HomeMy WebLinkAboutItem 4.14 Master Fee Schedule Update or nU,��
19 82 STAFF REPORT CITY CLERK
` CITY COUNCIL File #390-10
DATE: June 16, 2015
TO: Honorable Mayor and City Councilmembers
FROM: Christopher L. Foss, City Manager "
SUBJECT: Annual Update to the Master Fee Schedule
Prepared by Colleen Tribby, Director of Administrative Services
EXECUTIVE SUMMARY:
The City Council will consider adopting an annual update to the Master Fee Schedule.
FINANCIAL IMPACT:
The financial impact will be based on the activity levels after the new fees are adopted and in
place. The recommendations do not establish all fees at 100% recovery and the City would
continue to subsidize some services in accordance with the adopted policy (Resolution 160-12).
RECOMMENDATION:
Staff recommends that the City Council adopt the Resolution Adopting an Annual Update to the
Master Fee Schedule for Services provided by the City.
Reviewed By
Assistant City Manager
DESCRIPTION:
In September 2012 the City Council received a report on a comprehensive user fee study and
adopted a User Fee Cost Recovery Policy (User Fee Policy), and adopted Resolution 168-12
Adopting a Master Fee Schedule for Services provided by the City.
The User Fee Policy calls for an update to the Master Fee Schedule annually to keep pace with
increases in the City's costs for providing services. The User Fee Policy also states that
changes to fees, with the exception of items billed as "time and materials", should be calculated
based on changes in the preceding December Consumer Price Index (Bureau of Labor
Statistics, San Francisco-Oakland Urban Wage Earners and Clerical Workers). The Consumer
Price Index (CPI) for December 2014 increased by 2.1% and the Master Fee Schedule has
been adjusted to reflect the increase.
Page 1 of 3 ITEM NO. 4.14
New Items for this Update
This year, Staff is proposing the addition of impact fee administrative fees, which would cover
the cost of Staff time to prepare and send annual account statements to developers with a listing
of the activities related to each credit. The following table illustrates the proposed fees, and
describes the methodology used in setting them:
Section 1.2: Administrative Fees — Impact Fee Credit Agreement Administration:
Type of Fee Amount Methodology
Impact Fee Credit/Right to Reimbursement $50 Estimated Staff cost
Annual Administrative Fee
Original Agreement to Establish Fire Impact $762 Mimics existing charge for traffic
Fee Credits impact fees credit administration
Transfer agreement for Fire Impact Fee $433 Mimics existing charge for traffic
Credits impact fees transfer agreement
administration
Original Agreement for Affordable Unit Fee $584 Mimics existing charge for
Credits parkland credit administrative
fees
Transfer Agreement for Affordable Unit Fee $237 Mimics existing charge for
Credits parkland transfer agreement
administrative fees
Discussion of Future Changes
At its Strategic Planning Session of March 7, 2015, the City Council identified long-term fiscal
sustainability as the key strategic initiative guiding the City's activities over the next two fiscal
years. The specific focus areas within this initiative included evaluating the cost recovery and
pricing policy for City services.
Currently, the Parks and Community Services Commission (the Commission) adopts an annual
fee schedule setting Parks and Recreation Program Fees, and these fees are listed separate
from the Master Fee Schedule. While these program fees are not adopted by the City Council,
they are set in accordance with the Parks and Community Services Pricing Policy adopted by
the City Council in September 2010 (Attachment 2). Given the new focus on fiscal sustainability,
Staff recommends that, with next year's adoption of the Master Fee Schedule, the Parks and
Recreation Program Fees be included with the Master Fee Schedule for adoption by the City
Council. Staff further recommends that the Commission be charged with reviewing the details of
proposed program fees and making a recommendation to the City Council regarding final
adoption of the fees. This will provide an additional level of context for the City Council as it
considers the fees, as the Commission has historically been the advising body on the City's
recreation services and is closely familiar with the methodologies used to set the fees.
Additionally, the City is scheduled for another user fee study in Fiscal Year 2016-17. As part of
that process, Staff will be considering changes to the Parks and Community Services Pricing
Policy.
Page 2 of 3
NOTICING REQUIREMENTS/PUBLIC OUTREACH:
None.
ATTACHMENTS: 1. Resolution Adopting an Update to the Master Fee Schedule for
Services Provided by the City, including Exhibit A: Master Fee
Schedule for FY 2015-16.
2. Parks and Community Services Pricing Policy
Page 3 of 3
RESOLUTION NO. XX - 15
A RESOLUTION OF THE CITY COUNCIL
OF THE CITY OF DUBLIN
* * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * *
ADOPTING AN ANNUAL UPDATE TO THE MASTER FEE SCHEDULE FOR SERVICES
PROVIDED BY THE CITY
WHEREAS, the California Constitution authorizes local government to recover the reasonable
costs of providing services; and
WHEREAS, the City processes various permits, applications, reviews, licenses, approvals
and procedural processes; and
WHEREAS, on September 4, 2012, the City Council approved Resolution 160-12
Establishing a User Fee Cost Recover Policy that specifies annual adjustments to fees for services
provided by the City; and
WHEREAS, on June 16, 2015, the City Council reviewed the FY 2015-16 Updated Master
Fee Schedule; and
WHEREAS, Fees and charges for Recreation programs are adopted by the Parks and
Community Services Commission in accordance with the Parks and Community Services Pricing
Policy adopted by the City Council on September 21, 2010; and
WHEREAS, Fees and charges for Facility Rental and Use are adopted separately by the City
Council and are therefore excluded from the Master Fee Schedule.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Dublin adopts
the updated Master Fee Schedule attached hereto as Exhibit A.
BE IT FURTHER RESOLVED that the new fees identified in said Master Fee Schedule
shall be effective beginning July 1, 2015. For those items billed as "time and materials," the
fees and overhead rates shown in Exhibit A shall be applicable to services provided beginning
July 1, 2015.
BE IT FURTHER RESOLVED, that except as otherwise designated in Exhibit A, the
fees therein shall be automatically adjusted annually using the adjustment methodology in
Resolution No. 160-12 Establishing a User Fee Cost Recovery Policy adopted by the City
Council on September 4, 2012.
PASSED, APPROVED AND ADOPTED this 16th day of June, 2015, by the following
vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTACHMENT 1
Mayor
ATTEST:
City Clerk
ATTACHMENT 1
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CITY OF
DUBLIN
„ ,„
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II ���� �������(���III������II�������IIIIIIII IIIIIIIII�IIIIIIII��IIIIII ”. ........ .........
The City of Dublin promotes and supports a high quality of life
which ensures a safe and secure environment that fosters new
opportunities.
DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
A Z' K, W I....III I.'.III,,. II III,,„114,,,P
Tim Sbranti, Mayor
Kasie Hildenbrand, Vice Mayor
Don Biddle
Kevin Hart
Kate Ann Scholz
Steve Jones, Chairperson Steve Minniear, Chairperson
Rich Guarienti, Vice Chairperson Sonal Nuckols, Vice Chairperson
Alan Elias Anita Carr
Angela Muetterties Kim Halket
AnthonyTotaro Connie Mack
Matthew Reinemann, Student Commissioner Dayna Tutino
Georgean Vonheeder Leopold
Joni Pattillo, City Manager
Chris Foss, Assistant City Manager
Diane Lowart, Parks and Community Services Director
Paul McCreary,Assistant Director of Parks and Community Services
Herma Lichtenstein, Parks and Facilities Development Manager
John Hartnett, Heritage and Cultural Arts Manager
Mised on policies esbiblished by the, cities of Ir.)iivis, Mountiiin Vie-i.v, Siin Luis Obispo iind
DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
..II[ a I[,j III e a f
OVEI11VIIEV.........................................................................................................................2
Purposeof the Policy..............................................................................................................3
Summary of Cost Recovery and Pricing Model ......................................................................3
DIE Ia U:tIlWHTH`J G I1:1I11 01AIP COS 1'"S....................................................................................... 5
Direct and Indirect Program Costs..........................................................................................5
DirectService Costs.............................................................................................................5
Indirect Program Coordination Costs..................................................................................5
Indirect Department Administrative Costs.........................................................................5
Indirect Facility Overhead Costs .........................................................................................5
AllocatingIndirect Costs.......................................................................................................5
SE Ia Ia°II I114 G COS IItIECOVURY ,I`AII1GE°'1'"S...................................................................................8
Calculating Cost Recovery Rate ..............................................................................................8
Prioritizing Service Values.......................................................................................................8
Priority 1—Core/Essential Services......................................................................................8
Priority 2— Important Services.............................................................................................9
Priority 3— Discretionary Services .......................................................................................9
SE Ia Ia°II I114 GIP1110ES............................................................................................................... 10
Establishing Proposed Prices................................................................................................10
Non-Resident Rates.............................................................................................................. 10
Discounts and Variable Pricing .............................................................................................11
Guidelines for Changing Prices............................................................................................. 12
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III r-, s C u i III S e r i s
J:) r-i d n g [)0 h cy
....... ......
Due to the economic recession the City has experienced a significant decrease in revenues from property
tax, sales tax and interest earnings, as well as takeaways by the State of California. In the past these
revenues allowed the City absorb most of the indirect costs of providing recreational services. However it
has been estimated the City will face multi-million dollar deficits for several years. The City Council has
already approved millions in prudent budget reductions to bridge the gap, and if revenues do not increase
significantly the City's General Fund-supported services may be subject to greater reductions.
In order to have the least impact on services and achieve a structurally balanced budget one strategy is to
develop a Pricing Policy to increase cost recovery for services generally provided to specific populations.
This Pricing Policy will provide guidance for annual adjustments to service fees. It will identify what services
should recover 100%of the total cost (direct and indirect costs) of providing a service, and objective criteria
for pricing services at lower levels.
If a user-fee activity is not completely cost recovered, a General Fund operating subsidy is necessary. There
are reasons for subsidies, such as activities that provide a greater community benefit.The level of cost
recovery should consider the community-wide versus special service nature of the program or activity. The
use of General Fund revenues is appropriate for community-wide services,while user fees are appropriate
for services that are of special benefit to easily identified individuals or groups. Additional reasons to
subsidize services include the desire of the City to target a specific population or activity, as well as for
promotion and marketing benefits.
Establishing a Pricing Policy will allow the City of Dublin to continue to provide high-quality programs in a
financially sustainable manner. It will maximize the benefits of programs to the greatest number of Dublin
residents, and focus on initiatives or populations of priority to the City. The policy will continue to value
preferential access and fee discounts to Dublin residents.
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DUBLIN IPair,ks and Co irnirnu, inKy°'eir,,vuc es IPiriuc ing IPo ficy
The Parks and Community Services Strategic Plan identified a strategic goal (#4f) to develop a pricing policy.
This will establish cost recovery levels and goals for programs and accomplish the following:
• Formalize the structure for calculating fees
• Establish cost recovery levels with a clearer connection between core service values, the population
served and the level of community benefit
• Promote the best investment of General Fund resources
• Provide a system for tracking the financial performance and identifying programs not generating
the designated minimum cost recovery
The Pricing Policy is based on best practices used by other municipalities and recommendations from
continuing education experts on program pricing. The Policy establishes guidance for Staff to have the
flexibility to adjust fees to maximize revenue and differentiate pricing in response to fluctuations in the
market or demand. It will also provide the ability to package programs and provide discounts to increase
participation and/or promote new programs. The Policy is based on the "Parks and Community Services
Cost Recovery and Pricing Model" depicted in Figure 1 below.
��rOV RV AND I'R IN(.; l�0� �1.�
DETERMINE:
Costs
.�....�...... .Service Values
Market Conditions
Demand
General Fund Capacity
DETERMINE
MODIFICATIONS: SET COST RECOVERY
Reduce Casts TARGETS
Reduce Recovery Target
Eliminate Program
SET
Fee too high:? PRICING
IMPLEMENT
Unsuccessful? PRICING Successful.?
EVALUATE IF.
Cast Can Be Reduced
Recovery Can Be increased
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DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
In recognition of the wide variety of service values and revenue generating potential of various activities,
Staff will assign each activity to one of three "service priority groups" based upon an assessment of service
and cost recovery values. Specific cost recovery thresholds will be established for each service priority
group and include both minimum and target levels of cost recovery. "Priority 1" activities will provide the
greatest community-wide benefit and will have lower cost recovery targets than "Priority 3" activities which
provide more of an individual or small group benefit, and therefore will have higher cost recovery
thresholds. Cost recovery for activities directed to adults should be relatively high. While cost recovery for
youth and senior activities should be relatively low. In those circumstances where services are similar to
those provided in the private sector, cost recovery levels should be higher.
Activities within each priority group will be reviewed and where appropriate may include specific
considerations that may supersede the cost recovery thresholds identified for the group. Considerations
could include market rates and demand, benchmarking to a specific competitor, the availability of
alternative providers, or collection of fees is not cost effective.
Both the Heritage and Cultural Arts Commission and the Parks and Community Services Commission
annually adopt a Master Fee Resolutions for programs. Following the adoption of the new Pricing Policy the
Commissions will still adopt annual Fee Resolutions. However, the Resolutions will provide Staff with the
authority to adjust program fees during the fiscal year; except that no fee increase may exceed 10%
without the approval of the appropriate Commission. Additionally as part of the annual fee adoption
process, the Commissions will review the performance of each activity compared to the Pricing Policy and
make recommendations for adjustments to the Pricing Policy as deemed appropriate. The City Council
must approve any future changes to the adopted Pricing Policy.
Following the adoption of the Pricing Policy, strategies for achieving the target cost recovery rate will be
established by Staff for each program area. These strategies may include immediate or gradual action
depending upon the best interests of maintaining a strong program, achieving the target within a
reasonable time period and current market conditions.
Activities that do not meet the minimum cost recovery threshold will be reviewed by Staff to determine
whether it is feasible to reduce costs or if the cost recovery target can be adjusted. Otherwise Staff will
recommend eliminating the activity. For activities that exceed the cost recovery thresholds, Staff will
determine the feasibility of increasing the cost recovery target.
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....,,, .��';;;.�' III,,'I ROGRANA COS FS
Direct costs by nature are usually easy to identify and relate to a specific service. However this is not the
case for indirect costs. This policy will help to determine the total cost of providing a specific service by
developing a system for allocating indirect costs to direct cost programs.
Direct costs are those solely associated with a particular service, such as After School Recreation, Swim
Lessons, Adult Basketball Leagues, or the First Saturday events at the Heritage Center. Indirect costs are
not identified with one particular service and are typically incurred for a joint purpose that benefits more
than one service within the Department. The total cost of a service is the sum of the following direct and
indirect costs.
Direct Service Costs
• The fixed and variable costs necessary to operate a specific program
• Includes seasonal part time staff, supplies, equipment, and contracted services
Indimct Program Coordination Costs
• The fixed resources for the service area (i.e. Sports, Family Services, Preschool,Teens, Heritage
and Cultural Arts, etc.) that do not vary with program participation
• Includes permanent staffing for customer service,program oversight by Coordinators,
Supervisors, and Managers, and, other overhead supplies and services
• The share of the Department's executive management support
• This includes permanent staffing, technology, printing, advertising, internal service funds, credit
card processing, etc.
Indimct F'a ility t,Vv?rh?ad Costs
• The day-to-day costs to keep the facility open and provide facility supervision, as well as on-
going maintenance, repairs and equipment replacement.
• Includes facility attendants, supplies, utilities, contracted services, and repairs and maintenance
Allocating Indirect Costs
Allocating indirect costs requires creating indirect cost rates or overhead rates for each of the cost areas
identified above. The indirect cost rate is simply the ratio between indirect and direct costs. By applying
the overall indirect cost rate to any specific direct cost program, the total cost of the program can be
determined. Following is an example using the Preschool Program.
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DU BLIA N fPair,,ks and Co irnirnuinPky Seirvkes IPiriuding IPoficy
'I"A.I:II,E 1 - I Y 2010mm20`I1 MIME(' '0VI.,RH1.,AD R� TE FOR PRE S(' L COORDINATION
N
Direct Preschool Service Costs (A) ............................. $220,318
Indirect Preschool Service Costs (B)............................. $93,572
Indirect Preschool Overhead Rate (= B/A).............0.424716
Dividing the indirect service costs by the direct service costs calculates the indirect overhead rate for the
preschool division of the Department. In essence for every dollar of direct expenditures there is an
additional $0.42 in cost for indirect preschool program coordination.
In addition to the indirect program coordination costs,there are indirect department administration costs.
For Fiscal Year 2010-2011 the indirect department overhead rate is 0.182916 of a program's total direct
and indirect costs. Using the example above for preschool:
'I"A.I:LE 2- I V 2IIIII- 011 I II,"PA I"/N/I;I,"N'I"A I:IiWll\IIS'T'RI-I'T'I V,I, OVI,R HI.,'I-i D RrVI"';I:,"FOR PRESCHOOL
Total Preschool Program Costs (A) ............................ $313,890
Indirect Department Admin Rate (B)......................... 0.182916
Indirect Department Admin Costs (=A x B)...............$57,416
Allocating indirect costs via an indirect cost rate assumes that all indirect costs are incurred proportionately
to the direct cost of the program. However, this may not be a reasonable assumption in all cases, as the
benefit received from certain types of support services may be more closely related to an indicator other
than cost, such as program length or percentage of square feet of dedicated space. The Pricing Policy
allocates indirect facility overhead costs based on an hourly rate per square foot of use for rooms used by
multiple programs, or based on a per square foot cost for spaces dedicated to one program, such as the
preschool space in Shannon and the Emerald Glen Activity Center. Following shows the calculation for the
Facility Overhead Costs for preschool.
'I"A.I:ILE I- I V 2010-2011 FA a'"ILI Y OP Rr-TIONS 0V1.-.,RHEAI I COSTS
Activity Center Direct/Indirect Costs (A)......................................................$39,250
Percent of Square Feet for Preschool (B).........................................................100%
Activity Center Facility Overhead Cost for Preschool(A x 8= C)..................$39,250
Shannon Center Direct/Indirect Costs (D) .................................................$349,758
Percent of Square Feet for Preschool (E)...........................................................26%
Shannon Center Facility Overhead Cost for Preschool(D x E=F)................$91,230
Total Preschool Facility Overhead Costs(= C+ F).................................. $130,480
Since the Preschool has exclusive use of these facilities 100%of these overhead costs are assigned to the
preschool program. If multiple programs were using a room, then an hourly overhead rate would be
assigned instead. The hourly overhead rate would be calculated by dividing the total overhead costs for a
room by the annual usable hours for the facility (i.e. daily from 8:00 a.m. to 10:00 p.m.).
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DU BLIA N fPair,,ks and Co irnirnuinPky Seirvkes IPiriuding IPoficy
Based on the above example the following is a summary of the total cost of the preschool program for
Fiscal Year 2010-2011:
'TAB ,E 4- IV 01 20`1' T071-U., d'RE;S "H00 , PROGRAM a 0S'I";a
Direct Preschool Program Costs ................................ $220,318
Indirect Preschool Coordination Costs ........................ $93,572
Indirect Department Administrative Costs.................. $57,416
Facility Overhead Costs.............................................. $130,483
Total Preschool Program Costs ...............................$501,789
This policy recognizes the principle that the cost of developing the information necessary to perform the
cost allocations should not exceed the benefits likely to be gained. Calculating hourly facility overhead
rates and the annual indirect cost rates is relatively easy using the EDEN finance and enterprise resource
planning (ERP) system and the CLASS facility booking system.
In a true cost accounting system, indirect costs would be calculated and allocated on an ongoing basis
throughout the fiscal year based on actual costs. However frequent updating in a municipality would not
serve any specific purpose such as price control in a manufacturing company, and would consume
significant staffing resources. Therefore the indirect cost rates will be prepared annually as part of the
budget preparation process.
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DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
Once the total cost of a program has been identified there needs to be a method to determine the desired
level of cost recovery for each activity. To calculate the cost recovery rate, divide the revenue collected for
a service by the total cost of providing the service (including direct, indirect and facility overhead costs).
The following is an example using the preschool again.
Total Preschool Revenue (A)...................................... $403,530
Total Preschool Program Costs (B)............................. $501,789
Cost Recovery Rate (=A/B) ...........................................80%
The cost recovery rate determines how much a program must generate in revenue (user fees, sponsorships,
grants, etc.) and how much subsidy will be needed from the General Fund.
In order to maximize available General Fund resources to the greatest number of residents, the
prioritization of subsidies is based on the:
• Type of service
• Target population
• Level of community benefit and participation
• Availability of alternative providers
These criteria will be used by Staff to assign each Department service to one of three priority groups. These
categories are used to set the minimum cost recovery rate and the targeted cost recovery rate for each
activity. The following describes in more detail the criteria Staff will use to categorize services into the
three priority levels.
Priority 1 — Core/Essential Services
Minimum Cost Recovery Rate: 0%
Priority 1 services have the lowest level of cost recovery and include activities that provide larger
community benefit and can be accessed by the broadest cross section of the population. The public
expects the City to provide these services and they are usually not provided by others. These services may
be provided to a targeted population and/or be essential to the health, safety or livability of the
community. Residents would consider these program subsidies a sound investment of public funds.
Programs that may fit this category include recreational swimming, Heritage Center tours or picnic area
rentals.
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DU BLIA N fPair,,ks and Co irnirnuin ky SeirvPuces IPiriuding IPo ficy
Priority 2 — Important Services
Minimum Cost Recovery Rate: 30%
Priority 2 services have mid-range cost recovery targets and include activities that provide some community
benefit as well as individual or group benefit, and serve a significant number of residents. These programs
service the needs of youth or seniors. The services may expand or enhance health and safety, or contribute
to economic and community vitality. Although there may be other providers of these services,they can't
provide residents with the same level of accessibility, efficiency or effectiveness as the City's services.
Important services may include after school programs, preschool classes, swimming lessons, or the St.
Patrick's Day Celebration.
Priority 3 — Discretionary Services
Minimum Cost Recovery Rate: 60%
Priority 3 services are discretionary and have the highest level of cost recovery targets. These activities
serve a moderate number of residents, providing benefit to the individual or group, and minimal benefit to
the greater community. They are typically specialized, and may be provided by the private sector or other
agencies with the same level of accessibility, efficiency and effectiveness as the City's programs. These
services are nice to have when additional funding is available. The public may not typically expect the City
to provide these services,which may provide value beyond what is expected of the City. Examples of
Priority 3 services include contracted specialty classes and camps, letters from Santa, concert series or adult
sports leagues.
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DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
With the total costs identified and each activity categorized into a service priority group, Staff can then set
the price for each activity. As noted each priority group has a minimum cost recovery rate and a targeted
cost recovery rate. When setting the price to be within the cost recovery range identified for the priority
level of the service, Staff will need to evaluate the market rates and demand for the activity to determine
the feasibility of the proposed price. If the price is too high compared to the market and there is little
demand for the program, Staff will need to take one or more of the following actions:
• Evaluate the feasibility of reducing costs
• Provide a justification to the Department Administration for reducing the fee
• Propose elimination of the activity the Department Administration
If applying the Pricing Policy to an existing program will result in a significant fee increase in one year, Staff
could also consider implementing the fee increase over a two or three year period.
When conducting the market analysis, if the target price is below the market average Staff should consider
increasing the price to improve cost recovery, yet still remain competitive. If an activity has high demand
Staff should also determine if the market will bear a fee increase to improve cost recovery.
Annually, Staff will present the proposed pricing to the Heritage and Cultural Arts Commission and Parks
and Community Services Commission for approval. During the year the Parks and Community Services
Director can set and adjust fees as long as cost-recovery ranges and target rates are maintained. This will
allow for Staff to respond to fluctuations in the market and demand, and provide the flexibility to package
programs to increase participation and/or promote new programs. Any mid-year fee increase exceeding
10.0 percent will require the approval of the Parks and Community Services Commission.
Historically fees charged for non-residents compared to Dublin residents have been 15% more for
programs, and 20%for facility rentals. Under the new Pricing Policy fees for non-resident programs will
increase from 15%to 20%to be consistent with facility rentals. The Parks and Community Services Director
is authorized to reduce or eliminate non-resident fee differentials when it can be demonstrated that:
• The fee is reducing attendance and there are no appreciable expenditure savings from the reduced
attendance.
• It may be impractical or too costly to establish a system to identify and charge non-resident users.
For example, checking residency status for drop-in activities that do not require pre-registration,
such as Recreational Swimming, is impractical.
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DU BLIA N Parks and Co irnimunity Seirvkes IPirk ng IPo ficy
Following adoption of the Pricing Policy, Staff will update the City's promotional materials to re-package
how these fee differentials are presented. Rather than being a "non-resident surcharge"the differential
will be featured as a "resident discount". This is a more positive way of marketing the concept.
The Learning Resources Network (LERN) is an international association of people who coordinate lifelong
learning classes and recreation programs. The organization has over 40 years of research on best practices,
and in particular has a wealth of knowledge regarding pricing and marketing. Staff has reviewed
information and training materials from LERN and has developed the variable pricing component of this
policy based on the best practices recommended by LERN.
As noted there will be situations when it is desirable to adjust the approved fee for a program. The Parks
and Community Services Director is authorized to offer reduced fees such as introductory rates, family
discounts and coupon discounts, or non prime-time pricing on a pilot basis (not to exceed 18 months) to
promote new recreation programs or resurrect existing ones. Other potential pricing strategies could
include early registration discounts, in which the current price would be the early price, and the fee for
regular registration would be higher. Package discounts would lower the fee for customers that register for
a group of classes.
It can be shown that targeted, short-term discounts, for certain programs may be effective at garnering
more participation. However Staff should be cautious about lowering prices permanently or across the
board as a way to increase registration. In a recession enrollments drop, but those who still register are
probably willing to pay the same or even higher prices because they need the class or service. Thus there
can be less risk in boosting prices than in lowering them. For example there is an activity with a registration
fee of$95 and 25 participants, and at that participation level the City nets $950 after paying direct
expenses. If the fee were lowered to $75 there would need to be seven (28%) more registrations for the
City to net the same amount. Alternatively if the price was raised to $125 then registrations could drop by
six(24%) and still have the same level of income and profitability. Table 6 outlines this concept.
'TABLE 6—(70Mf'A_Rf9S01Y 0 'f'R0FTTA.BI]J Y/VT1,01/V1-.,'R AlYD HIGHER d R1('I]Y
CURRENT LOWER HIGHER
PRICE PRICE PRICE
Registration Fee $95 $75 $125
Number of Registrations 25 32 19
Revenue Collected $2,375 $2,400 $2,375
Contract Payment(60%of revenue) $1,425 $1,440 $1,425
Net to City $950 $960 $950
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DU BLIA N fPair,,ks and Co irnirnuin ky Seirvkes IPiriuding IPo ficy
Staff will be required to review the financial feasibility of variable pricing strategies before being approved
by the Parks and Community Services Director.
LERN has done extensive research on consumer response to pricing strategies. They have determined
psychological price breaks for community classes and programs. These are the points at which if the City
raises the fee beyond a price point, registration will decrease by an amount more than proportional to the
price increase. Basically the market grows accustomed to paying a certain amount for a certain type of
program. Additionally the perception of the price affects the price point. For example raising a price above
$0.99 will cause demand to fall because people perceive $1.00 as a significantly higher price. This is
sometimes referred to as "odd-number" pricing. According to LERN pricing points for community
education and recreation are as follows:
$10 $60 $300
$20 $75 $400
$25 $80 $500
$30 $100 $1,000
$40 $150
$50 $200
When raising fees Staff should consider where the existing fee is in relation to the price breaks and try to
stay under the price break if possible. Additionally LERN recommends trying to change only one digit of the
price and making it end in a "5" or "9". For example if the price of an existing activity is $50, Staff could
lower the fee to $49 to stay under the price break, end the price in a "9" and only change one digit.
Alternatively, Staff could raise the price to $55 or$59 and meet the guidelines recommended by LERN.
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