HomeMy WebLinkAbout12/04/2008 AGENDA BACKUPCentral Contra Costa Sanitary District
' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: December 4, 2008
Type of Action: HUMAN RESOURCES
No.: 5.d. Consent Calendar
subject: ADOPT SALARY RANGE OF M -36, $7694- $9352, FOR CLASSIFICATION
OF SECRETARY OF THE DISTRICT
Submitted By: C. Freitas, H. R. Manager Initiating Dept /Div.: Administration /Human
Resources Division
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
C. Freitas R. Musgra es
J/6109'
James M. VIT
General Manager
ISSUE: Board authorization is required to modify salary ranges for District classifications.
RECOMMENDATION: Adopt salary range of M -36, $7694- $9352, for the Secretary of
the District classification.
FINANCIAL IMPACTS: $3170 for the remainder of this Fiscal Year.
ALTERNATIVES /CONSIDERATIONS: Consider alternate salary ranges.
BACKGROUND: Ms. Elaine Boehme was appointed as the Secretary of the District at
M -38, $7321 - $8899, in April 2005. The salary range at the time was reduced by five
percent from the previous Secretary of the District. The Board recently reviewed Ms.
Boehme's performance and based on her outstanding service to the Board, District and
public, the Board has directed staff to increase the salary range for the Secretary of the
District by five percent to M -36, $7694- $9352, effective December 5, 2008.
This matter has been reviewed by the Human Resources Committee at its November
25, 2008 meeting.
RECOMMENDED BOARD ACTION: Adopt salary range of M -36, $7694- $9352, for the
Secretary of the District classification.
Document3
Central Contra Costa Sanitary District
' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: December 4, 2008 No.: 5.e. Consent Calendar
Type of Action: ACCEPT CONTRACT WORK/AUTHORIZE FILING OF THE NOTICE
OF COMPLETION
subject: ACCEPT THE CONTRACT WORK FOR THE AERATION AIR
RENOVATIONS, DISTRICT PROJECT 7207, AND AUTHORIZE FILING OF THE
NOTICE OF COMPLETION
Submitted By: Initiating Dept ✓Div.:
Nathan Hodges, Assistant Engineer Engineering / Capital Projects
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
U
N. Hodges B. Than ' ,CT. ilecki A. Farrell --games M. Kelly,
General Manager
ISSUE: Construction has been completed on the Aeration Air Renovations,
District Project 7207, and the work is now ready for acceptance.
RECOMMENDATION: Accept the contract work for the Aeration Air Renovations,
District Project 7207, and authorize filing of the Notice of Completion.
FINANCIAL IMPACTS: None related to this action.
ALTERNATIVES /CONSIDERATIONS: Not applicable. Filing the Notice of Completion
is advisable under the California Civil Code, Section 3093.
BACKGROUND: The aeration basins have experienced air leaks from the floor of the
air plenum boxes for many years. Since 2002, investigations have been made to
identify the source of leaks and to make repairs. The current project, Aeration Air
Renovations, addresses the cracking in the bottom of the air plenum boxes that is
allowing compressed air to leak out into the base rock below the structure and
eventually migrate back to the atmosphere through various openings around the
perimeter of the A/N Tanks. Based on contractor's demonstration projects completed in
the summer of 2007, repair of the air plenum boxes was done using a pressure grouting
method. The pressure grouting sealed the cracking within the structure's foundation
slab and filled voids in the underlying base rock to increase stability of the structure.
Attachment 1 shows the location of this project work.
The District's aeration air system is composed of Tank 1 and Tank 2. Each tank has
160 plenums through which aeration air enters the process. The scope of work for the
project was grout injection in Tank 1. The project scope expanded beyond the initial
expectation leading to significant cost increases. One significant item was the amount
of grout injected. The project was designed using unit quantities of grout material that
were estimated from contractor's demonstration projects conducted in 2007.
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POSITION PAPER
Board Meeting Date: December 4, 2008
subject. ACCEPT THE CONTRACT WORK FOR THE AERATION AIR
RENOVATIONS, DISTRICT PROJECT 7207, AND AUTHORIZE FILING OF THE
NOTICE OF COMPLETION
Grout injection quantities exceeded original estimates by nearly two times. On
August 7, 2008, the Board approved the purchase of additional polyurethane grout
material to complete grout injection. The cost for the additional grout was $394,000.
Staff also received Board approval for a number of other change orders to renovate
Tank 1. This allowed additional work activities in Tank 1, including: fitting all new
gaskets to diffusers, replacing 36 existing groundwater relief valves, and installing
approximately 600 new retainer rings. Drain lines were also inspected and cleaned.
The repair work on Tank 1 was completed in October 2008.
The bid documents informed bidders that the District could either re -bid, or award to the
successful bidder of the Tank 1 work, an additive bid schedule for the repair work to
Tank 2. District staff announced their intent to re -bid the repair work for Tank 2. The
repair work for Tank 2 will go out for public bidding January 2009.
On May 15, 2008, the Board of Directors authorized the award of a contract for the
construction of the project to NCCI, Inc. The Notice to Proceed was issued on
June 2, 2008. The work was substantially completed on October 14, 2008.
Immediately upon acceptance, the Contractor is relieved of the duty of maintaining and
protecting the Contract work. Guaranty and warranty periods required by the Contract
and the statutory period for filing of liens and Stop Notices start on the date of
acceptance by the Board of Directors. Final payment to the Contractor is made after
expiration of the statutory period for filing of liens and Stop Notices, provided no liens or
Stop Notices have been filed, and provided the punch -list items have been completed.
The total authorized budget for the project is $2,513,500. The budget includes the cost
of engineering design, construction management and inspection, testing services, and
contractor services. An accounting of the project costs will be provided to the Board at
the time of project closeout. All contract work is complete and it is appropriate to
accept the contract work at this time.
RECOMMENDED BOARD ACTION: Accept the contract work for the Aeration Air
Renovations, District Project 7207, and authorize filing of the Notice of Completion.
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Central Contra Costa Attachment
Sanitary District AERATION AIR RENOVATIONS PROJECT
District Project 7207 1
Project Location
Page 3 of 3
Central Contra Costa Sanitary District
/J a i ' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: December 4, 2008 No.: 5.f. Consent Calendar
Type of Action: ACCEPT REPORT; ADOPT RESOLUTION
subject: ACCEPT THE 2008 WASTEWATER UTILITY SERVICE CAPACITY/
DEMAND REPORT AND ADOPT A RESOLUTION UPDATING THE POLICY
REGARDING THE PROVISION OF WASTEWATER COLLECTION, TREATMENT
AND DISPOSAL SERVICES TO RESIDENTIAL DEVELOPMENTS WITH
AFFORDABLE HOUSING UNITS
Submitted By: Initiating Dept/Div.:
Russell B. Leavitt Engineering /Environmental Services Division
Engineering Assistant III
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
4t—'— ag�r � ke/r
R. Leavitt Swanson A. Farrell K. Alm lViames M. K y
General Manager
ISSUE: State law requires Central Contra Costa Sanitary District ( CCCSD) to give
wastewater utility service priority to residential developments with affordable housing
units and re -adopt a written policy on the subject at least once every five years
thereafter. Staff has prepared a report detailing CCCSD's ability to comply with this law
and an updated policy for Board consideration.
RECOMMENDATION: Accept the attached report on CCCSD's wastewater utility
service capacity and anticipated demand, and adopt a resolution updating the policy
regarding the provision of wastewater collection, treatment and disposal services to
residential developments with affordable housing units.
FINANCIAL IMPACTS: No impact.
ALTERNATIVES /CONSIDERATIONS: If the report is not accepted, direction should be
given to staff as to which aspects of the report require revision before being returned to
the Board. Likewise, since CCCSD must comply with State law, if the resolution is not
adopted, direction should be given to staff as to which aspects of the proposed policy
require further consideration before being returned to the Board.
BACKGROUND: To comply with Government Code Section 65589.7 (SB 1087, 2005),
on May 18, 2006, the CCCSD Board of Directors approved Resolution 2006 -027, which
established a written policy regarding the provision of wastewater collection, treatment
and disposal services to residential developments with housing units affordable to lower
income households. This written policy needs to be re- adopted at least once every five
years thereafter, and must contain specific objective standards for the provision of
wastewater utility service. To implement the policy, the 2006 resolution required
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POSITION PAPER
Board Meeting Date: December 4, 2008
subject: ACCEPT THE 2008 WASTEWATER UTILITY SERVICE CAPACITY/
DEMAND REPORT AND ADOPT A RESOLUTION UPDATING THE POLICY
REGARDING THE PROVISION OF WASTEWATER COLLECTION, TREATMENT,
AND DISPOSAL SERVICES TO RESIDENTIAL DEVELOPMENTS WITH
AFFORDABLE HOUSING UNITS
preparation of a wastewater utility service capacity /demand report for Board acceptance
within six months. In November 2006, a report was prepared to comply with the
requirements of CCCSD Resolution 2006 -027. The 2006 report concluded that
CCCSD was capable of providing sufficient collection, treatment and disposal capacity
for anticipated demand to nearly the year 2035. The report, which was accepted by the
Board, also identified that the next such report would be prepared and presented to the
Board in 2008, following completion of the next Association of Bay Area Governments
(ABAG) Regional Housing Needs Assessment process, and then every five years after
that.
The attached 2008 report (Attachment 1), which has been prepared to comply with the
requirements of that 2006 resolution, not only continues to conclude that CCCSD is
capable of providing sufficient collection, treatment and disposal capacity for anticipated
demand to nearly the year 2035, but also clearly demonstrates that the wastewater
collection, treatment and disposal needs of all housing specifically planned through the
year 2014 can be accommodated.
RECOMMENDED BOARD ACTION: Accept the attached report on CCCSD's
wastewater utility service capacity and anticipated demand, and adopt a resolution
updating the policy regarding the provision of wastewater collection, treatment and
disposal services to residential developments with affordable housing units.
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Attachment 1
CENTRAL CONTRA COSTA SANITARY DISTRICT
WASTEWATER UTILITY SERVICE CAPACITY /DEMAND REPORT
NOVEMBER 2008
BACKGROUND
On May 18, 2006, the Central Contra Costa Sanitary District ( CCCSD) Board of Directors
approved Resolution 2006 -027, which established a written policy regarding the provision
of wastewater collection, treatment, and disposal services to residential developments
with affordable housing units.
This policy was established to comply with Government Code Section 65589.7 (SB 1087,
2005), which requires public agencies to adopt a written policy giving public sewer
services priority to proposed housing developments that help meet the regional need for
lower income housing. The law also generally bars denial or the limitation of services
solely because a proposed development includes affordable housing. This written policy
needed to be adopted on or before July 1, 2006, re- adopted at least once every five years
thereafter, and must contain specific objective standards for the provision of wastewater
utility service.
To implement the policy, the Board resolution required preparation of a wastewater utility
service capacity /demand report for Board acceptance within six months. The purpose of
the report is to identify CCCSD's available wastewater collection, treatment and disposal
capacity; anticipated demand for sewer services from lower income households; the
necessary steps needed to address capacity shortfalls; and any necessary changes to
the policy adopted by this resolution.
In November 2006, a report was prepared to comply with the requirements of CCCSD
Resolution 2006 -027. The report concluded that CCCSD was capable of providing
sufficient collection, treatment and disposal capacity for anticipated demand to nearly the
year 2035. The report, which was accepted by the Board, also identified that the next
such report would be prepare and presented to the Board in 2008, following completion of
the next Association of Bay Area Governments (ABAG) Regional Housing Needs
Assessment process, and then every five years after that. This report has been prepared
to comply with that schedule.
WASTEWATER CAPACITY
There are three components to wastewater utility service: collection, treatment and
disposal. Each component has its own capacity considerations.
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Collection
CCCSD serves about a 142 square mile area generally located about 30 miles east of
San Francisco. CCCSD's service area includes approximately 317,000 residents of the
communities of Alamo, Danville, Lafayette, Martinez, Moraga, Orinda, Pacheco, Pleasant
Hill, San Ramon and Walnut Creek. CCCSD also treats wastewater for an additional
135,000 residents of the Concord /Clayton area under a 1974 contract with the City of
Concord. About 82 percent of CCCSD's customers are residential. The remaining 18
percent are primarily commercial, office, and institutional customers, with less than one
percent industrial. To collect wastewater from its customers, CCCSD owns and
maintains about 1,500 miles of sewer pipeline, ranging in size from 6 inches to 120
inches in diameter; and 18 sewage pumping stations.
The available, dry weather capacity in the collection system varies by location. Factors
affecting available capacity include pipe size, slope, wastewater flows from existing land
uses, groundwater infiltration, structural condition, and the extent to which non - structural
elements, such as roots and grease buildup constrain the flow- carrying ability of the
pipelines.
To track available capacity, CCCSD uses a capacity - modeling program —Sewer Network
Analysis Program (ArcSNAP) —to assess the impacts of proposals for localized
redevelopment and densification in areas of known /anticipated long -term capacity
deficiencies or current, high- maintenance facilities. Other reasons for conducting a
capacity analysis are when there is a structural failure in a pipe, an overflow in the
system, or when CCCSD's Collection System Operations Department maintenance
requests indicate a persistent and continuous problem. Periodically, CCCSD also
prepares comprehensive capacity analyses of the trunk sewer and interceptor systems
and the pumping stations as part of a Collection System Master Plan or Pumping Station
Master Plan.
To preserve design capacity, CCCSD has an extensive sewer system maintenance
program, with each line scheduled for cleaning at a frequency of between one month and
ten years. Also, CCCSD annually budgets for replacement of a portion of the collection
system that is substantially deteriorated or high maintenance.
Treatment and Disposal
In 2002, CCCSD received approval from the Regional Water Quality Control Board, San
Francisco Bay, to increase its permitted average dry weather flow (ADWF) effluent
discharge limit from 45 million gallons per day (MGD) to 53.8 MGD, based on a
secondary level of treatment. ADWF is the average daily discharge during the three
consecutive months of the calendar year with the lowest discharge quantities, usually the
mid- to late summer months. There are two components to ADWF: base wastewater
flow (BWF) and groundwater infiltration (GWI).
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CCCSD's environmental impact report (EIR) on that requested discharge limit increase
noted that an evaluation of the wastewater treatment plant determined that the reliable
physical capacity of the wastewater treatment plant is 55 MGD because that is the
wastewater volume that would produce the maximum quantity of biosolids CCCSD would
be allowed to incinerate under CCCSD's current air quality permit with the Bay Area Air
Quality Management District (BAAQMD).
The 53.8 MGD discharge limit request was based on buildout of then - planned growth,
which was expected to result in an increase in served population of approximately
111,000 by the year 2035, resulting in a total served population of 527,000. In the permit
renewal application, CCCSD assumed a 102 gallons per capita per day (GCD)
wastewater generation rate and the projected buildout population of 527,000 would
produce a High GWI ADWF of 53.8 MGD. The BWF was expected to be about 40.6
MGD of the 53.8 MGD total ADWF, assuming 77 GCD (a factor derived by CCCSD staff
from historic flow data). The remaining 13.2 MGD ADWF (25 GCD) represents the worst-
case High GWI volume. Low GWI conditions (2.8 GCD) would have added only
1.5 MGD to the BWF and Average GWI conditions (14.1 GCD) would have added 7.4
MGD to the BWF.
The actual ADWF for the year 2007 was 36.1 MGD, which represents 67.1 percent of the
allowable discharge flow. Given a 2007 served population estimate of 448,700, the BWF
would have been 34.5 MGD and the remaining 1.6 MGD would have been GWI. Based
on the EIR's projected ADWF ranges, 2005's flow represents a Low GWI condition.
ANTICIPATED DEMAND
"Proposed developments that include housing units affordable to lower income
households" means that dwelling units shall be sold or rented to lower income
households, as defined in Section 50079.5 of the Health and Safety Code, at an
affordable housing cost, as defined in Section 50052.5 of the Health and Safety Code, or
an affordable rent, as defined in Section 50053 of the Health and Safety Code.
Table 1 presents the anticipated demand for wastewater utility services from future
households planned by land use planning jurisdictions within CCCSD's service area for
the current 2007 -2014 housing planning cycle (which actually was released by ABAG
June 30, 2008). These numbers indicate that 5,667 housing units for very low and low -
income household are anticipated during this planning cycle, and 12,751 housing units
overall.
The new law, however, could be interpreted to mean that CCCSD must give priority to an
entire proposed development that includes affordable housing units; not just to the
affordable housing units. Hypothetically, if a 100 -unit residential development were to
include even a few affordable housing units, CCCSD may need to give priority to the
entire development. Since it cannot be known how many "non- affordable units" might be
linked to an affordable housing project, the overall goal of 12,753 housing units also
should be considered.
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The BWF and GWI that would be produced by these sets of housing units are presented
in Table 2. To convert projected housing units to future wastewater flow, it is assumed
that the 5,667 very low and low housing units will be multi - family and the remaining 7,086
are single family. CCCSD's wastewater generation factors are 150 gallons per day for
multi - family units and 225 gallons per day for single - family units. The GWI was
calculated by determining the ratio of BWI to the High GWI scenario factors used in the
2002 Effluent Discharge Limit Increase EIR. The High GWI generation factor of 25 GCD
was 32.5 percent of the 77 GCD BWI factor. The affordable units would have an added
burden of 0.41 MGD, the other units would add 2.11 MGD, and the total would be 2.52
MGD. If this total amount were added to the year 2007 ADWF of 36.1 MGD, this year
2014 effluent discharge would be 38.62 MGD, which would still be substantially below
CCCSD's 53.8 MGD limit.
TABLE 1. ABAG HOUSING NEEDS ALLOCATION WITHIN CCCSD SERVICE
AREA, 2007 -2014
TABLE 2. PROJECTED INCREASE IN ADWF DUE TO HOUSING PLANNED FOR
THE 2007 -2014 CYCLE
VERY LOW
LOW
MODERATE
ABOVE
MODERATE
TOTAL
Clayton
49
35
33
34
151
Concord
639
426
498
1,480
3,043
Danville
196
130
146
111
583
Lafayette
113
77
80
91
361
Martinez a
261
166
179
454
1,060
Mora a
73
47
52
62
234
Orinda
70
48
55
45
218
Pleasant Hill
160
105
106
257
628
San Ramona
1,174
715
740
834
3,463
Walnut Creek
456
302
374
826
1,958
Unincorporated b
815 245
598 180
687 [2061
1,408 [4231
3,508 1,054
Totals
5,667
7,086
12,753
(a) Wastewater service for these cities is shared by CCCSD and other agencies. This analysis assumes,
worst -case, that all units are built in the portion of these cities served by CCCSD.
(b) Wastewater service in the unincorporated areas is shared by CCCSD and other agencies. This
analysis assumes that CCCSD will serve only the portion of these units shown in [brackets]; this portion
was determined based on CCCSD's estimated 30 percent share of the overall unincorporated population.
TABLE 2. PROJECTED INCREASE IN ADWF DUE TO HOUSING PLANNED FOR
THE 2007 -2014 CYCLE
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VERY LOW AND
ALL OTHER UNITS
TOTAL
LOW UNITS (MGD)
(MGD)
(MGD)
BASE WASTEWATER FLOW (BWI)
0.31
1.59
1.90
WORST -CASE HIGH GROUNDWATER
INFILTRATION (GWI) (32.5% x BWI)
0.10
0.52
0.62
TOTALS
0.41
2.11
2.52
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STEPS NEEDED TO ADDRESS CAPACITY SHORTFALLS
Collection
When collection system capacity shortfalls are identified, CCCSD can require
improvements to be made directly by developers of nearby projects. If the capacity
deficiencies are too far downstream from an active project site to be considered a direct
impact of a development project, CCCSD includes funding of needed improvements in its
Capital Improvement Plan, as they become priorities. The latter Improvements to existing
facilities required as a result of new development are funded from applicable CCCSD
fees and charges on new development. These fees and charges mitigate the cumulative
wastewater service impacts the development project may have.
Treatment and Disposal
CCCSD's 53.8 MGD discharge limit should be adequate for the next several decades.
Under worst -case groundwater conditions, however, the discharge limit could be reached
a few years sooner than 2035, due to the increase in planned growth since the limit was
approved in 2002. The worst -case groundwater conditions are not likely to be consistently
sustained for a continuous number of years, but CCCSD is required to stay below its
effluent discharge limit.
Meanwhile, CCCSD is studying potential improvements to its biosolids handling
processes with the goal of providing more operational capacity and flexibility. CCCSD
includes funding of any needed, growth- related treatment improvements in its Capital
Improvement Plan, as they become priorities. These improvements are funded from
applicable CCCSD fees and charges on new development. These fees and charges
mitigate the cumulative wastewater service impacts the development project may have.
NECESSARY CHANGES TO THE POLICY
No changes are necessary to the policy at this time. To comply with the law's five -year
review requirement, the next Wastewater Utility Service Capacity /Demand Report will be
prepared and presented to the CCCSD Board of Directors by the end of 2013.
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RESOLUTION NO. 2008 -
A RESOLUTION ADOPTING A POLICY REGARDING THE PROVISION OF
WASTEWATER COLLECTION, TREATMENT AND DISPOSAL SERVICES TO
RESIDENTIAL DEVELOPMENTS WITH AFFORDABLE HOUSING UNITS
WHEREAS, Central Contra Costa Sanitary District ( CCCSD) is committed to the fair
and equitable provision of wastewater collection, treatment and disposal services to
persons and entities within its jurisdiction, in conformity with State law and the District
Code; and
WHEREAS, Government Code Section 65589.7 requires CCCSD to adopt, at least
once every five years, a written policy (i) granting or providing priority for the provision of
public sewer services to proposed housing developments that help meet the regional
need for lower income housing, and (ii) barring the denial or the conditioning of
approval of an application for services or reducing the amount of the services applied
for, solely because a proposed development includes affordable housing components,
except in limited circumstances; and
WHEREAS, On May 18, 2006, the CCCSD Board of Directors approved Resolution
2006 -027, which established the initial written policy regarding the provision of
wastewater collection, treatment, and disposal services to residential developments
with affordable housing units and required preparation of a wastewater utility service
capacity /demand report for Board acceptance within six months; and
WHEREAS, on November 16, 2006 the CCCSD Board of Directors accepted the
wastewater utility service capacity /demand report, which identified CCCSD's available
wastewater collection, treatment and disposal capacity; anticipated demand for sewer
services from lower income households; the necessary steps needed to address
capacity shortfalls; and any necessary changes to the policy adopted by the 2006
resolution; and
WHEREAS, the 2006 report concluded that CCCSD was capable of providing sufficient
collection, treatment and disposal capacity for anticipated demand to nearly the year
2035 and identified that the next such report would be prepared and presented to the
Board in 2008, following completion of the next Association of Bay Area Governments
(ABAG) Regional Housing Needs Assessment process.
BE IT RESOLVED by the Board of Directors of the Central Contra Costa Sanitary
District as follows:
1. That the "Central Contra Costa Sanitary District Policy Regarding the Provision
of Service to Residential Developments with Affordable Housing Units," a copy of
which is attached hereto (Exhibit A), is hereby approved and adopted, thus
replacing the Resolution 2006 -027 policy.
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Resolution 2008 —
Page 2 of 2
2. That CCCSD's Policy shall govern the manner in which wastewater collection,
treatment and disposal services are provided to proposed residential housing
developments within CCCSD's jurisdiction that address the needs of lower
income households.
3. That at least once every five years hereafter, CCCSD shall prepare a report for
acceptance by the Board of Directors identifying such factors as the available
collection, treatment and disposal capacity, anticipated demand for sewer
services from lower income households, the necessary steps needed to address
capacity shortfalls, and any necessary changes to the policy adopted by this
resolution.
4. That each portion of this resolution is severable. Should any portion of this
resolution be adjudged to be invalid and unenforceable by a body of competent
jurisdiction, then the remaining resolution portions shall be and continue in full
force and effect.
PASSED AND ADOPTED this 4th day of December 2008, by the Board of Directors of
the Central Contra Costa Sanitary District by the following vote:
AYES:
Members:
NOES:
Members:
ABSENT:
Members:
Gerald R. Lucey
President of the Board of Directors,
Central Contra Costa Sanitary District,
County of Contra Costa, State of California
COUNTERSIGNED:
Elaine R. Boehme
Secretary of the Central Contra Costa Sanitary District,
County of Contra Costa, State of California
Approved as to Form:
Kenton L. Alm
Counsel for the District
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Resolution 2008-
Exhibit A
CENTRAL CONTRA COSTA SANITARY DISTRICT POLICY
REGARDING THE PROVISION OF SERVICE TO
RESIDENTIAL DEVELOPMENTS WITH AFFORDABLE HOUSING UNITS
Policy Background. Pursuant to Government Code Section 65589.7, the Central
Contra Costa Sanitary District ( CCCSD) is required to adopt a written policy (i)
granting or providing priority for the provision of public sewer services to
proposed housing developments that help meet the regional need for lower
income housing, and (ii) barring the denial or the conditioning of approval of an
application for services, or reducing the amount of the services applied for,
merely because a proposed development includes affordable housing
components, except in limited circumstances. The Policy set forth herein
conforms to this mandate.
2. General Service Policy. To the extent practical, CCCSD shall provide or allow to
be provided wastewater collection, treatment and disposal facilities that:
a) Have sufficient capacity to accommodate the demand from land uses
approved in the General Plans of the land use planning jurisdictions within
CCCSD's service area, and
b) Are located so as to serve all existing or approved development within
CCCSD's service area and all customers contracting with CCCSD for
service, provided gravity service is feasible. Collection service by gravity
sewers is preferred to community pumping systems for financial and
environmental quality reasons. Board approval is required to establish a
community pumping system. Such approval shall not be based on the
presence or absence of housing affordable to low income households.
The Board may condition its approval by requiring a community pumping
system to be temporary and mandating connection to a gravity sewer
when it later becomes available.
3. Provision of Service During Times of Excess Capacity. In times of excess
wastewater collection, treatment and disposal capacity, CCCSD shall review and
provide or permit the provision of public sewer service to residential housing
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Resolution 2008 —
Exhibit A - Policy
Page 2 of 3
developments on an income - neutral basis. Upon an applicant's payment of
applicable fees or the execution of a contract to that effect with CCCSD, CCCSD
shall permit public sewer service to eligible customers in the order of an
application's submission, subject to the general restrictions set forth herein and
the income - neutral requirements of the District Code.
4. Provision of Service During Times of Limited Capacity or Ability to Provide
Service: In the event of service limitations due to capacity or regulatory
constraints, service priority shall be given to planned developments that include
housing units affordable to lower income households in accordance with
Government Code Section 65589.7 (SIB 1087, 2005), and the limitations set
herein.
5. Service Approval and Application Review. CCCSD shall not deny or condition
the approval of an application for services to or reduce the amount of services
applied for by a proposed development that includes housing units affordable to
lower income households, unless CCCSD makes specific written findings that
the denial, condition or reduction is necessary due to the existence of one or
more of the following:
(a) CCCSD does not have sufficient treatment or collection capacity, as
demonstrated by a written engineering analysis and report on the
condition of the treatment or collection works, to serve the needs of the
proposed development.
(b) CCCSD is under an order issued by a regional water quality control board
that prohibits new sewer connections.
(c) The applicant has failed to agree to reasonable terms and conditions
relating to the provision of service generally applicable to development
projects seeking service from CCCSD, but not limited to, the requirements
of local, state, or federal laws and regulations or payment of a fee or
charge imposed pursuant to Government Code Section 66013.
N: \ENVRSEC \Position Papers \Leavitt\2008 \PP SB 1087 2008 Report & Policy - 12- 4- 08.doc
Resolution 2008 —
Exhibit A - Policy
Page 3 of 3
6. Required Report. At least once every five years, CCCSD shall prepare a report
for acceptance by the Board of Directors identifying:
(a) Available collection, treatment, and disposal capacity;
(b) The anticipated demand for wastewater utility service by planning housing
units affordable to lower income households;
(c) Any public or private action steps necessary to accommodate such
demand is adequate capacity is unavailable; and
(d) Any changes to these policies or procedures necessary for implementing
this service requirement.
Preparation of this report shall take into account information available in the
General Plans of the land use planning jurisdictions within CCCSD and pertinent
District plans and documents, such as the Collection System Master Plan, the
Treatment Plant Master Plan, CCCSD's NPDES Permit, collection system
capacity model, and treatment plant operational statistics and analyses.
7. Re -adopt Policy. Following acceptance of the above report, the Board of
Directors shall re -adopt a written policy regarding the provision of wastewater
collection, treatment, and disposal services to residential developments with
housing units affordable to lower income households.
N: \ENVRSEC \Position Papers \Leavitt\2008 \PP SB 1087 2008 Report & Policy - 12- 4- 08.doc
Item No. 7.a.1.
CCCSD CAPACITY FEE PROGRAM
Special Study Review
December 4, 2008
Curtis Swanson
Capacity Fee Special Study
:• For non - residential users where the Board
has not established a RUE factor, a special
study is conducted by District staff.
A special study determines the wastewater
strength and volume for a particular business
or industry.
❖ Special studies may be reevaluated after 2 to
5 years of operation by the business or
industry.
1
Special Study Review
2003 to 2005
No. of users Preliminary Resolution
2 Significantly exceed fee estimate
11 OK — within acceptable range
13 Total special studies reviewed
Users Significantly Exceeding
the Original Fee Estimate
Additional
User Fees Owed
Kaiser Hospital — Walnut Creek $198,358
(based on 3 -year avg. water use)
County Juvenile Hall — Martinez $126,541
2
Kaiser
Medical Center
Expansion
INITIAL
REVISED
ITEM
STUDY
STUDY
Water use
49,372 gpd
80,640 gpd
Added Burden
67.572 RUE
144.694 RUE
Capacity Fee
$173,795
$372,153
Additional Fee Owed - - - --
$198,358
County Juvenile Hall
• Original facility capacity was 160 beds.
• In 2003, added a new 240 -bed facility.
• Planned to remove an older 120 -bed
facility.
• Capacity fees were based on a net
increase of 120 beds.
• Older 120 -bed facility has not been
removed.
N
Next Steps
. Kaiser Walnut Creek
Continue discussions to verify water
usage & planned conservation.
Discuss payment options.
• County Juvenile Hall
Discuss plans for removing 120 beds.
Discuss conservation measures &
payment options.
0
y.
Item 7.a.2
Overview
1
Fa
Residential
Participants vs. % of Households
Past 5 Years
29,000
15.0%
`..
28,000
14.5%
27,000
14.0%
�
28,000
13.5% �
�
fl'
25,000
Z
13.0% 61
q
24,000
7
12.5%
R
O
=
CL
23,000
12.0%
O
C
22,000
11.5%
21,000
11.0%
20,000
10.5%
FY03 /04
FY04 /05 FY05 /06 FY06 /07 FY07 /08
# Partci ants
23,061
22,872
23,897
26,392
27,940
%Households
12.3%
12.1%
12.3%
13.6%
14.5%
�l
Fa
Z
Operating Expenses
Total Operating Costs
.A
Cost per Car
Labor Costs
Past 5 Years
$75
(Salary, Benefits and Overhead)
$71
$70
$66
$65 $64
cc $61
°=
$60
$1,000,000
CL
t
; $55
0
$50
$45
$674,051 $646,908
$40
FY03 /04 FY04 /05 FY05 /06 "FY06 /07 FY07 /08
$600,000
* Beginning in FY2006/07 the cost of the Amortization of Capital Expenditures
(ACE) was included in the Cost per Car calculation. The ACE was added to the
figures prior to FY2006/07 for comparison purposes.
z
Operating Expenses
.A
Labor Costs
(Salary, Benefits and Overhead)
$1,000,000
$800,000
$674,051 $646,908
$600,000
,
w
0
$400,000
`0
$200,000
J
$0
FY04105
FY05 /06
FY06107
FY07108
Staff = 5
Staff = 3.75
Staff = 3
Staff = 4
0 Overhead
$247,515
$225,319
$194,810
$283,733
■ Benefits
$150,875
$170,648
$139,406
$202,262
■ Sala
$275,660
$250,940
$192,049
$265171
FY2004/05 was the last year the HHW Facility was fully staffed.
FY2008/09 Program Outlook
C..
• Residential participation
Small Business Program Summary
Participation has leveled off a bit during the first 51/2 months of
Number of Appointments
FY2008/09
420
• Operating costs
s
Waste costs are expected to remain around the same as FY07 /08
373
Labor costs will increase with the addition of a new HHW
360
Technician
r
Waste management
300
Waste volumes are expected to keep on average (1.8 to 1.9
million pounds)
252
`
• Temporary collection event
s;
226
City of San Ramon
180
• Business appointments have increased slightly in the first half of
,r
the year
• New things coming up for 2008/09
120
Pharmaceutical collection program
• New visitor management software
60
FY03 /04 FY04 /05 FY05 /06 FY06 /07 FY07 /08
f
C.
FY2008/09 Program Outlook
• Residential participation
Participation has leveled off a bit during the first 51/2 months of
FY2008/09
• Operating costs
s
Waste costs are expected to remain around the same as FY07 /08
Labor costs will increase with the addition of a new HHW
Technician
r
Waste management
Waste volumes are expected to keep on average (1.8 to 1.9
million pounds)
`
• Temporary collection event
s;
We will hold a temporary HHW Event in the Spring of 2009 in the
City of San Ramon
• Small business program
• Business appointments have increased slightly in the first half of
,r
the year
• New things coming up for 2008/09
Pharmaceutical collection program
• New visitor management software
Questions?
HOUSEHOLD HAZARDOUS
WASTE COLLECTION FACILITY
Central Contra Costa 11 1W
AIML Sanitary District so H?
NlsiRlci
�_` Mw�ov. CJ •FuWed 19D
_ CENTRAL CONTRA COSTA SANITARY DISTRICT /
MT. VIEW SANITARY DISTRICT
2007/08
HOUSEHOLD HAZARDOUS WASTE
COLLECTION PROGRAM
Annual Report
The following Central San staff contributed
to the preparation of this report:
David Wyatt
Curt Swanson
Program Contacts:
David Wyatt
Household Hazardous Waste Supervisor
(925) 335 -7714
Curt Swanson
Environmental Services Division Manager
(925) 229 -7336
HHW Program Information: (800) 646 -1431
www.centralsan.org or www.mvsd.org
2007/2008 Household Hazardous Waste Collection Program
Annual Report
Table of Contents
Page No.
Appendices:
I California Integrated Waste Management Board Form 303
II CCCSD Board Resolution Setting CESQG Disposal Charges
Agency Partnership
i
Section 1
Program Summary
1 -1
Section 2
Program Description
2 -1
Section 3
HHW Collection Facility Residential Participation
3 -1
Section 4
Quantities of HHW Collected
4 -1
Section 5
Pollution Prevention
5 -1
Section 6
HHW Diverted from Landfill Disposal
6 -1
Section 7
Temporary Collection Events
7 -1
Section 8
Small Business Program
8 -1
Section 9
Public Education /Program Promotion
9 -1
Section 10
Revenue and Expenses
10 -1
Appendices:
I California Integrated Waste Management Board Form 303
II CCCSD Board Resolution Setting CESQG Disposal Charges
2007/2008 Household Hazardous Waste Collection Program
Annual Report
Tables and Figures
Table Description /Title
Page No.
3
Residential Participation by Jurisdiction
3 -4
4
Estimate of HHW Collected by Community
4 -4
5 -1
FY2007/2008 Mercury Collection Summary
5 -2
5 -2
FY2007/08 Miscellaneous Chemical Collection Summary
5 -3
6
Quantity of Landfill Diverted Waste
5 -4
7
Temporary HHW Collection Event Participation Summary
6 -2
8 -1
Small Business Participation by Jurisdiction
7 -4
8 -2
Small Business (CESQG) Program Summary
7 -5
8 -3
Small Business Program Participants
7 -6
10
HHWCF 2007/2008 Summary of Revenue and Expenses
9 -3
Figure
Page No.
1 -1
Operating Cost per Car
1 -1
1 -2
Cost per Car Broken Down by Expense
1 -2
1 -3
Pounds of Waste Per Car
1 -3
1 -4
Operating Cost Per Pound of Waste
1 -4
3 -1
HHWCF Participation: Cars per Month
3 -1
3 -2
HHWCF Participation: Average Cars per Day
3 -2
3 -3
HHWCF Participation: Cars per 7 -Hour Day
3 -3
3-4
HHW Annual Participation ( %)
3 -3
4 -1
Waste Disposal per Month
4 -2
4 -2
Breakdown of Waste Shipped by Weight ( %) of Major
Categories
4 -3
4 -3
Waste Management Method Breakdown % of Waste
Processed by Weight
4 -3
6 -1
Total Cars Served at Temporary Collection Events
6 -3
7 -1
CESQG New Customers vs. Repeat Customers
7 -3
9 -1
Participation and Expenses
9 -2
9 -1
HHW Program Estimated Charges per Household
9 -2
AGENCY PARTNERSHIP
Central Contra Costa Sanitary District and Mt. View Sanitary District are co- sponsors of
the Household Hazardous Waste (HHW) Collection Facility located in Martinez,
California, the first permanent HHW facility in Contra Costa County. The facility's
service area encompasses all of central Contra Costa County, with a served population
of approximately 487,000 (192,000 households). In 1995, all central Contra Costa
County cities', the Central Contra Costa Solid Waste Authority, Central Contra Costa
Sanitary District and Mt. View Sanitary District resolved to support the establishment of
a permanent HHW Collection Facility. Cost efficiency, economies of scale, and broader
service capabilities as compared to temporary HHW collection events were recognized
as benefits to the participating communities.
This agency cooperation and partnership was the critical ingredient in making the HHW
Collection Facility a reality, and providing a sound solution to keep hazardous waste out
of sanitary sewers, storm drains, and solid waste landfills. The agency partnership
agreements provide for reliable, equitable funding of the HHW Collection Program and
ensure that HHW collection services are available to all central Contra Costa County
residents and eligible businesses.
This annual report for fiscal year 2007/08 presents the facility participation levels, and
an analysis of the hazardous waste dropped off at the collection facility. The high level
of participation and amount of hazardous waste properly managed at the collection
facility demonstrates the benefit of the program to both public health and the
environment.
Clayton, Concord, Danville, Lafayette, Martinez, Moraga, Orinda, Pleasant Hill, San Ramon, Walnut Creek
Section 1: Program Summary
PROGRAM SUMMARY
The Central Contra Costa Sanitary District/Mt. View Sanitary District Household Hazardous
Waste (HHW) Collection Facility is entering its 11th year of operation. The HHW Collection
Program serves all of central Contra Costa County, comprised of 192,280 households, and
a population of approximately 487,081. The HHW Program service area has seen steady
increases in the number of households over the past 11 years. Program participation has
also increased from 7.8 percent of households during the inception year in 1997/98 to an
average of 12 percent of households during FY2003/04 to FY2005/06. Participation
increased to 13.6 percent of households during fiscal year 2006/07 and grew again in fiscal
year 2007/08, topping off at 14.5 percent. This level of sustained participation can be
attributed primarily to on -going advertising in the District's Pipeline newsletter and "word of
mouth" by residents and businesses. The increase in participation in fiscal year 2007/08 is
mainly attributed to an increase of participants bringing universal wastes. The number of
residential customers was 27,940 in 2007/08, an increase of 5.6 percent from the previous
year (see section 3).
Operating Cost
The operating cost
per car for fiscal
year 2007/08 was
$66 per car. This
was an increase
from $61 per car
during fiscal year
2006/07 (see
Figure 1 -1). Like
last year, the Total
Expenses figure
was used to
calculate the cost
$100
$90
$80
d
$70
V $60
$50
$40
per car. In past *`�
Will now include the cost of Amortization of Capital Expenditures, as this is part of the cost of operating the
year's, the Total HHW Program.
Figure 1 -1
Operating Cost per Car
Operating
Expenses were divided by the number of residential and conditionally exempt small quantity
1 -1
generators
(CESQG) Figure 1 -2
participants to Cost per Car Broken Down by Expense
The Cost /Car for Fiscal Year 2007/08 is $66.00.
produce a cost per 11 11 RR This now includes the amortization of capital expenditures
$11.Ocs
participant (or car).
..
This calculation did
not factor the cost;
of the Amortization a
of Capital $33.66
Expenditures (see
Section 9 $16.50
Summary of
Revenue and
Expenses). To $3.96
compare previous
years cost per car
with that of fiscal year 2007/08, the cost per car without the Amortization of Capital
Expenditures would be $59 per car, which is also an increase of $5 per car over fiscal year
2006/07. This cost increase can be attributed to the increased waste disposal costs,
operating supplies (drums) and contract labor associated with the new waste services
contract, which began in November 2007. Another increase in cost can be attributed to the
program becoming
fully staffed with Figure 1 -3
District employees
for the first time Pounds of Waste per Car
since 2005. (More 90 so
on staffing on page 80
70
2 -4.) 60
Approximately 25
percent of the total
operating
expenses are
comprised of
transportation and
disposal costs.
50
N 40
9 30
a° 20
10
0
q04 qq 'p 40 ;lNci '0,01ri 00 -,AN
1 -2
This is an increase of about 4 percent or roughly $17,806 compared to last fiscal year.
The cost per pound to process all wastes collected was $0.99 per pound (including the
weight of reuse). Figure 1 -2 shows the cost per car broken down by expense. Figures 1 -1,
1 -3 and 1-4 show a comparison of the cost per car, pounds per car and cost per pound of
HHW processed from all eleven fiscal years of the HHW Collection Program's operations.
Universal Wastes
On February 8, 2006, a temporary exemption to the Universal Waste laws, which allowed
households and small businesses to discard their fluorescent lamps, household batteries
and mercury thermostats in the trash, expired. Now all of these items must be taken to an
authorized recycling facility such as an HHW collection facility. The amount of fluorescent
lamps collected increased considerably in 2007/08. Over 251,000 linear feet of fluorescent
lamps were collected in 2007/08. This is an increase of more than 100,000 feet over the
previous year. Household battery volumes on the other hand fell sharply from 64,500
pounds in 2006/07 to 44,370 pounds in 2007/08. This could be due to an increase in the
number of retail sites that offer battery collection, such as the Central Contra Costa Solid
Waste Authority's Battery Collection Program, which has 19 sites in its service area.
Temporary Collection Events
A temporary HHW collection event was conducted in the City of San Ramon, the community
most remote to the permanent HHW facility. The District and the City of San Ramon
sponsored the event that served 463 residential customers. The District's Board will
evaluate the need for continued temporary HHW collection events on an annual basis.
This review is in keeping with our goal to minimize costs and maintain responsible rates.
Small Business Program
The small business component of the hazardous waste collection program for CESQG's
continued to provide services to eligible businesses through fiscal year 2007/08. In
FY2006/07 CESQG appointments increased by over 61 percent compared to the average
of the three years before. This was presumed to be due to the solid waste restrictions on
fluorescent lamps. In FY2007/08 the increase was not as prominent as a total of 386
appointments were served. See Section 7 for complete program details.
1 -3
Waste Collection
A total of 1,552,421 pounds of hazardous waste was collected and shipped for recycling or
proper disposal. The waste was primarily comprised of flammable liquids, oil -based and
latex paint, motor oil, and lead -acid car batteries. These five waste categories amounted to
73 percent of the total wastes collected. The remaining 27 percent was corrosives,
aerosols, poisons, and other types of hazardous waste. Adding the 338,942 pounds of
reusable products that were given away through the facility's HHW Reuse Program, an
estimated 1,891,363 pounds of HHW were processed through the HHW Program during
fiscal year 2007/08.
The average weight of
hazardous waste
collected per car was
67 pounds, down from
71 pounds in fiscal
year 2006/07 (see
figure 1 -3). Nearly
two- thirds (57 percent)
of all hazardous waste
collected at the facility
was given away for
reuse or shipped from
the facility for recycling
(see section 5).
Figure 1 -4
Operating Cost per Pound of Waste
$1.40
$1.20
$1.00
$0.80
a
U
$0.60
$0.40
tK
Sustained success was achieved in all elements of the HHW Collection Program for this,
the eleventh year of operation. This program continues to meet the need for residential and
small business hazardous waste drop -off services. The HHW collection program also
serves as an important component of the District's overall pollution prevention program,
providing a measurable amount of hazardous waste that can be documented as properly
disposed rather than polluting the San Francisco Bay.
Pollution Prevention
The HHW program is an integral part of the Districts pretreatment and pollution prevention
14
efforts. The District has a number of pollutants of concern in which the HHW facility helps
remove from the wastewater entering the treatment plant. The HHW facility removed over
30,000 pounds of hazardous waste the treatment plant considers Pollutants of Concern,
which are mercury, lead, copper, fat/oil /grease better known as FOG, legacy pesticides and
others. See section 5 for additional information regarding the Districts pollution prevention
efforts.
1 -5
Section 2: Program Description
PROGRAM DESCRIPTION
Objectives
The objectives of the HHW Program are:
Eliminate or reduce improper storage and disposal of hazardous wastes in sanitary
sewers, storm drains, and solid waste landfills.
• Encourage residents and small businesses to reduce their generation of hazardous
waste.
• Provide convenient, cost effective, and safe hazardous waste drop -off and disposal
services for central Contra Costa County residents and eligible small businesses.
• Follow the California Integrated Waste Management Boards waste management
hierarchy: reduce - reuse - recycle hazardous waste to the greatest extent possible
before incineration / treatment, and landfilling.
• Comply with all applicable federal, state, and local regulations and requirements,
including Central Contra Costa Sanitary District's National Pollutant Discharge
Elimination System (NPDES) requirements.
Goals
To achieve the program objectives stated above, the following HHW Collection Program
goals were established:
• Maintain a minimum annual participation rate of four percent (4 %) of the households
within each city and unincorporated community in the service area.
• Provide educational outreach programs targeting central Contra Costa County
residents and small businesses, emphasizing the importance of hazardous waste
reduction, recycling and proper disposal.
• Maintain a greater than 49 percent landfill diversion rate of the facility's total weight
of wastes processed through the facility. See section 4 for results.
• Increase the number of new small business program participants by at least 15
percent annually. See section 7.
• Continually look for ways to improve operational efficiencies.
2 -1
HHW Facility Location and Operating Hours
The HHW Collection Facility is located at 4797 Imhoff Place in Martinez, northeast of the
Interstate 680 /Highway 4 interchange, adjacent to Central Contra Costa Sanitary District's
Wastewater Treatment Plant. The facility is open to residents and small businesses
Tuesday through Saturday, 9 a.m. to 4 p.m. No appointment is required for residents. The
facility serves small businesses by appointment only. This HHW Facility schedule with
weekday and Saturday hours is intended to provide the most convenient access to program
services.
The HHW Facility is closed on all District Holidays when they coincide with the regular
operating days (Tuesday through Friday). In addition, the HHW Facility is closed for
approximately one week for the Christmas /New Year's holiday period. Notice of these
closures is provided through the CCCSD website, the HHW "800" number message, and
posting a temporary sign on the entrance gate to the facility.
Eligible Communities
Residents and qualifying small businesses located in the following communities are eligible
to utilize the HHW Facility services: Alamo, Blackhawk, Clayton, Clyde, Concord, Danville,
Diablo, Lafayette, Martinez, Moraga, Orinda, Pacheco, Pleasant Hill, San Ramon, Walnut
Creek, and other unincorporated central Contra Costa County areas.
Types Of Hazardous Waste Accepted
A full range of HW (e.g., products with corrosive, flammable, toxic or oxidizing properties) is
accepted at the HHW Facility. Other products with labels indicating a hazardous material
(i.e., the words, "poison ", "caution ", "danger', "warning ", "skin or eye irritant" and /or
"environmental hazards ", for example) are also accepted. Typical types of hazardous
wastes accepted include: cleaners, automotive care products, paint and paint related
products, garden care and pest control products which were generated from use in the
home, household batteries, and spent automotive batteries.
Unacceptable wastes include: radioactive waste, pharmaceuticals, medical waste (e.g.,
hypodermic needles), explosive waste (e.g., ammunition, dynamite, shock sensitive
chemicals), and waste contaminated with PCB's at concentrations greater than 50 ppm.
2 -2
Mercury Collection Program
Mercury is a pollutant that causes water quality problems at very low concentrations. The
HHW program promotes proper mercury disposal through acceptance of mercury
containing wastes and a mercury thermometer exchange program. This program offers
customers an electronic digital thermometer in exchange for their mercury thermometer. In
fiscal year 2007/08, 1,971 mercury thermometers were collected from residents and small
businesses. In exchange, the program gave out a total of 161 thermometers. To date, over
4,750 digital thermometers have been given out since the program began in 1999. Other
types of mercury containing wastes accepted include fluorescent bulbs, mercury switches,
and elemental mercury. An estimated 107 pounds of elemental mercury was collected from
over 32,200 pounds of mercury containing wastes during fiscal year 2007/08.
Mercury Collection Program — Schools
In 2007, CCCSD implemented a Mercury Minimization Program for schools by conducting
comprehensive pollution prevention audits of the high schools in our service area with a
focus on mercury sources in labs and facility operations. This Program offers our high
schools:
• Free disposal of mercury wastes through our HHWCF
• Free spirit - filled, lab grade thermometers in exchange for their mercury lab
thermometers
• Penalty -free compliance consultations during initial site visit to encourage adoption
of mercury control best management practices
• A recognition program to acknowledge high schools that adopted effective mercury
control strategies; the first certificates will be issued by CCCSD at our Board Meeting
during Pollution Prevention Week this year (2008)
• Education about mercury pollution prevention via a flyer created by CCCSD for
distribution to high school students and their parents
The results for the first year of the program are below:
• 8 High Schools participated
• 174 mercury filled laboratory thermometers were collected
• 1 pound of elemental mercury was collected
• 135 spirit filled thermometers were exchanged
• 12.25 pounds of mercury compounds were collected
• Estimated cost of recycling the mercury, disposing of the mercury compounds and
providing the spirit filled thermometers to the schools was $939
2 -3
HHW Reuse Program
Program participants are encouraged to "shop" for free reusable products provided through
the HHW Reuse Program. A wide variety of reusable household products including paint
and paint related material, garden, automotive, cleaners, etc., are available for customers
on a first come, first served basis. Reuse Room hours are: Tuesday through Saturday, 9
a.m. to 3:30 p.m.
Only uncontaminated products that are in their original containers with original legible
labeling are placed onto the Reuse Room shelves. Products that are banned by Federal,
State, or local regulations are not placed in the Reuse Room. An estimated 338,942 pounds
of reusable items were given away to more than 5,500 Reuse Room customers in fiscal
year 2007/08.
HHW Collection Facility Staffing
The staffing objective is to operate the HHW Collection Facility with minimal contract staff
during the periods with lower participation, and to supplement the regular staff with
temporary labor when necessary to accommodate the seasonal fluctuations in participation
that are experienced. The HHW Collection Facility began operating in 1997 with three
regular staff: A Supervisor, one Senior HHW Technician and one HHW Technician 1 /II. This
staffing level was based on an annual participation rate of four percent, which was almost
doubled after the first year of operation. The participation level the first years the facility
opened was 7.8%
In response to the high demand for HHW drop -off service, the District's Board of Directors
approved an additional regular HHW Technician 1 /II position during fiscal year 1999/00, and
an additional regular Senior HHW Technician position during 2000/01. That level of regular
District personnel: one Supervisor, two Senior HHW Technicians and two HHW Technician
1 /II's was achieved as of October 2001. Participation levels were at 10.8%
With participation levels in fiscal year 2007/08 expected to exceed 14 %, the District's Board
of Directors approved an additional HHW Technician 1 /II to meet the demands of
participation. The new level of regular District personnel at the HHWCF is one Supervisor,
two Senior HHW Technicians, and three HHW Technician 1 /II's.
2-4
HHW Collection Facility Rules
The following HHW Collection Facility rules were established to 1) maintain compliance with
Federal, State and local regulations, 2) determine program eligibility, and 3) maintain a safe
operation:
• The waste must be generated by a central Contra Costa County resident or business
and transported to the HHW Collection Facility or temporary HHW collection events
by an eligible resident or business. Exceptions are accommodated for certain
circumstances (e.g. deceased eligible resident with a family member from out of the
service area delivering the wastes and District employees who live outside the
CCCSD service area).
• The quantity of hazardous waste transported by residents must not exceed 125
pounds (approximately 15 gallons), or 220 pounds (approximately 27 gallons) if
transported by businesses.
• Participants must not transport unacceptable HHW to the facility (explosives,
pharmaceuticals, medical waste, PCB waste, or radioactive waste). Participants
must remain in their vehicle.
• Participants must not smoke while receiving HHW collection service.
• Businesses must make an appointment prior to dropping off hazardous wastes.
• HHW shall not be illegally dumped.
The two rules that have been violated most frequently are: 1) participants exceeding the
allowable transportation limit and 2) residents and businesses arriving from outside of the
service area. The discussion below explains how each violation is addressed.
Participants are asked to remain in their vehicles for their own safety and as required by
law. Participants are also asked to transport waste in closed containers no larger than five
gallons and carefully packed (no garbage bags) to prevent spills during transport.
Separating products by material type is recommended to avoid the potential for mixing of
incompatible chemicals that can react and create toxic vapors during transport.
Transportation Limits
Transportation limits apply to both residential and small business customers using the
facility. The transportation quantities apply to the actual amount of waste transported to the
2 -5
facility and not the containers' capacity. The applicable transportation limits for residential
customers are 125 pounds or 15 gallons, and the limit for business customers is 27 gallons
or 220 pounds. During fiscal year 2007/08, 2,033 residential customers (7.3 percent of
residential customers) delivered wastes to the HHW Collection Facility in excess of the
transportation limits. This is an increase from last year's 6.3 percent. The reason for the
increase can be attributed to the increase in participation partly due to the universal waste
regulations described in Section 1 and rising cost for fuel.
Typical reasons customers express for exceeding the limit are: 1) we are moving and had to
get rid of all of our HHW today, 2) we are from out of town /state, and are cleaning our estate
property, and 3) gas prices are too high to make multiple trips. The customers were
informed that they had exceeded the transportation limit, provided with written information
regarding the transportation limits, and the wastes were received and processed through
the facility. The majority of these violators were Concord, Walnut Creek, and Martinez
residents.
Proof of Residency
Proof of service area residency (California driver's license) is required prior to facility
acceptance of hazardous waste to verify program eligibility. Only residents and businesses
located in central Contra Costa County are eligible. When customers from outside the
facility's service area arrive to drop off wastes, their waste is rejected and they are provided
with contact information for the program in their area of residency. Two exceptions are
made for accepting HHW generated from outside of the facility's service area: 1) any
CCCSD or Mt. View Sanitary District employee is eligible for service; 2) HHW is accepted
and processed if the load is determined not to be safe for further transport. An example
would be wastes delivered in a leaking container.
During fiscal year 2007/08, a total of 114 customers arrived from outside of the facility's
service area. Based on the HHW acceptance criteria above, 72 of the 114 loads were
rejected, 1 load was deemed unsafe for further transport and 38 were accepted and
processed. The rejected loads were delivered from either east or west Contra Costa
County, Solano County, or were small businesses unaware of the program requirements.
Eligible small businesses were given literature regarding our Small Business Hazardous
Waste Program. The number of rejected loads is slightly higher than last year's total of 36
rejected loads.
2 -6
Unacceptable Wastes
There are very few unacceptable wastes that can be received and processed through the
facility. When unacceptable wastes are delivered to the facility, they are rejected unless
staff determines the waste is unsafe for further transportation. Under this scenario, the
wastes are accepted and processed ysafely, and the event is recorded for the facility's
operating record. During fiscal year 2007/08, there were no incidents involving potentially
explosive materials (PEM). There was only one PEM instance the previous fiscal year. This
could be attributed to our continued outreach explaining the hazards of these types of
materials and if found, how to manage them.
Other less dangerous but unauthorized wastes that were brought in include ammunition
discovered in loads after the customer leaves the facility. Ammunition and related products
(e.g., fireworks, gunpowder, primers, etc.) are the most common types of unacceptable
waste received and are usually picked up by the Sheriffs Department staff or a local
firearms dealer.
Abandoned Wastes
Occasionally, hazardous wastes are abandoned near the HHW Collection Facility or along
the access roads to the facility. HHW staff performs a community inspection two times per
week in order to identify abandoned wastes promptly. Either the security service or District
staff identifies other abandoned wastes. During fiscal year 2007/08, a total of 3 events were
recorded where hazardous wastes were abandoned at or near the facility. Although clear
signage is posted to discourage illegal dumping, the parking area near the entrance or exit
gates of the HHW Collection Facility is the typical location where wastes have been
abandoned. The waste types found were typical household wastes such as oil, paint,
batteries, and propane cylinders. In all of these cases, the hazardous wastes were
processed through the HHW Collection Facility.
Funding
For residents within the District, funding is provided by a component of the Central Contra
Costa Sanitary District's Sewer Service Charge, (approximately $9.65 per household per
year of the total annual Sewer Service Charge of $311). For residents outside the District's
Sewer Service Charge areas, the HHW Collection Facility is funded through service
2 -7
agreements with Mt. View Sanitary District, Concord, Clayton and San Ramon (for their
residents to the south who are outside the District's service area). They are charged the
same as the households within the District. Reference Section 9 for additional information.
Additional Information
Further details about the HHW Collection Program can be obtained by calling the HHW
information line: 1- 800 - 646 -1431, or by accessing the web sites at www.centralsan.org or
www.mvsd.org
2 -8
Section 3: HHW Collection Facility
Residential Participation
HHW FACILITY RESIDENTIAL PARTICIPATION
During fiscal year 2007/08, 27,524 residential loads of HHW were processed through the
permanent HHW Facility. Combined with the 463 customers served through the temporary
HHW collection events, a total of 27,987 residential loads of HHW were processed during
fiscal year 2007/08. This represents a 14.5 percent (using 27,940 District participants)
participation rate of the 192,280 households in the program service area. This is an
increase of 0.9 percent from the 13.6 percent participation rate experienced during fiscal
year 2006/07. During this fiscal year, 16.2 percent of the residential participants were "first
timers" to the facility. This level of new participants is lower than the last three years.
The number of households in the District was updated and reduced in 2008 by 2,273
households. Both Mt. View Sanitary District and the City of San Ramon reduced the number
of homes in their service area and city. Mt. View's update was due to an error when they
included commercial use connections with their residential connections. San Ramon's
adjustment came when the Dublin San Ramon Services District provided a more accurate
number of residential connections they serve in the City of San Ramon.
3,000
2,500
i 2,000
w
1,500
E
= 1,000
500
H
Figure 3 -1
HHWCF Participation
Cars per Month
Fiscal Year 2007 / 2008
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June
3 -1
Table 3 presents the distribution by jurisdiction of the 27,987 participants in the residential
portion of the HHW Program. The 47 residents outside of the facility's service area shown
on Table 3 were excluded from the participation rate calculation. Table 3 shows that each
community exceeded the annual goal of 4 percent participation. Annual combined
permanent facility and temporary event participation ranged from 6.1 percent in the City of
San Ramon to 23.1 percent in the City of Lafayette. It is important to note that the City of
San Ramon is the only jurisdiction that has previously relied, in part, on temporary event
participation to achieve the minimum 4 percent participation goal. This is the fifth
consecutive year the City of San Ramon has exceeded the 4 percent permanent facility
participation goal, with a participation rate of 4.7 percent.
Our tracking of residents from unincorporated areas depends on residents' awareness of
their address being located in an unincorporated community versus an incorporated city.
Many residents are uncertain of this distinction. In this instance, HHW Collection Facility
staff assumes that the address is in an incorporated area. Therefore, the 8.0 percent
participation rate shown in Table 3 for the unincorporated areas may be understated since
cities like Walnut Creek, Pleasant Hill, Lafayette, and Martinez have pockets of
unincorporated areas within and around them. Conversely, the participation rate shown for
these cities may be slightly overstated.
Monthly participation at the permanent facility ranged between 1,243 cars in December and
2,790 cars in July. The lower participation during the winter months is attributed to fewer
operating days due to the
holidays, and seasonal Figure 3 -2
fluctuations in participation HHWCF Participation
presumably due to more Average Cars per Day
Fiscal Year 2007 / 2008
inclement weather. This
fiscal year of operation Aso
� 121 147
began with a high 120
participation of 2,790 cars E 90 91 99
in July 2007, slowly d 80
a
declined to 1,243 cars in 40
December, and then ended
at 2,375 cars in June 2008 °
Tuesday Wednesday Thursday Friday
Saturday
(see Figure 3 -1). Figure 3- Days y Aeration
2 presents the average
3 -2
Figure 3 -3
HHWCF Participation
Overall Average of Cars per Day
120
100
g 80
60
40
20
0
residential participation for
each day of operation,
Tuesday through Saturday.
Figure 3 -2 shows that
Tuesdays and Saturdays
continue to have the highest
customer usage. The
average number of cars on
Tuesday has increased from
101 cars in 2005/06 to 114
e ��oo h�o(0 o�o� 100
�� �� cars in 2006/07 to 121 cars
* From Fiscal Year 1997 /98 to September of 2001, the HHW Facility operated only 3' /2 days per in 2007/08. The average
week. Beginning in September 2001 the facility operates 5 days per week number of cars on
Saturdays has also
increased from 127 cars in 2005/06 to 139 cars in 2006/07 to 147 in 2007/08. The number
of cars per day increased from an overall average of 105 cars per day in fiscal year 2006/07
to 112 cars per day in fiscal year 2007/08.
Figure 3 -3 presents a comparison of the average number of cars per operating day since
the HHW facility opened. Presenting the data in this manner factors out the effect of
varying number of operating days between months. The patterns are similar from year to
year, with a slight shift in the number of cars between each year. This data serves as a tool
to plan for staffing levels through the different seasons and to promote the facility's services.
Figure 3 -4 shows the
consistent increase of
participation since the
HHW Program began.
Regulatory changes and
increased public
awareness of HHW
disposal requirements are
some of the reasons for the
HHW programs over-
growing success.
Figure 3 -4
HHW Participation
Participants vs. % of Households
GIB]
30,000
25,000
20,000 it
0
,s,000 �
,0,000
a
5,000
0
w
Table 3
Residential Participation by Jurisdiction
Fiscal Year 2007 / 2008
Community' Number of
Households
Number of Cars
z
HHW Facility % of Temporary % of
Participation Community Event Community
Participation
Total Total % of
Participants Community
Clayton
3,954
658
16.6%
0
0.0%
658
16.6%
Concord
45,443
6,932
15.3%
0
0.0%
6,932
15.3%
Danville
15,387
1,909
12.4%
88
0.6%
1,997
13.0%
Lafayette
9,320
2,150
23.1%
0
0.0%
2,150
23.1%
Martinez / Mt. View
20,957
4,409
21.0%
0
0.0%
4,409
21.0%
Mora a
5,693
849
14.9%
0
0.0%
849
14.9%
Orinda
6,681
1,286
19.2%
0
0.0%
1,286
19.2%
Pleasant Hill
14,206
2,401
16.9%
0
0.0%
2,401
16.9%
San Ramon
21,752
1,021
4.7%
367
1.7%
1,388
6.4%
Walnut Creek
31,187
4,447
14.3%
1
0.0%
4,448
14.3%
Unincorporated
17,700
1,415
8.0%
7
0.0%
1,422
8.0%
Subtotal
192,280
27,477
14.3%
463
0.2%
27,940
14.5%
3,4 Out of Service Area
N/A
47
N/A
0
N/A
47
N/A
oa
2 524
14.3%
463
0. o
14.5%
' CCCSD estimate based on January 2008 Department of Finance data and data provided by MT. View Sanitary District and the City of
San Ramon.
2 One temporary HHW collection event was held in San Ramon during fiscal year 2007/2008. See Section 6 for details.
3 Hazardous waste from outside of the service area was accepted and processed for one of two reasons: 1) employees from CCCSD
and Mt. View Sanitary District who live outside of the service are also eligible for HHW program participation, 2) household hazardous
waste generated outside the service area that is deemed unsafe for further transport is accepted and processed as a safe and
responsible business practice.
4 The number of cars outside of the service area was not included in the participation percentage.
Section 4:
Quantities of Wastes Collected
QUANTITIES OF WASTES COLLECTED
The HHW Collection Program disposed or recycled 1,552,421 pounds of waste during fiscal
year 2007/08 (see Table 4). This amount of waste disposed of is about 26,600 pounds less
than last year, 2006/07. Adding the 338,942 pounds of HHW collected, separated and given
to the public for reuse, 1,891,363 pounds of HHW were collected and processed through
the HHW Collection Facility (see Table 5). An average of about 67 pounds of HHW per car
was dropped off by 28,373 (27,987 residents and 386 small business appointments)
customers. The wastes were transported from the HHW Collection Facility for either reuse,
recycling, fuel blending, incineration, treatment or landfill. Data specific to the Reuse Room
participation and materials reused is presented in Section 5 of this report. The following
tables and figures provide summary data for HHW processed through the facility:
• Table 4 presents the distribution of HHW processed through the permanent facility,
and at the one -day collection event, by participating jurisdictions. The distribution
was calculated by multiplying the percentage of participants from each jurisdiction
times the total weight of waste processed.
• Figure 4 -1 presents the quantity of wastes transported off -site each month.
• Figure 4 -2 presents a breakdown of hazardous wastes processed by type of waste.
The transportation classifications on the shipping documents were used as the
primary means for segregation into waste type.
• Figure 4 -3 presents the distribution of hazardous wastes processed by management
method.
The HHW Collection Program's eleventh fiscal year of operation was highly successful in
providing an appropriate option for customers to properly manage their HHW. This success
resulted in the removal of potentially dangerous materials from peoples' homes, diverting
the wastes from possible illegal disposal to the solid waste, storm drains, and sanitary
sewer systems. The California Integrated Waste Management Board ( CIWMB) requires a
report for each fiscal year (July through June) summarizing the amount and types of
hazardous waste processed through each HHW Collection Program in the state. The report
also shows a breakdown of the waste management method for each type of hazardous
waste. This report, CIWMB Form 303, for fiscal year 2007/08, is included in Appendix I.
This is the first year the waste management method of landfilling has exceeded 0.1 % of the
4 -1
total amount of wastes disposed. Normally, only asbestos is sent for direct landfill from the
HHW facility. In February of 2008, an error in how latex paint was being managed was
found. From November 2007 through January 2008, Philip Services Corporation, the HHW
Programs waste management contractor failed to notify the District that their treatment
facility in Kent, WA was no longer capable of fuel blending latex paint. Fuel blending is a
method of waste management that takes wastes that have BTU value and blends them
together to form a fuel for use in the production of Portland cement. Assuming the District
was aware of this new restriction, the Kent, WA facility proceeded to stabilize (solidify) and
landfill 45,650 pounds of latex paint without the approval of the District.
From January forward, all latex paint collected for disposal is now recycled into either
recycled paint or used as a binding agent for making cement products.
200,000
,a 160,000
s
120,000
M
3
0 80,000
r
p1 40,000
3
0
Figure 4 -1
Waste Disposal per Month
Fiscal Year 2007 / 2008
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May June
Includes weight of HHW disposed from the permanent HHW Collection Facility and the San Ramon
one -day temporary collection event.
4 -2
3;
Figure 4 -2
Breakdown of Waste Shipped
by Weight ( %) of Major Categories
Fiscal Year 2007 / 2008
5% 9%
12%
19%
• Oil Based Paint
• Motor oil /Oil Filters
6% 13 Latex Paint
Other
—2% ■ Flammables
■ Car Batteries
0
° ❑ Poisons
■ Aerosols
3% ■ Corrosives
❑ Household Batteries
Figure 4 -3
Waste Management Method Breakdown
Percentage of Waste Processed by Weight
Fiscal Year 2007 / 2008
39.4%
2.7% N111106-= ---
31.4%
4 -3
6.6%
2.0%
17.9%
• Reuse
• Fuels Substitution
• Landfill
• Recycle
• Incineration
El Treatment
Table 4
Estimate of HHW Collected By Community
Fiscal Year 2007 / 2008
Community
Number of Cars
Percent of Total Cars
Estimate amount of Waste Collected
by Community (pounds)
Clayton
661
2.3%
44,063
Concord
7,048
24.8%
469,824
Danville
2,006
7.1%
133,721
Lafayette
2,169
7.6%
144,587
Martinez / Mt. View
4,493
15.8%
299,506
Mora a
857
3.0%
57,128
Orinda
1,309
4.6%
87,259
Pleasant Hill
2,425
8.5%
161,652
San Ramon
1,417
5.0%
94,458
Walnut Creek
4,502
15.9%
300,106
Unincorporated
1,438
5.1%
95,858
Subtotal
28,325
99.8%
1,888,163
Out of Service Area
48
0.2%
3,200
Miall
28,373
100.0%
1,891,363
' The total number of cars includes 27,987 cars from the permanent facility, 463 cars from the temporary HHW collection
events, and 386 business appointments.
2 The total weight collected includes HHW disposed and reused from the permanent facility (residents and businesses) and
from the temporary HHW collection event.
Section 5:
Pollution Prevention
POLLUTION PREVENTION EFFORTS
Central Contra Costa Sanitary District ( CCCSD) owns and operates a municipal wastewater
collection system and a 45 MGD (average dry- weather flow) treatment plant. CCCSD
collects, treats, recycles and disposes wastewater from approximately 445,000 residents of
central Contra Costa County. The collection area covers 141 square miles and includes
approximately 1,500 miles of sewer pipes. Each year, the treatment plant treats over 17
billion gallons of wastewater. Of that, 600 million gallons of treated effluent is recycled and
distributed back for landscape irrigation and in -plant uses. The remaining 16 billion gallons
is discharged via a deep -water outfall to the Suisun Bay.
CCCSD'S Pollution Prevention Program
CCCSD's Pollution Prevention (132) Program has evolved over the years to become an
important component of CCCSD's organizational mission, which specifically includes P2
and reflects the growing importance of P2 for regulatory compliance. The District's
treatment plant is required to monitor and prevent certain pollutants from entering the
influent wastewater. These efforts utilize the HHW facility by one; removing the waste
before it reaches the sewer and two; tracking the amount of waste that is diverted. The
HHW facility properly disposes of many chemicals, but the chemicals the treatment
plant is most concerned of are: mercury, cyanide, dioxins, acrylonitrile, copper, lead
and, fats, oils and grease (FOG). HHW staff is also monitoring the intake of bis-
tributyltin, dieldrin, DDT (4,4 -DDE) and, diazinon and chlorpyrifos, as well as some
emerging pollutants such as polychlorinated biphenyls (PCB's) and, pharmaceuticals
and personal care products. The District's pollution prevention activities and their
effectiveness measurements are summarized below.
Mercury Collection Program
The HHW program facilitates CCCSD's promotion of proper mercury disposal by accepting
elemental mercury, mercury containing devices (e.g., fluorescent bulbs, batteries, mercury
switches and mercury thermometers) and mercury containing compounds (paints and
pesticides containing mercury).
Since the beginning of the mercury thermometer exchange program in 1999, approximately
4,750 digital thermometers have been provided to customers in exchange for a mercury
5 -1
thermometer dropped off at the permanent HHWCF.
In fiscal year 2007/08, a total of 161 digital thermometers were exchanged for 1,971
mercury filled thermometers. Assuming 1 gram of mercury per fever thermometer, the HHW
program kept approximately 4.3 pounds of elemental mercury out of the environment from
the collection of thermometers alone.
Table 5 -1 describes the types of mercury- containing wastes that are tracked by HHW staff.
This system closely estimates the quantities of mercury contained in fluorescent lamps,
thermometers, thermostats, switches and button cell batteries. Elemental mercury is also
weighed and tracked. A total of approximately 107 pounds of mercury contained in these
types of wastes was collected through the HHW program during fiscal year 2007/08. In
2007, 41 pounds of mercury- containing compounds were collected. The portion of mercury
in these paints, pesticides and other compounds is unknown but are listed as active
ingredients on the labels.
Table 5 -1. 2007/2008 Mercury Collection Summary
Mercury- Containing Devices
Number
Units
Estimated
Total
Pounds
of Items
Quantity of Mercury
Fig
Thermostats 3 gm/unit)
206
Ea
618 Grams
1.36
Thermometers 1 gm/unit)
1,971
Ea
1,971 Grams
4.34
Elemental H Ibs)
93.25
Lbs
93.25 lbs.
93.25
Switches
4
Lbs
3.38 Ibs
3.38
Mercury Batteries
273
Lbs
853,125 Milligrams
1.88
Fluorescent Lams
251,533
Feet
1,433,738 Milligrams'
3.15
Total Hg in Pounds
107.35
Paints, pesticides & other
41.44
Containers
41.44 Ibs. 6
41.44
com ounds containing mercury
Thermostats - Each HVAC type thermostat contains approximately 3 grams of Hg in each ampoule.
2 Thermometers - A number of studies report that mercury- containing thermometers contain between 0.5 and 3 grams depending
on their size. As a result, the fever -sized thermometer (1gram Hg / thermometer) will be used to calculate the quantity of mercury
in all thermometers. Depending on the size of the thermometer, an estimated equivalent number of fever -sized thermometers will
be used (i.e., laboratory thermometers contain an average of 5 grams of mercury per thermometer. This sized thermometer
would contain 5 fever -sized thermometers.).
3 Switches - As there are no standard sizes or quantities of mercury in switches, all switches will be weighed and 10% of the gross
weight of switches will be subtracted to account for the containers.
"Mercury Batteries - Studies show that button cell batteries can contain up to 25 mg of mercury in each battery. Since there is a
wide variety in the sizes of button cells, the following is assumed: There are roughly 250 various sized button cells in one pound.
An average of 12.5 mg /cell accounts for all sizes. Therefore, 250 cells x 12.5 mg = 3,125 mg of mercury per pound of button cell
batteries.
5 Based on numerous studies, fluorescent lamps have as little as 3.5 mg of mercury with some having as much as 60 mg. The
average concentration found after 1994 is 22.8 mg per 4 -foot lamp. For this report, 22.8 mg per 4 -foot lamp (or 5.7mg per foot of
lamp) was used.
5 The weight of paints, pesticides, and other is not included in the Total Hg in Pounds figure. The actual mercury content is
unknown. On product labels the concentration is not always listed. The weight is calculated as the pesticides are in Table 7.
5 -2
Hazardous waste manifests and bills of lading are the documents used to track quantities of
HHW shipped from the HHWCF. Rather than weigh each shipping container, an estimated
weight is assigned to each container according to its size and waste type. Using this
tracking methodology, an estimated 1,400 pounds of light ballasts containing PCBs and
approximately 137,575 pounds of lead containing wastes (lead acid batteries and lead
compounds) were collected and properly disposed or recycled.
Some legacy pesticides and other pollutants of concern are tracked separately in order to
provide a more accurate report of collected compounds. Table 5 -2 below shows which
pesticides and POC's are tracked and the quantity collected in fiscal year 2007/08. As
every container of waste collected is not full, an estimate of the average of a half -full
container was used to calculate the amount of waste in a single container. This has proven
to be a conservative estimate.
Table 5 -2. FY2007/08 Miscellaneous Chemical Collection Summary
Liquids Solids
Pint Quart Gallon <5lbs. <15lbs. <30lbs.
(1.0631bs.) (2.125 lbs.) (2.51bs) (7.5Ibs) (15lbs)
Compound Lbs. Lbs. Lbs. Lbs. Lbs. Lbs. Total Pounds
Tributyltin
17
31.88
2150.5
2.5
0
0
2,201.88
Diazinon
733.13
731
340
527.5
300
30
2,661.63
Chlorpyrifos
261.38
618.38
1258
202.5
67.5
0
2,407.75
Copper
359.13
716.13
2720
280
15
0
4,090.25
1 Pentachlorophenol / 2,4,5-
/ Trichloro henol
108.38
165.75
850
12.5
0
0
1,136.63
Lindane
202.94
59.5
8.5
120
0
0
390.94
Chlordane
128.56
265.63
127.5
147.5
0
45
714.19
DDT (DDE)
27.63
1 27.63
0
20
0
1 0
75.25
Dieldrin
1.06
12.75
17
7.5
0
0
38.31
Aldrin /Heptachlor /Endrin[To
xa hene /Endosulfan
9.56
17
8.5
10
0
0
45.06
Lead Compounds
11.69
4.25
136
2.5
0
0
154.44
Nickel Compounds
2.13
1 0
68
0
0
0
70.13
Mercury Compounds
Paints, etc.
20.19
4.25
17
0
0
0
41.44
Arsenic Compounds
227.38
157.25
51
62.5
15
0
513.13
Zinc Compounds
44.63
161.50
374
77.5
7.5
1 0
665.13
Fats, Oils and Greases
(FOG)
10.63
291.13
3,647
10,848
5- gallon containers o
FOG @ 32lbs. Each
14,796.25
Total
30,002.38
5 -3
Section 6:
Wastes Diverted From Landfill Disposal
WASTES DIVERTED FROM LANDFILL DISPOSAL
The California Integrated Waste Management Act of 1989 (AB 939) requires diversion of
HHW from the municipal solid waste stream. AB 939 established a waste management
hierarchy to minimize the amount of collected HHW sent to hazardous waste (Class 1)
landfills through reduction, reuse, recycling, treatment, or incineration (fuel blending or
destructive incineration), with emphasis on reduction, reuse and recycling whenever
possible. The HHW Collection Facility's waste management strategy mirrors AB 939,
prioritizing HHW reduction, reuse, recycling, and fuel blending, in that order, to the greatest
extent feasible.
The HHW program experienced a 51 percent reuse /recycling rate in its first two years of
operation, fiscal years 1997/98 and 1998/99. A reuse /recycling rate of 49 percent was
achieved the following three fiscal years, 1999/00 through 2001/02. With this demonstrated
ability to consistently maintain a high reuse /recycling rate, the District established a goal in
fiscal year 2001/02 to maintain a greater than 49 percent reuse /recycling rate of the facility's
total weight of HHW processed through the facility. This goal was also met in fiscal years
2002/03 and 2003/04, with reuse /recycling rates of 54 percent and 61 percent, respectively.
It should be noted that fuel blending is also a beneficial use of HHW that diverts HHW from
landfills. Fuel blending represents a type of resource conservation by replacing natural gas
or other raw fuel with high BTU value HHW (oil based paint, gasoline, etc.) to fuel a cement
kiln for manufacturing Portland cement and masonry products. Therefore, the District's goal
was revised in fiscal year 2004/05 from a minimum of 49 percent HHW reuse /recycling to a
minimum of 49 percent HHW landfill diversion, in order to capture the quantity of HHW that
was fuel blended as a waste management method that results in beneficial use of HHW
(see Section 2, Goals). The HHW program's progress toward landfill diversion for fiscal year
2007/08 is outlined below.
HHW Reduction
The District has achieved eleven successful years of its Integrated Pest Management (IPM)
Program, which encourages the reduction of hazardous waste generated through
alternative gardening maintenance techniques and plant selection. IPM activities include
store participation to promote less -toxic pest control products, "Healthy Gardening"
workshops conducted by Master Gardeners at various locations throughout the HHW
program service area, and distribution of a free video entitled, "The Healthy Home and
C.
Garden: Less -Toxic Pest Control ", through libraries and video stores in our service area.
HHW Reused
Screening wastes collected and segregating reusable products for free give -away creates a
situation that benefits all parties by minimizing the amount of waste requiring recycling or
disposal and reducing operating costs. A quality assurance plan is in place to ensure that
the reusable product's container has its original label and is in good condition. Personal
care products, commercial and industrial products, and products containing banned
chemicals such as legacy pesticides, or chemicals slated to be banned such as copper
napthanate, tributyltin oxide, and methylene chloride commonly found in insecticides,
fungicides, and paint related materials, are not given away.
Reuse accounted for roughly 18 percent of the total amount of waste collected by the HHW
Program. The amount of reusable items given away increased by 2 percent or about
22,000 pounds from last fiscal year. The Reuse Program continued to be promoted through
the facility staff, the CCCSD Pipeline, the CCCSD website, business trade shows and word
of mouth. Approximately 5,497 Reuse Program participants were given over 338,942
pounds of free reusable items during fiscal year 2007/08. This represents an average of
nearly 62 pounds per participant, or about 28,245 pounds of reusable items per month. The
estimated cost savings achieved through the reuse program is $335,553. This is based on
the operating cost of $0.99 per pound (figure 1 -4) and 338,942 pounds of HHW reused and
diverted from disposal.
HHW Recycled
In fiscal year 2007/08, the amount of waste recycled increased to 745,106 pounds from
464,724 in 2006/07. This is mainly due to switching latex paint from fuel blending to
recycling. In fiscal year 2007/08, Fluorescent lamps volumes increased by 77 percent, while
battery volumes decreased by 31 percent. The decrease in the amount of batteries
collected though the HHW program can be contributed to the battery collection program
sponsored by the Central Contra Costa Solid Waste Authority. Their retail and curbside
collection program collected more than 37,500 pounds of household batteries.
The types of hazardous waste recycled at off -site facilities include: latex paint, used motor
oil /filters, antifreeze, car batteries, propane cylinders, fluorescent lamps, lead, mercury,
household batteries and printer cartridges. Table 6 shows the quantity of each type of
recyclable waste, totaling 745,106 pounds, or 39 percent of the total quantity of HHW
collected.
HHW Fuel Blended
In fiscal year 2007/08 a total of 593,850 pounds of oil based paint and other flammable
liquids (gasoline, paint thinners, etc.) was blended with other flammable hazardous wastes
and used as a fuel source at a cement kiln. This management method accounted for 31.4
percent of the total quantity of HHW collected as shown in Table 6. While fuel blending is
lower in the waste management hierarchy than recycling, it is still a beneficial use that
avoids destructive incineration or Class I landfill disposal.
Progress Toward Diverting HHW From Landfills
The total quantity of HHW diverted from landfills and processed through recycling and fuel
blending for beneficial use is 1,338,956 pounds, or 71 percent of the total amount of HHW
collected. Adding the estimated amount of HHW reused, 338,942 pounds, brings the total
diverted amount of HHW to 1,677,898 pounds, or 89 percent of the total quantity of HHW
collected. This level of landfill diversion far exceeds the current reuse /recycling goal of 49
percent. Considering reuse and recycling separately from fuel blending, a landfill diversion
rate of 57.3 percent was achieved (1,084,048 pounds). Beginning in February of 2008, latex
paint has been recycled to resume the previous year's high reuse /recycling rate.
M,
Table 6
Quantity of Landfill Diverted Waste
Fiscal Year 2007 / 2008
Material Type
Quantity Recycled
(Lbs.)
Recycled /Reused
Motor oil / oil filters
191,632
Antifreeze
26,582
Car batteries
119,440
Fluorescent lamps
32,114
Propane cylinders
19,850
Scrap metal (lead, brass and copper)
405
Printer cartridges
47
Mercury (elemental)
116
Household batteries
44,370
Latex Paint
310,550
Total recycled Waste
745,106
Reused HHW
338,942
Total recycled and reused HHW
1,084,048
Percent of HHW reused or recycled
57.3%
Fuel Blended
Oil based paint
301,600
Other flammable liquids
142,650
Latex paint
149,600
Total fuel blended waste
593,850
Percent of waste fuel blended
31.4%
Total landfill diverted Waste
1,677,898
Percent of waste diverted from landfill
88.7%
Total waste throughput, including reused,
recycled, and disposed
1,891,363
6 -4
Section 7: Temporary Collection Event
TEMPORARY COLLECTION EVENT
The HHW program participation goal is to serve at least 4 percent of the households in each
community in the service area. The objective of conducting a temporary collection event is
to supplement participation in the communities most remote to the HHW collection facility or
with the lowest participation. Participation at the permanent facility has met this participation
goal each of the past five years. In fiscal year 2007/08, the District's Board of Directors
proposed that if cities in the District wanted to sponsor a temporary HHW collection event in
their city, they would have to pay a fair portion of the costs to hold the event. The proposal
was to charge the cities that agreed to have an event, the incremental difference of the
costs per car calculation at the permanent facility from the cost per car charges at the event.
The cost per car at past events has averaged around $78 per car. The cost per car at the
permanent facility for fiscal year 2006/07 was $61 per car. Under the proposal the city
would expect to pay around $17 per car for the entire event. A letter was sent to each of the
City Managers in the HHW service area. Only one community, the City of San Ramon,
replied wanting to hold the event based on the cost share proposal.
The same types of HHW received at the HHW Collection Facility are accepted at temporary
HHW collection events. Appointments are required for participation. Philip Services
Corporation (PSC), the HHW program waste services contractor, managed the appointment
system for the event. Small business customers are not served through the temporary
event. Businesses are referred to the permanent facility for hazardous waste disposal
service.
The majority of the communities in the HHW service area experience a permanent HHW
facility participation rate in the double digits, ranging from 13.0 percent to 23.1 percent (see
Section 8 for summary). In fiscal year 2007/08, the City of San Ramon achieved a 4.7
percent participation rate at the permanent facility.
A temporary collection event was held on June 7, 2008 in San Ramon and served a total of
463 residents. Temporary event participation in San Ramon increased by 32 percent from
the previous year. A total of 36,229 pounds of household hazardous waste was collected at
a total event cost of $33,180. The cost per car for the event was $71.66. The City of San
Ramon's portion of the cost of the event was $4,937, which covers the difference between
the cost per car at the event $71.66 and the cost per car at the permanent facility, $61.
Table 6 presents the participation summary of the event. Figure 6 -1 presents the trend in
7 -1
cumulative participation at the San Ramon temporary HHW collection events held since the
beginning of the HHW program in fiscal year 1997/98.
The hazardous wastes received at the temporary collection events were properly packaged
for off -site transportation at the collection event site. To control costs from the collection
events, all partially full drums of hazardous waste were transported to the permanent HHW
Collection Facility to be consolidated with HHW received at that facility. Eligible reuse items
received at the temporary collection events were also transported to the HHW Collection
Facility where they were placed onto the shelves of the Reuse Room.
Table 7
Temporary HHW Collection Event
Participation Summary
Community
San Ramon
June 7, 2008
# of
Participants
% of
Participants
Clayton
0
0
Concord
0
0
Danville
88
19.0
Lafayette
0
0
Martinez / Mt. View
0
0
Moraga
0
0
Orinda
0
0
Pleasant Hill
0
0
San Ramon
367
79.3
Walnut Creek
1
0.2
Unincorporated
7
1.5
Out of Service Area
0
0
TOTAL
463
100%
7 -2
W
Figure 7 -1
Total Cars Served at
Temporary Collection Events
1000 IK
800
600 +Danville
Lafayette
L
V 400
--*—San Ramon
• Walnut Creek
200
0 1-4 7
�0�`00 00 0 00`00 �oo`o►. o'41 P
Fiscal Year
*The temporary collection event in Walnut Creek (Rossmoor) in FY05 /06 was a Mercury Thermometer
Exchange Event.
Section 8: Small Business Program
SMALL BUSINESS PROGRAM
Small Business Program Description
An important component of the HHW Collection Facility services is the collection of
hazardous wastes from small businesses that qualify as "Conditionally Exempt Small
Quantity Generators ( CESQG)" under the State of California's hazardous waste
management laws. This program is intended to offer a viable hazardous waste disposal
service for smaller companies that may not have access to cost - effective service for proper
hazardous waste management. An appointment packet is used to provide information
about the service including eligibility, operating requirements, and the appointment
process. The business completes the Waste Certification and Inventory Form and submits
it to the HHW Program staff to initiate the appointment process. HHW staff provides a price
quote for disposal charges for the inventoried wastes and sets an appointment for the
business to deliver the wastes to the facility. In most cases, same day appointment service
is available to customers. The business is provided a copy of the completed Waste
Certification and Inventory Form to serve as the business' record of proper disposal for the
wastes. The largest volume of wastes processed through the CESQG program is paints
and paint - related materials (e.g., thinners).
The significant differences between the residential service and the CESQG program are:
• Appointments are required for CESQG participants; and
• Administration and disposal costs for the wastes are recovered through a disposal
charge and $20 per appointment administration fee at the time of service.
The facility is open to serve small business customers Tuesday through Saturday. The
types of businesses using the facility's services continue to be diverse, ranging from
painting contractors to small manufacturing companies. Approximately half of the business
participants are comprised of painting contractors, general contractors, and public
agencies. The majority of the business participants, 68 percent, are located in Martinez,
Concord, and Walnut Creek.
Small Business Program Revenue
The amount of revenue collected from businesses for hazardous waste disposal during
fiscal year 2007/08 was $34,324 (see Table 8 -2), or approximately $89 per appointment.
8 -1
This is a decrease of 10 percent compared to last years figure of $99 per appointment. The
$34,324 of revenue includes $7,720 from Administration fees collected for each
appointment ($20 per appointment). See appendix III for the current CESQG disposal
charges.
Small Business Program Participation
In fiscal year 2007/08, the small business program served 386 appointments for 191
businesses. This is a 4 percent increase in the number of business appointments and a 19
percent increase in the number of businesses. Table 8 -2 presents the data for CESQG
program participation during fiscal year 2007/08, and includes the data from the previous
eight fiscal years for comparison. Table 8 -3 lists the companies and government agencies
that used the small business program services during fiscal year 2007/08. During the HHW
facility's eleven years of operation, CESQG program participation grew from 49
participants in the CESQG program's first year of operation (fiscal year 1998/99) to 191
participants in fiscal year 2007/08.
Small Business Program Outreach
To date, CESQG outreach activities have included on -going advertising in local chamber of
commerce publications, the District's Pipeline newsletter, advertising conducted by the
Central Contra Costa Solid Waste Authority, Business Trade Fairs, and word of mouth by
District's Source Control Inspectors, as well as Contra Costa County Hazmat Program
inspectors, as they complete their field work auditing the operations of eligible businesses.
In fiscal year 2005/06, targeted outreach was conducted in markets that program staff
assumed would be eligible for the small business program. This did not result in a change
in participation as no one that was targeted inquired about the program. In the past six
years there have been a total of 806 businesses that used the CESQG program. Of the
806 businesses, 55 percent or 443 are businesses that were new to the program since
2002/03, the year we began tracking new vs. repeat. That is an average of 74 new
businesses each year. Outreach efforts will continue with our normal venues Pipeline
articles, inspectors, tradeshows and word of mouth. These appear to be the most effective
methods of advertising the small business program.
8 -2
W
Figure 8 -1
CESQG New Customers
vs. Repeat Customers
200
1
160 61
128 '
L
E 120
108 101
0 90
80 1
40
0
FY2001 /02 FY2002/03 FY2003/04 FY2004/05 FY2005/06 FY2006/07 FY2007/08
■ Repeat 0 New
Table 8 -1
SMALL BUSINESS PARTICIPATION
BY JURISDICTION
NUMBER OF BUSINESS APPOINTMENTS
COMMUNITY
Fiscal Year
2007/2008
Previous
Fiscal Year
Clayton
3
4
Concord
116
116
Danville
9
6
Lafayette
19
4
Martinez / Mt. View
84
81
Moraga
8
8
Orinda
23
26
Pleasant Hill
24
17
San Ramon
29
21
Walnut Creek
54
55
Unincorporated
16
34
Other (outside of
service area)
1
1
TOTAL
386
373
The business was from our service area doing business outside of our service area. The
business was charged normal CESQG Rates.
8-4
Table 8 -2
Small Business (CESQG) Program Summary
Fiscal
Year
Number of
Business
Participants
Number of
New
Business
Participants
Number of
Appointments
Estimated
Pounds of
Waste
Processed
Average
Pounds of
Waste per
Appointment ppointment
Revenue
per
Pound of
Waste
Revenue
Collected
98/99
49
Not available
86
12,931
150
$ 0.72
$ 9,260
99/00
88
Not available
159
21,930
138
$ 0.80
$17,651
00/01
80
Not available
163
24,900
152
$ 0.84
$20,975
01/02
90
Base Year
191
30,542
160
$ 0.46
$14,094
02/03
111
80
226
38,046
168
$ 0.41
$15,561
03/04
108
59
216
41,298
191
$ 0.41
$16,907
04/05
107
50
226
39,608
175
$ 0.50
$19,884
05/06
128
55
252
40,841
162
$0.54
$22,054
06/07
161
94
373
81,777
219
$0.45
$37,008
07/08
191
104
386
59,966
155
$0.57
$34,324
* In March 2004, the District's Board added an Administration Fee of $20.00 per appointment to the existing
charges. The Revenue Collected figure includes these fees.
8 -5
Table 8 -3
Small Business Program Participants
*Companies in BOLD text are new to the program this year
AC / Electric Bay Alarm
Walnut Creek Pacheco
Acalanes Unified High School District
Moraga
Acro Associates
Concord
Acura of Concord
Concord
All Custom Woodworks
Concord
Allegro Copy & Print
Lafayette
Altaquiud
Concord
American Electric
San Ramon
Applied Process Tech
Pleasant Hill
Aqua Pro Water Mgmt.
Martinez
Art-Gecko Creative Studio
Pleasant Hill
Asta General Electrical Work, Inc.
Concord
Auto Parts of Concord, Inc
Concord
Axiant
Concord
Aztec Consultants
San Ramon
:.
Bay Cities Paving & Grading
Concord
Bayview Maintenance, Inc.
Walnut Creek
Bill's Ace Hardware
Martinez
BN Builders
Walnut Creek
BPR Health International
Moraga
Brendon Painting
Concord
Buchanan Field Airport
Concord
Building & Land Services (BLS)
Concord
Bureau of Alcohol, Tobacco, Explosives and
Firearms — Walnut Creek
Byron Park Retirement
Walnut Creek
C&M Investments
Concord
Cabinet Coats
Martinez
Calex Manufacturing Co., Inc
Concord
California Custom Painting
San Ramon
Cal Trans
City of Orinda
Walnut Creek
Orinda
CCC General Services Department
City of Pleasant Hill
Martinez
Pleasant Hill
CCC Health Services HM Program
City of San Ramon
Martinez
San Ramon
CCC Mosquito Vector Control
City of Walnut Creek
Concord
Walnut Creek
CCC Public Works
City Painting Co.
Martinez
Pacheco
CCC Sheriff
Clayton Police Department
Martinez
Clayton
CCC Sheriff Property Services
Coldwell Banker
Concord
Orinda
CCCC Transit Authority
Community for Jewish Living
Concord
Danville
CCCSD — CSO
ConCar Industries
Walnut Creek
Concord
CCCSD — LAB
Concord Jet Service
Martinez
Concord
CCCSD — POD
Concord Support Services
Martinez
Concord
Central Tune -up /Automotive
Contra Costa 76
Walnut Creek
Pleasant Hill
Chestnut Ave. Community Church
Contra Costa Electric
Concord
Martinez
Chrichael, Inc., dba Townsend Painting
Creative Woodworking
Orinda
Concord
City of Concord
D.K. Construction
Concord
Martinez
City of Lafayette
Dan's Camera & Graphics
Lafayette
Martinez
City of Martinez
David Collins Painting
Martinez
Orinda
8 -7
De La Salle High School
Concord
Denco Sales
Concord
Dennco Electric Service
Danville
Diablo Analytical
Concord
Diablo Country Club
Diablo
Diablo Marine & Trailer Service, Inc.
Martinez
Diablo Valley College
Pleasant Hill
Discovery House
Pacheco
Dome Lighting & Fan
Concord
East Bay Services
Concord
Eisenstaedt Landscaping
Concord
Elliott Halpern, DDS
Pleasant Hill
Enea Square Partners, L.P.
Concord
ETIC Engineering
Pleasant Hill
Fawn Painting
Pleasant Hill
Finishing Rooms Construction
Clayton
Fitzpatrick Chevrolet
Concord
:.
Foster Wheeler Martinez
Martinez
G. Ferrabee Grading & Paving Company
Martinez
Giga - Tronics
San Ramon
Golden Gate Gymnastics
Concord
Guilkey Construction, Inc.
Concord
Habitat for Humanity
Pacheco
Heald College
Concord
Hospice of the East Bay
Pleasant Hill
Howard Properties - Pacheco, LLC
Pacheco
Ivory Tile Co.
Concord
James Kelso, DDS
Walnut Creek
James Roberts - Obayashi
Danville
Jerome Potozkin, MD
Walnut Creek
Jetalon Solutions, Inc
Pleasant Hill
JFC Construction
Martinez
JFH Corrosion
Walnut Creek
JFK University
Pleasant Hill
JMT Mechanical
Concord
Joe Darden Painting
Concord
John Muir Behavioral Health
Concord
John Muir Homes
Martinez
John Smick
Lafayette
Johnny George Painting & Decorating
Concord
Kelly Moore Paint — Brentwood
Brentwood
Kelly Moore Repair Center
Concord
Key's Condo Owners Association
Walnut Creek
Kinder Morgan
Concord
Lafayette Electric
Lafayette
Lafayette Orinda Presbyterian Church
Lafayette
Lafayette School District
Lafayette
Little Hills Ranch
San Ramon
Llama Electric
Walnut Creek
Maintenance Master
Walnut Creek
Marcott Electric
Concord
-
Martinez Unified School District
Martinez
Maxim Services
Pleasant Hill
McCaulous
Lafayette
McPeak Electrical, Inc.
Martinez
Meher Schools, The
Lafayette
Mercury Compliance
San Ramon
Molina's Painting
Martinez
Moraga / Orinda Fire District
Orinda
Morison Ansa Holden Assuncao &
Proughie — Walnut Creek
Mount Diablo State Park
Clayton
Mt. View Sanitary District
Martinez
Nunes Ranch
Martinez
Oak Hill West Realty, LLC
Lafayette
Oak Park Christian Center
Pleasant Hill
Oncology Services Medical Group
Danville
Orinda 76
Orinda
Orinda Preschool
Orinda
Orinda Union Schools
San Ramon Valley Fire Protection District
Orinda
San Ramon
Pacific Mechanical Corporation
Sartorius Stedim
Concord
Concord
Paint Company, The
SecuriMetrics
Pleasant Hill
Martinez
Pleasant Hill Parks & Recreation
Self Storage of Walnut Creek
Pleasant Hill
Walnut Creek
Power Communication Splicing
Seven Hills School, The
Concord
Walnut Creek
ProGrass
Shadowood Owners Assoc.
Walnut Creek
Danville
R &J Construction, Inc.
Siemens
Danville
Concord
R.A. Ferreira
Siemens Energy & Automation
Alamo
Concord
RCM Industries, Inc.
Sierra Printing
Concord
Concord
Re Serrano
Spieker Stratmore Stanwell
Martinez
Concord
Ridgecrest Builders
St. Andrews Presbyterian Church
Alamo
Pleasant Hill
Rosewood House
St. Francis of Assisi Church
Concord
Concord
Round Hill Country Club
St. Mary's College
Alamo
Moraga
RREEF Real Estate Straight Line Imports
Walnut Creek Martinez
Russell Bruzzone
Subtronic
Lafayette
Concord
San Damiano Retreat
Summit Landscape
Danville
Martinez
San Ramon Shell
Sunset Tanning
San Ramon
Concord
8 -10
Tailored Building Services
Well's Fargo Bank
Concord
Concord
Tap Plastics
White Magic Cleaning and Restoration
Pleasant Hill
Concord
Technologies for Applied
Wilcox & Co
Instrumentation — Concord
Walnut Creek
Test America
Wild Birds Unlimited
Concord
Pleasant Hill
Townsend Painting
William Wurschmidt, DDS
Orinda
Pacheco
Toyota Walnut Creek
Yarkin
Walnut Creek
Concord
Tyris Corporation
Zigenis & Sons
Concord
Orinda
US Postal Service — Concord
Concord
Valley Waste Management
Walnut Creek
Ved -Co
Martinez
Verizon Wireless
Walnut Creek
W.J. Hess Construction
Alamo
Watson Electric
Martinez
Walnut Creek Ace Hardware
Walnut Creek
Walnut Creek Gasoline
Walnut Creek
Walnut Creek School District
Walnut Creek
Well's Fargo Bank
Walnut Creek
8 -11
Section 9: Public Education/
Program Promotion
PUBLIC EDUCATION /PROGRAM PROMOTION
HHW program participation grew from 7.7 percent in fiscal year 1998 -99 to a sustained
participation of approximately 12 percent during fiscal years 2003/04, 2004/05 and
2005/06. In fiscal year 2006/07 participation grew to 13.6 percent and in fiscal year
2007/08 participation grew again to 14.5 percent. This is mainly due to universal waste
disposal requirements mentioned on page 1 -2. The HHW program has been regularly
publicized in each issue of the District's Pipeline newsletter, which is direct mailed three
times per year to all Central Contra Costa Sanitary District residents and businesses.
Additionally, our assistant in sponsoring the facility, Mt. View Sanitary District, as well as
the Central Contra Costa Solid Waste Authority and cities and organizations in the service
area have used their newsletters to provide public education and promotion of the HHW
program. With this promotional strategy, 16.2 percent of the total residential participants
during fiscal year 2007/08 were first time customers, and the remaining 84 percent were
repeat customers. The percentage of first -time customers reduced by about four percent
compared to last year's percentage of first timers and the number of first time customer's
decreased by 19 percent from fiscal year 2006/07.
The HHW program is also promoted through displays staffed by CCCSD Communication
Services staff at the annual Earth Day Fair and nearly a dozen environmental fairs
sponsored by individual cities, Chambers of Commerce, and large corporations.
Promotions
Promotions for FY 2007 -08 include the distribution of HHW brochures and flyers to permit
counters and information kiosks in all the client cities, additional newspaper advertising in
targeted cities, and mailings planned for specific neighborhoods with historically low
participation.
A new outreach ad campaign for HHWCF used signage on grocery store shopping carts to
remind consumers to bring their household hazardous waste to the HHWCF. The signage
appears for six months on 40 percent of each stores' shopping carts. These mini - billboards
appeared in approximately a dozen Safeway Supermarkets in nine of the 10 cities served
by the HHWCF. The average weekly number of shoppers in the Orinda Safeway alone
exceeds 15,000.
9 -1
The temporary HHW Collection
Event was promoted using San
Ramon Valley newspaper
advertising and local newsletters.
Publicity was limited to this region
to ensure that all City of San
Ramon residents requesting an
appointment for HHW drop -off
could be accommodated. The
services of the permanent
collection facility were included in
each of the advertisements used to
promote the temporary event. The HHW information line, which includes information about
the permanent facility services on
an on -going basis, was also used
to promote the temporary
collection event a few weeks prior
to the event.
The Conditionally Exempt Small
Quantity Generator (Small
Business) program is promoted
through several publications and
activities, as described below.
Publications promoting the small business program:
• Advertising in local chamber of commerce publications, including annually
published city maps and Chambers of Commerce directories;
• Advertising conducted by the Central Contra Costa Solid Waste Authority;
• Advertising in local editions of the CC Times for targeted areas;
• Articles and announcements in every CCCSD Pipeline newsletter
Activities promoting the small business program:
• Central Contra Costa Sanitary District and Mt. View Sanitary District web sites;
• Six or more "environmental' fairs or business trade shows annually with a display
focused to HHW;
M
• Promotion by Source Control Inspectors as they complete their field work auditing
the operations of eligible small businesses; and
• Word -of- mouth.
Expanded promotion of the small business program during FY 2007/08 included:
• Expanded pages on the District's redesigned website
Planned promotion of the program for 2008/09 includes:
• Advertising flyers inserted into monthly and bi- monthly Chambers of Commerce
newsletters
A new promotional campaign, PS —
"Pollution Solutions," was designed for
and launched at five Ace Hardware
Stores — initially at four Bill's Ace
Hardware Stores in Martinez, Pleasant
Hill, and two in Concord, followed by
the Walnut Creek Ace Hardware Store.
The campaign consisted of store -
specific signage, posters, shelf talkers,
and flyers each noting the distance of
the individual store to the HHWCF.
Shelf talkers covered cleaning supplies,
automotive products, batteries,
fluorescent lamps and CFLs, paint and
POLLUTION
paint products. Each of the stores also received two battery drop -off buckets — five- gallon
containers — for in -store collection. The stores also accept fluorescent lamps for final
disposal at the HHWCF. We hope to duplicate the "PS" program in additional Ace
Hardware stores in the service area during 2008 -09.
HHW Collection facility tours are provided upon request. During the tour visitors are
provided an HHWCF tour packet that contains an HHW fact sheet, Mercury Waste and
Thermometer Exchange flyer, and other related items, which promote the HHW Program
and related District pollution prevention programs. A common question asked of HHW staff
by tour participants and customers dropping off wastes is: what happens to all of the waste
collected? The graphic on the following page illustrates how HHW transported from the
facility is managed.
9 -3
Since September of 1997, the HHWCF has collected and disposed of over 16 million
pounds of hazardous waste generated in central Contra Costa County. To celebrate the
10th anniversary of the Household Hazardous Waste (HHW) Collection Facility, a highly
visible billboard was used to advertise the celebration. The 14'X48' billboard is located
near the Mt. View Sanitary District treatment plant along Interstate 680 in Martinez, one
exit from the Benicia - Martinez Bridge. The Bridge connects Solano and Contra Costa
counties, and has the third highest bridge traffic in the Bay Area. Caltrans and Clear
Channel Inc. (the billboard owners) estimate that approximately 70,000 vehicles view the
billboard each day driving north bound on 1 -680, with a total of close to two million vehicles
during the posting period.
10 Years= 16 Million Pounds
of Household Hazardous Waste Collected!
HHW Collection Facility participated in MVSD's American Wetlands Celebration event on
May 17, 2008 to educate the public about pollution prevention and proper disposal of
household hazardous waste. The event was advertised on Contra Costa TV, Contra Costa
Times, Comcast Newsmaker TV program, MVSD's Mt. View Monitor newsletter, and the
websites of MVSD, US EPA, and partnering agencies. More than 25 state and local
agencies, businesses and community groups participated in the event. Approximately 250
visitors attended the celebration.
Michael Scahill, Communication Services Manager of
Central Contra Costa Sanitary District at the Household
Hazardous Collection Facility display table at the American
Wetlands Month and MVSD 85th anniversary celebration.
9-4
Many products found in your home are potential -
ly hazardous substances. They consist of chemi-
cal compounds that can poison, corrode, explode, or
ignite when handled improperly. When discarded, these
substances are considered household hazardous waste
(HHW) and can threaten human and environmental
health. For this reason, it is illegal to dispose of HHW in
the trash or down household and storm drains. That is
why Central Contra Costa Sanitary District (CCCSD) and Mt.
View Sanitary District (MVSD) established the HHW collec-
tion facility to give local residents and small businesses a
convenient and environmentally safe HHW disposal and
recycling alternative.
Martinez C to
A
•
Pacheco 9 Concord
Pleasant Hill •
Clayton
Walnut Creek
Orinda Lafayette
_ • Alamo �I
* Moraga Da ville
•
San Ramon
The collection facility services are paid for by members
of the above communities as part of their sewer service
charge. Partnership agreements between CCCSD, MVSD,
Concord, Clayton, and San Ramon (for southern area)
ensure that all central county residents have access to
these services.
Where Hou
0
Household Hazardous ftir,
collavon
Receiving Sorting
`°`C5"`Ud"=I/ Bulking
Testing Unlmmm
9
■ car batteries ■ •lead
• plastic
• mercury
■ fluorescent - glass
tubes • metal
• phosphorous
■ propane * propane
cyclinders • cyclinders
• metal
Reusable ra�R °�u �� ■ motor oil/ - oil
HHW oil filters • metal
IV% ■ antifreeze •antifreeze
The Process as Shown Above
Household hazardous waste
(HHW) dropped off at CCCSD's
collection facility gets sorted by
trained technicians. Some of the
HHW is dropped off in unlabeled
containers and must be tested to
determine its chemical properties.
Products that arrive in their origi-
nal container and are reusable are
placed in our Reuse Room (see far
right). Other HHW gets bulked or
packed with compatible materials
and is eventually transported to
recycling treatment, incineration,
or landfill facilities.
Free products -4 ropellant
provided to Storage ■ aerosols • metal
the public g • product residues
Treatment
Townfmon~
incineration
landfill
■ latex paint = • latex paint
Reuse Room "Freebies"
As part of our efforts to recy-
cle as much as possible,
the facility's Reuse Room pro-
vides an outlet for products that
are still in useable condition.
These products are free to facil-
ity users. Drop off your HHW
at the collection facility, then
check out the Reuse Room for
free products you can use.
60056 -4/06
Section 10: Revenue and Expenses
REVENUE AND EXPENSES
The HHW Program expenses for fiscal year 2007/08 totaled $1,864,868, a 14 percent increase from
fiscal year 2006/07. The increase in expenses can be attributed to increased operational costs such
as fuel surcharges, waste disposal charges and material costs as well as increased contract staffing
costs and participation. It is notable that four operating expense categories accounted for 81.8
percent of these expenses. The first of these categories was "Salaries, benefits and overhead" which,
at $754,954, accounted for 41 percent of the total expenses. This is up from last year's total of
$529,265 or 37 percent. The HHW program became fully staffed in June of 2008, as an additional
HHW Technician was hired to reduce the reliance on contract staff to assist in operating the HHW
Program. The next largest category was "Transportation and disposal" at $471,081 or 25 percent of
total expenses. This shows an increase of 3.9 percent or 17,800 compared to fiscal year 2006/07.
This increase can be attributed to the new HHW disposal services contract, which began in November
of 2007. The new contract costs were expected to increase overall by $77,000 per year. The third
category, "Professional, technical and legal services," at $196,603, represents 10.5 percent of total
expenses, and primarily includes the cost of contract labor. This is a decrease of 9.1 percent or
$18,072 over fiscal year 2006/07 expenses, as the need to supplement District staff reduced due to
being fully staffed. "Materials and Supplies" at $102,377, accounted for 5.5 percent of total expenses.
Like last fiscal year, the expense Amortization of Capital Expenditures was included in the total
expenses. Amortization of Capital Expenditures is derived from the capital costs to build the collection
facility and all capital improvements amortized over 30 years.
Revenue for the HHW Collection Facility included payments from other jurisdictions under service
agreements (Mt. View Sanitary District, City of Concord, City of Clayton and City of San Ramon), sale
of recyclable material, and charges to small businesses under the CESQG program, and a portion of
CCCSD's annual Sewer Service Charges.
Figure 10 -1 shows the HHW Program participation and the expenses related to the Program for each
of the 11 years of operation.
Figure 10 -2 lists the estimated average cost per household for each year the HHW Program has been
in operation.
Table 10 presents a summary of revenue and expenses for the HHW Collection Facility.
10 -1
zpL,VVV,VW
$1,800,000
$1,600,000
$1,400,000
$1,200,000
C
a $1,000,000
X
W $800,000
$600,000
$400,000
$200,000
$0
Figure 10 -1
Participation and Expenses
30,000
25,000
20,000 C
T
01
15,000
A
10,000 rOy
O
3
5,000
0
FY97/98 FY98/99 FY99 /00 FY00 /01 FY01 /02 FY02 /03 FY03 /04 FY04 /05 FY05 /06 FY06 /07 FY07 /08
* Beginning in FY2006/07, all costs calculations will include the cost of Amortization of Capital Expenditures,
as this is part of the cost of operating the HHW Program.
Figure 10 -2
HHW Program Estimated Cost per Household
$10.00
— -
200,000
$9.00
195,000
$8.00
a., ,
Z
p
C
t $7.00
H
190,000
$6.00
fD
Z
�
L $5.00
185,000
�'
C
$4.00
t.7 $3.00'
180,000 G
$2.00
A
r r ?
CL
rn
175,000
$1.00
$0.00
170'000
97/98 1 98/99 1 99/00 1 00/01 1 01/02 02/03 03/04t 1 04/05 1 05/08 1 06/07 1 07/08
steer Household
$5.08
1 $6.68
1 $7.08
1 $7.08
1 $7.65
1 $8.15
1 $8.00
1 $8.31
1 $8.99
1 $8.41
1 $9.70
d Households
178,286
1 179,190
1 178,715
1 183,738
1 184,619
1 185,641
1187,099
1 188,748
1 191,462
1 194,553
1 192,280
In FY07 /08 the number of households in the HHW service area was adjusted. The number of households in San
Ramon was reduced by 1,029 homes and Mt. View Sanitary District (Martinez) was reduced by 2,054 homes.
10 -2
Table 10
Household Hazardous Waste Collection Facility
2007 / 2008 Summary of Revenue and Expenses
Revenue
CCCSD Sewer Service Charges: $ 1,244,136
Service Agreements with other jurisdictions:
Mt. View Sanitary District $ 82,523
City of Concord $441,202
City of Clayton $ 38,361
City of San Ramon 52,225
$615,310 $ 615,310
Sale of collected materials and CESQG Charges: $ 34,150
_ Transfer portion of revenue to Self Insurance for Insurance Policy: ($ 28,766)
TOTAL REVENUE $ 1,864,868
Expenses
Salaries, benefits and overhead (HHW Staff)
$ 754,954
Salaries & benefits (Source Control Staff)
0.00
Environmental liability premiums
88,729
Utilities
10,829
Repairs and maintenance
38,117
Transportation and disposal
471,081
Professional, technical and legal services
196,603
Materials and supplies
102,377
Other expenses
7,531
TOTAL OPERATING EXPENSES
$ 1,670,220
Amortization of Capital Expenditures
194.648
TOTAL EXPENSES
$ 1,864,868
10 -3
Appendix I: F303 Form
Enter the number of pounds of material in the waste stream collected within the area into the cell corresponding to the program type used to collect the material. The spreadsheet will calculate the total amounts for you. Also enter the
Instructions: estimated number of pounds of the collected material in the cell corresponding to the management method used to dispose or divert the material. Definitions of the "Management Methods" are presented in Title 14, 18751.2.1 (c). The
spreadsheet will calculate the total pounds disposed or diverted for you. Note: Quantities reported under "Load Check" and other collection categories should not be double counted under "Permanent Facility."
Pounds Collected by Program Type Paaania>yipat�atl119irar#lgt 11iNiod
I ,per` /?11 ob, /Z11 l/l.. TZ, a it °a P ., 4/111
°�� ��� °` �• �� 08 a` � �• .��' moo' � a' �o€ a a�
P° 8 �S ti e°` 3 b° �� a� �•� �`8 v�
A
1-
1. Flammable and
Poison
Flammable solids / liquids
37,250
3,800
0
0
0
0
0
0
41,050
2,350
38,700
0
0
0
0
0
Bulked flammable liquids
103,950
0
0
0
0
0
0
0
103,950
0
103,950
0
0
0
0
0
Oil - base paints
294,400
7,200
0
0
0
0
0
0
301,600
0
301,600
0
0
0
0
0
Poisons
87,450
4,100
0
0
0
0
0
0
91,550
91,550
0
0
0
0
0
0
` -.1`
Reactive and ex losive
80
0
0
0
0
0
0
0
80
80
0
0
0
0
0
0
subtotal
523,130
15,100
0
0
0
0
0
0
538,230
93,979
444,250
0
0
0
0
0
538,230
2. Acid
Inorganic and organic acid
14,815
600
0
0
0
0
0
0
15,415
0
0
0
15,415
0
0
0
iS
11
. Base
Inorganic and organic base
15,250
1,350
0
0
0
0
0
0
16,600
0
0
0
16,600
0
0
0
T
.Oxidizer
Neutral oxidizers, Organic
peroxides, Oxidizing acid, and
lOxiclizing base
5,015
505
0
0
0 1
0
0 1
0
5,520
55
0
0 1
5,465
0
0
0
- 5
S. PCB - containin
PCB - containing
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Other PCB waste (includes
ballasts )
2,800
0
0
0 1
0
0
0
0
2,800
2,800
0
0
0
0
0
0
subtotal
2,800
0
0
0
0
0
0
0
2,800
2,800
0
0
0
0
0
0
2,800
.Reclaimable
Antifieeze
26,140 1
442
0
0
0
0
0
0
26,582
0
0
0
0
26,582
0
0
(12
Auto type batteries (motor
vehicles
118,240
1,200
0
0
0
0
0
0
119,440
0
0
0
0
119,440
0
0
1191
Latex amt
495,350
10,450
0
0
0
0
0
0
505,800
0
149,600
45,650
0
310,550
0
0
2S
P-
Motor oil/oil
182,400
832
0
0
0
0
0
0
183,232
0
0
0
0
183,232
0
0
'.1.
Used oil fliter (recyclables
8,000
400
0
0
0
0
0
0
8,400
0
0
0
0
8,400
0
0
subtotal
830,130
13,324
0
0
0
0
0
0
843,454
0
149,600
45,650
0
648,204
0
0
843,454
7. Asbestos
Asbestos
5,400
0
0
0
0
0
0
0
5,400
0
0
5,400
0
0
0
0
S. Universal Waste
Mercury containing automatic
switches / thermometers / and
novelties
17
5
O
0
0
0
0
0
22
O
0
0
0
22
O
O
it
ass
Memory contantng
1
0
0
0
0
0
0
0
1
0
0
0
0
1
0
0
1:
Mercury containing waste
other
93
0
0
0
0
0
0
0
93
0
0
0
0
93
0
0
Lamps
31,755
359
0
0
0
0
0
0
32,114
0
0
0
0
32,114
0
0
3'
Rechargeable batteries
5,720
60
0
0
0
0
0
0
5.780
0
0
0
0
5,780
0
0
5..-
Other batteries
37,870
720
0
0
0
0
0
0
38,590
0
0
0
0
38,590
0
0
subtotal
75,456
1,144
0
0
0
0
0
0
76,600
0
0
0
0
76,600
0
0
76
Electronic Waste
Covered Elecaunic Devices
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Universal Waste Electronic
Devices
0
0
0
0
0
0
0
1 0
0
0
0
0
0
0
0
0
subtotal
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Q
cresol Containers
Aerosol container
0
0
1 0
0
0
0
0
0
0
0
1 0
0
0
0
0
0
Other UW
(mane)
0
0
I 0
0
0
0
0
0
0
0
0
0
0
0
0
0
LL
all UW subtotal
75,456
1,144
0
0
0
0
0
0
76,600
0
I 0
0
0
76 600
0
0
76,600
• To be considered Universal Waste, all waste in this category except for batteries, most be managed by recycling. Energy recovery or fuel incineration is not considered recycling. If the waste cannot be managed by recycl
it is not universal waste and must be managed as a hazardous waste. The co leted Dis osed/Divened Mana ement Methods section will show whether or not wastes were mane ed as a universal waste.
. Other HHW
Home - laminated sharps
0
0
0
0
0
0
0
0
0
0
0
0
1
0
0
0
I 0
Pharmaceutical Waste
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
11
Compressed ps c linden
22,750
1,200
0
0
0
0
0
0
23,950
4,100
0
0
0
19,850
0
0
23
Treated wood
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
Non - UW aerosol containers
corrosive flammable
22,800
1 1,200
0
1 0
0
1 0
0
0
1 24,000
1 24,000
0
0
0
0
0
0
24
Other' Point Cart.' Lead
452
0
0
0
0
0
0
0
1 452
0
0
0
1 0
1 452
1 0
0
4
subtotal
46,002
1 2,400
0
0
0
1 0
1 0
1 0
1 48,402
28,100
1 0
1 0
0
20,302
1 0
0
48,402
2
Appendix II: CESQG Charges
SCHEDULE OF HAZARDOUS WASTE HANDLING
AND DISPOSAL CHARGES FOR CONDITIONALLY
EXEMPT SMALL QUANTITY GENERATORS
(Rev. date 11/5/99)
Per
I Per
Per
Per 1
Other
Waste Category
Example Waste Materials
Pint
Quart
1 Gallon
5 Gallon
Unit
(Packaging Method) 1
Container'
C ontainerl
Container'
Container'
Charges
Antifreeze (Bulked)
Uncontaminated for recycle
$1.40 /gal
Latex Paint (Bulked) 1
Latex based paints, stains
j
9 $2.50/ al i
Motor Oil (Bulked) i
Uncontaminated for recycle
$0.28/gal.
I Aerosols
Spray Paints
$1.65
$3.30 1
Hazard Class 2 1
Insecticides
(Loosepack)
Aerosol Cleaners
Flammable/ i
Paint Related I Solvents
$0.50
j $1.00
$3.40
$20.50
$2.50/gal.
Combustible i
Material: Oil-Based 1 Thinners
Materials: Fuels
Paint/Stains
Blending
Varnishes
Hazard Class 3.0
(Loosepack)
Adhesives Glues
$0.50
$1.00
$3.75
$30.00
$2.50/gal.
(Bulked option for some I
Alcohol Ink/Toners
wastes )2
Brush Wash 1 Polishes
Diesel White Gas
i
Epoxy Resins i Methanol
Gasoline/Fuels i Roof Tar
Grease Sealers
Corrosives, Oxidizers,
Acetic Acid i Ferric Chloride
$1.20
$2.40 1
$9.50
$47.50
Acids, Bases:
Ammonia j Formic Acid
Neutralization/
Citric Acid Hydrochloric Acid
Treatment
Corrosives Hydrofluoric Acid
j
Hazard Class B
Potassium Hydroxide i Hypochlorite
(Labpack)
Sodium Hydroxide Caustics
Vehicle Batteries 1 Unbroken /non leaking lead -acid batteries No
(Not packaged) Charge
_j I
Per
Per
! Per (
Per
I Other
Waste Category
(Packaging Method)
Example Waste Materials
I
; Pint
Container'
Quart
Container'
1 Gallon j
, Container' i
5 Gallon
Container'
Unit
Charges
Poisons, Toxic
Insecticides
Herbicides
$1.70
$3.40
$13.50
$67.50
JI'
Materials:
Pesticides
f Toxic Lab
Incineration
Flammable
Chemicals
j
Hazard Class 6, 3(6)
Pesticides
(Labpack)
Contaminated Solids,
Non -RCRA Hazardous Wastes
$0.65
$1.30
$5.25 j
$26.50
Other Hazardous
Fertilizers
Materials: Landfill
Absorbents
Hazard Class 9,
Non -RCRA
i
(Labpack or Loosepack)
Reactives
Cyanides
Sulfides
! $2.50
$20.00
$99.00
Hazard Class 4
Dangerous
Bromine
(Labpack)
when wet
Spontaneously
combustible
i
Asbestos
Double bagged friable asbestos
j
$120 per
(Loosepack)
wastes
cubic yard j
1
Household Batteries
Alkaline Nickel Cadmium
!
$0.10
Hazard Class 8, 9 i
Lithium Silver Oxide
!
each
(Loosepack)
Oil Filters
Automotive and truck/tractor filters
$1.00
(Loosepack)
each
Vehicle Batteries 1 Unbroken /non leaking lead -acid batteries No
(Not packaged) Charge
_j I
Per Per Per Per Other
Waste Category Pint !: Quart 1 Gallon 5 Gallon Unit
g rY Exam le Waste Materials , ,
(Packaging Method) j p ^� Container Container j Container Containers Charges
Fluorescent Tubes j $0.15/ft.
(Loosepack)
Propane Cylinders 15 gallon "BBQ" style
$5.00
(Loosepack) i
Propane Cylinders
(Loosepack)
Smaller than 5 gallon cylinders
$1.40 $2.75 j $11.00
i
j t i
Prices are based on container size regardless of how full; containers of other than the specified sizes will be charged at an interpolated
or prorated price.
2 This rate will be available when the bulking of flammable liquids can be performed at the facility. Flammable liquids that cannot be
bulked will be charged the rate based on the container size.
Note: Each CESQG shall be charged an Administration Fee of $20.00 for each drop off in addition to the above handling and
disposal charges.
(Ord. 229 Exh. A (part), 2004: Ord. 212 § 1 Exh. A, 1999: Ord. 206 Exh. A, 1998)
Agenda Item 7.a.3)
Board Meeting of December 4, 2008
Written Announcements:
Events
a) Annual HHWCF Report Presentation to Mountain View
Sanitary District (MVSD) Board of Directors
Staff will present the Annual Household Hazardous Waste Collection
Facility Report to the Mountain View Sanitary District Board of Directors
on Thursday, December 11, 2008 at 6:30 p.m. MVSD is located at 3800
Arthur Road in Martinez. Contact Secretary of the District Elaine Boehme
if you would like to attend.
b) Employee Activities Organization Annual Holiday Part y
The annual holiday party will be held on Friday, December 12, 2008 from
1 p.m. to 3 p.m. at Back Forty BBQ located at 100 Coggins Drive in
Pleasant Hill. There will be a catered buffet provided. Contact Secretary
of the District Elaine Boehme if you would like to attend.
General Updates /Project Updates
c) Surveying Services by BKF Engineers
Assistant Land Surveyor Tom Phillips was seriously injured in a non -work
related vehicular accident and is expected to be off work for an extended
period of time. On March 20, 2008, the Board authorized a contract in an
amount of $525,000 to BKF Engineers to provide surveying services for
District Project 5967, A -Line Easement Acquisition. BKF was selected
through a competitive process for this work, and has excellent survey staff
and credentials. Because surveying services are urgently needed for the
design of the collection system projects such that they will be ready for
bidding in the spring, Staff has authorized BKF Engineers to proceed with
data acquisition for some of these collection system projects to augment
our own survey staff while Tom Philips is not available. Staff will be
assessing the amount of survey assistance needed in the coming months
and will come back to the Board with a position paper if the work needed
exceeds the 15% staff authority for increasing BKF's consultant contract.
Central Contra Costa Sanitary District
' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: December 4, 2008 No.: g.a. Engineering
Type of Action: ADOPT RESOLUTIONS
subject: ADOPT RESOLUTIONS ACCEPTING GRANTS OF EASEMENTS
(DISTRICT PROJECT 5968 — PARCELS 1 THROUGH 23 *) AND AUTHORIZING
EXECUTION OF QUITCLAIM DEEDS (DISTRICT PROJECT 1572 — VARIOUS
PARCELS *) TO PROPERTY OWNERS IN THE TARRY LANE/VAN TASSEL LANE
NEIGHBORHOOD, ORINDA
Submitted By:
Initiating Dept /Div.:
Molly Mullin,
Engineering /Environmental Services
Senior Right of Way Agent
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
&k�
M. Mullin C. Swanson
A. Farrell K. Alm James V. Kelly,
Genera anager
ISSUE: A resolution of the Board of Directors is required to accept or quitclaim
easements and to record the documents.
RECOMMENDATION: Adopt resolutions accepting grants of easements and
authorizing execution of quitclaim deeds and authorizing staff to record the documents
with the Contra Costa County Recorder.
FINANCIAL IMPACTS: $196,459 was paid for permanent easement exchanges (grant
of new easements and quitclaim of old easements) for this project.
ALTERNATIVES /CONSIDERATIONS: None.
BACKGROUND: The District replaced approximately 3,700 feet of 6- and 8 -inch
sewers, parallel to Tarry Creek, within backyard easements of residential properties
located in the Tarry Lane/Van Tassel Lane neighborhood in Orinda (refer to Attachment
1 for location map) as part of the North Orinda Sewer Renovations Project Phase 2.1
(District Project 5968). This project realigned the sewer (removed /abandoned existing
pipe and installed new pipe outside limits of existing backyard easements). Benefits of
new sewer alignment are: 1) mitigated construction work around environmentally
sensitive areas along the creek; 2) resolved substantive encroachments within existing
sewer easements; and 3) improves maintenance access.
The quitclaim deeds will extinguish CCCSD's existing easements for sewers no longer
in service and the new grants of easements (refer to Attachment 2 for list of property
owners) will provide the District with recorded land rights for the asbuilt location of the
new sewers. The majority of the new easements are wider than the existing
N: \ENVRSEC \Position Pape rs \Mullin\2008 \PP N Orinda 2.1 Overall Project Position Paper - Rev. 12- 4- 08.doc Page 1 of 2
POSITION PAPER
Board Meeting Date: December 4, 2008
subject: ADOPT RESOLUTIONS ACCEPTING GRANTS OF EASEMENTS
(DISTRICT PROJECT 5968 — PARCELS 1 THROUGH 23 *) AND AUTHORIZING
EXECUTION OF QUITCLAIM DEEDS (DISTRICT PROJECT 1572 —VARIOUS
PARCELS *) TO PROPERTY OWNERS IN THE TARRY LANENAN TASSEL LANE
NEIGHBORHOOD, ORINDA
easements. This additional easement width will improve access for future maintenance
and construction work and will assist to minimize future encroachments and damages
to our sewer facilities.
Previously, complying with District and Contra Costa Recorder's Office procedures
would have required twenty -three separate position papers and forty -six resolutions to
process and record the easement acceptance and quitclaim documents. In recent
months, however, District and Recorder's Office staff took the initiative to work together
critically reviewing and modifying these procedures to create a more efficient,
streamlined process.
RECOMMENDED BOARD ACTION: Adopt resolutions accepting grants of easements
and authorizing the President of the Board of the Directors and the Secretary of the
District to execute Quitclaim Deeds to property owners in the Tarry Lane/Van Tassel
Lane neighborhood, and authorizing staff to record the documents with the Contra
Costa County Recorder.
*Easement parcel numbers are for internal job log use only.
N: \ENVRSEC \Position Papers \Mullin\2008 \PP N Orinda 2.1 Overall Project Position Paper - Rev. 12- 4- 08.doc Page 2 of 2
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Central Contra Costa
Sanitary District Attachment
TARRY LANE /VAN TASSEL LANE
V
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NEIGHBORHOOD �
ATTACHMENT 2
LIST OF PROPERTY OWNERS(')
TARRY LANE/VAN TASSEL LANE NEIGHBORHOOD, ORINDA
Assessor's Parcel No.: 266- 170 -020
Property Owner(s): Joseph S. and Marion C. Cleary
Site Address: 94 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.
Property Owner(s):
Site Address:
Assessor's Parcel No
Property Owner(s):
Site Address:
266- 170 -031
Brent and Courtney Bamberger
88 Tarry Lane, Orinda, CA 94563
266- 170 -030
William E. and Nancy M. Kolmodin
84 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 170 -017
Property Owner(s): Mark and Janice Presten
Site Address: 80 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 170 -016
Property Owner(s): The Nicolet Family Trust
Site Address: 76 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 160 -017
Property Owner(s): Ryan Arthur Harrison and Sally Park
Site Address: 1 Snowberry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 160 -016
Property Owner(s): Susan Wong and Michael L. Pejza
Site Address: 5 Snowberry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 160 -015
Property Owner(s): Martin R. and Linda A. Lewis
Site Address: 7 Snowberry Lane, Orinda, CA 94563
(1) Names of owners at the time grants of easements were signed. Quitclaim deeds will be
conveyed to current owners.
N: \ENVRSEC \Position PapersNullin\2008\Attachment 2 - Property Owners (N. Orinda 2.1) 12- 4- 08.doc
Attachment 2
List of Property Owners
Tarry LaneNan Tassel Lane, Orinda
Page 2of3
Assessor's Parcel No.: 266- 150 -018
Property Owner(s): The Rubey Family Trust
Site Address: 11 Snowberry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -024
Property Owner(s): The Bess C. Greenlaw Revocable Living Trust
Site Address: 21 Snowberry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -015
Property Owner(s): The Sara M. Grossman Revocable Living Trust
Site Address: 25 Snowberry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -007
Property Owner(s): Robert K. Harrigan
Site Address: 48 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -026
Property Owner(s): The Lloyd Trust
Site Address: 46 Tarry Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -021
Property Owner(s): The Shapiro Family Revocable Trust
Site Address: 15 Van Tassel Lane, Orinda, CA 94563
Assessor's Parcel No.: 266- 150 -020
Property Owner(s): The Azevedo Revocable Inter Vivos Trust
Site Address: 21 Van Tassel Lane, Orinda, CA 94563
Assessor's Parcel No.
Property Owner(s):
Site Address:
Assessor's Parcel No.
Property Owner(s):
Site Address:
266- 150 -019
James J. and Catherine G. Farrell
25 Van Tassel Lane, Orinda, CA 94563
266- 160 -012
The Sharon K. Palmer Trust
14 Katrina Court, Orinda, CA 94563
NAENVRSEMPosition Papers \Mu Ili n\2008\Httachment 2 - Property Owners (N. Orinda 2.1) 12- 4- 08.doc
Attachment 2
List of Property Owners
Tarry LaneNan Tassel Lane, Orinda
Page 3 of 3
Assessor's Parcel No.: 266- 160 -011
Property Owner(s): The Scan lan- Striglos Trust
Site Address: 10 Katrina Court, Orinda, CA 94563
Assessor's Parcel No.: 266- 160 -028
Property Owner(s): The Davis Revocable Trust
Site Address: 6 Crane Court, Orinda, CA 94563
Assessor's Parcel No.: 266- 170 -032
Property Owner(s): Thomas H. Melohn, Jr.; Susan M. Hoover; Laura M.
Emerson; and Sara M. Donaldson
Site Address: 11 Crane Court, Orinda, CA 94563
Assessor's Parcel No.:
Property Owner(s):
Site Address:
Assessor's Parcel No
Property Owner(s):
Site Address:
266- 170 -028
The Ross Revocable Trust
9 Crane Court, Orinda, CA 94563
266- 170 -027
Matthew H. and Teresa B. Walker
3 Crane Court, Orinda, CA 94563
Assessor's Parcel No.: 266- 170 -024
Property Owner(s): An -Ching Chang and Chi -Fang Chiang
Site Address: 65 Van Tassel Lane, Orinda, CA 94563
N: \ENVRSEC \Position Papers \Mu Ili n\2008Wttachment 2 - Property Owners (N. Orinda 2.1) 12- 4- 08.doc
RESOLUTION NO. 2008 -
A RESOLUTION ACCEPTING GRANTS OF EASEMENTS FROM THE
PROPERTY OWNERS OF THE
TARRY LANE/VAN TASSEL LANE NEIGHBORHOOD, ORINDA
DISTRICT PROJECT 5968 — PARCELS 1 THROUGH 23
BE IT RESOLVED by the Board of Directors of the Central Contra Costa Sanitary
District ( "District ") as follows:
THAT the District hereby accepts Grants of Easements (Sewer Purposes) from the
property owners of the Tarry Lane/Van Tassel Lane Neighborhood, Orinda, as listed in
Exhibit "A" hereto, District Project 5968 — Parcels 1 through 23; and
THAT staff is authorized to record said documents in the Office of the Recorder of
Contra Costa County.
PASSED AND ADOPTED this 4th day of December 2008, by the Board of Directors of
the District by the following vote:
AYES:
Members:
NOES:
Members:
ABSENT:
Members:
Gerald R. Lucey
President of the Board of Directors
Central Contra Costa Sanitary District
County of Contra Costa, State of California
COUNTERSIGNED:
Elaine R. Boehme
Secretary of the Central Contra Costa Sanitary District
County of Contra Costa, State of California
Approved as to form:
Kenton L. Alm
Counsel for the District
RESOLUTION NO. 2008 —
EXHIBIT "A"
LIST OF PROPERTY OWNERS
GRANTS OF EASEMENTS (SEWER PURPOSES)
TARRY LANE/VAN TASSEL LANE NEIGHBORHOOD, ORINDA
Parcel 1
Assessor's Parcel No.: 266- 170 -020
Property Owner(s): Joseph S. and Marion C. Cleary
Site Address: 94 Tarry Lane, Orinda, CA 94563
Parcel 2
Assessor's Parcel No.: 266- 170 -031
Property Owner(s): Brent and Courtney Bamberger
Site Address: 88 Tarry Lane, Orinda, CA 94563
Parcel 3
Assessor's Parcel No.: 266- 170 -030
Property Owner(s): William E. and Nancy M. Kolmodin
Site Address: 84 Tarry Lane, Orinda, CA 94563
Parcel 4
Assessor's Parcel No.: 266- 170 -017
Property Owner(s): Mark and Janice Presten
Site Address: 80 Tarry Lane, Orinda, CA 94563
Parcel 5
Assessor's Parcel No.: 266- 170 -016
Property Owner(s): The Nicolet Family Trust
Site Address: 76 Tarry Lane, Orinda, CA 94563
Parcel 6
Assessor's Parcel No.: 266- 160 -017
Property Owner(s): Ryan Arthur Harrison and Sally Park
Site Address: 1 Snowberry Lane, Orinda, CA 94563
Parcel 7
Assessor's Parcel No.: 266- 160 -016
Property Owner(s): Susan Wong and Michael L. Pejza
Site Address: 5 Snowberry Lane, Orinda, CA 94563
N: \ENVRSEC \Position Papers \Mullin\2008 \Exhibit A- Property Owners (GOEs) PP N. Orinda 2.1 - Rev. for 12- 4- 08.doc
Resolution 2008 -
Exhibit A - GOE
List of Property Owners
Tarry Lane/Van Tassel Lane, Orinda
Page 2 of 3
Parcel 8
Assessor's Parcel No.: 266- 160 -015
Property Owner(s): Martin R. and Linda A. Lewis
Site Address: 7 Snowberry Lane, Orinda, CA 94563
Parcel 9
Assessor's Parcel No.: 266- 150 -018
Property Owner(s): The Rubey Family Trust
Site Address: 11 Snowberry Lane, Orinda, CA 94563
Parcel 10
Assessor's Parcel No.: 266- 150 -024
Property Owner(s): The Bess C. Greenlaw Revocable Living Trust
Site Address: 21 Snowberry Lane, Orinda, CA 94563
Parcel 11
Assessor's Parcel No.: 266- 150 -015
Property Owner(s): The Sara M. Grossman Revocable Living Trust
Site Address: 25 Snowberry Lane, Orinda, CA 94563
Parcel 12
Assessor's Parcel No.: 266- 150 -007
Property Owner(s): Robert K. Harrigan
Site Address: 48 Tarry Lane, Orinda, CA 94563
Parcel 13
Assessor's Parcel No.: 266- 150 -026
Property Owner(s): The Lloyd Trust
Site Address: 46 Tarry Lane, Orinda, CA 94563
Parcel 14
Assessor's Parcel No.: 266- 150 -021
Property Owner(s): The Shapiro Family Revocable Trust
Site Address: 15 Van Tassel Lane, Orinda, CA 94563
Parcel 15
Assessor's Parcel No.: 266- 150 -020
Property Owner(s): The Azevedo Revocable Inter Vivos Trust
Site Address: 21 Van Tassel Lane, Orinda, CA 94563
Parcel 16
Assessor's Parcel No.: 266- 150 -019
Property Owner(s): James J. and Catherine G. Farrell
Site Address: 25 Van Tassel Lane, Orinda, CA 94563
N: \ENVRSEC \Position PapersWullin\2008 \Exhibit A- Property Owners (GOEs) PP N. Orinda 2.1 - Rev. for 12- 4- 08.doc
Resolution 2008-
Exhibit A - GOE
List of Property Owners
Tarry Lane/Van Tassel Lane, Orinda
Page 3 of 3
Parcel 17
Assessor's Parcel No.: 266- 160 -012
Property Owner(s): The Sharon K. Palmer Trust
Site Address: 14 Katrina Court, Orinda, CA 94563
Parcel 18
Assessor's Parcel No.: 266- 160 -011
Property Owner(s): Paul M. Scanlan and Patricia E. Striglos
Site Address: 10 Katrina Court, Orinda, CA 94563
Parcel 19
Assessor's Parcel No.: 266- 160 -028
Property Owner(s): The Davis Revocable Trust
Site Address: 6 Crane Court, Orinda, CA 94563
Parcel 20
Assessor's Parcel No.:
Property Owner(s):
Site Address:
Parcel 21
Assessor's Parcel No.
Property Owner(s):
Site Address:
Parcel 22
Assessor's Parcel No.:
Property Owner(s):
Site Address:
Parcel 23
Assessor's Parcel No.:
Property Owner(s):
Site Address:
266- 170 -032
Thomas H. Melohn, Jr.; Susan M. Hoover; Laura M.
Emerson; and Sara M. Donaldson
11 Crane Court, Orinda, CA 94563
266- 170 -028
The Ross Revocable Trust
9 Crane Court, Orinda, CA 94563
266- 170 -027
Matthew H. and Teresa B. Walker
3 Crane Court, Orinda, CA 94563
266- 170 -024
An -Ching Chang and Chi -Fang Chiang
65 Van Tassel Lane, Orinda, CA 94563
N: \ENVRSEC \Position PapersWlullin\2008 \Exhibit A- Property Owners (GOES) PP N. Orinda 2.1 - Rev. for 12- 4- 08.doc
RESOLUTION NO. 2008 -
A RESOLUTION AUTHORIZING EXECUTION OF QUITCLAIM DEEDS TO
PROPERTY OWNERS OF THE
TARRY LANE/VAN TASSEL NEIGHBORHOOD, ORINDA
DISTRICT PROJECT 1572 — VARIOUS PARCELS
BE IT RESOLVED by the Board of Directors of the Central Contra Costa Sanitary
District ( "District ") as follows:
THAT the District hereby consents to the execution of Quitclaim Deeds, dated
December 4, 2008, to the property owners in the Tarry Lane/Van Tassel Lane
Neighborhood, Orinda, as listed in Exhibit "A" hereto, District Project 1572 —Various
Parcels; and
THAT staff is authorized to record said documents in the office of the Recorder of
Contra Costa County.
PASSED AND ADOPTED this 4th day of December 2008, by the Board of Directors of
the District by the following vote:
AYES:
Members:
NOES:
Members:
ABSENT:
Members:
Gerald R. Lucey
President of the Board of Directors
Central Contra Costa Sanitary District
County of Contra Costa, State of California
COUNTERSIGNED:
Elaine R. Boehme
Secretary of the Central Contra Costa Sanitary District
County of Contra Costa, State of California
Approved as to form:
Kenton L. Alm
Counsel for the District
RESOLUTION NO. 2008 —
EXHIBIT "A"
LIST OF PROPERTY OWNERS
QUITCLAIM DEEDS - EASEMENTS
TARRY LANENAN TASSEL LANE NEIGHBORHOOD, ORINDA
Parcel 38
Assessor's Parcel No.: 266- 170 -020
Property Owner(s): Joseph S. and Marion C. Cleary
Site Address: 94 Tarry Lane, Orinda, CA 94563
Parcel 41
Assessor's Parcel No.: 266- 170 -031
Property Owner(s): Brent and Courtney Bamberger
Site Address: 88 Tarry Lane, Orinda, CA 94563
Parcel 42
Assessor's Parcel No.: 266- 170 -030
Property Owner(s): William E. and Nancy M. Kolmodin
Site Address: 84 Tarry Lane, Orinda, CA 94563
Parcel 43
Assessor's Parcel No.: 266- 170 -017
Property Owner(s): Mark and Janice Presten
Site Address: 80 Tarry Lane, Orinda, CA 94563
Parcel 44
Assessor's Parcel No.: 266- 170 -016
Property Owner(s): The Nicolet Family Trust
Site Address: 76 Tarry Lane, Orinda, CA 94563
Parcel 45
Assessor's Parcel No.: 266- 160 -017
Property Owner(s): Ryan Arthur Harrison and Sally Park
Site Address: 1 Snowberry Lane, Orinda, CA 94563
Parcel 46
Assessor's Parcel No.: 266- 160 -016
Property Owner(s): Susan Wong and Michael L. Pejza
Site Address: 5 Snowberry Lane, Orinda, CA 94563
N: \ENVRSEC \Position Papers \Mullin\2008 \Exhibit A- Property Owners (QC deeds) PP N. Orinda 2.1 -Rev. for 12- 4- 08.doc
Resolution No. 2008 —
Exhibit A — Quitclaim Deeds
List of Property Owners
Tarry LaneNan Tassel Lane, Orinda
Page 2 of 3
Parcel 47
Assessor's Parcel No.: 266- 160 -015
Property Owner(s): Martin R. and Linda A. Lewis
Site Address: 7 Snowberry Lane, Orinda, CA 94563
Parcel 48
Assessor's Parcel No.: 266- 150 -018
Property Owner(s): The Rubey Family Trust
Site Address: 11 Snowberry Lane, Orinda, CA 94563
Parcel 50
Assessor's Parcel No.: 266- 150 -024
Property Owner(s): The Westphal Family Trust
Site Address: 21 Snowberry Lane, Orinda, CA 94563
Parcel 51
Assessor's Parcel No.: 266- 150 -015
Property Owner(s): The Sara M. Grossman Revocable Living Trust
Site Address: 25 Snowberry Lane, Orinda, CA 94563
Parcel 55
Assessor's Parcel No.: 266- 150 -021
Property Owner(s): The Shapiro Family Revocable Trust
Site Address: 15 Van Tassel Lane, Orinda, CA 94563
Parcel 56
Assessor's Parcel No.:
Property Owner(s):
Site Address:
Parcel 57
Assessor's Parcel No.:
Property Owner(s):
Site Address:
Parcel 58
Assessor's Parcel No.:
Property Owner(s):
Site Address:
266- 150 -020
The Azevedo Revocable Inter Vivos Trust
21 Van Tassel Lane, Orinda, CA 94563
266- 150 -007
Robert K. Harrigan
48 Tarry Lane, Orinda, CA 94563
266- 150 -026
The Lloyd Trust
46 Tarry Lane, Orinda, CA 94563
N: \ENVRSEC \Position PapersWullin\2008 \Exhibit A- Property Owners (QC deeds) PP N. Orinda 2.1 -Rev. for 12- 4- 08.doc
Rev.
Resolution No. 2008 —
Exhibit A — Quitclaim Deeds
List of Property Owners
Tarry Lane/Van Tassel Lane, Orinda
Page 3 of 3
Parcel 71
Assessor's Parcel No.: 266- 170 -024
Property Owner(s): An -Ching Chang and Chi -Fang Chiang
Site Address: 65 Van Tassel Lane, Orinda, CA 94563
Parcel 72
Assessor's Parcel No.: 266- 170 -027
Property Owner(s): Matthew H. and Teresa B. Walker
Site Address: 3 Crane Court, Orinda, CA 94563
Parcel 96
Assessor's Parcel No.: 266- 170 -028
Property Owner(s): The Ross Revocable Trust
Site Address: 9 Crane Court, Orinda, CA 94563
Parcel 97
Assessor's Parcel No.: 266- 170 -032
Property Owner(s): Thomas H. Melohn, Jr.; Laura M. Emerson, and
Sara M. Donaldson
Site Address: 11 Crane Court, Orinda, CA 94563
Parcel 98
Assessor's Parcel No.: 266- 160 -028
Property Owner(s): The Davis Revocable Trust
Site Address: 6 Crane Court, Orinda, CA 94563
Parcel 109
Assessor's Parcel No.: 266- 150 -019
Property Owner(s): James J. and Catherine G. Farrell
Site Address: 25 Van Tassel Lane, Orinda, CA 94563
Parcel 110
Assessor's Parcel No.: 266- 160 -012
Property Owner(s): The Sharon K. Palmer- George Trust
Site Address: 14 Katrina Court, Orinda, CA 94563
Parcel 111
Assessor's Parcel No.: 266- 160 -011
Property Owner(s): The Scan lan- Striglos Revocable Trust
Site Address: 10 Katrina Court, Orinda, CA 94563
N: \ENVRSEC \Position Pape rs\Mu Ili n\2008\Exhibit A- Property Owners (QC deeds) PP N. Orinda 2.1 -Rev. for 12- 4- 08.doc
Rev.
Central Contra Costa Sanitary District
' BOARD OF DIRECTORS
POSITION PAPER
Board Meeting Date: December 4, 2008 No.: 9.a. Budget and Finance
Type of Action: APPROVE FINANCIAL REPORT
subject: APPROVE THE COMPREHENSIVE ANNUAL FINANCIAL REPORT AS OF
JUNE 30, 2008 FOR SUBMISSION TO THE GOVERNMENT FINANCE OFFICERS
ASSOCIATION.
Submitted By:
Debbie Ratcliff, Controller
Initiating Dept. /Div.:
Finance & Accounting
REVIEWED AND RECOMMENDED FOR BOARD ACTION:
D. RatoW R. Musgraves
l
ames M. Ke ,
General Manager
ISSUE: Board approval is requested to submit a Comprehensive Annual Financial
Report (CAFR) to the Government Finance Officers Association of United States and
Canada (GFOA) for review.
RECOMMENDATION: Review and approve the June 30, 2008 CAFR for GFOA
submission.
FINANCIAL IMPACTS: There is an application fee for submission of a CAFR for
review based on total revenues of the entity applying. The District fee is $480 based on
this sliding fee schedule.
ALTERNATIVES /CONSIDERATIONS: None for the current year.
BACKGROUND: The GFOA is a professional association of state /provincial and local
finance officers in the United States and Canada, and has served the public finance
profession since 1906. The association's members are dedicated to the sound
management of government financial resources and the GFOA provides input to the
Governmental Accounting Standards Board (GASB). The GFOA sponsors the
Certificate of Achievement for Excellence in Financial Reporting Program.
The Finance and Accounting Division has prepared the District's CAFR as of June 30,
2008. The District was awarded a Certificate of Achievement for Excellence in
Financial Reporting by the GFOA for reports submitted for the 2000 -2007 fiscal years.
The Certificate of Achievement is the highest form of recognition for excellence in state
and local government financial reporting. In order to be awarded a Certificate of
Achievement, a government must publish an easily readable and efficiently organized
comprehensive annual financial report. The CAFR includes ten years of historical
financial and statistical data. This report must satisfy both generally accepted
accounting principles and applicable legal requirements.
NAADMINSUP\ADMIN \POSPAPER \CAFR 12- 04- 08.doc Page 1 of 2
POSITION PAPER
Board Meeting Date: December 4, 2008
subject. APPROVE THE COMPREHENSIVE ANNUAL FINANCIAL REPORT AS OF
JUNE 30, 2008 FOR SUBMISSION TO THE GOVERNMENT FINANCE OFFICERS
ASSOCIATION.
A Certificate of Achievement is valid for a period of one year only. We believe our
current comprehensive financial report continues to meet the Certificate of Achievement
Program's requirements and we are asking approval to submit it to the GFOA to
determine its eligibility for another certificate.
The Board Finance Committee reviewed a draft of the June 30, 2008 CAFR in detail on
November 17, 2008 and had no recommended changes.
RECOMMENDED BOARD ACTION: Approve the CAFR for submission to the GFOA.
NAADMINSMADMINTOSPAPEMCAFR 12- 04- 08.doc Page 2 of 2
Agenda Item 7.a.3)
Board Meeting of December 4, 2008
Additional Written Announcements:
Events
d) Delta Diablo Sanitation District Radio Broadcast
Delta Diablo Sanitation District has contracted with
KCBS -AM Radio for a three -week campaign against
F.O.G. (Fats, Oils and Grease) consisting of a one -
minute commercial. The commercial will be broadcast
twenty times per week at a total cost of $24,000 ($400
per minute). The campaign began last week and will
end at the end of next week. A banner ad will also run
on the KCBS website for the duration of the ad
campaign.
The commercial reminds listeners not to pour F.O. G.
down the drain and to bring used cooking oil in a sealed
container to the Delta Household Hazardous Waste
Collection Facility. The spot ends by stating "For more
information on how to end FOG, call 925 - 756 -1900 or
go to DDSD.org. Only East County residents are
eligible for this service."
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CENTRAL CONTRA COSTA SANITARY DISTRICT
MARTI N EZ, CALIFORNIA
COMPREHENSIVE ANNUAL FINANCIAL REPORT
FOR THE YEAR ENDED JUNE 30, 2008
Prepared By:
Finance & Accounting Division
CENTRAL CONTRA COSTA SANITARY DISTRICT
Comprehensive Annual Financial Report
Table of Contents
For the Year Ended June 30, 2008 -
INTRODUCTORY SECTION:
Letterof Transmittal ................................................................ ............................... i
Boardof Directors ..................................... ............................... ............................vii
Mission Statement "
.................................... ............................... ........................... viii
OrganizationChart .................................................................. .............................ix
Mapof Service Area .............................................................. ............................... x _
Certificate of Achievement ...................................................... ..............................A
FINANCIAL SECTION:
Independent Auditors' Report ................................................ ............................... 1
Management's Discussion and Analysis ............................... ............................... 2
Basic Financial Statements
Statement of Net Assets ............................................. ............................... 7
Statement of Revenues, Expenses and Changes in Net Assets ............... 8
Statement of Cash Flows ............................................ ............................... 9
Notes to Financial Statements — The accompanying notes are an integral
part of the basic financial statements ...................... ............................... 10
Supplementary Information
Combining Schedule of Statement of Net Assets ..... ............................... 29
Combining Schedule of Statement of Revenues, Expenses and
Changes in Net Assets ........................................... ............................... 30
Schedule of Running Expenses - Comparison of Budget and Actual
Expensesby Department ........................................ ............................... 31
Running Expense - Schedule of Supplemental Net Assets Analysis ....... 32
STATISTICAL SECTION (Unaudited):
Changes in Net Assets and Statement of Net Assets -
-
Last Six Fiscal Years ....................................................... ...............................
S -1
Revenue by Type - Last Ten Fiscal Years ............................. ............................S
-2
Operating Expenses by Type - Last Ten Fiscal Years ........... ............................S
-3
Major Revenue Base and Rates - Historical and Current Fees -
LastTen Fiscal Years ...................................................... ...............................
S -4
Sewer Service Charge - List of Ten Largest Customers -
LastSix Fiscal Years .......................................................... ............................S
-5
Assessed and Estimated Actual Valuation of Taxable Property -
LastTen Fiscal Years ...................................................... ...............................
S -6
Property Tax and Sewer Service Charge Fees Levied and Collected -
Last Ten Fiscal Years ...................................................... ...............................
S -6
Summary of Debt Service - Type, Debt Service Coverage, Debt Ratio -
Last Ten Fiscal Years ........ ............................................... ............................... S -7
Demographic and Economic Data - Population Served -
Last Ten Calendar Years .................................................... ............................S -8
List of Ten Largest Employers in Contra Costa County -
Last Year and Nine Years Ago ........................................... ............................S -8
Demographic and Economic Statistics - Contra Costa County -
Last Ten Fiscal Years ...................................................... ............................... S -9
Full -time Equivalent Employees by Department - Last Ten Fiscal Years ........S -10
Number of Retirees and Surviving Spouses - Last Ten Fiscal Years ..............S -10
Capital Asset and Operating Statistics - Last Ten Calendar or Fiscal Years ... S -11
Miscellaneous Statistics ....................................................... ...........................S -11
Central Contra Costa Sanitary District
- Introductory
l
Section
JMCI Jl Central Contra Costa Sanitanr District
5019 Imhoff Place, Martinez, CA 94553 -4392 (925) 228-9500 - www.centialsan.org
November 13, 2008
Central Contra Costa Sanitary District Ratepayers and
The Honorable Board of Directors,
Martinez, California:
State law requires that every general - purpose local government publish within six
months of the close of each fiscal year a complete set of audited financial statements.
This report is published to fulfill that requirement for the fiscal year ended June 30,
2008.
Management of Central Contra Costa Sanitary District assumes full responsibility for the
completeness and reliability of the information in these financial statements, based upon
a comprehensive system of internal controls that is established for this purpose.
Because the cost of internal control should not exceed anticipated benefits, the
objective is to provide reasonable, rather than absolute, assurance that the financial
statements are free of any material misstatements.
Cropper Accountancy Corporation has issued an unqualified ( "clean ") opinion on the
Central Contra Costa Sanitary District's financial statements for the year ended June
30, 2008. The independent auditor's report is located at the front of the financial section
of this report.
Management's Discussion and Analysis report (MD &A) immediately follows the
- independent auditor's report and provides a narrative introduction, overview, and
analysis of the basic financial statements. The MD &A complements this letter of
transmittal and should be read in conjunction with it.
PROFILE OF THE GOVERNMENT
History and Services Provided
The District was established in 1946 under the Sanitary District Act of 1923 and is
located about 30 miles east of San Francisco. The District builds, operates and
maintains the facilities required to collect and process wastewater for approximately
317,000 residents of Danville, Lafayette, Martinez, Moraga, Orinda, Pleasant Hill, San
Ramon., Walnut Creek and some of the unincorporated communities within Central
Contra Costa County. The District also treats wastewater for 135,000 residents of the
Cities of Concord and Clayton under a 1974 contract with the City of Concord.
i, Recycled Paper
The District is committed to protecting the public health and preserving the environment
while minimizing facility and operating costs. The District has approximately 1,500
miles of sewer pipeline, ranging in size from 6 inches to 120 inches in diameter, and 18
sewage - pumping stations in the District's sewage collection system. The District is the
sole provider of wastewater service within the District limits (see map of service area).
Residents make up the largest segment of the District's customer base representing
approximately 80% of the Sewer Service Charge revenue. The District's treatment
capacity has grown from 4.5 million gallons per day (mgd) initiated in 1948 to 53.8 mgd
currently. Bonds, state grants, federal grants, and pay -as- you -go resources of the
District have financed expansions.
The District also provides an alternative source of water for irrigation by producing high
quality recycled water. Recycled water can safely be used on freeway landscaping,
street medians, golf courses, athletic fields, parks, playgrounds, schoolyards and multi-
family residential common areas.
In addition to its wastewater responsibility, the District also teamed with Mountain View
Sanitary District and other local governments to build and operate the first permanent
Household Hazardous Waste (HHW) Collection Facility in Contra Costa County. The
HHW Collection Facility is located adjacent to the District's wastewater treatment plant
and seeks to keep pollutants out of the sewer system, making this facility an important
part of our Pollution Prevention Program.
Organization, Accounting and Budgetary Controls
A 5- member Board of Directors governs the District. Board members are elected on a
non - partisan basis and serve a four -year term. The Board appoints the General
Manager, who in accordance with policies established by the Board of Directors,
manages District affairs. The District employs 259 regular employees organized in four
departments led by Department Directors responsible for their budgets and expenses.
The four departments are: Administrative, Engineering, Operations, and Collection
Systems.
The District uses an enterprise fund to account for the operations of the District, which is
run in a manner similar to private industry. The District currently has one enterprise
fund which is comprised of four internal sub - funds:
Running Expense - accounts for the general operations of the District.
Substantially all operating revenues and expenses are accounted for in this fund
(also referred to as Operations & Maintenance or O &M).
Sewer Construction - accounts for non - operating revenues that are to be used for
acquisition or construction of plant, property, and equipment (also referred to as the
Capital Fund).
Self- Insurance - accounts for interest earnings on cash balances in this sub -fund
and cash allocations from other funds, as well as costs of insurance premiums and
claims not covered by the District's insurance policies.
Debt Service Fund — accounts for activity associated with the payment of the
District's long term bonds and loans.
Each year, the Board adopts the following six budgets: Staffing Plan, Capital
Improvement, Operations and Maintenance, Equipment, Self- Insurance, and Debt-
- Service. The Board Finance Committee reviews disbursements prior to each regular
Board meeting, and disbursements are then approved by the full Board. Monthly
financial statements are issued to management and the Board. A detailed mid -year and
— annual budget analysis are prepared and presented to the Board. District management
is accountable for variances and adhering to budget constraints. The District also has
several documented financial policies that are reviewed and updated as appropriate.
ASSESSING THE DISTRICT'S ECONOMIC CONDITION
Local Economy and Outlook
_ The current economic news is bleak and unprecedented. Bank failures abound, both in
the U.S. and abroad. The government has responded with a $700 billion bail -out, but
investor confidence still appears to be weak. According to the Wall Street journal, the
stock market plunged 21% in the seven day period beginning October 1, 2008, and 39%
comparing October 2008 to October 2007. Oil prices and energy costs have risen, with
gasoline reaching a high of $4.50 per gallon in recent months, followed by some cost
relief. Home prices have fallen, mainly due to the glut of foreclosed homes due to the
sub -prime mortgage crisis. Consumer demand is down and retailers are already
predicting a slow holiday season.
According to the Legislative Analyst's Office (LAO), the current situation and outlook for
California are similar to the nation as a whole. California faces a huge budget deficit
and the overall economic picture of California shows signs of a softening economy with
revenue receipts trailing estimates. Unemployment rates are increasing and problems
with the housing market continue. Housing is a key variable in California. The
problems created by the sub -prime loans are peaking. Approximately 150,000 variable
rate loans will reset by the end of 2008 and only about 70,000 homes will reset in 2009.
Per the UCLA forecast, housing prices have yet to hit bottom in many parts of the
country and the state, and probably won't begin appreciating in value until next year or
2010. The California economy is expected to muddle along this year and next, with
recovery depending in part on a bottoming out of the slide in housing prices. It is
anticipated that California will experience a no growth economy. Growth should resume
at somewhere near normal levels in 2010, after a flat 2009. There is a lot of debate
going on about the state of the economy and an underlying assumption of the California
portion of the UCLA forecast is that the financial system will not freeze up.
On a positive note, the District anticipates growth in Dougherty Valley and reuse of the
Concord Navel Weapons Station for housing that the District will serve. There is also
an increased need for recycled water within Contra Costa County for urban land uses
due to below average rainfall, very low snowmelt runoff, and the largest court ordered
water transfer restrictions in state history. The timing of growth will depend on economic
conditions.
Fortunately, the District's primary operating revenues are sewer service charge from
District customers and the City of Concord. The District also receives a portion of the
one - percent property tax levied by the Contra Costa County. The District is fortunate to
participate in the California's alternative method of apportionment called the Teeter
Plan. Under the Teeter plan the County advances the full amount of property tax and
other levies to the District based on the tax levy rather than the actual tax collections by
the County. The County assumes the risk of delinquencies and in turn retains the
penalties and accrued interest. Even though homeowners are bailing on their property
tax bills, given the current housing melt down, the County still anticipates collecting the
taxes. Growth is anticipated to be flat for at least two years.
The District has an excellent reputation in all areas of public service, which include
finance, collection, treatment, training, safety, technology, capital projects, construction
and customer service. The Central Contra Costa Sanitary District has balanced
revenue sources, adequate reserves, and a low debt obligation, which will enable the
District to meet the demands of future budgets. CCCSD reviews its rate and other
charges annually. The District can increase its Sewer Service Charge rates when
needed to make up revenue shortfalls by providing public notice to all customers,
holding a Public Hearing, and obtaining approval by the Board of Directors.
Long Term Financial Planning
District management analyzes and updates their strategic plan annually, with the four
main goals being: providing exceptional customer service, maintaining full regulatory
compliance, maintaining responsible rates, and continuing to be a high performance
organization. Strategies to achieve each of the goals are developed, as well as metrics
to evaluate success.
The District performs a 10 -year long -term cash flow forecast each year shortly before
the budget process begins. The main economic factors usually considered in long
range forecasting are: the impact of state legislation and mandates, regulatory
compliance, GASB requirements, negotiated salary increases and employee benefits
including significant increases in retirement and health care costs, energy costs and
interpreting the energy market, and housing growth.
Major Initiatives
The District's vision it to be a high performance organization that provides exceptional
customer service and full regulatory compliance at responsible rates. Full regulatory
compliance is provided through exceptional operation of our collection system and
treatment facilities as well as through continued investment in our infrastructure. Our
current capital plan has an emphasis on collection system renovation in order to fix
deteriorating pipes and pumping stations before they can contribute to a sewer system
overflow. Both at the State and Federal level, regulations addressing sewer system
overflows and public notification have become increasingly stringent over the last
iv
several years. Collection system operations will be enhanced by the planned
construction of a new administration /crew /warehouse building which is being designed
to be LEED certified and will incorporate many green design features. LEED
represents "Leadership in Energy and Environmental Design ", which is administered by
the U.S. Green Building Council.
Our current capital plan is also addressing treatment plant reliability through design and
construction of three necessary projects. The standby power project, will provide new
engine generators to ensure that adequate power is available to run the plant in the
event of a utility power outage. A second project, the wet weather improvement project,
will ensure that extreme wet weather flows that overwhelm the capacity of the plant
outfall and holding ponds can be discharged to Walnut Creek. A third project, the solids
handling improvements project, will ensure that sludge can be hauled to proper disposal
in the event of a failure of our incineration system.
The District has received Platinum and Gold awards from the National Association of
Clean Water Agencies (NACWA) for ten straight years in recognition of 100 percent
compliance with our National Pollutant Discharge Elimination (NPDES) permit.
Recently, the U.S. Environmental Protection Agency selected the District as the second
place winner of the 2008 Operations and Maintenance Excellence Awards in the
category of Large Secondary Treatment Plant.
AWARDS AND ACKNOWLEDGEMENTS
_ The Government Finance Officers Association of the United States and Canada
(GFOA) awarded a Certificate of Achievement for Excellence in Financial Reporting to
the Central Contra Costa Sanitary District for its CAFR for the fiscal year ended June
30, 2007. This was the eighth consecutive year that the District has achieved this
prestigious award. In order to be awarded a Certificate of Achievement, a government
must publish an easily readable and efficiently organized comprehensive annual
financial report. This report must satisfy both generally accepted accounting principles
and applicable legal requirements.
A Certificate of Achievement is valid for a period of one year only. We believe that our
current CAFR continues to meet the program's requirements and we are submitting it to
the GFOA to determine its eligibility for another certificate.
This report could not have been accomplished without the dedication and commitment
provided by District staff. I would like to express my appreciation to the following
employees who assisted in its preparation:
■ The Finance and Accounting staff who compiled the information contained in this
document with a special thanks to Thea Vassallo, Accountant, and Colette Curtis -
Brown, Finance Administrator.
• The Reproduction and Graphics Team who creatively and professionally prepared
this finished document.
• Engineering and Operations staff who provided much of the statistical information
included in this document.
• The District's Board of Directors and Management Team for their support in
preparing this document as well as their day -to -day support in conducting the
financial operations of the District in a prudent and responsible manner.
Respectfully submitted,
Deborah Ratcli
Controller
Vi
CENTRAL CONTRA COSTA SANITARY DISTRICT
BOARD OF DIRECTORS
June 30, 2008
Gerald R. Lucey ................ ............................... President
Barbara D. Hockett ........................... President Pro -Tern
Michael R. McGill ................. ............................... Member
Mario M. Menesini ............... ............................... Member
James A. Nejedly ................. ............................... Member
vii
1 0021 -10/08
11 Central Contra Costa Sanitary District
4
OUR MISSION
To protect the public health and the �
environment by:
• Collecting and treating wastewater
• Recycling high quality water
• Promoting pollution prevention
OUR VISION
Bea high erformance organization
that .provi es exceptional customer
service and full regulatory compliance
at responsible rates.
OUR VALUES
We will achieve our goals by valuing:
• Each other
• Ethics and integrity
• A healthy and safe environment
• Community relationships
• The meeting of commitments
• All aspects of diversity
viii
X
CENTRAL CONTRA COSTA SANITARY DISTRICT
Organization Chart - Composite
Human
Resources
Safety &
Risk Management
Public
Information
Certificate of
Achievement
for Excellence
in Financial
Reporting
Presented W
Central Contra Costa
Sanitary District, California
For its Comprehensive Annual
Financial Report
for the Fiscal Year Ended
June 30, 2007
A Certificate of Achievement for Excellence in Financial
Reporting is presented by the Government Finance Officers
Association of the United States and Canada to
government units and public employee retirement
systems whose comprehensive annual financial
reports (CAFRs) achieve the highest
standards in government accounting
and financial reporting.
All
aaim President
Executive Director
Xi
Central Contra Costa Sanitary District
Financial
sectimon
Cropper Accountancy Corporation
Certified Public Accountants
2977 Ygnacio Valley Road, #460
Walnut Creek, California 94598
Tel: (925) 932 -3860
Fax: (925) 932 -3862 INDEPENDENT AUDITORS' REPORT
To the Board of Directors of
Central Contra Costa Sanitary District
Martinez, California
We have audited the accompanying financial statements of the Central Contra Costa Sanitary District as
of and for the years ended June 30, 2008 and 2007, as listed in the table of contents. These basic
financial statements are the responsibility of the District's management. Our responsibility is to express
an opinion on these financial statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the United States of
America and the State Controller's Audit Requirements for California Special Districts. Those
standards require that we plan and perform the audit to obtain a reasonable assurance about whether the
financial statements are free of material misstatement. An audit includes examining, on a test basis,
evidence supporting the amounts and disclosures in the financial statements. An audit also includes
assessing the accounting principles used and significant estimates made by management, as well as
evaluating the overall financial statement presentation. We believe that our audit provides a reasonable
basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material respects, the
financial position of the Central Contra Costa Sanitary District as of June 30, 2008 and 2007, and the
results of its operations and its cash flows for the years then ended in conformity with accounting
principles generally accepted in the United States of America, as well as accounting systems prescribed
by the State Controller's office for special districts.
The Management's Discussion and Analysis is not a required part of the basic financial statements but is
supplemental information required by the Government Accounting Standards Board. We have applied
— certain limited procedures, which consisted principally of inquiries of management regarding the
methods of measurement and presentation of the required supplementary information. However, we did
not audit this information and express no opinion on it.
Our audit was performed for the purpose of forming an opinion on the financial statements taken as a
whole. The financial information listed as supplementary information in the table of contents is
presented for purposes of additional analysis and is not a required part of the basic financial statements.
Such information has been subjected to the auditing procedures applied in the audit of the basic financial
statements taken as a whole.
The introductory and statistical sections, as listed in the table of contents, have not been audited by us
and accordingly, we do not express an opinion on them.
L4r%.- Aec ouw�ot,-, &revnwh4-r%
CROPPER ACCOUNTANCY CORPORATION
September 12, 2008
District
MANAGEMENT'S DISCUSSION AND ANALYSIS
This section of the District's annual financial report presents an analysis of the District's financial
performance during the fiscal year ended June 30, 2008. This information is presented in conjunction
with the audited financial statements, which follow this report.
FINANCIAL HIGHLIGHTS
The District's 2007 -08 financial highlights are listed below. These results are discussed in more detail
later in the report.
• The District's total ending net assets increased by $17.9 million or 3.06% in 2007 -08 when
compared to fiscal year 2006 -07
• Total revenues were $82.2 million in 2007 -08 compared to $79.7 million in 2006 -07
• Total 2007 -08 expenses were $75.0 million compared to $71.1 million in 2006 -07
• Capital Contributions decreased from $12.4 million in 2006 -07 to $10.7 million in 2007 -08
OVERVIEW OF THE FINANCIAL STATEMENTS
This annual report includes the management's discussion and analysis report, the independent auditor's
report and the basic financial statements of the District. The financial statements also include notes that
explain information in the financial statements in more detail.
REQUIRED FINANCIAL STATEMENTS
The Financial Statements of the District report information utilizing methods similar to those used by
private sector companies. These statements offer short and long -term financial information about its
activities.
• Statement of net assets -- reports the District's current financial resources (short-term spendable
resources) with capital assets and long -term obligations
• Statement of revenues, expenses and changes in net assets — reports the District's operating
and non - operating revenues by major source along with operating and non - operating expenses
and capital contributions
• Statement of cash flows — reports the District's cash flows from operating activities, investing,
capital and noncapital financing activities
2 40) Recycled Paper
STATEMENT OF NET ASSETS
The following table shows the condensed statement of net assets of the Central Contra Costa Sanitary
District for the past two years:
Condensed Statement of Net Assets Fiscal Year Fiscal Year Dollar Percent
lflal -9AAQ 9AAK 11AAIT
Current Assets
$ 86,373,020
$ 80,148,191
$ 6,224,829
_. 7.77%
Capital Assets
560,288,889
543,622,261
16,666,628
3.07%
Other Non - current Assets
5,219,183
5,506,090
286,907
-5.21%
Total Assets
651,881,092
629,276,542
22,604,550
3.59%
Current Liabilities
19,261,007
12,278,750
6,982,257
56.86%
Non - Current Liabilities
31,009,990
33,261,915
(2,251,925 )
-6.77%
Total Liabilities
50,270,997
45 40 665
4,730,332
10.39%
Invested in Capital Assets,
Net of Related Debt
532,375,068
513,580,658
18,794,410
3.66%
Restricted - Debt Service
3,185,416
3,216,163
(30,747)
- 0.960/a
Unrestricted
66,049,611
66,939,056
889,445
-1.33%
Total Net Assets
$ 601,610,095
S 583,735,877
$ 17,87A218 218
3.06%
The total net assets of the District increased to $601.6 million in 2007 -08, a $17.9 million increase from
2006 -2007. The increase in net assets is the result of net income of $7.2 million and capital
contributions of $10.7 million (shown in the next table).
By far the largest portion of the District's net assets (88.5% percent) reflects its investment in capital
assets (e.g. land, buildings, machinery, equipment, and sewer line infrastructure), less any related debt
used to acquire those assets that is still outstanding. The District uses these capital assets to provide
services to its ratepayers; consequently, these assets are not available for future spending. Although the
District's investment in its capital assets is reported net of debt, it should be noted that the resources
needed to repay this debt must be provided from other sources, since the capital assets themselves
cannot be used to liquidate these liabilities. There is currently $3.2 million restricted for debt service.
The remaining balance of unrestricted net assets ($66.0 million) may be used to meet the District's
ongoing obligations to its ratepayers and creditors.
This space intentionally left blank
3
REVIEW OF REVENUES EXPENSES AND CHANGES IN NET ASSETS
The following table shows the condensed statement of revenues, expenses, and changes in net assets for
the Central Contra Costa Sanitary District:
Condensed Statement of Revenues, Expenses, and Changes in Net Assets
Fiscal Year Fiscal Year Dollar Percent
2007 -2008 2006 -2007 Change Change
Sewer Service Charges SSC
S 48,414,017
S 44,100,883
S 4,313,134
9.78%
Other Service Charges and misc.
1,465,569
1,657,238
191,669)
- 11.57%
Total Operating Revenue
49,879,586
45 758121
4,121,465
9.01 %
Customer Contributions (SSC)
14,970,637
15,945,915
975,278)
-6.12%
Property Tax
12,254,168
11,762,731
491,437
4.18%
Permit & Inspection Fees
1,335,160
1,615,308
280,148
- 17.34%
All Other
3,771,438
4,574,156
802,718)
- 17.55%
Total Non-Operating Revenues
32,331,403
33 898110
(1,566,707)
-4.62%
Total Revenues
82,210,989
79,656,231
2,554, 758
3.21%
Total Labor and Benefits
37,312,472
34,678,665
2,633,807
7.59%
Chemicals & Utilities
7,223,877
7,024,986
198,891
2.83%
Repairs and Maintenance
2,985,670
3,254,643
(268,973)
-8.26%
Professional, Legal and Outside Services
2,613,658
2,298,712
314,946
13.70%
Materials & Supplies
1,728,963
1,734,504
(5,541)
-0.32%
Hauling and Disposal
877,885
850,439
27,446
3.23%
Self - Insurance Expense
916,639
519,284
397,355
76.52%
All Other
1,247,298
1,444,082
(196,784)
- 13.63%
Depreciation Expense
18,615,747
17,714,714
901,033
5.09%
Total Operating Expenses
73,522,209
69,520,029
4,002,180
5.76%
Non - Operating Expense - Interest
Expense
1,518,142
1 609104
(90,962)
-5.65%
Total Expenses
75,040,351
71,129,133
3,911,218
5.50%
Income (Loss) Before Capital
Contributions
7,170,638
8,527,098
(1,356,460)
-15.91%
Contributed Sewer Lines
1,444,420
3,521,704
2,077,284
- 58.99%
Capital Contributions - Connection Fees
9,259,160
8,917,658
341,502
3.83%
Total Capital Contributions
10,703,580
12,439,362
1,735,782
- 13.95%
Change in Net Assets
17,874,218
201966,460
3 092,242)
- 14.75%
Beginninv, Net Assets
583,735,877
562,769,417
20,966,460
3.73%
Ending Net Assets
$ 601,610,095
$ 583,735 77
$ 17,874,2 8
3.06%
In 2007 -08, operating revenues increased by $4.1 million or 9.0 %; non - operating revenue decreased by
$1.6 million or -4.6 %. The change in total revenue resulted in an increase of $2.6 million or 3.2 %. The
SSC rate increased in 2007 -08 by 3.7 %, and the Sewer Service allocation between operating and non-
operating revenue changed in 2007 -08, reflecting a $4.3 million increase in SSC Operating Revenue and
the $1.0 million decrease in non - operating revenue. Property Tax revenue had a modest $500,000
increase due to a 4% growth to the tax base, in spite of the sub -prime mortgage crisis. In 2007 -08,
permit and inspection fees decreased in the struggling economy, and lower interest earnings on District
investments resulted in a $ 1.1 million revenue decrease compared to 2006 -07.
4
In 2007 -08, operating expenses increased by $4.0 million or 5.8 %. This is mainly due to increases in
total labor, depreciation expense, increased self - insurance claims, technical services, chemical, and
utility costs. The District booked the second annual GASB 45 liability accrual in the amount of $2.8
million, which is included in employee benefits. Depreciation expense increased by $900,000,
reflecting new capital additions. Non - Operating Expense, which is made up of debt service interest
expense decreased slightly as more principal was paid off. Total 2007 -08 income before capital
contributions decreased from $8.5 million in 2006 -07 to $7.2 million in 2007 -08 for a net decrease of
$1.4 million or - 15.9 %.
Capital contributions in 2007 -08 were $10.7 million compared to $12.4 million in 2006 -2007, resulting
in a decrease of $1.7 million or — 14.0 %. This was mainly due to less contributed sewer lines and
connection fees increased due to one -time revenues in spite of housing construction slowing in general.
The total change in net assets increased from $583.7 million in 2006 -07 to $601.6 million in 2007 -08.
CAPITAL ASSETS
As of June 30, 2008, the District's investment in capital assets totaled $560.4 million, which is an
increase of $16.8 million or 3.08% over the capital asset balance of $543.6 million at June 30, 2007.
Capital assets include the District's entire major infrastructure including wastewater treatment facilities,
sewers, land, buildings, pumping stations, vehicles, and furniture and equipment exceeding our
capitalization policy limit of $5,000, net of depreciation. A comparison of the District's capital assets
over the past two fiscal years is presented below:
Fiscal Year Fiscal Year Dollar Percent
Capital Assets 2007 -2008 2011021107 Chaneo rhannn
Land
$ 17,114,720
$ 17,114,720
$ -
v 0.00%
Sewa a Collection System
242,806,977
226,796,748
16,010,229
7.06%
Contributed Sewer Lines
145,596,316
144,151,897
1,444,419
1.00%
Outfall Sewers
8,518,443
8,518,443
-
0.00%
Sewage Treatment Plant
264,327,208
255,008,296
9,318,912
3.65%
Rec cied Water Infrastructure
11,936,662
11,726,507
210,155
1.79%
Pumping Stations
51 632,331
50,082,876
1,549,455
3.09%
Buildings
19,987,656
19,537,601
450,055
2.30%
Furniture & Equipment
13,730,782
12,951,529
779,253
6.02%
Motor Vehicles
5,224,941
4,575 910
649,031
14.18%
Construction In Progress
28,515,814
24,536,196
3,979,618
16.22%
Subtotal
809,391,850
775,000,723
34 391 127
4.44%
Less Accumulated Depreciation
249,002,961
231,378,462
17,624,499
7.62%
Total Capital Assets net of depreciation)
$ 560,388,889
$ 543,622 261
$ 1b,766 628
3.08%
The major reasons for the increase of $16.8 million in capital assets, net of depreciation, are:
• Sewer pipe ongoing renovations, pumping station improvements, and contributed sewer lines
($19 million)
• Treatment plant infrastructure renovations, upgrades, equipment, and improvements ($9.3
million)
• Construction In Progress increased by $4.0 million due to increased project activity
• Buildings, Recycled Water Infrastructure, Furniture & Equipment, and Motor Vehicles ($2.1
million)
5
• These increases are offset by an increase in accumulated depreciation due to our increasing
capital asset value and its associated depreciation expense ( -$17.6 million)
See Note 44 in the audited financial statements.
DEBT ADMINISTRATION
The District has the following outstanding debt as of June 30, 2008:
1998 Revenue Refunding Bonds $ 12,292,648
2002 Revenue Bonds 14,220,000
Water Reclamation Loan Contract 1,629,250
$ 28,141,898
See Note #6 in the audited financial statements.
ECONOMIC AND OTHER FACTORS
Changes in the state budget have a significant impact on the District. The State currently faces a huge
budget deficit. Previous California budget deficits were partially remedied by shifting a portion of local
property tax to the state in 2004 -05 and 2005 -06. The tax shift ended in 2006 -07, and the voters passed
Proposition IA that mandates the State repay any future property tax that it borrows. Still, there were
several proposals made in the 2008 -09 budget process that could either allow for borrowing special
district property tax, or eliminating it by shifting it to other government programs. It is probable that our
property tax income will be eliminated by some means in the future.
Regulatory requirements are becoming more stringent, causing the District to spend more on
_ compliance, both for operations and maintenance costs and capital projects. Interest rates remain low,
and this negatively impacts interest earnings. The future state of the economy, and the impact to the
District, is in question at this time due to large drops in the stock market and failing investment
companies.
In addition to making efforts to reduce spending and improve process efficiencies, the District has the
ability to raise the Sewer Service Charge to meet our long -term commitments.
FINANCIAL CONTACT
The financial report is designed to provide our customers and creditors with a general overview of the
District's finances and to demonstrate the District's accountability for the money it receives. If you
have questions about this report or need additional financial information, contact: Controller, Central
Contra Costa Sanitary District, 5019 Imhoff Place, Martinez, CA 94553.
FINANCML STATEMENTS
CENTRAL CONTRA COSTA SANITARY DISTRICT
Statement of Net Assets
June 30, 2008 and 2007
2008
ASSETS
Current Assets
Cash and investments available for operations $ 66,665,766
Accounts receivable 17,002,243
_ Interest receivable 340,273
Parts and supplies 1,612,059
Prepaid expenses 652,679
Total Current Assets 86,273,020
Noncurrent Assets
Restricted cash and investments
Land, property, plant and equipment, net of accumulated depreciation
Construction in progress
Contractual assessment district receivable
-- Revenue bond issuance costs, net of amortization
Total Noncurrent Assets
Total Assets
LIABILITIES
— Current Liabilities
Accounts payable and accrued expenses
Interest payable
Current portion of refunding revenue bonds
Current portion of water reclamation loan contract
Current portion of accrued compensated absences
Liability for uninsured claims
Other postemployment benefits
Refundable deposits
Total Current Liabilities
Noncurrent Liabilities
Revenue bonds, net of current portion
Accrued compensated absences, net of current portion
Water reclamation loan contract, net of current portion
Total Noncurrent Liabilities
Total Liabilities
NET ASSETS
Invested in capital assets, net of related debt
Restricted for debt service
Unrestricted
Total Net Assets
3,696,773
531,773,075
28,515,814
1,394,333
228,077
565,608,072
2007
$ 63,865,052
13,907,341
61,207
1,543,018
771,573
80,148,191
3,569,117
519,086,064
24,536,197
1,678,216
258,757
549,128,351
651,881,092 629,276,542
8,673,582
419,656
2,300,000
144,759
790,000
629,820
5,990,813
312,377
19,261,007
24,212,648
5,312,851
1,484,491
31,009,990
50,270,997
532,375,068
3,185,416
66,049,611
$ 601,610,095
The accompanying notes are an integral part of the financial statements
7
5,143,848
440,824
2,210,000
141,090
629,820
3,157,887
555,281
12,278,750
26,320,020
5,312,645
1,629,250
33,261,915
45,540,665
513,580,658
3,216,163
66,939,056
$ 583,735,877
CENTRAL CONTRA COSTA SANITARY DISTRICT
Statement of Revenues, Expenses, and Changes in Net Assets
Years Ended June 30, 2008 and 2007
OPERATING REVENUE
Sewer service charges (SSC)
Service charges - City of Concord
Other service charges
Miscellaneous charges
Total operating revenue
OPERATING EXPENSES
Sewage collection and pumping stations
Sewage treatment
Engineering
Administrative and general
Depreciation
Total operating expenses
OPERATING LOSS
NON - OPERATING REVENUES (EXPENSES)
Taxes
City of Concord cash contributions to capital costs
Customer cash contributions to capital cost (SSC)
Permit and inspection fees
Interest earnings
Interest expense
Other income (expense)
Total non - operating revenues (expenses)
Income before contributions and transfers
Contributed sewer lines
Capital contributions - connection fees
CHANGE IN NET ASSETS
Total Net Assets - Beginning
Total Net Assets - Ending
2008
$ 40,207,157
8,206,860
869,589
595,980
49,879,586
10,905,468
22,054,203
6,332,830
15,613,961
18,615,747
73,522,209
(23,642,623)
12,254,168
5,336,273
9,634,364
1,335,160
2,527,621
(1,518,142)
1,243,817
30,813,261
7,170,638
1,444,420
9,259,160
17,874,218
583,735,877
$ 601,610,095
The accompanying notes are an integral part of the financial statements
8
2007
$ 35,057,668
9,043,215
793,395
863,843
45,758,121
10,332,732
21,438,368
5,472,707
14,561,508
17,714,714
69,520,029
(23,761,908)
11,762,731
3,435,512
12,510,403
1,615,308
3,257,773
(1,609,104)
1,316,383
32,289,006
8,527,098
3,521,704
8,917,658
20,966,460
562,769,417
$ 583,735,877
CENTRAL CONTRA COSTA SANITARY DISTRICT
Statement of Cash Flows
Years Ended June 30, 2008 and 2007
Cash Flows From Operating Activities:
Receipts from customers and users
Payments to suppliers
Payments to employees and related benefits
Net cash provided by (used in) operating activities
Cash Flows From Noacapital Financing Activities:
Receipt of taxes
Inspection/permit fees and other non - operating income
Net cash provided by (used in) non capital
and related financing activities
Cash Flows From Capital And Related Financing Activities:
Capital contributions
Connection fees
Acquisition and construction of capital assets
Principal paid on bonds
_ Interest paid on bonds
Net cash provided by (used in) capital and related financing activities
Cash Flows From Investing Activities
Interest received
Net decrease in cash and cash equivalents
Cash and cash equivalents, July I
Cash and Cash equivalents, June 30
Reconciliation of operating loss to net cash provided
(used) by operating activities
Operating gain (loss)
Adjustment to reconcile operating income to net cash provided
(used) by operating activities:
_ Depreciation expense
Net book value on capital assets retired
(Increase) decrease in:
Accounts receivable
Parts and supplies
Prepaid expenses
Increase (decrease) in:
Accounts payable and accrued expenses
Refundable deposits
Other postemployment benefits
Accrued compensated absences
Net cash provided by (used in) operating activities
Noncash investing, capital, and financing activities
Contributions of capital assets
End of Period:
Unrestricted cash and equivalents
Restricted cash and equivalents
2008
$ 46,825,663
(7,360,135)
(40,326,309)
(860,781)
12,254,168
2,578,977
14,833,145
14,970,637
9,259,160
(33,855,254)
(2,158,462)
(1,508,630)
(13,292,549)
2,248,555
2,928,370
67,434,169
$ 70,362,539
(23,642,623)
18,615,747
17,299
(2,811,019)
(69,041)
118,895
3,529,733
(242,904)
2,832,926
790,206
$ (860,781)
$ 1,444,420
$ 66,665,766
3,696,773
$ 70,362,539
The accompanying notes are an integral part of the financial statements
2007
$ 41,606,988
(11,878,232)
(34,004,606)
(4,275,850)
11,762,731
2,931,692
14,694,423
15,945,915
8,917,658
(39,768,810)
(2,079,887)
(1,793,559)
(18,778,683)
3,961,292
(4,398,818)
71,832,987
$ 67,434,169
(23,761,908)
17,714,714
142,652
(2,493,895)
19,001
443,538
428,269
(38,935)
3,157,887
112,827
$ (4,275,850)
$ 3,521,704
63,865,052
3,569,117
$ 67,434,169
NOTES TO THE FINANCIAL STATEMENTS
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Reporting Entity
The Central Contra Costa Sanitary District, a special district and a public entity established under the
Sanitary District Act of 1923, provides sewer service for the incorporated and unincorporated areas under
-` its jurisdiction. A Board of Directors comprised of five elected members governs the District.
As required by accounting principles generally accepted in the United States of America, these basic
financial statements present Central Contra Costa Sanitary District and its component unit. The
component unit discussed in the following paragraph is blended in the District's reporting entity because
of the significance of its operational or financial relationship with the District.
Blended Component Unit Component units are legally separate organizations for which the District is
financially accountable. Component units may also include organizations that are fiscally dependent on
— the District, in that the District approves their budget, the issuance of their debt or the levying of their
taxes. In addition, component units are other legally separate organizations for which the District is not
financially accountable but the nature and significance of the organization's relationship with the District
is such that exclusion would cause the District's financial statements to be misleading or incomplete. For
financial reporting purposes, the component unit discussed below is reported in the District's financial
statements because of the significance of its relationship with the District. The component unit, although
a legally separate entity, is reported in the financial statements using the blended presentation method as
if it were part of the District's operations because the Governing Board of the component unit is
essentially the same as of governing board of the District and because its purpose is to finance facilities
— to be used for the direct benefit of the District. The Central Contra Costa Sanitary District Facilities
Financing Authority was organized solely for the purpose of providing financial assistance to the District
by acquiring, constructing, improving and financing various facilities, land and equipment purchases,
_ and by leasing or selling certain facilities, land and equipment for the use, benefit and enjoyment of the
public served by the District. The Corporation has no members and the Board of Directors of the
Corporation consists of the same persons who are serving as the Board of Directors of the District. There
are no separate basic financial statements prepared for the Corporation.
Basis of Accounting
The District's financial statements are prepared on the accrual basis in accordance with accounting
principles generally accepted in the United States of America as promulgated by the Government
Accounting Standards Board (GASB). In addition, the District applies all applicable Financial
Accounting Standards Board (FASB) pronouncements issued on or before November 30, 1989, unless
those pronouncements conflict with or contradict GASB pronouncements.
The District is a proprietary entity; it uses an enterprise fund format to report its activities for financial
statement purposes. Enterprise funds are used to account for operations that are financed and operated in
a manner similar to private business enterprises, where the intent of the governing body is that the cost
and expenses, including depreciation, of providing goods or services to its customers be financed or
recovered primarily through user charges; or where the governing body has decided that periodic
determination of revenues earned, expense incurred, and net income is appropriate for capital
maintenance, public policy, management control, accountability, or other purposes.
10
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Enterprise funds are used to account for activities similar to those in the private sector, where the
proper matching of revenues and costs is important and the full accrual basis of accounting is
required. With this measurement focus, all assets and liabilities of the enterprise are recorded on its
statement of net assets, all revenues are recognized when earned and all expenses, including
depreciation, are recognized when incurred.
Enterprise funds distinguish operating revenues and expenses from non - operating items. Operating
revenues and expenses generally result from providing services and producing and delivering goods
in connection with an enterprise fund's principal ongoing operations. The principal operating
revenues of the District are charges to customers for services. Operating expenses for the District
include the costs of sales and services, administrative expenses, and depreciation on capital assets.
All revenues and expenses not meeting this definition are reported as non - operating revenues and
expenses.
For internal operating purposes, the District's Board of Directors has established four separate sub -
funds, each of which includes a separate self - balancing set of accounts and a separate Board
approved budget for revenues and expenses. These sub -funds are combined into the single
enterprise fund presented in the accompanying financial statements. The nature and purpose of these
sub -funds are as follows:
Running Expense
Running expense accounts for the general operations of the District. Substantially all operating
revenues and expenses are accounted for in this sub -fund.
Sewer Construction
Sewer construction accounts for non - operating revenues, which are to be used for acquisition or
construction of plant, property and equipment.
Setf Insurance
Self insurance accounts for interest earnings on cash balances in this sub -fund and cash
allocations from other sub - funds, as well as for costs of insurance premiums and claims not
covered by the District's insurance coverage.
Debt Service
Debt service accounts for activity associated with the payment of the District's long term bonds
and loans.
That portion of the District's net assets which is allocable to each of these sub -funds has been shown
separately in the accompanying financial statements.
The District's Board of Directors adopts annual budgets on a basis consistent with accounting
principles generally accepted in the United States of America.
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Investments
Investments held at June 30, 2008, with original maturities greater than one year are stated at fair
_ value. Fair value is estimated based on quoted market prices at year -end. All investments not
required to be reported at fair value are stated at cost or amortized cost.
Prepaids
Certain payments to vendors reflect costs applicable to future accounting periods and are recorded as
prepaid items in the financial statements.
Bank Escrow Deposit
An escrow agreement was formed between the District and the National Park Service for the Right
of Way through the John Muir National Historic Site, in lieu of issuing a bond. The current Right of
Way Permit is 10 years, but is renewable and must remain in effect so long as there is sewerage
running through the area; therefore it is unlikely that the escrow funds will ever be released to the
District. These funds are restricted cash in the financial statements. See note 2.
Parts and Supplies
Parts and supplies are valued at average cost and are used primarily for internal purposes.
Property, Plant, and Equipment
Purchased capital assets are stated at historical cost. Capital assets contributed to the District are
stated at estimated fair value at the time of contribution. The capitalization threshold for capital
assets is $5,000. Expenditures, which materially increase the value or life of a capital assets are
capitalized and depreciated over the remaining useful life of the asset.
Depreciation of exhaustible capital assets has been provided using the straight -line method as
follows:
Years
Sewage Collection Facilities 75
Sewage Treatment Plant and Pumping Plants 40
Buildings 50
Furniture and Equipment 5-15
Motor Vehicles 6-15
12
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
Defined Contribution Retirement Plans
District employees may defer a portion of their compensation under a District sponsored Deferred
Compensation Plan created in accordance with Internal Revenue Code Section 457. Under this Plan,
participants are not taxed on the deferred portion of their compensation until it is distributed to them;
distributions may be made only at termination, retirement, death, or in an emergency as defined by
the Plan. The District does not make contributions to the plan.
On August 20, 1997, the provisions of the Internal Revenue Code covering section 457 were
amended to require existing plans to establish trusts for assets of plans so that they would not be
subject to the right of general creditors. The District amended its plan during the fiscal year ended
June 30, 1999 to meet this requirement. Consequently, at June 30, 2008, the plans assets are held in
trust for the exclusive benefit of the participants and are not included in the District's financial
statements.
The District also contributes to a money purchase plan created in accordance with Internal Revenue
Code section 401(a). Contributions to the plan are made in accordance with a memorandum of
understanding stating that in lieu of making payments to Social Security, the District contributes to
the 401 (a) Plan an amount equal to that which would have been contributed to Social Security on
behalf of its employees as long as the District is not required to participate in Social Security. The
assets are held in trust and are not recorded on the books of the District. The District contributed
$1,391,089 to the plan during the year ended June 30, 2008.
Property Taxes
Property tax revenue is recognized in the fiscal year for which the tax is levied. The County of
Contra Costa levies, bills and collects property taxes for the District; all material amounts are
collected by June 30.
General County taxes collected are the same as the amount levied since the County participates in
California's alternative method of apportionment called the Teeter Plan. The Teeter Plan, as
provided in Section 4701 at seq. of the State of Revenue and Taxation Code establishes a mechanism
for the county to advance the full amount of property tax and other levies to taxing agencies based
on the tax levy, rather than on the basis of actual tax collections. Although this system is a simpler
method to administer, the County assumes the risk of delinquencies. The County in return retains
the penalties and accrued interest thereon.
Secured Property tax bills are mailed once a year during the month of October on the current secured
tax roll, to the owner of the property as of the lien date (January 1). Payments can be made in two
installments, and are due on November 1 and February 1. Delinquent accounts are assessed a
penalty of 10 percent. Accounts, which remain unpaid on June 30, are charged an additional 1
percent per month. Unsecured property tax is due on July 1 and becomes delinquent on August 31.
The penalty percentage rates are the same as secured property tax.
13
CENTRAL CONTRA, COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. SUMMARY OF SIGNIFICANT_ ACCOUNTING POLICIES (continued)
Compensated Absences
The liability for vested vacation, compensatory time, and sick pay is recorded as an expense when
_ earned. District employees have a vested interest in 100 percent of accrued vacation time and 85
percent of accrued sick time for employees hired before May 1, 1985. Employees hired after May 1,
1985 have a vested interest in up to 40 percent of their sick time, based upon length of employment
with the District.
The accrued compensated absences increased to $6,102,851 from $5,312,645 in fiscal 2008. The
— current portion of the non - current liability to be used within the next year is estimated by
management to be approximately $790,000.
Statement of Cash Flows
For purposes of the statement of cash flows, all highly liquid investments, including restricted assets,
_ with maturities of three months or less when purchased, are considered to be cash equivalents.
Included therein are petty cash, bank accounts, and the State of California Local Agency Investment
Fund (LAIF). Restricted assets are debt service amounts maintained by fiduciaries and not available
for general expenses.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally accepted
in the United States of America requires management to make estimates and assumptions that affect
the reported amounts of assets and liabilities and disclosures of contingent assets and liabilities at the
date of the financial statements and the reported amounts of revenues and expenses during the
reporting period. Actual results could differ from those estimates.
New Accounting Pronouncements
In April 2004, GASB issued GASB No. 43, Financial Reporting for Postemployment Benefit Plans
Other Than Pension Plans. This Statement provides guidance on how to report OPEB plans that
qualify as a trust or agency funds or as fiduciary component units of either a participating employer,
a plan sponsor, a public employee retirement system (Ca1PERS, or other administering entity). The
requirements for this statement are effective for fiscal periods beginning after December 15, 2006
provided GASB 45 is also implemented. The District will implement this standard in conjunction
— with GASB 45.
In July 2004, GASB issued GASBS No. 45, Accounting and Financial Reporting by Employers for
— Postemployment Benefits Other Than Pensions. This Statement requires local governmental
employers who provide other postemployment benefits (OPEB) as part of the total compensation
offered to employees to recognize the expense and related liabilities (assets) in the government -wide
financial statements of net assets and activities. This Statement establishes standards for the
measurement, recognition, and display of OPEB expense /expenditures and related liabilities (assets),
14
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. Description of District and Summary of Significant Accounting Policies (continued)
New Accounting Pronouncements (continued)
note disclosures, and, if applicable, required supplementary information (RSI) in the financial
reports of State and local governmental employers.
Current financial reporting practices for OPEB are generally based on pay -as- you -go financing
approaches. Current financial reporting practices fail to measure or recognize the cost of OPEB
during the periods when employees render the services, or to provide relevant information about
OPEB obligations and the extent to which progress is being made in funding those obligations.
The District is required to implement the provisions of this Statement for the fiscal year ended June
30, 2009 (effective for fiscal years beginning after December 31, 2007). See note 10 for additional
information.
In November of 2006, GASB issued GASBS No. 49. Accounting and Financial Reporting Pollution
Rmmediation Obligations. The District is required to implement the provisions of this Statement for
the fiscal year ended June 30, 2009 (effective for periods beginning after December 15, 2007). This
standard addresses current or potential detrimental effects of existing pollution by participating in
pollution remediation activities such as site assessments and cleanups. The scope of the document
excludes pollution prevention or control obligations with respect to current operations, and future
pollution remediation activities that are required upon retirement of an asset, such as a landfill closure.
This statement may have a material effect on the financial statements of the District.
In May of 2007, GASB issued GASBS No. 50, Pension Disclosures - an amendment of GASB
Statements No. 25 and No. 27 The District is required to implement the provisions of this Statement
for the fiscal year ended June 30, 2008 (effective for periods beginning after June 15, 2007). This
Statement aligns more closely the financial reporting requirements for pensions with those for other
postemployment benefits (OPEB) and, in doing so, enhances information disclosed in notes to
financial statements or presented as required supplementary information (RSI) by pension plans and by
employers that provide pension benefits.
The reporting changes required by the Statement amend applicable note disclosure and RSI
requirements of Statements No. 25, Financial Reporting for Defined Benefit Pension Plans and Note
Disclosures for Defined Contribution Plans, and No. 27, Accounting for Pensions by State and Local
Governmental Employers, to conform with requirements of Statements No. 43, Financial Reporting
for Postemployment Benefit Plans Other Than Pension Plans, and No. 45, Accounting and Financial
Reporting by Employers for Postemployment Benefits Other Than Pensions. We do not expect this -
statement to have a material effect on the financial statements of the District.
In June of 2007, GASB issued GASBS No. 51. Accounting and Financial Reporting for Intangible
Assets. The District is required to implement the provisions of this Statement for the fiscal year ended
June 30, 2010 (effective for periods beginning after June 15, 2009; for governments classified as phase
15
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
1. Description of District and Summary of Significant Accounting Policies (continued)
New Accounting_ Pronouncements (continued)
2 under GASBS No. 34, retroactive reporting is required for intangible assets acquired in fiscal years
ended after June 30, 1980). This Statement requires that all intangible assets not specifically excluded
by its scope provisions be classified as capital assets. Governments possess many different types of
assets that may be considered intangible assets, including easements, water rights, patents, trademarks,
and computer software. Intangible assets, and more specifically easements, are referred to in the
description of capital assets in Statement No. 34, Basic Financial Statements — and Management's
Discussion and Analysis —for State and Local Governments. This reference has created questions as
to whether and when intangible assets should be considered capital assets for financial reporting
purposes. The implementation of the provisions of this standard may have a material effect on the
financial statements of the District.
In November of 2007, GASB issued GASBS No. 52, Land and Other Real Estate Held as
Investments by Endowments. The District is required to implement the provisions of this Statement for
the fiscal year ending June 30, 2009 (effective for periods beginning after June 15, 2008). This
Statement requires endowments to report their land and other real estate investments at fair value and
governments to report the changes in fair value as investment income and to disclose the methods
and significant assumptions employed to determine fair value, and other information that they
currently present for other investments reported at fair value. Endowments exist to invest resources
for the purpose of generating income. Other entities that exist for similar purposes — pension and
other postemployment benefit plans, external investment pools, and Internal Revenue Code Section
457 deferred compensation plans—however, report land and other real estate held as investments at
their fair value. We do not expect this statement to have a material effect on the financial statements
of the District.
In June of 2008, GASB issued GASBS No. 53. Accounting and Financial Reporting for Derivative
Instruments. This Statement requires governments to measure derivative instruments at fair value in
their economic resources measurement focus financial statements. Derivative instruments are often
complex financial arrangements used by governments to manage specific risks or to make
investments. By entering into these arrangements, governments receive and make payments based
on market prices without actually entering into the related financial or commodity transactions.
Derivative instruments associated with changing financial and commodity prices result in changing
cash flows and fair values that can be used as effective risk management or investment tools.
Derivative instruments, however, can also expose governments to significant risks and liabilities.
Common types of derivative instruments used by governments include interest rate and commodity
swaps, interest rate locks, options (caps, floors, and collars), forward contracts, and future contracts.
The District is required to implement the provisions of the Statement for the fiscal year ending June
30, 2010 (effective for periods beginning after June 15, 2009), which should allow users of the
financial statements to more fully understand the District's resources available to provide services.
The District does not currently hold such instruments which would be classified as derivatives other
than a minor amount held through the State Investment Pool and Cal Trust.
16
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
2. CASH AND CASH EQUIVALENTS
Summary of Investments
Investments as of June 30, 2008 are classified in the accompanying financial statements as follows:
Cash and investments available for operations $ 66,665,766
Cash in escrow -in lieu of surety bond 100,000
Restricted cash and investments 3,596,773
Total Deposits and Investments $ 70,362,539
* See note 1 — Bank Escrow Deposit
General Authorizations
Limitations as they relate to interest rate risk, credit risk, and concentration of credit risk are
indicated in the schedules below:
Maximum
Maximum
Percentage
Remaining
Authorized Investment Type
Maturity
U.S. Treasury Obligations
1 year
Banker's Acceptance
180
Commercial Paper (1)
270
Collateralized Certificates of Deposit
1 year (2)
County Pooled Investment Funds
N/A
Local Agency Investment Fund (LAIF)
N/A
Maximum
Maximum
Percentage
Investment
of Portfolio
In One Issuer
None
None
40%
15%
25%
15%
30%
15%
None
None
None
None
(1) Prime quality; limited to corporations with assets over $500,000,000
(2) Prior approval of the Board of Directors must be obtained to acquire maturities beyond one year
17
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
_ Years Ended June 30, 2008 and 2007
2. CASH AND CASH EQUIVALENTS (continued)
Authorized Under Debt Agreements
_
Maximum
Maximum
Maximum
Remaining
Percentage
Investment
Authorized Investment Type
Maturity
of Portfolio
In One Issuer
— Federal Securities
None
None
None
Direct or indirect obligations of the following agencies of the
USA:
None
None
None
Export-Import Bank
None
None
None
_
Farmers Home Administration
None
None
None
Participation Certificates issued by the General Services
Administration
None
None
None
Mortgage - backed bonds or pass- through obligations issued by
GNMA, FNMA, FHLMC, or FHA
None
None
None
Project notes issued by the US Department of HUD
None
None
None
Public housing notes and bonds guaranteed by the USA
None
None
None
` Certificates of Deposit (fully insured by FDIC)
None
None
None
Commercial Paper - US Corporations (1)
270 Days
None
None
Bankers acceptances (1)
180 Days
None
None
— State Investment Pool (LAIF)
None
None
None
Money Market Funds (1)
None
None
None
(1) Rated highest short-term rating by S &P and Moody's
Interest Rate Risk
Interest rate risk is the risk that changes in market interest rates will adversely affect the fair value of
an investment. Generally, the longer the maturity of an investment, the greater the sensitivity of its
fair value to changes in market interest rates. The District manages exposure to interest rate risk by
purchasing a combination of shorter term and longer term investments and by timing cash flows
from maturities so that a portion of the portfolio is maturing or coming close to maturity evenly over
time as necessary to provide the cash flow and liquidity needed for operations.
The District's investments at year end with the exception of the U.S. Treasuries below are held in
external investment pools which are liquid investments.
Information about the sensitivity of the fair values of the District's investments to market interest
— rate fluctuation is provided by the following schedule that shows the distribution of the District's
investment by maturity:
Investment Type
Treasury Bills and obligations
Fair Value
$3,596,773
Total $ 3,596,773
18
Maturity
12/26/08
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
2. CASH AND CASH EOUIVALENIS (continued)
Credit Risk
Credit risk is the risk that an issue of an investment will not fulfill its obligation to the holder of the
investment. This is measured by the assignment of a rating by a nationally recognized statistical
rating organization. Presented below is the minimum rating by the California Government Code, the
Districts' investment policy, or debt agreements, and the actual rating as of the year -end for each
investment type.
Total
$70,362,539
Concentration of Credit Risk
Not
Required Rating as of Year End
To Be AAA Unrated
Rated
$1,265,766
$3,596,773
$29,000,000
36,500,000
$1,265,766 $3,596,773 $65,500,000
During the current fiscal year the District invested exclusively in U.S. Treasuries, CalTrust (a
County Joint Powers Agency Authority) and State Investment Pool, which are not limited by the
California Government Code or District Investment Policy.
Investments in County Treasury — The District is considered to be a voluntary participant in an
external investment pool. The fair value of the District's investment in the pool is reported in the
accounting financial statements at amounts based upon the District's pro -rata share of the fair value
provided by the County Treasurer for the entire portfolio (in relation to amortized cost of that
portfolio). The balance available for withdrawal is based on the accounting records maintained by
the County Treasurer, which is recorded on the amortized cost basis.
Investment in the State Investment Pool — The District is a voluntary participant in the Local Agency
Investment Fund (LAIF) that is regulated by California government code Section 16429 under the
oversight of the Treasurer of the State of California. The fair value of the District's investment in
the pool is reported in the accompanying financial statement at amounts based upon the District's
pro -rata share of the fair value provided by LAIF for the entire LAIF portfolio (in relation to the
amortized cost of that portfolio). The balance available for withdrawal is based on the accounting
records maintained by LAIF, which is recorded on the amortized costs basis.
lL
Minimum
Fair
Legal
Investment Type
Value
Rating
Cash
$ 1,265,766
A
Treasuries
3,596,773
A
CalTrust
29,000,000
N/A
State Investment
Pool
36,500,000
N/A
Total
$70,362,539
Concentration of Credit Risk
Not
Required Rating as of Year End
To Be AAA Unrated
Rated
$1,265,766
$3,596,773
$29,000,000
36,500,000
$1,265,766 $3,596,773 $65,500,000
During the current fiscal year the District invested exclusively in U.S. Treasuries, CalTrust (a
County Joint Powers Agency Authority) and State Investment Pool, which are not limited by the
California Government Code or District Investment Policy.
Investments in County Treasury — The District is considered to be a voluntary participant in an
external investment pool. The fair value of the District's investment in the pool is reported in the
accounting financial statements at amounts based upon the District's pro -rata share of the fair value
provided by the County Treasurer for the entire portfolio (in relation to amortized cost of that
portfolio). The balance available for withdrawal is based on the accounting records maintained by
the County Treasurer, which is recorded on the amortized cost basis.
Investment in the State Investment Pool — The District is a voluntary participant in the Local Agency
Investment Fund (LAIF) that is regulated by California government code Section 16429 under the
oversight of the Treasurer of the State of California. The fair value of the District's investment in
the pool is reported in the accompanying financial statement at amounts based upon the District's
pro -rata share of the fair value provided by LAIF for the entire LAIF portfolio (in relation to the
amortized cost of that portfolio). The balance available for withdrawal is based on the accounting
records maintained by LAIF, which is recorded on the amortized costs basis.
lL
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
2. CASH AND CASH EQUIVALENTS (continued)
Custodial Credit Risk — Investments
_ Custodial risk for investments is the risk that, in the event of the failure of the counterparty (e.g. the
broker - dealer) to a transaction, a government will not be able to recover the value of its investment
or collateral securities that are in the possession of another party. The California Government Code
does not contain legal or policy requirements that would limit the exposure to custodial credit risk.
The District's policy is to use the services of the Treasurer's Office of the County of Contra Costa,
which will transact the District's investment decisions in compliance with the requirements of the
District's policy. The County Treasurer's Office will execute the District's investments through
such brokers, dealers, and financial institutions as are approved by the County Treasurer, and
through the State Treasurer's Office for investment in the Local Agency Investment Fund.
3. ACCOUNTS RECEIVABLE
At June 30, 2008, accounts receivable are comprised of the following:
City of Concord (see Note 8)
Household Hazardous Waste Partners
All other
Total accounts receivable
$ 15,899,114
623,761
479,368
$ 17,002,243
This space intentionally left blank.
20
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
4. LAND, PROPERTY, PLANT AND EQUIPMENT, AND CONSTRUCTION IN PROGRESS
Property, plant and equipment, and construction in progress are summarized below for the year
ended June 30, 2008:
At Cost
Capital assets not being depreciated
Land
Construction in progress
Total nondepreciated assets
Capital assets being depreciated
Sewage collection system
Contributed sewer lines
Outfall sewers
Sewage treatment plant
Recycled water infrastructure
Pumping stations
Buildings
Furniture and equipment
Motor vehicles
Total depreciated assets
Less accumulated depreciation
Sewage system and lines
Contributed assets
Outfall sewers
Sewage treatment plant
Recycled water infrastructure
Pumping stations
Buildings
Furniture and equipment
Motor vehicles
Total accumulated depreciation
Total capital assets being
depreciated, net
Capital assets, net
Balance
Beginning Transfer Balance
of Year Additions Retirements from CIP End of Year
$ 17,114,720 $ -
24,536,196 33,172,179
41,650,916 33,172,179
$ - $ - $ 17,114,720
925 (29,191,636) 28,515,814
925 (29,191,636) 45,630,534
226,796,748
-
(767,540)
16,677,769
242,706,977
144,151,897
1,444,419
-
-
145,596,316
8,518,443
-
-
-
8,518,443
255,008,296
-
(31,000)
9,349,912
264,327,208
11,726,507
-
-
210,155
11,936,662
50,082,876
-
(5,000)
1,554,455
51,632,331
19,537,603
-
-
450,053
19,987,656
12,951,529
-
(170,039)
949,292
13,730,782
4,575,910
783,074
1( 34,043)
-
5,224,941
733,349,809
2,227,493
1,107,622
29,191,636
763,661,316
31,481,641
3,170,171
(667,540)
-
33,984,272
39,318,069
1,943,403
-
-
41,261,472
2,313,560
113,353
-
-
2,426,913
127,616,765
8,916,235
(31,000)
-
136,502,000 _
3,087,909
465,579
-
-
3,553,488
12,018,883
2,119,559
(5,000)
-
14,1 33,442
4,697,854
620,465
-
-
5,318,319
7,737,364
915,538
(153,666)
-
8,499,236
3,106,418
351,444
(134,043)
-
3,323,819
231,378,463
18,615,747
991,249
-
249,002,961
501,971,346
(16,388,254)
116,373
29,191,636
514,658,355
$ 543,622,262
$ 16,783,925
$ 117,298 )
$ -
$ 560,288,889
21
CENTRAL CONTRA COSTA SANITARY DISTRICT
_ Notes to Financial Statements
Years Ended June 30, 2008 and 2007
5. CONTRACTUAL ASSESSMENT DISTRICTS
The District established the Contractual Assessment District (CAD) program to help homeowners
finance the cost of connecting to the District. The construction costs associated with the project
within the program are capitalized and depreciated. Individual homeowners are assessed an amount
equal to their share of the construction costs and connection fee. The assessments plus interest are
generally payable over 10 years. At year -end, the receivable balance was $1,394,333.
6. LONG -TERM DEBT
Revenue Bonds 2002
In May 2002, the District issued $16,565,000 of Revenue Installment Certificates for Wastewater
Facilities Improvements, with interest rates ranging from 4.0 to 5.0 %. The bonds are secured by a
pledge of revenue. Principal payments are due annually on September 1, commencing in fiscal year
2005, and interest is payable semi - annually on September 1 and March 1 of each year.
Refunding Revenue Bonds —1998 & 1994 Defeased Debt
In September 1998, the District issued $25,335,000 of Refunding Revenue Bonds with interest rates
ranging from 3.5 and 4.7 %. The Bonds are secured by a pledge of revenue. Principal payments are
due annually on September 1, and interest is payable semi - annually on September 1 and March 1.
The District issued the 1998 Refunding Revenue Bonds to advance refund the 1994 Revenue
Installment Certificates, which had interest rates of 5.25 to 6.25 %. The net proceeds were deposited
in an escrow fund to service and redeem the 1994 debt. As a result, the advance refunding met the
requirements of an in- substance debt defeasance, and the outstanding balance of the 1994 debt was
removed from the District's accounts. The 1994 issue no longer has an outstanding balance.
The excess of the amount required to be deposited into the escrow fund over the net carrying amount
of the 1994 debt resulted in a deferred loss. The deferred loss is reported as reduction of the new
debt and is being amortized over the 15 -year term of the new debt.
Summary
The changes in the District's long -term ob
Balance
July 1, 2007
General obligation bonds $28,530,020
Water Reclamation Loan 1,770,340
X30.300.360
ligations during the year cor
Deferred
Cost Deductions
$ 192,628 $ 2,210,000
141,090
92_b28 S 2.351.090
22
isisted of the foll,
Balance
June 30, 2008
$26,512,648
1,629,250
28.141.89
swing:
Due in
One Year
$ 2,300,000
144.759
444
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
6. LONG -TERM DEBT (continued)
Debt Service Requirements
The 2002 and 1998 Revenue Bonds debt service requirements are as follows:
Water Reclamation Loan Contract
The District has entered into a contract with the State of California State Water Resources Control
Board (the Board), where the Board advanced to the District $2,916,872 for design and construction
costs for projects related to recycled water treatment programs. -
23
2002
1998
Fiscal Year
Debt Service
Debt Service
Ending June 30, 2007
Requirement
Requirement
Total
2009
$ 1,271,061
$ 2,216,178
$ 3,487,239
2010
1,265,261
2,216,478
3,481,739
2011
1,263,561
2,222,341
3,485,902
2012
1,265,762
2,217,429
3,483,191
2013
1,266,391
2,216,648
3,483,039
2014-2018
6,332,714
4,440,595
10,773,309
2019-2024
7,617,525
-
7,617,525
Total
20,282,275
15,529,669
35,811,944
Amount representing interest
(6,062,275)
(2,209,669)
(8,271,944)
Principal outstanding
14,220,000
13,320,000
27,540,000
Less: Unamortized deferred loss on refunding year end
-
(1,027,352)
(1,027,352)
14,220,000
12,292,648
26,512,648
Short-term portion of revenue bonds
(635,000)
(1,665,000)
(2,300,000)
Long -term portion of revenue bonds
$ 13,585,000
$ 10,627,648
$ 24,212,648
Water Reclamation Loan Contract
The District has entered into a contract with the State of California State Water Resources Control
Board (the Board), where the Board advanced to the District $2,916,872 for design and construction
costs for projects related to recycled water treatment programs. -
23
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
b. LONG -TERM DEBT (continued)
Water Reclamation Loan Contract (continued)
The District must repay advances from the Board over a 20 -year period beginning March 31, 1999,
with an interest rate of 2.60 %. Debt service requirements are as follows:
Years
2009
2010
2011
2012
2013
2014-2018
Total
Amount representing interest
Less: Current portion of Water Reclamation Loan Contract
Long term portion of Water Reclamation Loan Contract
Local Improvement District Bonds
Debt
Service
Requirements
$ 187,119
187,119
187,119
187,119
187,119
935,598
1,871,193
(241,943)
1,629,250
(144,759)
$ 1,484,491
Within the District's boundaries, there exist several Improvement Districts, which were formed for
the sole purpose of financing sewer system improvements. The District has no oversight
responsibility for these Districts and is not liable for repayment of any bonds issued to finance
these local improvement districts. Contra Costa County acts as the agent for the property owners
in these districts in collecting assessments, forwarding collections to bondholders, and initiating
foreclosure procedures, if appropriate. The outstanding balance on these bonds was $100,000 at
June 30, 2008.
7. RISK MANAGEMENT
The District is exposed to various risks of loss related to torts: theft of, damage to, and destruction of
assets; errors and omissions; injuries to employees; and natural disaster. The District joined with
other entities to form the California Sanitation Risk Management Authority ( CSRMA), a public
entity risk pool currently operating as a common risk management and insurance program for the
member entities. The purpose of CSRMA is to spread the adverse effects of losses among the
member entities and to purchase excess insurance as a group, thereby reducing its cost. Through
CSRMA, the District purchases property insurance and workers' compensation insurance.
24
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
7. RISK MANAGEMENT (continued)
Insurance Coverage
The District's insurance coverage is as follows:
Self Insured
Deductible Per
Type of Insurance Coverage Insurer Limits Occurrence
All -Risk Property
Fire Public Entity Property Insurance
Program (PEPiP) $505,541,991 $ 250,000
Boiler & Machinery PEP1P
(Shared Limits per Occurrence) $100,000,000 $ 250,000
Liability
Errors and Omissions
Insurance Company of the State of
Pennsylvania (AIG)
$
15,000,000
$
500,000
Employment Practices Liability
AIG
$
15,000,000
$ 1,000,000
Employment Practices Liability
Admiral Insurance Company
$
1,000,000
$
15,000
General Liability
AIG
$
15,000,000
$
500,000
Auto Liability
AIG
$
15,000,000
$
500,000
Pollution (General Aggregate)
American International Specialty
$
5,000,000
$
5,000
General Liability
Lines Insurance Co.
(Occurrence)
Pollution (Legal Liability
American International Specialty
Aggregate) (Claims Made)
Lines Insurance Co
$
10,000,000
$
50,000
Workers' Compensation
CSRMA
$
750,000
-
Excess Workers' Compensation
National Union Fire Insurance
Company (statutory)
$
50,000,000
$
750,000
Fiduciary Liability
Nation Union Fire Ins. Com
$
1,000,000
$
5,000
Liability for Uninsured Claims
The Governmental Accounting Standards Board (GASB) requires state and local governments to
record their liability for uninsured claims in their financial statements.
The District's uninsured claims activity and exposure relates primarily to its general and automobile
liability program. The District records its estimated liability for uninsured claims in this area based
on the results of periodic actuarial evaluations. The actuarial evaluations are typically performed
every two years. For intervening years, the liability for uninsured claims is reviewed for adequacy
based on claims activity during the intervening period.
25
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
_ Years Ended June 30, 2008 and 2007
7. RISK MANAGEMENT (continued)
Liabilitv for Uninsured Claims (continued)
For the fiscal year ended June 30, 2008, 2007, and 2006, settlements have not exceeded insurance
_ coverage. Changes in the District's estimated liability
for uninsured claims for fiscal
years 2008,
2007, and 2006 are summarized as follows:
_
2008
2007
2006
Beginning balance
$ 629,820
$ 881,500
$ 881,500
Provisions for claims incurred in the current
year and changes in the liability for
uninsured — claims incurred in prior years
387,095
(208,667)
198,292
Claims and claim adjustment expenses paid
(387,095)
(43,013)
19( 8,292)
Ending balance
$ 629,820
$ 629,820
$ 881,500
8. AGREEMENT WITH THE CI'T'Y OF CONCORD
In 1974, the District and the City of Concord (the City) entered into a cost - sharing agreement under
which the District became responsible for providing sewage treatment facilities and services to the
City. Under this agreement, the City pays a service charge for its share of operating, maintenance
and administrative costs and makes a contribution for its share of facilities capital costs expended.
Service charges and contributions to capital costs from the City totaled $8,206,860 and $5,336,273
respectively, for the year ended June 30, 2008.
9. PENSION PLAN
Plan Description
_ Substantially, all District full -time employees are required to participate in the Contra Costa County
Employees' Retirement Association (CCCERA), a cost - sharing multiple - employer public employee
deferred benefit retirement plan (Plan), governed by the County Employee's Retirement Law of
1937, as amended. The latest available actuarial and financial information for the Plan is for the
year ended December 31, 2007. The Contra Costa Employees' Retirement Association issues a
publicly available financial report that includes financial statements and supplemental information of
the Plan. That report is available by writing to Contra Costa County Employees' Retirement
Association, 1355 Willow Way, Suite 221, Concord, CA 94520 -5728 or calling (925) 521-3960.
The Plan provides for retirement, disability, and death and survivor benefits. Annual cost of living
(COL) adjustments to retirement allowances can be granted by the Retirement Board as provided by
State statutes. Service retirements are based on age, length of service and final average salary.
Subject to vested status, employees can withdraw contributions plus interest credited, or leave them
as a deferred retirement when they terminate, or transfer to a reciprocal retirement system.
26
CENTRAL CONTRA COSTA SANITARY DISTRICT
Notes to Financial Statements
Years Ended June 30, 2008 and 2007
9. PENSION PLAN (continued)
Plan Contribution Requirement
The Plan requires employees to pay one -half of the basic retirement benefit and one -half future COL
costs. However, the District has paid the employee's basic contributions in accordance with the
Memorandum of Understanding (MOU). The contribution requirement and payment from the
District for the plan year ended June 30, 2008 and 2007 was as follows:
Covered payroll for fiscal years ended June 30
Employer contributions to pension
Employee contributions to pension
Total Contributions
2008 2007 2006
$ 22,503,704 $ 21,504,951 $ 20,687,905
8,757,705 8,045,860 7,202,912-
892,488 861,387 812,220
$ 9,650,193 $ 8,907,247 $ 8,014,132
These contributions represented approximately 43 %, 41% and 39% of covered payroll for the fiscal
years ended June 30, 2008, 2007 and 2006, respectively, and were equal to the District's required
contributions and the employee's basic contributions for each year.
This space intentionally left blank.
27
CENTRAL CONTRA COSTA SANITARY DISTRICT
_ Notes to Financial Statements
Years Ended June 30, 2008 and 2007
10. POST EMPLOYMENT HEALTH CARE BENEFITS
The District provides certain health care and life insurance benefits for retired employees. These
benefits are provided for in negotiated employment agreements, commonly referred to as
Memorandums of Understanding, which cover substantially all employees who reach normal
retirement age while working for the District. These benefits, and similar benefits for active
employees, are provided through a health maintenance organization and an insurance company
whose premiums are based on the benefits paid during the year. The District recognizes the cost of
providing those benefits by expensing the annual insurance premiums, which were $2,167,074 for
the 178 eligible retirees for the year ended June 30, 2008.
The Government Accounting Standards Board (GASB) published Statement 45 in 2004 with an
effective date of fiscal year ending June 30, 2009 for the District. Statement 45 requires a minimum
expense called the Annual Required Contribution (ARC) equal to the actuarial normal cost plus
— amortization of the Unfunded Actuarial Accrued Liability (UAAL) over 30 years (or less) as a level
percentage of increasing payroll.
An actuarial study was performed by the District as of June 30, 2007. The 2007 study estimated the
District's Actuarial Accrued Liability (AAL) to be $68,447,956 based on an expected 5% discount
rate. The Annual Required Contribution (ARC) is estimated to be $6,224,478 over a 30 year period.
The District set aside $2,832,926 and $3,157,887 or $5,990,813 in 2008 and 2007, respectively, to
comply with GASBS No. 45. The District is required to implement GASBS No. 45 by June 30,
2009.
11. COMMITMENTS AND CONTINGENCIES
Commitments and contingencies, undeterminable in amount, include normal recurring pending
claims and litigation. In the opinion of management, based upon discussion with legal counsel, there
is no pending litigation which is likely to have a material adverse effect on the financial position of
the District.
Claims and losses are recorded when they are reasonably probable of being incurred and the amount
is estimable. Insurance proceeds and settlements are recorded when received.
The District has purchase commitments relating to construction projects at June 30, 2008 of
$38,363,997.
28
S UP PL EME N TA R Y I NF O R MA T I ON
CENTRAL CONTRA COSTA SANITARY DISTRICT
COMBINING SCHEDULE OF STATEMENT OF NET ASSETS
AS OF JUNE 30, 2008
ASSETS
Current Assets
Cash and investments available for operations
Accounts receivable
Interest receivable
Due from other sub -funds
Parts and supplies
Prepaid expenses
Total Current Assets
Noncurrent Assets
Restricted cash and investments
Land, property, plant and equipment, net
of accumulative depreciation
Construction in progress
Contractual assessment district receivable
Revenue bond issuance costs
net of amortization
LIABILITIES
Current Liabilities
Accounts payable and accrued expenses
Due to other sub -funds
Interest payable
Current portion of refunding water revenue bond
Current portion of water reclamation
loan contract
Liability for uninsured claims
OPEB employee benefits
Accrued compensation absences
Refundable deposits
Total Current Liabilities
NONCURRENT LIABILITIES
Revenue bonds, net of current portion
Accrued compensated absences
Water reclamation loan contract
net of current portion
Total Liabilities
NET ASSETS
Invested in capital assets, net of related debt
Restricted for debt service
Unrestricted
Total Net Assets
Running Sewer Self Debt
Expense Construction insurance Service Elimination Total
756,074 6
62,172,167 3
3,737,525 -
- -
- 6
66,665,766
9,186,003 7
7,816,240 -
- -
- -
- 1
17,002,243
- 3
340,273 -
- -
- -
- 3
340,273
78,624,202 5
59,087,782 7
796,553 3
32,912,108 (
(171,420,645) -
-
1,612,059 -
- -
- -
- -
- 1
1,612,059
652,679 -
- -
- -
- 6
652,679
90,831,017 1
129,416,462 4
4,534,078 3
32,912,108 (
(171,420,645) 8
86,273,020
100,0 -
- -
- 3
3,596,773 -
- 3
3,696,773
531,773,075 -
- -
- -
- -
- 5
531,773,075
28,515,814 -
- -
- -
- -
- 2
28,515,814
- 1
1,394,333 -
- -
- -
- 1
1,394,333
- -
- 2
228,077 2
228,077
651,219,906 1
130,810,795 4
4,534,078 3
36,736,958 (
(171,420,645) 6
651,881,092
2,630,198 6
6,013,439 2
29,945 -
- -
- 8
8,673,582
83,303,286 7
79,181,826 7
751,830 8
8,183,703 (
(171,420,645) -
-
8,299 -
- -
- 4
411,357 -
- 4
419,656
The accompanying notes are an integral part of the financial statements
29
CENTRAL CONTRA COSTA SANITARY DISTRICT
COMBINING SCHEDULE OF STATEMENT OF REVENUES, EXPENSES
AND CHANGES IN NET ASSETS
FOR THE YEAR ENDED JUNE 30, 2008
Operating Revenues
Sewer Service Charges (SSC)
Service charges - City of Concord
Other service charges
Miscellaneous charges
Total operating revenues
Operating Expenses
Running Sewer Self Debt
Expense Construction Insurance Service Elimination Total
S 40,207,157 S - S - $ - $ S 40,207,157
8,206,860 - - - - 8,206,860
869,589 - - - - 869,589
595,980 - - - - 595,980
49,879,586 - - - 49,879,586
Sewage collection and pumping stations
10,905,468
- - - - 10,905,468
Sewage treatment
22,054,203
- - - - 22,054,203
Engineering
6,332,830
- - - - 6,332,830
Administrative and general
15,828,965
- 916,639 - (1,131,643) 15,613,961
Depreciation
18,615,747
- - - 18,615,747
Total operating expenses
_ 73,737,213
- 916,639 - (1,131,643) 73,522,209
Operating Loss
(23,857,627)
- _ (916,639) - 1,131,643 (23,642,623)
Non - Operating Revenues (Expenses):
Taxes
-
8,502,204
-
3,751,964 -
12,254,168
City of Concord cash contributions to capital
costs
-
5,336,273
-
- -
5,336,273
Customer cash contributions to capital cost
(SSC)
-
9,634,364
-
- -
9,634,364
Permit and inspection fees
981,557
353,603
-
- -
1,335,160
Interest earnings
741,038
1,509,802
159,503
117,278 -
2,527,621
Interest expense
-
-
-
(1,518,142) -
(1,518,142)
Other income (expense)
534,643
709,174
1,131,643
- (1,131,643)
1,243,817
Total non - operating revenues (expenses)
2,257,238
26,045,420
1,291,146
2,351,100 (1,131,643)
30,813,261
Income (loss) before contributions and
transfers
(21,600,389)
26,045,420
374,507
2,351,100 -
7,170,638
Contributed sewer lines
1,444,420
-
-
- -
1,444,420
Capital contributions - connectionfees
-
9,259,160
-
- -
9,259,160
Transfers
34,201,858
(31,850,758)
-
(2,351,100) -
-
Change in Net Assets
14,045,889
3,453,822
374,507
- -
17,874,218
Total Net Assets - Beginning
538,999,870
41,988,031
2,747,976
-
583,735,877
Total Net Assets - Ending
$ 553,045,759
_L45,441,853
S 3,122,483
$ - S -
$ 601,610,095
The accompanying notes are an integral part of the financial statements
30
CENTRAL CONTRA COSTA SANITARY DISTRICT
Schedule of Running Expenses
Comparison of Budget and Actual Expenses by Department
June 30, 2008
The accompanying notes are an integral part of the financial statements
31
Sewage
Administrative
Variance
Sewage
Pumping
Treatment
and
Favorable
Collection
Stations
Plant
Engineering
General
Total -
Bud t
_ (Unfavorable) -
Salaries and Wages
$ 3,885,189
$ 936,940
$ 7,399,532
S 4,665,034
4,090,622
$ 20,977,317
$ 21,108,578
$ 131,261
Employee Benefits
2,605,926
598,292
4,881,108
2,876,191
8,350,264
I9,311,781
18,550,711
(761,070)
Directors' Fees and Expense
-
-
-
-
75,314
75,314
76,790
1,476
Chemicals
-
339,039
1,096,695
-
-
1,435,734
1,390,000
(45,734)
Professional and Legal Services
2,190
-
2,633
126,128
393,197
524,148
516,420
(7,728)
Outside Services
101,118
29,932
405,013
526,638
1,026,809
2,089,510
2,290,550
201,040
Hauling and Disposal
48,932
7,377
350,015
471,561
-
877,885
1,022,310
144,425
Repairs and Maintenance
599,749
246,406
1,777,534
86,379
275,602
2,985,670
3,365,371
379,701
Materials and Supplies
727,428
64,942
621,175
177,271
138,147
1,728,963
1,796,530
67,567
Utilities
97,077
448,763
5,061,779
51,523
129,001
5,788,143
5,951,860
163,717
Other
175,157
28,154
545,653
167,339
1,387,324
2,303,627
2,364,766
61,139
Less Capitalized Overhead and Benefits
(23,003)
(14,140)
86,934
____J2,815,234)
(37,315)
(2,976,626)
(3,20_6,851)
(230,225)
8,219,763
2,685,705
22,054,203
6,332,830
$ 15,828,965
$ 55,121,466
$ 55 227,035
$ 105,569
The accompanying notes are an integral part of the financial statements
31
CENTRAL CONTRA COSTA SANITARY DISTRICT
Running Expense
Schedule of Supplemental Net Assets Analysis
June 30, 2008
Prior Year Balance
2007 -2008 Revenue
2007 - 2008 Expense
Add Back Depreciation Expense
Net Assets Attributed to General Operations
All Other Net Assets
Running Expense Net Assets
$ 9,767,747
$ 52,136,824
(73,737,213)
18,615,747 (2,984,642)
6,783,105
The accompanying notes are an integral part of the financial statements
32
546,262,654
$ 553,045,759
Central Contra Costa Sanitary District
Statistical
Section
Central Contra Costa Sanitary District
Statistical Section
— Table of Contents
Financial Trends
These schedules contain trend information to help the reader understand how the
District's financial performance has changed over time.
Changes is Net Assets and Statement of Net Assets -
LastSix Fiscal Years ........................................................... ............................S -1
Revenue by Type - Last Ten Fiscal Years ............................. ............................S -2
Operating Expenses by Type - Last Ten Fiscal Years .......... ............................S -3
Revenue Capacity
These schedules contain information to help the reader assess the District's most
significant revenue sources.
Major Revenue Base and Rates - Historical and Current Fees -
LastTen Fiscal Years .......................................................... ............................S -4
Sewer Service Charge - List of Ten Largest Customers -
Last Six Fiscal Years ........................................................ ............................... S -5
Assessed and Estimated Actual Valuation of Taxable Property -
Last Ten Fiscal Years .......................................................... ............................S -6
Property Tax and Sewer Service Charge Fees Levied and Collected -
Last Ten Fiscal Years .......................................................... ............................S -6
_ Debt Capacity
This schedule contains information to help the reader assess the affordability of the
District's current levels of outstanding debt and the District's ability to issue additional
debt in the future.
Summary of Debt Service - Type, Debt Service Coverage, Debt Ratio -
Last Ten Fiscal Years .......................................................... ............................S -7
Demographic and Economic Information
This schedule offers demographic and economic indicators to help the reader
understand the environment within which the District's financial activities take place.
Demographic and Economic Data - Population Served -
Last Ten Calendar Years .................................................... ............................S -8
List of Ten Largest Employers in Contra Costa County -
Last Year and Nine Years Ago ........................................... ............................S -8
Demographic and Economic Statistics - Contra Costa County -
Last Ten Fiscal Years .......................................................... ............................S -9
Operating Information
These schedules contain service and infrastructure data to help the reader understand
how the information in the District's financial report relates to the services the District
provides and the activities it performs.
Full -time Equivalent Employees by Department - Last Ten Fiscal Years ........S -10
Number of Retirees and Surviving Spouses - Last Ten Fiscal Years ..............S -10
Capital Asset and Operating Statistics - Last Ten Calendar or Fiscal Years ...S -11
Miscellaneous Statistics ....................................................... ...........................S -11
Sources: Unless otherwise noted, the information in these schedules is derived from the comprehensive annual
financial reports for the relevant year. The District implemented GASB Statement 34 in the 2002 -2003 fiscal year;
schedules presented include information beginning in that year.
Central Contra Costa Sanitary District
Changes in Net Assets and Statement of Net Assets
Last Six Fiscal Years
Changes in Net Assets
Operating Revenues:
Sewer Service Charges (SSC)
City of Concord
Other Service Charges
Miscellaneous Charges
Total Operating Revenue
Operating Expenses:
Salaries & Benefits
Chemicals, Utilities & Supplies
Professional & Outside Services
Hauling, Disposal, Repairs & Maintenance
Self- Insurance (net of transfers)
Depreciation
All Other
Total Operating Expenses
Operating Loss
Non - Operating Revenues (Expenses):
Property Taxes
Customer Contributions
Connection & Other Fees
Interest Income
Interest Expense
All Other
Total Non - Operating
Income Before Contributions and Transfers
Contributed Sewer Lines
Capital Contributions - Connection Fees
CHANGE IN NET ASSETS
Total Net Assets - Beginning
Total Net Assets - Ending
2007 -2008
2006 -2007
2005 -2006 2004 -2005
2003 -2004 2002 -2003
$ 40,207,157 $
35,057,668 $
37,781,774 $
32,282,806 $
33,935,899 $
31,967,101
8,206,860
9,043,215
7,383,011
6,603,000
6,609,602
6,321,452
869,589
793,395
755,827
672,887
648,617
633,037
595,980
863,843
517,741
612,851
560,454
506,812
49,879,586
45,758,121
46,438,353
40,171,544
41,754,572
39,428,402
1,243,817
1,316, 383
1,096,401
1,109,716
37,312,472
34,678,665
29,875,340
27,989,401
28,095,636
24,919,820
8,952,840
8,759,490
7,646,866
6,801,750
5,808,070
5,735,379
2,613,658
2,298,712
2,850,825
2,350,387
2,282,408
2,084,830
3,863,555
4,105,082
3,826,165
3,716,176
3,871,749
3,557,171
(215,004)
(180,716)
629,513
1,189,693
464,702
407,007
18,615,747
17,714,714
16,354,488
16,041,555
15,186,594
14,527,871
2,378,941
2,144, 082
1,330,946
1,437,272
1,267,809
1,243,345
73,522,209
69,520,029
62,514,143
59,526,234
56,976,968
52,475,423
(23,642,623) (23,761,908) (16,075,790) (19,354,690) (15,222,396) (13,047,021)
12,254,168
11,762,731
4,836,301
4,010,380
8,919,327
8,801,230
14,970,637
15,945,915
9,862,620
14,716,585
10,187,725
7,833,641
1,335,160
1,615,308
2,062,216
4,265,620
2,936,298
1,479,870
2,527,621
3,257,773
2,465,985
1,519,192
831,215
925,509
(1,518,142)
(1,609,104)
(1,694,304)
(1,775,857)
(1,101,115)
(1,153,349)
1,243,817
1,316, 383
1,096,401
1,109,716
1,467,877
1,076,654
30,813,261
32,289,006
18,629,219
23,845,636
23,241,327
18,963,555
7,170,638
8,527,098
2,553,429
4,490,946
8,018,931
5,916,534
1,444,420
3,521,704
3,044,945
5,530,848
4,410,808
7,818,537
9,259,160
8,917,658
10,496,898
10,728,717
6,585,984
5,530,064
17,874,218
20,966,460
16,095,272
20,750,511
19,015,723
19,265,135
583,735,877
562,769,417
546,674,145
525,923,634
506,907,911
487,642,776
601,610,095
583,735,877
562,769,417
546,674,145
525,923,634
506,907,911
Statement of Net Assets
2007 -2008
2006 -2007
2005 -2006
2004 -2005
2003 -2004
2002 -2003
Investments in Capital Assets, Net of Related Debt
$ 532,375,068
$ 513,580,658
$ 486,098,303
$ 469,375,715
$ 453,251,761
$ 443,350,151
Restricted for Debt Service
3,185,416
3,216,163
3,647,257
3,118,704
3,035,944
4,484,542
Unrestricted
66,049,611
66,939,056
73,023,857
74,179,726
69,635,929
59,073,218
Total Net Assets
601,610,095
583,735,877
562,769,417
546,674,145
525,923,634
506,907,911
The District implemented GASB 34 in the 2002 -2003 fiscal year, one year earlier than required.
Source: Central Contra Costa Sanitary District Audited Financial Statements
S -1
$100,000,000
$90,000,000
$80,000,000
$70,000,000
$60,000,000
c $50,000,000
o $40,000,000
$30,000,000
$20,000,000
$10,000,000
Central Contra Costa Sanitary District
Revenue By Type
Last Ten Fiscal Years
998 -1999 1999 -2000 2000 -2001 2001 -2002 2002 -2003 2003 -2004 2004 -2005 2005 -2006 2006 -2007 2007 -2008
Fiscal Year
■Operating Revenue 0Non- Operating Revenue
Fiscal
Year
Property
Taxes
Operating Revenue
Connection
& Other Fees
Interest
Fiscal
Sewer Service
City of Other Service
Miscellaneous
Year
Charges"
Concord
Charges
Charges
1998 -1999
$ 23,063,532
$ 4,786,407 $
661,168
$ 229,851
1999 -2000
23,165,616
5,342,002
446,168
309,535
2000 -2001
27,613,157
6,610,774
601,270
345,295
2001 -2002
31,228,855
5,897,008
617,768
508,916
2002 -2003
31,967,101
6,321,452
633,037
506,812
2003 -2004
33,935,899
6,609,602
648,617
560,454
2004 -2005
32,282,806
6,603,000
672,887
612,851
2005 -2006
37,781,774
7,383,011
755,827
517,741
2006 -2007
35,057,668
9,043,215
793,395
863,843
2007 -2008
40,207,157
8,206,860
869,589
595,980
2005 -2006
4,836,301
Non- ODeratina Revenue
12,559,114
2,465,985
Fiscal
Year
Property
Taxes
Customer
Contributions `1
Connection
& Other Fees
Interest
All
Other
TOW ,
1998 -1999 $
6,169,390
$ 6,556,005
$ 5,415,272 $
3,127,827 $
158,844
$
21;427,338
1999 -2000
6,684,949
8,733,886
5,786,188
2,921,648
330,623
24,457,294,
2000 -2001
7,238,662
9,636,912
5,004,261
2,979,749
408,120
25,267,704
2001 -2002
7,551,581
19,006,658
5,385,527
1,498,751
1,032,527
34,475,044
2002 -2003
8,801,230
15,652,178
7,009,934
925,509
1,076,654
33,465,505
2003 -2004
8,919,327
14,598,533
9,522,282
831,215
1,467,877
35,339,234
2004 -2005
4,010,380
20,247,433
14,994,337
1,519,192
1,109,716
41,8011,058
2005 -2006
4,836,301
12,907,565
12,559,114
2,465,985
1,096,401
36,81%,3'
2006 -2007
11,762,731
19,467,619
10,532,966
3,257,773
1,316,383
46,337,472'
2007 -2008
12,254,168
16,415,057
10,594,320
2,527,621
1,243,817
43,034,983
Sewer Service Charge (SSC) represents the Running Expense Fund portion of SSC County collections along with District direct billings and counter collections.
'1 Customer Contributions also include the portion of SSC that is allocated to Sewer Construction Fund and City of Concord reimbursement of capital costs.
Beginning in 2000 -2001, due to changes in GASB 33 reporting requirements developer contributed sewer lines are also included.
Source: Central Contra Costa Sanitary District Audited Financial Statements S -2
Central Contra Costa Sanitary District
Operating Expenses by Type
La t T F' I Y
$75,000,000
Isca ears
-
$70,000,000
Professional &
- - - - - - -
$65,000,000
& Supplies
-
$60,000,000
- --
- - - - -
$ 2,345,887 $
$55,000,000
-- -
5,130,743
- -
$50,000,000
- -
7,496,028
2,762,603
w $45,000,000
22,848,114
7,009,868
2,110,886
2002 -2003
!° $40,000,000
5,735,379
2,084,830
2003 -2004
G $35,000,000
5,808,070
2,282,408
_
$30,000,000
6,801,750
2,350,387
$25,000,000
-
- - - -
$20,000,000
-
- - -- -
$15,000,000
2,298,712
2007 -2008
$10,000,000
-
-
$5,000,000
3,716,176
-
$-
1,437,272
59,526,234
1998 -1999 1999 -2000 2000 -2001
2001 -2002 2002 -2003 2003 -2004 2004 -2005 2005 -2006 2006 -2007 2007 -2008
16,354,488
Fiscal Year
62,514,143
• Salaries and Benefits
❑ Chemicals, Utilities & Supplies ❑ Professional & Outside Services
17,714,714
1,444,082
• Hauling, Disposal, Repairs & Maintenance
■ Self- Insurance ❑ Depreciation
916,639
18,615,747
■ All Other
73,522,209
Fiscal
Chemicals, utilities
Professional &
Year
& Supplies
Outside Services
1998 -1999
$ 19,564,429
$ 4,399,152
$ 2,345,887 $
1999 -2000
20,034,810
5,130,743
2,560,175
2000 -2001
22,051,911
7,496,028
2,762,603
2001 -2002
22,848,114
7,009,868
2,110,886
2002 -2003
24,919,820
5,735,379
2,084,830
2003 -2004
28,095,636
5,808,070
2,282,408
2004 -2005
27,989,401
6,801,750
2,350,387
2005 -2006
29,875,340
7,646,866
2,850,825
2006 -2007
34,678,665
8,759,490
2,298,712
2007 -2008
37,312,472
8,952,840
2,613,658
Source: Central Contra Costa Sanitary District Audited Financial Statements
OPERATING EXPENSES
-
Total Operating
Expenses
4,115,527 $
644,371
$ 11,345,155
$ 920,080
$ 43,334,601
3,513,754
419,312
12,157,975
1,034,683
44,851,452
3,621,826
924,242
13,004,018
1,085,888
50,946,516
3,476,325
677,159
13,833,124
745,605
50,701,081
3,557,171
632,007
14,527,871
1,018,345
52,475,423
3,871,749
689,702
15,186,594
1,042,809
56,976,968
3,716,176
1,189,693
16,041,555
1,437,272
59,526,234
3,826,165
879,513
16,354,488
1,080,946
62,514,143
4,105,082
519,284
17,714,714
1,444,082
69,520,029
3,863,555
916,639
18,615,747
1,247,298
73,522,209
S -3
Non -Operating
Expenses
$ 1,301,200
1,304,980
1,250,588
1,202,782
1,153,349
1,101,115
1,775,857
1,694,304
1,609,104
1,518,142
Informational - not graphed
$350
$300
$250
U
U)
i $200
$150
Q
$100
$50
$0
Central Contra Costa Sanitary District
Major Revenue Base and Rates
Historical and Current Fees
Last Ten Fiscal Years
1998 -1999 1999 -2000 2000 -2001 2001 -2002 2002 -2003 2003 -2004 2004 -2005 2005 -2006 2006 -2007 2007 -2008
Fiscal Year
L ■ Operations ■ Capital
Fiscal Year
1998 -1999
1999 -2000
2000 -2001
2001 -2002
2002 -2003
2003 -2004
2004 -2005
2005 -2006
2006 -2007
2007 -2008
Annual Sewer Service Charge "1
Facility
Capacity Fee *2
Pump
Zone Fee *3
Operations Capital Total
$157 $31 $188
$2,572
$348
157 31 188
2,572
348
185 15 200
2,572
348
204 20 224
3,360
710
207 41 248
3,360
710
218 54 272
3,983
988
204 76 280
3,983
988
234 46 280
4,150
1,331
213 76 289
4,263
1,404
242 58 300
4,524
1,466
"1 All residential accounts pay a flat annual sewer service charge shown above per household. The charge for commercial users consists of an annual
rate based on a measured volume of water usage per 100 cubic feet (HCF).
`2 New users who are connected to the Wastewater System are charged Capital Improvement Fees called Facility Capacity Fees. (Fee is per connection.)
'3 New customers in areas where wastewater pumping stations are needed to reach the District's gravity fed sewers are charged a Pump Zone Fee.
(Fee is per connection.)
Source: Central Contra Costa Sanitary District Environmental Services Division
S-4
Central Contra Costa Sanitary District
Sewer Service Charge
List Of Ten Largest Customers
Last Six Fiscal Years
' Total $10,147,494 20.34% $10,845,664 23.44% $ 9,128,865 19.66% $ 8,284,804 20.62% $ 8,193,361 19.62% $ 7,667,544 19.45%
The District implemented GASB 34 in the 2002 -2003 fiscal year, one year earlier than required.
Contract with the City of Concord to treat and dispose of wastewater for Concord and Clayton.
Converted to condominiums during 2006 -2007 fiscal year.
Source: Central Contra Costa Sanitary District Environmental Services Division
S -5
2007 -2008
2006 -2007
2005-2006
2004-2005
2003-2004
2002 -2003
Percentage
of
Percentage of
Percentage of
Percentage of
Percentage of
Percentage of
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Operating
Rateoaver
Revenue
Rank
Revenue
Revenue
Rank
Revenue
Revenue
Rank
Revenue
Revenue
Rank
Revenue
Revenue
Rank
Revenue
Revenue
Rank
Revenue
City of Concord*
$ 8,206,860
1
16.45%
$ 9,043,215
1
19.76%
$ 7,383,011
1
15.90%
$ 6,603,000
1
16.44%
$ 6,609,602
1
15.83%
$ 6,321,452
1
16.03%
Contra Costa County General Services
316,854
2
0.64%
322,351
2
0.70%
295,173
2
0.64%
294,670
2
0.73%
250,442
3
0.60%
222,619
2
0.56%
First Walnut Creek Mutual
316,200
3
0.63%
304,606
3
0.67%
295,120
3
0.64%
266,000
3
0.66%
258,400
2
0.62%
206,246
3
0.52%
Park Regency
267,600
4
0.54%
257,788
4
0.56%
249,760
4
0.54%
249,760
4
0.62%
242,624
4
0.58%
197,408
4
0.50%
Second Walnut Creek Mutual
225,000
5
0.45%
216,750
5
0.47%
210,000
5
0.45%
210,000
5
0.52%
204,000
5
0.49%
158,224
5
0.40%
John Muir Health
223,775
6
0.45%
121,613
10
-
-
-
-
-
-
-
-
-
Sun Valley Mall
183,380
7
0.37%
176,293
6
0.39%
169,916
6
0.37%
158,077
6
0.39%
145,169
6
0.35%
138,993
6
0.35%
ArchstoneTreat Commons Apartments
153,000
8
0.31%
147,390
7
0.32%
142,800
7
0.31%
142,800
7
0.36%
138,720
7
0.33%
126,480
7
0.32%
St. Mary's College Contract
136,016
9
0.27%
127,355
9
0.28%
117,119
10
0.25%
-
-
97,670
10
0.23%
106,497
8
0.27%
Kaiser Foundation Hospital
118,809
10
0.24%
-
-
126,904
9
0.27%
100,976
10
0.25%
-
-
-
-
Willows Shopping Center
-
-
128,303
8
0.28%
-
-
120,459
9
0.30%
111,822
9
0.27%
103,321
9
0.26%
Reflections San Ramon Apartments—
-
-
139,062
8
0.30%
139,062
8
0.35%
134,912
8
0.32%
-
-
Canyon Point Condominiums
-
-
-
-
-
-
86,304
10
0.22%
' Total $10,147,494 20.34% $10,845,664 23.44% $ 9,128,865 19.66% $ 8,284,804 20.62% $ 8,193,361 19.62% $ 7,667,544 19.45%
The District implemented GASB 34 in the 2002 -2003 fiscal year, one year earlier than required.
Contract with the City of Concord to treat and dispose of wastewater for Concord and Clayton.
Converted to condominiums during 2006 -2007 fiscal year.
Source: Central Contra Costa Sanitary District Environmental Services Division
S -5
Central Contra Costa Sanitary District
Assessed and Estimated Actual Valuation of Taxable Property
Last Ten Fiscal Years
Fiscal Year Local Secured
Unsecured
Total
% Change
1998 -1999
$ 32,514,783,517
$ 1,119,407,570
$ 33,634,191,087
6.1%
1999 -2000
34,973,946,879
1,140,492,514
36,114,439,393
7.4%
2000 -2001
38,029,210,584
1,225,608,154
39,254,818,738
8.7%
2001 -2002
40,166,666,299
1,375,049,056
41,541,715,355
5.8%
2002 -2003
43,172,880,129
1,434,598,034
44,607,478,163
7.4%
2003 -2004
46,821,339,668
1,446,650,234
48,267,989,902
8.2%
2004 -2005
50,577,841,843
1,416,240,351
51,994,082,194
7.7%
2005 -2006
55,586,311,888
1,463,536,750
57,049,848,638
9.7%
2006 -2007
61,409,513,246
1,533,076,135
62,942,589,381
10.3%
2007 -2008
66,416,736,187
1,583,187,663
67,999,923,850
8.0%
Property Tax and Sewer Service Charge Fees Levied and Collected
Last Ten Fiscal Years
" General County taxes collected are the same as the amount levied since the County participates in California's alternative method of
apportionment called the Teeter Plan. The Teeter Plan as provided in Section 4701 et seq. of the State Revenue and Taxation Code,
establishes a mechanism for the County to advance the full amount of property tax and other levies to taxing agencies based on the
tax levy, rather than on the basis of actual tax collections. Although this system is a simpler method to administer, the County assu-
mes the risk of delinquencies. The County in return retains the penalties and accrued interest thereon.
Source: Contra Costa County Auditor - Controller's Office S -6
Property Tax*
Sewer Service Charges*
Fiscal Year
Levied & Collected
% Change
Levied & Collected
% Change
1998 -1999
$ 6,254,229
6.7%
$ 26,984,372
2.1%
1999 -2000
6,723,957
7.5%
27,078,595
0.3%
2000 -2001
7,228,881
7.5%
29,253,537
8.0%
2001 -2002
7,901,161
9.3%
33,650,005
15.0%
2002 -2003
8,460,674
7.1%
37,479,440
11.4%
2003 -2004
9,013,484
6.5%
41,499,031
10.7%
2004 -2005
4,027,427
-55.3%
43,327,756
4.4%
2005 -2006
4,856,758
20.6%
44,261,318
2.2%
2006 -2007
11,860,961
144.2%
46,694,671
5.5%
2007 -2008
12,092,637
2.0%
48,883,932
4.7%
" General County taxes collected are the same as the amount levied since the County participates in California's alternative method of
apportionment called the Teeter Plan. The Teeter Plan as provided in Section 4701 et seq. of the State Revenue and Taxation Code,
establishes a mechanism for the County to advance the full amount of property tax and other levies to taxing agencies based on the
tax levy, rather than on the basis of actual tax collections. Although this system is a simpler method to administer, the County assu-
mes the risk of delinquencies. The County in return retains the penalties and accrued interest thereon.
Source: Contra Costa County Auditor - Controller's Office S -6
I i I I 1 I I I I I I I I I I I i i I
Central Contra Costa Sanitary District
Summary Of Debt Service
Last Ten Fiscal Years
Type Of Debt
$4,500,000 -_ -- --
$4,000,000 -- -
$3,500,000 - - - - --
$3,000,000 - - - - -
$2,500,000 - - --
--6 $2,000,000 - - -
$1,500,000 -- -
$1,000,000 - - - --
$500,000 - -
$0
1998 -1999 1999 -2000 2000 -2001 2001 -2002 2002 -2003 2003 -2004 2004 -2005 2005 -2006 2006 -2007 2007 -2008
Fiscal Year
■ Revenue Bonds 2002 & 1998 ■ Water Reclamation Loan
Fiscal
Year
Summa B T
Reclamation Water
Total
Princi al Interest Debt Service Principal Interest
tN Debt
• • Total Debt Service
Total Total
Debt Service Principal Interest Debt Service
1998 -1999
$ 835,000
$ 1,005,749
$ 1,840,749
$ 139,194
$ 47,925
$ 187,119
$ 974,194
$ 1,053,674
$ 2,027,868
1999 -2000
725,000
1,013,715
1,738,715
114,900
72,219
187,119
839,900
1,085,934
1,925,834
2000 -2001
1,245,000
979,240
2,224,240
117,887
69,232
187,119
1,362,887
1,048,472
2,411,359
2001 -2002
1,285,000
993,407
2,278,407
120,952
66,167
187,119
1,405,952
1,059,574
2,465,526
2002 -2003
1,330,000
1,435,811
2,765,811
124,097
63,022
187,119
1,454,097
1,498,833
2,952,930
2003 -2004
1,375,000
1,583,739
2,958,739
127,323
59,796
187,119
1,502,323
1,643,535
3,145,858
2004 -2005
1,995,000
1,719,372
3,714,372
130,634
56,485
187,119
2,125,634
1,775,857
3,901,491
2005 -2006
2,060,000
1,641,215
3,701,215
134,030
53,089
187,119
2,194,030
1,694,304
3,888,334
2006 -2007
2,135,000
1,559,500
3,694,500
137,515
49,604
187,119
2,272,515
1,609,104
3,881,619
2007 -2008
2,210,000
1,472,113
3,682,113
141,090
46,029
187,119
2,351,090
1,518,142
3,869,232
Debt Restrictions:
Revenue Pledge & Covenant:
The District pledges Property Tax
Revenue along with its ability to
raise Sewer Service Charge (SSC)
rates. Debt Coverage requirements
are discussed in the footnotes below.
•1 Net Revenue = Operating Revenue less Total Operating Expenses less Depreciation plus Non - Operating Revenue & Contributions.
'2 This ratio must be above 1.00 to meet the Debt Rate Covenant (Net Revenuerrotal Debt Service).
'3 Adjusted Net Revenue = Net Revenue less Capital Improvement Fees (Connection Fees) and City of Concord Capital Charges.
'4 This ratio must be above 1.25 to meet the Debt Rate Covenant (Adjusted Net Revenue/Total Debt Service).
'5 Number of connections to the sewer system. Commercial customers based on water consumption, averaged using the residential fixed rate (SSC /O &M SSC Rate).
Source: Central Contra Costa Sanitary District Audited Financial Statements and Internal Accounting Records S -7
Debt Service Cover a a Surnmary
Debt Ratio ary
Total
Total Operating
Non - Operating
Debt Service
Capital
Debt Service
Debt to
Sewer Service
Cost of Debt
Fiscal
Debt
Operating
Expenses less
Revenue &
Net
Coverage
Improvement
Adjusted Net
Coverage
Expense
Equivalent
Per Equivalent
Year
Service
Revenue
De reciation
Contributions
Revenue'1
Net Revenue) *2
Fees /Concord
Revenue *3
(Adj. Net Revenue)•4
Ratio
Units•5
Unit
1998 -1999
$ 2,027,868
$28,740,958
$ 31,989,446
$ 21,427,338
$ 18,178,850
8.96
$ 6,457,432
$ 11,721,418
5.78
6.34%
146,891
$ 13.81
1999 -2000
1,925,834
29,263,321
32,693,477
24,457,294
21,027,138
10.92
8,867,213
12,159,925
6.31
5.89%
147,552
13.05
2000 -2001
2,411,359
35,170,496
37,942,498
25,267,704
22,495,702
9.33
7,927,822
14,567,880
6.04
6.36%
149,245
16.16
2001 -2002
2,465,526
38,252,547
36,867,957
34,475,044
35,859,634
14.54
5,753,738
30,105,896
12.21
6.69%
153,073
16.11
2002 -2003
2,952,930
39,428,402
37,947,552
33,465,505
34,946,355
11.83
7,023,589
27,922,766
9.46
7.78%
154,420
19.12
2003 -2004
3,145,858
41,754,572
41,790,374
35,339,234
35,303,432
11.22
8,370,344
26,933,088
8.56
7.53%
155,669
20.21
2004 -2005
3,901,491
40,171,544
43,484,679
41,881,058
38,567,923
9.89
13,351,448
25,216,475
6.46
8.97%
158,249
24.65
2005 -2006
3,888,334
46,438,353
46,159,655
33,865,366
34,144,064
8.78
12,931,577
21,212,487
5.46
8.42%
161,461
24.08
2006 -2007
3,881,619
45,758,121
51,805,315
46,337,472
40,290,278
10.38
12,353,170
27,937,108
7.20
7.49%
164,582
23.58
2007 -2008
3,869,232
49,879,586
54,906,462
1 43,034,983
1 38,008,107
9.82
14,595,433
1 23,412,674 1
6.051
7.05%
166,145
1 23.29
•1 Net Revenue = Operating Revenue less Total Operating Expenses less Depreciation plus Non - Operating Revenue & Contributions.
'2 This ratio must be above 1.00 to meet the Debt Rate Covenant (Net Revenuerrotal Debt Service).
'3 Adjusted Net Revenue = Net Revenue less Capital Improvement Fees (Connection Fees) and City of Concord Capital Charges.
'4 This ratio must be above 1.25 to meet the Debt Rate Covenant (Adjusted Net Revenue/Total Debt Service).
'5 Number of connections to the sewer system. Commercial customers based on water consumption, averaged using the residential fixed rate (SSC /O &M SSC Rate).
Source: Central Contra Costa Sanitary District Audited Financial Statements and Internal Accounting Records S -7
Central Contra Costa Sanitary District
Demographic and Economic Data
Population Served
Last Ten Calendar Years
Source: Central Contra Costa Sanitary Distdct Environmental Services Division
List of Ten Largest Employers in Contra Costa County
Last Year and Nine Years Ago
Employers
Chevron Texaco Corporation
Kaiser Permanente
AT &T
Kaiser Foundation Hospital
John Muir Medical Center
John Muir Mt. Diablo Medical Center
24 Hour Fitness
Bio -Rad Laboratories
Doctors Medical Center
USS Posco Industries
Bank of America - Systems Engineering
Tosco Refining
All Others
2007
Estimated
Inside District
Concord/
Total
%
As Of January 1
Boundaries
Clayton
Served
Change
1999
290,780
125,610
416,390
1.2%
2000
294,170
126,300
420,470
1.0%
2001
291,230
135,150
426,380
1.4%
2002
293,080
134,920
428,000
0.4%
2003
302,675
135,900
438,575
2.5%
2004
303,980
135,845
439,825
0.3%
2005
308,428
135,780
444,208
1.0%
2006
309,600
135,400
445,000
0.2%
2007
314,400
134,300
448,700
0.8%
2008
317,340
134,560
451,900
0.7%
Source: Central Contra Costa Sanitary Distdct Environmental Services Division
List of Ten Largest Employers in Contra Costa County
Last Year and Nine Years Ago
Employers
Chevron Texaco Corporation
Kaiser Permanente
AT &T
Kaiser Foundation Hospital
John Muir Medical Center
John Muir Mt. Diablo Medical Center
24 Hour Fitness
Bio -Rad Laboratories
Doctors Medical Center
USS Posco Industries
Bank of America - Systems Engineering
Tosco Refining
All Others
2007
Estimated
% of Total County
Employees
Rank
Employment
7,100
1
1.3%
5,000
2
1.0%
3,150
3
0.6%
2,300
4
0.5%
1,900
5
0.4%
1,500
6
0.3%
1,200
7
0.2%
1,100
8
0.2%
1,000
9
0.2%
975
10
0.2%
489,925
515,150
95.1%
100.0%
1998
Estimated % of Total County
Employees Rank Employment
2,900 3 0.7%
4,500 2 1.0%
2,000 4 0.4%
1,900 5 0.4%
1,500 6 0.3%
1,050 8
1,000 9
1,000 10
5,000 1
1,200 7
427,000
449,050
Source: County of Contra Costa, California, Comprehensive Annual Financial Report for 6/30/07, Statistical Section, excludes government employers.
S -8
0.2%
0.2%
0.2%
1.1%
0.3%
95.2%
100.0%
Central Contra Costa Sanitary District
Demographic and Economic Statistics
Contra Costa County
Last Ten Fiscal Years
Fiscal Year
Per Capita
Average
Ended
Personal
Personal
Unemployment
June 30
Population*
Income*
Income*
Rate **
1999
936,983
37,126,251
39,623
3.1%
2000
953,407
42,417,859
44,491
3.5%
2001
972,630
43,472,330
44,696
4.1%
2002
982,813
43,304,580
44,062
5.7%
2003
991,153
44,177,166
44,571
6.1%
2004
997,456
47,550,512
47,672
5.4%
2005
1,005,106
50,471,711
50,215
4.9%
2006
1,009,371
53,224,116
52,730
4.3%
2007
N/A
N/A
N/A
4.7%
2008
N/A
N/A
N/A
N/A
N/A - Information not available at this time.
U.S. Department
of Commerce, Bureau
of Economic Analysis, updated estimates as of April 2008.
" State of California, Employment Development
Department (EDD), annual calendar figure.
S -9
Department
Administration
Engineering
Operations
Collection Systems
Plant
Pumping Station
Operations Total
District Total
Central Contra Costa Sanitary District
Full -time Equivalent Employees by Department
Last Ten Fiscal Years
Number of Retirees and Surviving Spouses as of June 30
Last Ten Fiscal Years
District Total 131 144 150 156 159 163 167 167 177 178
S -10
Full -time Equivalent Employees as of June 30
1999
2000
2001 2002 2003 2004
2005
2006
2007
2008
39
43
42 42 43 42
43
42
42
45
62
64
67 67 70 71
76
73
75
76
40
43
41 42 44 45
46
49
50
50
79
77
79 81 82 82
81
88
83
77
7
7
7 7 8 9
9
9
10
11
126
127
127 130 134 136
136
146
143
138
236 239 247 249
260
259
255
261
227
234
Number of Retirees and Surviving Spouses as of June 30
Last Ten Fiscal Years
District Total 131 144 150 156 159 163 167 167 177 178
S -10
I I 1 I I I I I 1 l I I I I I I I I
Central Contra Costa Sanitary District
Capital Asset and Operating Statistics
Last Ten Calendar or Fiscal Years
Collection Svstems /Pumoina Stations /Outfall Sewers
Pipeline Miles
Number of pumping stations
Recycled Water
Recycled Water Produced per day
Number of Recycled Water Customers
Household Hazardous Waste (HHW) - Inception 1997/1998
Residential Participation (Number of cars)
Percentage of Households in Service Area
Operating Cost per Car
Pounds of HHW per Car
Miscellaneous Statistics
Governing Body:
Governmental Structure:
Staff:
Authority:
Services:
Type Of Treatment:
Service Area:
Total Population Served:
Sewer Service Charge:
Other Data
Calendar 1,500 1,500 1,500 1,400 1,400 1,400 1,400 1,391 1,376 1,361
Calendar 18 18 18 22 21 23 22 22 21 21
Calendar 1.6 mgd 1.6 mgd 1.5 mgd 1.5 mgd 1.4 mgd 1.5 mgd 1.5 mgd 1.4 mgd 1.3 mgd 1.1 mgd
Calendar 30 30 24 23 21 20 20 19 13 11
Fiscal 26,447 23,992 22,872 23,061 22,359 19,219 17,308 15,649 14,019 9,536
Fiscal 13.6% 12.3% 12.1% 12.3% 12.1% 10.5% 9.3% 8.6% 7.7% 5.2%
Fiscal $ 61 $ 64 $ 60 $ 58 $ 62 $ 66 $ 67 $ 71 $ 75 $ 93
Fiscal 71 80 65 64 71 72 77 77 64 78
Elected 5- Member Board of Directors
Established in 1946 under the Sanitary District Act of 1923
259 full -time equivalent employees
California Health and Safety Code Section 4700 et. Seq.
Wastewater collection, treatment, and disposal
Household Hazardous Waste Facility
Recycled Water
Discharge - Secondary; Reclamation - Tertiary
142 square miles
451,900
$300 annually per residential equivalent unit
Source: Central Contra Costa Sanitary District records
S -11
Millions of Gallons per Day (mgd)
Treatment Plant
Year
2007
2006
2005
2004 2003 2002 2001
2000
1999
1998
Treatment Plant Permited Capacity
Calendar
53.8
53.8
53.8
53.8 53.8 53.8 45.0
45.0
45.0
45.0
Average Dry Weather Flow (ADWF)
Calendar
38.6
41.6
41.4
40.6 40.0 39.4 38.4
40.8
39.6
42.0
Wastewater Treated per day
Calendar
41.2
50.4
48.0
44.7 42.9 43.1 42.1
45.5
44.4
51.0
Tons per Year
Sludge to Fumace (Dryp1
Fiscal
15,340
15,341
15,841
16,727 16,053 16,318 16,881
16,076
15,847
15,041
Ash to Reuse Site (Wet)•2
Fiscal
4,418
4,418
5,074
5,397 5,384 5,235 5,226
4,781
5,353
4,184
'1 In the multi -hearth furnace, the wet sludge is converted to dry ash. Water is added to the dry ash as it is
loaded into trucks (ratio of 60
percent ash to 40 percent water) to prevent the ash from blowing
out of the truck
during transport.
'2 Wet sludge, which at 22 to 28 percent solids, is pumped to
the multiple -hearth furnace for incineration.
The table above shows the dry
tons per year of sludge to the furnace, excluding the 72 to 78 percent water in the wet sludge.
Collection Svstems /Pumoina Stations /Outfall Sewers
Pipeline Miles
Number of pumping stations
Recycled Water
Recycled Water Produced per day
Number of Recycled Water Customers
Household Hazardous Waste (HHW) - Inception 1997/1998
Residential Participation (Number of cars)
Percentage of Households in Service Area
Operating Cost per Car
Pounds of HHW per Car
Miscellaneous Statistics
Governing Body:
Governmental Structure:
Staff:
Authority:
Services:
Type Of Treatment:
Service Area:
Total Population Served:
Sewer Service Charge:
Other Data
Calendar 1,500 1,500 1,500 1,400 1,400 1,400 1,400 1,391 1,376 1,361
Calendar 18 18 18 22 21 23 22 22 21 21
Calendar 1.6 mgd 1.6 mgd 1.5 mgd 1.5 mgd 1.4 mgd 1.5 mgd 1.5 mgd 1.4 mgd 1.3 mgd 1.1 mgd
Calendar 30 30 24 23 21 20 20 19 13 11
Fiscal 26,447 23,992 22,872 23,061 22,359 19,219 17,308 15,649 14,019 9,536
Fiscal 13.6% 12.3% 12.1% 12.3% 12.1% 10.5% 9.3% 8.6% 7.7% 5.2%
Fiscal $ 61 $ 64 $ 60 $ 58 $ 62 $ 66 $ 67 $ 71 $ 75 $ 93
Fiscal 71 80 65 64 71 72 77 77 64 78
Elected 5- Member Board of Directors
Established in 1946 under the Sanitary District Act of 1923
259 full -time equivalent employees
California Health and Safety Code Section 4700 et. Seq.
Wastewater collection, treatment, and disposal
Household Hazardous Waste Facility
Recycled Water
Discharge - Secondary; Reclamation - Tertiary
142 square miles
451,900
$300 annually per residential equivalent unit
Source: Central Contra Costa Sanitary District records
S -11