General Instructions:

White boxes cells shall not be edited or moved.

Yellow cells shall be the only cells where the user can edit or input the necessary data.
Blue cells signify the steps in the Toolkit.
 STEP 1: MAP YOUR PROCESS FLOW
Note:
- A flowchart is a picture of the separate steps involved in a given process, presented in sequential order.
- Particularly helpful in analyzing and identifying areas for improvement by showing inefficiencies in the system.
- Also, it is useful in costing analysis.
- For this template, it is not necessary to use the various diagrams and boxes normally used in process flowcharts.
- Suggested Source: Citizen's Charter or the duly authorized process flow of the concerned office (for standard procedure)
Instructions in Filling the Form
1 Discuss and decide on the boundaries of your process.
* Where or when does the process start? Where or when does it end?
2 Arrange and document the activities in proper sequence.

Table 1:
ACTIVITIES
1 MARKET CLEAREANCE FEE
2 Receives request application for Market Clearance
3 Verifies correctness and accuracy of submitted information
4 Performs actual occular inspection if necessary
5 Evaluates the result of the inspection if necessary
6 Releases the result to the applicant
7 Receives the payment of fees/charges
8 Releases the Market Clearance
9
10

STEP 2: IDENTIFY THE RESOURCES FOR EACH ACTIVITY

Instructions in Filling the Form
1 Identify the offices and all key people involved with each activity. Identify official position.
* For standardization, base the information on the Citizen's Charter or the duly authorized process flow for
standard procedure.
* This includes those who do the work in the process: suppliers, customers and supervisors.
2 List down the materials and resources utilized in each stage.
Table 2:

ACTIVITY OFFICE INVOLVED PERSONNEL SUPPLY/MATERIAL

1 MARKET CLEAREANCE FEE Market Section

2 Receives request application for Market Clearance Market Section 2 Clerk 1
3 Verifies correctness and accuracy of submitted information Market Section Market Supervisor, 2 Clerk I
4 Performs actual occular inspection if necessary Market Section Market Inspector
5 Evaluates the result of the inspection if necessary Market Section Market Supervisor
6 Releases the result to the applicant Market Section 2 Clerk 1
7 Receives the payment of fees/charges Market Section 2 Clerk 1 Official Receipts
8 Releases the Market Clearance Market Section 2 Clerk 1 Clearance
9 -
10 -

STEP 3: CLASSIFY ACTIVITIES INTO "ROUTINE" AND "SPECIAL"

Instructions in Filling the Form
1 Classify the activities into whether they are:
* Routine(same procedure and effort for each applicant)
* Special (usually the vital part of the process and varies according to the type and/or complexity of the business
of the applicant)
Note: It is highly suggested to identify one (1) special step.
- However, it can be two (2) or more. In that case, it will have an impact on the weight of the
Special Variable Component.
- It may also yield that there is no special step in the whole process. In that case, the normal costing procedure
is applicable and the computation will not involve a Special Variable Component.
Table 3:
 ACTIVITY OFFICE INVOLVED PERSONNEL SUPPLY/MATERIAL TYPE OF ACTIVITY

1 MARKET CLEAREANCE FEE Market Section - -

2 Receives request application for Market Clearance Market Section 2 Clerk 1 - Routine
3 Verifies correctness and accuracy of submitted information Market Section Market Supervisor, 2 Clerk I - Routine
4 Performs actual occular inspection if necessary Market Section Market Inspector - Routine
5 Evaluates the result of the inspection if necessary Market Section Market Supervisor - Routine
6 Releases the result to the applicant Market Section 2 Clerk 1 - Routine
7 Receives the payment of fees/charges Market Section 2 Clerk 1 Official Receipts Routine
8 Releases the Market Clearance Market Section 2 Clerk 1 Clearance Routine
9 - - - -
10 - - - -
 STEP 4. QUANTIFY THE VARIABLE COST FOR ROUTINE ACTIVITIES
STEP 4.A PERSONNEL COSTS
Instructions in Filling Up the Form

Column 1- Base it on the staff identified as directly involved in the Routine Activities of the subject service. The actual number may be obtained from the Citizen's
Charter or authorized office process flow, including the list of contractual positions for the particular service/s being rendered.

Column 2 - Match the salary grade for each staff. The salary grade data will be available at the Citizen's Charter, HR, Accounting, or Budget Office of the City.

Column 3 - Fill out the salary rate per month for each staff. The salary rates per month may be obtained from HR, Accounting, or Budget offices of the LGU.

Column 4 - Compute for the annual salary of the staff by multiplying column 3 by 12 months
Column 5. Identify all other remunerations regularly received by the staff. Data will be available at the City Budget or Accounting Department. In case data will
not be readily available, other benefits can be represented by computing 20% of the annual salary.

Column 6. Sum up columns 4 and 5, and multiply it by 80%. The 20% covers lag time usually allotted to attendance in seminars/trainings, leaves, and other admin
activities not related to the service. LGUs may also devise other method to determine the annual % of time assigned in the delivery of subject service, exclusive of
lag time.
Column 7. Approximate the annual percentage of time each staff performs the task directly related to the activity. Data shall be provided by the head of units
performing the service, e.g., if exclusively doing such task, then put 100%.
Column [Link] the total personnel cost attributable to Routine Activities by adding the cost for each staff involved in delivering the service.
Table 4: Personnel Cost
Compensation % Time assigned in the
Annual Cost of the
Name and Position Monthly Annual Other Annual delivery of the Subject
SG-Step Service
Salary Salary Benefits Compensation Service
(col 1) (col 2) (col 3) (col 4) (col 5) (col 6) (col 7) (col 8)
Jemar Ken Sarda LLSOIV (MS III Des) 19 46,221 554,652 150,442 564,075.20 90% 507,667.68
Dennis Derla MARKET INSPECTOR 8 17,770 213,240 93,540 245,424.00 90% 220,881.60
Bernadeth Mapuao -Clerk I 3 13,210 158,520 84,420 194,352.00 90% 174,916.80
Shella Mae Casas -Clerk I JO n/a 13,210 158,520 - 126,816.00 90% 114,134.40
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
- - -
TOTAL ###
 STEP 4.B COST OF TRANSPORTATION
Instructions in Filling the Form
Column 1. Identify the vehicles used for inspection
Column 2. Identify the number of vehicles used for inspection.
Column 3. Verify unit cost of vehicle
Column 4. Determine the total cost by multiplying columns 2 and 3
Column 5. Apply the depreciation rate (Note: Economic life of a vehicle is 10 years)
Column 6. Compute for the annual depreciation cost by multiplying columns 4 and 5.
Column 7. Verify from the City Accounting Office the actual amount spent for maintenance of the vehicle used for inspection. In the absence of actual data, the amount can be computed by multiplying column 5 by
20%.
Column 8. Determine the frequency of use of the vehicle. In the specific case sample, half day use from February to November is 44/52 weeks x .5 days. Note that the LGUs may devise other method to determine the
actual frequency of use of vehicle.
Column 9. Compute the cost of vehicle for inspection by adding columns 6 and 7 thenmultiply the frequency of use in column 8.
Table 5:
Variable Cost - Vehicle
Number of Depreciation Annual Percentage of use for
List of Vehicle/s Vehicles Unit Cost Total Cost Rate/Year Depreciation Cost Maintenance cost inspection per week Annual cost of vehicle for inspection
(col 1) (col 2) (col 3) (col 4) (col 5) (col 6) (col 7) (col 8) (col 9)
TRIBIKE (WHITE) 1 180,000 180,000 20% 36,000 10,000 50% 23,000
XRM 125 1 75,000 75,000 20% 15,000 10,000 50% 12,500
TOTAL 35,500.00
Instructions in Filling the Form
Column 1. Identify the vehicles used for inspection
Column 2. Identify the number of vehicles used for inspection
Column 3. Verify the average cost of fuel per liter
Column 4. Check the average weekly consumption in liters
Column 5. There are 52 weeks in one year. Identify the number of weeks the vehicles(s) has been used in a year.
Column 6. Compute for annual cost of fuel for 1 year by multiplying columns 2, 3, 4 and 5.
Column 7. Determine the percentage for the frequency of use of the vehicle for inspection. In the specific case sample, half day use from February to November is 44/52 weeks
X .5 days. Note that the LGUs may devise other method to determine the actual percentage for the frequency of use of the vehicle.
Column 8. Compute the cost of fuel for inspection activities by multiplying columns 6 and 7.
Table 6:
Variable Cost - Fuel
Number of Average Cost Ave. weekly Number of weeks Annual Cost of fuel Percentage of use
for inspection per Annual cost for Fuel for
List of vehicle/s Vehicles per liter consumption in liters in one year for the vehicle inspection
week
(col 1) (col 2) (col 3) (col 4) (col 5) (col 6) (col 7) (col 8)
TRIBIKE (WHITE) 1 70 3 52 10,920.00 50% 5,460.00
XRM 125 1 70 4 52 14,560.00 80% 11,648.00
TOTAL 17,109.00

If the LGU does not provide vehicles for inspection, but only allows the reimbursement of actual transportation expenses, the annual cost should be computed
by determining the monthly reimbursements multiplied by 12
Table 7:
Variable Cost - Allowance/Reimbursement for Fuel

Transportation Cost based on % Time assigned in

Allowance/Reimbursements the delivery of the Annual Cost of the
Name and Position "Subject Service" Service

Average Monthly Annual Allowance

(col 4)
(col 1) (col 2) (col 3) (col 5)
- - TOTAL OF VEHICLE
- - AND FUEL: 52,609.00
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
- -
TOTAL -
 STEP 4.C OTHER VARIABLE COSTS
Instructions in Filling the Form
Column 1. List down the supplies, materials and other resources which are issued to each applicant or varies directly with the number of
applicants.
Column 2. Count all filled application forms, schedule slips, results forms, etc., and those issued with official receipts. Consider if applicants were
successfully processed and approved, and provided with new business plate, stickers and/or certificates.
Column 3. Secure the unit cost for each and every item identified as other variable cost from the City Accounting Office.
Column 4. Compute for the annual other variable cost by multiplying column 2 and column 3
Table 8:
Variable Cost - Other variable cost

Annual Number of Cost/Measuring unit

Particulars Annual cost (Php)
Applications (Php)
(col 1) (col 2) (col 3) (col 4)

APPLICATION FORM 300 10.00 3,000.00

CLEARANCE 300 10.00 3,000.00
OFFICIAL RECEIPT 300 6.00 1,800.00
7,800.00

-
TOTAL 7,800.00
 Instructions for Filling Up the Form
Column 1 - List all identified variable costs.
Column 2 - Fill up the variable costs for the "Subject Service" and reflect the sum of all entries of each
cell to total
Column 3 - Divide the amount in column 2 with the number of applications (annual) to get the
Estimated Routine Variable Cost Per Application.
Table 9:
Summary Table- Variable Costs
Estimated Routine Variable
Total
Cost Per Application
Annual Number of Applications 226
Variable Costs
Routine Personnel 1,017,600.48 4,502.66
Transportation Costs 52,609.00 232.78
Other Supplies/Forms/Materials 7,800.00 34.51
TOTAL 1,078,009.48 4,769.95
 STEP 5. ALLOCATE THE VARIABLE COST FOR SPECIAL ACTIVITIES Basis (2) Simple and Complex

Monthly Other Total Annual % Time allocated CATEGORIES

Name and position SG/Step Salary Annual Salary compensation Compensation for the service
Annual cost of service for inspection No. of Personnel Weight Allocation
Simple 3 0.75 -
(col 1) (col 2) (col 3) (col 4) (col 5) (col 6) (col 7) (col 8) Complex 1 0.25 -
8 - - - 4 1.00 -

*Here, they chose to analyze the weight allocation based on the combination of the previous two options.
- - - ** In here, Manufacturers and Contractors were viewed to have both simple and complex business structures
- - - *** Hence, the further classification as to simple and complex within the classification of Manufacturers and Contractors.
- - -
TOTAL - Basis (1) Per Business Classification
CLASSIFICATION Weight Allocation
Instructions in Filling the Form Manufacturer 0 -
Column 1- List the staff assigned to the "Special" Activity/ies. Wholesalers 4 -
Column 2 - Match the salary grade for each staff Exporters 0 -
Column 3 - Fill out the salary rate/month for each staff. Retailers 4 -
Column 4 - Compute for the annual salary of the staff by multiplying column 3 by 12 months Contractors 0 -
Column 5. Identify all other remunerations regularly received by the staff. Other benefits include RATA, PERA, year end benefits and other remunerations Banks and other institutions 0 -
received
Column [Link]
the up
staff during 4the
columns year.
and 5 Data will be available at the City Budget or Accounting Office. In case actual data are not available, use 20% to represent
other benefits received by the unit delivering the service. Peddlers 3 -
Column [Link] the annual % of time each staff performs directly to the issuance of the subject service. The rate shall be provided by the concerned unit Others 4 -
head.
Column [Link] the total cost for the Special Activity by adding the cost for each staff involved in delivering the service. 15 -
Proceed to the weight allocation. (The weight allocation may vary depending on the appropriate basis to the scenario within an LGU)

Weight Allocation According to Complexity and Business Classification

Simple Complex
BUSINESS CLASSIFICATION Weight Weight Total Simple Complex
With Complex Manufacturer - #DIV/0! #DIV/0!
Wholesalers - -

Exporters - -
Retailers - -

With Complex Contractors - #DIV/0! #DIV/0!

Banks and other insti - -

Peddlers - -
Others - -
#DIV/0! #DIV/0!

Note: Other basis may be used (e. g. the DTI classification as to Cottage, Small, etc)
 STEP 6. ESTIMATE AND DISTRIBUTE THE FIXED COSTS
STEP 6.A COST OF OFFICE SPACE
Instruction in Filling Up the Form
Column 1 - Describes the cost formula for determining share of office cost for delivering "Subject Service". Determine the cost of
construction per square meter (approximately P20,000/sq.m.) and the floor area of the entire City Hall. The building construction
cost is the product of the two values. Knowing the floor area occupied by the different offices delivering the "Subject Service", its
proportionate share in the total floor area of the city hall multiplied by cost of constructing the building will be the cost of office space
occupied. The annual depreciation rate is 4% since the normal economic life of reinforced concrete structures is 25 years. We can
compute for the annual depreciation expense by multiplying the cost of office space occupied by depreciation rate and approximately
the annual maintenance cost by apportioning 20% of the annual depreciation expenses. The 20% is used whenever actual data from
the Accounting Office is unavailable. The share of cost for delivering "Subject Service" can be computed by adding annual depreciation
expense and annual maintenance cost multiplied by the percent of work by the Office utilized for delivering the "Subject Service".

Column 2 - Apply the formula described above for the office involved in the delivery of the "Subject Service".
Table 10:
Fixed Cost - Office Space (Owned by the LGU)
Particulars Offices Involved in the delivery of "Subject Service" Fee
(col 1) (col 2)
Construction Cost (per sq m) 15,000.00
Floor area of City Hall (sq m) 5,700.00
Building Construction Cost (Php) 85,500,000.00
Office Area Occupied (sq. m) 300.00
Cost of Office Area Occupied (Php) 4,500,000.00
Depreciation Rate (%) 0.30
Annual Depreciation Expense (Php) 1,350,000.00
Annual Maintenance Cost (Php) 270,000.00
Percent of Work for "Subject Service" (%) 100%

Share of Cost attributable to delivering the service (Php) 1,620,000.00

Instructions for Filling Up the Form

Column 1 - Determine the monthly rental rate and multiply by the number of months the office space was rented to know the annual
cost for rental. Add actual cost for maintaining the Office space. If the actual data is not available add 20% of the annual cost of rental
to determine the annual cost for rented office space. The annual fixed cost for rented office space attributable to rendering the
service is the annual cost of rented office space multiplied by the proportion of time used for "Subject Service" services in relation to
the total responsibility of the Office delivering the service

Column 2 - Apply the formula described above for the office involved in the delivery of the "Subject Service".
Table 11:
Fixed Cost - Office Space (Rented by the LGU)
Particulars Offices Involved in the delivery of "Subject Service" Fee
(col 1) (col 2)
Rental rate per month
Number of months use
Annual cost of rental -

Maintenance Cost -
Annual costof
Percentage oftime
rented office
used space
for the delivery of the service in -
relationfixed
Annual to the responsibility
cost of the
(rented office Office
space) attributable to
delivering the service -
 STEP 6.B UTILITIES
Instructions for Filling Up the Form Instructions for Filling Up the Form Instructions for Filling Up the Form
Column 1. Describes the formula for computing the proportion of electricity cost of the offices delivering Column 1. Describes the formula for computing the proportion of water Column 1. The cost of telephone can be computed by knowing the number of telephone
the service (e.g. "Subject Service"). Initially, know the cost of electricity rate per kilowatt hour and the
kilowatt consumption/hour of the Office delivering the service. The regular operations of a City Office is cost of the offices delivering the service (e.g. "Subject Service"). Initially, lines available in the Office and the monthly subscription rate per month. The annual cost
7:30am-5:30pm or 10 hrs and there are approximately 260 days per year. The annual cost of electricity know the number of people directly related to the processing and issuance of telephone services is the number of telephone lines multiplied by the monthly
for the ofices delivering the service is the product of the electricity rate per kwh, the kilowatt of "Subject Service". The estimated water bill per person per month is P100. subscription rate over a period of twelve months. The net cost of telephone services
consumption per hour of the office, the number of operating hours per days, and the number of
operating days per year. The percent of work to be considered is an approximation by the head of unit The net cost of water attributed to the delivery of "Subject Service" can be attributed to processing and issuance of mayors permit is the annual cost of telephone
delivering the service in relation to its total responsibilities. When known, the net cost of electricity computed by the estimated water bill of the office per year multiplied by services multiplied by the percent of work performed by the Office in processing and
attributed to delivery of service shall be the annual cost of electricity for the office multiplied by the the percent of "Subject Service" work performed by the office in relation to issuance of "Subject Service" in as a percentage of the total responsibilities of the Office.
percent of work devoted by the office for "Subject Service".
the total responsibilities assigned to the Office.

Column 2 - Apply the formula described above for the office involved Column 2 - Apply the formula described above for the office Column 2 - Apply the formula described above for the office involved in the
in the delivery of the "Subject Service". involved in the delivery of the "Subject Service". delivery of the "Subject Service".

Table 12: Table 13: Table 14:

Cost of Electricity Cost of Water Cost for Communication
Offices Involved in the delivery of Offices Involved in the delivery of Offices Involved in the delivery of "Subject
Particulars Particulars Particulars
"Subject Service" Fee "Subject Service" Fee Service" Fee
(col 1) (col 2) (col 1) (col 2) (col 1) (col 2)

Number of
telephone/cellphone lines in
Electricity rate per kilowatt the Office delivering the
hour (Php) 13.00 Number of People 17 service
Kilowatt consumption/hour
for the unit delivering the Water bill per person per Rate of subscription per
service 10.00 month 8 month
Number of operating hours Estimated water bill of the Annual cost of
per day 8.00 office per year 1,700.00 telephone/mobile services -
Percent of work for the Percent of work for the
Number of days per year 261.00 service rendered 90% service rendered

Electricity cost per year Net cost of telephone/mobile

Net cost of water attributed services attributed to
to delivery of "Subject processing and issuance of
271,440.00 Service". 1,530.00 "Subject Service" -
Percent of work for the
service rendered 90%

Net electricity cost attributed

to "Subject Service" service
244,296.00
 STEP 6.C COST OF EQUIPMENT AND FURNITURE
Instructions in Filling the Form
Column 1. Identify all the equipment, and other facilities used for the delivery of the subject service.
Column 2. Count the number of each type of equipment or facility.
Column 3. Verify acquisition cost from the Accounting Unit.
Column 4. Compute for the total cost of acquisition by multiplying columns 2 and 3.
Column 5. Compute for the annual depreciation rate by dividing 100% with the estimated economic life in years.
Column 6. Compute the annual depreciation cost by multiplying columns 4 and 5.
Column 7. Secure from the City Accounting Office the actual amount spent for maintenance of equipment/furniture used delivery of the subject service. In the absence of actual data, the amount can be
computed by multiplying column 6 by 20%.
Column 8. Add Columns 6 and 7 to determine the annual cost of equipment/facility.
Column 9. Determine the % of time used for delivering the specific service in relation to responsibilities of the office involved in delivering the subject service.
Column 10. Compute for the annual cost share for equipment and funiture by multiplying columns 8 & 9.
Table 15:
Fixed Cost - Equipment and Furniture
% Used for Annual Cost Share for
Annual delivering Equipment and
Particulars Number of Units Acquisition Cost Total Cost Depreciation Rate Depreciation Cost Maintenance Cost Total Annual Cost
the Service Furniture
(col 1) (col 2) (col 3) (col 4) (col 5) (col 6) (col 7) (col 8) (col 9 ) (col 10)
A. Equipment
Air Condition 2 25,000 50,000.00 25% 12,500 2,500 15,000 100% 15,000
Computers 3 30,000 90,000.00 34% 30,600 6,120 36,720 100% 36,720
Photocopier 1 15,000 15,000.00 34% 5,100 1,020 6,120 80% 4,896
Sub-Total 56,616
B. Furniture
Filing Cabinets 2 15,000 30,000.00 34% 10,200 2,040 12,240 100% 12,240
Tables and Chairs 6 10,000 60,000.00 34% 20,400 4,080 24,480 100% 24,480
Sub-Total 36,720
TOTAL 93,336.00
 STEP 6.D OTHER FIXED COST
Instructions in Filling the Form
Column 1. Identify Offices delivering the "Subject Service" fee and the type of other fixed costs significant
for their operation. In the particular example, these are cost for internet subscription and regular office
supplies for the offices involved in delivering the "Subject Service".

Column 2. Verify actual office expenses from the LGU Accounting Office. If data are hard to get, reflect the
budget allocation of each office (c/o LGU Budget Office).
Column 3. Determine the percentage of time used by the Office in delivering the specific service in relation
to its total responsibilities.
Column 4. Compute for the other variable cost by multiplying column 2 and column 3.
NOTE: Note: The LGU may have other major fixed costs not mentioned in this illustration. When costs are
significant, those fixed cost must be identified and added in the template. Conversely, costs that are
negligible may be dropped from the calculations.

Table 16:
Other Fixed Cost
Particulars Annual Rate Percent of Use for Annual Cost
"Subject Service" Fees
(col 1) (col 2) (col 3) (col 4)
Internet Services 12,000.00 50% 6,000.00

Regular Office Supplies 80,000.00 100% 80,000.00

Information Tech Team -

Security Team 588,000.00 100% 588,000.00

Janitorial Team 1,427,640.00 100% 1,427,640.00

Reception Services -

Total 2,101,640.00
 Instructions for Filling Up the Form
Column 1 - List all identified fixed costs.
Column 2 - Fill up the fixed costs for the "Subject Service" and reflect the sum of all entries of each
cell under "Total".
Column 3 - Divide the amount in column 2 with the number of applications (annual) to get the
Estimated Routine Fixed Cost Per Application.
Table 17:
Summary Table - Fixed Costs
Estimated Routine Fixed Cost Per
Fixed Cost Total
Application
(col 1) (col 2) (col 3)

Annual Number of Applications 226

Office Space 1,620,000.00 7,168.14
Utilities 245,826.00 1,087.73
Electricity 244,296.00 1,080.96
Water 1,530.00 6.77
Communication - -
Equipment and Furniture 93,336.00 412.99
Other Fixed Cost 2,101,640.00 9,299.29
TOTAL 4,060,802.00 17,968.15
 STEP 7. COMPARE FEE WITH COST OF DELIVERING SERVICES
Name of Fee/Charge:

Fee Rate Estimation Using Costs of Issuing Comparison with Current Fee Rates Difference % Variance Remaks:Reasonable/Not
Permits Plus Cost of Surveillance (-/+) Reasonable

Total Cost Total Collection on Fees (138.10) (0.01)

22,738.10 and/or Charges 22,600.00

Number of Applications Number of Applications

Processed Processed
226 226
Average Fee Rate Average Fee Rates (0.61) (0.01)
100.61 100.00
Instructions for Filling
Up the Form
(1) For every fee or charge, compare Total Revenue with Total Cost of delivering the subject service based on the results of the foregoing procedures.
(2) Compute the difference and determine the corresponding variance. If it yields a variance (-/+) of more than 10%, the LGU is either subsidizing (-)
or generating revenues (+) in relation to the subject Service.

(3) Input the results in a summary form using Table 23 for ease in reference and appreciation during the review and deliberation of the results of the Toolkit.
(4) If so, then the LGU must submit, along with the report of the results, a proposed Rationalization of Fees and Charges using the options.

EXAMPLE:
Compare Fee with Cost of Delivering Services
Fee Rate Estimation using Costs of Issuing Comparison with Current Fee Rates
permits plus cost of surveillance
Total Cost - Total Revenue 13,242,500.00 13,242,500.00 #DIV/0!

Number of Applications
Total Number of Applicants Processed
10,594 10,594
Average Fee Rate - Average Fee Rates 1,250.00 1,250.00 #DIV/0!

10,594.00 Total
Scenario 1 % of Applicants Number of Applicants Cost (with weight) SPCL-PERSONNEL STD-VAR STD-FXD Cost per Application
Simple 80% 8,475 75% - 420.00 520.00 940.00 7,966,688.00 1,128.00 9,560,025.60
Complex 20% 2,119 25% - 420.00 520.00 940.00 1,991,672.00 1,128.00 2,390,006.40
100% 10,594 100% 9,958,360.00 11,950,032.00

Scenario 2 SPCL-PERSONNEL STD-VAR STD-FXD

Classification Allocation % of Applicants Number - Cost per Application -
Manufacturer - 10% 1,059 - 420.00 520.00 940.00 995,836.00 1,128.00 1,195,003.20
Wholesalers - 10% 1,059 - 420.00 520.00 940.00 995,836.00 1,128.00 1,195,003.20
Exporters - 3% 318 - 420.00 520.00 940.00 298,750.80 1,128.00 358,500.96
Retailers - 47% 4,979 - 420.00 520.00 940.00 4,680,429.20 1,128.00 5,616,515.04
Contractors - 10% 1,059 - 420.00 520.00 940.00 995,836.00 1,128.00 1,195,003.20
Banks and other institutions - 15% 1,589 - 420.00 520.00 940.00 1,493,754.00 1,128.00 1,792,504.80
Peddlers - 0% - 420.00 520.00 - -
Others - 5% 530 - 420.00 520.00 940.00 497,918.00 1,128.00 597,501.60
- -
- 10,594.00 - 9,958,360.00 11,950,032.00
Total 100%
0%
Ok ok

235801.42 847.52 211.88 69.56 350.00 525.00 944.56 200,132.59 1,133.47 240,159.11
235801.42 847.52 211.88 69.56 350.00 525.00 944.56 200,132.59 1,133.47 240,159.11
#REF! 2,118.80
834.68 350.00 525.00 1,709.68 1,448,984.26 2,051.61 1,738,781.11
834.68 350.00 525.00 1,709.68 1,448,984.26 2,051.61 1,738,781.11
3,957,880.44
 Scenario 1 Scenario 2 Scenario 3
Type Rate Classification Rate Simple Complex
Simple 693.13 Manufacturer 1,215.17 780.14 2,955.30
Complex 1,563.20 Wholesalers 925.15 925.15
Exporters 1,601.87 1,601.87
Retailers 696.83 696.83
Contractors 1,215.17 780.14 2,955.30
Banks and other institutions 731.80 731.80
Peddlers
Others 925.15 925.15
Summary of Rationalized Local Fees and Charges
Local Fee/Charge Current Rate Rationalized Rate % Variance Remarks
MARKET CLEARANCE FEE 100.00 100.61 1% RETAIN