Management Occupations 81,980 5.0% Food Preparation and Serving Related Occupations 475,690 29.1% Building and Grounds Cleaning and Maintenance Occupations 493,760 30.2% Personal Care and Service Occupations 66,600 4.1% Office and Administrative Support Occupations 281,830 17.2% Installation, Maintenance, and Repair Occupations 65,080 4.0% All Other Hotel Related Occupations 172.290 10.5% INDUSTRY TOTAL 1,637,230 100.0% Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\Cup-Hotel; Major Occupations Matrix; 10/15/2004; dd [l(-fY( APPENDIX TABLE 4 AVERAGE ANNUAL COMPENSATION, 2003 HOTEL WORKER OCCUPATIONS JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA Occupation J Management Occupations General and Operations Managers Sales Managers Financial Managers Food Service Managers Lodging Managers All Other Management Occupations Weighted Mean Annual Wage Food Preparation and Serving Related Occupations First-Line Supervisors/Managers of Food Preparation and Serving Workers Cooks, Restaurant Food Preparation Workers Bartenders Waiters and Waitresses Food Servers, Nonrestaurant Dining Room and Cafeteria Attendants and Bartender Helpers Dishwashers Hosts and Hostesses, Restaurant, Lounge, and Coffee Shop All Other Food Preparation and Serving Related Workers (avg. all categories) Weighted Mean Annual Wage Building and Grounds Cleaning and Maintenance Occupations First-Line Supervisors/Managers of Housekeeping and Janitorial Workers Janitors and Cleaners, Except Maids and Housekeeping Cleaners Maids and Housekeeping Cleaners All Other Building and Grounds Cleaning and Maintenance Workers Weighted Mean Annual Wage Personal Care and Service Occupations First-Line Supervisors/Managers of Personal Service Workers Amusement and Recreation Attendants Baggage Porters and Bellhops Concierges Fitness Trainers and Aerobics Instructors Recreation Workers Personal Care and Service Workers, All Other Weighted Mean Annual Wage Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\Cup-Hotel; Compensation; 10/15/2004; dd 2003 Avg. Compensation 1 $128,200 $131,100 $112,800 $49,700 $44,600 $95 300 $83,600 $30,700 $23,200 $20,800 $18,700 $17,500 $21,100 $16,700 $16,900 $20,000 $20.000 $19,500 % of Total Occupation Group 2 18.8% 10.8% 5.4% 14.7% 31.5% 18.8% 100.0% 4.2% 11.5% 4.1% 8.2% 29.3% 8.5% 9.4% 8.3% 4.6% 11.9% 100.0% % of Total Hotel Workers 0.9% 0.5% 0.3% 0.7% 1.6% 0.9% 5.0% 1.2% 3.3% 1.2% 2.4% 8.5% 2.5% 2.7% 2.4% 1.3% 3.5% 29.1% $35,300 6.5% 2.0% $23,300 9.9% 3.0% $18,800 78.7% 23.7% $25.300 4.9% 1.5% $20,600 100.0% 30.2% $52,600 5.0% 0.2% $21,200 12.6% 0.5% $20,200 36.1% 1.5% $27,600 10.6% 0.4% $46,300 4.4% 0.2% $30,400 4.8% 0.2% $28 200 26.5% 1.1% $26,500 100.0% 4.1% (l{ - f '-( 1.- OCcuPiltion J Office and Administrative Support Occupations First-Line Supervisors/Managers of Office and Administrative Support Workers Switchboard Operators, Including Answering Service Bookkeeping, Accounting, and Auditing Clerks Hotel, Motel, and Resort Desk Clerks Reservation and Transportation Ticket Agents and Travel Clerks All Other Office and Admin. Support Occupations (avg all categories) Weighted Mean Annual Wage Installation, Maintenance, and Repair Occupations First-Line Supervisors/Managers of Mechanics, Installers, and Repairers Maintenance and Repair Workers, General Installation, Maintenance, and Repair Workers, All Other Weighted Mean Annual Wage % of Total % of Total 2003 Avg. Occupation Hotel Compensation 1 Group 2 Workers $54,600 6.5% 1.1% $28,800 4.1% 0.7% $38,900 7.6% 13% $22,300 58.1% 10.0% $25,200 4.4% 0.8% $37.200 19.2% 3.3% $28,900 100.0% 17.2% $63,200 6.8% 0.3% $40,500 82.3% 3.3% $36 400 10.9% 0.4% $41,600 100.0% 4.0% 89.5% 1 The methodology utilized by the Califomia Employment Development Department (EDD) assumes that hourly paid employees are employed full-time. Annual compensation is calculated by EDD by muttiplying hourly wages by 40 hours per work week by 52 weeks. 2 Occupation percentages are based on the 2002 National Industry - Specific Occupational Employment survey compiled by the Bureau of Labor Statistics. Wages have been updated to 3rd Quarter 2003. OES 2002 - San Jose MSA (Santa Clara County). 3 Including Occupations representing 4% or more of the major occupation group Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\Cup-Hotel; Compensation; 10/15/2004; dd (l{ -I L( J APPENDIX TABLE 5 2002 NATIONAL OFFICE WORKER DISTRIBUTION BY OCCUPA TION JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA Major Occupations (3% or more) 2002 National Office Industry Occupation Distribution Management Occupations 9.1% Business and Financial Operations Occupations Computer and Mathematical Science Occupations Architecture and Engineering Occupations Legal Occupations Healthcare Practitioner and Technical Occupations Healthcare Support Occupations Sales and Related Occupations Office and Administrative Support Occupations Installation, Maintenance, and Repair Occupations All Other Office Related Occupations 1,774,680 2,027,520 1,588,100 880,960 618,360 1,424,980 728,640 1,239,130 6,820,590 585,930 INDUSTRY TOTAL 19,462,680 1.773.790 Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\cup-Office; Major Occupations Matrix; 10/15/2004; dd 10.4% 8.2% 4.5% 3.2% 7.3% 3.7% 6.4% 35.0% 3.0% 9.1% 100.0% {l{-IL/l{ APPENDIX TABLE 6 AVERAGE ANNUAL COMPENSATION, 2003 OFFICE WORKER OCCUPATIONS JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA Occupation' Management Occupa/jons Chief Executives General and Operations Managers Marketing Managers Sales Managers Administrative Services Managers Computer and Information Systems Managers Financial Managers Engineering Managers Property, Real Estate, and Community Association Managers All Other Management Occupations Weighted Mean Annual Wage Business and Financial Opera/jons Occupa/jons Claims Adjusters, Examiners, and Investigators Management Analysts Accountants and Auditors Financial Analysts Insurance Underwriters Loan Officers All Other Business and Financial Operations Occupations (avg all categories) Weighted Mean Annual Wage Computer and Mathematical Science Occupa/jons Computer Programmers Computer Software Engineers, Applications Computer Software Engineers, Systems Software Computer Support Specialists Computer Systems Analysts Network and Computer Systems Administrators Network Systems and Data Communications Analysts All Other Computer and Mathematical Occupations (avg all categories) Weighted Mean Annual Wage Architecture and Engineering Occupa/jons Architects, Except Landscape and Naval Surveyors Civil Engineers Electrical Engineers Electronics Engineers, Except Computer Mechanical Engineers Architectural and Civil Drafters Civil Engineering Technicians Electrical and Electronic Engineering Technicians Surveying and Mapping Technicians All Other Architecture and Engineering Occupations (avg all categories) Weighted Mean Annual Wage Legal Occupations Lawyers Paralegals and Legal Assistants Title Examiners. Abstractors, and Searchers All Other Legal and Related Occupations Weighted Mean Annual Wage Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413006\cup-Office; Compensation; 10/15/2004; dd 2003 Avg. Compensation' % of Total Occupation Group' % 01 Total Office Workers $181,200 7.7% 0.7% $128,200 23.0% 2.1% $130,100 4.7% 0.4% $131,100 4.7% 0.4% $82,800 4.8% 0.4% $130,800 7.8% 0.7% $112,800 13.8% 1.3% $145,400 4.1% 0.4% $42,800 7.2% 0.7% $95 300 22.1% 2.0% $115,700 100.0% 9.1% $52,900 9.2% 1.0% $104,900 11.1% 1.2% $68,200 20.9% 2.2% $82.100 4.9% 0.5% $77,600 4.5% 0.5% $64,600 9.0% 0.9% $71 600 40.5% 4.2% $73,000 100.0% 10.4% $79,400 17.1% 14% $94,100 15.8% 1.3% $98,400 10.4% 0.8% $61,300 14.6% 1.2% $75,200 15.6% 1.3% $75,800 7.9% 0.6% $78,200 5.0% 0.4% $84100 13.7% 1.1% $80,700 100.0% 8.2% $93,000 8.6% 0.4% $60,900 4.8% 0.2% $77,000 12.3% 0.6% $90,300 5.7% 0.3% $84,900 4.3% 0.2% $84,200 5.5% 0.2% $44,700 8.6% 0.4% $51,200 4.3% 0.2% $53,300 5.0% 0.2% $55,100 4.4% 0.2%. $77 200 36.4% 1.6% $73,100 100.0% 4.5% $154,400 61.0% 1.9% $57,200 25.8% 0.8% $54,400 6.8% 0.2% $53 000 6.4% 0.2% $116,000 100.0% 3.2% Il{ --( '1 j Occupation J Healthcare Practitioner and Technical Occupations Dentists Family and General Practitioners Registered Nurses Dental Hygienists Licensed Practical and Licensed Vocational Nurses All Other Healthcare Practitioners and Technical Occupations (avg all categories) Weighted Mean Annual Wage Hea/thcare Support Occupations Dental Assistants Medical Assistants Medical Transcriptionists Veterinary Assistants and Laboratory Animal Caretakers All Other Health Care Support Occupations (avg all categories) Weighted Mean Annual Wage Sales and Related Occupations First-Line Supervisors/Managers of Non-Retail Sales Workers Retail Salespersons Insurance Sales Agents Securities, Commodities, and Financial Services Sales Agents Sales Representatives, Wholesale and Manufacturing, Technical and Scientific Products Sales Representatives, Wholesale and Manufacturing, Except Technical and Scientific Product' Real Estate Sales Agents T elemarketers All Other Sales and Related Occupations (avg all categories) Weighted Mean Annual Wage Office and Administrative Support Occupations First-Line SupervisorslManagers of Office and Administrative Support Workers Bookkeeping, Accounting, and Auditing Clerks Tellers Customer Service Representatives Receptionists and Information Clerks Executive Secretaries and Administrative Assistants Secretaries, Except Legal, Medical, and Executive Office Clerks, General All Other Office and Admin. Support Occupations (avg all categories) Weighted Mean Annual Wage Installation, Maintenance, and Repair Occupations First-Line SupervisorslManagers of Mechanics, Installers, and Repairers Telecommunications Equipment Installers and Repairers, Except Line Installers 4 Maintenance and Repair Workers, General Telecommunications Line Installers and Repairers All Other Installation, Maintenance, and Repair Occupations (avg all categories) Weighted Mean Annual Wage 2003 Avg. Compensation' % of Total Occupation Group 2 % of Total Office Workers $167,500 6.0% 0.4% $92,900 5.2% 0.4% $70,100 17.5% 1.3% $91,700 10.1% 0.7% $45,200 6.9% 0.5% $6B 300 54.2% 4.0% $76,700 100.0% 7.3% $37,400 35.1% 1.3% $35,500 35.1% 1.3% $36,100 5.3% 0.2% $27,200 7.8% 0.3% $31 200 16.7% 0.6% $34,800 100.0% 3.7% $83,200 5.0% 0.3% $25,900 5.1% 0.3% $70,200 21.7% 1.4% $80,100 4.3% 0.3% $90,200 4.6% 0.3% $68,300 7.2% 0.5% $51 ,400 8.0% 0.5% $40,900 7.2% 0.5% $43 500 36.9% 2.4% $56,300 100.0% 6.4% $54,600 7.2% 2.5% $38.900 7.1% 2.5% $25,700 7.3% 2.5% $44,100 10.8% 3.8% $29,200 6.8% 2.4% $47,800 6.8% 2.4% $36,700 6.8% 2.4% $29.800 10.7% 3.7% $37 200 36.5% 12.8% $37,800 100.0% 35.0% $63,200 7.6% 0.2% $43,200 19.5% 0.6% $40,500 40.4% 1.2% $46,200 10.8% 0.3% $43 200 21.7% 0.7% $44,000 100.0% 3.0% 90.9% 1 The methodology utilized by the California Employment Development Department (EDD) assumes that hourly paid employees are employed full-time. Annual compensation is calculated by EDD by multiplying hourly wages by 40 hours per work week by 52 weeks. 2 Occupation percentages are based on the 2002 National Industry - Specific Occupational Employment survey compiled by the Bureau of Labor Statistics. Wages have been updated to 3rd Quarter 2003. OES 2002 - San Jose MSA (Santa Clara County). 3 including Occupations representing 4% or more of the major occupatlon group -4 Wage data not available; estimated based on the average wage for installation, maintenance and repair occupations. Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\cup-Office; Compensation; 10/15/2004; dd {l( ---ILf(P APPENDIX TABLE 7 2002 NATIONAL RETAIL WORKER DISTRIBUTION BY OCCUPATION JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA 2002 National Retail Industry Occupation Distribution Major Occupations (3% or more) Management Occupations 932,560 3.6% Food Preparation and Serving Related Occupations 7,798,060 30.3% Building and Grounds Cleaning and Maintenance Occupations 225,470 0.9% Sales and Related Occupations 8,628,920 33.5% Office and Administrative Support Occupations 2,792,750 10.9% Installation, Maintenance, and Repair Occupations 1,334,850 5.2% Production Occupations 762,540 3.0% Transportation and Material Moving Occupations 1,781,940 6.9% All Other Retail Related Occupations 1.481,360 5.8% INDUSTRY TOTAL 25,738,450 100.0% Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates, Inc. Filename: 11413.006\Cup-Retail; Major Occupations Matrix; 10/15/2004; dd f4-/Lf7 APPENDIX TABLE 8 AVERAGE ANNUAL COMPENSATION, 2003 RETAIL WORKER OCCUPATIONS JOBS HOUSING LINKAGE ANALYSIS CITY OF CUPERTINO, CA Occupation 3 Management Occupations Chief Executives General and Operations Managers Sales Managers Food Service Managers All Other Management Occupations Weighted Mean Annual Wage Food Preparation and Serving Related Occupations First-Une SupervisorsIManagers of Food Preparation and Serving Workers Cooks, Fast Food Cooks, Restaurant Food Preparation Workers Bartenders Combined Food Preparation and Serving Workers, Including Fast Food Counter Attendants, Cafeteria, Food Concession, and Coffee Shop Waiters and Waitresses Dishwashers All Other Food Preparation and Serving Related Occupations Weighted Mean Annual Wage Sales and Related Occupations First-Une SupervisorslManagers of Retail Sales Workers Cashiers Retail Salespersons All Other Sales and Related Occupations (avg all categories) Weighted Mean Annual Wage Office and Administrative Support Occupations First-Line SupervisorslManagers of Office and Administrative Support Workers Bookkeeping, Accounting, and Auditing Clerks Customer Service Representatives Shipping, Receiving, and Traffic Clerks Stock Clerks and Order Fillers Office Clerks, General All Other Office and Administrative Support Occupations Weighted Mean Annual Wage Installation, Maintenance, and Repair Occupations First-Line SupervisorslManagers of Mechanics, Installers, and Repairers Automotive Body and Related Repairers Automotive Service Technicians and Mechanics Tire Repairers and Changers Maintenance and Repair Workers, General All Other Installation, Maintenance, and Repair Occupations Weighted Mean Annual Wage Transportation and Materia/ Moving Occupations Driver/Sales Workers Truck Drivers, Heavy and Tractor-Trailer Truck Drivers, Light Or Delivery Services Parking Lot Attendants (4) Service Station Attendants Cleaners of Vehicles and Equipment Laborers and Freight, Stock, and Material Movers, Hand Packers and Packagers, Hand All Other Transportation and Material Moving Occupations Weighted Mean Annual Wage % ofT otal 0/0 of Total 2003 A vg. Occupation Retail Compensation 1 Group 2 Workers $181,200 5.2% 0.2% $128,200 49.1% 1.8% $131,100 7.2% 0.3% $49,700 20.9% 0.8% $95 300 17.7% 0.6% $108,900 100,0% 3.6% $30,700 6.5% 2.0% $15,900 7.3% 2.2% $23,200 7.9% 2.4% $20,800 6.7% 2.0% $18,700 4.2% 1.3% $17,700 23.0% 7.0% $18,900 4.2% 1.3% $17,500 22.8% 6.9% $16,900 4.9% 1.5% $20 000 12.5% 3.8% $19,400 100.0% 30.3% $45,000 12.3% 4.1% $21,700 35.2% 11.8% $25,900 41.8% 14.0% $43 500 10.7% 3.6% $28,700 100.0% 33.5% $54,600 5.2% 0.6% $38,900 9.4% 1.0% $44,100 8.4% 0.9% $30,900 6.5% 0.7% $26,200 36.5% 4.0% $29,800 9.8% 1.1% $32 200 24.2% 2.6% $32,500 100.0% 10.9% $63,200 7.9% 0.4% $42,000 12.0% 0.6% $42,300 41.5% 2.2% $20,000 5.3% 0.3% $40,500 4.7% 0.2% $36 400 286% 1.5% $41,000 100.0% 5.2% $28,000 10.4% 0.7% $39,700 4.0% 0.3% $29,700 15.9% 1.1% $23,900 I 4.1% 0.3% $23,900 4.9% 0.3% $19,800 13.0% 0.9% $23,800 17.7% 1.2% $22,000 16.3% 1.1% $33 200 13.7% 0.9% $26,300 100.0% 6.9% - - 90.4% 1 The methodology utilized by the California Employment Development Department (EDD) assumes that hourly paid employees are employed full-time. Annual compensation is calculated by EDD by multiplying hourly wages by 40 hours per work week by 52 weeks. 2 Occupation percentages are based on the 2002 National Industry - Specific Occupational Employment survey compiled by the Bureau of Labor Statistics. Wages have been updated to 3rd Quarter 2003. OES 2002 - San Jose MSA (Santa Clara County). 3 including Occupations representing 4% or more of the major occupation group 04 No wage information available; wages estimated from 'Service Station attendants.' Source: Bureau of Labor Statistics Prepared by: Keyser Marston Associates. Inc. Filename: 11413.006\Cup-Retail; Compensation; 10/15/2004; dd (l(-(l(t APPENDIX B: SUPPLEMENTAL NEXUS MODEL DOCUMENTATION This appendix provides additional information on the methodology incorporated into the nexus model as presented and summarized in Section III of this report. Steps #5, #6 and #7 of the model address the income and household size combinations of worker households. Because data is not available that allows us to directly estimate how the workers in each occupation are distributed in terms of household income and the category definitions (such as 30% to 50% median), we developed a model to estimate the distribution based on U.S. Census information. To briefly recap the prior steps: · Step #1 is the estimate of number of employees based on a density factor. · Step #2 is an adjustment for changing employment composition. · Step #3 is an adjustment from employee to employee households. · Step #4 is an occupational distribution of the employees by building type. Step #5 - Estimate of Employees Meeting the Lower Income Definitions The percent of employees in each occupation category that fall at or below the respective income thresholds is estimated in Step #5. The data source is the California Employment Development Department average compensation survey by detailed occupational category. The 2002 survey was the most recent available at the time of analysis preparation. The composition of each occupational group (such as share of hotel service workers that are maids vs. food preparation workers, etc.) was evaluated to estimate averages for the occupational category by land use/building type overall. The four income categories that are the focus of this analysis - under 50% of median, 50% to 80% of median, 80% to 120% of median, and 120% to 150% - were charted for each household size up to six person households, using the HUD income levels. Using the compensation data by occupation, the share of employees that fall at or below the income level was estimated. Step #6 - Estimate of Household Size Distribution Since the HUD criteria for income definition is dependent on a household meeting a combination of income and size requirements, the household size distribution ranging from one person to six person households was input into the model. 11413.006\001-006; 10/15/2004 Keyser Marston Associates, Inc. Appendix B - Page 1 {4 ''"- ( f7) For the Cupertino analysis, the household size characteristics of the county was utilized since workers in the City live all over the County area and are more similar to the larger area than the characteristics of those who live in the City. Step #7 - Estimate of Employee Households that Meet Income and Size Criteria This step calculates the number of employee households that meet HUD criteria for each income category, separately analyzed for the employees associated with each building type. Using a matrix format, a probability factor was calculated for each of the income subgroups (based on the U.S. Census), and then totaled. This number represents the probability that a household in a given occupation category will meet both income and household size criteria established by HUD. Keyser Marston Associates, Inc. Page 2 11413.006\001-006; 10/15/2004 f4 -I JI WORKING DRAFT August 24, 2006 CUPERTINO BELOW MARKET RATE HOUSING IN-LIEU FEE ANALYSIS Keyser Marston Associates (KMA) analyzed the City of Cupertino's Residential Housing Mitigation Program and calculated the maximum supportable in-lieu fees for ownership and rental housing. The City's current fee is $1.15 per square foot, significantly below the supportable level. Our findings are presented in the tables accompanying this text. Below, we provide a brief overview of the tables. Ownership Housing Market Survey . KMA conducted a survey of new housing developments in Cupertino in order to develop a prototypical project reflecting what market rate developers are typically building in the City. For the purposes of the in-lieu fee analysis, the prototype development should represent a lower end average of the range of new houses, so KMA focused on new condominiums or townhome developments. . Table 1 shows the results of our survey. There have been two recent attached market rate developments marketed in Cupertino. The first is Villagio Cupertino, condominiums by Silverstone Communities that average 1,140 square feet and are a mix of one, two and three bedroom units. They have base list prices between $450,000 and $800,000, or $550 to $620 per square foot, or $580 on average. . The second is Sterling Square, town homes developed by Taylor Woodrow Homes. The units are a mix of three and four bedroom homes and an average of 1,825 square feet. They have base list prices between $900,000 and $1,050,000, or $500 to $550 per square foot, or $534 on average. . A third project, Metropolitan by Menlo Equities, is currently under construction. While estimated sales prices are not readily available, the project is a mix of two and three bedroom units. The two bedroom units are about 1,100 square feet each, and the three bedroom units about 1,500 square feet. . Based on our survey and discussions with City staff, KMA estimated that a typical new condominium or town home development in Cupertino would have 20 units averaging three bedrooms, 1,400 square feet, and selling for about $550 per square foot, or $770,000. Keyser Marston Associates, Inc. 11413.006/001-008.doc Page 1 /l{ .-( r J.- WORKING DRAFT August 24, 2006 Affordable Home Prices . KMA calculated updated affordable home prices for the moderate and median income categories. In 2004, KMA assisted the City in an update to the Below Market Rate home prices. At that time, KMA recommended basing the moderate income home prices on 30% of 110% of the Area Median Income. The most recently published home prices in the City's Mitigation Manual suggest that the City agreed with this pricing strategy. In our most recent discussion with City staff, however, KMA was directed to base the moderate income home prices on 120% of Area Median Income, which results in higher sales prices than the 2004 methodology. The median income home prices are based on 30% of 90% of Area Median Income, which is consistent with the 2004 revisions. . For the purposes of calculating the affordable sales prices, KMA made the following assumptions: . HOA dues of $300 per month, based on what is charged at the Sterling Square development. Insurance at $1,000 per year, based on the City's assumptions from 2004. . Utilities at $1,704, based on the City's 2004 assumptions. The Santa Clara Housing Authority's Utility Allowances do not appear to have changed significantly since this estimate was calculated. . A 30 year mortgage with 7% interest and a 5% down-payment. · Property taxes at 1.05%. . The updated affordable prices are shown in Table 2. A three-bedroom moderate unit would be priced at $367,000 and a three-bedroom median unit would be priced at $257,000. Affordability Gaps per Unit . KMA then calculated the 'affordability gaps' per unit, or the lost revenue to the developer when a unit is designated affordable (see Table 3). It is calculated by subtracting the market rate price from the affordable price. If a three-bedroom town home is restricted to moderate income households, the afford ability gap is the affordable price less the market price, or ($367,000 - $770,000 = ($403,000)). For median income units, the affordability gap is ($513,000). Total Affordability Gaps and Equivalent In-Lieu Fee . Table 4 calculates the total affordability gap for the prototypical 20 unit condominium/townhome project. With a 15% BMR requirement, the project owes Keyser Marston Associates, Inc, 11413.006/001-008.doc Page 2 l4 -( r3 WORKING DRAFT August 24, 2006 three affordable units, half of which are priced for median-income households and half for moderate. For the purposes of calculating the fee, we do not round to the nearest whole unit, but allow the number of units owed to result in fractional units. Therefore, the 20 unit project owes 1.5 moderate units and 1.5 median units. The total affordability gap for the income-restricted units is $1,374,000. KMA used this figure to estimate the in-lieu fee that would result in the same total affordability gap for the developer. KMA calculated the in-lieu fee on a square foot basis, which is consistent with the current in-lieu fee; unlike the current fee, however, we do not include garage space. To generate a fee of $1,374,000 with 20 units averaging 1,400 square feet, the in-lieu would have to be $49 per square foot. Rental Housing Market Survey . There have been no market rate apartment projects developed recently in Cupertino. The newest units were built between 1997 and 1999. KMA conducted a market survey to determine current rent levels at these newer units. Table 5 summarizes our findings. In general, market rate rents have yet to return to their 2000 levels, although they are steadily increasing. Currently, rents are averaging around $2.00 per square foot, or $2,100 per month for a two-bedroom unit. . KMA assumes the average new market rate apartment unit would be an 1,100 square foot two-bedroom unit. Because current market rents do not support new apartment development, we cannot rely on market rents to calculate affordability gaps. Instead, KMA calculated the required market rent by estimating development costs for a new apartment project and working backwards to an implied rent level for project feasibility. For the purposes of the analysis, KMA assumes development costs in the range of $300,000 per unit. Given the high land costs and the recent increases in the cost of construction, this figure may underestimate actual development costs in Cupertino. Assuming a cap rate of 6.5%, we estimate the net operating income required to support these development costs. To the net operating income, we add operating expenses of $7,500 per unit per year, which includes property taxes, common area maintenance and utilities, water, trash collection, maintenance and reserves. We estimate that market rents would have to average $2,250 a month to support development costs of about $300,000 per unit. Affordable Rents Keyser Marston Associates, Inc. 11413.006/001-008.doc Page 3 { u. ,- r r1 WORKING DRAFT August 24, 2006 · Table 6 provides a calculation of the affordable rent levels for low income (60% of Area Median Income) and very low income (50% of AMI) households. Consistent with previous estimates for the City, we assume 30% of income is spent on housing. Estimated utility allowances are again based on the City's 2004 estimates. Under the revised rent calculation, a two-bedroom low-income unit would rent for $1,347 per month and a two-bedroom very-low income unit would rent for $1,116 per month. Affordability Gaps per Unit · Table 7 provides a comparison of feasible market rate rents for a new apartment unit to the affordable rents from Table 6. Assuming 30% of income goes towards housing (including utilities), this rent level is affordable to a household earning $93,000, or 98% of AMI. · Table 7 also calculates the supportable unit value for the affordable units using the same assumptions detailed above. A low-income unit can support development costs of $133,300 while a very-low income unit can support $90,600. · Table 8 calculates the affordability gaps. The affordability gap is the difference between the unit value supported by a market rate unit and the value supported by an affordable unit. The affordability gap for a low income unit is ($166,700) and for a very-low income unit, ($209,400). Total Affordability Gaps and Equivalent In-Lieu Fee · Table 9 takes the affordability gaps per unit and calculates the total affordability gap and the equivalent in-lieu fee. A 120-unit apartment project would owe 7.2 (40% of 15%) low-income units and 10.8 (60% of 15%) very-low income units. (We use fractional units for the purpose of this analysis.) The total affordability gap from this obligation is $3,461,760. To generate a fee of $3,461,760 with 120 units averaging 1,100 square feet, the in-lieu would have to be $26 per square foot. Keyser Marston Associates, Inc. 11413,006/001-008,doc Page 4 1~-fS S- TABLE 1 MARKET SALE PRICES - SINGLE-FAMILY ATTACHED PROJECTS IN-LIEU FEE UPDATE CITY OF CUPERTINO, CA Unit Mix Bd. Ba. BldQ.SF Price $/SF VILLAGIO CUPERTINO (2006) 20 Units 80 units planned. 19 Amber 4 1 1 743 $453,880 $611 currently sold. Rose 2 2 2 1,116 $633,880 $568 Orchid 2 2 2 1,125 $671,880 $597 Jasper 3 3 2 1,193 $736,880 $618 Chime 3 2 2 1,230 $676,880 $550 Lotus 3 3 2 1,350 $750,880 $556 Magnolia 2 3 2.5 1,433 $799,880 $558 19 1,139 $658,985 $582 STERLING SQUARE (2006) 29 Units 51 units planned. 25 Plan 3 7 3 2.5 1,670 $918,000 $550 currently sold. Plan 2 7 3 2.5 1,714 $945,000 $551 Plan 1 6 4 3.5 1,942 $1,009,000 $520 Plan 4 .Q 4 3.5 2,058 $1,035,000 $503 25 1,825 $970,800 $534 TRA VIGNE VILLAS (2004) 46 Units Sold out. Plan 4 10 2 2 938 $450,000 $480 Plan 1 12 2 2 973 $462,000 $475 . Plan 2 10 2 2 1,088 $465,000 $427 Plan 3 14 2 2 1.198 $483.000 $403 46 1,059 $466,435 $444 AVERAGE (Wt.) 44 1,482 $814,893 $558 Source: Hanley Wood. Searches conducted August 2006 and Summer 2004. Keyser Marston Associates, Inc. 11413.006/001-009.xls; Table 1; 8/30/2006; kh/mc /4 -I.rt -- s:::- f - :] TABLE 2 UPDATED BMR HOUSING PRICES MEDIAN, MODERATE INCOME HOUSEHOLDS IN-LIEU FEE UPDATE CITY OF CUPERTINO, CA 1-Bdrm 2-Bdrm 3-Bdrm 4-Bdrm 5-Bdrm DERATE INCOME Income @ 120% County Median $101,280 $114,000 $126,600 $136,680 $146,880 Income Allotted to Housing @ 30% of Income 30,384 $34,200 37,980 41,004 44,064 (Less) Ongoing Expenses 1 9,230 $9,700 10,160 10,530 10,890 Income Available for Mortgage $21,154 $24,500 $27,820 $30,474 $33,174 IMaXimum Purchase Price' $279,000 $323,000 $367,000 $402,000 $437,000 I DIAN INCOME Income @ 90% County Median $75,960 $85,500 $94,950 $102,510 $110,160 Income Allotted to Housing @ 30% of Income 22,788 $25,650 28,485 30,753 33,048 (Less) Ongoing Expenses 1 8,310 8,660 9,000 9,280 9,560 Income Available for Mortgage $14,478 $16,990 $19,485 $21,473 $23,488 IMaXimum Purchase Price" $191,000 $224,000 $257,000 $283,000 $310,000 I MO ME Includes utilities, homeowner association dues and property taxes based on unit value. Debt @ 7.00% interest (7.98% mortgage constant) & down payment @ 5.00 % of home price. Keyser Marston Associates, Inc. 11413.006/001-009.xls; Table 2; 8/30/2006; mtn TABLE 3 AFFORDABILlTY GAPS IN-LIEU FEE UPDATE CITY OF CUPERTINO, CA WORKING DRAFT Prototype: Attached Row or Townhouse (condominium) 20 Units Averaqe Unit Size $/SF Sales Price Market Price 1,400 SF Three Bedrooms $550 $770,000 Affordable Sales Price Affordability Gap Moderate (120% AMI) $367,000 ($403,000) ($513,000) Median (90% AMI) $257,000 Sources: See Tables 1 and 2 for calculation of the affordable sales prices. Square footage and market price based on proposed projects and new homes sales compiled by Hanley Wood; Keyser Marston Associates. Totals may not sum due to rounding. Keyser Marston Associates, Inc. 11413.006/001-009.xls; Table 3; 8/30/2006; hgr (L(-{5:f TABLE 4 EQUIVALENT IN-LIEU FEE CALCULATION - ATTACHED PROTOYPE IN-LIEU FEE UPDATE CITY OF CUPERTINO, CA WORKING DRAFT Condominium/Townhome Prototvpe Development Pro~ram Unit Av~. Unit Size Number of Units Three Bedroom Units 1,400 SF 1 20 Units Required Affordabilitv Gap per Unit Total Gap 15% of Units 3.0 Moderate Units 1.5 ($403,000) ($604,500) Median Units 1.5 ($513,000) ($769,500) ($1,374,000) Equivalent In-Lieu Fee Calculation $49/SF 1,400 SF/Unit ($1,374,000) 1. Square footage does not include garage space. Totals may not sum due to rounding. Keyser Marston Associates, Inc. 11413.0061 001-009.xls; Table 4; 8/30/2006; hgr fL{-/rl TABLE 5 CURRENT MARKET RENTS - SUMMARY NEWER APARTMENT UNITS IN-LIEU FEE UPDATE ANALYSIS CITY OF CUPERTINO, CA 1 BR 2 BR 3 BR Notes Sq. Ft. Rent $/Sq. Ft. Sq.Ft. Rent $/Sq. Ft. Sq. Ft. Rent $/Sq. Ft. Newer Apartment Buildings Aviare 747 $1,450 $1.94 957 $1,695 $1.77 Built: 1997; 20415 Via Paviso (140 units) 829 $1,550 $1.87 1,010 $1,995 $1,98 Arioso 534 $1,400 $2.62 1,197 $2,325 $1.94 Sold in 2005 for $286,000/unit. Built: 1999; 19608 Pruneridge (201 units) 546 $1 ,400 $2.56 1,213 $2,250 $1.85 Sold in 2000 for $238,000/unit. 792 $1,700 $2,15 1,237 $2,275 $1,84 Flats. 829 $1,800 $2,17 About 30 du/acre. Cupertino Park Center 753 $1,320 $1.75 896 $1,830 $2.04 Podium Garage (240 sp.). Built: 1998; 20380 Stevens Creek (120 units) 647 $1,285 $1.99 953 $1,870 $1.96 85 du/acre. 668 $1,280 $1,92 1,165 $2,025 $1.74 753 $1,230 $1.63 1,340 $2,460 $1.84 1078 $1,900 $1.76 950 $1,945 $2.05 702 $1,260 $1.80 1,059 $1,995 $1.88 897 $1,735 $1,93 1,186 $2,460 $2.07 929 $1,862 $2,00 1,266 $3,550 $2.80 Forqe Homestead 709 $1,600 $2.26 929 $1,850 $1.99 1,262 $2,463 $1.95 Built: 1997; 20691 Forge Way (196 units) 739 $1,700 $2.30 988 $1,975 $2.00 The Hamptons at Cupertino 734 $1,655 $2.25 1,132 $2,465 $2.18 1,211 $2,480 $2.05 Flats and townhouses. Built: 1998; 19500 Pruneridge (342 units) 753 $1,915 $2.54 945 $2,045 $2.16 1,387 $2,875 $2.07 27 du/acre. Structured pkg. Archstone Cupertino 728 $1,500 $2.06 1,043 $1,960 $1.88 1,508 $2,755 $1.83 Sold in 2006 for $283,000/unit. Built: 1998; 5608 Stevens Creek (311 units) 774 $1,610 $2.08 1,060 $2,070 $1.95 Flats and townhouses. 1,112 $2,030 $1.83 39 du/acre. 1,142 $2,160 $1.89 Podium structured parking jAverage (Unweighted) 757 1,558 $2.06 1,085 $2,154 $1.99 1,342 2,643 $1.97 -, -C I - ~ Sources: Real Facts, Rent.com., Apartments.com C) Keyser Marston Associates, Inc. 11413.006/001-01 O.xls; Table5; 8/30/2006;hgr TABLE 6 AFFORDABLE RENT CALCULATIONS VERY-LOW AND LOW INCOME HOUSEHOLDS IN-LIEU FEE UPDATE ANALYSIS CITY OF CUPERTINO, CA II. 1-Bdrm 2-Bdrm 3-Bdrm Low Income Income @ 60% County Median $50,640 $57,000 $63,300 % of Income Allotted to Housing 30% 30.0% 30% Monthly Housing Expenses $1,266 $1,425 $1,583 (Less) Utilities Expenses (59) (78) (94) I Monthly Rent $1,207 $1,347 $1,489 I Very-Low Income Income @ 50% County Median $42,450 $47,750 $53,050 % of Income Allotted to Housing 30.0% 30.0% 30.0% Monthly Housing Expenses $1,061 $1,194 $1,326 (Less) Utilities Expenses (59) (78) (94) I Monthly Rent $1,002 $1,116 $1,232 I I. -- ,A' r -, Keyser Marston Associates, Inc. ~ 11413.006/001-010.xls; Table 6; 8/30/2006;hgr - ,-.., -C I ~ ~ TABLE 7 SUPPORTABLE UNIT VALUES APARTMENT UNITS - TWO BEDROOMS IN-LIEU FEE UPDATE ANALYSIS CITY OF CUPERTINO, CA Two BR Unit -- 1,100 SF (Three Person Household) Income Target %AMI(1) Less Op Exp(3) Rent Month Year Annual Household Income NOI Market Rent Apartment Unit $2,250 (2) $27,000 ($7,500) $19,500 98% $93,120 Affordable Rent Low Income ($7,500) $8,664 60% $57,000 $1,347 $16,164 Very-Low Income 50% $47,750 $1,116 $13,389 ($7,500) $5,889 Rent and Values Per Square Foot Market $2.05 Low Income $1.22 Very-Low Income $1.01 (1) AMI = Area Median Income, which is $95,000 for a three person household in Santa Clara County, 2006. (2) See Table R-2 for affordable rent calculations. Market rate rent assumes an 1,100 SF unit at $2.0S/SF, This rent level reflects 'normalized' market conditions. Current rents for new 2BR units are approximately $2,000 to $2,100 per month, which do not support current development costs. In 2000, the same apartment was renting for $2,500 to $2,600. (3) General operating expenses based on average operating expenses from similar size apartment projects ($4,500). Property taxes are based on unit value. It is important to note that property tax-exemption is NOT assumed in this analysis. (4) Net operating income capitalized at 7%, Rounded to nearest 100. Keyser Marston Associates, Inc. 11413.006/001-01 O.xls; Table 7; 8/30/2006;hgr Unit Value Supported(4) $300,000 $133,300 $90,600 $273 $121 $82 TABLE 8 AFFORDABILlTY GAPS PER UNIT APARTMENT UNITS - TWO BEDROOMS IN-LIEU FEE UPDATE ANALYSIS CITY OF CUPERTINO, CA Apartment Proiect Tvpe Two BR Unit -- 1,100 SF (Three Person Household) Low Income Very-Low Income Total Development Costs (Rounded) $300,000 $300,000 Affordable Unit Value $133,300 $90,600 Affordability Gap Per Unit1 ($166,700) ($209,400) lGap is the difference between development cost (value supported at market rents) and value supported at affordable rents. Keyser Marston Associates, Inc, 11413.006/001-010,xls; Table8; 8/30/2006;hgr (l{ -f toJ TABLE 9 EQUIVALENT IN-LIEU FEE CALCULATION - RENTAL PROTOYPE IN-LIEU FEE UPDATE ANALYSIS CITY OF CUPERTINO, CA WORKING DRAFT Apartment Prototype Development ProQram Unit AVQ. Unit Size Number of Units Two Bedroom Units 1,100SF1 120 Units Required Affordabilitv Gap per Unit Total Gap 15% of Units 18.0 Low Units 7.2 $166,700 $1,200,240 Very Low Units 10.8 $209,400 $2,261,520 $3,461,760 Equivalent In-Lieu Fee Calculation $26/SFI 1,100 SF/Unit $3,461,760 1. Square footage does not include garage space. Totals may not sum due to rounding. Keyser Marston Associates, Inc. 11413.006f001-010,xls; Table 9; 8f30f2006;hgr r l{ - r (p Lf TABLE 1 BMR PROGRAM AND IN-LIEU FEE COMPARISON NEXUS STUDY AND BMR UPDATE CUPERTINO, CA 01/23/2007 .-S} ~ -- I Y '---..... Year Established / Updated Basic Requirement Cupertino 1 Est. 1993; updates in 2001, 2004, current 15% of units Minimum Project Size One or more units Qualifying Income Level Ownership 80-120% AMI Rental 80% AMI Ownership 1/2 Median: 81-100% AMI; 1/2 Moderate: 101-120% AMI Rental 60% Very Low: <50% AMI; 40% Low: 51 - 80% AMI $1.15 per sq. ft., including garage space Unit Pricing In-Lieu Fee Conditions for Fee Payment 1 to 6 unit projects can fee out; 6+ units must build In-Lieu Payment / Cupertino Prototype Units: owner @ $770,000 rental (a) $300.000 6 Ownership 1 current fee: $1,600 per unit Rental' current fee: $1,265 per unit Palo Alto 2 Est. 1974; update pending 15% of units, up to 5 acres 20% of units, over 5 acres Five or more units Ownership 80-120% AMI Rental 80% AMI Ownership 2/3 of units 80-100% AMI; 1/3 of units 100-120% AMI Rental <50% AMI and 50-80% AMI 7.5% of market rate unit sales prices SFD usually allowed to fee out Ownership $57,750 per unit Rental $22,500 per unit Los Gatos 3 Est. 1979; revised 2005 10% of units, up to 20 units 10% to 20% of units, 21 to 100 units (sliding scale) 20% of units, 100+ units Five or more units Ownership 100% AMI Rental 80% AMI Ownership 1/2 Low:50-80% AMI 1/2 Median: 80-100% AMI Rental 80% fair market per County Housing Authority 6% of building permit valuatioh for the project (bldg permit value estimated at 50% of sales rice 5 to 9 unit projects can fee out; 9+ units must build Ownership $23,100 per unit Rental $9,000 per unit Sunnyvale 4 Est. 1980; updated in 2003 / 2004 12,5% of units, ownership 10% of units, rental Nine or more units Ownership 70-120% AMI Rental 70% AMI Ownership 80% AMI Rental lower of 65% AMI or 80% median rents per Sunnyvale Survey difference between sales price and BMR unit price 9 to 19 unit projects may fee out (subject to City); 20+ units must build Ownership $68,750 per unit Rental $14,480 per unit Mountain View 5 Est. 1999 10% of units Three or more, owner Five or more, rental Six or more, mixed owner 1 rental Ownership Moderate: 80-100% AMI Rental Low: 50-80% AMI Ownership Moderate: 80-100% AMI Rental Low: 50-80% AMI 3% of sales prices in ownership projects City allows fee in high price ownership units (above $560,000 ; rentals must build Ownership $23,100 per unit Rental nla , Per City of Cupertino. Calculation of in-lieu payment for prototypes excludes garage space, 2 Per City of Palo Alto; Palo Alto Comprehensive Plan Chapter 4: Housing Element (as posted on City website, January 18, 2007). 3 Per Town of Los Gatos Below Market Price Housing Program Guidelines (as posted on Town website, January 18. 2007). 4 Per City of Sunnyvale Below Market Rate Housing Program Administrative Procedures; Municipal Code 19.66.010 Affordable Housing Program (as posted on City website, January 19, 2007). 5 Per City of Mountain View Below-Market-Rate Housing Program Administrative Guidelines; Mountain View City Code Chapter 36, Article X Affordable Housing Program (as posted on City website, January 19, 2007), Clarifications regarding conditions to allow fee payment from Linda Lauzze, Administrative and Nei(Jhborhood Services Manager, January 19, 2007, 6 Ownership = 1,400 sq. ft. average unit size, $770,000 per market rate unit. 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III 1IlII';::; f-" . ....I1:...'.lIB1.. ,.~ i 1 ~~~, ....- "-L~- ",c,_,, "<," I ~ u t----t ~ o ~ HOME BUILDERS ASSOCIATION 1D1\ or NORTHERN CALIFORNIA \ i \ \ THE NON-PR.OFIT HOUSING ASSOCIATION OF NOR.THER.N CALlFOR.NIA Dear Affordable Housing Supporters, In 2004, the Non-Profit Housing Association of Northern California (NPH) and the Home Builders Association of Northern California (HBANC) began a series of conversations about inclusionary housing in the Bay Area. Inclusionary housing programs require or encourage market-rate housing developments to include a percentage of homes affordable to lower- and moderate-income households. Although our organizations hold some differing opinions on the merits of inclusion- ary housing, we realized that we shared some important views on how to create more affordable housing at the local level. NPH and HBANC firmly believe that increasing the housing supply is critical to addressing the affordable housing crisis that affects everyone from fixed-income seniors to young families. NPH and the HBANC understand it will take a much broader commitment from the public and private sectors to make housing afford- able to individuals and households with modest incomes. Frankly, current efforts in our region are not enough. We are going to have to dramatically increase both the supply of all types of housing and our investment in affordable housing to have a real impact. At its heart, this joint policy statement reflects our shared belief that we need to maximize the limited resources that are currently available to create affordable housing. In terms of inclusionary housing, this means the traditional way of imple- menting the policy is often not the most effective in producing the most homes at the most affordable prices. In fact, flexibility and adaptation to local market factors are the keys to a more effective and successful program. Based on that premise, the NPH and HBANC offer here some key principles and recommendations on inclusionary housing programs for consideration by jurisdictions that currently have policies as well as those that are in the process of adopting a policy. Together, NPH and HBANC look forward to working with both the public~nd private sectors to advance this dialogue beyond the Bay Area and towards a real solution to the affordable housing crisis in California and around the country. Sincerely, ~f' Ar4 ~~~ Dianne J. Spaulding Executive Director, NPH Joseph Perkins President and CEO, HBANC 2 KEY PRINCIPLES OF INCLUSIONARY HOUSING In its most basic terms, inclusionary housing requires or encourages market-rate housing developments to include a percentage (usually 10 to 20 percent) of homes affordable to lower- and moderate-income households. Inclusionary poli- cies take the form of either a local ordinance, a General Plan policy, or a permit approvals process that requires or rewards affordable housing projects. While NPH and HBANC hold differing views on the merits of inclusionary housing, the following are key principles upon which our organizations agree: . Providing an adequate supply of housing is a societal responsibility. . Local communities with inclusionary housing programs have a responsibility to contribute tangible and substantial resources so that the cost of providing affordable housing is spread fairly across the community. . Affordable housing policies that maximize resources by providing more hous- ing opportunities or deeper levels of affordability at the same or less cost should be encouraged. . Traditional inclusionary housing policies that require the development of "Iike- for-like" units distributed uniformly throughout the market-rate development are often not the most effective or efficient way of providing affordable housing. . To increase effectiveness and efficiency, inclusionary housing programs should provide flexibility and allow a range of alternative methods of providing affordable units. RECOMMENDATIONS FOR JURISDICTIONS WITH INCLUSIONARY HOUSING PROGRAMS Market-rate builders should be provided with a choice of several options for producing the affordable homes. The builder should not be required to demonstrate the financial infeasibility of traditional inclusionary requirements in order to use one of these options and, so long as the relevant criteria for a particular option are met, the builder should not be required to obtain approval by the local jurisdiction on a case-by-case basis. HOUSING TYPE AND DESIGN FLEXIBILITY Market-rate builders should be able to satisfy an inclusionary requirement by providing alternative for-sale housing types, such as duets, townhouses, or condominiums. Builders should have the option of clustering the units onsite or building offsite (see Off site Construction, page 4), 3 Market-rate builders should be able to satisfy an inclusionary requirement by providing rental housing, provided that the project meets the inclusionary percentage and income targets applicable to rental projects. Again, the builder should have the option of clustering the units on the project site or providing for the units offsite (see Off site Construction, below), LAND DEDICATION Market-rate builders should be able to satisfy an inclusionary requirement by donating land to the local government or a non-profit housing developer, subject to the following: . The builder and city should ensure that through an upzoning or density bonus the dedicat- ed site will accommodate more affordable units or units at a deeper affordability level than the inclusionary requirement would have provided; . Where rental housing is to be constructed on the dedicated site, the site should accommo- date at least 40 affordable units; . If the dedicated site is such that it requires "extra" construction costs-such as the need to do podium development or steel construction-in order to accom- modate the required number of units, the market-rate builder should bear the extra cost, including any offsite improvements, environmental remediation or provision of utilities. In most other situations, the land dedication itself will satisfy the inclusionary requirement; LAND DEDICATION AT WORK; I At Corona Ranch in Petaluma, CA, the market-rate builder provided land to Eden Housing instead of directly developing the inclusionary homes, making it possible to create 74 apartments affordable to families earning below 60 percent of area median income ($28,000- $53,000), offering rents ranging from $427 to $861 per month (I BR-4BR), OFFSITE CONSTRUCTION . The dedicated site is located within the same jurisdic- tion as the project or within a defined subregion; . The dedicated site should have all land-use entitle- ments secured prior to completion of the market-rate units. If the local jurisdiction unreasonably refuses to approve the necessary entitle- ments, the builder should be able to pay in-lieu fees. Market-rate builders should be able to choose to satisfy an inclusionary requirement by pro- viding for the units to be constructed outside the project location, subject to the following: 4 r'." . The offsite location is either comparable to the project site or will result in either greater levels of affordability or a greater number of affordable units than the inclu- sionary requirement would have provided; . The affordable units should be developed concurrently with the market-rate homes, POOLING AND CREDIT TRANSFERS . Two or more market-rate builders should be able to pool resources to satisfy their inclusionary requirement through a single affordable housing project; . Market-rate builders that build "extra" affordable housing units (Le" more than required by the inclusionary ordinance) should be able to use the additional units as credits for meeting future inclusionary requirements in the jurisdiction or a defined subregion; OFFSITE CONSTRUCTION AT WORK, Villa Lama Apartments was made possible because the City of Carlsbad. CA I allowed the homebuilder to partner with the non,proflt BRIDGE Housing to develop the inclusionary homes offsite. but near Ihe market-rate homes BRIDGE Housing created 1, 2 3 and 4 bedroom apartments for 344 I houselJo/cls earning at or below 50 and 60 percent of the area median income . Market-rate builders that build "extra" affordable housing units should be able to sell the additional units as credits to other builders in the same jurisdiction or a defined subregion; . The "extra" units should be built before they can be treated as credits; . Non-profit builders should also be able to sell credits to market-rate builders for projects and/or units that are not being funded by the local government. The affordable homes should be entitled before or concurrently with the market-rate development acquiring the credits; . Non-profit builders should be able to acquire and improve existing market-rate develop- ments and restrict future rents to very-low income households and sell the units as credits to other builders in the same jurisdiction or a defined subregion, This option should only be allowed if: a) households served are at or below 50 percent of median income; b) the property undergoes extensive renovations; c) number of units acquired and renovat- ed is at least double that of the standard inclusionary requirement; d) affordability is guaranteed for a period of at least 55 years; and e) tenant relocation is appropriately addressed. 5 IN-LIEU FEES AT WORK: At Old Elm Village, the City of Petaluma provided non-profit Burbank Housing Development Corporotion with finoncing made possible by in-lieu fees gathered from variaus market-rote developments, It resulted in deeper affordability than required by the ordinance, Old Elm Village provides 87 affardable homes ranging from studios 10 4,bedroom duplex town- houses for a mix of households earning 30,40,50, 60, and 70 percent of area median income, affordable to single persons with incomes as low as $/3,000 all the way up to families of six with incomes of about $59,000, It incorporates a belt of commercial space and two- thirds of the space is devoted to a subsidized child care facility serv- ing families from Old Elm and the surrounding neighborhood, IN-LIEU FEES Market-rate builders of projects with 50 units or fewer should be able to choose to satisfy an inclusionary requirement by paying a fee in lieu of directly developing the units. This option should be available to the developer without having to demonstrate that other options are infeasible. * RECOMMENDED LOCAL COMMUNITY CONTRIBUTIONS Local governments fulfill a crucial role in the creation of affordable housing. Below are.some key actions that local governments should take to demonstrate a broader commitment to addressing the affordable housing shortage. 1. Funding . Make consistent efforts to pass local affordable housing assistance bonds or other meas- ures to meet the existing community's fair share of the burden of providing affordable housing. . Either waive development impact fees and processing fees for inclusionary units or pay for them through discretionary local funds such as redevelopment funds or the general fund. * HBANC and NPH do not have a cammon position on in lieu fees for projects with more than 50 units. 6 . Where a redevelopment agency exists, increase to at least 50 percent the tax increment devoted to affordable housing programs. (Current law requires a 20 percent low- to moder- ate-income set-aside for housing.) 2. Zoning . Provide at least one density bonus for each unit of affordable housing required. . Exempt inclusionary units from building permit caps and growth allocation processes. . Proactively "pre-entitle" (general plan and zoning) the sites identified in the housing ele- ment as affordable housing sites. . Make appropriate surplus publicly owned land available for affordable housing. 3. Program Administration . Local governments should provide a dedicated staff and budget to administer the program or contract with a competent entity to do so. . This responsibility includes up-front assistance to homebuilders and prospective buyers/renters in the sales/rental process as well as long-term monitoring of the inclusion- ary homes. . In the case of for-sale inclusionary units, in which the developer makes a good faith effort to sell the unit but it remains unsold after 90 days, the local government should either: a) purchase the unit at the restricted price and take over marketing; or b) give permission to sell the unit at market-rate and capture the difference, For option A, the local government must close on the unit within 120 days from completion. For option S, the program should be structured so that there will be an incentive to obtain true market value for the unit. . The cost of program administration should not come from fees or other exactions imposed on builders. CONCLUSION Throughout California, public officials and private citizens are struggling to find ways to address the affordable housing crisis, Together, NPH and HSANC want to ensure that the dialogue about solutions is being informed by a set of principles effective and efficient at shaping public policies that will work for builders, cities and residents. California has long led the nation in innovative approaches to addressing the affordable housing crisis, and, by working together, NPH and HSANC believe that we can find common ground to help solve the problem in the near future, 7 i.:'