HomeMy WebLinkAboutBUDGET & FINANCE AGENDA 02-17-10~~ Central Contra Costa Sanitary District
SPECIAL MEETING OF THE BoARDOFD/aECrons
CENTRAL CONTRA COSTA MlcHABLR.MCGlLL
SANITARY DISTRICT President
BARBARA D. HOCKETT'
BUDGET AND FINANCE COMMITTEE Pres;de"`"'°iem
GERALD R. LUCEY
MARIO M. MENF.SWI
Chair Nejedly JAMES A. NP/EDLY
Member Hockett PHONE: (925)228-9500
FAX: (925) 676-72/l
u~u~w rontrnlcnn nrv
Wednesday, February 17, 2010
3:00 p.m.
Executive Conference Room
5019 Imhoff Place
Martinez, California
INFORMATION FOR THE PUBLIC
ADDRESSING THE COMMITTEE ON AN ITEM ON THE AGENDA
Anyone wishing to address the Committee on an item listed on the 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 calendared on 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 to 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 48 hours in advance of the meeting at (925)
229-7303.
Recycled Paper
Budget and Finance Committee
February 17, 2010
Page 2
1. Call Meeting to Order
2. Public Comments
3. Old Business
"a. Review outstanding question
4. Claims Management
"a. Review new and outstanding claims
5. Reports and Announcements
"a. Internal Audit of the CIBA Process
b. Six-Month Operations and Maintenance Budget Review (Item 6.a. in
Board Binder)
c. Deny Claim from Encompass Insurance (Item 3.f in Board Binder)
6. Review December 2009 Financial Statements (Item 3.b. in Board Binder)
7. Review Expenditures (Item 3.a. in Board Binder)
8. Adjournment
* Attachment
3.a,
Central Contra Costa Sanitary District
February 12, 2010
TO: BOARD BUDGET AND FINANCE COMMITTEE
FROM: RANDALL MUSGRAVES, DIRECTOR OF ADMINISTRATON ~""
DEBBIE RATCLIFF, CONTROLLER /Jx,
SUBJECT: FEBRUARY 1, 2010 COMMITTEE MEETING
There was one outstanding question from the last Board Budget and Finance
Committee meeting which required additional staff research. The question and answer
is provided below:
1. 179060 Town of Danville -What was the $42 rental fee for that was paid to
the Town of Danville?
The District paid $42 to the Town of Danville to rent a meeting room on March 3
at the Danville library to hold an Annexation Public Meeting with the citizens of
both Danville and Alamo. There are multiple properties throughout Danville and
Alamo that are being annexed to fill in the "holes" (non-annexed properties within
the District's boundaries). The purpose of the meeting is to answer any questions
the public might have. The $42 fee is anon-profit rate and covers the cost of
setting up chairs and cleaning the room at the end of the meeting.
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Central Contra Costa Sanitary District
February 4, 2010
TO: BOARD BUDGET AND FINANCE COMMITTEE
BOARD CAPITAL PROJECTS COMMITTEE
VIA: JAMES M. KELLY, GENERAL MANAGER Grv-I
DEBBIE RATCLIFF, COMPTROLLER.~~
FROM: ANN E. FARRELL, DIRECTOR OF ENGINEERINGG
GAIL GHESLER, ASSOCIATE ENGINEER
SUBJECT: INTERNAL AUDIT OFTHE-CAPITAL IMPROVEMENT BUDGET
ALLOCATION (CIBA)"PROCESS
INTRODUCTION
Recently, an internal audit of the process by which staff allocates furids to capital
projects, the CIBA process, was completed. The audit resulted in some useful •
recommendations on improving and streamlining the process. It also made some
recommendations that staff felt would not`improve the process and therefore are not
planrnng~to implement In addition; there.aresome'recommendations that will not.:be..
implemented because the consultant did 'not fully understand our process Because the
report is lengthy and•sometimes difficult to follow; Staff has prepared this brief summary
memo to place the audit in context and provide examples of recommendations that staff
will be adopting and those that staff will not be`implementing.
BACKGROUND
The Central Contra Costa Sanitary District (District) has developed a very.detailed
capital budgeting proce"ss which provides for input and guidance from the Board of
Directors at many points in the development of a project.' Each year, a Capital Budget
and Ptan is developed and brought to the Board for approval.- The Capital Budget
includes four programs: Treatment Plant; Collection System; General Improvements
and Recycled Water. A budget is established for each program for the fiscal year and
approved by the Board. A list of projects are also included and approved by the Board.
After Board approval, staff has the authority to allocate funds within the program to the
identified projects as staff determines will best meet the needs of the District. The total
program budget cannot be exceeded without going back to the Board for an additional
authorization; however, money can be moved between projects under staff authority:
The project budgets in the document are identified at a very early stage of the project
and are guidelines, not fixed budgets. The budgets become fixed when a project goes
into the construction phase and a construction project is awarded. At that time the
Board awards the project and fixes a budget. The General Manager can authorize
funds for project budget overruns up to 15% of the authorized budget. If the overrun
exceeds 15%, a position paper must go to the Board for~approval. It is extremely rare
that a project will be overrun such that a position paper must go to the Board. All
project budgets are reported to the Board when projects are closed.
CAPITAL BUDGET CONTROL BY THE BOARD OF DIRECTORS
The Board has many opportunities for.approvals which provide checks and balances to
the Capital Budgeting process. These include:
• Authorize CIB Program Budgets in June
• Authorize Supplemental P.r'ogram Funds during the fiscal year if needed
• Award Construction Projects > $15,000 and set Project riot to exceed Budgets
• ; , ahge Orders;> $60,000
Authorize Construction Ch
• Authorize Consultant Contracts > $50;000
• Authorize Revisions to Consultant Contracts >'15%
CAPITAL IMPROVEMENT BUDGET ALLOCATION PROCESS
Once the Board has authorized program budgets, then moneys can. 6e~allocated to
specific projects. The Capital Improvement Budget Allocation (CIBA) process is an
administrative process set up to„track allocations,to ensure that the;total Board.:. .. , ,
authorized budget for each.program is not overrun A ~epresentative.CIBA package is
attached for refererice. Allocations are to~be made iri a timely mariner to ensure that
project allocations and program authorizations are not exceeded. However, in practical
terms, it is typically only late in the fiscal year that program allocations begin to
approach the amount authorized by the Board. At that time, staff has on occasion
needed to go back to the Board for an additional authorization in order to fund: all of the
projects in a given program.
The CIBA process is also a useful tool fortracking project allocations as compared to
the original budgets established in the CIB document. However, changes. in, priorities
during the fiscal year may result in allocations to a given .project being significantly more
or less than shown in the CIB document. It is not the intent of the CIBA process to be a
control tool for managing individual project expenditures. This control is provided by the
staff authority constraints which are dictated by the Board authorities listed above.
The, purpose of the internal audit of the CIBA process was to identify opportunities for
streamlining and to ensure that the CIBA approval process is consistent with stafFs
authority to allocate funds. CIBAs allocate money to projects after they have been
approved by the Board, and as such are an administrative process.
SUMMARY OF INTERNAL AUDIT FINDINGS AND STAFF RESPONSE
The 2-page listing of a subset of the recommendations bythe consultant is attached.
Four representative items are listed: "
- Recommendation to incorporate information normally part of the CIBA memo into
the CIBA spreadsheet form and deleting the requirement for the memo inmost
cases. This recommendation will be implemented.
~.
- Recommendation to obtain all required CIBA approval sigriatures electronically,
either through electronic signature or an emailed approval. It is possible"that as
technology advances; the strategy of electronically routirigand approving~CLBAs
could be used. Technology`at the District is not'yefat that point. ,,_ ,
- Recommendation for additional reports from Accounting to assist the project
.. ..
manager.in`monitonng~the fiscal progress of his/he~~pi•oject. Management_
decliries to incorporate this recommendation..Existing reports.are sufficient=
~;
- Recommendation to eliminate the need for~an updated cashflow plan as~part of
the CIBA package. This recommendation is counter-productive. This updated
information is especially important for large projects and the cashflbw`update
process is not time-consuming.
The internal audit of the CIBA~Process will be reviewed"with the Budget,and'Finance
Committee at the February 16, 2010 meeting. This reportvvas included" iri the Capital
Project Committee, agenda for irifo~mationaf purposes. ~ .
v
The District has a culture of continuous improvement. On an ongoing basis we evaluate our
processes to see if changes need to be made to improve these processes: Periodically we ask a
consultant to audit our processes and provide recommendations for improvement. We understand
that these consultants do not understand all the internal workings of the District and consequently
some of the recommended process changes will not be appropriate to implement. Below are a subset
of the consultant's recommendations and District responses for changes to oiir CIBA processing
procedure. (The entire list of Recommendations and Responses comprises 8 pages and is available.)
1. Recommendations related to Streamlining CIBA Request Documents
A. Management could consider incorporating information previously included in the CIBA Memo
.directly into the CIBA Form by adding fields to note if there have been any changes to the
project scope, budget or schedule, as documented in either the CIB or Board approved
Position Paper (contingency projects).-In the case of a contingericy project.belovv $25,000, a
memo or similar documentation could be required; as there.would not be a position paper. All
required approvals could then be documented directly on the CIBA form:
Management Response: The CIB team intendsto reviseahe CIBA form to incorporate fields to
allow~description of changes°o~ augmentatio'n'in the project thaf;have arisen since the Capital
Budget'document vvas created: The'signatti"resiivill only'be needed`on tfiis document: A CIBA
memo will still be required for cohtingency projects funded tap to $25,000, which is the General
Manager's delegated prerogative to fund.
2. Recommendations -CIBA approvals
A: Management could define and document the types of errors that can be corrected by the CIBA
Coordinator (or other approver) versus the errors that require the CIBA request to be returned
to the Project Manager. This could include specifc dollar thresholds orpe~centage variations
for monetary 4ariances~: For minor errors; the CIBA could be corrected and sent_ forward, for
final approval:.:. "
.
Management Response: The CIBA Coordinator makes no changes in dollar amounts on the
CIBA unless it is clearly a typo or error. Changes are limited to textual additions or minor
typographical errors, such as an error in the project number. THese are discussed with project
managers arid re-signed by any level of.authority needed: All.changes to funding:would.
require are-routing'of the CIBA: This facYcould be documented in the revised Procedure:
,. .. .
B. Management could consider implementing a dollar threshold that determines which process
the Project Manager must follow for the fund allocation. A project below the dollar threshold
which was already approved by the Board could follow an abbreviated process with fewer
approvals, forms, etc.
Management Response: In the life of nearly all projects, a maximum of four CIBAs are
needed. (1) The initial funding to start the project and determine its complexity and -
components, (2) A second CIBA will be used to carry though the planning and design phases.
The first and second CIBAs can be combined if the project is well understood at its
outset, (3) a third CIBA is used for the Board-approved award of the Construction
contract, and (4) a close-out CIBA ends the project, returning un-used funds to the
Program. The fourth CIBA is typically prepared by the CIB coordinator. It is unclear the
appropriateness or thresholds to be used to abbreviate this process with so few
iterations. Perhaps the initial CIBA for a project that appears as being initiated in the
fiscal year at hand if the amount is the same as stated could be a candidate for an
abbreviated process. It might. be more troublesome to figure which route an individual
CIBA needs to travel than smply.to route all of them in standard fashion.
3. Recommendations -documenting. approvals.electroriically
A. Management could consider obtaining all required CIBA approvals electronically, either through
electronic signature or.an emailed approval. By streamlining the: CIBA Form and the, required
attachments, the CIBA packet could b'e easily viewed as an email attachment. This would .allow
the process to move faster and would reduce the likelihood of experiencing- significant delays or
losing a. CIBA packet. Potentially, the' Project Manager could be copied on each request for
approval and associated. responses allowing.. them to maintain visibility ofahe CIBA within the
approval process;and follow up with non-responsive.approvei•s, as:heeded. -
Management Response: It is possible that as technology advances, the strategy of electronically
routing and'approving:ClBAs;could. be used. Technology at the District is not yet at that; point. In
addition, many of the revievrers prefgra paper CIBA package so, that theycan review whatever
components are of most uife~est arid concern to them. As far• as allowing the project manager to
... ,,,
- know~,wherehis/her;GIBA package:is the. first fewaignatures.are within,his/her,immediate;chain of
command people that he/she sees on a daily basis The. CIB coordinator, is available for'
'. informatiori;as to:whether a~.CIBA.has•:reached hei`•;.Sub§equent review and signatures by~~~
Management typically occur. within•a~-very few days;°the GM's secretary. tracks documents arriving
for his signature. -
4. Recommendations -Monitoring project spending:. -
A: In addition to the; monthly report of projects requiring an additional allocation, Accounting could
generate. a report of. projects with-balances.below,a defined threshold that may-ind,icate-the need
to'complete.another GIBA request to allocate additional funds., Management could consider using
measurements such as run rate and percent of allocated funds spent when determining the
,:~ ,. :.n .,~.
parameters for prolects to include iri this report This~'will assist m identifying proiect funding needs' "
s-
L.::f.:.~ iL~.....i. ~..i+4 •Rve.i~nai. i4i+ %illiin%~47nn,:. ~. .. ... :> .. ~ 'k;,' . .
B. Management could: consider implementing a process in which accounts payable notifies the
Project Manager each time an invoice: is paid against an account which exceeded its allocations.
This'could be'm the form of an email and could highlight the amount spent:over the.allocation
requremeritto complete another CIBA immediately: Members of management could be copied on
the"email'to communlcate'which projects are `exceeding the allocation'and provide notice that the
infoFinatior was corimuriicated to.tFie Proiect Martaaer. ~ ,
- Management,Response.(A-B): A master report is•already sent each month,. showing all projects'
allocation status and a specific report is sent showing projects in need of an allocation. In
addition, a new project report has been created that lists all expenditures for the month with
names of all'staff charging to a project, as well as specifics of invoices. paid from that project's
budget. This report was-made available to project managers in September-2009, and by using it
the PM is able to monitor, use of-funds for his/her project. The report also indicates the amount of
funds remaining-that have been allocated but not yet spent. These reports are viewed by
Management to be sufficient.
Capital Improvement Budget Allocation Request (CIBA)
IPro)ect number 5951
. Source of funds: unallocated X contingenc
Foject title
(25 char. or less) Miner Road Trunk Sewer
City of Concord.(Yor N)
N
This allocatlon amt $84,000 Cost center 0250 470
Date September 4, 2009 Protect manager Munawar Husain
Total project cost
((A)from the CIB/
' ,~~ j nt
~/ ~~/ Orfts i Project cost this FY
((C)from the CIB / ci. of
q$7r EoD
~ yl ~
(B)PM
s current plan) ~- { $644,000 (D)PM's current,plan) ~
~
Program CS Percent expansion 0
Subprogram Ren Initial Additional _) . Closeout
What does the CIB show as your planned allocation for.th is FY? $ /, DODO 00~
What amount Have you already allocated during this FY1 -~
Itemlied list for this allocation - a e 2 ma be used if more Iine.items are rieeded .
6-digit Eleritent-object Description Sum of prior. allocations This allocatlon Resulting
5951 CA 01-50 Project Management $5,000 $15,000 $20,000
5951 CI 01-50; ' ~ ~ Inspection..:.• ~~ $0'~ $35;0.00 ~ $35,000
5951 CR 20-10 Contractor ~ $238,797 $34;000 $272,797
_.. _ $0
. - $0
$0
All other sub-accou
ts $315,759; $315
759"
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58
Remarks: , - ~ - z - . ~ ..
r
~ s.
Attachments: t'tCIBA memo. X ; IhICIB Write-up ~ t`tMonthly cashfiow estimates ~; ~OtPosltlon paper-; (°~Cap Prof Sum Rpt _
.
• ~ i -
(1) R quested by%. ; .(2) Re9vi we
b : ~ '
(3) t2eco' m inded by:
9 8 20 - 910 _
Project Manager (Signature 8 Date)'• ' slon Mg (Ignature & Date) Departure Dlrectoi
(4 To be com leted b CIB.Coordlnator - ~-
CIB est this task
_ :9g7 ~' <~ i ~" ' , ~ ~• ~ ~-* F* CIB coordinator _ ^,~ '
~ita _.
Description of work C/j(f fY~Glj•~]r~ t ~ ` ' ~ ~ `
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~ Date iecelved/ date Q ' .
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irector of Engin Bring
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(8) Reviewed By:
General Manager (if requ(red)
Approval Oate
(7) To ba completed
by Accounting Date Accounting notified Date closed account
form last revised May 21, 2007
Central Contra Costa Sanitary District
September 9,.2009
File: 5951.54.1 "
TO: JAMES M. KELLY
-VIA: ANN FARREL
TAD PILEC 'f ' ..
ALEX ROZUL~~ .
,,. ,
FROM _.e _, MUNAWAR.HUSAIN ,,,!/6t 4~
a.. ~;:_
V, ~
. '.
SUBJECT: ALLOCATION OF FUNDS FOR. PROJECTBUDGET OVERRUN,
MINER ROAD TRUNK`SEWER IMPROVEMENT PROJECT,
DISTRICT PROJECT 5951
SUMMARY.
The: project expenditures have been greater than expected .Staff recognizes; ; , -
+~,
tlat`additional funds will`be required to-complete the.pro~ect,,Attached is tfte •_
CIBAyrequest thaYwilf revise the` budget~arid allocate funds to the proper control
numbers.
BACKGROUND AND SCOPE OF WORK
. :. ,
4 ~ S:
The project was initiated fo reliatillitate~3,8701inear feet of 15=inch diameter
sewer lines in Miner Road, Orinda~ The work involved close. cooperation with the
City of Orinda arid East Bay Municipal Utility,District (EBMUD), which.was also
constructing. a pipeline along Miner Road just north. of OCCSD's pipeline work.
During the construction phase, unanticipated additional. work. and costs`were
identified: Actual work,at various locations was different than expectei:
Additional point repair work was performed between Sta. 21 +1.4 and Sta. 21 +86
on Miner Road;`.. This work included excavation, and removal and disposal of
existing. pipe.. Approximately 20 feet of existing pipe was AC pipe. Work
included proper handling and disposal of this pipe. New 15-inch PVC SDR 26
replacement pipe was installed at the same location, with no sags between
stations. Backfill, compaction, and' pavement restoration were completed in this
work area. Similar point repair was also completed between Sta. 4+70 and
Sta. 5+00, including excavation, removal, and disposal of existing pipe and
N;\PESUPICONST1District Projects159511Allocation of Funds P~temo,doc
installation of new 15-inch PVC SDR 26 pipe with no sags between stations.
Negotiated cost of this work was $50,000: Additional cleaning was also
necessary to remove extensive root growth in the existing lines. The cost of this
work was $6,000.
SCHEDULE
Construction began in July 2009, and work was completed in late August 2009.
BUDGET
The total project budget is the Collection System Program, DP 5951. This
allocation will bring the total allocated budget to $644,000 for the project.
Board-approved District Project 5951 total budget at award $560,000
General Manager's allocation of funds fog projecf
budget overruns 15% of $560,000 Add, 84 000
Total~Project Budget ~ $644,000
RECOMMENDATION
'~ Approve the allocation of $84,000 from the Collection System Program to
complete the Miner Road Trunk Sewer Improvement Project, District.
Project 5951.
N:IPESUP\CONST~Districl Projects1595JtAllocatlon of Funds Memo.doc
Miner Road, Orinda, TR 02-200
Project Manager, DepartmenUDivision:
Tom Godsey, Engineering/Capital Projects
Project Description:
Renovate approximately 4,000 feet of existing 15-inch trunk sewer line;and install
passive overflows to relieve a parallel 18-inch sewer of wet weather capacity. This
project is located in Miner Road and Lombardy`Lane. The design will evaluate various
renovation methods to minimize the construction impacts to the public. Construction is
expected to start in FY 2008-09 and be completed in FY 09-1A: ~ .
Project Location:
Miner Road and Lombardy Lane, O.t•ilida • .
Project Schedule and Cost:>"
Start Date Completion Date Total Cost
Plahning : ` - ~ _ - $0
Design 07/01/2006 05/01/2009 $463,000
Construction 05/01/2009 12/31/2009`•' $987,000
.:.. Total:: $1;450,000.= .
t Estimated expenditures this`FY are: $987,000 ~~
.. ,__ ,..... __ Anticipated Allocations this FY are : $1,000,000= ;~ ,, _
,
.1 .l5 ~ _
Project Fiscal Year Allocation%Expenditure Table:
Project Title/subprogram: Miner Rd Orinda, Tr 02-200 / 3
Project Number/Filename: 595t / trunk_miner
Project Manager/% Expansion: Seitz / 10
2008-0T 2007-08 2008-09 2009.10 2010-11 2011-12
A. Current Carry-over 0 439,000 287,000 (13,000) 0 0
B. Anticipated Allocations 450,000 0 0 1,000,000 0 0
C. Authorized this Year 450,000 439,000 287,000 987,000 0 0
D. Estimated Expendlturea (11,000) (152,000) (300,000) (987,000) 0 0
E. Estimated Carry-over 439;000 287,000 (13,000) 0 0 0
FY 2009-f 0 CIB/2009 CIP CS - 71
cuu n~t,cuui~ures uaia
Finance(EDIT): Miner Rd Orinda, Tr 02-200, 5951
Datebf initial allocation: 1/22/2007
N~'°'~: Tliis is a view ONLY screen
Year
Month Expenditures: Actual
(shown in grey) &
Estimates (round to
nearest $1,000
Fiscal year
totals
otal ex enditures rior fiscal ears: 162,583
2008-2009 Jul t,467
Aug 2.321
Sep 272
Oct 301
Nov 5,788
Dec 6,368
Jan 2009 2,365
Feb 12,873
Mar 8,427
Apr 14,581
May 8,803 •
Jun 2,749 ~~~',';~•~
?9-2010 Jul 7,000,,•
Aug 317,387
$ep 84,300, .. .. .'
Oct 6,000
Nov 0
Dec 0
Jan 2010 0
Feb 0
Mar 0
Apr 0
May 0
Jun 0 .~
2010-2011 Jul 0 414,~$~
Aug 0
Sep 0
Oct 0
` Nov 0
Dec 0 ~,~ ~
'roject Total to Date: ,,~-~
Yage 1 0
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