The second fiscal impact assessment method, Comparable Cities, is a marginal cost analysis for residential projects. The model is, in many ways, similar to the Service Standard method: You describe the project, the current cost structure for providing services, the current rates at which revenue is generated, and calculate the multipliers which will be used to project future costs. The major difference lies in the way the multipliers are calculated.
The first worksheet is the Project Description worksheet (Figure 7). Since the Comparable Cities method calculates fiscal impact differently than the Service Standard method, the information requested is also different. "Current size of the city" is the same as before. "Project size" is the population increase which the project is designed to accommodate. The worksheet also requests information about the time it will take to complete the project and the current rate of change in city size. Current city size and rate of change need only be entered once; the spreadsheet will automatically enter it in the other rows. The worksheet will calculate the projected city size (current size plus the projected size of the new development) and the projected annual rate of change (the ratio of projected to current size, divided by the number of years over which the increase will occur). Notice that this model assumes that all future growth will be channeled through the project; in other words, all other future growth is ignored. This simplifying assumption is necessary for calculating the impact of the project on the city's budget. It also guarantees that the model will not give an accurate estimate of the future budget of the city, but only of the increment in the budget which will be needed to service the project.
PROJECT DESCRIPTION YEARS CURRENT CURRENT PRJECTED PRJECTED ALT'NTIVE PROJECT TO CITY % POP CITY % POP NUMBER SIZE COMPLET SIZE CHANGE SIZE CHANGE 1 ...... ...... ...... ...... xxxxx xxxxx 2 ...... ...... xxxxx xxxxx xxxxx xxxxx 3 ...... ...... xxxxx xxxxx xxxxx xxxxx Figure 7
The Current Costs worksheet (Figure 8) is a very simple table for entering operating and capital costs by service function. Because of the calculations required for obtaining the multipliers, the costs are only broken into the five major categories; the subcategories are not calculated separately.
CURRENT COSTS OPERATING CAPITAL FUNCTION COST COST GENERAL GOVERNMENT ...... ...... PUBLIC SAFETY ...... ...... PUBLIC WORKS ...... ...... HEALTH & WELFARE ...... ...... RECREATION ...... ...... Figure 8
The Revenue Projection worksheet for the comparable cities approach
is similar to the one for service standards (Figure 4), except
that there are only three alternatives listed rather than four
and property taxes should be entered as the average tax per person.
The heart of the comparable cities model is the way in which it
calculates the multipliers for future costs. The multipliers for
both current and future costs are drawn from a single set of tables.
Each table is similar to the capital and operating expense tables
for the service standards method; but rather than a single table
for operating expenses, there are nine tables distinguished by
rate of growth. These tables are also built on information from
the Census of Governments, as were the tables for the service
standards method. The nine tables are arranged in a set of columns
on the spreadsheet immediately to the right of the worksheets.
Similarly, there are a set of nine tables for capital expenses,
arrayed to the right of the operating expense tables. It would
be nice to have the spreadsheet choose the appropriate table and
the appropriate value within the table, as it did for the service
standards model. But that is a fairly complex technique, and you
will have to transfer the information yourself (use the "Copy"
command to avoid keyboard errors).
The information from the tables enters the model through two worksheets,
one for current multipliers and one for future multipliers. Figure
9 presents the Current Multiplier worksheet; the Future Multiplier
worksheet is identical in format. For the current multiplier worksheet,
you must use the current percent population change (growth rate)
of the city to determine the appropriate table for operating and
capital costs for each alternative. Select the column from the
appropriate table which corresponds to the current population
of the city, and copy those values into the appropriate columns
of the current multiplier worksheet. For the future multiplier
worksheet, repeat the process, only this time use the projected
percent population change to select the table, and use the projected
city size to determine the appropriate column. For each project
alternative, you will have to select a column of multipliers for
operating expenses and for capital expenses.
MULTIPLIER WORKSHEET: CURRENT COMPARABLE CITY MULTIPLIERS ALTERNATE 1 ALTERNATE 2 ALTERNATE 3 OPERAT CAPITL OPERAT CAPITL OPERAT CAPITAL FUNCTION MULTIPL MULTPL MULTIPL MULTPL MULTIPL MULTPL GENERAL GOVT ...... ...... ...... ...... ...... ...... PUBLIC SAFETY ...... ...... ...... ...... ...... ...... PUBLIC WORKS ...... ...... ...... ...... ...... ...... HEALTH & WELFR ...... ...... ...... ...... ...... ...... RECREATION ...... ...... ...... ...... ...... ...... Figure 9
The spreadsheet calculates the annual operating and capital costs due to the project in a three-step process:
These calculations must be made for both operating and capital
costs. You must enter a value for the multiplier of each function
within any alternate, even if only a dummy value of "1."
If you do not, it will cause an error message in the worksheet
because the spreadsheet will attempt to divide by "0."
The results of the calculations are presented for each alternative
in the Projected Annual Costs worksheet (Figure 10).
PROJECTED ANNUAL COSTS ALTERNATE 1 ALTERNATE 2 ALTERNATE 3 ANNUAL ANNUAL ANNUAL ANNUAL ANNUAL ANNUAL OPERAT CAPITL OPERAT CAPITL OPERAT CAPITAL FUNCTION COSTS COSTS COSTS COSTS COSTS COSTS GENERAL GOVT xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx PUBLIC SAFETY xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx PUBLIC WORKS xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx HEALTH & WELFR xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx RECREATION xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx TOTAL xxxxx xxxxx xxxxx xxxxx xxxxx xxxxx Figure 10
Finally, the spreadsheet includes a Summary worksheet (Figure
11) which is very similar to the one provided for the service
standards method. This summary only presents three alternatives,
and it expresses the size of the project in terms of population
rather than housing units.
SUMMARY OF FISCAL IMPACTS TOTAL TOTAL NET DEVEL'MNT PROJECT ANNUAL ANNUAL FISCAL ALT'NTIVE SIZE COSTS REVENUE IMPACT 1 xxxxx xxxxx xxxxx xxxxx 2 xxxxx xxxxx xxxxx xxxxx 3 xxxxx xxxxx xxxxx xxxxx Figure 11