HomeMy WebLinkAboutCAPITAL PROJECTS AGENDA 08-04-09Central Contra
Sanitary District
RO:IRD OF DIRECTORS
CAPITAL PROJECTS COMMITTEE
Chair McGill
Member Lucey
Tuesday, August 4, 2009
3:00 p.m.
Third Floor Executive Conference Room
Central Contra Costa Sanitary District
5019 Imhoff Place, Martinez, CA
INFORMATION FOR THE PUBLIC
ADDRESSING THE COMMITTEE ON AN ITEM ON THE AGENDA
JAA1/iSA. ,V/Jfill/.Y
Pre.idcnr
AIfCHAGI. It h1c(,'lLL
President l'm lim
HANHAILI D. H(X'KH'l7'
MAR!O M. ,ifG,Y&SINI
PHONE: (925) 228-9500
FAX: (925J 676-72 / l
www.cenfralsan.org
Anyone wishing to address the Committee on an item listed on [he agenda will be heard when the
Committee Chair calls for comments from the audience. The Chair may specify the number of minutes
each person will be permitted to speak based on the number of persons wishing to speak and the time
available. After the public has commented, the item is closed to further public comment and brought to the
Committee for discussion. There is no further comment permitted from the audience unless invited by the
Committee.
ADDRESSING THE COMMITTEE ON AN ITEM NOT ON THE AGENDA
In accordance with state law, the Committee is prohibited from discussing items not calendared on the
agenda. You may address the Committee on any items not listed on the agenda, and which are within their
jurisdiction, under PUBLIC COMMENTS. Matters brought up which are not on the agenda may be
referred to staff for action or calendaredon a future agenda.
AGENDA REPORTS
Supporting materials on Committee agenda items are available for public review at the Reception, 5019
Imhoff Place, Martinez. Reports or information relating to agenda items distributed within 72 hours of the
meeting [o a majority of the Committee are also available for public inspection at the Reception. During
the meeting, information and supporting materials are available in the Conference Room.
AMERICANS WITH DISABILITIES ACT
In accordance with the Americans With Disabilities Act and California Law, it is the policy of the Central
Contra Costa Sanitary District to offer its public meetings in a manner that is readily accessible to
everyone, including those with disabilities. If you are disabled and require special accommodations to
participate, please contact the Secretary of the District at least d8 hours in advance of the meeting at (925)
229-7303.
® Rec/deA Paper
Capital Projects Committee
August 4, 2009
Page 2
Call Meeting To Order
Public Comments
'3. Fiscal Year 2009-10 Capital Improvement Budget and Ten Year Plan Revisions -
Farrell, Pilecki
'4. Capital Improvement Program Expenditure and Revenue Scenario for Fiscal
Year 2009-10 and Bevond -Farrell, Pilecki
'5. Update on the Status of the Collection Svstem Operations Department (CSODI
Administration, Crew, And Warehouse Facility DP 8208 -Farrell, Pilecki
6. Adjournment
Attachment
3.
Central Contra Costa Sanitary District
July 30, 2009
TO: BOARD OF DIRECTORS
VIA: JAMES M. KELLY, GENERAL MANAGER y/ ~~~/
FROM: ANNE. FARRELL, DIRECTOR OF ENGINEERING 1r ~*`~
TAD J. PILECKI, CAPITAL PROJECTS DIVISION MANAGER
GAIL CHESLER, ASSOCIATE ENGINEER GG
SUBJECT: FISCAL YEAR 2009-10 CAPITAL IMPROVEMENT BUDGET AND
TEN-YEAR PLAN -REVISIONS
BACKGROUND
The FY 2009-10 Capital Improvement Budget (CIB) and Ten-Year Plan (CIP) was
adopted at the June 4, 2009 Board Meeting. At that time the Board was informed that
revisions would be necessary and would be brought to the Board at the August 6, 2009
Board meeting. These revisions included:
Change the amount to be authorized by the Board, based on the actual 2008-09
fiscal year end financials/allocations carryover.
Change the cash flow analysis for both the CIB and the CIP to subtract the $10
suggested rated increase that was not adopted.
These revisions are discussed in further detail in the following paragraphs.
BOARD AUTHORIZATION
In past years, the Board has updated the funds authorized in the current CIB to reflect
actual year end financial results. This year, although staff has developed the year end
financials, in light of declining revenue, staff has elected to defer the updating of the
funds authorized until the Board has had the opportunity to discuss/evaluate several
new revenue/expenditure scenarios developed by staff. These new revenue/
expenditure scenarios are presented under a separate memo that is part of the
August 4 Capital Projects Committee Agenda. Once the Board has given staff direction
on how to proceed, a position paper may be prepared for Board consideration to adjust
the funds authorized in the 2009-10 CIB.
Fiscal Year 2009-2010 Revisions
Page 2
July 30, 2009
CAPITAL IMPROVEMENT BUDGET (CIB) CASH FLOW
The one-year cash flow for the CIB is documented in Table 2 of the CIB document.
Revised Table 2 is attached for insertion in your CIB/CIP binder. This table shows the
budgeted revenue and expenditures. This year we included an adjusted expenditure
column to demonstrate the expected savings from the competitive bid climate. The
revenues shown in the original document have been revised to subtract the suggested
$10 sewer service charge (SSC) increase which was not adopted by the Board,
resulting in a $1.7 million drawdown in the projected Sewer Construction Funds (SCF)
Available.
CAPITAL IMPROVEMENT PLAN (CIP) CASH FLOW
The Ten-Year cash flow and the assumptions used to generate it are contained in
Tables A-4 and A-5 of the CIP document. Revised Tables A-4 and A-5 are attached for
insertion into your CIB/CIP binder. The cash flow as presented in the original document
adopted by the Board would have required bonds, short term borrowing, or higher SSC
rate increases to meet District cash flow needs. By subtracting the $10 SSC increase
planned for FY 2009-10, the Sewer Construction Fund balance is further reduced in
outlying years, falling to a low of $22.5 million in 2011-12 before being replenished over
the next several years: The 2009-10 CIP will require either short or long term borrowing
or deferral of projects to meet District cash flow needs through the period (FY 2010-11
through FY 2013-14) when the SCF balance falls below approximately $30 million.
Staff is developing a detailed analysis of capital expenditure and revenue scenarios for
the 2009-10 CIB/CIP, which is provided to the Board in a separate memo as part of this
Capital Projects Committee Agenda. Given the favorable bid climate, it is appropriate
for the District to weigh the deferral/elimination of projects against the need for short or
long term borrowing (bond financing) to build projects now at a substantial savings.
This analysis and decision process will be discussed at the Board Capital Projects
Committee Meeting on August 4, 2009.
/jf
Table 2: SEWER CONSTRUCTION FUND REVENUES AND EXPENDITURES
REVISED FOR NO SSC RATE INCREASE IN 2009-70
A summary of projected FY 2009-2010 Capital Improvement Program revenue and
expenditures is presented below:
Revenues
Facilities Capacity Fees
Pumped Zone Fees
Interest
Ad Valorem Taxes
Sewer Service Charges'
Reimbursements from Others:
City of Concord
Recycled Water Sales ~
Alhambra Valley
Developer Fees, Charges, Other
Total Revenues2:
Per CIB Budaet
$ 5,298,000
825,000
556,000
8,200,000
3,188,000
Adjusted for
Anticipated Bid
Savings in Current
Economy
$ 5,298,000
825,000
556,000
8,200,000
Expenditures
Treatment Plant Program
Collection System Program
General Improvements Program
Recycled Water Program
Total Expenditures
3,188,000
4,528,000 4,528,000
175,000 175,000
359,000 359,000
427,000 427,000
$ 23,556,000 $ 23,556,000
$ 13,769,000
15,161,000
10,637,000
550,000
$ 13,069,000
13,544,000
9,037,000
550,000
$ 40,117,000 $ 36,200,000
A summary of Sewer Construction Funds Available is Presented Below:
Projected Beginning Balance (7/1/09)
Projected Revenues
Projected Expenditures
Projected S/C Funds Available (6/30/10)
$ 47,641,000
23,556,000
(40,117,000)
$ 47,641,000
23,556,000
(36,200,000)
$ 31,080,000 $ 34,997,000
More specific information regarding the revenue and expenditure categories is included in the
Capital Improvement Plan.
Adjusted for no $10 rate increase in FY 2009-2010.
z Revenue is first recorded in the O&M budget until O&M costs are offset. Any additional revenue will be recorded in
the Sewer Construction Fund.
Note: Original adopted budget based on March 5, 2009 Board Meeting recommending $10 SSC increase in 2009-10.
Revised budget reflects reduced SSC revenue due to Board action on June 4, 2009 to not raise SSC for 2009-10.
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4.
Central Contra Costa Sanitary District
July 31, 2009
TO: BOARD CAPITAL PROJECTS COMMITTEE
VIA: JAMES M. KELLY, GENERAL MANAGER nj F~
FROM: ANN E. FARRELL, DIRECTOR OF ENGINEERING ~~~
TAD PILECKI, CAPITAL PROJECTS DIVISION MANAGER ~!~
SUBJECT: CAPITAL IMPROVEMENT PROGRAM EXPENDITURE AND REVENUE
SCENARIOS FY 2009-10 AND BEYOND
BACKGROUND
The primary focus of the District's Capital Improvement Budget and Plan is to maintain
regulatory compliance and provide excellent customer service. The Fiscal Year
(FY) 2009-10 Capital Improvement Budget and Ten-Year Capital Improvement Plan
were prepared with this focus in mind and adopted by the Board on June 4, 2009.
Recommended modifications to these documents to reflect no $10 SSC rate increase in
FY 2009-10 are being provided to the Board in a separate memo.
Since the preparation of the CIB/CIP in January/February 2009, expenditures are in line
with projections, but revenues have come in under budget by almost $4 million
(approximately 10 percent of the budgeted Sewer Construction Fund revenue for
FY 2008-09), thus reducing the Sewer Construction Fund starting balance for 2009-10
by a like amount. The major shortfalls in revenues are:
Connection Fees
Interest Income
Alhambra Valley
Assessments
Total
-$ 2.36 million
-$ 0.99 million
-$ 0.62 million
-$ 3.97 million
In addition to the $4 million shortfall in revenue, the State has borrowed approximately
$1 million in Ad Valorem taxes for FY 2009-10 from the District, bringing the total
revenue shortfall in the Sewer Construction Fund to approximately $5 million.
The purpose of this memo is to look at approaches to address this revenue shortfall.
For FY 2009-10, either the Capital Program needs to be reduced to match revenues or
revenues need to be increased. In future years, higher SSC rates will be required to
sustain the Capital Programs' focus on improving regulatory compliance and customer
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 2 of 8
July 31, 2009
service. In previous discussions this year with the Board, bond financing was discussed
from the perspective of smoothing increases in the SSC rates, but given the significant
loss in revenues, bond financing is needed to supplement the sewer construction fund.
Revenues are now expected to continue rurining under the 2009-10 CIB/CIP estimates
for the next two to three years. The District has pursued Federal Stimulus monies and
has applied for State Revolving Funds. The District did not receive any stimulus monies
and any funds from the SRF would not be available this calendar year.
Based on reduced revenues, staff proposed providing the Capital Project Committee a
fresh look at the CIB/CIP expenditures (including bid savings) and revenues at the
August 4 committee meeting. The full Board will be briefed at the August 6 Board
meeting. Staff recommends that the Board revisit capital expenditures and revenues
much earlier in the fiscal year than is typical (November Board Capital Workshop) to
carefully consider mid-course corrections. The following memorandum lays out some
different expenditure and revenue scenarios for the Board's consideration.
REVENUE ASSUMPTIONS
The revenue assumptions contained in the adopted FY 2009-10 CIB/CIP included a
number of, what were thought at the time it was developed to be, conservative
assumptions. Since that time, further revenue reductions have occurred or are
expected, thus it is prudent to evaluate some new capital planning scenarios with
reduced revenues. Revised Table A-5 shows the adopted (adjusted for no $10 SSC
charge increase in FY 2009-10) revenue assumptions and Table A-5A shows the
proposed new revenue reduction assumptions (tables attached). The proposed changes
in revenue assumptions reflected in Table A-5A are as described below:
Interest: No change, stays as listed in Revised Table A-5.
Inflation: No change, stays as listed in Revised Table A-5.
Number of New Connections: Assumes same 1,000-per-year number of connections
as before, but assumes 500 of the 2009-10 connectors or 50 percent, elect to defer their
connection fees in accordance with the Board approved pilot program. This amounts to
approximately $3 million. It is further assumed that half the deferral, or $1.5 million, is
paid in 2010-11 and the other half, $1.5 million, in 2011-12. (Note: The FY 2009-10
revenue is now expected to be approximately $4 million, based on full payment from
one large residential complex.)
Ad Valorem Tax Escalation: Revised Table A-5 assumed no increase in property tax
in 2009-10 but returned to 4 percent annual increases in the following nine years of the
ten-year plan. The revised revenue assumption reflected in Table A-5A is that the
housing downturn will continue for a longer period, and that property taxes will not begin
to increase at 4 percent annually until FY year 2013-14. While East Contra Costa
County has actually seen a significant decrease in property tax revenue due to
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 3 of 8
July 31, 2009
reassessments of existing housing stock, we have assumed that Central County will not
see a similar reduction in tax revenue. The recent $1 million borrowing of Ad Valorem
Tax by the State is not covered in the revenue assumptions, since it is assumed to be
repaid in three years and can be addressed by short-term borrowing, if needed.
Sewer Service Charge Capital Component: Revised Table A-5 and Table A-5A have
removed the $10 rate increase for FY 2009-10 from the capital revenue stream.
Financing: No change, both tables do not include any short- or long-term borrowing in
the first four years of the program. However, in order to meet District cash-flow needs,
some short- orlong-term borrowing would be necessary in these early years; several of
the scenarios discussed later in this memo propose a $30 million bond in FY 2009-10.
Both tables do include a $32 million bond in 2016-17 to fund a primary expansion or
some other potential regulatory-driven projects.
REVENUE SCENARIOS
The major revenue assumptions for the Sewer Construction Fund in FY 2009-10 are:
Connection Fees
Interest
Ad Valorem Tax ~'~
Sewer Service Charge
Concord Reimbursement
Reimbursements from Others
$6.123 million or 26.0 percent
$0.556 million or 2.4 percent
$8.200 million or 34.8 percent
$3.188 million or 13.5 percent
$4.528 million or 19.2 percent
$0.961 million or 4.0 percent
Total Capital Income
$23.556 million or 100 percent
~'~ Approximately $12 million is collected each year in Ad Valorem Tax, of which
$4 million goes to debt service.
Based on the above tabulation, interest income and reimbursements from others
represent 6.4 percent of the total income. Any changes in these categories would not
significantly impact the revenue scenarios presented below. However, if interest
rates/income continue to be low in years 3 - 10, this could reduce future revenue by a
million dollars a year for eight years. Connection fees represent 26 percent of the total
capital income. The connection fee is calculated to comply with state law, and the
District has no control over the actual number of connections. The District's only
discretionary action is to update the connection fee each year to reflect the changes that
occurred. The District has traditionally done this. Over or underestimating the number
of connections by a significant amount can impact the total revenue collected by
$2 million this year. Additionally, the pilot program for collecting connection fees from
builders will have a significant impact on total income in the first year ($2 million).
Ad Valorem Tax, approximately 35 percent of total income, has grown steadily over the
years, and no significant declines are expected in the Central County tax base;
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 4 of 8
July 31, 2009
however, the District has no control over the amount collected. As said many times
before, a major impact to the amount of Ad Valorem Tax collected would occur if the
State takes away or borrows the money. The amount the District collects from Concord
is set by our contract with them.
The only revenues that can be controlled by the District are the capital component of the
sewer service charge and the amount/timing of borrowing (short term or bond sales).
The need for bond financing as part of the cash flow solution was discussed with the
Board on several occasions during the 2009 budget process.
The approach used by District staff in developing scenarios for this analysis has been to
develop a number of expenditure scenarios and examining how much sewer service
charge increases and/or borrowing would be necessary to support these expenditure
scenarios. All other revenue source assumptions are assumed to be constant
regardless of scenario. These assumptions can change rapidly, as evidenced by the
earlier-than-expected payment by the Bart Avalon Development of $2.2 million in
connection fees in July 2009, and our capital revenue coming in $4.0 million under
budget this year.
EXPENDITURE ASSUMPTIONS AND SCENARIOS
For this scenario-planning exercise staff has developed five expenditure scenarios.
Each scenario is described below:
Scenario 1: This scenario is the reduced spending scenario from the adopted budget
where it is assumed that bids for budgeted projects will come in 20 percent lower than
budgeted in 2009-10 and 10 percent lower than budgeted in 2010-11.
Scenario 2: This scenario takes Scenario 1 and reduces capital expenditures by
approximately $18 million over the first three years by deferring or eliminating projects.
The projects deferred were moved out in time and had a ripple effect in moving future
projects further out in time to obtain the same expenditures for all scenarios in FY 2012-
13and thereafter. Projects deferred include the San Ramon Schedule C Interceptor
and the wet scrubber replacement on the incinerators. Also, the $6 million budgeted for
seismic improvements was removed from the budget, as no recommendations for
projects have been developed at this time. Finally, expenditures were reduced for the
renovation programs in both the collection system and the treatment plant for the first
three years of the plan.
Scenario 3: This scenario is similar to Scenario 2 except that $3 million per year in
O&M savings in FY 2010-11 and 2011-12 are credited to the Capital Program.
Scenario 4: This scenario is similar to Scenario 3, except for $30 million of bond
financing is added in FY 2009-10.
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 5 of 8
July 31, 2009
Scenario 5: This scenario is similar to Scenario 2, except that the CSOD
Administration, Crew and Warehouse Facility was deleted from the expenditures.
The following table provides asummary/comparison of the five scenarios.
EXPENDITURE SCENARIO FY 09-10 FY 10-11 FY 11-12 FY 12-13
Ado ted CIB/CIP With No Bid Savin s $40.1 M $38.6 M $35.2 M $26.0 M
Scenario 1 -Ado ted CIB w/ bid Savin s $36.2 M $35.0 M $35.2 M $26.0 M
Scenario 2 -Adopted CIB w/bid savings $34.7 M $28.6 M $26.2 M $26.0 M
and ro'ect deferrals
Scenario 3 -Adopted CIB w/bid savings, $34.7 M $28.6 M $26.2 M $26.0 M
ro'ect deferrals, and O&M savin s
Scenario 4 -Adopted CIB w/bid savings, $34.7 M $28.6 M $26.2 M $26.0 M
project deferrals, 0&M savings and $30
million bond
Scenario 5 -Adopted CIB w/bid savings $28.6 M $19.9 M $26.2 M $26.0 M
and no CSOD Facilit Im rovements.
CASH FLOW SCENARIOS
The following table provides a summary of the SSC rate increases associated with the
expenditure scenarios discussed above.
SSC Rate Increase 10-11 11-12 12-13 13-14 Total 5 Yr
SSC
Increase Total 10 Yr
SSC Increase .
Scenariol $95 $0 $0 $0 $95 $117
Scenario 2 $30 $30 $12 $12 $84 $133
Scenario 3 $26 $26 $12 $12 $76 $134
Scenario 4 $15 $15 $15 $15 $60 $135
Scenario 5 $16 $16 $16 $16 $64 $138
Scenario 1, adopted CIB with bid savings, was analyzed with the reduced revenue
assumptions and resulted in the need fora $95 sewer service charge (SSC) rate
increase in 2010-11 if no bond financing is obtained. Based on this result, staff took
another look at proposed projects and made some significant deferrals/cuts, as
described above, in order to try and bring the required SSC rate increase down to a
more reasonable level. Scenario 2, the deferred project expenditure scenario coupled
with reduced revenues, results in the SSC rate increase being reduced to $30 in 2010-
11 and $30 in 2011-12 to fund the program. In the following years more modest
increases, in the $10-12 range, are possible. Scenario 3 assumes $3 million is saved in
the O&M budget (this represents a 5 percent saving in O&M) in years 2010-11 and
2011-12, and these funds are transferred to capital; the resulting SSC rate increases in
the first two years can be reduced from $30 per year to $26 per year. Scenario 4 uses
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 6 of 8
July 31, 2009
the same expenditure and revenue assumptions, but assumes a $30 million bond is
sold; annual expenses are spread over the ten-year plan period and the SSC rate
increase can be kept to a moderate $16 per year, each year, for the ten-year period.
Scenario 5 makes the same assumption as Scenario 2 and deletes the new CSOD
Facilities. The resulting SSC rate increases are between $13 and $16 per year.
Scenario 1, which has the highest expenditures, actually results in the lowest total
ten-year SSC rate increase. By having a significant SSC rate increase in the first year,
the program benefits from the accumulated revenue over the ensuing years, resulting in
less need for rate increases in the outlying years. Scenarios 2 and 3 have higher SSC
rate increases in the first two years but lower increases in outlying years, due to the
same phenomena. Scenarios 4 and 5 spread the expenditures more evenly over the
ten-year period, the fourth by bond financing and the fifth by eliminating one large
project, the CSO Improvements. In both cases, the total SSC rate increase over the
ten-year period is slightly more than Scenarios 2 and 3.
ENR "BIDS FALL TO THE BOTTOM"
The extremely competitive bid climate that the District and our neighboring agencies
have experienced is also being seen around the country. Staff reported earlier to the
Board that an informal survey of neighboring agencies indicated an average savings of
20 percent on projects bid this construction season. The District's experience has been
similar. The June 29, 2009, Engineering News-Record, the construction magazine that
tracks construction costs, featured an article entitled "Bids Fall to the Bottom -
Desperate Contractors Drive Prices Below Costs." The article cites bids coming in 20 to
25 percent lower than engineer's estimates, similar to the District's experience. It also
discusses the price of building materials, such as steel, lumber, plywood, and wallboard,
which continue to fall due to reduced demand. In summary, the article reinforces that
now is an excellent time to be bidding projects.
Staff conducted an informal survey of other Districts to determine what their reaction
has been to declining revenues and the competitive bid climate. Districts that
responded to the survey included: Delta Diablo, Union Sanitary, South Bayside System
Authority, East Bay Dischargers Authority, Fairfield Suisun, Central Marin, City of
Hayward, West County, Sacramento Regional, and City of San Jose. All responders
said they were continuing their capital program and felt they were getting excellent
value in this bid climate. Some were also accelerating projects to take advantage of the
competitive bid climate. Most are using either bond funding or State Revolving Fund
loans to fund some projects in order to spread capital program costs over time and
reduce impacts on rates.
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 7 of 8
July 31, 2009
IMPACT OF CSOD IMPROVEMENTS PROJECT ON SSC RATES AND DISTRICT
FINANCES
The Collection System Operations Improvements Project represents an expenditure of
approximately $15 million over the first two years of the current ten-year capital plan.
This project is included in Scenarios 1 through 4 in the above table and subtracted from
Scenario 5. As shown in the above tables, bond financing and/or a significant increase
in the SSC rate is needed to pursue the construction of the CSOD Improvements. Use
of bond financing smoothes out the rate of SSC increases. If the CSO Improvements
are not constructed, SSC rate increases are still necessary and bond financing may be
necessary to proceed with the Capital Improvement Program.
The existing CSO facility is inadequate for current and future needs and will need a
major renovation or expansion. Major renovation of the existing facility would require
bringing the entire building into code compliance, including electrical and seismic
deficiencies. Preparation of plans and specifications for a renovation or addition will
take six to eight months and will require the District to start over with the City of Walnut
Creek (Conditional Use Permit, Design Review Committee, Site Development and
Building Permits, etc.), which could add another year to the schedule. Hence, not
adding any cost for,CSO to Scenario 5 understates the needed CIP expenditures. Also,
the extremely competitive bid climate that the District is experiencing should make the
cost of the new facility as low as it ever will be.
DISCUSSION AND RECOMMENDATIONS
The primary focus of the District's Capital Improvement Program is to maintain
regulatory compliance and provide excellent customer service. The Capital Budget and
Plan are prepared with this focus in mind and need to be funded at adequate levels to
achieve these goals.
FY 2008-09 ended with revenues significantly under budget with capital expenditures in
line with estimates. In light of the poor economy and the hardships many households
are experiencing, the Board elected not to pursue a $10 SSC rate increase in FY 2009-
10. The resulting decrease in revenue of $8.7 million ($4 million in revenue loss in
FY 2008-09, $1.7 million in SSC increase in 2009-10 that did not occur, and the loss of
$1 million in Ad Valorem Tax) cannot be fully offset by the favorable bid climate and
savings in O&M. Deferring the collection of connection fees has also increased the
likelihood for short-term financing.
The District must now look to the future to anticipate the difficult decisions that lie ahead
as its revenues continue to fall. If the District is going to maintain its capital program
with only the projects discussed in Scenario 2 in this memo, then SSC rate increases
will be needed for each of the next several years. These SSC rate increases can be
smoothed by selling bonds to partially fund the capital program. SSC rate increases
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
CIP Expenditure 2009 and Beyond
Page 8 of 8
July 31, 2009
and possible bond financing will be needed regardless of whether the District pursues
the CSO Improvements project.
Given the significant financial impacts associated with the decline in revenues and the
cost of constructing a new CSO Facility, staff recommends the following course of
action:
1) Proceed with bidding of the CSO Facility and, if favorable bids are received,
award the contract and authorize staff to begin the process of selling bonds to
fund the project/Capital Program. The informal survey supports staff's belief
that the District should press fdrward with the construction of the CSO
Improvements, in order to maximize the return on our rate-payer dollars.
2) Revise the CIB/CIP in November to reflect the decline in revenues, the proposed
project deferrals/eliminations and the course of action selected with respect to
the CSO Facility improvements.
Staff is currently evaluating the month-to-month cash needs for FY 2009-10 to
determine whether any short-term financing is necessary to bridge cash flow needs.
As always, staff is available to investigate other scenarios as requested by the Board to
further examine District cash flow and its impact on funding of the capital program in
anticipation of needing to raise rates significantly, sell bonds, or make cuts to the capital
program for FY 2010-11.
/jf
cc: Board of Directors
N:\PESUP\PILECKI\2009\CIB-CIP 2009-10 scenarios.doc
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5.
Central Contra Costa Sanitary District
July 31, 2009
TO: BOARD OF DIRECTORS
VIA: JAMES M. KELLY, GENERAL MANAGER ~~~'~'
FROM: TAD PILECKI, CAPITAL PROJECTS DIVISION MANAGER
SUBJECT: STATUS UPDATE ON THE CSOD ADMINISTRATION, CREW AND
WAREHOUSE FACILITY, DP 8208
Following is a brief update on the status of the subject CSOD Facility:
The City of Walnut Creek finished their reviews of the Building and Site Development
Plans and provided their comments to the District on July 17 and 21 respectively.
District Staff plans to address the City's Comments and resubmit the package for a
second review by the week of August 24.
• EBMUD, PG&E and Consolidated Fire have been concurrently reviewing the plans and
specifications.
• The District has received from its consultant an updated Engineer's Construction Cost
Estimate for the Improvements at $13 Million.
• At the August 6 Board Meeting, staff will seek the Board's concurrence to advertise the
project. Pending favorable bids, staff will ask the Board to consider award of the project
and to initiate sale of the bonds in October or November.
• Attached for the Board's information are the results of a recent bid opening for a
Police/Fire Facility in Winters, California. This facility is similar in nature to the District's
project. The plans, specifications and Engineer's Estimate were prepared by the same
team that is working on the District's Project. The Engineer's Estimate for the facility
was $10.45 Million. Seventeen bids were received with the low bid at $6,366,000,
thirty-nine percent below the engineer's estimate. Bid results similar to this would be
very favorable for the District's new CSOD Improvements.
/jf
N:\PESUP\PILECKI\2009\CSO Update.doc
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