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HomeMy WebLinkAbout1998-05-13l,1 liH,, Urfice 01 t~1a Secr&t, Co~nty Sanlta\: n Dis!riqf\!-, /ll ;~O{S/_/,,.!d-J-3 /.,~_'), ll~/? County Sanitation Districts of Orange County, California P.O. Box 8127 • 10844 Ellis Avenue Fountain Valley, CA 927i8.a127 Telephone: (714) 962-2411 ~AY 271998 DRAFT By fl L MINUTES OF FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE Wednesday, May 13, 1998, 5:30 P.M. A meeting of the Finance, Administration and Human Resources Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held on Wednesday, May 13, 1998, at 5:30 p.m., at the Districts' Administrative Offices. ROLL CALL The roll was called and a quorum declared present, as follows: Committee Directors Present: George Brown, Chair John J. Collins, Joint Chair Jan Debay Barry Denes Norman Z. Eckenrode John M. Gullixson Mark Leyes Thomas R. Saltarelli William G. Steiner Committee Directors Absent : Mark A. Murphy Peer Swan, Vice Joint Chair Other Directors Present: None APPOINTMENT OF A CHAlR PRO TEM No appointment was necessary. Staff Present: Don McIntyre, General Manager Blake Anderson, Assistant General Manager Gary Streed, Director of Finance Chris Dahl, Director of Information Technology Mike Peterman, Director of Human Resources Bob Ooten, Director of Operations & Maintenance Michelle Tuchman, Director of Communications Nancy Wheatley, Director of Technical Services Greg Mathews, Principal Administrative Analyst Mike White, Controller Steve Kozak, Financial Manager Terri Josway, Safety & Emergency Response Manager Marc Dubois, Contracts/Purchasing Manager Dan Tunnicliff, Engineer Ed Torres, O&M Air Quality/Special Projects Manager Ryal Wheeler, Foreman Lisa Lorey, Human Resources Manager Lenora Crane, Committee Secretary Others Present: Tom Woodruff, General Counsel Patti Gorczyca, Public Financial Management, Inc. Toby Weissert, Carollo Engineers Stephen Sheldon, Sheldon & Associates Adam Probolsky, Adam D. Probolsky & Associates Minutes of Finance, Admin. and Human Resources Committee Page2 ·) May 13, 1998 PUBLIC COMMENTS No comments were made. APPROVAL OF MINUTES The minutes of the April 8, 1998, meeting of the Finance, Administration and Human Resources Committee were approved as drafted. REPORT OF THE COMMITTEE CHAIR The Chair requested that Item No. 13 on the Agenda be presented out of order, since legal representatives of the Revenue Enhancement Group, Stephen Sheldon and Adam Probolsky, were present to speak on their behalf. There was no opposition to changing the order of the Agenda. REPORT OF THE GENERAL MANAGER The General Manager had no report. REPORT OF THE ASSISTANT GENERAL MANAGER Assistant General Manager Blake Anderson had no report. A two-page memorandum from General Counsel dated April 16, 1998, regarding the possible impacts of Proposition 224 - Design and Engineering Services, was distributed to the Directors prior to the meeting for their information. REPORT OF THE DIRECTOR OF FINANCE The Director of Finance had no report. REPORT OF THE DIRECTOR OF HUMAN RESOURCES The Director of Human Resources had no report. REPORT OF THE DIRECTOR OF COMMUNICATIONS The Director of Communications had no report. REPORT OF GENERAL COUNSEL General Counsel had no report. Minutes of Finance, Admin. and Human Resources Committee Page 3 ~,; May 13, 1998 CONSENT CALENDAR ITEMS (1 -5) 1. FAHR98-33: 2. FAHR98-34: 3. FAHR98-35: 4. FAHR98-36: 5. FAHR98-37: MOTION: RECEIVE AND FILE TREASURER'S REPORT FOR THE MONTH OF APRIL 1998, AND FORWARD TO THE JOINT BOARDS: The Treasurer's Report was handed out at the FAHR Committee meeting in accordance with the Board-approved Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. Receive and file Certificates Of Participation (COP) Report. Receive and file Employment Status Report Receive and file Quarterly Investment Management Program Report for the Period January 1, 1998 through March 31, 1998. Approve changes and additions to Human Resources Policies and Procedures as authorized by Resolution No. 97-36. END OF CONSENT CALENDAR Moved, seconded and duly carried to approve the recommended actions for items specified as 1 through 5 under Consent Calendar. ACTION ITEMS (Nos. 6 -13) The Chair requested staff to present Item No. 13 first out of Agenda order. 13. FAHR98-32A: Sewer Service User Fee Rebates & Refunds: Consider revisions to the ordinance that defines rebates and refunds and their respective years of eligibility. This action is related to threatened litigation to be discussed in closed session. Mr. Streed gave a verbal report based on the information contained in the agenda materials. Stephen Sheldon and Adam Probolsky, were present on behalf of their client, the Revenue Enhancement Group. Mr. Sheldon addressed the Committee delineating his client's justifications for protesting the existing ordinance. He complimented staff for being progressive in creating new user fee categories which will equalize who pays and how much they pay. Referencing the new categories, he felt they will have a natural grandfathering effect on the refund process by· the end of the 4th year. If the Districts revert back to the 4- year statute of limitations, it will allow a natural progression over a period of time and result in a diminished number of refunds. In conclusion, Mr. Sheldon requested that this item be brought to the Joint Boards for their consideration ACTION: Based on the threatened litigation, the Committee Chair advised that no action would be taken at this time, since this item is scheduled for discussion during the Closed Session. Minutes of Finance, Admin. ~nd Human Resources Committee J ,~ Page 4 May 13, 1998 6. FAHR98-38: Adopt Resolution No. 98-XX, authorizing the General Manager to establish and implement policies and procedures to delegate to staff authority for: (1) Signature authority to initiate contracts or purchase orders to acquire services, supplies and materials, and for minor construction projects; (2) Employee timekeeping records and overtime authorizations; (3) Personnel issues relating to hiring, promotions, performance reviews and disciplinary action; and (4) Meeting and training policies and expenditures. During discussion on this matter, the Committee inquired about the number of times the General Manager has had to approve purchases over $50,000 in the past. Mr. McIntyre reported that his approval is given about six times a year, per event. MOTION: 7. FAHR98-39: MOTION: 8. FAHR98-40: MOTION: It was moved, seconded and duly carried to recommend that the Joint Boards Adopt Resolution No. 98-XX. Additional stipulations were: 1. That revisions be made to the language on page 3 of the Agenda Report, Additional Information, paragraph 2, item c, to read, "The General Manager will have authority to approve previously budgeted ttem-sfunds to $100,000." 2. That revisions be made to the language on page 4 of the Agenda Report, paragraph 5 to change the term "budgeted item" to a general term such as "funds." 3. A report, similar to the reports currently being prepared for change orders, is to be prepared periodically for purchases over $50,000 approved by the General Manager. Authorize staff to develop policies and procedure; bring those policies and procedures back to the FAHR Committee for approval; and to enter into a standard agreement with the State of California and the Rocky Mountain Bankcard System for participation in the CAL-Card procurement system. It was moved, seconded and duly carried to approve the recommended action. Adopt Resolution No. 98-XX, which adopts the Wastewater Agency Response Network 1997 Omnibus Mutual Aid Agreement and the Public Works Mutual Aid Agreement, in addition, authorizes the General Manager to approve future mutual aid agreements and amendments in a form approved by General Counsel. It was moved, seconded and duly carried to recommend that the Joint Boards Adopt Resolution No. 98-XX. . -Minutes of Finance, Admin. and Human Resources Committee Page 5 -------, May p, 1998 9. FAHR98-41: Capital Replacement Reserves Policy: (1) Receive and file Systems Replacement Needs Analysis. (2) Incorporate a Capital Facilities Replacement Reserve into the Districts' Accumulated Funds and Reserves Policy. Mr. Streed clarified that the recommended action is to establish a Capital Replacement Reserve of $50 million; increases to the fund are to come from user fees and; fund about 30% of the rehabilitation and replacement needs from that fund over time. Director Leyes inquired if the scenarios illustrated require user fee increases of $1.25 to fund the replacement reserve. Mr. Streed advised that the Districts have adopted fee schedules which project user fees for the next 5 to 10 years. Those fees will not be exceeded as a result of this action. MOTION: 10. FAHR98-42: It was moved, seconded and duly carried to approve the recommended action as long as user fees are not increased to fund the Capital Facilities Replacement Reserve. Accumulated Reserves Policy: (1) Receive and file Reserves Study Report. (2) Adopt revised Accumulated Reserves Policy. During discussion on this matter, the Committee requested that revisions be made to the language on page 15 of the Public Financial Management Reserves Study, paragraph 2, last sentence, "In addition to the $41M, Districts' staff determined recommends setting aside the entire ... " MOTION: 11. FAHR98-43: It was moved, seconded, and carried with one opposing vote, to approve the recommended action. Adopt revised Sewer Service User Fee structure expanding the number of Non-Residential categories, and basing rates on average quantity and strength of discharge per category. During discussion, Mr. Streed advised that the new user fee structure will increase rates for multi-family units and some non-residential users. There will also be an increase in the number of non-residential user categories from one to twenty-three. Rates for all non- residential users are currently based on 71 .5% of the single-family residential rates per 1,000 square feet. Some of the non-residential users also pay source control fees associated with their Class I or Class II Permits. By increasing the number of categories from one to twenty-three, it allows for a more equitable fee structure. The increase in categories may also allow for future reductions in single-family residential fees, which may in tum result in reductions for all users, since all fees are based on a percentage of the single- family residential rates. .... Minutes of Finance, Admin nd Human Resources Committee Page 6 May 13, 1998 General Counsel Tom Woodruff described the legal steps that will be taken in order for the Districts to be in compliance with provisions of Proposition 218. He advised that on May 27th each District will have an opportunity to informally approve the fee structure. Under Prop 218, a 45-day advanced written notice must be given to all property owners for whom the fees will be increased. This notice will be mailed on June 1, 1998 via First Class Mail. On July 1, 1998, the Board of the new agency will be asked to adopt an Emergency Ordinance, to be effective immediately, setting forth all of the fees within the report. Immediately following will be an introduction of the same Ordinance during the normal course of business, with a first reading at the July 1 Special Meeting, and a second reading at the next Regular Board Meeting of July 22. This will be more than 45 days after the notice has been mailed. The proposed Ordinance will become effective 30 days thereafter. MOTION: It was moved, seconded and carried to recommend that the Joint Boards, approve staffs recommendation, with Directors Denes, Leyes and Gullixson opposing the motion. 12. FAHR98-44: Review and approve the 1997-98 Third Quarter Financial and Operational Report for the Period ended March 31, 1998, and forward to the Joint Boards. During discussion on this matter, the Committee requested that staff include an Executive Summary in future quarterly reports. MOTION: It was moved, seconded and duly carried to approve the recommended action. INFORMATIONAL PRESENTATIONS There were none. (Note: Item No. 13 was moved to the first item.) 14. CLOSED SESSION The Chair reported the need for a closed session, as authorized by Government Code Section 54957.6, to discuss and consider the item specified under "Closed Session" as Item 14(a) and 14(b) on the published Agenda. The Committee convened in closed session at 7:15 p.m. At 7:45 p.m., the Committee reconvened in regular session. Confidential Minutes of the Closed Session held by the Committee have been prepared in accordance with California Government Code Section 54957.2, and are maintained by the Board Secretary in the Official Book of Confidential Minutes of Board and Committee Meetings. No action was taken re Agenda Items Nos. 14(a) and 14(b). MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING None. Minutes of Finance, Admin:~d Human Resources Committee Page 7 , May 13, 1998 MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR ACTION AND STAFF REPORT None. FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for Wednesday, June 10, 1998, at 5:30 p.m. ADJOURNMENT The meeting was adjourned at 7:46 p.m. Submitted by: ~~ Finance, Administration and Human Resources Committee Secretary H:\WP.DTA\FIN\210\CRANE\FAHR\FAHR98\MAY\5-98MIN.DOC ST A TE OF CALIFORNIA ) ) ss. COUNTY OF ORANGE ) Pursuant to California Government Code Section 54954.2, I hereby certify that the Notice and the Agenda for the Finance, Administration and Human Resources meeting held on May 13, 1998, was duly posted for public inspection in the main lobby of the Districts' offices on May 7, 1998. IN WITNESS WHEREOF, I have hereunto set my hand this 13th day of May 1998. the Boards of Directors of 1, 2, 3, 5, 6, 7, 11, 13 & 14 Posted:½ 1 , 1998, fl.•Jo gP.M. By: ~ &a.,µ/ Signature I \radon\data 1 \wp.dta\fin\21 O\crane\FAHR\FAH R98\M ay\C ERTP06-98 .doc DISTRIBUTION FAHR COMMITTEE MEETING PACKAGE Full Agenda Package 51 Committee 16 & Mailing List Donald F. McIntyre 1 Blake P. Anderson 1 Dan Dillon 1 Marc Dubois 1 Jeff Esber 1 Ed Hodges 1 Steve Kozak 1 Penny Kyle 2 David Ludwin 1 Greg Mathews 1 Chris Dahl 1 Bob Ooten 1 Mike Peterman 1 Gary Streed 1 Michelle Tuchman 1 Terri Josway 1 Dan Tunnicliff (H.R.) 1 Nancy Wheatley 1 Mike White 1 Ed Torres 1 Cagle, Brad 1 Lisa Lorey 1 Nick Arhontes 1 Gail Cain 1 Bob Geggie 1 Jim Herberg 1 Lenora Crane 1 File 1 Extras 4 Notices and Agenda 13 Posting 1 Jean Tappan (include Mins) 1 Anna Ubaldini 1 Frankie Woodside 1 Patricia Magnante 1 Janet Gray 1 Fawn Elizondo 1 Debra Lecuna 1 Guard Shack (Ed Hodges) 1 Extras 3 (3-hole punched) (3-hole punched) (3-hole punched) (3-hole punched) Ron Zenk, Dist. 14 Treasurer's Report Only le \\RADON\DATA1\WP.DTA\FIN\210\CRANE\FAHR\DISTRIBUTIONLISTFAHR.DOC phone: (714] 982-2411 malllng address: RO. Box B127 Fountaln Valley. CA 92728-8127 street address: 10844 Eilis Avenue Fountaln Valley, 0A 92708-7018 Member Agencies • Cities Anaheim Bm;,s Buena Park Cypress fountain Val/~y Fullerton Flunt1n9con Beech Irvine La Hebre Ls Pe/ma Las Alernltps Ne.wporc Beach Orange P/ece('ltia Sente Ana Seel Beaoh St1lnwn Tustin Villa Perk Yor-/Ja Unde County of Orange Sanitary Districts Costs Mesa Garden Grove Midway City Wei;er Drstricts Irvine Rench COUNTY [~ITATION DISTRICTS OF ORA~)E COUNTY, CALIFORNIA May 6,1998 NOTICE OF MEETING FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14 OF ORANGE COUNTY, CALIFORNIA WEDNESDAY. MAY 13, 1998 -5:30 P.M . DISTRICTS' ADMINISTRATIVE OFFICES 10844 ELLIS AVENUE FOUNTAIN VALLEY, CALIFORNIA 92708 A regular meeting of the Finance, Administration and Human Resources Committee of the Joint Boards of Directors of County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California, will be held at the above location, time and date. A Public Wastewater and Environmental Management Agency Committed to Protecting the Environment Since 1954 FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE TENTATIVELY SCHEDULED MEETING DATES FAHR Committee Month Meetings Board Meetings May May 13, 1998 May 27, 1998 June June 10, 1998 June 24, 1998 July July 15, 1998 July 1 and 29, 1998 August None Scheduled August 26, 1998 September September 9, 1998 September 23, 1998 October October 14, 1998 October 28, 1998 November None Scheduled November 18, 1998 December December 9, 1998 December16,1998 January None Scheduled January 27, 1999 February February 10, 1999 February 24, 1999 March March 10, 1999 March 24, 1999 April April 14, 1999 April 28, 1999 May May 12, 1999 May 26, 1999 ROLL CALL FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE MEETING DATE: May 13, 1998 TIME: 5:30 P.M. ADJOURN: P.M. COMMITTEE MEMBERS GEORGE BROWN (CHAIR) .......................................................... . JOHN J. COLLINS (JC) ................................................................. . JAN DEBAY .................................................................................. . BARRY DENES ............................................................................. . NORMAN ECKENRODE .............................................................. .. JOHN M. GULLIXSON .................................................................. . MARK LEYES ............................................................................... . MARK MURPHY ........................................................................... . THOMAS SALTARELLI ................................................................ . WILLIAM STEINER ....................................................................... . PEER SWAN ................................................................................. . STAFF DON MCINTYRE, General Manager ............................................... . BLAKE ANDERSON, Assistant General Manager ........................ .. CHRIS DAHL, Director of Information Technology ........................ . ED HODGES, Director of General Services Administration .......... . DAVID LUDWIN, Director of Engineering ..................................... .. BOB OOTEN, Director of Operations & Maintenance .................... . MIKE PETERMAN, Director of Human Resources ......................... . GARY STREED, Director of Finance .............................................. . MICHELLE TUCHMAN, Director of Communications .................... . NANCY WHEATLEY, Director of Technical Services .................... . STEVE KOZAK, Financial Manager ............................................... . MIKE WHITE, Controller ................................................................. . GREG MATHEWS, Principal Administrative Analyst. ................... .. TERRI JOSWAY, Safety & Emergency Response Manager .......... . MARC DUBOIS, Contracts/Purchasing Manager ........................... . DANIEL TUNNICLIFF, Engineer ••••••••••••••••••.•••••••••••••••••••..•..•.•....••.• JIM HERBERG, Engineering Supervisor ....................................... . ED TORRES, O&M Air Quality/Special Projects Manager ............ .. LISA LOREY, Human Resources Manager .................................... . LENORA CRANE, Committee Secretary ........................................ . OTHERS TOM WOODRUFF, General Counsel ............................................... __ PATTI GORCZYCA, Public Financial Management, Inc .................. __ TOBY WEISSERT, Carollo Engineers ............................................. __ c: Debra Lecuna Penny Kyle i AGENDA REGULAR MEETING OF THE FINANCE, ADMINISTRATION AND HUMAN RESOURCES COMMITTEE ROLL CALL COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13AND 14 OF ORANGE COUNTY, CALIFORNIA WEDNESDAY, MAY 13, 1998, AT, 5:30 P.M. ADMINISTRATIVE OFFICES 10844 Ellis Avenue Fountain Valley, California 92708 APPOINTMENT OF CHAIR PRO TEM, IF NECESSARY AGENDA In accordance with the requirements of California Government Code Section 54954.2, this agenda has been posted in the main lobby of the Districts' Administrative Offices not less than 72 hours prior to the meeting date and time above. All written materials relating to each agenda item are available for public inspection in the Office of the Board Secretary. In the event any matter not listed on this agenda is proposed to be submitted to the Committee for discussion and/or action, it will be done in compliance with Section 54954.2(b) as an emergency item or that there is a need to take immediate action which need came to the attention of the Committee subsequent to the posting of the agenda, or as set forth on a supplemental agenda posted in the manner as above, not less than 72 hours prior to the meeting date. PUBLIC COMMENTS All persons wishing to address the Finance, Administration and Human Resources Committee on specific agenda items or matters of general interest should do so at this time. As determined by the Chair, speakers may be deferred until the specific item is taken for discussion and remarks may be limited to five minutes. Matters of interest addressed by a member of the public and not listed on this agenda cannot have action taken by the Committee except as authorized by Section 54954.2(b). May 13, 1998 RECEIVE. FILE AND APPROVE MINUTES OF PREVIOUS MEETING Recommended Action: Consideration of motion to receive, file and approve draft minutes of the, April 8, 1998., Finance, Administrati.en and Human Resources Committee meeting. REPORT 0F COMMITTEE CHAIR REPORT OF GENERAL MANAGER REPORT OF ASSISTANT GENERAL MANAGER 1. Informational item re: Possible Impacts on the Districts as a result of Proposition 224, Design and Engineering Services -June 1998 Statewide Ballot Measure REPORT OF DIRECTOR OF FINANCE REPORT OF DIRECTOR OF HUMAN RESOURCES REPORT OF DIRECTOR OF COMMUNICATIONS REPORT OF GENERAL COUNSEL CONSENT CALENDAR ITEMS All matters placed on th~ consent calendc!r are considered as not requiring discussion or further explanation and unless any particular item is requested to be removed from the consent calendar by a Director, staff member or member of the public in attendance, there will be no separate discussion of these items. All items on the consent calendar will be enacted by one action approving all motions, and casting a unanimous ballot for resolutions included on the consent calendar. All items removed from the consent calendar shall be considered in the regular order of business. Members of the public who wish to remove an item from the consent calendar shall, upon recognition by the chair, state their name, address and designate by number the item to be removed from the consent calendar. The Chair will determine if any items are to be deleted from the consent calendar. Consideration of motion to approve all agenda items appearing on the Consent Calendar not specifically removed from same, as follows: 1. FAHR98-33: Receive and file Treasurer's Report for the month of April 1998: The Treasurer's Report will be handed out at the FAHR Committee meeting in accordance with the Board-approved Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. 2. FAHR98-34: Receive and file Certificates of Participation (COP) Monthly Report. -2- May 13, 1998 3. FAHR98-35: Receive and file Employment Status Report. 4. FAHR98-36: Receive and file Quarterly Investment Management Program Report for the Period January 1, 1998 through March 31, 1998. 5. FAHR98-37: Approve changes and additions to Human Resources Policies and Procedures as authorized by Resolution No. 97-36. END OF CONSENT CALENDAR Consideration of items deleted from Consent Calendar, if any. ACTION ITEMS 6. FAHR98-38: Adopt Resolution No. 98-XX, authorizing the General Manager to establish and implement policies and procedures to delegate to staff authority for. (1) Signature authority to initiate contracts or purchase orders to acquire services, supplies and materials, and for minor construction projects; (2) Employee timekeeping records and overtime authorizations; (3) Personnel issues relating to hiring, promotions, performance reviews and disciplinary action; and (4) Meeting and training policies and expenditures. (Ed Torres -15 minutes) 7. FAHR98-39: Authorize staff to develop policies and procedures and to enter into a standard agreement with the State of California and the Rocky Mountain Bankcard System for participation in the CAL-Card procurement system. (Gary Streed -10 minutes) 8. FAHR98-40: Adopt Resolution No. 98-XX, which adopts the Wastewater Agency Response Network 1997 Omnibus Mutual Aid Agreement and the Public Works Mutual Aid Agreement, in addition, authorizes the General Manager to approve future mutual aid agreements and amendments in a form approved by General Counsel. (Dan Tunnicliff-5 minutes) -3- May 13, 1998 9. FAHR98-41: Capital Replacement Reserves Policy: (1) Receive and file Systems Replacement Needs Analysis. (2) Incorporate a Capital Facilities Replacement Reserve into the Districts' Accumulated Funds and Reserves Policy. (Gary Streed -20 minutes) 10. FAHR98-42: Accumulated Reserves Policy: (1) Receive and file Reserves Study Report. (2) Adopt revised Accumulated Reserves Policy. (Gary Streed -20 minutes) 11. FAHR98-43: Adopt revised Sewer Service User Fee structure expanding the number of non-residential categories, and basing rates on average quantity and strength of discharge per category. (Gary Streed -20 minutes) 12. FAHR98-44: Review and approve the 1997-98 Third Quarter Financial and Operational Report for the Period ended March 31, 1998, and forward to the Joint Boards. (Greg Mathews/Mike White -20 minutes) 13. FAHR98-32A: Sewer Service User Fee Rebates & Refunds: Consider revisions to the Ordinance that defines rebates and refunds and their respective years of eligibility. This action is related to threatened litigation to be discussed in closed session. (Gary Streed -20 minutes) INFORMATIONAL PRESENTATIONS None -4- May 13, 1998 CLOSED SESSION During the course of conducting the business set forth on this agenda as a regular meeting of the Committee, the Chair may c·onvene the Committee in closed session to consider matters of pending real estate negotiations, pending or potential litigation, or personnel matters, pursuant to Government Code Sections 54956.8, 54956.9, 54957 or 54957.6, as noted. ~ Reports relating to (a) purchase and sale of real property; (b) matters of pending or potential litigation; (c) employee actions or negotiations with employee representatives; or which are exempt from public disclosure under the Callfomia Public Records Act, may be reviewed by the Committee during a permitted closed session and are not available for public inspection. At such tim(! as final actions are taken by the Committee on any of these subjects, the minutes will reflect all required disclosures of information. 14. Convene in closed session. a. Confer with Districts' Negotiator re Pending MOU Labor Negotiations with Supervisory and Professional Employees (Government Code Section 54957 .6). b. Confer with General Counsel regarding significant exposure to litigation, one potential case (Government Code Section 54956.9). c. Reconvene in regular session. d. Consideration of action, if any, on matters considered in closed session. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTALAGENDA ITEMS. IF ANY MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR ACTION AND STAFF REPORT FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for June 10, 1998 NOTICE TO COMMITTEE MEMBERS If you have any questions on the agenda or wish to place any items on the agenda, Committee members should contact the Committee Chair or Secretary ten days in advance of the Committee meeting. Committee Chair: Comm. Secretary: le George Brown Lenora Crane (562) 431-2185 (714) 962-2411, Ext. 2501 714 962-3954 FAX \\RADON\DATA 1\WP .DTA\FIN\21 0\CRANE\FAHR\FAHR98\MA Y\5-98AGENDA.DOC -5- DRAFT MINUTES OF FINANCE, County Sanitation Districts of Orange County, California P.O. Box 8127 • 10844 Ellis Avenue Fountain Valley, CA 92728-8127 Telephone: (714) 962-2411 ADMINISTRATION AND HUMAN RESOURCES COMMITTEE Wednesday, April 8, 1998, 5:30 P.M. A meeting of the Finance, Administration and Human Resources Committee of the County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California was held on Wednesday, April 8, 1998, at 5:30 p.m., at the Districts' Administrative Offices. ROLL CALL The roll was called and a quorum declared present, as follows: Committee Directors Present: George Brown, Chair John J. Collins, Joint Chair Jan Debay Barry Denes Norman Z. Eckenrode John M. Gullixson Mark Leyes Mark A. Murphy Thomas R. Saltarelli Committee Directors Absent : Peer Swan, Vice Joint Chair William G. Steiner Other Directors Present: None APPOINTMENT OF A CHAIR PRO TEM No appointment was necessary. PUBLIC COMMENTS No comments were made. Staff Present: Don McIntyre, General Manager Blake Anderson, Assistant General Manager Gary Streed, Director of Finance Chris Dahl, Director of Information Technology Mike Peterman, Director of Human Resources Michelle Tuchman, Director of Communications Greg Mathews, Principal Administrative Analyst Mike White, Controller Steve Kozak, Financial Manager Jim Herberg, Engineering Supervisor Doug Stewart, Engineering Manager Doug Cook, Chief Operator Jon Thomsic, Senior Engineer Ryal Wheeler, Foreman Bill Webster, Senior Operations officer John Swindler, Information Technology Supervisor Gerald Jones, Maintenance Manager Lisa Lorey, Human Resources Manager Lenora Crane, Committee Secretary Others Present: Tom Woodruff, General Counsel Toby Weissert, Carollo Engineers Stephen Sheldon, Sheldon & Associates Adam Probolsky, Adam D. Probolsky & Associates Minutes of Finance, Admin ~nd Human Resources Committee Page 2 1 April 8, 1998 APPROVAL OF MINUTES The minutes of the March 11, 1998, meeting of the Finance, Administration and Human Resources Committee were approved as drafted. REPORT OF THE COMMITTEE CHAIR The Committee Chair had no report. REPORT OF THE GENERAL MANAGER The General Manager had no report. REPORT OF THE ASSISTANT GENERAL MANAGER The Assistant General Manager had no report. REPORT OF THE DIRECTOR OF FINANCE • Gary Streed, Director of Finance, advised that the Treasurer's Report was distributed prior to the meeting in accordance with the Districts' policy. • A letter from the City of Garden Grove was also distributed prior to the meeting dealing with user fees and the RAC process, for the Committee's information. REPORT OF THE DIRECTOR OF HUMAN RESOURCES The Director of Human Resources advised that there would be a closed session regarding labor relations with the Supervisory and Professional employees. REPORT OF THE DIRECTOR OF COMMUNICATIONS • Director of Communications Michelle Tuchman stated that the Groundwater Replenishment System luncheon will be held at the Districts on Thursday, April 30th. It is being held at the Districts because we can accommodate more people in our Board Room than the Water District can. • Last year Elected Officials' Day was held ir:i May. We have been unable to find a day in May which would accommodate everyone's schedule, therefore, it has been postponed until later in the year. REPORT OF GENERAL COUNSEL General Counsel had no report. Minutes of Finance, Admi~~d Human Resources Committee Page 3 ) ) April 8, 1998 CONSENT CALENDAR ITEMS (1 -3) 1. FAHR98-25: RECEIVE AND FILE TREASURER'S REPORT FOR THE MONTH OF MARCH 1998, AND FORWARD TO THE JOINT BOARDS: The Treasurer's Report was handed out at the FAHR Committee meeting in accordance with the Board-approved · Investment Policy, and in conformance to the Government Code requirement to have monthly reports reviewed within 30 days of month end. 2. FAHR98-26: Receive and file Certificates Of Participation (COP) Report 3. FAHR98-27: Receive and file Employment Status Report END OF CONSENT CALENDAR MOTION: Moved, seconded and duly carried to approve the recommended actions for items specified as 1 through 3 under Consent Calendar. The Chair requested that staff present Item No. 10 on the Supplemental Agenda out of order. OTHER BUSINESS, COMMUNICATIONS OR SUPPLEMENTAL AGENDA ITEMS, IF ANY 10. FAHR98-32: Sewer Service User Fee Ordinance General Manager Don McIntyre introduced Stephen Sheldon and Adam Probolsky, counsel retained by the Revenue Enhancement Group, to speak on their behalf. Revenue Enhancement's major concern is the time frame their clients can receive restitution for fees they feel they have been overcharged. Mr. Sheldon expressed his appreciation to Mr. McIntyre, Mr. Streed and Mr. Woodruff for the time they have spent meeting with him and conversing with him on the phone. Mr. Sheldon gave the Committee an overview of the situation which he said was comprised of "90% public policy and 10% law." In conclusion, he advised that his client would like the Districts to reinstate the 4 year limitation for both rebates and refunds, and have no distinction between the two. He suggested the Districts increase the number of use categories so the problem does not occur as often. Mr. Sheldon requested that this item be brought to the full Board for their consideration. Upon discussion and questioning of the two legal representatives, the Committee members felt potential litigation was involved and discussion should take place in closed session. The Committee unanimously agreed to go into Closed Session on this item. CONVENE IN CLOSED SESSION PURSUANT TO GOVERNMENT CODE SECTION 54956.9 The Committee convened in closed session at 6:00 p.m., as authorized by Government Code Section 54956.9, to discuss and consider item 10 on the published Supplemental Agenda. At 6:17 p.m. the Committee reconvened in Regular Session. It was moved, seconded and duly carried to direct staff to bring additional reports regarding this issue back to the FAHR Committee at its next regularly scheduled meeting. Confidential Minutes of the Closed Session held by the Committee have been prepared in accordance with California Government Code Section 54957 .2 and are maintained by the Board Secretary in the Official Book of Confidential Minutes of Board and Committee Closed Meetings. Minutes of Finance, Admin lind Human Resources Committee Page4 April 8, 1998 The following items were presented out of Agenda order, however, they are reported in order for continuity purposes. ACTION ITEMS (Nos. 4 -6) 4. FAHR98-28: Adopt Resolution No. 98-XX which: (1) Repeals the Deferred Compensation Program in its entirety. (2) Approves of salary range increases in the amounts necessary for the General Manager to provide salary increases to those individuals in an amount exactly equal to the amounts previously paid by the Districts to those individuals through the Deferred Compensation Program. (3) Ensures that any former employees who terminated employment prior to the vesting of the deferred contribution, with the resulting forfeiture of those sums back to the Districts, would not be entitled to now receive those sums. Director John Collins (JC) requested that his abstention from discussion and voting on this matter be made a matter of record, as well as his absence from the conference room during the Committee's consideration of this item. MOTION: It was moved, seconded and duly carried to recommend that the Joint Boards adopt Resolution No. 98-:XX. 5. FAHR98-29: Receive and file Sewer Service User Fee Status Report MOTION: Received and filed. 6. FAHR98-30: Receive and file Reserves Policy Status Report MOTION: Received and filed. INFORMATIONAL PRESENTATIONS David Ludwin, Director of Engineering, advised that items 7 and 8 are related informational items. Item No. 7 is a presentation about Information Technology and Plant Automation, and how we are applying data information and integrating systems to make it all useful to staff. He advised that Item 8 was presented to the Planning, Design and Construction Committee (PDC) last week (April 2) with the intent to award the J-42 Professional Service Agreement (PSA) to begin the work. A protest from the unsuccessful consultant, Westin Engineering, was received (a copy of the protest letter was handed out to the Committee prior to the meeting). As a result, the PDC Committee went into closed session to discuss the protest and what should be done. The Committee's decision was to direct staff to reissue the RFP to the four consultants previously found qualified. Those consultants are: Westin Engineering, Parsons Engineering Sciences, Montgomery Watson and Malcom Pirnie. Staff had recommended that the PSA be awarded to Parsons Engineering. Staff will be doing rework on the RFP and expects up to a three-month delay before the PSA is brought back to the PDC Committee and Board for final approval. Minutes of Finance, Admin~d Human Resources Committee Page 5 1 ) April 8, 1998 7. FAHR98-31: Office and Plant Computerization Overview Chris Dahl, Director of Information Technology, provided the Committee with a gold colored handout prior to the meeting which contained information on Information Technology projects and a list of acronyms and their definitions. He presented an overview of the current state of the use of information technology in the Districts' office and plant ·environments. He reviewed some of the reasons why the Districts is interested in information technology, what the Districts' approach is to new technology, and the "frontier'' projects. Bill Webster, Senior Operations Supervisor and Grade V Operator, gave a brief overview of the recent past, current status, and near term future of the Districts' automation and control systems. His presentation contained an overview of the Districts' CRISP system, a Plant 2 historical overview of remote process control systems, and a brief description of the J-42 project and where we are headed. 8. PDC98-11: Informational Presentation re J-42 Reinvention and Automation Project Doug Stewart, Engineering Manager, advised that the J-42 project is a collaborative effort with Engineering as the leader with input from O&M and Plant Automation. He discussed automation of the treatment plants and the productivity gains expected. He summarized the J-42 project, the four phases required to implement the project over the next five years, benefits of the project, the project's time table of scheduled activities, projected staffing levels as a result of automation of the plants, and the project's budget information. General Manager Don McIntyre advised that this report would not normally go to the FAHR Committee, since it is a PDC Committee item. However, since it is a very important project with a large dollar amount estimated to cost about $25 million overall, it is being presented to the standing committees. The project is fundamental to what the Districts is trying to do relating to reengineering the Plants, and is the key to how we expect to reduce staffing levels. 9. CLOSED SESSION The Chair reported the need for a closed session, as authorized by Government Code Section 54957.6, to discuss and consider the item specified under "Closed Session" as Item 9(a) on the published Agenda. The Committee convened in closed session at 7:35 p.m. At 7:45 p.m., the Committee reconvened in regular session. Confidential Minutes of the Closed Session held by the Committee have been prepared in accordance with California Government Code Section 549057 .2, and are maintained by the Board Secretary in the Official Book of Confidential Minutes of Board and Committee Meetings. No action was take re Agenda Item 9(a). MATTERS WHICH A DIRECTOR WOULD LIKE STAFF TO REPORT ON AT A SUBSEQUENT MEETING None. MATTERS WHICH A DIRECTOR MAY WISH TO PLACE ON A FUTURE AGENDA FOR ACTION AND STAFF REPORT None. Minutes of Finance, Admin ~nd Human Resources Committee Page6 \ April 8, 1998 FUTURE MEETING DATES The next Finance, Administration and Human Resources Committee Meeting is scheduled for Wednesday, May 13, 1998, at 5:30 p.m. ADJOURNMENT The meeting was adjourned at 7:46 p.m. Submitted by: ~~ Finance, Administration and Human Resources Committee Secretary H:\WP.DTA\FIN\210\CRANE\FAHR\FAHR98\APR\4-98MIN.DOC , FAHR COMMITTEL Meeting Date ToJt. Bds. 05/13/98 AGENDA REPORT Item Number Item Number 2 County Sanitation Districts of Orange County, california FROM: Gary Streed, Director of Finance Originator: Steve Kozak, Financial Manager SUBJECT: CERTIFICATES OF PARTICIPATION (COP) MONTHLY REPORT (FAHR98-34) GENERAL MANAGER'S RECOMMENDATION Receive and file Certificates of Participation (COP) Monthly Report SUMMARY Since June 1995, the daily rate COP program remarketing agents have been PaineWebber for the Series "A" and the 1993 Refunding COPs, and J.P. Morgan for the Series "C" COPs. Most fixed rate Series "8" COPs have been refunded and the 1992 Refunding COPs have always been remarketed by PaineWebber in a weekly mode. PROJECT/CONTRACT COST SUMMARY None. BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. ~ Not applicable (information item) ADDITIONAL INFORMATION Two graphical, and one tabular, reports are attached. The first graph entitled, "CSDOC COP Rate History Report," shows the variable interest rates on each of the daily rate COPs since the last report, and the effective fixed rate for the two refunding issues which are covered by an interest rate exchange agreement commonly called a "swap." \lnidonldata1'wp.dta\fin\210lcrane\FAHR\FAHR98\May\FAHR98-34.doc Revised: 1/5198 Page 1 The second bar chart entitled, "Comparative Daily COP Rate History Report," shows the performance of the Districts' Daily Rate COPs as compared to a composite index rate, which represent~ the average rate of six similar variable rate daily reset borrowings. The table entitled, "Daily COP Rate Comparisons," shows the monthly variable interest rate performance of the Districts' Daily Rate COPs as compared to the composite index. Estimated annual interest payments calculated for a standard $100 million par amount, are also shown. Variable rates historically rise at the end of each calendar quarter, and especially at year-end, because of business taxes and statements. The rates decline to prior levels immediately in the following month. Staff will maintain our continuous rate monitoring and ongoing dialog with the remarketing agents and rating agencies to keep the Committee fully informed about developments in the program as they occur and at each meeting. ALTERNATIVES None. CEQA FINDINGS None. ATTACHMENTS 1. Graph -Comparative Daily COP Rate History Report 2. Graph -CSDOC COP Daily Rate History Report 3. Tabular-Daily COP Rate Comparison GGS:SK:lc H:lwp.clla'tin\210\clane\FAHRIFAHR98\Ma'/J'AHR98-34.doc RIMMd: 115198 Page2 ., 95-Jd'1-ZZ -95-Jd'1-80 es-Jew-sz I-es-Jew-~~ ~ 0 95-qa::1-sz Q. w 95-qa::1-~~ c::: 0.. > es-uer-ez c: ca ~ ~ ,._ C: 0 es-uer-v~ 0 Q) ~C) I- ·u n..o en Ls-:>aa-~ c -;en -00 +t ~ 0) w 0) Ls-:>aa-L~ I-"'""" ~ ...J Ls-:>aa-co -,._ ~ Q) .c > Q. L6-AON-6~ .c 0.. a, ca ...J <( s: ~ a,W -LS-AON-SO -=e> <( ca-n..<C C Ls-i:>o-zz f, Q. 0 Ls-i:>o-eo 0 0 Ls-das-vz 0 C Ls-das-o~ en 0 Ls-6n'1-LZ I'-Ol ...,: Cl) Ls-Bn'1-£~ :i: w I-<( ~ <( i Ol Ls-1nr-oc 0 C: ai IQ co- C: ~ Ls-1nr-9~ u::: ~ ~ in 0) a, 5/) a,- 0 C: 0 IQ Ls-1nr-zo N C: N u::: ll) 0 ~ C: s; >-..c "C (%) 31V}:I w ~ !!! I- IQ ai a. <( 0 !!! X Q. C .91 0 Prepared by Finance, 5/4/98, 2:17 PM COMPARATIVE DAILY COP RATE HISTORY REPORT APRIL 1998 6.00 ~--------------------------------------------. 5.00 •1----------------------------------------------t 4.00 -~ ~ ~ 3.00 <( 0:: 2.00 1.00 0.00 DATE ...... ...... ...... ...... ...... ...... 00 00 00 00 00 00 Ol Ol Ol Ol Ol Ol Ol Ol Ol Ol Ol Ol :i ci C: .... > u-c ..c ..: ..: >-c ::, Cl) u 0 Cl) co Cl) co C. co ::, -, <( (/) 0 z Cl -, LL ~ <( ~ -, llllCSDOC • COMPOSITE INDEX G :\excel .dta\ fin\2 2 20\geggi\Fi na nee \d ailycopintrate .xis Prepared by Finance, 5/4/98, 2:29 PM Jul-97 Aug-97 Sep-97 Oct-97 Nov-97 Dec-97 Jan-98 Feb-98 Mar-98 Apr-98 May-98 Jun-98 AVERAGE DAILY COP RATE COMPARISONS(%) JUL, 1997 -APR, 1998 CSDOC $100M $98.SM $46M Series"A" Series"C" Series 93 Ref PaineWebber J.P. Morgan PaineWebber 3.17 3.12 3.17 3.17 3.20 3.17 3.53 3.63 3.53 3.46 3.51 3.46 3.68 3.69 3.68 3.29 3.35 3.29 3.09 3.09 3.09 2.50 2.60 2.50 2.77 2.80 2.77 3.52 3.59 3.52 3.22% 3.26% 3.22% ESTIMATED ANNUAL INTEREST PAYMENTS PER $100M PAR AMOUNT $ 3,218,000 $ 3,258,000 $ 3,218,000 * FOOTNOTE Composite index consists of the following COP transactions: . IRWD, Series 86, $SOM, Smith Barney . IRWD, Series 93 "A" Refunding, $87.6M, Bankers Trust . IRWD, Series 93 "B" Refunding, $41.BM, J.P. Morgan . IRWD, Series 95 Refunding, $117.8M, PaineWebber Composite Index* 3.10 3.05 3.60 3.38 3.68 3.33 3.10 2.53 2.80 3.55 3.21% $ 3,212,000 . Western Riverside Co. Reg. Wastewater Auth., Series 96, $25.4M, PaineWebber . Orange Co., Irvine Coast Asst. Dist. 88-1, $94.SM, J.P. Morgan G:\excel.dta\fin\2220\geggi\Flnance\COPdaily$rate comparison ._,., FAHR COMMITTEl I AGENDA REPORT County Sanitation Districts of Orange County, california FROM: Mike Peterman, Director of Human Resources SUBJECT: EMPLOYMENT STATUS REPORT (FAHR98-35) GENERAL MANAGER'S RECOMMENDATION Receive and file the Employment Status Report. SUMMARY Total headcount at the Districts as of April 27, 1998 is 538. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. [81 Not applicable (information item) ADDITIONAL INFORMATION Meeting Date ToJt. Bds. 5/13/98 Item Number Item Number 3 The Districts have a full-time equivalent (FTE) headcount of 538 as of April 27, 1998. The actual number of employees is 546. The current FTE count is equivalent to a 3.9% reduction from the budgeted 559.75 positions. There were no external hires for the month of April. There were six reassignments for the following positions: • From: To: • From: To: Control Center Clerk (Plant 1 Operations) Storeskeeper Assistant (Purchasing & Warehousing) Senior Mechanic (Mechanical Maintenance) Training Assistant (Education & Training) H:\wp.dtaVin\210';cranelFAHRIFAHR98\May\FAHR98-35.doc.dot Rellised: 1/5/98 Page 1 • From: To: • From: Painter (Plant Facilities Maintenance) Training Assistant (Education & Training) Helper (Plant Facilities Maintenance) To: Technical Services Assistant (Environmental Sciences Laboratory) • From: Engineer (O&M Process Support) To: Engineer (Construction Management) • From: To: Collection Facilities Worker II (Collection Facilities Maintenance) Air Quality Technician (Air Quality & Special Projects) ALTERNATIVES None. CEQA FINDINGS None. ATTACHMENTS April 27, 1998 Employment Status Report. Performance to 5-Year Staffing Plan. H:lwp.dtaVin\21 Olcrane\FAHRIFAHR98\May\FAHR98-35.doc.dot Revised: 1/5198 Page2 ··mployment Status Report Run Date: 17-Apr-98 RflSIUl•r Regular Total Vacant Pos/Uons f Regular Part-lime Part-lime FTE Positions F1E FTE FTE FTE F1E wl1n IS yr plan Fu/Ft/ma .20hour.J 30hours Conlnlct Intern L-OA Counl FY97.P 91-!JB 1111-ff ff.OD. IJ0.01 D1~ (FY99-00) 11 O -General Management Admin 4.00 0.00 0.00 0.00 0.00 0.00 4.00 2.00 6.00 5.50 5.50 5.50 5.50 1.50 Total General Management 4.00 0.00 0.00 0.00 0.00 0.00 4.DD 2.00 6.00 5.50 5.50 5.50 5.50 1.50 210 -Finance Administration 4.00 0.00 o.oo 0.00 0.00 0.00 4.00 0.00 4.00 4.00 4.00 4.00 4.00 0.00 220 -Accounting 19.00 0.00 0.00 0.00 0.00 0.00 19.00 0.00 19.00 18.00 17.50 16.00 14.50 -1.50 230 -Purchasing & Warehousing 14.00 0.50 0.00 0.00 0.00 0.00 14.50 1.50 16.00 16.00 15.00 15.00 15.00 0,50 Total Finance 37.00 0.5D 0.00 0.00 0.00 0.00 37.50 1.50 39.00 38.00 36.50 35.00 33.50 -1.00 - 310 -Communications 8.00 0.00 0.75 0.00 0.00 1.00 9.75 0.00 9.75 9.75 9.75 9.75 9.75 0.00 Total Communications 8.00 0.00 0.75 0.00 0.00 1.00 9.76 0 9.76 9.75 9.75 9.75 9.75 0.00 410 -General Services Admin 5.00 0.00 0.00 0.00 0.00 1.00 6.00 0.00 6.00 6.00 6.00 6.00 6.00 0.00 420 -Collection Facilities Mice 15.50 o.oo 0.00 0.00 0.00 1.00 16.50 2.00 18.50 18.50 18.50 18.50 18.50 2.00 430 -Plant Maintenance 38.50 0.00 0.00 0.00 0.00 0.00 38.50 1.00 39.50 38.50 28.50 28.50 27.50 -10.00 Total General Services 59.00 0.00 0.00 0.00 0.00 2.00 61.00 3.00 64.00 63.00 53.00 53.00 52.00 -8.00 460 -End Users Support 9.00 0,00 0.00 0.00 0.00 0.00 9.00 0.00 9.00 11.00 12.00 12 00 12.00 3,00 470 -Program, Data Base & Comm 9.00 0.00 0.00 0.00 0.00 0.00 9.00 1.00 10.00 11.00 13.00 13.00 13.00 4.00 490 -Plant Automation 8,00 0.00 0.00 0.00 0.00 0.00 8.0Q 0.00 8.00 8.00 8.00 8.00 8.00 0.00 Total Information Technology 26.00 0.00 0.00 0.00 0.00 0.00 26.00 1.00 27.00 30.00 33.00 33.00 33.00 7.00 510 -Human Resources Admin 5.00 0.00 1.50 0.00 0.00 0.00 6.50 0.25 6.75 6.75 6.75 6.75 6.50 0.25 520 -Education & Training 3.00 0.00 0.75 0.00 0.00 0.00 3.75 0.25 4.00 4.00 4.00 4.00 3.00 0.25 530 -Safety & Emergency Response 5.00 0.00 0.00 0.00 0.50 0.00 5.50 0.00 5.50 5.50 5.50 5.00 5.00 0.00 Total Human Resources 13.00 0.00 2.25 0.00 0.50 0.00 16,75 O.&Q 16.21! 16.25 16.25 15.75 14.5 0.50 610 -Technical Services Admin 1.00 0.00 0.75 0.00 0.50 0.00 2.25 1.75 4.00 6.00 5.00 5.00 5.00 2.75 620 -Environmental Compliance & Mo 18.00 0.00 0.00 0.50 1.00 2.00 21.50 -0.25 21.25 21.50 18.50 18.50 18.50 -3.00 630 -Environmental Laboratory 30.00 1.50 0.00 0.00 0.50 1.00 33.00 2.00 35.00 30.00 29.00 29.00 28.00 -4.00 640 -Source Control 35.00 0.00 0.75 0.00 0.00 1.00 36.75 2.00 38.75 36.75 35.75 34.75 33.75 -1.00 Total Technical Services 84.00 1.50 1.50 0.50 2.00 4.00 93.50 6.60 99.00 94.25 88.25 87.25 85.25 -5.25 710 -Engineering Administration 3.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 3.00 3.00 3.00 3.00 3.00 0.00 720 -Planning & Design Engineering 28.00 0.00 0.75 0.00 0.50 0.00 29.25' 2.25 31.50 31.50 31.50 31.50 31.50 2.25 730 -Construction Management 34.00 0.00 0.00 0.00 0.00 0.00 38.00 1.00 37.00 37.50 36.50 36.50 36.50 0.50 Total Engineering 65.00 0.00 0.75 o.oo 0.50 0.00 68.26 3.26 71.50 72.00 71.00 71.0D 71.00 2.75 810 -O & M Administration 2.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 2.00 2.00 2.00 2.00 0.00 820 -0 & M Process Support 9.00 0.00 0,00 0,25 1.00 0.00 10.25 1.00 11.25 10.25 9.25 8.25 8.25 -1 .00 830 -Plant 1 Operations 35.00 0.00 0.00 0.00 0,00 2.00 37.00 0.00 37.00 37.00 35.00 35.00 35,00 -2.00 840 -Plant 2 Operations 43.00 0.00 o.oo 0.00 0.00 0,00 43.00 0.00 43.00 41.00 37.00 37.00 37.00 -6.00 850 -Mechanical Mice 52.50 0.00 0.00 0.00 0.00 0.00 52.50 2.00 54.50 50.50 47.50 46.50 44.50 -5.00 860 -Electrical & Instrumentation Mice 57.50 0.00 0.00 0.00 0.00 1.00 58.50 0.00 58.50 58.50 57.50 56.50 56.50 -1.00 870 -Cogeneration 11.00 0.00 0.00 0.00 0.00 0.00 11.00 2.00 13.00 13.00 13.00 13.00 13.00 2.00 880 -Air Quality & Special Projects 7.00 0.00 0.00 0.00 1.00 0.00 8.00 0.00 8.00 8.00 7.00 7.00 7.00 -1.00 Total Operations & Maintenance 217.00 D.DO 0.00 D.25 2.00 3.00 222.26 6.00 227.26 220.25 208.25 20S.25 203.25 -14.00 Total Staffing 613.00I 2.001 6.261 0.761 6.001 10.00 638 21.76 669.75 649.00 621.50' 615.60 607.76 -16.60 g:\excel,dta\hr\510\steeves\EMPDIV98 ~ . ,_ Performance to 5-Year Staffmg Plan 570 ~------------------------------, 560 550 · ·-·-. ···-. ··-· ·-. ----. • . -.. .... .. 540 I .,,/ ...----:: ,,. -... .... . ·-• • .. • 1 ....... ·-.. 530 "' • • ·-.. .. 520 ..... 4 • FfE Headcount 510 ·-• -5 Year Staffmg Plan 500 -1-------~-~~~-~~~~-~--+-~~~~~~-~-~~~-..-------l J A S O N D J F M A M J J A S O N D J F M A M J I FY 97-98 I FY 98-99 ,, I > FAHR COMMITT~E Meeting Date 05/13/98 AGENDA REPORT Item Number County Sanitation Districts of Orange County, California FROM: Gary Streed, Director of Finance Q,V __ Originator: Steve Kozak, Financial Manager~ · SUBJECT: QUARTERLY INVESTMENT MANAGEMENT PROGRAM REPORT FOR THE PERIOD JANURY 1 THROUGH MARCH 31, 1998 GENERAL MANAGER'S RECOMMENDATION 4 Receive and file the Quarterly Investment Management Program Report for the period January 1 through March 31, 1998. SUMMARY Section 15.0 of the Districts' Investment Policy includes monthly and quarterly reporting requirements for the Districts' two investment portfolios. These two funds, the "Liquid Operating Monies," and the "Long-Term Operating Monies," are managed by PIMCO, the Districts' external money manager. The ongoing monitoring of the Districts' investment program by staff and Callan Associates, the Districts' independent investment advisor, indicates that the Districts' investments are in compliance with the Districts' adopted Investment Policy and the California Government Code, and that overall performance has tracked with benchmark indices. In addition, sufficient funds are available for the Districts to meet its operating expenditure requirements for the next six months. The Districts' portfolios do not include any reverse repurchase agreements or derivative securities. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. [gl Not applicable (information item) H:\wp.dtaVin\210\cranelFAHRIFAHR98\May\FAHR98-38.doc Revised: 115198 Page 1 To.Jt. Bds. 05/27/98 Item Number ADDITIONAL INFORMATION Performance Reports The Quarterly Strategy Review, prepared by PIMCO, and the Investment Measurement Review, prepared by Callan Associates, are attached for your reference. Also attached are two comparative bar charts which depict the sector diversification of the Districts' portfolios, as of December 31, 1997, and March 31, 1998. The Liquid Operating Monies portfolio, with an average maturity of less than 90 days, consists entirely of cash equivalent investments such as U.S. Treasuries, and corporate discount notes. Portf0lio Performance Summary The following table presents a summary of the performance of the Districts' portfolios managed by PIMCO for the period January 1 through March 31, 1998. ·Portfolio Performance Summary Quarter Ended March 31, 1998 · Liquid Operating Monies(%) Long-Term Operating Monies(%) '~ntffl~~~t~r~~,i;r~rc'!fFlllliwi1lFli"Ell$w~:r;ffi~~;;,~~"::;:~~~~~if;:~P.JH::il'.lii':~rlil:'~~1l~~lilil~~Jlll';iiif~~ 3 Months 1.3 1.6 6 Months 2.8 3.6 9 Months 4.2 6.3 12 Months 5.7 9.0 Since Inception 30 Sept. 95 5.6 6.9 U.!~~,lXOO!~fili~Hm!llr~-~·J-t[~ill1~~riillU~lm~fflHr?.H!;!j~~ffirnffl~i~1t[if~JmtMt~~J: 3 Monlh_s 1.3 1.6 6 Months 2.6 3.4 9 Months 3.9 5.8 12 Months 5.3 8.4 Since inception 30 Sept. 95 5.3 6.6 Market Value per PIMCO 31 Mar. 98 $17.8M $306.0M Average Quality "AAA" "AAA" Estimated Yield to Maturity 31 Mar. 98 5.7% 5.8% Quarterly Deposits (Withdrawals) Estimated Annual Income $0.9M $19.5 Market Recap The first quarter of 1998 opened strongly, with bond yields rallying as concerns about the Asian economic crisis brought continued investor movement toward the relative safety and quality of U.S. fixed income markets. However, as the quarter progressed, Asian stock markets rebounded; economic growth continued with benign inflation figures; home sales/mortgages showed a robust jump; and the market began to reverse itself. Yields on all but the benchmark 30-year Treasury declined over the quarter. H:lwp.dtaVin\210'crane'IFAHR'IFAHR98\May,FAHR98-36.doc Revised: 1/5198 Page2 With continued low inflation, and with some expectation of slower economic growth ahead, short-term interest rates were left unchanged by the Federal Reserve in the first quarter, 1998. As depicted in the attached comparative graph of the "Historical Yield Curve," the quarter-end Treasury yield curve was steeper at the short end, with 3-month rates declining more than 20 basis points when compared to year-end, 1997 (5.12% vs. 5.34%). Intermediate yields (from 1 to 10 years) declined a more modest 8 to 9 basis points in the first quarter. As a result, relative returns were somewhat lower across the yield curve. For the Long-Term Operating Monies portfolio, PIMCO maintained a weighted maturity or duration, slightly above the duration index (2.4 vs. 2.3 years), emphasizing holdings in high-quality mortgage backed securities, corporate bonds, and U.S. Agency securities. These investments contributed incremental yield to the portfolio when compared to the all-Treasury benchmark yields. The portfolio performed at its benchmark (1.6%) for the first quarter. For the Liquid Operating Monies portfolio, PIMCO maintained a slightly below- index duration posture (72 vs. 90 days), while emphasizing U.S. Agency discount notes and high-quality corporate notes in the portfolio, which also performed at its benchmark (1.3%) for the first quarter. Portfolio Market Values Comparative marked-to-market quarter-end portfolio values are shown in the table below, and in the attached bar chart. ALTERNATIVES N/A Quarter Ending 31 Dec. 96 31 Mar. 97 30June97 30 Sept. 97 31 Dec. 97 31 March 97 H:lwp.dtalfin\210\crane\FAHRIFAHR98\May\FAHR~.doc Reviaed: 1/5198 Long-Tenn Liquid Operating Operating Monies Monies($M) ($M) 14.4 311.5 4.5 313.2 17.1 321.3 17.4 298.5 17.6 301 .1 17.8 306.0 Page3 CEQA FINDINGS N/A ATTACHMENTS 1. PIMCO Report 2. Callan Report 3. Three Comparative Bar Charts 4. Historical Yield Curve Graph SK:lc H:lwp.dlaVin\210\crane\FAHRIFAHR98\May.FAHR98-36.doc Revised: 115198 Page4 Prepared by Finance, 5/4/98, 10:05 AM CSDOC Investment Management Program I Quarter End Portfolio Values 1 (Marked-to-Market) $350' 000' 000 I••; ~ha, "YW ";':-;--: .:l;!i ~~~., •• ~::.: --~~~:..~~~--~~m-~ -:-:-:· ~~ m·'."ct. :&: -1'~'5:~:~1/fil.:f.::::3:~I~ '.Sx ~; ,i$, ~-::..~ &.~mm-.:~-~~tK~:-U..~~b~~:.W;AA;-Y.,.m;.,7j,~~ ,m~m™:-m~~~il $300 I 000 I 000 $250,000,000 $200,000,000 $150,000,000 - $100,000,000 $50,000,000 $0 -l~"""'T';"', -~'·"'"/[!~""!"""!"J '™"'f'<JW;@'t'iWJ •:.:.: ...... 1~~'1 ·:.:.: ...... ,~'/i)JmSff , . : . : . : . ff••!"! I I 31 Mar 97 30 Jun 97 30 Sep 97 31 Dec 97 31 Mar 98 \• Liquid Operating Monies~ Long-Term Operating Monies) G:\excel.dta\fin\2220\geggi\Finance\investmgmtprogram Prepared by Finance, 5/4/98, 10:33 AM CSDOC Liqu.id Operating Monies Portfolio . Investment Diversification 1 100100 100 90 80 70 ...-. ~ 60 I 0 ...._... I ~ I ID 12/31/97 +J C 50 Q) ~ 1~3/31/98 u 5-40 Q) a. 30 20 10 I 0 0 0 0 0 0 0 0 0 0 0 Govt Mtg Corp Non US$ Other Net Cash Equivalent G:\excel.dta\fin\2220\geggi\Finance\Portfolio short term Prepared by Finance, 5/4/98, 10:29 AM CSDOC Long-Term Operating Monies Portfolio Investment Diversification 100 90 80 70 I 69 -I 61~ I I• 12/31/97 ';:!::!. 0 60 I I -~ I I~ 3/31/98 +""' C 50 Q) u s.... 40 Q) a. 30 ------... 20 21 20 ti ~ 10 ---· 0 0 0 0 -------· ---· 0 Govt Mtg Corp Non US$ Other Net Cash Equivalent G:\excel.dta\fin\2220\geggi\Finance\Portfolio long term graph ;JI,,, ..,.J.._ Prepared by Finance, 4/30/98, 3:59 PM ~ !;!.... I HISTORICAL YIELD CURVEI 7. 0 ------------- 6.5 +-----------------------------------,-----------! C m 6.o 1 --------------~~:::::.._ ________________ ....._=------l > 5.5 l_ __ #~~-------1 L:~-,----+-----r----t-------:-~-------:-,----;--,~~~:---5. 0 0 0 E E ... ... ... ... ... ... ... ... ... >->->->->->->->->--N M "l:f' &I) ..... 0 0 0 M (0 -N M -+-31-Dec-96 -fr-31-Dec-97 --11-31-Mar-98 ) G:\excel.dta\fin\2220\geggi\Finance\Historicalyieldcurve " ! ~ l l j l _j l J l J J J CALLAN ASSOCIATES INVESTMENT MEASUREMENT REVIEW County Sanitation Districts of Orange County March 31, 1998 The following statistical analysis was prepared by Callan Associates Inc. utilizing secondary data from statements provided by the plan trustee and/or custodian, CAI computer software and selected information .in CAI's database. This report may also contain returns and valuations from outside sources as directed by the client. CAI assumes no responsibility for the accuracy of these valuations or return methodologies. Reasonable care has been taken to assure the accuracy of the CAI computer software and database. CAI disclaims responsibility, financial or otherwise for the accuracy or completeness of this report. Copyright 1998 by Callan Associates Inc. 7 7 l J j J CALLAN ASSOCIATES INVESTMENT MEASUREMENT REVIEW COUNTY SANITATION DISTRICTS OF ORANGE COUNTY MARCH 31, 1998 Market Performance Measures of Market Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Fund Performance Performance to Date . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Performance vs. Active Cash Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Performance vs. Defensive Fixed-Income Style .................................. 5 Fund Profile Portfolio Characteristics Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Portfolio Characteristics Detail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Definitions Market Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Fixed-Income Management Style Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Fixed-Income Portfolio Characteristics ......................................... 10 II ., I 7 7 l COUNfY SANITATION DISTRICTS OF ORANGE COUNfY MEASURES OF MARKET PERFORMANCE Domestic stocks staged another upward leap in the first quarter of 1998, carrying most major market indices to a new round of record highs in the process. A powerful combination of strong economic growth, stable interest rates, and very low inflation continued to provide a favorable environment, and baby-boomer savings provided the fuel as stocks rocketed higher. Stable interest rates meant stable bond prices and much smaller returns for bonds than for stocks, however. With government figures not out yet, early analyst estimates put first quarter GDP growth at a 3.5% annualized rate, only slightly lower than the previous quarter's 3. 7% despite the slowdown in some of the Asian economies. Broad-based U.S. stock indices ended the quarter with robust gains. The return on the S&P 500 Stock Index was 13.94%. Of the stocks in the Index, those with positive returns out-numbered those with negative returns by about 5 to 1. Best performers among the ten stock sectors were technology and consumer cyclical, with returns of 20.74% and 19.42%, respectively. The two sectors with the worst results were utilities and energy, with returns of 5.60% and 5.51 %, respectively. Among other stock indices, the Dow Jones Industrial Average returned 11.72% for the quarter, while the S&P "Mid Cap" 400 Stock Index returned 11.01 % and the NASDAQ Index returned 17.01 %. Results for the Callan Indices indicate that larger capitalization stocks generally out-performed smaller capitalization stocks. The Callan Broad 2000 produced a gain of 13.51 %, which included returns of 15.01 % for the Callan Large 150, 10.99% for the Callan Medium 350, and 12.04% for the Callan Small 1500. The return for the Callan Micro 1000 was 12.37%. The Morgan Stanley Capital International EAFE Index, which is composed of representative stock issues from Europe, Australia, and the Far East, produced a return of 16.33% on a local currency basis, but the relatively strong performance of the dollar against other currencies resulted in a U.S. dollar-based return of 14.71 %. This included a 20.30% return from the European component of the Index and a 3.18% return from the Pacific component. The Salomon Non-U.S. Government Bond Index return was 3.05% in U.S. dollars hedged against currency fluctuations. On an unhedged basis, the return was 0.41 %. Bond returns were positive mainly on the basis of interest income. Rates on 30-year Treasuries rose 1 basis point. Rates on Moody's seasoned AAA corporates were unchanged. The Lehman Brothers Government/Corporate Bond Index returned 1.52%, with the long component returning 1.43% while the intermediate component returned 1.56%. The Salomon Composite High Yield Bond Index returned 4.12%. Treasury Bills earned 1.30% for the quarter. The Consumer Price Index for Urban Wage Earners and Clerical Workers rose at an annual rate of 1.29%, up from the previous quarter's -0.24% rate. · Ill 7 ) ] Last Quarter (12/97-3/98) Technology Consumer Cyclical Communication Services Health Care Capital Goods Financial Consumer Staples Basic Materials Transportation Public Utilities Energy S&P 500 Last Quarter (12/97-3./98) Health Care (Specialized Services) Computers (Peripherals) Communications Equipment Computers (Software & Services) Retail (General Merchandise) Health Care (Managed Care) Household Furniture & Appliances Hardware & Tools Photography/Imaging Retail (Specialty-Apparel) Last Quarter (12/97-3./98) Services (Facilities & Environmental) Aluminum Oil & Gas (Refining & Marketing) Oil (Domestic-Integrated) Health Care (Long Term Care) Retail (Discount) Chemicals (Specialty) Agricultural Products Oil & Gas (Drilling & Equipment) Tobacco Standard & Poor's 500 Stock Index Sectors Last Twelve Months (3/97-3/98) 20.74% Communication Services 68.42% 19.42 Health Care 60.39 17.34 Financial 59.16 16.99 Consumer Cyclical 56.81 14.06 Technology 51.32 12.34 Capital Goods 44.20 10.57 Consumer Staples 41.73 10.26 Transportation 40.56 9.92 Public Utilities 35.78 5.60 Energy 24.92 5.51 Basic Materials 20.08 13.94% S&P 500 48.00% Industry Best Last Twelve Months (3/97-3/98) 40.86% Cellular/Wireless Communications 112.77% 36.12 Homebuilding 103.22 35.57 Broadcasting 97.66 33.96 Services (Facilities & Environmental) 95.13 29.01 Investment Banking/Brokerage 92.25 27.50 Retail (Specialty-Apparel) 89.51 26.95 Services (Advertising & Marketing) 83.76 26.83 Retail (Building Supplies) 83.02 26.08 Computers (Software & Services) 83.00 24.18 Trucks & Parts 81.91 Worst Last Twelve Months (3./97-3/98) 3.54% Beverages (Alcoholic) 11.18% 3.39 Oil & Gas (Exploration & Production) 10.74 2.57 Health Care (Hospital Management) 9.35 2.24 Electronics (Semiconductors) 9.13 1.91 Biotechnology 8.95 0.73 Waste Management 4.87 0.49 Aluminum -0.42 -2.35 Gold Mining -16.96 -2.87 Metals Mining -27.28 -7.30 Footware -28.17 l ] ) j J ] J COUNTY SANITATION DISTRICTS OF ORANGE COUNTY PERFORMANCE TO DATE Last Periods Ended Last 3/4 March 31, 1998 Quarter Year Liquid Operating Monies 1.34% 4.18% Liquid Operating Monies (1) 1.30 4.06 Long Term Operating Fund 1.56 5.99 Total Fund 1.55 5.89 Market Indicators Lehman Brothers l-5yr Govt/Corp 1.51% 5.98% Merrill Lynch l-3yr Govt/Corp 1.50 5.22 Merrill Lynch l-5yr Govt/Corp 1.55 5.77 Treasury Bills 1.30 3.96 Median Rates of Return Money Market Database 1.25% 3.85% Defensive Fixed-Income Style 1.54 5.24 Ranking (l=Best,lOO=Worst) vs. Money Market Database Liquid Operating Monies 9 7 Liquid Operating Monies (1) 23 18 vs. Defensive Fixed-Income Style Long Term Operating Fund 40 14 (1) Net of Fees Last Year 5.66% 5.50 8.59 8.44 8.7i% 7.55 8.40 5.31 5.15% 7.59 3 12 17 For explanation of market indicators and comparable funds see end of report. Rates of return for periods over one year are annualized. Ill Last Last 2 2-1/2 Years Years 5.52% 5.59% 5.36 5.43 7.00 6.81 6.94 6.74 6.88% 6.65% 6.47 6.36 6.74 6.56 5.30 5.30 5.04% 5.07% 6.56 6.44 4 2 14 10 17 21 j COUNfY SANITATION DISTRICTS OF ORANGE COUNTY PERFORMANCE VS. MONEY MARKET DATABASE PERIODS ENDED MARCH 31, 1998 6% 5% 4% 3% 2% ~s~ T------ 1% Last Quarter MONEY MARKET T DATABASE 10th Percentile 1.34 25th Percentile 1.30 Median 1.25 75th Percentile 1.19 90th Percentile 1.13 Treasury Bills 1.30 Liquid Operating Monies A 1.34 Liquid Operating Monies (1) B 1.30 Ranking (l=Best,lOO=Worst) Liquid Operating Monies 9 Liquid Operating Monies ( 1) 23 (1) Net of Fees ~a~ T•Bl, 0 Last 3/4 Year T 4.14 4.00 3.85 3.68 3.51 3.96 4.18 4.06 7 18 T~ Last Year T 5.53 • A B 5.34 5.15 4.92 4.69 5.31 5.66 5.50 3 12 Last Last 2 2-1/2 Years Years T T 5.41 5.44 5.24 5.27 5.04 5.07 4.82 4.86 4.60 4.65 5.30 5.30 5.52 5.59 5.36 5.43 4 2 14 10 i I 7 ..., 7 l l -1 l I j I j _J I ;:.._J COUNTY SANITATION DISTRICTS OF ORANGE COUNTY PERFORMANCE VS. DEFENSIVE FIXED-INCOME STYLE PERIODS ENDED MARCH 31, 1998 10% - 9% - ML__.ll GIC 8% - 7% - 6% -• A M!::il G/C 5% - 4% - 3% - 2% - M~F----,A G/C ----- 1% - Last Last 3/4 Last Quarter Year Year DEFENSIVE T T T FIXED-INCOME SlYLE 10th Percentile 1.68 6.38 9.17 25th Percentile 1.61 5.55 7.98 Median 1.54 5.24 7.59 75th Percentile 1.47 5.13 7.47 90th Percentile 1.37 4.77 6.84 Merrill Lynch 1-Syr Govt/Corp 1.55 5.77 8.40 Long Term Operating Fund A 1.56 5.99 8.59 Ranking 40 14 17 (l=Best,IOO=Worst) l!I • A §3A Mhll ML~~A G/C G/C Last Last 2 2-1/2 Years Years T T 7.39 7.12 6.85 6.74 6.56 6.44 6.42 6.30 6.17 6.15 6.74 6.56 7.00 6.81 17 21 7 j 1 COUNTY SANITATION DISTRICTS OF ORANGE COUNTY LONG TERM OPERATING FUND PORTFOLIO CHARACTERISTICS SUMMARY MARCH 31, 1998 /I Portfolio Structure Comparison The charts below compare the structure of the portfolio to that of the index from the three perspectives that have the greatest influence on return. The first chart compares the two portfolios across the different sectors. The second chart compares the duration distribution (or term structure). The last chart compares the distribution across quality cells. Asset Backed 2% Treasuries 61% CM Os Corporaces !% f3% Long Term Operating Fund Duration Distribution Sector Allocation Agencies 9% Treasuries 72% Corporates f7% Lehman Govt/Corp 1-5 Years Weighted Average Duration 30% ...---~---~---~------~----1 • Long Term Operating Fund: 2.53 D Lehman Govt/Corp 1-5 Years: 2.37 .9 25% ------- ;§ -g 20% ~ 'o 15% = 0 10% 8 l 5% 0% <1.0 1.0-1.5 1.5-2.0 Quality Distribution 2.0-2.5 2.5-3.0 Years Duration 3.0-3.5 3.5-4.0 4.0-4.5 4.5+ Weighted Average Quality 100% ,----~---~--------...---~-------l • Long Term Operating Fund: Aaa D Lehman Govt/Corp 1-5 Years: Aaa ·9 80% :a t:: 0 ~ ..... 0 60% = 40% 0 8 l 20% 0% 83.2~1.2% Aaa+ Aaa 0.2% 0.9% 3.3% 3.2% 3.4% 4.5% 3.2% 4. I% 2.8% 1.5%4.2% Aal Aa2 Aa3 Al A2 A3 <A3 Moody's Rating * All Statistics shown on the pa,ge are dependent on the securities in the portfolio being recognized (by their Cusip) and priced. In this case 100% or the securities in the portfolio (by market value) were recognized and priced. 7 1 -1 --, l j j J j COUNTY SANITATION DISTRICTS OF ORANGE COUNTY LONG TERM OPERATING FUND PORTFOLIO CHARACTERISTICS DETAIL MARCH 31, 1998 Weighted Average Portfolio Characteristics Total Fund, By Asset Class and By Sector Ending Percent Market of Effective Effective Secto.r Value• Portfolio Coue2n Maturit]'. Yield Total Fund $340,484,097 100.0% 6.71 5.52 5.76 Asset Backed $6,716,326 2.0% 6.03 1.64 5.94 Agencies $32,590,165 9.6% 6.06 2.88 5.77 CMOs $5,006,700 1.5% 6.34 34.38 6.23 Corporates $45,239,777 13.3% 7.05 1.29 5.91 Mortgages $43,763,701 12.9% 6.86 17.76 6.70 Treasuries $207,167,428 60.8% 6.73 3.70 5.50 Total Fixed-Income $340,484,097 100.0% 6.71 5.52 5.76 5 Largest Holdings Ending Percent Market of Effective Issuer Name Issue Name Sector Value Portfolio Yield United States Treas Nts Nt6.875% 8/31/1999 Treasuries $54,014,836 15.9% 5.60 United States Treas Nts Nt 7.50% 11/15/2001 Treasuries $29,800,349 8.8% 5.67 United States Treas Nts Nt 6.50% 5/31/2002 Treasuries $28,887,928 8.5% 5.69 Fhlm Pool #g50476 Mpt 7% 02/01/03 Mortgages $19,459,919 5.7% 7.05 United States Treas Nts Nt 7.50% 2/15/2005 Treasuries $17,741,651 5.2% 5.73 5 Lowest Rated Holdings (Moody's Rating) Ending Percent Market of Effective Issuer Name Issue Name Sector Value Portfolio Yield Lehman Brothers Hldgs Inc Tranche # Tr 00 I 96 Dtd Corporates $5,085,436 1.5% 6.25 Gen Mtrs Accep Corp #00231 Mtn 8.625% 1/10/2000 Corporates $3,261,345 1.0% 6.02 Heller Finl Inc Sr Nt Fltg Rate Did 04 Corporates $3,041,692 0.9% 6.04 Gen Mtrs Accep Tr #324 Mtn 8.375% 2/03/1999 Corporates $3,927,346 1.2% 5.77 Chrysler Finl Mtn 6.26% 7/20/1998 Corporates $1,003,932 0.3% 5.67 5 Longest Duration Holdings Ending Percent Market of Effective Issuer Name Issue Name Sector Value Portfolio Yield United States Treas Bds Deb 8.75% 5/15/2017 Treasuries $2,684,349 0.8% 6.01 United States Treas Nts Nt 3.375% 1/15/2007 Treasuries $9,960,549 2.9% 3.80 United States Treas Bds Deb 13.25% 05/15/14 Treasuries $4,106,213 1.2% 6.03 United States Treas Nts Nt 7.50% 2/15/2005 Treasuries $17,741,651 5.2% 5.73 Fhlmc Gold Toa Fhl 6.5% 30yr Toa Mortgages $5,445,000 1.6% 6.70 5 Holdings with Highest Effect Yield Ending Percent Market of Effective Issuer Name Issue Name Sector Value Portfolio Yield Fhlm Pool #g50476 Mpt 7% 02/01/03 Mortgages $19,459,919 5.7% 7.05 Fhlmc Gold Tba Fhl 7.0% 30yr Tba Mortgages $2,780,058 0.8% 6.82 Fhlmc Gold Toa Fhl 6.5% 30yr Tba Mortgages $5,445,000 1.6% 6.70 Gnma Gld Pass Thru Ctf Mpt 7% 06/20/2027 Mortgages $5,674,801 1.7% 6.49 Lehman Brothers Hldgs Inc Tranche # Tr 00196 Dtd Corporates $5,085,436 1.5% 6.25 *Market Value shown does not include receivables and payables. OA OA Duration Convmtv Qualitv 2.53 (0.02) Aaa 0.77 (0.01) Aaa 2.24 (0.1 I) Aaa+ 3.79 0.29 Aaa+ 1.19 0.03 A2 1.90 (0.92) Aaa+ 3.03 0.16 Aaa+ 2.53 (0.02) Aaa OA OA Duration Convexitv Qualitv 1.33 0.02 Aaa+ 3.08 0.12 Aaa+ 3.55 0.15 Aaa+ 1.88 (1.01) Aaa+ 5.37 0.36 Aaa+ OA OA Durali.oo ConvexitI QualitI 2.34 0.07 Baal 1.63 0.03 A3 1.00 0.01 A3 0.80 0.01 A3 0.36 0.00 A3 OA OA Duration ConvexitI QualitI 10.20 1.52 Aaa+ 7.46 0.65 Aaa+ 6.74 0.63 Aaa+ 5.37 0.36 Aaa+ 5.00 (1.72) Aaa+ OA OA Duration ConvexilI Qualitv 1.88 (1.01) Aaa+ 3.73 (3.31) Aaa+ 5.00 (1.72) Aaa+ 0.19 (0.07) Aaa+ 2.34 0.07 Baal ** All Statistics shown on the page are dependent on the securities in the portfolio being recognized (by their Cusip) and priced. In this case 100% of the securities in the portfolio (by market value) were recognized and priced. Ill j J j l FIXED-INCOME MARKET INDICATORS The market indicators included in this report are regarded as measures of equity or fixed-income performance results. The returns shown reflect both income and capital appreciation. 90-Day U.S. Treasury Bills provide a measure of riskless return. The rate of return is the average interest rate available on the beginning of each month for a Treasury Bill maturing in ninety days. Lehman Brothers Govt/Corp Intermediate Index is one of the components of the Government/Corporate Index which includes only bonds with maturities between one to ten years. Merrill Lynch l-3yr Government/Corporate Index is a market capitalization weighted index including U.S. Government and fixed-coupon domestic investment grade corporate bonds with a range of maturities between 1-3 years and at least $100 million par amount outstanding. Floaters, Equipment Trust Certificates and Title 11 securities are excluded. The quality range of bonds in this index is BBB3-AAA. Merrill Lynch 1-5 Year Government/Corporate represents bonds with maturities between one and five years that are issued by the U.S. Treasury and U.S. Agencies, and by Corporations with investment grade credit ratings. As of year end 1995, the index covered 2,785 issues. Ill 7 l I l FIXED-INCOME MANAGEMENT STYLE GROUPS Active Cash -Managers whose objective is to achieve a maximum return on short-term financial instruments through active management. The average portfolio maturity is typically less than one year. Active Duration -Managers who aggressively employ interest rate anticipation in setting portfolio duration. Portfolios are actively managed so that large changes in duration are made in anticipation of interest rate changes in hopes of profiting from downward rate movements and minimizing losses from upward rate movements. Core Bond -Managers who construct portfolios to approximate the investment results of the Lehman Brothers Government/Corporate Bond Index or the Lehman Brothers Aggregate Bond Index with a modest amount of variability in duration around the index. The objective is to achieve value added from sector and/or issue selection. Defensive -Managers whose objective is to minimize interest rate risk by investing predominantly in short to intermediate term securities. The average portfolio duration is similar to the duration of the Merrill Lynch 1-3 Year Bond Index. Extended Maturity -Managers whose average portfolio duration is greater than that of the Lehman Brothers Government/Corporate Bond Index. These portfolios exhibit risk/return characteristics similar to the long-bond portion of the Lehman Brothers Government/Corporate Index, called the Lehman Brothers Government/Corporate Long Bond Index. Variations in bond portfolio characteristics are made to enhance performance results. This results in an aggressive risk/return profile that embraces interest rate risk in search of both high yields as well as capital gains. High Yield -Managers whose investment objective is to obtain high current income by investing primarily in non-investment grade fixed-income securities. Due to the increased level of default risk, security selection focuses on credit-risk analysis. Intermediate -Managers whose objective is to lower interest rate risk while retaining reasonable yield levels by investing primarily in intermediate term securities. The average portfolio duration is simil.ar to that of the duration of the Lehman Brothers Intermediate Government/Corporate Bond Index. Mortgage -Managers who invest primarily in mortgage-backed securities including agency (FHLMC, GNMA, FNMA) and private issue pass-throughs, asset-backed securities, and mortgage derivatives (REMICS/CMOs, IOs, POs). Funds may also contain a small percentage of U.S. Treasuries. l j ] j J FIXED-INCOME PORTFOLIO CHARACTERISTICS All Portfolio Characteristics are derived by first calculating the characteristics for each security, and then calculating the market value weighted average of these values for the portfolio. Allocation by Sector -Sector allocation is one of the tools which managers often use to add value without impacting the duration of the portfolio. The sector weights exhibit can be used to contrast a portfolio's weights with those of the index to identify any significant sector bets. Average Coupon -The average coupon is the market value weighted average coupon of all securities in the portfolio. The total portfolio coupon payments per year are divided by the total portfolio par value. AverageMoody's Rating for Tot.al Portfolio -A measure of the credit quality as determined by the individual security ratings. The ratings for each security, from Moody's Investor Service, are compiled into a composite rating for the whole portfolio. Quality symbols range from Aaa+ (highest investment quality -lowest credit risk) to C Oowest investment quality -highest credit risk). Average Option Adjusted (Effective) Convexity -Convexity is a measure of the portfolio's exposure to interest rate risk. It is a measure of how much the duration of the portfolio will change given a change in interest rates. Generally, securities with negative convexities are considered to be risky in that changes in interest rates will result in disadvantageous changes in duration. When a security's duration changes it indicates that the stream of expected future cash-flows bas changed, generally having a significant impact on the value of the security. The option adjusted convexity for each security in the portfolio is calculated using models developed by Lehman Brothers and Salomon Brothers which determine the expected stream of cash-flows for the security based on various interest rate scenarios. Expected cash-flows take into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. Average Option Adjusted (Effective) Duration-Duration is one measure of the portfolio's exposure to interesi rate risk. Generally, the higher a portfolio's duration, the more that its value will change in response to interest rate changes. The option adjusted duration for each security in the portfolio is calculated using models developed by Lehman Brothers and Salomon Brothers which determine the expected stream of cash-flows for the security based on various interest rate scenarios. Expected cash-flows take into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. · Average Price -The average price is equal to the portfolio market value divided by the number of securities in the portfolio. Portfolios with an average price above par will tend to generate more current income than those with an average price below par. Average Years to Expected Maturity-This is a measure of the market-value-weighted-average of the years to expected maturity across all of the securities in the portfolio. Expected years to maturity takes into account any put or call options embedded in the security, any expected sinking-fund paydowns or any expected mortgage principal prepayments. --,, I l I 7 l l l J _.J I ..j FIXED-INCOME PORTFOLIO CHARACTERISTICS Average Years to Stated Maturity -The average years to stated maturity is the market value weighted average time to stated maturity for all securities in the portfolio. This measure does not take into account imbedded options, sinking fund paydowns, or prepayments. Current Yield -The current yield is the current annual income generated by the total portfolio market value. It is equal to the total portfolio coupon payments per year divided by the current total portfolio market value. Effective Yield -The effective yield is the actual total annualized return that would be realized if all securities in the portfolio were held to their expected maturities. Effective yield is calculated as the internal rate of return, using the current market value and all expected future interest and principal cash flows. This measure incorporates sinking fund paydowns, expected mortgage principal prepayments, and the exercise of any "in-the-money" imbedded put or call options. Weighted Average Life -The weighted average life of a security is the weighted average time to payment of all remaining principal. It is calculated by multiplying each expected future principal payment amount by the time left to the payment. This amount is then divided by the total amount of principal remaining. Weighted average life is commonly used as a measure of the investment life for pass-through security types for comparison to non-pass-through securities. El ... INViESTM,ENT MANAGEMENT P,ROGRA.M I - County SanitaJion Districts of Orange>County , \ , I - .~STRATEGY REVIEW FOR THE PERIOD 1 ) • -JANUARY 1 -MARCH 31, 1998 r , ) -! FINANCE, ADMINISTRATION & HLJ,ytAN RESOURCES COMM ITTEE . ' - ~ ' MAY 13, 1998 • r . \ Post Oi-tice Box 6430 840 Ne.wp9r1 Center Drive Newport Beach California 926513-6430 14 · 640-3031 PACIFIC INVESTMENT MANAGEMENT COMPANY AGENDA BOND MARKET REVIEW II PERFORMANCE/ PORTFOLIO REVIEW Ill CURRENT OUTLOOK/ STRATEGY PACIFIC INVESTMENT MANAGEMENT COMPANY RATES MIXED IN FIRST QUARTER 2-YEAR YIELDS DECLINED EARLY IN THE QUARTER, THEN GRADUALLY ROSE YIELDS ON SHORTEST MATURITIES FELL THE MOST ~ ~ 7.0 6.5 -c 6.0 ai > 5.5 5.0 40 .. _ .... :\ I 11 I / . ,.._... ... .. / ·-···· · .... , ,_ ... : •• 1 2-Yr.T-Note L ... _.,.,,.· •, 1 ., .... ,, I ~ ...... ,, , lQ '97 2Q '97 3Q '97 20 1 r 6 0 'cL .g ~ -20 •-c:: "' ..c u -40 -34 -50 -60 -80 \ ..... , .... 4Q '97 3 Mos. 1 Yr. 2 Yrs. 3 Yrs. 5 Yrs. SOURCE: Bloomberg I• 1997 ~ tST QTR.1 r -68 ' ,"'' ....... . . ·.,, tQ '98 -72 ... ,, 1 0 Yrs. 30 Yrs. 5.93% 5.57% PACIFIC INVESTMENT MANAGEMENT COMPANY . STRATEGY RECAP -FIRST QUARTER LIQUID OPERATING FUND Period Ended March 31, 1998 DURATION • MATURITY MIX • SECTOR / ISSUE • SLIGHTLY BELOW INDEX SHORTER THAN INDEX EMPHASIZE AGENCY DISCOUNT NOTES AND COMMERCIAL PAPER 2 • NEUTRAL • POSITIVE • POSITIVE PACIFIC INVESTMENT MANAGEMENT COMPANY . STRATEGY RECAP -FIRST QUARTER LONG-TERM OPERATING FUND Period Ended March 31, 1998 DURATION • MATURITY MIX • SECTOR/ 1s·suE • SLIGHTLY ABOVE INDEX BROADER THAN INDEX EMPHASIZED AGENCY SECURITIES CONTINUED EXPOSURE TO CORPORATE SECURITIES MAINTAINED MORTGAGE EXPOSURE 3 • POSITIVE • SLIGHTLY NEGATIVE • POSITIVE PACIFIC INVESTMENT MANAGEMENT COMPANY REVIEW OF PERFORMANCE Through March 31, 1998 • Long-Term Operating Fund 3/31 /98 Market Value $306,008,359 • Liquid Operating Fund 3/31/98 Market Value $17,843,327 Sanitation Districts of Orange County (L-T) (%) Merrill 1 -5 Year Gov't. / Corp. Index (%) Sanitation Districts of Orange County (Liq-op) (%) 3 Month T-Bill (%) • Annualized. 4 Since* Inception 9/30/95 2 Yrs.* 1 Yr. 3 Mos. 6.9 7.2 9.0 1.6 6.6 6.7 8.4 1.6 Since* Inception 9/30/95 2 Yrs.* 1 Yr. 3 Mos. 5.6 5.6 5.7 1.3 5.3 5.3 5.3 1.3 PACIFIC INVESTMENT MANAGEMENT COMPANY • CURRENT OUTLOOK LONG TERM OUTLOOK SHORT TERM OUTLOOK SECULAl:rJcM~tv,~,.N~l.AfJO,~f,:nl!!:i:,ii:l!i: ,g~JHcc :~QQM~$T ! C: ~,~,O,~~irt ,~I~lq:u. :f]NiiaALAN,t~m: LONG TREASURY YIELDS TO RANGE BETWEEN 5 -7% CONSUMER STRENGTH TEMPERED BY TRADE WEAKNESS i i GLOBAL MANUFACTURING SLOWDOWN RESTRAINS INFLATION REAL YIELDS ATTRACTIVE FOR INVESTORS, RESTRICTIVE FOR ECONOMY FED REMAINS ON HOLD IN NEAR TERM "e~RAT1,g~~;;'. i i SLIGHTLY LONGER-THAN-INDEX BROADER THAN INDEX RELY ON AGENCY AND SELECT CORPORATE SECURITIES FOR YIELD LOOK FOR VALUE IN THE MORTGAGE SECTOR 5 PACIFIC INVESTMENT MANAGEMENT COMPANY l ' FAHR COMMITTEE AGENDA RE.PORT County Sanitation Districts of Orange County, califomia FROM: Mike Peterman, Director of Human Resources Originator: Lisa Lorey, Manager, Human Resources SUBJECT: CHANGES AND ADDITIONS TO HUMAN RESOURCES POLICIES AND PROCEDURES AS AUTHORIZED BY RESOLUTION 97-36 (FAHR98-37) GENERAL MANAGER'S RECOMMENDATION Meeting Date To Jt. Bds. 05/13/98 Item Number Item Number 5 Approve the attached changes to existing policies and procedures and approve the attached additions to the policies and procedures manual. SUMMARY Human Resources policies and procedures are amended two times each calendar year. The attached policies are routine updates to maintain consistent language with the Memorandums of Understanding (MOU) or to explain procedures more clearly. Copies of all policies affected are attached. Additional language is highlighted in gray; deleted language is lined through. PROJECT/CONTRACT COST SUMMARY None BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. ~ Not applicable (information item) llradonldata1 wi,.dtallin\21 O'crane\FAHRIFAHR98\May\FAHR98-37.doc Revised: 115198 Page 1 ADDITIONAL INFORMATION Policy Number From And Subject C10.00 -Classification, Old salary ranges. Positions, and salary ranges. Section 8. 1 C110.00-Travel and Counties now include Business Expense Orange, Los Angeles, Section 7.5 Ventura, San Bernadino, Riverside, San Diego, and Kern Section 7.5 Mileage reimbursement is at $.315 per mile. Section 7.6 Reimbursement is presently for phone calls. Section 7.8 Currently states employees are not eligible for per diem for same-day travel in O.C. D10.00-Leave of Policy does not include Absence with Pay the Sick Leave Section 4.2.4 Incentive Plan. Section 4.3.2 The present policy does not define whether the employee or supervisor will be completina the forms Exceptions Provides for the cash- out of accruals down to the maximum allowable on an annual basis D30.00 -Holidays Wording for part-time Section 5.2 employees is not included in present policv. D50.00 -Insurance The policy states that Section 5.4 the Districts shall provide long term disability insurance. \lrlldonldata1'1Np.dta\lin\210\cnlne\FAHRIFAHR981May\FAHR98-37.doc Revised: 1/5198 To Reason/ Clarification Revised salary ranges. Updated ranges consistent with MOU increases. Add Imperial County to Addition to existing policy. list of counties for mileage reimbursement Mileage reimbursement IRS regulation change plus atthe IRS rate. bring policy and memorandum of understanding into agreement. Reimbursement for Addition to policy for Districts' related faxes reimbursement of faxes. Clarify employees are Clarify some confusion in not eligible for full per the policy; add the diem; Cost of lunch reimbursement for lunch. reimbursed if not provided. Add Sick Leave Policy update to match Incentive Plan. Memorandum of Understanding. Assign responsibility for Clarify policy by assigning completing forms to both responsibility for completing the employee or the forms. supervisor depending on the circumstance. Allows employee to Provision would allow cash-out vacation, employees to cash-out personal leave, or leave accruals on an annual compensatory time basis reducing the District's below the maximum liability and cashing out levels at the employee's employees in today's request on an annual dollars rather than future basis. dollars. Prorated holiday pay is Add the pay scale for clarified to be based on Holiday pay for part-time a nine hour work day. employees. Change the wording to Clarify the policy to show say the Districts offers the difference between the long term disability two categories of insurance for employees employees. with less than 5 years; Add that the Districts provides it after 5 years. Page2 ., ALTERNATIVES NIA CEQA FINDINGS NIA ATTACHMENTS 1. Policy C10.00 2. Policy C110.00 3. Policy D10.00 4. Policy D30.00 5. Policy 050. 00 Classifications, Positions, Salary Ranges and Wages Travel and Business Expenses Leave-of-Absence with Pay Holidays Insurance \lradon\data1\wp.dta\fin\21 lkrane\FAHR\FAHR98\May\FAHR98-37.doc R8"ised: 115/98 Page3 ~ County Sanitation Districts Policy Number: C10.00 of Orange County Effective Date: May 13, 1998 Subject: CLASSIFICATIONS, Supersedes: October 22, 1997 POSITIONS, SALARY RANGES AND WAGES Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for use in the administration of the Districts' compensation programs. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 All Districts' employees. 3.0 DEFINITIONS Classifications are groups of positions, regardless of location, which are alike enough in duties and responsibilities to be called by the same descriptive title, to be given the same pay scale under similar conditions, and to require substantially the same qualifications. Salary Ranges are the range of pay rates, from minimum to maximum, set for a pay grade or class. 4.0 POLICY 4.1 The Districts' Compensation Program provides for the establishment of a wage and benefit structure through the Meet and Confer process that allows Districts' management to effectively compete in the labor market and to retain present employees through an internally consistent measure of relative job worth and personal merit. Every position is assigned to a salary grade based upon the duties and responsibilities of that position and the comparative market value of that job function. Comparisons are most generally made with organizations of similar size and engaged in similar occupational pursuits within the geographic area of potential recruitment. The basic salary ranges are set forth on Exhibit A. 4.2 Wage adjustments for employees in the Executive Management, Management and Supervisory and Professional Groups are awarded nonbasebuilding from a "merit pool" amount established annually by the Boards and allocated to each department in an amount proportional to the salary budget of employees included within the Executive Management, Management, Supervisory and Professional Groups. This merit amount is awarded to individual employees based upon their performance as determined by the performance evaluation program. In addition, employees in the Executive Management, Management, Supervisory and Professional Groups receive annual wage adjustments. The amount of the wage adjustment is determined by the Boards and is distributed equally to all employees who at least meet expectations to keep employees at market. Page 1 Further, assignment of individual salaries into the top quartile of "exempt" ranges is limited to 20 percent of the employees in the Executive Management, Management, Supervisory and Professional Groups. 4.3 The General Manager is authorized to employ and assign persons as needed to occupy budgeted positions and to exercise supervision over all persons in accordance with the provisions of this policy and to terminate, for cause, the employment of any regular full time employee employed under these provisions. All other employees, e.g., probationary, part-time, and limited term/temporary and contract may be terminated at the Districts' sole discretion. 4.4 The General Manager is also authorized to employ Executive Management employees on an "at-will" basis. Such status shall be memorialized by a written agreement signed by the General Manager and the Executive Manager, acknowledging that the Executive Manager shall serve at the pleasure of the General Manager. Any Executive Management employee so employed on the date of adoption of this policy, who has not signed an "at-will" agreement may voluntarily elect to do so, but may not be required to do so. 4.5 Notwithstanding any other provisions of this policy or any prior Board action, the General Manager is authorized to periodically adjust the rate of compensation of Executive Management employees who have signed "at-will" agreements so long as no adjustment exceeds the compensation permitted by the applicable salary range established by the Joint Boards of Directors. 4.6 Employees who believe their position is not properly classified may request a classification study of their position through their Department Head. Classification studies shall only be conducted twice a year in November and May. 4.6.1 All classification study findings regarding existing classifications are subject to approval by the General Manager; findings recommending new job classification titles are subject to approval by the Districts' Boards of Directors. 4.7 The Districts are governed by the provisions of the Federal Fair Labor Standards Act, "FLSA", and have, in accordance with it, after study and evaluation of the duties and responsibilities of all job classifications established those classifications that are within the Executive Management, Management, Supervisory and Professional Groups as exempt from the provisions of the FLSA. 5.0 PROCEDURE 5.1 Employees on the Five-Step Pay Plan 5.1.1 New Employees. Employees who successfully complete their Initial Probationary Period and are recommended for continued employment are eligible for consideration of a salary adjustment of up to one step (5.5%) effective on the first day of the pay period following completion of the Initial Probationary Period. The Salary Review date for subsequent annual reviews is established on the first day of a pay period following 26 weeks of continuous service and satisfactory completion of probation. Page2 5.1.2 Annual Merit Increase. Employees who are not at the top of the salary range for their classification are eligible for consideration of an annual salary adjustment of up to one step (5.5%) on their Salary Review date, provided their performance fully meets expectations. 5.1.3 Promotional Increase. Employees who earn a promotion are entitled to a promotional increase of 5.5%, or to the base of the new range, whichever is greater, upon the effective date of the promotion. If an employee has not successfully completed their Promotional Probationary Period on their Salary Review date, any adjustment resulting from that annual review will be delayed until such time as the probationary period is completed. 5.2 Executive Management, Management, Supervisory and Professional Group Employees 5.2.1 New Employees. Employees who are hired into Executive Management, Management, Supervisory and Professional Group positions with "exempt" salary ranges shall be offered a salary at or near the minimum of the range unless their level of background, expertise or prior earnings result in a requirement for a salary greater than the minimum. The determination of an appropriate salary should also consider relationships to other employees in the same classification and to employees supervised, if any. 5.2.1.1 Employees in "exempt" range classifications serve a Probationary Period of six months and receive a comprehensive performance evaluation at the end of that period. Employees who successfully conclude their probation are eligible for a salary adjustment the subsequent July in accordance with the provisions of the Management Performance Review Program established by separate action of the Boards of Directors as amended from time to time. 5.2.2 Annual Management Performance Review Program. An annual performance review is completed for all employees in "exempt" range classifications in accordance with the provisions of the performance evaluation Program. Performance based salary adjustments occur on the first day of the first pay period in July, and may be prorated based upon the date of hire, promotion, or last increase in those instances where the individual has not concluded probation as of July 1. 5.2.3 Promotional Increases. Employees in "exempt" range classifications who earn promotions to a new "exempt" range classification will normally be offered a salary below the midpoint of the range that is commensurate with their level of training and expertise, prior earnings, and in an appropriate relationship to other employees in the same classification and to employees supervised. The new salary will normally represent an increase of at least 5.5 percent. Employees in "exempt" range classifications are not entitled to a salary adjustment at the conclusion of the Promotional Probationary Period. If the employee's probation period has not concluded as of July 1, the performance based salary adjustment is deferred until such time as probation is successfully concluded. Page3 6.0 EXCEPTIONS 6.1 Sections 5.2.1, 5.2.2 and 5.2.3 do not apply to "at-will" Executive Management Employees. 7.0 PROVISIONS AND CONDITIONS 8.0 RELATED DOCUMENTS 8.1 Exhibit A 8.2 Fair Labor Standards Act Page4 clsrenge 515198 Classifications By Pay Range Administrative and Clerical Pay Range Minimum Maximum Classifications 1019 3,615 4,501 Information Services Technician Ill 1017 3,375 4,202 Financial Technician 1015 3,285 4,089 Graphics Coordinator 1013 3,110 3,871 Senior Storeskeeper 1012 3,150 3,922 Administrative Assistant 1011 3,067 3,818 Graphics Services Assistant 1011 3,067 3,818 Information Services Technician II 1008 2,782 3,463 Information Services Technician I 1007 2,706 3,369 Secretary 1004 2,579 3,211 Senior Accounting Clerk 1004 2,579 3,211 Senior Office Aide 1003 2,562 3,190 Storeskeeper 1002 2,376 2,958 Accounting Clerk 1002 2,376 2,958 Office Aide 1002 2,376 2,958 Office Specialist 1001 2,128 2,651 Office Technician clsrange S/5/98 Pay Range 1025 1023 1020 1015 1009 1006 Minimum 4,035 3,845 3,691 3,285 2,985 2,688 Classifications By Pay Range Engineering Maximum Classifications 5,024 Senior Construction Inspector 4,787 Engineering Associate 4,594 Construction Inspector 4,089 Engineer Aide Ill 3,716 Engineering Aide II 3,346 Engineering Aide I cisrange f 515198 Classifications By Pay Range Technical Services Pay Range Minimum Maximum Classifications 1024 3,925 4,887 Senior Environmental Specialist 1018 3,517 4,380 Environmental Specialist II 1018 3,517 4,380 Source Control Inspector II 1018 3,517 4,380 Senior Laboratory Analyst 1010 3,004 3,742 Environmental Specialist I 1010 3,004 3,742 Laboratory Analyst 1010 3,004 3,742 Source Control Inspector I 1005 2,634 3,279 Source Control Technician cisrange 5/5198 Classifications By Pay Range Operations and Maintenance Pay Range Minimum Maximum Classifications 2015 3,826 4,764 Lead Electrical Technician 2015 3,826 4,764 Lead Instrumentation Technician 2014 3,623 4,510 Electrical Technician II 2014 3,623 4,510 Instrumentation Technician II 2013 3,500 4,358 Lead Mechanic 2013 3,500 4,358 Pump Power Operator 2013 3,500 4,358 Senior Plant Operator 2012 3,383 4,212 Lead Collection Facilities Worker 2012 3,383 4,212 Lead Worker 2012 3,383 4,212 Machinist 2011 3,180 3,960 Senior Mechanic 2011 3,180 3,960 Welder 2010 3,158 3,933 Equipment Operator 2009 3,073 3,826 Builder 2009 3,073 3,826 Electrical Technician I 2009 3,073 3,826 Instrumentation Technician I 2008 3,053 3,800 Plant Operator 2007 2,792 3,477 Electrical Maintenance Worker 2007 2,792 3,477 Instrumentation Maintenance Worker 2007 2,792 3,477 Painter 2007 2,792 3,477 Senior Maintenance Worker 2007 2,792 3,477 Senior Collection Facilities Worker 2006 2,718 3,383 Mechanic 2005 2,536 3,158 Collection Facilities Worker II 2005 2,536 3,158 Maintenance Worker 2004 2,503 3,116 Operator In Training 2003 2,417 3,010 Groundskeeper 2002 2,386 2,969 Control Center Clerk 2001 1,957 2,435 Collection Facilities Worker I 2000 1,851 2,306 Helper cisrenge f 515198 Classifications By Pay Range Professional Pay Classifications to the Gianeral Ma E11 4,769 7,017 Engineer E9 4,32S 6,495 Principal Administrative Analyst E9 4,32S 6,495 Principal Engineering Associate E9 4,32S 6,495 Project Specialist E9 4,32S 6,495 Regulatory Specialist E9 4,32S 6,495 Scientist ES 4,116 6,057 Associate Engineer Ill ES 4,116 6,057 Principal Environmental Specialist E7 3,925 5,776 Programmer Analyst E7 3,925 5,776 Computer Hardware Specialist E7 3,925 5,776 Telecommunications Specialist E6 3,735 5,441 Senior Human Resources Analyst E6 3,735 5,441 Principal Laboratory & Research Analyst E6 3,735 5,441 Senior Administrative Analyst E5 3,559 5,235 Associate Engineer II E5 3,559 5,235 Senior Accountant ES 3,559 5,235 Senior Financial Analyst E4 3,390 4,993 Safety Representative E4 3,390 4,993 Programmer E4 3,390 4,993 Senior Buyer E3 3,225 4,704 Associate Engineer I E2 3,077 4,4S1 Human Resources Analyst E1 2,923 4,272 Accountant E1 2,923 4,272 Buyer E1 2,923 4,272 Financial Analyst E1 2,923 4,272 Management Analyst cisrange 515/98 Classifications By Pay Range Supervisory Pay Range Minimum Maximum Classifications E14 5,517 8,120 Engineering Supervisor E13 5,262 7,740 Environmental Management Supervisor E13 5,262 7,740 Senior Engineer E12 5,013 7,376 Compliance Supervisor E12 5,013 7,376 Laboratory Supervisor E12 5,013 7,376 Senior Scientist E11 4,769 7,017 Senior Operations Supervisor E11 4,769 7,017 Information Technology Supervisor E9 4,328 6,754 Maintenance Supervisor E9 4,328 6,754 Operations Supervisor E9 4,328 6,754 Principal Accountant E9 4,328 6,754 Principal Financial Analyst E9 4,328 6,754 Source Control Supervisor E9 4,328 6,754 Supervising Construction Inspector EB 4,116 6,057 Training Supervisor E7 3,925 5,776 Foreman E7 3,925 5,776 Maintenance Planner E7 3,925 5,776 Contracts & Purchasing Supervisor ES 3,559 5,235 Supervising Source Control Inspector E4 3,390 4,993 Warehouse Supervisor dsrange 515198 Classifications By Pay Range Management Pay Range Minimum Maximum Classifications E16 6,090 8,953 Construction Manager E16 6,090 8,953 Engineering Manager E16 6,090 8,953 Environmental Compliance & Monitoring Manager E16 6,090 8,953 Laboratory Manager E16 6,090 8,953 Source Control Manager E15 5,798 8,529 Controller E15 5,798 8,529 Financial Manager E15 5,798 8,529 Plant Automation Manager E14 5,517 8,120 Chief Scientist E13 5,262 7,740 Accounting Manager E13 5,262 7,740 Chief Operator E13 5,262 7,740 Safety/Emergency Response Manager E13 5,262 "l740 Maintenance Ma er osltlo Recla$sified E12 5,013 7,376 Operations Manager E12 5,013 7,376 Contracts & Purchasing Manager E12 5,013 7,376 Senior Regulatory Specialist E10 4,535 6,681 Secretary to the Boards of Directors E10 4,535 6,681 Training Manager E9 4,328 6,495 Human Resources Manager ctsrange 515198 Pay Range Minimum E27 12,190 E20 7,500 E19 6,834 E19 6,834 E19 6,834 E19 6,834 E18 6,741 E17 5,948 E17 5,948 E9 4,328 Classifications By Pay Range Executive Management Maximum Classifications 12,190 General Manager 10,600 Assistant General Manager of Operations 10,874 Director of Engineering 10,874 Director of Operations & Maintenance 10,874 Director of General Services Administration 10,874 Director of Technical Services 10,831 Director of Finance 9,460 Director of Information Technology 9,460 Director of Human Resources 6,495 Director of Communications dsnmge 515198 Pay Range 1027 1012 1012 Minimum 3,443 3,150 3,150 Classifications By Pay Range Confidential Maximum Classifications 4,286 Executive Assistant II 3,922 Executive Assistant I 3,922 Human Resources Assistant dsrange 515198 Pay Range 905 904 903 Minimum 9.000 6.753 6.753 Classifications By Pay Range "Non-Regular'' Part Time Maximum Classifications 16.000 Intern 14.080 Storeskeeper Assistant 11.581 Technical Services Assistant ~ County Sanitation Districts Policy Number: C110.00 · of Orange County Effective Date: May 13, 1998 Subject: TRAVEL AND BUSINESS Supersedes: October 22, 1997 EXPENSES Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for reimbursing employees for travel and business expenses. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 This policy applies to all current employees regardless of their organizational unit. 3.0 DEFINITIONS Per Diem is money paid to an employee per day while on travel for the Districts for meals, gratuities and incidentals. 4.0 POLICY 4.1 It is the Districts' policy to reimburse employees for travel and business expenses in accordance with the procedures of this policy. 5.0 PROCEDURE 5.1 The Districts will reimburse employees for reasonable travel and other expenses incurred in the course of representing the Districts on official business provided that approval is obtained in advance. All reimbursement claims for such expenses must be submitted on an Employees' Tra•.•el and Meeting E1<pense ~ a "Request for Travel Authorization and Expense Reimbursement' form along with appropriate receipts, and must meet conditions and requirements established by the Finance Department, and the provisions and conditions in this policy. 6.0 EXCEPTIONS 7.0 PROVISIONS AND CONDITIONS 7 .1 If the reason for travel is to appear on a panel or to orate a presentation on behalf of the Districts, prior written approval to do so must have been issued by the General Manager. Failure to do so may preclude attendance. Page 1 7.2 Travel requests are to be submitted as far in advance as possible to take advantage of discounted or reduced fares, etc. 7.3 If Saturday night stay-over reduced/air-fare savings exceed the lodging and per diem expenses for the added travel days, the Districts may require employees to travel accordingly. 7.4 Employees are to exercise every effort to minimize travel and meeting expenditures. When alternatives are available, the employee will utilize the least expensive alternative. 7.5 Automobile mileage reimbursement is given if an employee is required to use a personal vehicle for travel within the Districts' general geographical area, which includes Orange, Los Angeles, Ventura, San Bernardino, Riverside, San Diego, JmpJ3Jj~I and Kem Counties. Mileage is reimbursed at $.:316 oonts tt:ie IR._S:rate per mile. This figure is adjusted periodically based on IRS-approved mileage allowances. 7~6 The Districts shall reimburse employees for one telephone call to home per day at a rate not to exceed $4.25 per day. Calls to the Districts shall be made by Districts-provided credit card or collect. Business-related faxes will be reimbursed if a:rec~ip,t is provided. 7.7 Full per diem allowance shall only apply to overnight travel. If a meeting includes a portion of a day, the per diem will be prorated based on the following: 7.7.1 $40.00 per day (Breakfast: $6.00; Lunch: $10.00; Dinner: $18.00). 7.13 An employee shall not be eligible for full per diem on same-day travel for meetings within Orange County. The cost of lunch may be reimbursed ifnot includf::ld in registration fee. 7.9 The Districts do not pay for alcoholic beverages. 7 .10 If a meeting includes a mandatory meal that is greater than the meal allowances listed in Section 7.7, per diem will be adjusted by the difference between the allowances in Section 7.7 and the required meal charge (generally paid as part of registration fees). 7 .11 If a meal is included in the registration fee paid by the Districts, an employee shall not be entitled to per diem for that meal. 7 .12 An employee shall not be eligible for per diem fef when meals are provided by air or other common carriers. 7 .13 Air fares are for coach only. Arrangements are to be made only through the Districts' designated travel agency. The agency shall determine the least costly air fare tor the trip. 7.14 The Districts shall pay local transportation costs from the employee"s residence to the departure airport. If the employee uses their personal vehicle, then mileage will be paid at the current IRS-approved rate. Alternate travel to a departing airport shall be by bus or taxi only. Vans are not allowed unless prior approval is obtained. Page 2 7 .15 The Districts shall pay travel expenses by bus, taxi or van from the destination airport to the meeting site. 7.16 Travel while at the local destination shall be by taxi, as needed. A rental car may be allowed (compact, mid or full-size), the least costly to be determined by the designated travel agency, if prior approval is obtained. 7.17 Parking at the departure airport shall be in a reduced-fee lot only. Parking shall be paid for the actual cost at other local area meetings. 7 .18 Meeting registration is generally prepaid by the Districts and will be paid based on prior approval. If an employee is attending a meeting as a member of a professional organization related to their job responsibilities, the Districts shall pay the entire cost of registration. If not, the employee shall pay the difference between member and non-member registration fee. 7.19 Lodging shall be in a hotel, motel or lodge. Single-room rates shall apply for authorized overnight travel. Meals or other reimbursable charges on the hotel bill will be applied against the per diem allowance. 7.20 Expenses not allowed as defined in this policy are not reimbursable without prior written approval. Such expenses include but are not limited to entertainment, recreation and personal items. 8.0 RELATED DOCUMENTS 8.1 Employee's TraYel and Meeting EMpense Report "Requestfor Travel Authorizaticm and Expense Reimbursement" form 8.2 CSDOC Administrative Standards and Procedures Guidelines, Section Ill, Section 111::::22, Travel and Training Page3 e, County Sanitation Districts Policy Number: D10.00 of Orange County Effective Date: May 13, 1998 . Subject: LEAVE-OF-ABSENCE WITH PAV Supersedes: October 22, 1997 Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for use in the administration of the Districts' leave-of-absence with pay program. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 All Districts' employees. 3.0 DEFINITIONS 4.0 POLICY 4.1 Vacation Leave. Except as otherwise provided, regular full-time employees accrue vacation leave, in accordance with the following schedule: Years of Service Hours-Biweekly Hours-Annually In years 0 through 1 3.08 80 In years 2 through 4 3.08 80 In years 5 through 1 0 4.62 120 In year 11 4.93 128 In year 12 5.24 136 In year 13 5.54 144 In year 14 5.85 152 In year 15 and over 6.16 160 4.1.1 Vacation leave begins to accrue after a new employee has completed six months of continuous service. After the first six months of service, the employee's account will be credited with 40 hours. After that time, the employee will accrue vacation hours consistent with the above chart. Vacation leave may only be utilized in increments of one-half hour or more. Vacation leave is accrued for all paid hours, including hours actually worked and hours in a paid-leave payroll status. A full-time, regular employee will be granted pro rata vacation leave credit during any pay period in which he/she is absent without pay for one (1) full working day. A part-time, regular employee will not be granted vacation leave credit during any period he/she is absent without pay on his/her regular working day. Employees may have a maximum accumulation of 200 hours as of the last day of the final pay period in December of each year. In the event an employee accrues vacation leave in excess of 200 hours, it must be used prior to said December date, all other remaining hours in excess of 200 will be paid to the employee in the first pay period in January at the employee's then current hourly rate of compensation. 4.2 Sick Leave. Sick leave is an insurance or protection provided by the Districts to be granted to employees in circumstances of adversity to promote the health and welfare of the individual employee. It is not an earned right to take time off from work. Sick leave is defined as the absence from duty of an employee because of a bona fide illness, injury, or pregnancy, or to attend to the illness or injury of a family member as hereinafter defined. Temporary employees are not entitled to sick leave benefits. 4.2.1 Sick-Leave Accrual. Full-time employees hired prior to November 27, 1981, accrue paid sick leave at the rate of three and one-half (3.5) hours for each biweekly pay period of continuous service (ninety-one (91) hours per year). Full-time employees hired on or after November 27, 1981, accrue paid sick leave at the rate of three (3.0) hours for each biweekly pay period of continuous service (seventy-eight [78] hours per year), beginning with the first day of employment. 4.2.2 Sick-Leave Credit. A full-time, regular employee shall be granted pro rata sick-leave credit during any pay period in which he/she is absent without pay. A part-time, regular employee shall not be granted sick-leave credit during any period he/she is absent without pay on his/her regular working day. In the event an employee is required to work part-time by direction of his/her physician, sick-leave credit shall be prorated, except that sick leave shall continue to accrue if an employee is absent due to an injury arising out of or in the course of his/her employment and is entitled to Workers' Compensation benefits. 4.2.3 Annual Payoff. Employees may elect annually to be paid for any unused sick leave hours accrued through the end of October at their current hourly rate according to the following payoff schedule or as specified in a Memoranda of Understanding. Accrued Sick Leave Hours Rate of Payoff 0-100 0% 101-240 25% 241-560 35% Over 560 (mandatory) 50% 4:2.4 Sick Leave Incentive Plan. The Sick Leave Incentive-Plan applies to Executive Management, Managem~nt, Supervisory and Prpfessional and the Gor;ifidential Groups. The Plan will q&administered on an indi11idual Group basis. If the average sick leave usage of employee~ in tAe a Group is under 40 hours per year, calculated on annualized actual ,time 0ff during the period from January 1 to December 001 exclusive of catastrophic illness or injury re·quiring absence in excess of 200 hours or indus\rial injury leg.v~ in E!XCe§.!? ol 80 hours, the annual Pc!YG.ff for unused.sick leave will be as fallows: Acc~ed_$ick Le11ve Hours Rate of Payoff 0~100 10o/o I ' 101-240 40% ' 241 -56Q ~ Qver560 (n:tand~tory) 60% 4.245 Employees who separate for any reason other than retirement or death shall be compensated for any accrued and unused sick leave according to the above schedule. Employees who retire or decease shall be paid at the fifty percent (50%) rate for all accrued and unused sick leave. 4.2.e6 Permissible Uses. Sick leave may be applied only to: a. Absence due to illness, injury or pregnancy of an employee. b. Absence due to medical and dental office appointments of an employee when approved by the employee's supervisor. c. Absence for the care of the employee's father, father-in-law, mother, mother-in- law, brother, sister, husband, wife, child, grandparent, legal guardian, or any family member with whom the employee resides. d. Absence due to a job-related injury. 4.2.i? General Provisions. To qualify for sick-leave pay, the employee must notify the Districts at or in advance of the time the employee is scheduled to report for duty. Minimum charge to the employee's sick-leave account shall be one-half (.5) hour and thereafter in one-half (.5) hour increments. 4.2.-78 The Director of Human Resources shall be responsible for control of abuse of the sick-leave privilege. If notified in advance by a manager or supervisor, the employee may be required, at any time, to furnish a certificate issued by a licensed physician or nurse, or other satisfactory evidence of illness; however, for absences of ten (1 O) consecutive working days or more, a request for leave and a medical statement, on prescribed forms, stating expected date of return must be submitted to Human Resources. Upon return to work, a written doctor's release must be submitted to Human Resources. For absences of one or more working days in an unpaid status, a request for leave and a medical statement, on prescribed forms, stating expected date of return must be submitted to Human Resources. 4.2.89 If the need for leave is due to the employee's serious health condition, as defined in the Family and Medical Leave Act ("FMLA") or the California Family Rights Act ("CFRA"), the certification requirement shall comply with provisions of these Acts. 4.3 Personal Leave. Personal leave is provided to allow employees time off with pay for vacation, personal business and non-job-related illness or injury. Personal leave is accrued by full-time employees for all paid hours, including hours actually worked and hours in a paid-leave payroll status, on a biweekly basis as follows: Personal Leave Hours Biweekly Annual Years of Service 0 through 1 2.31 80* 2 through 4 5.38 140 5 through 10 6.92 180 11 7.23 188 12 7.54 196 13 7.85 204 14 8.15 212 15 and over 8.46 220 *Only 60 hours may be taken in the first year; the 20 additional hours shall be credited to the accrual balance following successful completion of one year's service. 4.3.1 Scheduled Time Off. Management shall make a reasonable effort, considering the operational needs of the Districts, to accommodate all employee requests for time off. Scheduled time off should normally be requested at least two weeks in advance to increase the likelihood of those dates being approved. However, in the event unforeseen circumstances prevent such advance notification, employees may request scheduled time off with as little as one day's notice. Employees with at least one year's service must request at least 40 hours off each year. Preference among employees who request time off at least six months in advance shall be based on seniority. Requests received less than six months in advance shall be scheduled in the order received. Personal leave may only be reported in increments of one-half hour or more. 4.3.2 Unscheduled Time Off. Personal leave provides income protection to an employee who, is unable to work due to illness, injury or pregnancy, or who is caring for an ill or injured member of his/her immediate family or for other personal emergencyies. An employee must account for Y1.mscheduled time off must be aeeounted for by filing eompletion of an Unscheduled Time Off Report form {see attached) upon tJ:le employee's return to work, except that two days of Personal Leave may be charged to Unscheduled Time Off each calendar year without documentation. When an employee has an unscheduled and undocumented absence, the employee's supervisor will file an Unscheduled Time Off Report form indicating that the absence is unscheduled and undocumented. Unscheduled and undocumented absences will be considered when determining the employee's total number of unscheduled occurr~nces. For all other days, employees may be required to submit medical documentation of their injury or illness. It is the responsibility of Districts' management to control the potential abuse of unscheduled time off privileges. Tardiness under 15 minutes shall not be deducted from the employees pay, but numerous occurrences will be addressed through the progressive discipline procedures. 4.3.3 An employee's attendance record shall be reviewed with an employee after five separate occurrences of unscheduled time off, including the two undocumented days referred to in Section 4.3.2, to provide an opportunity to assess problems that could potentially lead to disciplinary action. The accumulation of the sixth and seventh occurrence within a calendar year shall result in a verbal warning. The eighth occurrence shall result in a written warning. Employees who are charged with ten occurrences of absence within a twelve month period shall be subject to termination. Absences of multiple consecutive days involving the same injury or illness shall be considered a single occurrence. The Districts also have the right to discipline employees on the basis of total absences away from work. Employees must notify their supervisor prior to the start time of their shift when they are unable to report for work. Employees returning from an extended leave should notify their supervisor as soon as possible to facilitate personnel scheduling. 4.3.4 The Director of Human Resources shall be responsible for control of abuse of the unscheduled leave privilege. The employee may be required, at any time, to furnish a certificate issued by a licensed physician or nurse, or other satisfactory evidence of illness; however, for unscheduled absences of ten (10) consecutive working days or more, a request for leave and a medical statement, on prescribed forms, stating expected date of return must be submitted to Human Resources. Upon return to work, a written doctor's release must be submitted to Human Resources. For absences of one or more working days in an unpaid status, a request for leave and a medical statement on prescribed forms, stating expected date of return must be submitted to Human Resources. 4.3.5 Personal Leave and Workers' Compensation Leave. Employees who are injured in the course of their employment are placed on Workers' Compensation Leave, and receive wage toss benefits to which they are entitled under the Workers' Compensation Act. Employees may request to receive prorated Personal Leave pay to supplement their Workers' Compensation payments in an amount such that the sum of both is equal to the employee's regular base pay. 4.3.6 Personal Leave Payoff. Employees (or their estate) who separate, retire or die shall be paid in full at their current rate of pay for all Personal Leave hours accrued. 4.3.7 Maximum Accrual. Employees may only accrue up to 400 hours of Personal Leave as of the last day of the final pay period in December of each year. Employees may request to be paid in full for up to 40 such hours in excess of the 400 limit; any remaining time shall be scheduled off by the Districts. 4.3.8 Sick Leave Bank. Employees who elect to bank sick leave accrued prior to the implementation of Personal Leave provisions may elect to use such time off for absence due to illness or injury once 40 continuous hours of Personal Leave have been used. Employees who retire or die shall be paid at the 50 percent rate for all Banked Sick Leave hours; an employee who separates shall be compensated for Banked Sick Leave as follows. Banked Sick Leave Hours Rate of Payoff 0 -100 O percent 101 -240 25 percent 241 -560 35 percent Over 560 50 percent 4.3.9 If the need for leave is due to the employee's serious health condition, as defined in the Family and Medical Leave Act ("FMLA") or the California Family Rights Act ("CFRA"), the certification requirement shall comply with the provisions of these Acts. 4.4 Jury Duty Leave. Any full-time, including probationary, employee who is called for jury duty shall, upon request on prescribed forms approved by the Director of Human Resources, be entitled to his/her regular pay for those hours of absence due to performance of the jury duty for a period up to twenty-two (22) working days, provided that his/her fees for such service, exclusive of mileage, are submitted to the Districts for deposit in the General Fund of the Districts. 4.4.1 Prior to jury duty service, each employee must complete the Districts' Leave-of• Absence Form and turn it in to Human Resources with a copy of the summons. To be entitled to receive regular pay for such jury leave, the employee must report for work at the Districts for time not actually retained on jury service of one (1) hour or more prior to and/or upon completion of each day's service, exclusive of travel time. Employees are not compensated for jury duty occurring on scheduled days off. 4.4.2 An employee serving jury duty must obtain an attendance slip from the court to be submitted to Payroll with his/her time sheet in order to be eligible for regular pay for those hours of absence due to jury duty. 4.5 Witness Leave. Any full-time, including probationary, employee, who is required to be absent from work by a subpoena properly issued by a court, agency or commission legally empowered to subpoena witnesses, which subpoena compels his/her presence as a witness, except in a matter wherein he/she is named as a defendant or plaintiff or as an expert witness, shall, upon request on Leave-of-Absence Forms approved by the Director of Human Resources, be entitled to the time necessary to comply with such subpoena, provided any fees received for such service, exclusive of mileage, are submitted to the Districts for deposit in the General Fund of the Districts. 4.6 4.7 4.5.1 An employee so subpoenaed must submit a copy of the subpoena with his/her time sheet in order to be eligible for pay for such absence. To be entitled to receive regular pay for such witness leave, the employee must report for work at the Districts for time not actually retained on witness service of one (1) hour or more prior to and/or upon completion of each day's service, exclusive of travel time. Military Leave. A request for military leave shall be made upon Leave-of-Absence Forms approved by the Director of Human Resource and shall state the date when it is desired to begin the leave-of-absence and the date of anticipated return. A copy of the orders requiring such military service shall be submitted with the request. 4.6.1 Provisions of the Military and Veterans Code of the State of California, Sections 395- 395.5 shall govern military leave. In general, current law provides that an employee having one year or more service with a public entity is entitled to military leave with pay not exceeding thirty (30) days per year if the employee is engaged in military duty ordered for purposes of active military training or encampment. An employee who is required to attend scheduled service drill periods or perform other inactive duty reserve obligations is entitled to military leave without pay, not exceeding seventeen (17) calendar days per year, although the employee may, at his or her option, elect to use vacation or personal leave time to attend the scheduled reserve drill periods or to perform other inactive drill period obligations. Employees who participate in weekend military drill duty are not eligible for leave with pay for such activity, but may have their regular work schedule changed to accommodate the required time off. Bereavement Leave. Using the prescribed forms, approved by the Director of Human Resources, any full-time employee, whether probationary or regular, shall receive a maximum of three (3) days off with pay for the death or funeral of an immediate family member. Immediate family member is defined as the employee's father, father-in-law, mother, mother-in-law, brother, sister, husband, wife, child, step-child, grandchild, grandparent, legal guardian, or any family member with whom the employee resides. 5.0 PROCEDURE 6.0 EXCEPTIONS Section 4.1, Vacation, including Subsections 4.11 and 4.12, of this policy does not apply to employees covered under the provisions of Personal Leave in the Operations and Maintenance (including General Services Administration employees) Memorandum of Understanding. Section 4.2, Sick Leave, including Subsections 4.21 through 4.28, of this policy does not apply to employees covered under the provisions of Personal Leave in the Operations and Maintenance (including General Services Administration employees) Memorandum of Understanding. Section 4.3, Personal Leave, including Subsections 4.31 through 4.39, of this policy applies only to those employees covered under the provisions of Personal Leave in the Operations and Maintenance (including General Services Administration employees) Memorandum of Understanding. Vacation leave is not accrued for overtime hours worked. Accrued balances of vacation leave, compensatory leave, and personal leave may be cashed out atthe employee's request on an annual basisin December of each calendar year. 7.0 PROVISIONS AND CONDITIONS 7.1 Employees may have a maximum accumulation of 200 hours of vacation as of the last day of the final pay period in December of each year. 7.2 In the event an employee accrues vacation leave in excess of 200 hours, it must be used prior to the December date, all other remaining hours in excess of 200 will be paid to the employee in the first pay period in January at the employee's then current hourly rate of compensation. 7.3 Employees are not eligible to schedule vacation leave until the completion of six months continuous service. 7.4 Employees may not maintain a negative balance on vacation, sick, compensatory, or personal leave accruals. 8.0 RELATED DOCUMENTS 8.1 Operations and Maintenance MOU 8.2 Administrative and Clerical MOU 8.3 Engineering MOU 8.4 Technical Services MOU 8.5 Supervisory and Professional MOU 8.6 Peri,on~I Leave Unsq_~ect.tJ~_q Time Off Report Form ~ County Sanitation Districts Policy Number: D30.00 of Orange County Effective Date: May 13, 1998 Subject: HOLIDAYS Supersedes: October 22, 1997 Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for holidays. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 This policy applies to all current employees regardless of their organizational unit. 3.0 DEFINITIONS 4.0 POLICY 4.1 It is the Districts' policy to grant employees 12 paid holidays per year in accordance with this policy. 5.0 PROCEDURE 5.1 Full-time employees shall receive holiday pay if their entire scheduled work shift immediately preceding and following the holiday is in a paid payroll status. When an employee's work schedule requires that they work on an observed holiday, the employee shall be paid at the employee's regular rate of pay for the holiday or receive an equivalent amount of holiday compensatory time off, and shall also receive overtime pay at the rate of one-and-one-half times their regular hourly rate for all hours actually worked. 5.2 Holiday pay for part-time employees is based on a nine (9) hour workday. It is .d th f II . t d b . oaI on e o owing prora e asIs: NORMALLY SCHEDULED HOURS OF PERCENT BENEFIT/SUBSIDY WORK PER WEEK 0-under 19 None 20-under29 50 percent -(4.5) hours 30-39 75 percent-(6.75) hours 5.3 When a holiday occurs on an employee's regularly scheduled day off, the employee will accrue compensatory time off for those hours. In no case may an employee accumulate more .than 50 hours holiday compensatory time off. 5.4 The days listed below are observed by the Districts as holidays for 1997, 1998 and 1999. SCHEDULE A HOLIDAY 1997 1998 1999 New Year's Day January 1 January 1 January 1 Lincoln's Birthday February 12 February 12 February 12 President's Day February 17 February 16 February 15 Memorial Day May26 May25 May 31 Independence Day July 4 July 3 July 5 Labor Day September 1 September? September 6 Veteran's Day November 11 November 11 November 11 Thanksgiving Day November27 November26 November 25 Day after Thanksgiving November 28 November 27 November26 Day before Christmas December 24 December24 December 23 Christmas Day December 25 December 25 December 24 Floating Holiday ** ** ** SCHEDULE B HOLIDAY 1997 1998 1999 New Year's Day January 1 January 1 January 1 Lincoln's Birthday February 12 February 12 February 12 President's Day February 17 February 16 February 15 Memorial Day May26 May25 May31 Independence Day July 4 July 4 July 4 Labor Day September 1 September 7 September 6 Veteran's Day November 11 November 11 November 11 Thanksgiving Day November 27 November 26 November25 Day after Thanksgiving November 28 November27 November 26 Day before Christmas December 24 December24 December 24 Christmas Day December 25 December 25 December 25 Floating Holiday ** ** ** ** 6.0 7.0 Employees may elect one day during each year as a "Floating Holiday''. The "Floating Holiday'' must be used within the year it is accrued. Every effort shall be made to grant an employee's request for a "Floating Holiday" off providing an employee gives sufficient notice to their supervisor. EXCEPTIONS PROVISIONS AND CONDITIONS 7.1 If a regularly scheduled holiday occurs on a Saturday, the previous Friday shall be taken off as the "holiday" for pay purposes. If a regularly scheduled holiday occurs on a Sunday, then the following Monday shall be taken off as the "holiday'' for pay purposes. 8.0 RELATED DOCUMENTS ~-) ~ County Sanitation Districts Policy Number: D50.00 of Orange County Effective Date: May 13, 1998 Subject: INSURANCE Supersedes: October 22, 1997 Approved by: 1.0 PURPOSE 1.1 The purpose of this policy is to establish uniform guidelines and procedures for use in the administration of the Districts' insurance benefits program. 2.0 ORGANIZATIONAL UNITS AFFECTED 2.1 All Districts' employees. 3.0 DEFINITIONS 4.0 POLICY 4.1 The Districts shall provide medical-health insurance coverage through both health maintenance organizations and an indemnity type group health plan, life insurance, and disability insurance for the benefit of full-time employees. 4.2 All insurance coverage shall become effective on the first day of the month following one full month of employment. An open enrollment period shall be held annually in the month of June. 5.0 PLANS -PROGRAMS 5.1 Medical. The Districts shall contribute 100% of employee only premiums for the medical health plans and shall contribute 80% of the employee + 1 dependent and full family premiums. Any change in insurance rates shall be shared equally in same ratio as premiums are currently paid by the Districts and employees. Before the renewal of any Districts' sponsored health insurance plan, the parties agree to meet and confer as to the plan. 5.1.1 Any change in insurance rates caused by a carrier after 11-25-96 are subject to the applicable provisions of the various Memoranda of Understanding approved by the Boards of Directors. Page 1 5.2 Life. The Districts provides term life insurance coverage for most employees. The Districts shall pay the full premium for term life insurance as established for each employee covered under a Memorandum of Understanding or as otherwise agreed upon. 5.3 Short Term Disability. The Districts shall provide a non-work related, short-term disability indemnity plan that pays up to a maximum of $336 per week for up to 26 weeks following a fourteen calendar day waiting period. Employees may request to receive prorated sick leave, personal leave or vacation pay to supplement their short term disability payments in an amount such that the sum of both is equal to the employee's regular base pay. 5.4 Long-Term Disability. The Districts shall provide o ers, atttie _em lo ee's. ~xper,i5-e, a non-work related, long-term disability indemnity plan that pays two- thirds of the employee's rate of pay in effect at the time of such disability, not to exceed $5,000 per month, following a 90-day waiting period of continuous disa- bility. The Districts provides ttiis cov~rage at the Districts ex en~ after five years of employmE:!nt. 5.5 Dental. The Districts provides a dental plan at no cost for employee-only coverage and $9.00 per month for full family coverage. The balance of the premium, currently $31.28 for employee only and $75.54 for full family, is paid by the Districts. 5.6 Vision. The Districts shall provide a vision insurance plan for regular, full-time employees and eligible dependents of the Districts. 5.7 Retiring Employees. The Districts shall pay, for employees hired prior to July 1, 1988, two and one-half months' premium for each year of continuous service of a retiring employee towards the premium costs of coverage for the employee and eligible dependents under the Districts' medical plan. 5.7.1 The Districts shall enter into an agreement with the Orange County Employee Retirement System (OCERS) to implement the retiree medical health premium offset program established by the County of Orange wherein the cost of health premiums are offset by $1 O per month for every year of service up to a maximum of 25 years or $250 per month. 5.8 Workers Compensation Insurance. The Districts' Workers Compensation program is self-funded and administered by a third party administrator. Workers' Compensation insurance provides coverage for injuries arising out of employment with the Districts and occurring in the course of employment. 5.9 Reimbursement Account. Section 125 of the Internal Revenue Code permits employees to use pretax dollars to pay for their portion of the cost of benefits under the plan through salary redirection arrangements. The available options are summarized below. For complete information regarding Flexible Spending Accounts employees must refer to the plan booklet available in the Human Resources Department. Participation in this Program does not affect the Districts' contribution to the Orange County Employees Retirement System. The amount deducted shall then be repaid to the employee through the Districts' Reimbursement Program. Page 2 ' <. 5.9.1 Group Insurance Premium. Group insurance premiums that are paid by salary redirection can be made on a pretax basis. 5.9.2 Medical Care Reimbursement Account. The purpose of this account is to provide a method through which an employee can accumulate pretax funds in a Medical Care Reimbursement Account for the purposes of reimbursing the employee for payment of health care costs not otherwise covered by the health and medical insurance. 5.9.3 Dependent Care Assistance Account. The purpose of this account is to provide a method through which an employee can accumulate pretax funds in a Dependent Care Assistance Account for the purposes of reimbursing the employee for child care expenses or day care for a disabled dependent. 6.0 EXCEPTIONS 7.0 PROVISIONS AND CONDITIONS 7.1 No combination of disability or sick leave pay shall result in more than an employee's regular rate of pay. Employees may not receive short-term and long- term disability benefits at the same time. An employee who is otherwise not eligible for Districts' paid long-term disability may purchase such coverage at their own expense. 7.2 In the event the Districts add additional optional insurance plans, the Districts' share of the premium shall be the same as for existing plans as set forth above. In the event the Districts change underwriters for existing insurance plans, the Districts' share of the premium shall be the same as for existing insurance plans as set forth above. 8.0 RELATED DOCUMENTS Page3 FAHR COMMITTEE Meeting Date 05/13/98 AGENDA REPORT Item Number 6 County Sanitation Districts of Orange County, California FROM: Blake Anderson, Assistant General Manager Originator: Ed Torres, Air Quality & Special Projects Manager SUBJECT: ADOPT RESOLUTION NO. 98-XX, DELEGATING AUTHORITY TO THE GENERAL MANAGER AND STAFF RE EXPENDITURE OF DISTRICTS FUNDS AND PERSONNEL ISSUES (FAHR98-38) GENERAL MANAGER'S RECOMMENDATION 1. Adopt Resolution No. 98-XX, authorizing the General Manager to establish and implement policies and procedures to delegate to staff authority for: (1) signature authority to initiate contracts or purchase orders to acquire services, supplies and materials, and for minor construction projects; (2) employee timekeeping records and overtime authorizations; (3) personnel issues relating to hiring, promotions, performance reviews and disciplinary action; and (4) meeting and training policies and expenditures. SUMMARY The Joint Boards adopted Resolution No. 95-62 at their June 28, 1995 meeting. This resolution provided the General Manager and staff with delegated authority in the areas of contracts and purchases, meeting and training attendance, employee timekeeping and human relations issues related to hiring, firing and disciplinary actions. The resolution was very prescriptive on how the General Manager's authority could be delegated into the organization. With the Districts' ongoing reinvention efforts, the General Manager recognizes the need to further delegate his and Executive Management's authority down into the organization. Routine administrative approvals are continuing to be brought to both the General Manager and Executive Management staff. These requests require significant Executive Management time to review and understand the requests and most often result in delays waiting for the signatures to be obtained. Examples include training and meeting requests for commonly attended conferences (e.g., California Water Environment Federation, Tri-State Training Conference and Water Environment Federation Annual Conference), purchase orders for materials and equipment that are budgeted within the respective Divisions, and budgeted hiring and promotional documentation. \lradonldata1 wvp.dta\fin\21 O'crane\FAHR\FAHR98\May\FAHR98-38.doc Rl!Yised: 115198 Page 1 To Jt. Bds. 05/27/98 Item Number In addition, recent changes proposed by the Districts' Assessment and Reinvention Team (DART) on how to improve maintenance planning and scheduling activities, will require that certain professional staff, maintenance foremen and maintenance supervisors be provided additional authority to procure parts and materials to ensure the timely, reliable and safe operation of the treatment plants. The existing delegation of authority provides maintenance foremen and supervisors with signature authority for purchases. DART's proposal recommends that their signature authority be slightly increased for purchases as well as extending delegated authority to a handful of professional staff that have been reassigned (from supervisory positions) to process areas within the treatment plants and are responsible for the day-to-day planning, scheduling and maintenance of these process areas. The General Manager believes that several benefits will be realized by a further delegation of some of his authority. These benefits include the following: 1. Reduced delays in obtaining materials and services due to fewer approvals being required. Currently, Operations and Maintenance staff have limited ability to procure materials and equipment required for the daily operation of the treatment plants. A minor request to purchase a valve, fitting or electronic component can result in hours or possibly days being spent to obtain the necessary supervisor and management approvals. With approximately 15-20 purchase requisitions per day being prepared by staff, the overall impact on productivity from these delays can be significant. 2. Cost savings associated with fewer staff reviewing and approving requisitions. Considerable time is being spent obtaining supervisory approval as well as the time spent by the supervisors reviewing these requests. This all costs money. Many of these approvals should more appropriately be handled at lower levels and can thus save money and allow supervisors to spend more time planning and managing their organizations. Remembering that the Purchasing Division acts as a significant "check and balance" to the process, the Board can remain confident that abuses and mistakes will be controlled by this third party oversight. In all cases, the General Manager continues to be fully responsible and accountable to the Board for these actions. 3. lmprov.ed [esponse to short-te[~needs associated wi.th operating or mainta•ining the facilities. Operating two large and complex treatment plants requires daily preventative and corrective maintenance. Parts are needed every day to ensure reliable operation. Oftentimes these parts are not stock items and must be procured outside. The ability to procure these parts as quickly and efficiently as possible is critical to safe and compliant operation of the two plants. With each additional approval signature that is required to procure the part, the return to service process \lnldanldata1""f'.dtalfinl210'crane\FAHRIFAHR98\May.FAHR98-38.dac Revised: 1/5198 Page2 is delayed and we increase the risk of treatment process upset and potential problems with regulatory compliance or safety. In conjunction with the proposed delegated authority, all affected staff will receive training on Districts' policy and procedures and implementation requirements prior to receiving the delegated authority. All relevant Districts policies and procedures will be followed. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. ~ Not applicable (information item) ADDITIONAL INFORMATION At the October 1997 FAHR Committee meeting, staff recommended that the Committee approve a new resolution for delegating authority to the General Manager and staff. The Committee expressed some concern over staff's proposal in four main areas. These were: (1) interest in seeing a comparison of the current and proposed delegated authority levels; (2) whether Professional Services Agreements (PSA) for the Capital Improvement Projects were included in the delegated authority; (3) whether staff would receive delegated authority to expend "unbudgeted" funds; and (4) whether sufficient checks and balances would be established to ensure that abuse did not take place. A comparison of the proposed and current delegated authority is provided as an attachment. The main differences in the proposed delegated authority are that: a. Staff authority to expend unbudgeted funds has been deleted. b. All purchases by staff must be within the budgetary limits. c. The General Manager will have authority to approve previously budgeted items to $100,000. d. The Department Heads and Division Managers are given greater authority to manage the budgets approved by the Board, and a limited number of professional staff in the maintenance divisions responsible for the treatment plants and collection systems will be given signature authority up to $2,000. \lradonldata1'0Np.dta\fin\210'<:ranelFAHRIFAHR981May\FAHR98-38.doc Revised: 1/5198 Page3 Professional Services Agreements for Capital Improvement Projects are not included in this delegated authority. These "purchases" are governed by Resolution 97-27 which was considered and approved by the PDC Committee and the Joint Boards in December 1997. All current checks and balances will remain in place. This includes review of all proposed purchases by a Purchasing Division Buyer and Manager as well as the initiating Divisions management review of all purchases through our Financial Information System. In addition, all staff receiving delegated authority will be trained on the Districts polices and procedures before receiving the delegated authority In the October 1997 Delegation of Authority presentation to the FAHR Committee, it appeared to some Directors that staff's intention was to seek authorization to purchase goods or services beyond the budget appropriations previously set by the Joint Boards. This was clearly not the intention of the proposed changes. In the Delegation of Authority policy adopted by the Joint Boards at their June 28, 1995 meeting, staff indicated that the approval for the acquisition of goods or services would not occur unless a budgeted item of equal or greater value is given up. No net increase in the Districts' budget was to occur as the result of an acquisition of an unbudgeted item. In addition, the procedural requirements for purchasing an unbudgeted item required that a budget transfer request form must be completed demonstrating that adequate funds are available to cover the acquisition, or the Boards of Directors must authorize a budget amendment, at which time the item being acquired would then fall into the budgeted category. To eliminate any confusion, staff is now proposing to delete any reference to approval authorities for the purchase of unbudgeted goods or services. The proposed policy clearly states that the approval for the acquisition of goods or services will not occur unless funds are budgeted covering the total cost of the requested items. The budget control for each department is at the division level. Therefore, in the case of a division that is insufficiently budgeted, a budget item of equal or greater value must be given up from another division or department, and that a budget transfer request form must be completed before the actual purchase can be made. ALTERNATIVES Not Applicable \lradonldata1\wp.dtalfinl210\crane\FAHRIFAHR98\May\FAHR98-38.doc Rl!llised: 1 /5198 Page4 CEQA FINDINGS Not Applicable ATTACHMENTS 1. Resolution No. 98-XX 2. Comparison of existing and proposed delegated authority levels \lradon\data1\Np.dtallin\210\crane\FAHRIFAHR98\May\FAHR98-38.doc Revised: 1/51118 Pages ) RESOLUTION NO. 98-_ ) DELEGATING AUTHORITY TO THE GENERAL MANAGER AND STAFF RE EXPENDITURE OF DISTRICTS FUNDS AND PERSONNEL ISSUES A JOINT RESOLUTION OF THE BOARDS OF DIRECTORS OF COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13, AND 14 OF ORANGE COUNTY, CALIFORNIA AUTHORIZING THE DISTRICTS' GENERAL MANAGER TO ESTABLISH POLICIES AND PROCEDURES FOR DELEGATION OF HIS AUTHORITY, AND REPEALING RESOLUTION NO. 95-62 *************** WHEREAS, the standing Committees of the Boards of the Directors have determined that an effective, comprehensive organization needs an administrative structure with support procedures that are understood by the Directors, management and the Districts' employees to enable timely and responsive performance of duties; and, WHEREAS, the Boards of Directors have detennined that a delegation of authority structure provides for better training of employees which will result in improved efficiency and effectiveness of the Districts' operations; and, WHEREAS, the standing Committees of the Boards of Directors have determined that four major areas for delegation of authority and responsibility, as recommended by the General Manager, should appropriately be delegated to the General Manager and Staff for implementation; and, NOW, THEREFORE, the Boards of Directors of County Sanitation Districts Nos. 1,2, 3, 5, 6, 7, 11, 13, and 14 of Orange County, California, DO HEREBY RESOLVE, DETERMINE AND ORDER: Section 1: That the General Manager of the Districts is hereby authorized to establish and implement policies and procedures to delegate to staff authority for four major areas consisting of: (1) signature authority to initiate contracts or purchase orders to acquire services, supplies and materials; (2) employee timekeeping records and overtime authorizations; (3) personnel issues relating to hiring, promotions, perfonnance reviews and disciplinary action; and (4) travel and training polices and expenditures. Section 2: That Resolution No. 95-62 is hereby repealed effective immediately. PASSED AND ADOPTED at a regular meeting held May 27, 1998. COMPARISON OF EXISTING AND PROPOSED DELEGATED AUTHORITY CONTRACTS, SERVICES AND PURCHASE ORDERS Authority Level Existing Proposed Boards of Directors >$50,000 Budget Changes ~ $100,000 GM orAGM >$25,000 to 49,999 ~$50,000 to 99,999 Department Heads >$10,000 to 24,999 ~$25,000 to 49,000 Division Managers >$5,000 to 9,999 ~$10,000 to 24,999 Section Supervisors >$1,000 to 4,999 ~$5,000 to 9,999 Maintenance Foreman/Other <$1,000 <$5,000 Professionals Maintenance/Other Professional Staff N/A <$2,000 MEETINGS AND TRAINING Authority Level Existing Proposed Boards of Directors Out of Country Out of U.S & Canada GM orAGM Out of State or -Not Required ~$2,000 Department Director <$2,000 ~$2,000 Division Managers <$1,000 <$2,000 Section Supervisors -<$500 All policies and procedures governing the procurement of services, equipment and supplies shall be adhered to. A Job Plan/Encumbrance document shall be approved by the appropriate authority level for all services and contracts Because meetings of national trade organizations are often held in Canada, Canada will be excluded from the definition of Out of Country. Supervisors must obtain certificate of completion in Back-to-Basics training before receiving delegated authority H:\wp.dta\fin\21 O\crane\FAHR\FAHR98\May\Del of Author table.doc FAHR COMMITTEE Meeting Date 05/13/98 AGENDA REPORT Item Number 7 County Sanitation Districts of Orange County, California FROM: Gary Streed, Director of Finance SUBJECT: CAL-Card Program (FAH~98-39) GENERAL MANAGER'S RECOMMENDATION Authorize staff to develop policies and procedures and to enter into a standard agreement with the State of California and the Rocky Mountain Bankcard System for participation in the ·cAL-Card procurement system. SUMMARY The State of California allows other public agencies to participate in a bank credit card program (CAL-Card) for small purchases. Each agency develops its own procedures, controls and policies, but the cost savings advantages from the bank are the same. Users report reduced costs for items, improved vendor relations and reduced staff and paperwork costs as some of the advantages. All purchases would be made in accordance with current delegation of authority limits and Purchasing Resolution procedures. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. ~ Not applicable (information item) \lradonldata1\wp.dt:a\fin\210\crane\FAHRIFAHR98\May\FAHR98-39.doe Reviled: 1 /5198 Page 1 To Jt. Bets. Item Number ADDITIONAL INFORMATION CAL-Card is a State-sponsored credit card purchasing system utilizing a normal VISA bankcard. Each agency that participates decides who will receive cards, establishes card limits and other restrictions. Use can be authorized for certain types of stores by using SIC codes, for maximum number of purchases per day, for maximum dollar amounts per billing cycle and for other parameters. Monthly statements are mailed from the bank to the agency, the cardholder, and the cardholders approving official. Sarvey Results and Notable Users Purchasing Division staff did a phone survey of our member agencies. Fullerton, Garden Grove, Villa Park, Yorba Linda, the County of Orange, and IRWD are using CAL-Card, or something similar, to varying degrees. Anaheim has completed its study, has a favorable recommendation, and is awaiting City Manager approval. Brea has recently enrolled and will implement the program soon. Huntington Beach is implementing a pilot program, and Irvine will pilot next year. Other notable users were Pasadena, UCI, San Diego County, and EBMUD. Many of the agencies we contacted which are not users asked us for more information so they could include it in their own evaluation. Benefits Reported or potential benefits to the Districts include: • Streamlines the procurement cycle. • Eliminates many low-value, low-quality invoices (also benefits vendor). • Reduces number of warrants written for low values. • Reduces emergency check and petty cash requests. • Reduces "order-taking" activities in Purchasing. • Frees Purchasing staff for price analysis, negotiating, and service improvement. • Provides "cash discounts" as vendors are paid in 1-3 days. • State pilot program provided average savings of $24.49 per transaction. • Translates empowerment and bottoms up philosophy into action. Drawbacks Some drawbacks are potential and some will certainly be realized. They are presented here to enable a "cost-benefit" analysis. All will be fully addressed in policies, procedures and controls before a system is implemented. \lradonldata1\wp.dtallin\210\crane\FAHRIFAHR98\May\FAHR98-39.doc Re-,,ised: 1/5198 Page2 • Purchaser must maintain records for use. • Purchaser must reconcile use and invoice each month. • An "approving official" must review and approve all purchases for appropriate users in department and division. • Cards must be deactivated upon termination. • Abuse is possible when written policies and procedures are not followed consistently. • State receives a fee of .1 % of purchases ($1,000 for $1,000,000 purchased). • Credit card use is a favorite target of investigative reporters. Typical Process The program is intended to be simple and easy to use. Typically, the process can be summarized as: • Make an appropriate, authorized purchase ( can be in person, by fax, by phone, or by mail). • Use the CAL-Card to pay for purchase (remind vendors not to invoice, payment will be received from bank in 1-3 days). • Save the receipt and other supporting documentation. • Record the purchase in the Purchasing Card Use Log (include information needed for proper cost accounting). • Compare the monthly statement from the bank to the Purchasing Card Use Log and receipts each month. • Sign the monthly statement from the bank to authorize payment. • Send the signed monthly statement, the Purchasing Card Use Log, receipts, and other documentation to Accounts Payable. ALTERNATIVES Continue to use the purchase order proceeds augmented by petty cash reimbursement and expensive special "hand check" preparation. CEQA FINDINGS N/A ATTACHMENTS NIA \lradonldata1'tNp.dta\fin\210'cranelFAHRIFAHR98\May\FAHR98-39.doc Revised: 1/5198 Page3 FAHR COMMITTEl~ Meeting Date ToJt. Bds. 05/13/98 05/27/98 AGENDA REPORT Item Number It.em Number County Sanitation Districts of Orange County, California FROM: Mike Peterman, Director of Human Resources Originator: Daniel Tunnicliff, Engineer 8 SUBJECT: RESOLUTION NO. 98-XX, ADOPTING THE WASTEWATER AGENCY RESPONSE NETWORK AND PUBLIC WORKS MUTUAL AID AGREEMl;NTS (FAHR98-40) GENERAL MANAGER'S RECOMMENDATION Adopt Resolution No. 98-XX, which adopts the Wastewater Agency Response Network 1997 Omnibus Mutual Aid Agreement and the Public Works Mutual Aid Agreement, in addition, authorizes the General Manager to approve future mutual aid agreements and amendments in a form approved by General Counsel. SUMMARY Emergency situations beyond the capabilities and resources of the Districts may occur requiring the combined resources and support of multiple government agencies within and outside Orange County. Mutual aid agreements can provide a mechanism for the Districts to obtain needed resources during an emergency. A mutual aid agreement provides a mechanism for the signatory parties impacted by an emergency to access personnel, equipment, and supplies from the non-impacted signatory parties for emergency response. A key aspect of providing mutual aid is that the signatory party provides only the resources it can spare without jeopardizing the safety of its own personnel or service area, or its own emergency response efforts. No signatory party receiving a mutual aid request is under any obligation to comply, nor will the party incur any liability for not complying. Mutual aid is voluntary. This Resolution adopts the Wastewater Agency Response Network 1997 Omnibus Mutual Aid Agreement and the Public Works Mutual Aid Agreement. The Wastewater Agency Response Network tyvWARN) was created to provide a forum for the development of mutual aid agreements between wastewater agencies, both public and private, throughout the State of California. There are numerous wastewater agencies throughout California signatory to the WWARN 1997 Omnibus Mutual Aid Agreement. The Public Works Mutual Aid Agreement was initiated to facilitate public works mutual aid throughout the State of California. There are approximately 145 government agencies, primarily cities, representing 17 counties signatory to the Public Works Mutual Aid Agreement. Adoption of this Resolution would provide access to the wastewater treatment and/or collection agency resources of the WWARN Agreement and the public works resources of the Public Works Mutual Aid Agreement. In addition, this Resolution authorizes the General Manager to approve future mutual aid agreements and amendments consistent with a form approved by General Counsel. H:\wp.dta'lin\210'crane\FAHRIFAHR98\May\FAHR9&-40.dot RIMSed: 1114198 Page 1 PROJECT/CONTRAC1 JST SUMMARY Costs are unknown and based upon use of mutual aid resources during an emergency response. BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. ~ This item has not been budgeted. D Not applicable (information item). As part of the VWvARN and Public Works Mutual Aid Agreements, signatory parties receiving mutual aid agree to pay the costs and repairs, if applicable, for the personnel, equipment, and supplies utilized during an emergency. In addition, the signatory parties receiving mutual aid agree to hold harmless, indemnify, and defend the signatory parties providing assistance. ADDITIONAL INFORMATION N/A. ALTERNATIVES Adoption of Resolution No. 98-XX will provide a means for the Districts to access wastewater treatment and/or collection agency and public works resources during an emergency. By not adopting Resolution No 98-XX, the Districts will have to wait longer for resources to become available during emergencies, thereby hindering the Districts overall response and recovery capabilities. CEQA FINDINGS NIA. ATTACHMENTS 1. Resolution No. 98-XX 2. VWvARN Agreement 3. Public Works Mutual Aid Agreement DET:dt H:lwp.dta'tin\210'cranelFAHRIFAHR98\May\FAHR98--40.dot RBYised: 1/14196 Page2 ~- ' .r_ • RESOLUTION NO. __ ADOPTING THE WASTEWATER AGENCY RESPONSE NETWORK AND PUBLIC WORKS MUTUAL AID AGREEMENTS A JOINT RESOLUTION OF THE BOARDS OF DIRECTORS OF COUNTY SANITATION DISTRICTS NOS. 1, 2, 3, 5, 6, 7, 11, 13 AND 14 OF ORANGE COUNTY, CALIFORNIA, ADOPTING THE WASTEWATER AGENCY RESPONSE NETWORK AND PUBLIC WORKS MUTUAL AID AGREEMENTS **************************** WHEREAS, the County Sanitation Districts of Orange County, California ("Districts") acknowledge that there may be emergency situations which are beyond the capability of the services, personnel, equipment and facilities of Districts to manage, requiring the combined forces of multiple political subdivisions to respond; and WHEREAS, the California Office of Emergency Services ("OES"), the Department of Health Services ("OOHS"), the League of California Cities, the County Supervisors Association of California, the American Public Works Association, and the California Utilities Emergency Association ("CUEA") have expressed a mutual interest in the establishment of plans to facilitate and encourage public works and wastewater treatment and/or collection agency mutual aid agreements between political subdivisions and wastewater agencies; and WHEREAS, the Wastewater Agency Response Network ("WWARN") has been created to provide a forum for the development of mutual aid agreements between wastewater agencies in the State of California; and 2092-300 son2_1 1 WHEREAS, Districts, a wastewater treatment and/or collection agency, hereto have determined that it would be in their best interests to enter into an agreement that implements those plans and sets forth procedures and responsibilities of the wastewater agencies whenever emergency personnel, equipment and facility assistance are provided from one wastewater agency to the other; and WHEREAS, the WWARN 1997 Omnibus Mutual Aid Agreement sets forth the mutual covenants and agreements for wastewater agencies to provide mutual assistance to one another in times of emergency; and WHEREAS, the Public Works Mutual Aid Agreement is an additional vehicle for providing and receiving mutual aid in times of disaster and has been entered into by approximately 145 public agencies; and WHEREAS, no political subdivision or wastewater agency should be in a position of unreasonably using its own resources, facilities, or services providing such mutual aid; and WHEREAS, such agreements are in accord with the California Emergency Services Act set forth in Title 2, Division 1, Chapter 7 (Section 8550 et seq.) of the California Government Code and specifically with Articles 14 and 17 (Section 8630 et seq.) of the Act, and additionally, the WNARN agreement is in accord with the California Health and Safety Code Section 4742; and 2092-300 60772_1 2 r, NOW, THEREFORE, the Boards of Directors of County Sanitation Districts Nos. 1, 2, 3, 5, 6, 7, 11, 13 and 14 of Orange County, California, DO HEREBY RESOLVE, DETERMINE AND ORDER: Section 1: That the County Sanitation Districts of Orange County, California agree to become parties to the WWARN 1997 Omnibus Mutual Aid Agreement and the Public Works Mutual Aid Agreement. Section 2: That the General Manager take the steps necessary to effectuate these and future agreements, and to approve future mutual aid agreements and amendments consistent herewith in a form approved by General Counsel. PASSED AND ADOPTED at a regular meeting held _______ , 1998. 2092-300 60TT2_1 3 Wastew~r Agency Response Netwo~(WWARN) 1997 Omnibus Mutual Aid Agreement WHEREAS, the California Office of Emergency Services (OES), the Department of Health Services (DOHS), and the California Utilities Emergency Association (CUEA) have expressed a mutual interest in the establishment of a plan to facilitate and encourage wastewater treatment and/or collection agency mutual aid agreements between wastewater agencies; and WHEREAS, the Wastewater Agency Response Network (VVWARN) is created to provide a forum for the development of mutual aid agreements between wastewater agencies in the State of California; and WHEREAS, ________ (name of agency), a wastewater treatment and/or collection agency hereto has determined that it would be in its best interests to enter into an agreement that implements that plan and sets forth procedures and the responsibilities of the wastewater agency whenever emergency personnel, equipment and facility assistance are provided from one wastewater agency to the other; and WHEREAS, the WNARN 1997 OMNIBUS MUTUAL AID AGREEMENT sets forth the mutual covenants and agreements for wastewater agencies to provide mutual assistance to one another in times of emergency; and WHEREAS, no wastewater agency should be in a position of unreasonably using its own resources, facilities, or services providing such mutual aid; and WHEREAS, it is the intent of WNARN to renew this agreement and revise it as necessary and to annually publish a list of all wastewater agencies participating in this agreement; and WHEREAS, such an agreement is in accord with Health and Safety Code Section 4742 and the California Emergency Services Act set forth in Title 2, Division 1, Chapter 7 (Section 8550 et seq.) of the Government Code and specifically with Articles 14 and 17 (Section 8630 et seq.) of the Act. Now, THEREFORE, in consideration of the conditions and covenants contained herein, the (Agency) agrees to become a party to the WWARN 1997 Omnibus Mutual Aid Agreement. Date: By: Title: Page 1 of 6 WWAP·'-~ 1997 OMNIBUS M UTUAL AID .6~~EEMENT Emergency Contact List Agency Name: Orange County Sanitation District Address: 10844 Ellis Avenue City: Fountain Valley Zip Code: 92708 County: Orange Primary Emergency Contact: Name: Daniel Tunnicliff, P.E. Telephone: (714) 593-7154 -------------- Ce II Phone: (714) 343-8199 -------------- Pager: (714) 219-9511 -------------- Secondary Emergency Contact: Name: Terri Josway, C.S.P. Telephone: (714) 593-7150 -------------- Ce II Phone: (714) 803-0670 -------------- Pager: (714) 967 -1959 Emergency Operation Center: Name: Plant No. 1 (Primary) Telephone: (714) 593-7810 10844 Ellis Avenue 593-7811 Fountain Valley, CA 92708 593-7812 593-7813 Name: Plant No. 2 (Alternate) Telephone: (714) 593-7680 22212 Brookhurst Street 593-7681 Huntington Beach, CA 92646 593-7682 593-7683 Radio Frequency: 453.375 (repeater be} Call Sign: KTC872 458.375 (repeater re) No. of Services: OES Region: 1 Other Information: Emergency Operations Center staffed during activation only. Page 2 of 6 p:wwam.2cantact396 WWARN 1997 OMNIBUS M UTUAL AID AGREEMENT THIS AGREEMENT is made and entered into by those wastewater agencies who have adopted and signed this agreement to provide mutual assistance in times of emergency in accordance with the California Emergency Services Act and the California Disaster and Civil Defense Master Mutual Aid Agreement; and/or the California Health and Safety Code Section4742; and to provide reimbursement for equipment, supplies and personnel made available on an emergency basis. All of said wastewater agencies are herein referred to collectively as "the parties." In consideration of the mutual covenants and agreements hereinafter set forth, the parties agree to provide mutual assistance to one another in times of emergency as follows: Article I -APPLICABILITY. This agreement is available to all wastewater agencies, public and private, in the State of California. Article II -ADMINISTRATION. The administration of the Wastewater Agency Response Network (WNARN) will be through Regional WNARN Steering Committees and a State WNARN Steering Committee. Both wastewater treatment and collection agencies will be represented on each Regional Steering Committees. The Regional WNARN Steering Committee(s) will be established by representatives from the signatory agencies in that region. A chair will be elected and act as administrator for that region and represent the region on the State WWARN Steering Committee. Each Regional WNARN Steering Committee will sponsor an annual meeting for signatory agencies, maintain a data base of all wastewater agencies who have signed this agreement, and meet as a committee to address concerns and procedures for requesting mutual aid in that region. The regions will be comprised of one or more of the six OES regions. The State WWARN Steering Committee will include the chairs of the regional steering committees, and a representative from the Department of Health Services (OOHS), California Utilities Emergency Association (CUEA), and the State Water Quality Control Board (SWQCB). At a minimum, the State WWARN Steering Committee will issue a list of participating agencies and an update of the Emergency Equipment Data Base annually. Article Ill -DEFINITIONS: EMERGENCY. "Emergency" means a condition of disaster or calamity arising within the area of operation of the parties, caused by fire, flood, storm, earthquake, civil disturbance, or other condition which is or is likely to be beyond the control of the services, personnel, equipment, and facilities of either party hereto and requires mutual assistance. DISASTER SERVICE WORKER. As defined in the Government Code, Chapter 8, Division 4 of Title 1, section 3101, "Disaster service worker" includes all public employees and all volunteers in any disaster council or emergency organization accredited by the California Emergency Council. The term "public employees" include all persons employed by the state or any county, city, city and county, state agency, or special district, excluding aliens legally employed. LENDER. "Lender" is a signatory agency(ies) rendering assistance under this Agreement. BORROWER. "Borrower" is a signatory agency(ies) receiving assistance under this Agreement. Page 3 of6 WW ARN 1997 Omnibus Mutual Aid Agreement Article IV -REQUESTS FOR ASSISTANCE. Requests for emergency assistance under this Agreement shall be directed to the appropriate designated contact{s) from the attached list of participating wastewater agencies. It is recommended that the Utilities Operation Center of the California Utilities Emergency Association {CUEA) be notified of mutual aid assistance activation under this Agreement. CUEA operates the Utilities Branch of the State Office of Emergency Services. In this capacity, CUEA supports planning, response, and recovery for utilities' related emergencies. By notifying the Utilities Operation Center {UOC) of activation of this agreement during emergencies, CUEA can ensure maximum effectiveness in allocating resources to the highest priority needs as demanded in widespread emergencies. Additionally, CUEA will use the information received through the UOC to compile a historical database that can be used for pre-and post-emergency planning and training efforts in the future. The UOC can be reached at 916-262-1822. Article V -GENERAL NATURE OF ASSISTANCE. Assistance will generally be in the form of resources, such as equipment, supplies, and personnel. Assistance shall be given only when LENDER determines that its own needs can be met while rendering assistance. The execution of this Agreement shall not create any duty to respond on the part of any party hereto. A potential LENDER shall not be held liable for failing to provide assistance. A potential LENDER has the absolute discretion to decline to provide any requested assistance. Resources are to be made available on a loan basis with reimbursement terms varying with the type of resource. Article VI -LOANS OF EQUIPMENT. Use of equipment, such as construction equipment, vehicles, tools, pumps and motors, shall be at LENDER'S current equipment rate and subject to the following conditions: {a) At the option of LENDER, loaned equipment may be loaned with an operator. (b) Loaned equipment shall be returned to LENDER within 24 hours after receipt of an oral or written request. {c) BORROWER shall, at its own expense, supply all fuel, lubrication and maintenance for loaned equipment. {d) LENDER'S cost related to the transportation, handling and loading/unloading of equipment shall be chargeable to BORROWER. {e) In the event loaned equipment is damaged while being dispatched to BORROWER, or while in the custody and use of BORROWER, BORROWER shall reimburse LENDER for the reasonable cost of repairing said damaged equipment. If the equipment cannot be repaired, then BORROWER shall reimburse LENDER for the cost of replacing such equipment with equipment which is of at least equal capability. If LENDER must lease a piece of equipment while LENDER'S equipment is being repaired or replaced, BORROWER shall reimburse LENDER for such lease costs. Article VII -EXCHANGE OF SUPPLIES. BORROWER shall reimburse LENDER in kind or at actual replacement cost, plus handling charges, for use of expendable or nonreturnable supplies. Other supplies and reusable items which are returned to LENDER in a clean, damage-free condition shall not be charged to the BORROWER and no rental fee will be charged; otherwise, they shall be treated as expendable supplies. Article VIII -PERSONNEL. LENDER will make such employees as are willing to participate available to BORROWER at BORROWER'S expense equal to LENDER'S full cost, i.e., equal to the employee's current salary or hourly wage plus fringe benefits and overhead, and consistent with LENDER'S personnel union contracts or other conditions of employment, including all direct and indirect costs associated with workers compensation claims. Costs to feed and house loaned personnel, if necessary, shall be chargeable to and paid by BORROWER. LENDER will not be liable for cessation or slowdown of work if LENDER'S employees decline or are reluctant to perform any assigned tasks if said employees judge such task to be unsafe. Page4 of6 WW ARN 1997 Omnibus Mutual Aid Agreement Article IX -LIABILITY AND HOLD HARMLESS. Pursuant to Government Code Section 895.4, BORROWER shall assume the defense of, fully indemnify and hold harmless LENDER, its Directors, Council Members or Supervisors, its officers and employees, from all claims, loss, damage, injury and liability of every kind, nature and description, directly or indirectly arising from the BORROWER'S work hereunder, including, but not limited to, negligent or wrongful use of equipment, supplies or personnel on loan to BORROWER, or faulty workmanship or other negligent acts, errors or omissions by BORROWER or by personnel on loan to BORROWER from the time assistance is requested and rendered until the assistance is returned to LENDER'S control, portal to portal. Each party hereto shall give to the others prompt and timely written notice of any claim made or any suit instituted coming to its knowledge, which in any way, directly or indirectly, contingently or otherwise, affects or might affect them, and each shall have the right to participate in the defense of the same to the extent of its own interest. Article X -LIABILITY FOR JOINING. In the event of a liability, claim, demand, action or proceeding, of whatever kind or nature arising out of the rendering of assistance through this mutual aid Agreement, the parties involved in rendering or receiving assistance agree to indemnify and hold harmless, to the fullest extent of the law, each signatory to this mutual aid Agreement, whose only involvement in the transaction or occurrence which is the subject of such claim, action, demand or other proceeding, is the execution and approval of this Agreement. Such indemnification shall include indemnity for all claims, demands, liability, damages and costs, including reasonable attorneys' fees and other costs of defense, for personal injury and property damage. Article XI -WORKER'S COMPENSATION AND EMPLOYEE CLAIMS. Each Party to this agreement represents, warrants, convenants and agrees to and with the other parties that it now has in effect and will at all times while the party is a participant in WWARN and a party to this Agreement maintain in full force and effect policies of insurance or other coverage for worker's compensation risks arising out of its participation in WWARN and this Agreement, such coverage to be in accordance with the requirements of California Law. LENDER'S employees, officers or agents, made available to BORROWER shall, except as otherwise provided under Labor Code sections 3600.2 through 3600.6, be considered to be the special employees of BORROWER and the general employees of LENDER (as defined in Insurance Code 11663) while engaged in carrying out duties, functions, or activities pursuant to the Agreement. Unless otherwise agreed upon in writing by the LENDER and the BORROWER, the BORROWER shall, pursuant to Labor Code Section 3602, secure worker's compensation benefits for the employees of the LENDER in addition to the employees of the BORROWER. The BORROWER shall also defend, indemnify and hold harmless the LENDER and the other parties to this Agreement from any and all liabilities arising out of or related to (the BORROWER' s obligations under this Article} despite the passive negligence of other member agencies, other than their sole and exclusive negligence. Article XII -MODIFICATIONS. No provision of this Agreement may be modified, altered or rescinded by individual parties to the Agreement. Modifications to this Agreement require a simple majority vote of signatory agencies to the Agreement within each region and unanimous agreement between the regions. The State Steering Committee will notify all parties of modifications to this Agreement in writing and those modifications shall be effective upon 60 days written notice to the parties. Article XIII -REIMBURSEMENT. The BORROWER agrees to reimburse the LENDER within 60 days from receipt of an invoice for assistance provided under this Agreement. To the extent that the BORROWER seeks FEMA funding for any cost associated with assistance provided under this Agreement, the BORROWER may be required to have acceptable FEMA accounting practices in place at the time of the need, and to the extent that the BORROWER seeks state funding for any cost associated with assistance provided under this Agreement, the BORROWER will be required to use the Standardized Emergency Management System (SEMS}. Page 5 of6 WW ARN 1997 Omnibus Mutual Aid Agreement Article XIV -TERMINATION. This Agreement is not transferable or assignable, in whole or in part, and any party may terminate their participation in this Agreement at any time upon 60 days' written notice delivered or mailed to the appropriate WJVARN regional chairman. Any outstanding obligations incurred by a party prior to the termination of the party's participation in the agreement will survive the termination until satisfied. Article XV -EFFECT. Agreement shall take effect for a new party immediately upon its execution by said party. Article XVI -PRIOR AGREEMENTS. To the extent that prior agreements between signatories to this Agreement are inconsistent with this Agreement, all prior agreements for mutual aid between the parties hereto are hereby superseded. Article XVII -ARBITRATION. Any controversy or claim arising out of or relating to this Agreement or the breach thereof, shall be settled by arbitration in accordance with provisions of California Code Civil Procedure Section 1280-1294.2, and judgment on the award rendered by the arbitrator(s) may be entered in any court having jurisdiction thereof. Article XVIII -TORT CLAIMS. This Agreement in no way acts to abrogate or waive any immunity available under the Tort Claims Act. Page 6 of6 WW ARN 1997 Omnibus Mutual Aid Agreement -· .. ' . ') PUBLIC WORKS MUTUAL AID AGR'~ENT ' . This Mutual Aid Agreement ("Agreementu) is made and entered 1nto by those parties who have adopted and signed this Agreement. WHEREAS, the California Office of Emergency Services, the League of California Cities, the County Supervisors Association of California, and the American Public Works Association have expressed a mutual interest in the establishment of a plan to facilitate and encourage public works mutual aid agreements between political subdivisions throughout California; and WHEREAS, the parties hereto have detennined that it would be in their best interests to enter into an agreement that implements that plan and sets forth procedures and the responsibilities of the parties whenever emergency personnel, equipment and facility assistance is provided from one party's Public Works Department to the other; and WHEREAS, no party should be in a position of depleting unreasonably its own resources, facilities, or services providing such mutual aid; and WHEREAS, such an agreement is in accord with the California Emergency Services Act set forth in Title 2, Division 1, Chapter 7 (Section 8550 et seq.) of the Government Code and specifically with Article 14 (Section 8630 et seq.) of the Act. NOW, THEREFORE, IN CONSIDERATION OF THE CONDITIONS AND COVENANTS CONTAINED HEREIN, THE PARTIES AGREE AS FOLLOWS: 1. For this Agreement, the following tenns shall be ascribed the following meanings: a. "Coordinator" shall mean the person designated by each party to act on behalf of that party on all matters relative to mutual aid, to include but not be limited to requests, responses, and reimbursement. b. "Local Emergency" sha 11 mean the actua 1 or threatened existence of conditions of disaster or extreme peril to the safety of persons or property within the territorial limits of one of the parties caused by human or natural conditions such as air pollution, fire, flood, stonn, wind, earthquake, explosion, transportation accident, hazard- ous material problem, tsunami, sudden or severe energy shortage, epidemic, riot or other occurrences, other than conditions resulting from a labor controversy, which occurrences, or the inmediate threat thereof, are likely to be beyond the control of the personnel, equipment, or facilities of that party to this Agreement and which personnel, equipment or facilities of the other party are therefore desired to combat. - c. An "Operational Area" for the coordination of public works mutual aid shall normally be a County and all the jurisdictions within the County that are parties to this Agreement. A different public works opera- tional area may be established by the parties in some unique cases. 2. Coordinators designated by each party shall be designated by Title, Name, Address and Phone Number, and if said Coordinator changes, the other parties of the Agreement shall be notified in writing as soon as practical after the appointment has been made through the Agreement Coordinator designated in Paragraph 18 hereinafter. -.. •• •• 'II!: "• •. r : -"~ ... ----··-· . --·,.: ......... _ ..... -~··· . .. .. . -.. 3. When a Local .ergency has been proclaimed t 1arty1 s governing body or authorized official, the Coordinator. may request assistance. · · . ,,-· '-•--· .. 4. When request for assistance is received, the assisting Coordinator shall promptly advise of the extent of response, provide whatever personnel, equipment, and/or facilities as can be provided without jeopardizing the safety of persons or property within their jurisdiction. No party receiving a request for assistance shall be under any obligation to provide assistance or incur any liability for not complying with the request. 5. When the assisting Coordinator's personnel, equipment, and/or facil- ities are no longer required or when assisting Coordinator advises that the resources are required within their own jurisdiction, the requesting Coordinator sha 11 imnedi a tel y arrange for the return of those resources. 6. Requesting party shall be responsible ·for the safekeeping of the resources provided by the assisting party. Requesting Coordinator shall remain in charge of the incident or occurrence and shall provide control and direction to the resources provided by the assisting party. The request may include for providing supervisory personnel to take direct charge of the resources under the general direction of the requesting Coordinator. Requesting Coordinator shall make arrange- ments for housing and feeding, assisting personnel, fueling, servicing, and repair of equipment if such support is requested by assisting Coordinator. Assisting party•s personnel shall not be deemed employees of requesting party and vice versa. 7. The requesting party agrees to pay all direct, indirect, administra- tive and contracted costs of assisting party incurred as a result of providing assistance pursuant to this Agreement, based upon standard rates applicable to assisting party's internal operations. Payment shall be made within sixty (60) days after receipt of a detailed invoice. Requesting party shall not assume any liability for the direct payment of any salary or wages to any officer or employee of assisting party. 8. Requesting party shall hold harmless, indemnify, and defend the assisting party, its officers, agents, and employees against all lia- bility, claims, losses, demands or actions for ·injury to, or death of, a person or persons, or damages to property arising out of, or alleged to arise out of or in consequence of, this Agreement provided such liability, claims, losses, demands, or actions are claimed to be due to the acts or omissions of the requesting party, its officers, agents, or employees, or employees of the assisting party wo~king under the direction and control of the requesting party when the act or omission of such assisting party employee occurs or is alleged to occur within the scope of employment under the direction and control of the requesting party. 9. When mutual aid is provided, the requesting and assisting agencies, will keep account records of the personnel, equipment, and materials provided as required by Federal and State (NOAA) and FEMA guidelines to maximize the possibility of Federal and State disaster reimbursement. Each party shall have access to other party's records for this purpose. • t . \ ... 10. Agreement sr)l take effect 1nmed1ately upc'1ts execution and shal 1 remain in et.~ct until ~enninated. 11. Any party may withdraw from agreement without cause upon delivery of sixty (60) days prior written notice to the Agreement Coordinator designated in Paragraph 18 hereinafter. 12. To the extent that they are inconsistent with this agreement all prior agreements for public works mutual aid between the parties hereto are hereby null and void. 13. Requests for mutual aid assistance under this Agreement when more than one County is impacted by a disaster, should be channeled through the appropriate Regional State Office of Emergency Services to ensure maximum effectiveness in allocating resources to the highest priority needs. 14. Requests for Public Works assistance from outside of an operational area should be channeled through the authorized emergency management organizations for the requesting and providing parties' operational areas. 15. Any controversy or claim arising out of or relating to this Agreement, or the breach thereof, shall be settled by arbitration in accordance with the Rules of the American Arbitration Association and judgment on the award rendered by the arbitrator(s)·may be entered in any court having jurisdiction thereof. 16. This Agreement in no way acts to abrogate or waive any inmunity available under the Tort Claims Act. 17. Initial signatories to this Agreement are: Los Angeles County Orange County 18. The County of Los Angeles shall act as the initial Agreement coordinator of this program for the purpose of: a. Receipt of new members to the Agreement. b. Maintaining a current list of signatory parties and representatives. c. Circulating annually a list of all parties and Representatives to all signatory parties. d. Arranging for amendments to agreement as may be necessary. The party acting as Agreement Coordinator may transfer these responsi- bilities to another party with the consent of that party and upon notification of the other parties to the Agreement. •.. . •.. ~· .... := • . -. : :;;£~:::~. . ... __ .: ··•-,-~ . _. ...... 19. All signatory parties agree·thit any other qualtfied public agency or quasi public agency-may become a party ta this agreement by executing a duplicate copy of this agreement and sending same to the Agreement Coordinator, 1n1t1ally the County of Las Angeles, addressed as follows: The Los Angeles County Department of Public Works 900 South Fremont Avenue Alhambra, CA 91803-1331 Attention: Disaster Services Coordinator IN WITNESS THEREOF, the parties hereto have executed this Agreement by their duly authorized officers on the dates hereinafter indicated. ATTEST Larry J. Monteilh ATTEST SIGNED AND CERTIFIED THAT A COPY OF THIS DOCUMENT HAS BEEN DELIVERED TO THE.. CHAIRMAN OF THE BOARD. BY CZ~~-~ LINDA D. RUTH JAN g 1q:".'! CLERK OF THE BOARD OF SUPERVISORS. OF ORANGE COUNTY, CALIFORNIA APPROVED AS TO FORM DeWitt W. Clinton County Counse·l BYdzr~k~ I PRINCIPAL D-EPUTY APPROVED AS TO FORM: ADRIAN KUYPER, COUNTY COUNSEL ORANGE COUNTY, CALIFOR...""UA By: 11 ·-,-.... I , c, ·c<-J I \... ~ 'i •.? I ' I.. -~ R-MCPW OS ANGELES COUNTY ~ ·········•,v-. ~-A'7r-,c:=, BY vr' ~-63~~ CHAIRMAN, BOARD OF SUPERVISORS ~ ORANGE COUNTY BY__g~,1?~ CHAIRMAN, BOARD OF SUPERVISORS ADOPTED BOr\.R!; 0/-' ::'[p::1,:,·!-:-,.,ris C.:CU:-i '"'-, !-' -• • ,,,r{ , 1 .1 u1 tC! t ~,c::.z: .-,'"\-' .. i ... 1 ·"as '-"' ""' ., -1= ~ ' .... --~~--·, C) C/ ,:.-. · . .; ··-.. LARRY J. MUrHEJL~ EX!CUTIVE Oi'FICEn ...... PUBLIC WORKS MUTUAL AID STATUS EXECUTJ:ON AGMT/RESOLOTJ:ON COUNTIES SIGNED RECEIVED REMARKS Glenn X X Imoerial X X Kern X X Los Anaeles X X Marin X X Mono X X Oran e X X Riverside X San Bernardi.no X X San Luis Obisoo X X San Dieao X X Santa Barbara X X Siski ou X X Solano X X Sutter X X Tehama X X Ventura X X TOTAL NUMBER OF COUNTJ:ES SJ:GNED = 17 Cities -Los Angeles County Aaoura Hills X X Alhambra X X Arcadia X X Artesia X X Avalon Azusa X X Baldwin Park X X Bell X X Bell Gardens X X Bellflower X X Beverlv Hills X X Bradburv X X Burbank X X Calabasas Carson X X Cerritos X X Claremont X X Commerce X X Comoton X X Covina X X Cudahv X X Culve:?:" City X X Diamond Bar X X Downev X X Duarte X X El Monte X X El Secundo X X Gardena X X Glendale X X Glendora X X Hawaiian Gardens X X Hawthorne X X Hermosa Beach X X Hidden Hills X X Huntinqton Park X X Industry X X Inglewood X X Irwindale X X La Canada-Flintridqe X X La Habra Heights X X La Mirada X X La Puente X X La Verne X X Lakewood X X Lancaster X X Lawndale Lomita X X Lonq Beach X X Los Anqeles X X Lynwood X X Malibu X X Manhattan Beach X X Mavwood X X Monrovia X X Montebello X X Monterev Park X X Norwalk X X Palmdale X X Palos Verdes Estates X X Paramount X X Pasadena X X Pico Rivera X X Pomona X X Rancho Palos Verdes X X Redondo Beach X X Rollinq Hills X X Rollinq Hills Estates X X Rosemead X X San Dimas X X San Fernando X X San Gabriel X X San Marino X X Santa Clarita X X Santa Fe Sorinqs X X San Monica X X Sierra Madre X Si al Hill l South El Monte X X South Gate X X South Pasadena X X Temole City X X Torrance X X Vernon Walnut X X West Covina X X West Hollvwood X X Westlake Villaae X X Whittier X X TOTAL NUMBER OF L.A. COUNTY CITIES SIGNED = 83 Cities -Glenn Countv Oranae X X TOTAL NUMBER OF GLENN COUNTY CITIES SIGNED = 1 Cities -Kern Countv Taft X X TOTAL NUMBER OF KERN COUNTY CITIES SIGNED = 1 Cities -Orange Countv .Anaheim X X Brea X X Buena Park X X Costa Mesa X X Cypress X X Dana Point X X Fountain Valley X X Fullerton Garden Grove X X Huntinaton Beach X X Irvine X X Laguna Beach X X Laguna Hills X X Laguna Niguel X X Lake Forest X X La Palma X X La Habra Los Alamitos X X Mission Viejo X X Newport Beach X X Oranae X X Placentia X X San Juan Capistrano X X San Clemente X X Santa Ana X X Seal Beach X X Stanton X X Tustin X X Villa Park X X Westminster X X Yorba Linda X X TOTAL NUMBER OF ORANGE COUNTY CITIES SIGNED= 29 Cities -Riverside County Temecula X X TOTAL NUMBER OF RIVERSIDE COUNTY CITIES SIGNED= 1 Cities -San Bernardino County Fontana X X Ontario X X TOTAL NUMBER OF SAN BERNARDINO COu'"NTY CITIES SIGNED= 2 Cities -San Luis Obisoo County Arroyo Grande X X Grover City X X Morro Bay X X Pismo Beach X X San Luis Obispo X X TOTAL NUMBER OF SAN LUIS OBISPO CITIES SIGNED= 5 Cities Santa Barbara County Lomooc X X Santa Maria X X TOTAL NUMBER OF SANTA BARBARA CITIES SIGNED = 2 Cities -Ventura County Camarillo X X Oiai X X S_anta Paula X X TOTAL NUMBER OF VENTURA COUNTY CITIES SIGNED= 3 Others San Gabriel Water Co. X TOTAL NUMBER OF COUNTIES SIGNED TOTAL NUMBER OF CITIES SIGNED TOTAL NUMBER OF OTHERS SIGNED GRAND TOTAL = 17 "' 127 = 1 = 145 X , i FAHR COMMITTEE Meeting Date ToJt. Bds. 05/13/98 AGENDA REPORT Item Number Item Number 9 County Sanitation Districts of Orange County, california FROM: Gary Streed, Director of Finance SUBJECT: ·CAPITAL REPLACEMENT RESERVES POLICY (FAHRSB-41) GENERAL MANAGER'S RECOMMENDATION (1) Receive and file Systems Replacement Needs Analysis Report. (2) Incorporate a Capital Facilities Replacement Reserve into the Districts' Accumulated Funds and Reserves Policy. SUMMARY During last year's sewer service fee rate and budget adoption process, some of the Directors requested an analysis of the need for, and size of, a capital replacement reserve. The Seattle engineering firm, R. W. Beck, was hired to prepare a computer model to help in this evaluation. The Committee reviewed a preliminary report in November 1997. Enclosed with this agenda package is a report from the consultants ("System Replacement Needs Analysis") which explains their evaluation and planning methods, the workings of the computer model, and contains the results of a sample of alternatives. The goal of each alternative included in the report was to accumulate sufficient funds to refurbish and/or replace aging fixed assets when needed and to avoid significant user fee increases at that time. There are an infinite number of other alternatives that could be considered, and some may be explored at the meeting. Section 4 of the report summarizes the results of four scenarios and the major issues that the model can be used for to better understand: ISSUE • Initial funding level- • Annual funding level • Percentage of replacements to come from fund \lradonldata1'wvp.dta\fin\210lcranelFAHRIFAHR98\May\FAHR98-41.doc RIIYised: 1/5198 RECOMMENDATION $50 Million $1.25 per Equivalent Dwelling Unit 30% Page 1 Each of these issues needs to be considered as a part of the comprehensive, long- range financial plan. If the Committee elects to include a Capital Replacement Reserve . and Policy in the Districts' financial plan, each of these issues will be revisited and recommendations made as a part of future budget and rate setting processes. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. ~ This item has not been budgeted. D Not applicable (information item) ADDITIONAL INFORMATION At the November FAHR Committee meeting, the Directors reviewed a computer model of replacement needs and funding. This model was developed by R. W. Beck, a Seattle engineering consulting firm with experience and expertise in this area. The Committee directed staff to include capital replacement needs in the revised policy and to plan to meet these needs with a combination of borrowing and pay-as-you-go funding. During the past few months, the model has been refined to provide results that are easier to understand and to simplify the process to evaluate alternatives. The final report highlights can be summarized as: • "Near-term" replacement needs are limited. • Current replacement value of facilities is approximately $2.250 billion, while cost is $1.000 billion. • Major refurbishment and replacement needs, approximately $100 million, occur in both 2017 and 2018. • Annual needs peak in 2034 at nearly $180 million. • District No. 7 is currently unique with responsibility to local sewer replacement with a current replacement cost of $75 million, not in current fee projections. This will eventually require a fee increase in District No. 7. • Capital replacement needs were not included in the 1997 rate adjustments. \lradon\dala1'tNp.dtallin\210'cranelFAHRIFAHR98\May\FAHR98-41.doc Revised: 1/5198 Page2 / The staff recommendation is to set aside $50 million of current accumulated funds as a Capital Facilities Replacement Reserve. This fund will be increased each year from Sewer Service User Fees, beginning with $1.25 per equivalent dwelling unit (EDU). Further refurbishment and replacements will be paid for from a mix of this fund, current revenues and borrowing. If only 30% of future replacements are made from this fund; it is estimated to meet needs through 2048. Increasing the percentage to 50% depletes the fund by 2040. These alternatives are discussed, graphed and summarized in Section 4 of the report. ALTERNATIVES 1. Adopt the recommended policy. 2. Adopt a modified policy. 3. Adopt the concept of replacement reserves, but leave the level and funding to staff. 4. Do not adopt a policy. CEQA FINDINGS N/A ATTACHMENTS 1. R. W. Beck Report: System Replacement Needs Analysis \lradonldata1\wp.dlalfin\210\crane\FAHR\FAHR98\May\FAHR98-<11.doc Revised: 115198 Page3 System Replacement Needs Analysis County San~tion Districts of o,ange County May1998 7 7 7 l l l J 1 j May 1, 1998 Mr. Gary Streed, Director of Finance County Sanitation Districts of Orange County 10844 Ellis A venue Fountain Valley, California 92708-7018 Dear Mr. Streed: Subject: System Replacement Plan, Final Report Thank you for giving us this opportunity to assist the County Sanitation Districts of Orange County (CSDOC) in preparing a system replacement plan. The Replacement Planning Model has already been provided to you. The attached report summarizes the work underlying the Model and its database. It also contains the results of the sensitivity analysis you specified. It has been a pleasure working with you and other CSDOC staff. Your cooperation and interest in this project have helped make this a valuable effort. We hope to be of continuing assistance, particularly as CSDOC considers its asset management needs in relation to its planned development of a detailed asset database. Should you want us to conduct additional presentations or to assist you in any way, please call me directly at (714) 643-5609. Meanwhile, we again thank you for your consideration in selecting us for this project. Very truly yours, R. W. BECK, INC. 7."~%6- v. Kenneth Harlow Director of Management Services VKH:bb File: 3984/11-00272-10101 ·0101 2030 Main Street, Suite 560 Irvine, CA 92614 Phone (714) 474-9946 Fax (714) 474-8427 7 l l J l J J J J J J COUNTY SANITATION DISTRICTS OF ORANGE COUNTY SYSTEM REPLACEMENT NEEDS ANALYSIS TABLE OF CONTENTS LIST OF EXHIBITS EXECUTIVE SUMMARY Section 1 INTRODUCTION AND METHODOLOGY Section 2 DATABASE DEVELOPMENT TABLE OF CONTENTS INTRODUCTION ............................................................................................ 2-1 SYSTEM INVENTORIES ................................................................................... 2-2 FUTURE INVENTORIES .................................................................................. 2-5 USEFUL LIVES ................................................................................................. 2-6 REPLACEMENT COSTS ................................................................................... 2-8 REFURBISHMENT PROGRAMS .................................................................... 2-12 COST ESCALATION ...................................................................................... 2-15 OTHER KEY ASSUMPTIONS ......................................................................... 2-17 SUMMARY OF EXPECTED EXPENDITURES .................................................. 2-18 Section 3 REPLACEMENT PLANNING MODEL GENERAL DESCRIPTION ................................................................................ 3-1 STARTING THE RPM ...................................................................................... 3-2 ENTERING PARAMETERS ................................................................................ 3-3 RUNNING THE MODEL ............................................................................... 3-10 UNDERSTANDING THE GRAPHS ................................................................ 3-13 UPDATING THE MODEL .............................................................................. 3-18 Section 4 EVALUATION OF POLICY ALTERNATIVES 3984/11-00272-10101-0101 TABLE OF CONTENTS LIST OF EXHIBITS EX-1: Summary of system replacement values, 1997 dollars .................................... 2 2-1: Summary of expected useful lives ............................................................. 2-8 2-2: Original costs of ocean outfalls ................................................................. 2-10 2-3: Estimated replacement costs, Plants 1 and 2 and interplant facilities ........ 2-10 2-4: Sewer pipe per-foot replacement costs, 1997 dollars ............................... 2-11 2-5: Estimated replacement costs, pipelines and pumping stations .................. 2-12 2-6: Refurbishment program for treatment plant process components ............ 2-13 2-7: Summary of refurbishment programs ....................................................... 2-15 2-8: Handy Whitman indices, various years .................................................... 2-16 2-9: Expected replacement and refurbishment costs, 1997 dollars .................. 2-18 3-1: RPM Introduction Screen ........................................................................... 3-2 3-2: RPM Control Panel ............................ .. .. ..... .. ......... ... .................. ............. .. 3-3 3-3: Special Control Panel Parameters ..... ... .... ... .. .... ..... .. .. .... .. .. .. ... .. ... .. .... .. .. .. .. 3-6 3-4: Pipe Life Dialog ......................................................................................... 3-7 3-5: Bond Table ................................................................................................ 3-8 3-6: User Fee Table .......................................................................................... 3-9 3-7: View Results Sub-screen .......................................................................... 3-11 3-8: Replacement Fund Ending Balances Chart ............................................... 3-12 3-9: RPM Fund Balance Table (typical, partial table) ....................................... 3-12 3-10: Replacement Needs by District sub-menu ............................. .................. 3-15 3-11: Replacement Value by District sub-menu ................................................ 3-16 3-12: Replacement Value Summary Graph ....................................................... 3-17 4-1: 4-2: 4-3: 4-4: Summary of Sensitivity Analysis, Scenario 1 Summary of Sensitivity Analysis, Scenario 2 Summary of Sensitivity Analysis, Scenario 3 Summary of Sensitivity Analysis, Scenario 4 4-2 4-3 4-4 4-5 4-5: Assumptions Common to All Scenarios ...................................................... 4-6 This report has been prepared for the use of the client for the specific purposes identified in the report. The conclusions, observations, and recommendations contained herein attributed to R. W. Beck, Inc. (R. W. Beck) constitute the opinions of R. W. Beck. To the extent that statements, information, and opinions provided by the client or others have been used in the preparation of this report, R. W. Beck has relied upon the same to be accurate, and for which no assurances are intended and no representations or warranties are made. R. W. Beck makes no certification and gives no assurances except as explicitly set forth in this report. Copyright 1998, R. W. Beck, Inc. All ri hts reserved . Page ii 11-00272-10101-0101 7 7 7 7 7 l 7 7 J ] J J J J J J J J EXECUTIVE SUMMARY ... 7 1 J 1 J J J J J EXECUTIVE SUMMARY The County Sanitation Districts of Orange County (CSDOC) maintains several reserves at this time but it does not maintain a reserve for replacement of system assets. Because replacement needs may be a major source of expenditure in the future, the Board of the Districts has requested that an analysis be performed of future replacement needs and that a computer program be prepared to help evaluate alternative methods of funding replacements. The methods to be tested include establishment of a replacement fund. Accomplishment of the objectives of this study required two parallel efforts- compilation of a system inventory and development of an analytical model. • System inventory-This effort involved identifying, describing, and valuing system assets both existing and expected to be built in the future, on a year- by-year basis. Replacement costs of all identified assets were developed, along with reasonably expectable useful lives. Because refurbishments can potentially be included in a replacement funding program, reasonable refurbishment programs were developed for various asset classes including specific activities, costs, and frequencies. • Analytical model-The Replacement Planning Model (RPM), supplied separately to CSDOC, uses the system inventory database to generate year- by-year estimates of replacement and refurbishment expenditures. The RPM can also be used to estimate future balances in the Replacement Fund, and to estimate the potential of future user fees and bond issues to augment the fund in periods when replacement expenditures are high. The RPM was used to generate estimates of future Replacement Fund balances under a variety of scenarios, providing a "first cut" analysis of the long-term impact of various replacement funding policy decisions. These estimates are included in Section 4 of this report. The analysis found that near-term replacement needs are likely to be limited when compared with needs after the first decade of the next century. Pre- funding these needs is likely to require a relatively modest replacement fund and limited annual contributions. If major capital refurbishments of system assets are to be included in the fund's purpose, however, a larger fund and more significant annual contributions will be required. This is because capital asset refurbishments will be more costly than asset replacements for quite a few years. 3984/11-00272-10101-0101 EXECUTIVE SUMMARY Analysis of CSDOC' s system inventory found that the current replacement value, undepreciated, of the assets considered is a shown in the following exhibit. Note that land, rolling stock, furniture and fixtures, and certain other assets are excluded. Plant 1 facilities Plant 2 facilities lnterplant facilities Subtotal District pipelines lnterplant pipelines Pumping stations Subtotal Total Asset Value at current replacement cost $530 million 568 million 99 million $1,197 million $768 million 44 million 12. million $831 million $2,028 million Exhibit EX-1: Summary of system replacement values, 1997 dollars ES 2 County Sanitation Districts of Orange County 11-00272-10101-0101 7 ·1 7 J Section 1 INTRODUCTION AND METHODOLOGY 7 7 l 1 ) J J 1 SECTION 1 INTRODUCTION AND METHODOLOGY To perform the study, we first inventoried the District's system and estimated likely replacement costs, useful lives, and a number of other parameters. To do this, we performed the following activities: • Existing system inventory-Working with District staff, we identified essentially all the capital assets of the District that are likely to qualify for replacement funding from a replacement fund. These assets included pipelines, pumping stations, process-related components and structures at Plant 1 and 2, non-process buildings at both plants, supervisory control and data acquisition (SCADA) systems, and the ocean outfalls and related structures. We then categorized these assets in ways that ensured that groups of like assets would have similar expected lives and replacement costs. • Future system inventory-Using planning information supplied by the District, we estimated system inventory additions on a year-by-year basis through the year 2020. These additions were grouped into the same categories as those of the existing system inventory. • Useful life estimation-For each class of asset, we determined the reasonably expectable useful life prior to replacement. To do this, we drew upon industry standards and our own experience with other water and wastewater systems. • Replacement cost development-We developed approximate replacement costs in 1997 dollars for all assets. • Refurbishment cost development-Many assets require refurbishment one or more times before the entire asset is replaced, and CSDOC may determine that such refurbishments qualify for funding from the Replacement Fund. Working with staff, we developed hypothetical refurbishment programs for each class of asset that required periodic refurbishment. These programs defined the interval of time between refurbishments, often with different intervals depending on the type of refurbishment. • Cost escalation estimation-We estimated the long-term cost escalation rate for equipment and plant of the type in use at CSDOC. To do this, we analyzed historical data generally available in the industry. Both the ENR index and the Handy Whitman indices were used. The former is applicable to the construction industry in general; the latter more specifically tracks the costs of new facilities and construction in the water resources industry. 3984/11-00272-10101-0101 SECTION 1 The data developed through these steps were sufficient to support analysis of future replacement needs. To perform the analysis, we constructed a computer model that performed mathematical operations on the data, which were included as a database for automated analysis. This model was named the Replacement Planning Model (RPM). The RPM calculated annual replacement and refurbishment needs and the potential impact on Replacement Fund balances. The District supplied values for several important variables likely to affect future Replacement Fund balances and performance. These variables, which were included in design of the RPM, were: • Initial Replacement Fund balance • Fund earning rate • Fund borrowing rate • Initial annual contribution to the fund from operations. Because the District intended to use this model in the future, the RPM included extensive reporting capabilities as well as several key input variables to help evaluate the financial effects of various types of potential policy decisions: • Percentage of replacements to be funded by the Replacement Fund • Eligibility of refurbishments for funding from the Replacement Fund • Optional inclusion of local pipelines in District 7 for replacement at CSDOC expense • Changes in the expected useful lives of various classes of pipe • Simulation of the issuance of bonds in any year • Simulation of future contributions to the Replacement Fund from sewer customers. The RPM was used to perform a limited sensitivity analysis, mainly as a demonstration of its capabilities and of how its results might be interpreted. While it was beyond the scope of this study for R. W. Beck to recommend replacement policy, we include in this report some observations concerning the apparent adequacy of the Replacement Fund under conditions that can be foreseen now. The remainder of this report further describes the work performed: • Section 2 describes the development of the system inventories, useful lives, replacement costs, refurbishment programs, and escalation rate. • Section 3 describes the RPM and its use. • Section 4 describes the results of an analysis of possible replacement funding policy scenarios. 1-2 County Sanitation Districts of Orange County 11-00272-10101-0101 7 7 ] 1 Section 2 DATABASE DEVELOPMENT 7 7 ) ' j _j _j ..J J J J INTRODUCTION SECTION 2 DATABASE DEVELOPMENT In order to estimate future replacement expenditures at CSDOC, we had to build a database to support calculations by the Replacement Planning Model (RPM). This database consisted of several parts: • System inventories-We constructed an inventory of essentially all fixed assets owned by CSDOC that might require replacement. This excluded land. The inventory was conducted in the following parts: • Process-related facilities at Plants 1 and 2 and interplant • Non-process buildings at Plants 1 and 2 • Sewer pipe, siphons, and force mains in all districts and interplant • Pumping stations in all districts • Ocean outfalls. • Future inventories-CSDOC continues to add facilities due to increased flows, new secondary treatment capacity, and changes in regulations. Future plant will have to be replaced, potentially within the analysis period of the RPM. Therefore, we included future plant in our inventories. • Useful lives-For each category of asset identified in the system inventories, we established a characteristic useful life. Additionally, we applied a life extension factor (within the RPM) to reflect the fact that assets that survive longer have extended useful lives. • Replacement costs-For each identified asset, we estimated the likely replacement cost in 1997 dollars. • Refurbishment programs-For most assets we prepared hypothetical refurbishment programs. This was to allow CSDOC to explore the potential effects of including refurbishments within a financial policy relating to asset replacement. Pipe was excluded because the periodic cleaning programs for collection pipe are ordinarily considered routine maintenance rather than refurbishment. • Cost escalation-The RPM calculates replacement needs at then-current costs. Accordingly, we prepared an estimate of the future cost escalation rate. 3984/11-00272-10101-0101 Section 2 These elements of the database, all of which are necessary to estimate future replacement costs, are discussed in turn below. SYSTEM INVENTORIES We prepared inventories of existing and planned future facilities at CSDOC in order to provide a database for the Replacement Planning Model (RPM). The goals of the inventory were to: • Identify the sources of information CSDOC had available to list and describe the characteristics of the system facilities. • As necessary, disaggregate the facilities into units or features for purposes of estimating costs, useful lives, etc. • Establish a costing methodology for estimating replacement costs. • Select an approach to the inventory and costing that would apply both to existing and future facilities. • Develop the inventory so that it can be updated in the future as new facilities are added or existing ones replaced. This sub-section describes the approach used to develop the inventory for use as the database of the Replacement Planning Model. TREATMENT PLANT FACILITIES, PLANTS 1 AND 2 This discussion relates to the treatment-related facilities and equipment at the plants. It excludes buildings, the collection system, and the ocean outfalls, which are discussed separately. Plant inventories were created as follows: • We toured and observed the physical facilities at both plants. They reviewed descriptions of the plants and the treatment processes. The also reviewed various documents identifying the dates, scopes, and costs of various contracts for constructing and upgrading plant facilities. • We then reviewed site plans for each plant. Every identifiable facility at each plant as was signed an index number which was cross-referenced to the related construction contracts. Staff reviewed the results of this step and helped correct assignment errors. • The 1989 Master Plan (2020 Vision) was reviewed to further identify various plant components. Further analyses prepared earlier by staff helped to clarify original costs and capacities of various process items. At this point, we had compiled a fairly reliable listing of the assets at each plant, the capacities of the various components of each treatment process, and original costs in many cases. 2-2 County Sanitation Districts of Orange County 11-00272-10101-0101 7 7 l l J DATABASE DEVELOPMENT • The components were grouped into several classes: • Preliminary primary treatment facilities • Secondary treatment facilities • Solids handling facilities • Odor control facilities • Electrical facilities (including the co-generation plants) • Miscellaneous facilities. Several of these classes were further divided, e.g., secondary treatment facilities were subdivided into aeration, clarifiers, trickling filters, etc. Because we intended to include the costs of some associated assets in the cost of each facility, these associated facilities were not specifically identified for inclusion on the asset list. Such items included site piping, structures associated with treatment processes, minor electrical facilities, and site roads and parking areas. The methodology to be used in replacement planning required that each asset be assigned a year placed in service. In some cases, the year placed in service was obvious. In others, the situation was more complex. Many if not most of the process-related assets at plants 1 and 2 have undergone extensive modifications, improvements, changes in configuration, rehabilitation, and so forth. In some cases, the current facilities have little relationship with the original ones. In others, changes have been less dramatic. The reason that this is important is that the original year in service for many facilities is not meaningful when planning replacement. It became obvious that only a full-scale study (and preferably a physical condition assessment) would yield reliable estimates of the "effective age" of many facilities. Because of these factors, we decided to adopt the following decision rule: If a facility had only one associated contract, the date of termination of that contract was taken to be the date the asset was placed in service. If a facility had two or more associated contracts, an arithmetic average of the contract termination dates was calculated and used as the effective year in service. The results were then reviewed by staff for reasonableness. Besides facilities related to treatment processes, we also inventoried buildings at both plants. The term "buildings" here means those structures that are not primarily used to house treatment or related processes. Thus, the term encompasses warehouses, shops, administration buildings, laboratories, and similar facilities. We identified buildings by reviewing the site drawings. Staff helped identify each building's purpose. We then reviewed the associated contract descriptions and CSDOC's insurance records to find square footage, number of stories, year in service, etc. Staff assisted in this work. 11-00272-10101-0101 R. W. Beck 2-3 Section 2 Altogether we identified sixteen buildings at Plant 1 with a total square footage of 236,270 square feet and seven buildings at Plant 2 with a square footage of 84,455 square feet. COLLECTION SYSTEM The collection system piping inventory was prepared in two parts-regional pipe in all districts, and local pipe in District 7 for which CSDOC has O&M responsibility and which CSDOC may be responsible to replace. The inventory in both cases was built from databases supplied by the Strategic Plan Update consultant to CSDOC. • Regional pipe-Based on the database supplied, there are 3,919 pipe segments in totaling 378.1 miles. These pipe segments exist in Districts 1, 2, 3, 5, 6, 7, 11, and 14, as well as in the interplant category. There are 29 pipe diameters ranging from eight inches to 96 inches. The pipes include gravity sewers, force mains, and siphons. Although pipe material was not included in the database, we followed the decision rule used by CSDOC, which is that all gravity sewers smaller than 42 inches are composed of vitrified clay (VCP}, while those 42 inches and larger are reinforced concrete (RCP). Since the 1950's, these larger pipes have been of the "T-lock" type and include a plastic lining to inhibit hydrogen sulfide damage. We classified siphons as the same material as the connecting pipes and force mains as ductile iron (DIP). Ten pipe segments were excluded from the inventory because of bad data; in each case, either the year in service or the length was missing. These exclusions should not materially affect the results of the analysis. • Local pipe-The local pipe exists exclusively in District 7 and includes · 4,022 pipe segments. Of these, 255 (6.34%) were excluded because of missing data. The remainder include 13 diameters ranging from 4 inches to 42 inches. These segments total about 186 miles. The pipe was installed between 1953 and 1996, with about 60 percent by length installed in the three-year period from 1962 to 1964. 81 percent of the pipe is 8-inch diameter vitrified clay. There are a few small-diameter segments listed as ductile iron, cast iron, or PVC. We reclassified those segments as vitrified clay to reflect their likely replacement material. The inventory of CSDOC's 22 pumping stations included the number and size of pumps, heads for each pump, presence or absence of an emergency generator, capacity, status (dry or submerged}, and firm capacity. This inventory was compiled with the help of staff. 2-4 County Sanitation Districts of Orange County 11-00272-10101-0101 ) 7 7 7 l I J DATABASE DEVELOPMENT FUTURE INVENTORIES The RPM can estimate system replacement needs as far as 100 years in the future. It is likely that many if not most new assets planned by CSDOC will reach the end of their expected useful lives within that period. Accordingly, for the RPM to accurately reflect replacement needs over a long period of time, the system inventory must include assets that are planned or expected but that do not yet exist. For this reason, the asset database supporting the RPM must include future plant. CSDOC requested that future plant be estimated through the year 2020. It was anticipated that future plant components would be supplied by another contractor, currently preparing the Strategic Plan Update for CSDOC that will provide a master plan for development of the physical system based on demographic changes, population growth, etc. To the extent that the Strategic Plan Update was not complete, we were to depend on the 1989 Master Plan for future plant estimates. Unfortunately, the Strategic Plan Update could not provide any future plant information for this study. Furthermore, plant growth estimates in the 1989 Master Plan were based on flow projections that did not materialize and similarly could not be used for this study. Therefore, future plant inventory data were prepared in other ways, as described below. TREATMENT PLANT FACILITIES, PLANTS 1 AND 2 Staff provided a financial analysis titled 2020 Vision Projects Rescheduled per Current Flow Estimates. This analysis detailed capital expenditures through 2020 for plant additions and improvements. We reviewed this document and translated the cost estimates into plant components on a year-by-year basis from 1998 through 2020. Primary areas of expansion included: • Headworks (preliminary treatment) • Primary treatment • Secondary treatment • Solids handling • Effluent handling • Odor control. The schedule of individual future plant components was transmitted to staff for review. There were no new assets relating directly to the outfalls or non-process buildings, except for one building scheduled for replacement in 1999, which was included in future plant. Estimated future plant additions (1998 dollars) from 1998 through the year 2020 at Plants 1 and 2 total about $252 million. 11-00272-10101-0101 R. W. Beck 2-5 Section 2 COLLECTION SYSTEM Determination of changes in the collection system is a prime objective of the current Strategic Plan Update. These changes will be identified through the use of refined flow projections and hydraulic modeling. At this time, the Strategic Plan Update is not at a point where it can supply any information on growth or changes in the collection system. Therefore, we decided to assume that new pipe would be added in each district at the rate experienced in recent years. We built separate databases for each district's pipe additions from 1987 through 1996 and calculated the average length of each type and diameter of pipe that had been added annually. We then assumed that a set of pipes of similar length for each type and diameter would be added annually for the years 1998 through 2020. The exercise was repeated for local pipe in District 7. We did not assume that any pumping stations would be added to the collection system prior to 2020. USEFUL LIVES There is limited published information available on the expected lives of various types of wastewater system facilities. Most systems establish lives for depreciation purposes, but these are not necessarily the same as the expected useful lives of the facilities. A previous survey of eleven water and sewer systems to determine experiences with useful lives revealed the following: • Estimated useful lives of facilities varied widely and, for pipes, were influenced most frequently by soil and groundwater conditions. • Several systems reported shortened lives with certain types of pipe due to improper installation. • External corrosion of ductile iron pipe (such as CSDOC uses for force mains) has shortened its life in a number of instances. Most systems now specify cement mortar-lined pipe with an external coating or polyethylene wrap. Some systems are specifying double cement mortar-lined pipe to give more thickness and durability to the mortar. • The lives for structures are for the buildings, reservoirs, and pump stations themselves, recognizing that the mechanica]/electrical equipment may be renewed several times during this life. Data from this survey, along with our own engineering and estimating experience, has been used in formulating the useful lives discussed below. 2-6 County Sanitation Districts of Orange County 11-00272-10101-0101 l DATABASE DEVELOPMENT TREATMENT PLANT f ACILITIES, PLANTS 1 AND 2 Essentially all of the process-related assets identified at Plants 1 and 2 were defined by their structures as noted above. Because the determining factor in asset lives was structural in all cases, SO-year lives were assigned to these assets based on structural life. Replacements of sub-components (pumps, motors, control panels, and so forth) were considered refurbishments and handled separately, as described further on. Similar to plant components, non-process buildings were assigned useful lives of 50 years. The two outfalls were divided into land and marine portions. Land portions were assigned 70-year lives based on the expected lives of reinforced concrete pipes (see below). Marine portions were assigned 60-year lives to reflect a possibly more hostile environment, possible structural problems caused by tides and currents, corrosion of cast iron appurtenances, etc. COLLECTION SYSTEM The collection system consists of pipes and pumping stations. Pipe lives are assigned based on materials and reflect local conditions and use for sewerage as opposed to water conveyance: • Vitrified clay (gravity sewers and siphons)-75 years • Reinforced concrete (including T-lock)-70 years • Ductile iron (force mains)-75 years. Assignment of a useful life to vitrified clay pipe is difficult. Properly installed, in dry soils, vitrified clay pipe may last a very long time. On the other hand, it is susceptible to root invasion and cracking from earth settlement. Because it is so brittle, earthquakes may cause extensive damage. Therefore, deterioration may be far more rapid in some locations than others, even within a single system, and catastrophic failure from earth movement is always possible. Therefore, the 75-year life assigned to vitrified clay pipe must be viewed with caution. Lives of the pumping stations were set at 40 years, somewhat less than the SO-year lives we assigned to water pumping stations in a previous study. This reflects the relatively heterogeneous and corrosive nature of the environment. 11-00272-10101-0101 R. W. Beck 2-7 Section 2 The following exhibit summarizes the expected useful lives used in the replacement needs analysis. Expected useful lives Treatment facilities 50 years SCADA 10 years Buildings 50 years Outfalls (land portion) 70 years Outfalls (marine portion) 60 years Pumping stations 40 years Pipe-vitrified clay 75 years Pipe-Concrete 70 years Force mains-ductile iron 75 years Exhibit 2-1: Summary of expected useful lives REPLACEMENT COSTS Replacement costs for all facilities were estimated at 1997 price levels and were specific to the Southern California economic environment. Costs were estimated using various indices, cost estimating programs, and costs of similar projects as discussed in the following sections for each of the systems and types of facilities. In most instances, it was assumed that replacement facilities would be functionally similar to and of equal capacity to the originals. Historical costs were reviewed but not exclusively relied upon because of extensive alterations that have taken place. The replacement costs for all facilities include allowances for site restoration, engineering, and administrative costs unless otherwise stated. Costs were estimated using five major sources of information. The weight given to any source was determined by the particular situation. • Water Cost, a proprietary estimating program developed by Culp-Wesner- Culp for EPA, generated base construction costs for many facilities. Water Cost selects unit processes from a database within the program to match the processes in the treatment plant as the basis for developing the construction cost estimate. Water Cost was run using design criteria from CSDOC's 1989 Master Plan. To these costs were added: • 25 percent for site work and interface piping • 10 percent for subsurface considerations (a type of contingency allowance) • 15 percent for contractor profit and overhead 2-8 County Sanitation Districts of Orange County 11-00272-10101-0101 l J 1 l l DATABASE DEVELOPMENT • 20 percent for internal CSDOC activities including planning, engineering design, procurement, contract management, inspection, legal, fiscal, and administrative expenses. This last cost category was agreed during discussions with staff. CSDOC has historically used a 15 percent factor for these costs, but 20 percent was felt to be more reasonable. • CSDOC staff has compiled generic cost data from time to time. We reviewed several of these compilations and used some of the data. • We have prepared cost estimates in previous studies for several classes of assets in use at CSDOC. These cost estimates were updated to the 1997 base year and used in some cases. • In our routine engineering work we review bid costs for many types of facilities. In some cases, our replacement cost estimates were influenced by recent bids submitted to our clients by other firms. • In some cases, we conducted interviews with suppliers of certain types of process equipment to determine current costs. In all cases, we depended on our professional judgment and on our extensive experience with water and wastewater systems. TREATMENT PLANT f ACILITIES, PLANTS 1 AND 2 Replacement costs for process-related facilities at Plants 1 and 2 were prepared on an item-by-item basis using all of the methods described above. These costs, which are too voluminous to list here, are documented completely in the RPM, which accompanies this report. Buildings serving administrative, laboratory, or various operation and maintenance functions other than housing equipment were estimated separately according to building type and square footage. Unit costs were estimated using the Means estimating guide. In reviewing the buildings, all could be assigned to one of two types of construction: • Concrete tilt-up or equivalent, typically used for warehouses, shops, and similar facilities. 1997 replacement cost is estimated at $50 per square foot. • Office-type, a more expensive construction with higher-value tenant improvements typically found in administrative or office buildings, laboratories, etc. 1997 replacement cost is estimated at $140 per square foot. Replacement costs for the two ocean outfalls (classified as interplant) were based entirely on original installed cost, escalated to 1997. Alternative approaches to 11-00272-10101-0101 R. W. Beck 2-9 Section 2 costing were not used because of the very site-specific costs of the outfalls. Original costs are summarized in the following exhibit: Description 120" outfall Land section Marine section 78" outfall Land section Marine section Diffuser Replace 78" portion with 120" Replace 78" portion with 120" I .1 Completion I Final contract I Job number date amount J-9 Jul-67 $1,118,000 J-10 Aug-71 $8,938,396 J-1 J ul-55 $359,632 J-2 J ul-55 $2,214,116 J-2-1 Sep-65 $333,573 J-22-1 Dec-91 $1,976,460 J-22-2 Dec-93 $1,350,525 Exhibit 2-2: Original costs of ocean outfalls All costs for facilities at Plants 1 and 2 exclude land. Costs for interplant facilities include the ocean outfall booster pump station, the surge towers, and the outfalls themselves. Interplant pipe is not accounted for here, but is included below with the collection system. A summary of the estimated replacement costs is shown in the following exhibit in 1997 dollars. Plant 1 facilities Plant 2 facilities lnterplant facilities Total Asset Value at current replacement cost $530 million 568 million 22_ million $1,197 million Exhibit 2-3: Estimated replacement costs, Plants 1 and 2 and interplant facilities COLLECTION SYSTEM Costs for replacement pipe were partially derived from estimates recently developed by R. W. Beck in estimating the value of the water and wastewater systems owned by the City of Houston, Texas, and the Irvine Ranch Water District, California. These unit costs were originally estimated using the EPA computer program titled "Standardized Costs for Water Supply Distribution Systems" dated January 1992. The costs were also compared with unit prices for recent projects designed by R. W. Beck. They were then adjusted to the Southern California area and 1997 price levels using the Handy-Whitman water cost indices. The pipeline estimates include costs or allowances for all materials, excavation, dewatering, customer service connections, installation, bedding and backfill, traffic control, repaving and restoration, pipeline thrust blocks or anchoring, valves and appurtenances such as mainline meters and hydrants, testing, and miscellaneous costs. 2-10 County Sanitation Districts of Orange County 11-00272-10101-0101 l l l 7 ] DATABASE DEVELOPMENT Estimated replacement costs for all types and sizes of pipe currently used at CSDOC are listed in the exhibit below. 8 10 $85.75 12 $105.59 15 $127.65 16 $163.33 18 169.52 $191 .12 20 $195.84 $219.84 21 $195.84 $221.04 24 $222.36 $251 .16 27 $248.57 $280.97 30 $276.73 $312.73 32 $297.02 $335.42 33 $306.31 36 $367.20 39 $41 7.69 42 45 48 51 54 $660.21 60 $735.42 63 $773.81 66 $812.36 69 $851 .06 72 $889.92 78 $968.10 84 $1,046.89 90 $1 093.50 96 $1 ,206.34 Exhibit 2-4: Sewer pipe per-foot replacement costs, 1997 dollars Based on the assumptions described above, 1997 replacement cost for pipe in all districts and interplant is about $812 million. The same EPA document referenced above for sewers was used as the source of costs for sewer pumping stations. The cost information was derived analyzing actual construction costs for 1,165 stations. The Handy Whitman cost index, mentioned earlier, was used to update these costs to 1997 price levels and to translate them to Southern California. The replacement costs of pumping stations were adjusted on a case-by-case basis and took into account the following: • Firm capacity • Number, capacities, and heads of pumps • Type ( dry or submerged) • Presence or absence of an emergency generator. 11-00272-10101-0101 R. W. Beck 2-11 Section 2 Upon review of the pumping station replacement costs by staff, it was noted that the actual costs incurred were often somewhat higher than the consultant's estimates. Interviews revealed that the design criteria currently used by CSDOC resulted pumping station costs that exceeded the adjusted industry average costs used in the estimates. These design criteria appeared to result in improved reliability under adverse conditions, but at an incremental cost. Staff stated that future acquisitions would use less rigorous design criteria, but that the resulting costs might still exceed costs incurred elsewhere. Accordingly, we adjusted the initial pumping station replacement cost estimates upwards by approximately 25 percent. Calculations of probable refurbishment costs (see below) were unchanged. Replacement costs ranged from about $28,000 for one very small pumping station to about $2.8 million for CSDOC's largest pumping station, at Seal Beach. All replacement costs are documented in the RPM that accompanies this report. Total 1997 replacement cost for all collection system pumping stations is about $19 million. A summary of collection system replacement costs, including pumping stations and interplant pipe, is shown in the following exhibit in 1997 dollars. District pipelines lnterplant pipelines Pumping stations Total Asset Value at current re lacement cost $768 million 44 million 12 million $831 million Exhibit 2-5: Estimated replacement costs, pipelines and pumping stations REFURBISHMENT PROGRAMS While the primary purpose of this study was to determine how best to finance future system replacements, refurbishment programs were also of interest. In this context, a "refurbishment'' project is defined as: • A significant effort at rehabilitating, restoring, upgrading, or improving a capital asset; • Work that is normally undertaken only at long intervals; and • Work that would normally be considered a capital expense. This definition specifically excludes both routine and corrective maintenance. The RPM assumes that any class of asset may have an associated refurbishment program. The refurbishment program may include up to three distinct activities, each with an associated frequency and cost. A user of the RPM may elect to include refurbishment costs within future replacement needs. Examples of refurbishment are given in the following discussion. 2-12 County Sanitation Districts of Orange County 11-00272-10101-0101 l l 7 ] l J 1 J DATABASE DEVELOPMENT TREATMENT PLANT FACILITIES, PLANTS 1 AND 2 We conducted several interviews with staff concerning refurbishment of these facilities. CSDOC has no formal or defined refurbishment programs. Staff conducted some research and uncovered specific examples of work that could be considered refurbishment for primary clarifiers and digesters. These examples, however, were too sketchy to serve as the basis for a program. After further discussion, we determined that potential refurbishment activities were similar across many classes of plant facilities in that they would cover the following types of equipment: • Pumps • Motors • Electrical controls • Instrumentation ~ Structures • Associated mechanical and electrical equipment and appurtenances. It further appeared that, if CSDOC were to conduct refurbishments in a programmatic fashion, there would be two basic types, each with an associated cost: • Minor mechanical/electrical refurbishment-Conducted every 12.5 years (one- fourth of asset life). Includes rebuilds and upgrades of most pumps, motors, controls, instruments, etc. Cost is 10 percent of original asset cost, adjusted for inflation. • Major mechanical/electrical refurbishment-Conducted every 25 years (one-half of asset life). Includes upgrades or replacements of pumps, motors, controls, instruments, etc., and minor to medium structural repair and modification. Cost is 40 percent of original asset cost. Schematically, the refurbishment program for process-related plant components can be shown as follows: New Minor Major Minor Facility facility refurb refurb refurb replaced o-----o>------<O>-------co,------o Year O Year 12.5 Year 25 Year 37.5 Year 50 Exhibit 2-6: Refurbishment program for treatment plant process components 11-00272-10101-0101 R. W. Beck 2-13 Section 2 Refurbishment programs for non-process buildings are defined as follows: • Every 10 years, new roof at $12 per square foot of roof space (1997 dollars, calculated from total square footage and number of stories) • Every 25 years, major refurbishment of tenant improvements at $25 per square foot for office-type buildings and $10 per square foot for warehouse- type and similar buildings • Every 25 years, HV AC overhauVreplacement and related mechanical and electrical work at $15 per square foot. The ocean outfalls also require some refurbishment activities. We have defined a refurbishment program that does not necessarily reflect past CSDOC practice but that should be considered in light of recent experience at the County Sanitation Districts of Los Angeles County, which found that the condition of its outfalls changed dramatically over a very short period of time. This refurbishment program, based on a five-year program, is costed to include: • Two to three submarine inspections of the outfalls. • Minor ballast addition and redistribution, with major work expected from time to time. • Ongoing repair and replacement of cast iron manholes and appurtenances and, infrequently, some structural repair to the pipe. COLLECTION SYSTEM Pipelines require no refurbishment under normal circumstances, merely periodic cleaning which is considered a maintenance activity. Pumping stations are more complex and typically require refurbishment. We have identified three probable refurbishment cycles: • Pump reconditioning at 5-year intervals, including rebuild of the impellers, replacement of seals, etc. • Electrical controls upgrades at 10-year intervals • Major mechanicaVelectrical rehabilitation at 20-year intervals to replace pumps, overhaul motors, replace controls, and conduct minor structural rehabilitation. The expected costs of these rehabilitations is estimated separately for each pumping station and is documented in the RPM accompanying this report. 2-14 County Sanitation Districts of Orange County 11-00272-10101-0101 7 l DATABASE DEVELOPMENT A summary of all refurbishment programs considered is shown in the following exhibit. Asset category Treatment facilities: SCADA: Buildings: Outfalls, marine portion: Pumping stations: I Refurbishment type Minor mechanical and electrical rehab Major mechanical and electrical rehab, minor structural Minor mechanical and electrical rehab Major mechanical and electrical rehab Repair and replacement of roof Refurbishment of tenant improvements Major mechanical and electrical rehab, replace HVAC Periodic inspections, ballast, cast iron repair Pump reconditioning Upgrade/replacement of electrical controls Major mechanical and electrical rehab, minor structural I interval I Approximate cost I 12.5 yrs -10% of repl. cost 25 yrs -40% of repl. cost 5 yrs -10% of repl. cost 10 yrs -40% of repl. cost 10 yrs $12 per roof SF 25 yrs $10-25 per floor SF 25 yrs $15 per floor SF 5 yrs -5% of repl. cost 5 yrs -5% of repl. cost 10 yrs -1.2% of repl. cost 20 yrs -40% of repl. cost Exhibit 2-7: Summary of refurbishment programs COST ESCALATION The pipelines and facilities in CSDOC's systems were priced at 1997 estimated construction costs. In order to project replacement costs for these assets in the future, it was necessary to estimate the escalation rate for similar construction. A number of sources were considered to best predict future escalation, including: • Engineering News Record (ENR) • Environmental Protection Agency (EPA) • Bureau of Reclamation • Consumer Price Index • Handy Whitman Index To project future costs, the applicability of the index to sewer facilities and the longevity of the indices were deemed most important. The Handy Whitman indices were most applicable to sewer systems. These indices have both excellent longevity and widespread use, having been published for more than 75 years. The ENR index is also widely used but the cost factors that make up the index are more closely related to the building industry and general construction than to sewer systems. The Handy Whitman index was created specifically for water and wastewater systems and has traced the costs of various types of such facilities, including geographical differences in costs for various regions of the United States. Handy Whitman was therefore selected for indexing future costs to account for escalation. The exhibit on the next page shows historical trends for the various Handy Whitman water system indices. 11-00272-10101-0101 R. W. Beck 2-15 Section 2 Item Pumping Plant Structures & Improvements Elect. Pumping Equip Treatment Plant Structures & Improvements large Treatment Equip Small Treatment Equip Transmission Plant Cast Iron Mains Steel Mains Cane Cyl Mains Distribution Plant Mains-Aver Cast Iron Mains A-C Mains Steel Mains PVC Mains Miscellaneous Items Flocculating Equip Clarifier Equip Filter Gallery Piping Average Annual Increase Hand -Whitman lndeces Annual Rates aver Time 1922 1947 1967 1977 1987 1997 10 yrs 20 yrs 30 yrs 50 yrs 75 rs 17 29 64 145 2S4 330 2.65% 4.20% 5.62% 4.98% 4.03% 21 39 81 177 285 454 4.77% 4.82% 5.91% 5.03% 4.18% 17 29 64 145 254 330 2.65% 4.20% 5.62% 4.98'J' 4.03% 18 35 72 158 293 378 2.58" 4.46% 5.68% 4.87'J' 4.14'J' 20 36 73 164 308 385 2.26% 4.36% 5.70% 4.85% 4.02% 76 152 255 323 2.39% 3.84% 4.94% 71 144 252 342 3.10% 4.42% 5.38% 74 143 253 335 2.85% 4.35% 5.16% 21 38 80 163 266 328 2.12% 3.56" 4.82% 4.41% 3.73% 22 42 83 167 266 331 2.21% 3.48% 4.72% 4.22% 3.68% 52 86 169 260 314 1.91% 3.15% 4.41% 3.66% 16 28 73 154 266 328 2.12" 3.85% 5.14% 5.04% 4.11% 107 151 209 3.30% 3.40% 26 40 71 210 601 597 -0.07% 5.36% 7.36% 5.55" 4.27% 39 70 193 465 555 1.79% 5.42% 7.15% 5.45')(. 21 35 75 154 272 340 2.26% 4.04% 5.17% 4.65% 3.78% I 2.43""1 4.18""1 5.52¾1 4.81':III ! 4.oo"I Exhibit 2-8: Handy Whitman indices, various years About 40 percent of CSDOC's installed plant replacement value is pipelines with the balance consisting of various non-pipe facilities. This approximates the weighting implied in the table (equal weighting between pipelines and plant facilities, including pumping stations). Therefore, it was decided that establishing a weighting system to establish a single escalation rate for the District's systems was unnecessary and that an average of the escalation rates for the various items in the table could be used. The applicable escalation rates are shown in the row titled" Average Annual Increase" near the bottom of the table. We decided to use a 50-year period for the Replacement Fund to give a long-term perspective, which resulted in an escalation factor of 4.81 percent. As a point of reference, the ENR construction cost index shows an average annual increase of 5.41 % over the same period of time. The Replacement Planning Model, described in Section 3, allows assumptions regarding interest rates for earnings on Replacement Fund balances and borrowings on behalf of the fund. The relationships between these interest rates and the escalation factor described above should be considered carefully. Any analysis must ensure that interest rates used are consistent with long-term escalation assumptions. Note that while we believe a 4.81 percent general cost escalation rate is reasonable, the computer model (RPM) accompanying this report can use any escalation rate. The sensitivity analyses in Section 4 of this report, for instance, use a two percent cost escalation rate as specified by District staff. 2-16 County Sanitation Districts of Orange County 11-00272-10101-0101 7 1 1 J J DATABASE DEVELOPMENT OTHER KEY ASSUMPTIONS Aside from the above, several other assumptions or estimates had to be made to provide input for the replacement cost and fund balance calculations. CSDOC staff assisted us in all cases, either through review or by direct generations of estimates. The assumptions included: • Unspecified plant-Due to the extent and complexity of the plants, there are undoubtedly some fixed assets that were not considered in creating the inventory and whose costs were not rolled into the estimated replacement costs of major plant components. Although their value is not known, these assets will need to be replaced from time to time. We have estimated the annual outlays for replacing these assets as $3.5 million, including both plants and interplant facilities. This is based on the assumptions that ten percent (10%) of plant value is not represented in the formal inventory, and that these assets will require replacement every 35 years on the average. These assumptions have been reviewed by staff for reasonableness. • Accounts and account growth-Because the RPM has the capability of simulating special user surcharges for replacement funding, it was necessary to estimate the number of retail accounts served by CSDOC facilities and future growth in these accounts. Staff estimates that CSDOC currently serves about 850,000 accounts. The number of accounts is expected to grow at 0.50 percent annually until the year 2018, when the system is built out to maximum density. • Fund earning and borrowing rate-Staff estimates that the long-term internal earning rate of the Replacement Fund will be about five percent. The borrowing rate, if bonds are issued or other methods are used to advance money to the fund, should be about seven percent. These estimates are based on current best knowledge and are, of course, subject to change. 11-00272-10101-0101 R. W. Beck 2-17 Section 2 SUMMARY OF EXPECTED EXPENDITURES Based on the inventories, useful lives, cost estimates, and refurbishment programs and costs described above, CSDOC can make a reasonable estimate of future expenditures for replacement and refurbishment. The exhibit below shows these expenditures in 1997 dollars $180,000,000 $160,000,000 $140,000,000 $120,000,000 $100,000,000 $80,000,000 $60,000,000 $40,000,000 $20,000,000 $0 " "' 0 .., "' "' 0 ~ ~ 0 0 N N "' 0 0 N • Refurbishments • Replacements " "' .., 0 0 0 0 0 0 N N N N "' " "' ~ .., "' " "' ;;; .., "' 0 ~ 0 N N N N N .., .., 0 0 0 0 0 0 0 0 0 N N N N N N N N N N N Exhibit 2-9: Expected replacement and refurbishment costs, 1997 dollars For quite a few years, replacement costs are expected to be minor compared with costs of refurbishing plant already in place. Replacement expenditures can be expected to become increasingly important in about 2025, soon exceeding refurbishment costs in many years. 2-18 County Sanitation Districts of Orange County 11-00272-10101-0101 } l l Section 3 REPLACEMENT PLANNING MODEL l l l . I GENERAL DESCRIPTION Section 3 REPLACEMENT PLANNING MODEL The Replacement Planning Model (RPM) is an automated model that manipulates the system inventory database to create various types of reports. The model has the capability of accepting a wide range of input parameters and displaying the effects that varying these parameters might have on future replacement funding requirements of CSDOC. Several reports and graphs are available that show: • Replacement Fund performance and related parameters; • System replacement and refurbishment funding requirements; and • Plant value over future periods. All reports and graphs are based on scenarios input by the user. The RPM requires Microsoft Excel version 5.0 or later. Automated routines are written in Visual Basic for Applications (VBA). The RPM is designed to be displayed on a color monitor at a resolution of 640 by 480 pixels, although higher resolutions can be used. The RPM is a single file. A database of the District's field inventory is built into the RPM (see previous sections for a description of the inventory and related assumptions). 3984/11-00272-10101-0101 Section 3 STARTING THE RPM The RPM is started by loading the model into Excel. No additional actions are necessary because the RPM does not need access to other files. The first screen will appear, showing the name and version of the model and a Continue button: Cowr:,ty Sanitati011 Drstricts of Oramge ©our:1ty Replacement P·lanning Madel Version 2.1.09 R.W. Beck, Inc. March, 1998 lrvine 1 California Continue I Exhibit 3-1: RPM Introduction Screen Pressing the Continue button brings up the Control Panel. This is the screen where most user input is entered. 3-2 County Sanitation Districts of Orange County 11-00272-10101-0101 REPLACEMENT PLANNING MODEL ENTERING PARAMETERS The Control Panel includes all RPM direct user inputs or, in three cases, provides access to secondary screens where more detailed parameters may be entered. It appears as follows: Rl!SIZI! . ~SDOC .;. Replacerrie.nt Pianning Model·.· -----------rc_o_ntr_ol_P_a_n-.el--~E_x_._p_e_rt_M_o_d_e __ ----. ___ ___, 1---------------1_9_9_8 !Annual Transfer (000s) $0 I ears 50 *General Escalation Rate 2.00% *Asset Lives by Type ~ Asset lives,. Initial Fund Balance 00s $50,000 5.00% 7.00¾ Misc. Repl. Cos1s (000s) $3,500 % Replacements Funded 50% Include Refurbishments? Yes *Include Local Pipe? Yes *Run Simulation Report Menu Bond Issuances . Other Cash Flows --Escalation Rate Bonds.. ~ Other flows.. ~ 2.00% Initial Cust. Accounts 850,000 --Growth Rate 0.50% --Buildout Year 2118 1-F_e_e_S_u_r_c_h_a_.r ._e_s ______ F_e_es_._··---1 ~ --Escalation Rate 0.00% li!f = Changed from default value I Click "lwn Simulation" when an asterisked value has changed. _______ __, Exhibit 3-2: RPM Control Panel Basic Parameters-Briefly, the types of information that the user can enter on the Control Panel are: • Initial Study Year-Defines the starting year of the analysis; for instance, the user might want to look at Replacement Reserve Fund performance beginning in the year 2010. • Length of Study (Years)-Defines the number of years in the analysis, starting with the Initial Study Year. The maximum study period is 104 years. Entering a shorter period of time in this field, however, will usually give a clearer presentation of near-term results when viewing the model's graphs. • General Escalation Rate (%)-The expected general rate of cost inflation expected over the period of analysis. The rate should be that applicable to the types of assets that predominate in the physical system (excluding land, which need not be replaced). • Initial Fund Balance-The cash balance of the Replacement Fund at the beginning of the Initial Study Year. • Earnings rate (%)-The assumed rate of interest accrued by positive balances in the fund over the period of analysis. • Borrowing Rate-The assumed cost of borrowing money, if necessary, to replenish the fund. 11-00272-10101-0101 R. W. Beck 3-3 Section 3 • Misc. Repl. Costs-The initial annual amount assumed to be needed to replace minor plant items that have not been included in the system inventory. • % Replacements Funded-The policy position of CSDOC regarding the percentage of assets that, as they become due for replacement or refurbishment (see below), will be funded from the Replacement Fund as opposed to other sources. This percentage also applies to the miscellaneous replacement costs discussed immediately above. • Include Refurbishments?-This is a two-state button that toggles between "Yes" and "No" each time it is clicked. If "Yes," disbursements from the Replacement Reserve Fund will include amounts for refurbishment of system assets (see previous sections of this report for discussion). The percentage of refurbishments funded will be the same as that specified for replacements. If "No," the Replacement Reserve Fund will not fund refurbishments. • Include Local Pipe?-Another two-state button. If "Yes," disbursements from the Replacement Fund will reflect replacement needs of local pipe in the districts. If "No," replacement of local pipe will not bet funded by the Replacement Fund. • Annual Transfer-The RPM allows evaluation of the effects of ongoing external funding of the Replacement Fund from other sources, for instance, operations. The user may specify the initial annual amount here. Future transfers will grow at the rate specified under Cost Escalation, above. • Asset Lives by Type-This button brings up the Asset Life Dialog for adjusting expected pipe and structural lives, discussed below. Note: If this button is used to change asset lives from their default values, a red check mark will appear to the right of the button to remind the user that the defaults have changed. The check mark will disappear when pipe lives are returned to their default values. • Bond Issuances-This button brings up the Bond Table for issuing bonds, discussed below. Note: If this button is used to simulate issuance of bonds, a red check mark will appear to the right of the button to remind the user that bonds have been issued. The check mark will disappear when all bond issues have been deleted. • Other Cash Flows-This button brings up the Other Cash Flow Table for specifying miscellaneous cash flows into and out of the fund that are not covered elsewhere. Note: If this button is used to specify other cash flows, a red check mark will appear to the right of the button to remind the user that the flows have been specified. The check mark will disappear when all other cash flows have been deleted. • -Escalation Rate-The percentage entered here specifies the annual growth rate in each cash flow specified in the Other Cash Flow Table, accessed using the button described directly above. 3-4 County Sanitation Districts of Orange County 11-00272-10101-0101 1 l l REPLACEMENT PLANNING MODEL • Initial Sewer Accounts-The average number of sewer accounts expected during the Initial Study Year. • -Growth Rate-The annual percentage rate at which the number of sewer accounts serviced is expected to grow. • -Build-out Year-The year in which growth in the number of sewer accounts is expected to cease, for instance, when the service area is completely built out. • User Fee Surcharges-This button brings up the User Fee Table for simulating assessment of user fee surcharges to augment Replacement Fund balances, discussed below. Note: If this button is used to assess user fee surcharges, a red check mark will appear to the right of the button to remind the user that surcharges have been specified. The check mark will disappear when all surcharges are deleted. • -Escalation Rate-The rate at which the user fee surcharge is expected to grow if unchanged by a new entry on the User Fee Table, discussed below. This rate might be set (for instance) to the expected level of general inflation. In addition, there is a Resize button on the upper left corner of the Control Panel. Clicking this button will resize most input screens to fit the monitor resolution currently being used. This is done automatically on start-up, but the user may want to click this button if he or she has changed screen resolution during a session. Note that several of the input field names are preceded by asterisks on the Control Panel. If the values in any of these fields are changed, the model will not yield correct results until the "Run Simulation" button at the bottom of the screen is clicked. For all other changes, model recalculation is automatic. 11-00272-10101-0101 R. W. Beck 3-5 Section 3 Other Control Panel Parameters-Pressing the "Page Down" key once or twice while viewing the Control Panel reveals further controls. These controls are not normally visible and should be changed only when required: IL..P_r_ot_e_ct_e_d_r_u_n_n_in_,9..__m_o_d_e ____ N.,,,o..,..._!~ choose "Yes" for inexperienced user choose "No" to freely navigate the model L..lin_t,-'e,'-rest_· _c_h_a...,,rg._e_s_o_n_t_u_n_d _______ N_o _ ____.! specify whether interest will be charged l,..."'Y_e_a_r_o_f--p-ri_ce_d_a_ta ___ ----.-___ 1_9_97--,I on negative Replacement Fund balances Asset Replacement Factors ~ :-..l=_a_ct_· _o_r _A _______ I ____ 0_._75---11 to adjust useful life for early failures ..,factor B 0.20 to set remaining life for very old assets ......._ _________ _;L.. ____ __,, Information 1,959 Exhibit 3-3: Special Control Panel Parameters • Protected Running Mode-This button is a two-state toggle. If "Yes," row and column headings will be hidden and worksheet tabs will not be visible. Additionally, most pages of the RPM will be protected from inadvertent user changes. If "No," the user can see tabs and row and column headings and can generally have access to all parts of the RPM. The experienced user may want to use the latter setting, but casual users should run the RPM in protected mode. The current mode is shown in the second title line of the Control Panel (see Exhibit 3.2, above). Note that clicking this button also resizes most input screens. • Interest Charges on Fund-The state of this two-state button specifies whether or not the Replacement Fund will accrue interest charges during years when it has negative balances. It does not affect fund earnings in years when the balance is positive. • Year of Price Data-All inventory replacement and refurbishment costs in the model are priced in 1997 dollars. If CSDOC later updates these prices, the year in this field should be changed from 1997 to the year applicable to the updated price information. Note that this applies only to the year in whose dollars price information is expressed; the model will yield appropriate results regardless of the Initial Study Year, so long as it knows to which year the prices belong. • Asset Replacement Factors A and B-These two factors control how the RPM handles the first replacement years of assets already in place. Since asset mortality curves typically show some early failures, it can be assumed that the expected useful lives of assets are extended as they continue to survive. 3-6 County Sanitation Districts of Orange County 11-00272-10101-0101 1 REPLACEMENT PLANNING MODEL Factor A reflects this by providing a number that is divided into the years in service to yield a new number that is added to the initial expected useful life for replacement purposes. We will set Factor a at 0.8 as an example. Say that a piece of pipe initially has a SO-year expected life. It was installed 30 years ago. Dividing 30 by 0.8 yields 37.5. The difference, 7.5 years, is added to the original life expectancy to yield 57.5 years. So, rather than having a remaining expected useful life of 20 years (50 years minus 30 years), the pipe now has a remaining expected useful life of 27.5 years (57.5 years minus 30 years). Factor B is used to determine the remaining life of assets that have been in place longer than their expected lives, even as adjusted by Factor A. We will set Factor B at 0.2 as an example. Say that a piece of pipe with an expected useful life of 50 years was installed 75 years ago. It has obviously passed its life expectancy. In this case, the original expected useful life (50 years) is multiplied by factor B (0.2) to yield 10 years. The remaining expected useful life of this piece of pipe is then assumed to be 10 years. • Information, records processed-These are informational fields showing the number of pipe and plant records processed by the RPM the last time the Run Simulation button on the Control Panel was clicked. Secondary Screens-As noted above, three buttons on the main Control Panel bring up secondary screens. They are: • Asset Life Dialog-The model includes default replacement periods for the major types of assets that CSDOC is assumed to use for replacement. If the user wants to see how changing these asset life assumptions will affect future replacement needs or Replacement Fund performance, he or she can click the Asset Lives button on the Control Panel to bring up this dialog: Asset Class Lives £i Asset Asset Default Types Uwes Lives DIP .!.I ::. ·J 75yrs 75yrs ACP ..!.I ·-· J ... .!.I 70yrs 70yrs ACP-5 .!.I j 70yrs 70yrs VCP .!.1 J 75yrs 75yrs VCP-5 ..!.I . J·· 75yrs 75_yrs Structures ..!.I .· . J .!.I 50yrs 50yrs .. ![Qph8 ] Cancel I Defaults Exhibit 3-4: Pipe Life Dialog 11-00272-10101-0101 R. W. Beck 3-7 Section 3 Asset types are defined as follows: • DIP-Ductile iron pipe (used mostly in force mains at CSDOC) • RCP-Reinforced concrete pipe (including T-lock) • RCP-S-Reinforced concrete pipe used as siphon • VCP-Vitrified clay pipe 1111 VCP-S-Vitrified clay pipe used as siphon • Structures-The (mostly) reinforced concrete structures used for many major plant elements such as clarifiers, process buildings, etc. Moving the sliders will change the assumed replacement periods for each type of pipe. Clicking the Defaults button will restore the estimates recommended in this report. Clicking Cancel will return the user to the main Control Panel without making any changes. Clicking Done will accept any changes made and return the user to the Control Panel. • Bond Table-CSDOC may wish to simulate bonds issuances in order to help fund the Replacement Fund. Clicking the Bonds button on the Control Panel brings up the Bond Table: I ! I Control I Bond Issues Issue Amount Year ($000s) 2000 ~lUU.UUU 2002 $100,000 2004 $50,000 2006 $72,000 2010 $97,000 2014 $85,000 2016 $100,000 2018 $85,000 2020 $150,000 2022 $175,000 2024 $85,000 Term {years) 25 25 25 25 25 25 25 25 25 25 25 Please make entries in this table if bonds are to be issued to maintain Replacement Fund balances. On each line, enter the year of issue, the issue amount (in thousands of dollars), and the term of the issue in years. Up to 25 issuances may be specified. No blank rows between entries! If in protected mode, use "Page Up" and "Page Down" keys to navigate. Enter all amounts in "then year" dollars. Exhibit 3-5: Bond Table Up to 25 bond issues may be specified on this table. The user must enter the issues amounts (in thousands of dollars) on successive rows, accompanied by the assumed term of the issue in years. Wherever an amount is entered, the model will generate a cash infusion to the Replacement Fund during that year equal to the issue amount, followed by level cash outflows representing the amortization of principal plus interest. The interest rate is as specified in the Control Panel. The model does not attempt to simulate semi-annual coupon payments, nor does it take issuance costs into account. After entering the required information for any bond issues, the user may return to the Control Panel by clicking the Control button. 3-8 County Sanitation Districts of Orange County 11-00272-10101-0101 REPLACEMENT PLANNING MODEL • User Fee Table-CSDOC may wish to simulate assessment of user fee surcharges to help fund the Replacement Fund. Clicking the Fees button on the Control Panel brings up the User Fee Table: ' ·Control] User Fees Annual Start Fee per Year Account 1998 $1.25 2001 $1.36 2004 $1.49 2007 $1.62 2010 $1.76 2013 $1.92 2016 $2.10 2019 $2.29 2022 $2.49 2025 $2.71 1, Please make entries in this table if user fee surcharges are to be assessed for replacement funding. Enter the first year the user fee will be in effect on the first blank line, followed by the annual fee per account. If the fee changes in a later year, enter the first year of the new fee on the succeeding line, again followed by the amount. Meanwhile, the fee will esclate in accord with the escalation rate specified for user fee surcharges. Continue as necessary. The final entry will be in effect through the end of the period of analysis. Up to 25 surcharges may be specified. No blank rows between entries! If in protected mode, use "Page Up" and "Page Down" keys to navigate. Enter all amounts in "then year" dollars. Exhibit 3-6: User Fee Table Enter the first year a user fee will be in effect on the first blank line, followed by the annual fee per account. If the fee changes in a later year, enter the first year of the new fee on the succeeding line, again followed by the amount. Continue as necessary; the final entry will be in effect through the end of the period of analysis. Do not leave a blank row between entries. Once a user fee is set on this table, it will escalate at the rate specified in the Fee Escalation Rate field on the Control Panel until a new fee is specified. In the example above, for instance, the user fee would be $20.00 starting in 2020, escalating normally through 2025, and would change to $30.00 in 2026. It would then continue to escalate through the end of the period of analysis. The user can make sure that entries are having the desired effect by checking the User Fees per Account graph, described below. 11-00272-10101-0101 R. W. Beck 3-9 Section 3 • Other Cash Flow Table-The user may want to specify cash flows into or out of the Replacement Fund that are not covered by user fee surcharges, operational transfers, or bond issues. An example might be some allocation from property taxes. Clicking the Other Flows button on the Control Panel brings up the Other Cash Flow Table: I I ! C0ntro1j Other Flows Start Amount Year (000s\ 1998 $3 000 2006 $8,000 2014 $16,000 2017 $32 000 2018 $45 000 l Please make entries in this table if you wish to specify "other" cash flows into or out of the Replacement Fund. Enter the first year the cash flow will be in effect on the first blank line, followed by the annual cash flow. If the cash flow changes in a later year, enter the first year of the new cash flow on the succeeding line, again followed by the amount. Meanwhile, the cash flow will esclate in accord with the escalation rate specified for other cash flows. Continue as necessary. The final entry will be in effect through the end of the period of analysis. Up to 25 cash flow levels may be specified. No blank rows between entries! If in protected mode, use "Page Up" and "Page Down" keys to navigate. Enter all amounts in "then year" dollars. Entries in this table work just like those in the User Fee Table. Interim escalation rates are specified on the Control Panel in the entry cell directly below the Other Flows button. RUNNING THE MODEL At the bottom of the Control Panel are two large buttons that actually operate the RPM, Run Simulation and Report Menu. The Run Simulation button forces a total recalculation of the model. It must be clicked to update the model whenever a value has changed in an input field whose name is preceded by an asterisk: • Whenever the Initial Study Year value is changed • Whenever the Length of Study value is changed • Whenever the General Escalation Rate has been changed II Whenever the status of Include Local Pipe has been changed • Whenever the user has altered asset lives using the Asset Life dialog • Whenever the user has changed the entry in the Year of Price Data field (this field is accessed by paging down while in the Control Panel) • Whenever any inventory data on succeeding pages of the model have been manually altered. 3-10 County Sanitation Districts of Orange County 11-00272-10101-0101 j REPLACEMENT PLANNING MODEL If the calculations are not updated in these cases by clicking the Run Simulation button, the model may yield incorrect results. The Report Menu button brings up a subdialog that allows the user to view major RPM outputs in graphical form. Choices are clearly indicated on the menu: Replacement Fund Analysis: [iJ 2: Replacement Fund Balances Replacement Fund E.,cpenditUres Funding Sources: Casl1 Flows from Bond Issues Cash Flows from User Fee Surcharges Other Cash Flows Cornrol I lu ~ II Needs Analysis: 7. Replacement Needs by District Replacement Needs by User-defined Categories Replacement Values: ..!J ~ ~ Other: Replacement Value by District Replacement Value Summary Asset Additions in Future Years Summarize and Print Scenario Exhibit 3-7: View Results Sub-screen The user has the following choices: • Clicking the Control button returns to the Control Panel and closes the Report Menu dialog. • Clicking the Close button closes the Report Menu dialog without returning the user to the Control Panel. • Clicking any button numbered 1 through 11 or its associated label brings up the associated chart and closes the Report Menu dialog. 11-00272-10101-0101 R. W. Beck 3-11 Section 3 As an example, clicking the first choice, Replacement Fund Balances, brings that chart into view. Replacement Fund Ending B1l1nce1 ~ 51";.f....., llnduol•r.tl#....,,lld• ndMda•ID,CIIIPIPt llo~ftlct.'"OH Exhibit 3-8: Replacement Fund Ending Balances Chart This chart, like almost all others, includes three buttons in its upper-left corner: • The Menu button brings back the Report Menu dialog for further navigation. • The Table button displays the tabular data underlying the chart for further inspection. • The Control button returns the user directly to the Control Panel. In the example above, clicking the Table button shows the data for the chart. Again, only the left-most part of the schedule is shown: "". Menu J C.abtJJ County Sonlmlon Districts of Oran91 County Replacemont Planning Modtl All Scenarios Pleos.e see nole .11 R1placem1nt Fund Activity Summary Pnftatod $000s) bortom of ..chedule. Eloglni,109 UHrFH Tr11tt1fer1 BOfld!!I lnlernt Olh1t Ropl. Re~11b. MJ,o, Enc!m~ b;illll!\C!f' flJtcharau ,_,,.,,, Cool ltminQI c=;iiah 6GWI c0.1t1 C:0511 CIJ.GIS balence 1996 q]fTT 1.(63 0 0 0 3,Clll 0 0 (l}W) 62.313 1999 ~2,313 1!6! a a = 3.[li) 0 '13.lUl) [17tl':i) 44,106 2llXl 44.106 1.D73 0 ,rn .... 2,410 3.121 0 (S,149) [1,821 U2.741 21D1 142,741 1,173 • !!!.581 4/;71 3,184 D f3JJ'l0) [1 .lb7) 138,301 2ID2 \.3lll..1J, 1,1/S D 91.419 7 LUb ,_,., .,. 110.913) l!X~<4l LAl-"43 2ID3 2211,343 1,185 D (1[,162) 9.166 3,312 D ~.818 H 2004 196~ 1,3)5 a :UR:fl 10,611 3,378 • t15t554l 02 2!ll5 ""'· 02 ,,.,,1 D {21 ,-4=3) 10,571) 3,446 D C1b.210 2006 A.,""1 1,318 D 50.547 10,726 8Jlll D 11!.'.~-0) 20D7 25-4,339 I ,440 a 127.631 11 ,Al/ 8.1iil 0 13,Jfil) At ,5li2 20ll6 213,552 1,W D ;,, ,631) 11,687 8,323 D 114.963 (2,133 190,273 DJS 190.#'3 1,455 0 127 .631 10,[196 8,19• D m;.&co) U.17li) 161,821 2010 ltil,tl'll 1-D 69;H; 8,8)2 a-D Jli14) c.;!19 l4/ ,407 2011 247,407 1#6 0 nr."Ql':Jo} 10231 8,IW 0 tl~,½I u.26,1 214,297 2012 214,297 1,604 D rJ5.= 11.543 9,ID9 D i23/61) r.,309) 174,-409 2013 114,<ua 1/tt, u (3:-~5) 9.718 9,189 D f'Ij,862 "= 1J5!11r, 201• 135,!1]2 1.768 D 49,IJ.45 7.7flil 16,IDO D (29,826) (2,402) 178.244 2015 170,244 ,.ns D (43,249 7 ,B54 16.320 D l!!,1B1) C.450) 100,314 ---,Yrn ·-~--' •M~•n Exhibit 3-9: RPM Fund Balance Table (typical, partial table) Most tables have two control buttons marked Menu and Control. The first button brings back the Report Menu dialog for further navigation, while the second returns the user to the Control Panel. 3-12 County Sanitation Districts of Orange County 11-00272r10101-0101 } REPLACEMENT PLANNING MODEL UNDERSTANDING THE GRAPHS This part of the report explains the graphs and associated tables in the order in which they appear on the Report Menu dialog. The first two graphs help to analyze the simulated performance of the Replacement Fund. The calculations underlying these graphs take into account all aspects of replacement needs and funding such as user fee surcharges, bond issuances, percentage limits of the Fund's payments for replacements, etc. The two graphs show fund balances and fund expenditures and include notations indicating the percentage of replacements funded and whether or not refurbishments and local pipe are included in the calculations. Replacement Fund Balances-The graph shows the expected Replacement Reserve Fund balance over the projection period, including all cash inflows and outflows. Logic is as follows: • Beginning balance is as of the Initial Study Year as specified in the Contro_l Panel. • Inflows include: • Transfers from operations, based on the Initial Annual Transfer amount from the Control Panel, escalated by the Cost Escalation Rate. • Interest accrued in each year based on the previous year's balance and the Earnings Rate from the Control Panel. • Customer contributions based on the Initial Sewer Accounts from the Control Panel, escalating by the associated Growth Rate, and on the entries in the User Fee Table, with user fees escalating by the Fee Escalation Rate. • Proceeds from the bond sales assumed in the Bond Table, accessed from the Control Panel. • Other cash flows from the Other Cash Flows Table, accessed from the Control Panel. • Outflows include: • Replacements or refurbishments due in any year based on costs included in the system inventory pages (see below), the Cost Escalation Rate, the % Replacements Funded, the inclusion or exclusion of refurbishment funding, and the inclusion or exclusion of local pipe, all from the Control Panel. • Miscellaneous replacement costs, defined as the amount entered in the Initial Misc. Repl. Cost field in the Control Panel, escalated by the Cost Escalation Rate(%) and modified by the% Replacements Funded. 11-00272-10101-0101 R. W. Beck 3-13 Section 3 • Amortized payments on the bond sales from in the Bond Table, accessed from the Control Panel. • Interest paid by the fund on implied borrowings when the fund balance is negative, based on the beginning fund balance for the year and the Borrowing Rate from the Control Panel. Calculation of the fund balance proceeds year-by-year. Each year's ending balance becomes the next year's beginning balance. Replacement Fund Expenditures-This graph shows only the programmatic expenditures from the fund. Replacement, refurbishment, and miscellaneous categories are presented separately. Calculations are the same as specified directly above under Replacement Fund Balances. The next three graphs show Replacement Fund cash flows from user-specified sources other than replacement, refurbishment, and interest. These are cash flows from bond issues, from user fee surcharges, and from other cash flows. Cash Flows from Bond Issues-This graph shows cash flows resulting from the bonds or notes issued from time to time by CSDOC to support the Replacement Reserve Fund. Those bonds or notes are entered on the Bond Table, accessed from the Control Panel. Cash Flows from User Fee Surcharges-This graph shows the total value of user fee surcharges assessed to augment the Replacement Fund. User fee surcharges are entered on the User Fee Table, accessed from the Control Panel. Other Cash Flows-This graph shows the annual value of other cash flows affecting the Replacement Fund. Other cash flows are entered on the Other Cash Flow Table, accessed from the Control Panel. Options 6 and 7 relate to replacement needs only and have no reference to the Replacement Fund. Specifically, the % Replacements Funded value from the Control Panel has no effect on these graphs; full replacement needs are always shown at 100 percent. Inclusion or exclusion of refurbishments and local pipe are, however, still in effect, and notations on each graph indicate the status of these two options. 3-14 County Sanitation Districts of Orange County 11-00272-10101-0101 7 l REPlACEMENT PlANNING MODEL Replacement Needs by District-This option allows access to a set of graphs. Selecting the option brings up a sub-menu that allows the user to select individual views of replacement needs by any District, or for Plant 1 or Plant 2 or interplant, or for total system. " Dhblct1 Nooch Dlolrlct' Nuch Dllttlct 2 Nooch Dlolrlct7Nudo DlarktlNuch DlolrlctUNudl Dhblct5Nuch -ollttlct H NHch Pl1nt111Hch lnl11pl1nl Noeds Pl1n12 Noods Total Need& Exhibit 3-10: Replacement Needs by District sub-menu Each graph shows replacement needs over the period of analysis split into pipe and plant components. Refurbishment costs and local pipe replacements are included if so specified in the Control Panel. Replacement Needs by User-defined Categories-This graph shows total replacement and refurbishment expenditures by year for multiple user-defined categories. The user defines the categories by entering labels directly into fields in the columns titled RU Category of facility-related inventory data pages. Pipe cannot be included in a user-defined category. For instance, a user might want to aggregate the replacement costs of all collection system pumping stations. He or she would enter the label "Pump Stations" (without the quotes) into the cell in the RU Category column of each district facility inventory tab opposite a pumping station entry. These tabs are: • FacilDist2 • FacilDist3 • FacilDistS • FacilDist6 • FacilDist7 • FacilDistll • FacilDist14 Other user-defined categories would likely be selected from the tabs relating to plants 1 and 2. These tabs are: • FacilPlantl • FacilPlant2 • Facillnterplant 11-00272-10101-0101 R. W. Beck 3-15 Section 3 The model consolidates all replacement costs by category and reports them graphically on the chart. Refurbishment costs are included if so specified on the Control Panel. Note that: • Fields for the user-defined descriptions on the pages listed above may be left blank, in which case the replacement and refurbishment costs associated with these lines will not be reported. This may be desirable in some cases, but it should be carefully noted that the reported replacement costs will not include all facilities. • Labels used to define categories must be identical if they are to be grouped properly. It is best to copy and paste labels rather than re-typing for this reason. • Presentation is most effective if categories are limited to four or five. The next three graphs relate to asset values and future plant additions. Replacement Value by District-Selecting this option brings up a sub-menu that allows the user to select individual views of system replacement value by any District, or for Plant 1 or Plant 2 or interplant, or total system. Since future plant is defined only until 2020, any increase in system replacement value beyond that point is due solely to inflation as defined by the Cost Escalation Rate entry in the Control Panel. " Dill<lct1V•luo .iJ Dhlllct6 V•luo Dhttltt 2 Value ..!:.I Dllblct 7 Voluo Dhttltt 3 Voluo ...!:..I Dlolrlct 11 Valuo Dhttfct 5 V•luo ..!:l Dlllrlct 14 Valuo Plant 1 Voluo ..!1:.1 lriltrplant Value Pl1nt 2 V•lut 2!.I Total Value 105:li Exhibit 3-11: Replacement Value by District sub-menu Replacement values are shown from the year of analysis through the analysis period. Pipe and plant values are shown separately in stacked bars. Replacement value will generally grow through 2020 if the district has future plant additions defined. Any increase in system replacement value beyond that point is due solely to inflation as defined by the Cost Escalation Rate entry in the Control Panel. Note that these replacement values are based on reproduction cost new and do not take depreciation into account. Replacement Value Summary-This option displays a graph of system replacement values for each district, plant, and interplant, displayed side-by-side. Pipe and plant are shown separately in stacked bars. Values are as of the year of analysis and are expressed in that year's dollars (as determined by the Cost Escalation Rate entry in the Control Panel). 3-16 County Sanitation Districts of Orange County 11-00272-10101-0101 j , l 1600,000 1500,000 1400,000 $300,000 1200,000 1100,000 ID t1,5H 0 REPLACEMENT PLANNING MODEL Total System Replacement Value ( .. of 1998, In llOOtl 1tJ.1H N N1 hcblodtf)fKL111on? ~ -""•-7 ~ ncule11Dca1plpe ,, .. Exhibit 3-12: Replacement Value Summary Graph The graph has a button in the upper right that allows the user to view the values wither with or without depreciation. Depreciation is calculated as follows: • Depreciation is straight-line and assumes no salvage value. • The cost basis is the replacement cost as of the year of analysis. • Depreciation period is the number of years of useful life of each asset, as specified in the property sheets and modified by consideration of Factors A and B (see explanation above in this section). • Some assets may not be depreciable (e.g., land). These assets are flagged by the entry of the word "No" in the Depreciable? column in the facility property sheets. In these cases, no depreciation is charged against the value of the asset. • Some assets may be planned to be taken out of service before the end of their calculated useful lives. Such assets are noted by the entry of a year in the Demo Year column in the facility property sheets. In these cases, depreciation period is the number of years from the time the asset was placed in service until its planned demolition. Another button allows the user to optionally display data values above the bars. Future Plant Additions-This option displays a graph of planned asset additions (not replacements) by district, plant 1 or plant 2 or interplant, or total system, from the year of analysis for the duration of the study period as defined in the Control Panel. Note that the property sheets currently contain additions only through 2020, so if the study period is set at, say, 50 years, the additions shown on this graph will still include no additions beyond 2020. 11-00272-10101-0101 R. W. Beck 3-17 Section 3 Districts are shown side-by-side. Each is represented by a bar stacking plant and pipe additions. Values are in dollars current for the year of analysis, escalated from the asset pricing year by the escalation rate specified in the Control Panel. Future Plant Addition, Cf,om1998 th1ough 2QQ, 1998 dolla1-. In OOOol $250,000 ~--------------------, $150,000 +----------------------; 1N,ffl $100,000 ---------------------- H,t11 Summarize and Print Scenario-Because of its typical role in a policy-making situation, users tend to perform sensitivity analyses with the RPM. Selecting this option makes it easy to record the assumptions and policy choices used in a specific run and to record the results. Selecting this option displays a page, formatted for printing, that summarizes the entries in the Control Panel, displays tabular and graphical data concerning the resulting performance of the Replacement Fund, and allows free-form user entry of comments. The page is protected except for the scenario title and the text box at the bottom of the page for comments. Clicking the Print button near the top of this page prints a three-page summary of the scenario. In addition to page one, described in the paragraph above, the button prints a complete detail of all specified cash flows and assumptions as well as a SO-year table of Replacement Fund cash flows. This option was used to produce the sensitivity analyses in the last section of this report. UPDATING THE MODEL Modifying the model's functionality is beyond the scope of this report, but the model's logic is clear and the linkages are well-defined. In addition, the code is internally documented. It may be necessary for CSDOC to update the inventory data from time to time to re-examine replacement funding needs. To do this, the following entries may need to be updated: • Any or all entries on the Control Panel • The Year of Price Data and the two Asset Replacement Factors on the same tab as the Control Panel but down one page 3-18 County Sanitation Districts of Orange County 11-00272-10101-0101 l REPLACEMENT PLANNING MODEL • The per-foot pipe replacement costs on the PipeCosts tab • The default expected useful lives of pipe on the PipeLife tab Any changes should be made with care and with a view to consistency. For instance, if pipe costs are updated to (say) 1999 dollars, the Year of Price Data entry should be changed to 1999 and all facility costs on the relevant tabs should be updated as well. The user may want to completely update the model to account for actual changes in plant. This might be necessary when for instance, a two-year review cycle comes around. To do this, the inventory pages must be updated in detail. A suggested approach follows, assuming an update in 1999: • General: • Update all price data to 1999 dollars, using the ENR construction cost index or the Handy Whitman composite index. • Make appropriate changes on the PipeCosts tab. • Change the Year of Price Data entry and the Initial Study Year in the Control Panel to 1999. • Facilities inventory tabs: • Remove entries for facilities taken out of service. • Add entries for facilities added since the last update; be sure to include refurbishment data if relevant. • Update costs to 1999 dollars in the Cost column and each Refurbishment Cost column on each line of all facility inventory tabs. • Change the Year in Service entries for any planned facilities whose estimated year in service has changed. • Review all entries for correctness based on current best knowledge. • For all new entries, make sure that the formula in the First Replacement Year column (column R) is copied onto the row. • To ensure that all records are processed, note that the program proceeds row-by-row. It first looks in the Year in Service column for a number and, if it finds it, assumes the row represents an asset and proceeds accordingly. Otherwise, it looks in the RU Description column for a label and, if it finds it, assumes that the row is a segment heading and proceeds to the next row. If it does not find a label in the RU Description column, it assumes that the row is blank and that the list is done. This is important because the program interprets any blank row in a facilities tab as signifying the end of the list. Records below the blank row will not be processed. 11-00272-10101-0101 R. W. Beck 3-19 Section 3 • Pipe inventory tabs • Remove entries for pipe taken out of service. • Add entries for pipe added since the last update. • Change the Year in Service entries for any planned pipe whose estimated year in service has changed. • Review all entries for correctness based on current best knowledge. • For all new entries, enter the appropriate Type Index in column D: + 1 = Ductile iron (force mains) + 2 = Reinforced concrete, including T-lock + 3 = Reinforced concrete siphons + 4 = Vitrified clay + 5 = Vitrified clay siphons. • For all new entries, in the District column (column E) enter "Yes" if the pipe is CSDOC primary collection system pipe, and "No" if the pipe is associated with a local District collection system. • For all new entries, make sure that the formulas in columns F through K (the yellow portion of the tab) are copied onto the rows. • As in the facilities tabs, a blank row indicates the end of the list and terminated processing of that tab. Be sure not to leave any blank rows on any pipe inventory tab. • Other update notes: • On facility inventory tabs, refurbishment intervals should be integer divisors of the associated asset's useful life. This ensures refurbishments will not be scheduled to coincide with replacements. • When changing or updating price data, all prices in the model must be adjusted to the same base year. That base year must then be entered in the Year of Price Data field below the Control Panel. Failure to accurately and consistently deal with pricing will impair the usefulness of model results. • Pipes categories may be assigned an Escalation Adjustment by material on the PipeMaterial tab. This is a factor that is additive to the Cost Escalation Rate entered in the Control Panel. For instance, if the Cost Escalation Rate is specified at 4.81%, then the user may enter 0.1% in the Escalation Adjustment field after VCP to cause replacement costs of vitrified clay pipe to escalate at 4.91 % . A negative entry will reduce the escalation rate from that specified in the Control Panel. 3-20 County Sanitation Districts of Orange County 11-00272-10101-0101 , ] l REPLACEMENT PLANNING MODEL • Similarly, every asset listed in the facility inventory tabs may be assigned both a Replacement Escalation Adjustment and a Refurbishment Escalation Adjustment. These are specified in columns O and P, respectively, and work the same way as the Escalation Adjustment described above for pipes. We have not specified any escalation adjustments for the analysis in this report. 11-00272-10101-0101 R. W. Beck 3-21 I' Section 4 EVALUATION OF POLICY ALTERNATIVES l I l l l j J J j i J J SECTION 4 EVALUATION OF POLICY ALTERNATIVES The RPM was used to perform a brief sensitivity analysis, both to suggest potential replacement policy and to demonstrate how the model might be used. Four scenarios were defined by District staff. The results of each of these scenarios are shown on the following pages; notes are incorporated into each exhibit. The fifth and final exhibit in this section shows the detailed assumptions which underlie and are the same for all four scenarios. The underlying assumptions ("base case") are: • Year of analysis, 1998 • Initial fund balance, $50 million. • No annual transfers into the fund from operational revenues. • Annual "miscellaneous" (e.g., otherwise unidentified) replacement needs, $3.5 million. • General cost escalation rate, two percent. • Fund earnings rate, five percent. • Fund borrowing rate, seven percent (but with a specification that the fund incurs no borrowing costs on negative balances). • 30 percent of replacement and refurbishment needs met from the fund. • Local pipe in District 7 included in replacement needs. • 850,000 user accounts (EDUs) initially, growing at 0.5 percent annually with build-out in 2118. • All asset lives and replacement factors at default values. • Bond issues, user fee surcharges, and other case flows as specified in Exhibit 4-5, below. 3984/11-00272-10101-0101 Section 4 County Sanitation Districts of Orange County Replacement Planning Model Scenario 1 -No Inflation Included, 30% Replacement Funding Assumptions and Summary of Results (dollar amounts in $000s) Assumptions: Initial Fund Balance: 50,000 Year of analysis: Annual transfer: 0 Replacement funding: Annual misc. repl. cost: 3,500 Refurbishments included: Cost escalation rate: 2.00% Local pipe included: Fund earnings rate: 5.00% Bonds issued: Fund borrowing rate: 7.00% User fees assessed: Interest on neg. balances: No Asset li-..es changed: Results shown in: 1998 dollars "Other" cash flows present: Fund expenditures and ending balances in 1998 dollars: 1998-2002 2003-2007 2008-2012 2013-2017 2018-2022 A-..erage Ending Expend. Balance 4,856 227,687 12,233 240,192 7,992 230,234 13,634 248,829 10,022 460,522 2023-2027 2028-2032 2033-2037 2038-2042 2043-2047 Fund ending balances by year in 1998 dollars: $800,000 $700,00C $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 en 0, ~ Notes: A-..erage Expend. 10,750 16,772 30,085 44,037 44,472 1998 30% Yes Yes Yes Yes No Yes Ending Balance 515,065 750,743 529,828 264,652 22,242 The results of an initial deposit into the Replacement Fund of $50 million and annual additions from a portion of the Sewer SeNce User Fee, starting at $1.25 per year per EDU, and property taxes not used for COP seNce, allow the fund to remain positi-..e. Property taxes are assumed to increase 2% per year as allowed by the Constitution. The mix of funding sources for replacement projects should be re~sited as 2030 approaches. Exhibit 4-1: Summary of Sensitivity Analysis, Scenario 1 4-2 County Sanitation Districts of Orange County 11-00272-10101-0101 ] J EVALUATION OF POLICY ALTERNATIVES County Sanitation Districts of Orange County Replacement Planning Model Scenario 2 -Inflation Included, 30% Replacement Funding Assumptions and Summary of Results (dollar amounts in $000s) Assumptions: Initial Fund Balance: 50,000 Year of analysis: Annual transfer. 0 Replacement funding: Annual misc. repl. cost: 3,500 Refurbishments included: Cost escalation rate: 2.00% Local pipe included: Fund earnings rate: 5.00% Bonds issued: Fund borrowing rate: 7.00% User fees assessed: Interest on neg. balances: No Asset liws changed: Results shown in: Inflated dollars "Other" cash flows present: Fund expenditures and ending balances in inflated dollars: 1998-2002 2003-2007 2008-2012 2013-2017 2018-2022 Awrage Ending Awrage Expend. Balance Expend. 5,079 246,456 14,073 287,052 10,166 303,789 19,284 362,496 15,286 740,721 2023-2027 2028-2032 2033-2037 2038-2042 2043-2047 18,408 31,747 63,532 102,023 112,350 Fund ending balances by year in inflated dollars: $1,600,000 $1,400,000 $1,200,000 $1,000,000 $800,000 $600,000 $400,000 $200,000 $0 co 0 ..,. .... "' 0 0 "' 0 0 0 ~ N N N Notes: 1998 30% Yes Yes Yes Yes No Yes Ending Balance 914,675 1.471,965 1,146,941 632,532 58,693 The results of an initial deposit into the Replacement Fund of $50 million and annual additions from a portion of the Sewer Sen.ice User Fee, starting at $1.25 per year per EDU, and property taxes not used for COP sen.ice, allow the fund to remain positiw. Property taxes are assumed to increase 2% per year as allowed by the Constitution. The mix of funding sources for replacement projects should be re\isited as 2030 approaches. Exhibit 4-2: Summary of Sensitivity Analysis, Scenario 2 11-00272-10101-0101 R. W. Beck 4-3 Section 4 County Sanitation Districts of Orange County Replacement Planning Model Scenario 3 -No Inflation Included, 25% Replacement Funding Assumptions and Summary of Results (dollar amounts in $000s) Assumptions: Initial Fund Balance: 50,000 Year of analysis: Annual transfer: 0 Replacement funding: Annual misc. repl. cost: 3,500 Refurbishments included: Cost escalation rate: 2.00% Local pipe included: Fund earnings rate: 5.00% Bonds issued: Fund borrowing rate: 7.00% User fees assessed: Interest on neg. balances: No Asset liws changed: Results shown in: 1998 dollars "Other" cash flows present: Fund expenditures and ending balances in 1998 dollars: 1998-2002 2003-2007 2008-2012 2013-2017 2018-2022 Awrage Ending Awrage Expend. Balance Expend. 4,047 231,871 10,194 255,568 6,660 254,748 11,362 288,664 8,351 515,041 2023-2027 2028-2032 2033-2037 2038-2042 2043-2047 8,959 13,977 25,071 36,698 37,060 Fund ending balances by year in 1998 dollars: $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $300,000 $200,000 $100,000 $0 00 O> O> ~ Notes: 1998 25% Yes Yes Yes Yes No Yes Ending Balance 586,969 847,863 666,961 459,778 285,080 Toe results of an initial deposit into the Replacement Fund of $50 million and annual additions from a portion of the Sewer Sel"\1ce User Fee, starting at $1.25 per year per EDU, and property taxes not used for COP sel"\1ce, allow the fund to remain positiw. Property taxes are assumed to increase 2% per year as allowed by the Constitution. Funding sources for replacement projects should be re\4sited as 2030 approaches. It may be ad\4sable to increase the percentage from 25% to 50% in order to keep the fund balance at more acceptable levels. Another option is to direct less of the Sewer Ser'Ace User Fee into the fund. Only $4 of the $142 annual fee is included in Replacement Fund revenues. Exhibit 4-3: Summary of Sensitivity Analysis, Scenario 3 4-4 County Sanitation Districts of Orange County 11-00272-10101-0101 J EVALUATION OF POLICY ALTERNATIVES County Sanitation Districts of Orange County Replacement Planning Model Scenario 4 -No Inflation Included, 50% Replacement Funding Assumptions and Summary of Results (dollar amounts in $000s) Assumptions: Initial Fund Balance: 50,000 Year of analysis: Annual transfer: 0 Replacement funding: Annual misc. repl. cost: 3,500 Refurbishments included: Cost escalation rate: 2.00% Local pipe included: Fund earnings rate: 5.00% Bonds issued: Fund borrowing rate: 7.00% User fees assessed: Interest on neg. balances: No Asset liws changed: Results shown in: 1998 dollars I "Other" cash flows present: Fund expenditures and ending balances in 1998 dollars: 1998-2002 2003-2007 2008-2012 2013-2017 2018-2022 Awrage Ending Expend. Balance 8,094 210,953 20,388 178,691 13,319 132,180 22,723 89,488 16,703 242,447 2023-2027 2028-2032 2033-2037 2038-2042 2043-2047 Fund ending balances by year in 1998 dollars: Awrage Expend. 17,917 27,953 50,141 73,396 74,120 $400,000 ~-----------------------, $200,000 -$200,000 -----------------• -------------------- -$400,000 ---------------------------• ----• --• -------- -$600,000 -$800,000 -------------------------------------------- -$1,000,000 ~---------------------_. Notes: 1998 50% Yes Yes Yes Yes No Yes Ending Balance 227,448 362,263 (18,706) (480,952) (836,621) The results of an initial deposit into the Replacement Fund of $50 million and annual additions from a portion of the Sewer SeNce User Fee, starting at $1.25 per year per EDU, and property taxes not used for COP seNce, allow the fund to remain positiw. Property taxes are assumed to increase 2% per year as allowed by the Constitution. Funding sources for replacement projects should be revisited as 2030 approaches. It may be advisable to decrese the percentage from 50% in order to keep the fund balance positi1.e. Another option is to direct more of the Sewer SeNce User Fee into the fund. Only $4 of the $142 annual fee is included in Replacement Fund rewnues. Exhibit 4-4: Summary of Sensitivity Analysis, Scenario 4 11-00272-10101-0101 R. W. Beck 4-5 Section 4 County Sanitation Districts of Orange County Replacement Planning Model All Scenarios Miscellaneous Assumptions Bond Issues (0~0_0_s) .... : __ ...-____ ...,... _ _,Fee Surcharges (per account): Year I Amount I 1998 $ I Term I Year I Amount I 1998 $ 2000 1998 $100,000 $96,117 25 $1 .25 $1.25 2002 2001 $100,000 $92,385 25 $1.36 $1.28 2004 2004 $50,000 $44,399 25 $1.49 $1 .32 2006 2007 $72,000 $61,451 25 $1.62 $1.36 2010 2010 $97,000 $76,484 25 $1.76 $1.39 2014 2013 $85,000 $61,918 25 $1 .92 $1.43 2016 2016 $100,000 $70,016 25 $2.10 $1.47 2018 2019 $85,000 $57,203 25 $2.29 $1 .51 2020 2022 $150,000 $97,026 25 $2.49 $1.55 2022 2025 $175,000 $108,801 25 $2.71 $1.59 2024 2028 $85,000 $50,794 25 $2.96 $1 .63 2026 2031 $175,000 $100,516 25 $3.23 $1.68 2029 2034 $245,000 $132,605 25 $3.52 $1.73 2030 2037 $225,000 ,$119,392 25 $3.83 $1.77 2032 2040 $220,000 $112,206 25 $4.18 $1 .82 Other cash flo~w_s""'(._oo_o_s""): _____ __, Year I Amount I 1998 $ Miscellaneous assumptions: $3,000 $3.000 User accounts: 1998 2006 2014 2017 2018 $8,000 $6,828 Initial Customer Accounts: 850,000 $16,000 $11,655 $32,000 $21,966 $45.000 $30,284 1---------1 Account Growth Rate: 0.50% t------E s ti mated Buildout Year: 2118 1---------1 Surcharge Escalation Rate: ,___o_.0_0°_Yo _ _. Asset lives: Ductile Iron Pipe Life (75 yrs): Default Reinf. Concrete Pipe Life (70 yrs): Default RCP Siphon Pipe Life (70 yrs): Default Vitrified Clay Pipe Life (75 yrs): Default VCP Siphon Pipe Life (75 yrs): Default Plant Structural Life (50 yrs): Default Other: Replacement Factor "A" (0. 75): __ D_e_fa_u_lt_--1 Replacement Factor "B" (0 .20)· __ D_e_fa_u_lt_--1 YearofPriceData: 1997 .__ ___ __, Exhibit 4-5: Assumptions Common to All Scenarios 4-6 County Sanitation Districts of Orange County 11-00272-10101-0101 FAHR COMMITTEE AGENDA REPORT County Sanitation Districts of Orange County, california ~ FROM: Gary Streed, Director of Finance SUBJECT: ACCUMULATED RESERVES POLICY (FAHR98-42) GENERAL MANAGER'S RECOMMENDATION (1} Receive and file Reserves Study Report. (2) Adopt revised Accumulated Reserves Policy. SUMMARY Meeting Date 05/13/98 Item Number 10 During last year's sewer service fee rate and budget adoption process, some of the Directors requested an independent review of our existing reserves policy. Public Financial Management (PFM}, a municipal financial advisory firm, was already at work on portions of the Strategic Plan and offered to perform this study within the scope of that work. A part of the study was to include analysis of the need for, and size of, a capital replacement reserve. The Seattle engineering firm, R. W. Beck, was hired to prepare a computer module to help in this evaluation. The results of this work are a separate agenda item. The Reserves Study surveyed 23 public agencies and reevaluated the economic reasons for the Districts' existing policy. The consultant and staff are recommending new categories, and reductions in amounts allocated to existing categories for an overall reduction in reserve requirements. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT ~ This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. D Not applicable (information item) \lradon\data1\Np.dtallin\210\crane\FAHRIFAHR98\Ma'/,FAHR98-42doc Revised: 115198 Page 1 ToJt. Bds. Item Number ADDITIONAL INFORMATION In December 1997, the Committee reviewed a portion of the work done by Public Financial Management. The Directors considered a preliminary survey of 23 other public agencies and their accumulated funding. The survey included: • Budget levels • Debt Service Levels • Value of Treatment Facilities • Uses of Insurance • Near-term Capital Project Funding 11 "Bond" Ratings • Discretionary Reserves The results of that survey confirmed our expectation that our reserve structure could be modified. Most agencies reported lower total reserves than ours, because of their policy to assign accumulated funds to specific near-term capital projects. The Districts have shown the current year outlay only, even when a project spans several years. While useful for cash flow analysis, this practice inflates reported "reserves." The Districts have each accumulated funds for catastrophic losses without regard for insurance or FEMA coverage. While this practice was conservative and warranted in 1990, today's experience indicates a lesser amount would be acceptable. Other agencies have also segregated funds for certain longer-term replacement and refurbishment needs. This need was the topic for the R.W. Beck study and the Committees' direction to incorporate these needs in a future policy. While these needs are great, they can be met from a planned borrowing and saving program. Finally, it is important to remember that when we generally talk about the Districts' total reserves, we do not make it perfectly clear that these are the funds of nine (9) separate entities. Each of these Districts currently has unique needs, funding abilities and total accumulated funds. When the current policy was adopted, and up until just this calendar year, the individual Districts did not have a policy or practice of outright loans to other Districts. This independence had made it necessary for each District to provide for its own contingencies, and some did this better than others. The ability to help each other through the emergencies and other negative cash flows will delay formal debt issues and will allow overall total reserves to decrease. Districts' "reserves" have typically been categorized as cash flow reserves, capital reserves, environmental reserves, catastrophic reserves, and debt service reserves. Because the revenue stream is tied to the property tax cycle which starts in November, and our reporting and budgeting year starts in July, our funds on hand seem to some to be very high. When one realizes that between $60 and $100 million will be spent before the first tax and fee apportionment, the need for accumulated funds becomes more clear. \lradonldata1\Np.dtallin\210\crane\FAHRIFAHR98\May\FAHR96-i2.doc Revised: 115/98 Page2 The enclosed report analyzes historical and current economics and needs, and attempts to find the proper balance of funding and risk. The proposed reserve structure is: Description Amount Cash Flow/Contingency $ 62 Million Capital Projects 41 Million Capital Facilities Replacement SO Million Liability and Property Damage 57 Million Sub-total $21 O Million Groundwater Replenishment System 122 Million Total $332 Million Any funds in an individual District exceeding that District's share of joint requirements, would be categorized as rate stabilization reserves and would be used to moderate future rate adjustments in that District, or in others through inter-district loans. The proposed reserve structure can be funded from the adopted Sewer Service User Fee schedule for 5 and 10 years. The proposed rate structure changes will have no significant impact on total revenue. ALTERNATIVES NIA CEQA FINDINGS NIA ATTACHMENTS 1. Public Financial Management Reserves Study GGS:lc \lladon\data1'wvp.dta\lin\210\cr.ane\FAHRIFAHR98\May\FAHR98-42.doc: ReYised: 1/5198 Page3 l FAHR COMMITTE_E Meeting Date 05/13/98 AGENDA REPORT Item Number 11 County Sanitation Districts of Orange County, california FROM: Gary Streed, Director of Finance SUBJECT: SEWER SERVICE USER FEES (FAHR98-43) GENERAL MANAGER'S RECOMMENDATION 1. Adopt revised Sewer Service User Fee structure, expanding the number of non-residential categories, and basing rates on average quantity and strength of discharge per category. SUMMARY At the last several Committee meetings, the Directors discussed the proposed changes to the sewer service user fee structure based upon the Rate Advisory Committee (RAC) input to the Strategic Plan. Tonight's action will start the official procedures necessary to implement the revised and improved rate structure. The Districts voluntarily comply with the strict public notice requirements for rate increases. There will be a first and second reading of the Ordinance, there will be a mail-out to all property owners whose fee will increase, there will be a public workshop, and there will be a public hearing. If the recommended action is adopted after the public hearing, the new fees will be on the 1998-99 property tax bills. PROJECT/CONTRACT COST SUMMARY N/A BUDGET IMPACT ~ This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. D Not applicable (information item) llradon\data1\,yp.dtalfin\210\cranelFAHRIFAHR98\Ma'/,FAHR98-43.doc Revised: 1 /5198 Page 1 'ToJt. Bds. Item Number ADDITIONAL INFORMATION At the March and April FAHR Committee meetings, the Directors reviewed the revised results of a proposed sewer service user fee structure. Staff reported that rates could be reduced for the Single-Family Residential (SFR) category in most Districts. This is a result of 1) changing the relationship between SFR flow and flow for Multi-Family Residential (MFR) units from 60% to 70% per unit, and 2) increasing the number of non-residential categories while basing their charges on average flow and strength per 1,000 square feet. Both changes bring the basic annual charges closer to actual use for all user categories. A feature of the Districts' revenue program, adopted in conformance with the Federal Clean Water Act, is the ability to issue permits to specific types of users. The Directors are well aware of the Class I and Class II permits issued to industrial and commercial users who discharge high quantities or high-strength waste. The Technical Services Department and Source Control Division have reported routinely to the Board of Directors. Another class of users, Class 111, was also defined. These users essentially discharge residential or domestic strength waste, but in quantities greater than the average. This category of users was certainly necessary before sanitary sewer service fees were adopted in each District and was still needed when there was only one non-residential rate per 1,000 square feet. Today, there are approximately 200 Class Ill permittees, consisting of restaurants, laundromats, hotels/motels, postal offices, mobile home parks, etc. The total fees generated in 1996-97 for these users was nearly $600,000. This is an average of $3,000 per permit. There are at least four points of significance: 1. With the adoption of a revised rate structure, the fees for the types of users currently under Class Ill permit will increase per 1,000 square feet. 2. The average projected annual increase for a restaurant based on the new structure is just over $2,000 from the existing structure, but does not include Class II fees paid by some restaurants. 3. Previous discussions with the Committee that focused on the proposed rate increase for restaurants, did not include the Class Ill fees already paid. 4. There is no need to continue the Class Ill permit process after the expanded and more accurate rate structure is adopted. This will simplify the billing and payment process for these 200 users. Staff recommends creation of another non-residential user category to be called "Mixed Use." This category would be made up of users like shopping centers and strip malls whose use is significantly different from the average. The rates and fees would be calculated on the basis of the tenant mix within the center. \lradon\data1\Np.dtalfin\21~rane\FAHRIFAHR98\May\FAHR~.doc Re\lised: 115198 Page2 That is, the square footage and rate for each actual tenant would be added to compute the total charge. A center with more than one restaurant, or with a car wash, could fall into this category, for example. The proposed rate structure will result in a greater number of decreases in charges for non-residential user than increases, with decreased total charges for 22,000 non-residential users and increased total charges for 13,000 non- residential users. Rates are increased for multi-family residential units and decreased for single-family residences and mobile homes. Overall, the total fees collected in each District will remain essentially the same. A customized mailer for every property facing increased fees is being designed. This mailer will include the actual new fee for each parcel. Of course, it will also explain the need for the charges, the improved allocation of costs, and the Rate Advisory Committee process. Mailing only to properties with increasing total fees will reduce the requirements and cost significantly. Staff will be specially trained to answer inquiries regarding the charges. ALTERNATIVES N/A CEQA FINDINGS N/A ATTACHMENTS 1. Summary Comparison of Rate Structures 2. Property Use Category Proposal Comparison 3. Proposed Rate Structure 4. Proposed Ordinance GGS:lc \lradon\data1\wp.dta\fin\210lcrane\FAHRIFAHR98\May\FAHR98-43.doc Revised: 1/5198 Page3 . 5/4/98 Page 1 Summary Comparison of Rate Structures Annual Sewer Service User Fees Total Revenue Estimates By Category Adopted Adjusted Dist Rate Rate Ado12ted Fee "Adjusted" Fee Increase {Deer) No Parcels No Units No Sq Feet S F Residential District 1 91.36 87.50 2,479,810 2,375,037 (104,773) 27,143 District 2 73.00 71.00 8,459,640 8,227,868 (231,772) 115,885 District 3 75.00 71.50 11,393,018 10,861,343 (531,675) 151,907 District 5 96.75 84.50 1,409,788 1,231,288 (178,500) 14,571 District 6 78.00 71.00 1,495,303 1,361,109 (134,194) 19,171 District 7 55.00 51.25 1,863,084 1,736,055 (127,028) 33,874 District 11 70.00 70.00 2,177,709 2,177,709 (0) 31,110 District 13 100.00 100.00 665,230 665,230 (0) 6,652 Total SFR 29,943,582 28,635,639 (1,307,~43) 400,314 M F Residential @.60% @. 70% District 1 54.82 61.25 931,132 1,030,951 99,820 3,758 15,045 District 2 43.80 49.70 2,820,610 3,142,467 321,857 11,653 59,471 District 3 45.00 50.05 3,258,202 3,628,468 370,266 10,439 69,650 District 5 58.05 59.15 556,025 578,901 22,876 3,411 8,195 District 6 46.80 49.70 857,395 918,577 61,182 2,894 17,540 District 7 33.00 35.88 595,922 644,100 48,178 2,081 17,477 District 11 42.00 49.00 546,125 633,619 87,494 2,740 12,493 District 13 60.00 70.00 63,180 73,654 10,474 48 1,049 Total MFR 9,628,590 10,650,736 1,022,146 37,024 200,920 0.00 Commercial District 1 2,898,156 2,899,310 1,154 5,081 92,056,514 District 2 7,148,980 7,164,726 15,746 16,222 381,542,316 District 3 5,658,736 5,777,733 118,997 12,485 404,791,508 District 5 550,206 729,145 178,939 2,680 51,711,844 District 6 969,869 1,023,940 54,071 2,641 64,486,626 District 7 2,731,502 2,820,121 88,619 5,178 145,572,978 District 11 745,325 671,049 (74,277) 2,880 80,787,849 District 13 64,035 50,799 (13,236) 1,286 16,638,468 Total Commercial 20,766,809 21 ,136,823 370,014 48,453 1,237,588,103 use fee struct2 adj sfr.xls 3:16 PM Summary 5/4/98 Page 2 Summary Comparison of Rate Structures Annual Sewer Service User Fees Total Revenue Estimates By Category Adopted Adjusted Dist Rate Rate Adopted Fee "Adjusted" Fee Increase (Deer) No Parcels No Units No Sq Feet Grand Total District 1 6,309,098 6,305,299 (3,799) 35,982 15,045 92,056,514 District 2 18,429,229 18,535,060 105,831 143,760 59,471 381,542,316 District 3 20,309,956 20,267,544 (42,412) 174,831 69,650 404,791,508 District 5 2,516,019 2,539,334 23,315 20,662 8,195 51,711,844 District 6 3,322,567 3,303,626 (18,941) 24,706 17,540 64,486,626 District 7 5,190,508 5,200,276 9,768 41,133 17,477 145,572,978 District 11 3,469,159 3,482,377 13,217 36,730 12,493 80,787,849 District 13 792,445 789,683 (2,762) 7,986 1,049 16,638,468 Total 60,338,982 60,423,199 84,217 485,791 200,920 1,237,588,103 use fee struct2 adj sfr.xls 3:16 PM Sum~ary 5/4/98 Page 1 of 4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison Assessor Current % Of SFR Revised% Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code De~cription Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 0 CONVERSION-C/I, RURAL PC 100.0% 100% 247 $ 36,197 0% $ 147 1 VACANT LAND PARCEL 0.0% 0% 9,565 0% 2 ONE RESIDENCE 100.0% 100% 400,314 (1 ,307,943) 0% (3) 3 TWO OR MORE RESIDENCES 60.0% 70% 6,361 177,321 17% 28 4 MISCELLANEOUS IMPROVEMENT 100.0% 100% 1,644 (78,875) 0% (48) 5 COMMON AREA PARCEL 0.0% 0% 160 0% 6 "HOLD" PARCEL 0.0% 0% 1 0% 7 MOBILEHOME 60.0% 50% 8,723 (2,058) (17%) 8 EQUIVALENT TO VACANT 0.0% 0% 6 (75) 0% (13) 10 DUPLEX ONLY 60.0% 70% 5,405 31,238 17% 6 11 TRIPLEX ONLY 60.0% 70% 1,954 25,386 17% 13 12 04-UNITS ONLY 60.0% 70% 6,789 136,013 17% 20 13 5 TO 16 UNITS 60.0% 70% 4,054 162,323 17% 40 14 17 TO 25 UNITS 60.0% 70% 580 48,385 17% 83 15 26-40 UNITS ONLY 60.0% 70% 369 60,307 17% 163 16 41-99 UNITS ONLY 60.0% 70% 549 171,067 17% 312 17 100 OR MORE UNITS 60.0% 70% 426 291,129 17% 683 18 DEVELOPED WITH A MIX OF FORMS 70.0% 100% 3,993 464,544 43% 116 19 SFR WITH 1 OR 2 RENTAL UNITS 100.0% 170% 45 (10,318) 70% (229) 20 AMUSEMENT PARKS 71 .5% 144% 8 660 101% 83 21 AUTOMOBILE DEALERSHIP 71 .5% 41% 216 (67,626) (43%) (313) 22 AUTO REPAIR SHOP 71 .5% 41% 535 (52,778) (43%) (99) 23 AUTOMOTIVE SERVICE 71 .5% 41% 364 (42,067) (43%) (116) 24 USED CAR LOT 71 .5% 41% 109 (9,037) (43%) (83) 26 AIRPORT AND RELATED BUILDINGS 71.5% 53% 7 (678) (26%) (97) 28 BOWLING ALLEYS 71.5% 112% 13 11,431 57% 879 29 CONVENTIONAL CAR WASH 71.5% 796% 82 105,184 1013% 1,283 30 COIN OPERATED CAR WASH 71 .5% 151% 40 3,567 111% 89 32 CEMETERY & RELATED BUILDINGS 71 .5% 101% 52 1,680 41% 32 33 CHURCH BUILDINGS 71.5% 20% 768 (159,636) (72%) (208) 34 DORMITORY 71.5% 97% 12 4,212 36% 351 35 ENTERTAINMENT CENTER 71.5% 144% 13 44,108 101% 3,393 36 FINANCIAL BUILDINGS 71.5% 41% 309 (59,844) (43%) (194) use fee struct2 adj sfr.xls 3:17 PM EDU Factors April 5/4/98 Page 2 of 4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison Assessor Current % Of SFR Revised % Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 37 FRATERNAL BUILDINGS 71.5% 51% 72 (11,177) (29%) (155) 38 FUNERAL HOME 71.5% 101% 19 2,085 41% 110 39 GOLF COURSE 71.5% 41% 132 (8,782) (43%) (67) 40 HEALTH CLUB 71.5% 29% 23 (19,695) (59%) (856) 42 HOSPITAL 71.5% 97% 54 38,819 36% 719 43 HOTEL 71.5% 97% 73 98,960 36% 1,356 44 LUMBER/CONSTR MATL YARD 71.5% 17% 5 (76%) 45 MARINAS 71.5% 53% 13 (1,348) (26%) (104) 47 SUPERMARKET 71.5% 151% 68 85,169 111% 1,252 48 CONVENIENCE MARKET 71.5% 151% 134 21,476 111% 160 50 SINGLE MEDICAL BLDGS TO 3 STORIES 71.5% 124% 883 172,421 73% 195 51 SMALL MEDICAL CENTER 71.5% 124% 49 36,971 73% 755 52 MEDICAL CENTER COMPLEX 71.5% 124% 7 3,043 73% 435 53 HIGH RISE MEDICAL 71.5% 124% 43 27,576 73% 641 54 CONVERTED RESIDENCE TO MEDICAL 71.5% 124% 24 1,504 73% 63 55 MOBILE HOME PARK 60.0% 50% 298 (177,483) (17%) (596) 56 MOTELS AND MOTOR HOTELS 71.5% 97% 396 144,557 36% 365 57 MOTORCYCLE/SMALL VEHICLE BLDG 71.5% 41% 14 (550) (43%) (39) 58 NURSERIES (PLANTS) 71.5% 10% 41 (6,556) (86%) (160) 60 NURSING HOME 71.5% 102% 40 14,875 43% 372 61 CONVALESCENT HOSPITALS 71.5% 102% 69 49,107 43% 712 62 CONVERTED RES USED AS NURSING 71.5% 102% 15 1,054 43% 70 63 LOW RISE RETIREMENT BUILDING 71.5% 97% 25 18,804 36% 752 64 HIGH RISE RETIREMENT BUILDING 71.5% 97% 13 21,547 36% 1,657 65 SINGLE OFFICE BLDGS TO 3 STORIES 71.5% 82% 3,658 82,623 15% 23 66 SMALL OFFICE CENTER 71.5% 82% 134 15,415 15% 115 67 OFFICE COMPLEX 71.5% 82% 19 5,910 15% 311 68 HIGH RISE OFFICE 71.5% 82% 179 48,254 15% 270 69 CONVERTED RESIDENCE TO OFFICE 71.5% 82% 364 2,846 15% 8 71 PARKING GARAGE 71.5% 17% 46 (50,086) (76%) (1,089) 72 PAVED PARKING LOT 71.5% 17% 579 (4,253) (76%) (7) 73 RECREATION 71.5% 144% 39 19,091 101% 490 74 RECREATION VEHICLE PARK 71.5% 27% 13 (2,333) (62%) (179) use fee struct2 adj sfr.xls . 3:17 PM EDU Factors April - 5/4/98 Page 3 of4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison Assessor Current % Of SFR Revised % Of SFR No. Of Total $ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 76 RESTAURANT -TAKE OUT 71.5% 300% 291 78,848 320% 271 77 RESTAURANT -COFFEE SHOP 71 .5% 600% 520 533,926 739% 1,027 78 RESTAURANT -DINNER HOUSE 71 .5% 600% 460 997,049 739% 2,167 79 RESTAURANT-CONVERSION FROM SF 71.5% 600% 6 9,732 739% 1,622 81 PRE-SCHOOLS, NURSERY OR CARE 71.5% 82% 136 3,824 15% 28 82 PRIVATE SCHOOLS 71.5% 82% 75 6,873 15% 92 83 AUTOMOTIVE SERVICE STATION 71 .5% 41% 543 (18,892) (43%) (35) 84 MARINE SERVICE STATION 71.5% 41% 0 (43%) 85 COMBIN: SERV STN/RESTAURANT 71.5% 100% 0 40% 86 COMBIN:SERVICE STATION/CONVIENCE 71 .5% 41% 55 (1,821) (43%) (33) 88 CONVENIENCE SHOPPING CENTER 71.5% 151% 462 396,736 111% 859 89 NEIGHBORHOOD SHOPPING CENTER 71.5% 53% 516 (184,906) (26%) (358) 90 COMMUNITY SHOPPING CENTER 71.5% 53% 288 (134,414) (26%) (467) 91 REGIONAL SHOPPING CENTER 71 .5% 138% 66 212,354 93% 3,217 92 SKATING RINKS 71.5% 112% 3 1,926 57% 642 94 DEPARTMENT STORE 71.5% 41% 19 (17,312) (43%) (911) 95 DISCOUNT STORE 71 .5% 41% 62 (55,141) (43%) (889) 96 UNATTACHED SINGLE STORE 71 .5% 41% 1,386 (181,331) (43%) (131) 97 STRIP STORE 71.5% 41% 1,199 (217,117) (43%) (181) 98 STORE WITH OFFICES OR LIV QTR 71.5% 82% 373 13,447 15% 36 99 STORE W/ OFFICE UPSTAIRS 71.5% 82% 20 805 15% 40 100 DRIVE-IN THEATER 71.5% 10% 10 (893) (86%) (89) 101 UNATTACHED THEATER 71.5% 51% 27 (9,708) (29%) (360) 103 CHEMICAL TANK AND BULK STORAGE 71.5% 100% 7 1,105 40% 158 104 FOOD PROCESSING PLANT 71.5% 100% 24 21,931 40% 914 105 COLD STORAGE PLANT 71.5% 100% 18 12,123 40% 674 106 FACTORY 71.5% 100% 167 191,699 40% 1,148 107 LIGHT INDUSTRIAL -SINGLE TENANT 71 .5% 100% 2,056 538,783 40% 262 108 LIGHT INDUSTRIAL -MULTI TENANT 71.5% 100% 880 273,326 40% 311 109 RESEARCH AND DEVELOPMENT 71.5% 100% 32 18,624 40% 582 110 WAREHOUSE -SINGLE TENANT 71 .5% 17% 3,430 (2,217,840) (76%) (647) 111 WAREHOUSE -MUL Tl TENANT 71.5% 17% 1,808 (812,487) (76%) (449) 112 STEEL BUILDING 71.5% 17% 149 (55,808) (76%) (375) use fee struct2 adj sfr.xls 3:17 PM EDU Factors April 5/4/98 Page 4 of 4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison Assessor Current % Of SFR Revised % Of SFR No. Of Total $ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 113 MINI-WAREHOUSE 71.5% 17% 138 (108,204) (76%) (784) 114 INDUSTRIAL PARK 71.5% 100% 362 222,309 40% 614 115 RECREATIONAL VEHICLE STORAGE 71.5% 17% 13 (98) (76%) (8) 116 TRUCK TERMINAL 71.5% 17% 24 (21,792) (76%) (908) 118 GOVERNMENTAL USE VACANT/DEVELO 71.5% 82% 6,692 (45,195) 15% (7) 119 PUBLIC UTILITY 71.5% 100% 13 398 40% 31 120 WATER MUTUAL OR COMPANY 71.5% 100% 85 1,230 40% 14 121 PARCEL OF MINIMAL OR NO VALUE 0.0% 0% 1,117 (708) 0% (1) 122 SUBSURFACE PARCELS 0.0% 0% 351 (207) 0% (1) 124 OIUMINERAL RIGHTS 0.0% 0% 3 0% 125 MINERAL RIGHTS EQUIPMENT 0.0% 0% 0 0% 126 VACANT COMMON AREA-IMP ALLOC 0.0% 0% 0 -0% 201 HOME OWNERS EXEMPTION ADD'M 0.0% 0% 0 0% 666 UNASSIGNED VACANT 71.5% 0% 490 (47,587) (100%) (97) 888 CONVERSION-COMPOSITE PROP 71.5% 100% 161 64,968 40% 404 485,7~1 $ 84,217 use fee struct2 adj sfr.xls 3:17 PM EDU Factors April 5/4/98 Page 1 of 4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison DisQ@Yed In Order of Rate Factor Assessor Current % Of SFR Revised % Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 1 VACANT LAND PARCEL 0.0% 0% 9,565 0% 5 COMMON AREA PARCEL 0.0% 0% 160 0% 6 "HOLD" PARCEL 0.0% 0% 1 0% 8 EQUIVALENT TO VACANT 0.0% 0% 6 (75) 0% (13) 121 PARCEL OF MINIMAL OR NO VALUE 0.0% 0% 1,117 (708) 0% (1) 122 SUBSURFACE PARCELS 0.0% 0% 351 (207) 0% (1) 124 OIUMINERAL RIGHTS 0.0% 0% 3 0% 125 MINERAL RIGHTS EQUIPMENT 0.0% 0% 0 0% 126 VACANT COMMON AREA-IMP ALLOC 0.0% 0% 0 0% 201 HOME OWNERS EXEMPTION ADD'M 0.0% 0% 0 0% 666 UNASSIGNED VACANT 71.5% 0% 490 (47,587) (100%) (97) 58 NURSERIES (PLANTS) 71.5% 10% 41 (6,556) (86%) (160) 100 DRIVE-IN THEATER 71.5% 10% 10 (893) (86%) (89) 44 LUMBER/CONSTR MATL YARD 71 .5% 17% 5 (76%) 71 PARKING GARAGE 71.5% 17% 46 (50,086) (76%) (1,089) 72 PAVED PARKING LOT 71.5% 17% 579 (4,253) (76%) (7) 110 WAREHOUSE -SINGLE TENANT 71.5% 17% 3,430 (2,217,840) (76%) (647) 111 WAREHOUSE -MUL Tl TENANT 71 .5% 17% 1,808 (812,487) (76%) (449) 112 STEEL BUILDING 71.5% 17% 149 (55,808) (76%) (375) ) 113 MINI-WAREHOUSE 71.5% 17% 138 (108,204} (76%) (784) 115 RECREATIONAL VEHICLE STORAGE 71.5% 17% 13 (98) (76%) (8) 116 TRUCK TERMINAL 71.5% 17% 24 (21,792} (76%) (908) 33 CHURCH BUILDINGS 71.5% 20% 768 (159,636} (72%) (208) 74 RECREATION VEHICLE PARK 71.5% 27% 13 (2,333) (62%} (179) 40 HEALTH CLUB 71 .5% 29% 23 (19,695) (59%) (856) 21 AUTOMOBILE DEALERSHIP 71.5% 41% 216 (67,626} (43%) (313) 22 AUTO REPAIR SHOP 71.5% 41% 535 (52,778} (43%} (99) 23 AUTOMOTIVE SERVICE 71.5% 41% 364 (42,067} (43%) (116) 24 USED CAR LOT 71.5% 41% 109 (9,037} (43%) (83) 36 FINANCIAL BUILDINGS 71.5% 41% 309 (59,844} (43%) (194) use fee struct2 adj sfr.xls 3:19 PM EDU Factors By Rate 5/4/98 Page 2 of4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison DisQ@Yed In Order of Rate Factor Assessor Current % Of SFR Revised % Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 39 GOLF COURSE 71 .5% 41% 132 (8,782) (43%) (67) 57 MOTORCYCLE/SMALL VEHICLE BLDG 71.5% 41% 14 (550) (43%) (39) 83 AUTOMOTIVE SERVICE STATION 71 .5% 41% 543 (18,892) (43%) (35) 84 MARINE SERVICE STATION 71.5% 41% 0 (43%) 86 COMBIN:SERVICE STATION/CONVIENCE 71.5% 41% 55 (1,821) (43%) (33) 94 DEPARTMENT STORE 71 .5% 41% 19 (17,312) (43%) (911) 95 DISCOUNT STORE 71.5% 41% 62 (55,141) (43%) (889) 96 UNATTACHED SINGLE STORE 71.5% 41% 1,386 (181,331) (43%) (131) 97 STRIP STORE 71.5% 41% 1,199 (217,117) (43%) (181) 7 MOBILEHOME 60.0% 50% 8,723 (2,058) (17%) 55 MOBILE HOME PARK 60.0% 50% 298 (177,483) (17%) (596) 37 FRATERNAL BUILDINGS 71.5% 51% 72 (11,177) (29%) (155) 101 UNATTACHED THEATER 71.5% 51% 27 (9,708) (29%) (360) 26 AIRPORT AND RELATED BUILDINGS 71 .5% 53% 7 (678) (26%) (97) 45 MARINAS 71.5% 53% 13 (1,348) (26%) (104) 89 NEIGHBORHOOD SHOPPING CENTER 71.5% 53% 516 (184,906) (26%) (358) 90 COMMUNITY SHOPPING CENTER 71.5% 53% 288 (134,414) (26%) (467) 3 TWO OR MORE RESIDENCES 60.0% 70% 6,361 177,321 17% 28 10 DUPLEX ONLY 60.0% 70% 5,405 31,238 17% 6 11 TRIPLEX ONLY 60.0% 70% 1,954 25,386 17% 13 12 04-UNITS ONLY 60.0% 70% 6,789 136,013 17% 20 13 5 TO 16 UNITS 60.0% 70% 4,054 162,323 17% 40 14 17 TO 25 UNITS 60.0% 70% 580 48,385 17% 83 15 26-40 UNITS ONLY 60.0% 70% 369 60,307 17% 163 16 41-99 UNITS ONLY 60.0% 70% 549 171,067 17% 312 17 100 OR MORE UNITS 60.0% 70% 426 291,129 17% 683 65 SINGLE OFFICE SLOGS TO 3 STORIES 71.5% 82% 3,658 82,623 15% 23 66 SMALL OFFICE CENTER 71.5% 82% 134 15,415 15% 115 67 OFFICE COMPLEX 71.5% 82% 19 5,910 15% 311 68 HIGH RISE OFFICE 71.5% 82% 179 48,254 15% 270 use fee struct2 adj sfr.xls 3:19 PM EDU Factors By Rate 5/4/98 Page 3 of4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison DisQ§Yed In Order of Rate Factor Assessor Current % Of SFR Revised % Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 69 CONVERTED RESIDENCE TO OFFICE 71.5% 82% 364 2,846 15% 8 81 PRE-SCHOOLS, NURSERY OR CARE 71.5% 82% 136 3,824 15% 28 82 PRIVATE SCHOOLS 71.5% 82% 75 6,873 15% 92 98 STORE WITH OFFICES OR LIV QTR 71.5% 82% 373 13,447 15% 36 99 STORE W/ OFFICE UPSTAIRS 71 .5% 82% 20 805 15% 40 118 GOVERNMENTAL USE VACANT/DEVELO 71.5% 82% 6,692 (45,195) 15% (7) 34 DORMITORY 71.5% 97% 12 4,212 36% 351 42 HOSPITAL 71 .5% 97% 54 38,819 36% 719 43 HOTEL 71 .5% 97% 73 98,960 36% 1,356 56 MOTELS AND MOTOR HOTELS 71.5% 97% 396 144,557 36% 365 63 LOW RISE RETIREMENT BUILDING 71.5% 97% 25 18,804 36% 752 64 HIGH RISE RETIREMENT BUILDING 71.5% 97% 13 21,547 36% 1,657 0 CONVERSION-C/1, RURAL PC 100.0% 100% 247 $ 36,197 0% $ 147 2 ONE RESIDENCE 100.0% 100% 400,314 (1,307,943) 0% (3) 4 MISCELLANEOUS IMPROVEMENT 100.0% 100% 1,644 (78,875) 0% (48) 18 DEVELOPED WITH A MIX OF FORMS 70.0% 100% 3,993 464,544 43% 116 85 COMBIN: SERV STN/RESTAURANT 71 .5% 100% 0 40% 103 CHEMICAL TANK AND BULK STORAGE 71 .5% 100% 7 1,105 40% 158 104 FOOD PROCESSING PLANT 71 .5% 100% 24 21 ,931 40% 914 105 COLD STORAGE PLANT 71 .5% 100% 18 12,123 40% 674 106 FACTORY 71.5% 100% 167 191,699 40% 1,148 107 LIGHT INDUSTRIAL -SINGLE TENANT 71 .5% 100% 2,056 538,783 40% 262 108 LIGHT INDUSTRIAL -MUL Tl TENANT 71.5% 100% 880 273,326 40% 311 109 RESEARCH AND DEVELOPMENT 71 .5% 100% 32 18,624 40% 582 114 INDUSTRIAL PARK 71 .5% 100% 362 222,309 40% 614 119 PUBLIC UTILITY 71.5% 100% 13 398 40% 31 120 WATER MUTUAL OR COMPANY 71 .5% 100% 85 1,230 40% 14 888 CONVERSION-COMPOSITE PROP 71 .5% 100% 161 64,968 40% 404 32 CEMETERY & RELATED BUILDINGS 71 .5% 101% 52 1,680 41% 32 38 FUNERAL HOME 71 .5% 101% 19 2,085 41% 110 use fee struct2 adj sfr.xls 3:19 PM EDU Factors By Rate 5/4/98 Page 4 of4 Annual Sewer Service Use Fee Property Use Category Proposal Comparison Dis.Q@Yed In Order of Rate Factor Assessor Current % Of SFR Revised % Of SFR No. Of Total$ Change % Rate Chg Average$ Use Code Description Per 1000 sf or unit Per 1000 sf or unit Parcels From Adopted From Adopted Change 60 NURSING HOME 71.5% 102% 40 14,875 43% 372 61 CONVALESCENT HOSPITALS 71.5% 102% 69 49,107 43% 712 62 CONVERTED RES USED AS NURSING 71.5% 102% 15 1,054 43% 70 28 BOWLING ALLEYS 71 .5% 112% 13 11,431 57% 879 92 SKATING RINKS 71 .5% 112% 3 1,926 57% 642 50 SINGLE MEDICAL BLDGS TO 3 STORIES 71 .5% 124% 883 172,421 73% 195 51 SMALL MEDICAL CENTER 71 .5% 124% 49 36,971 73% 755 52 MEDICAL CENTER COMPLEX 71 .5% 124% 7 3,043 73% 435 53 HIGH RISE MEDICAL 71 .5% 124% 43 27,576 73% 641 54 CONVERTED RESIDENCE TO MEDICAL 71 .5% 124% 24 1,504 73% 63 91 REGIONAL SHOPPING CENTER 71 .5% 138% 66 212,354 93% 3,217 20 AMUSEMENT PARKS 71 .5% 144% 8 660 101% 83 35 ENTERTAINMENT CENTER 71 .5% 144% 13 44,108 101% 3,393 73 RECREATION 71 .5% 144% 39 19,091 101% 490 30 COIN OPERATED CAR WASH 71.5% 151% 40 3,567 111% 89 47 SUPERMARKET 71 .5% 151% 68 85,169 111% 1,252 48 CONVENIENCE MARKET 71 .5% 151% 134 21,476 111% 160 88 CONVENIENCE SHOPPING CENTER 71.5% 151% 462 396,736 111% 859 19 SFR WITH 1 OR 2 RENTAL UNITS 100.0% 170% 45 (10,318) 70% (229) 76 RESTAURANT -TAKE OUT 71 .5% 300% 291 78,848 320% 271 77 RESTAURANT-COFFEE SHOP 71 .5% 600% 520 533,926 739% 1,027 78 RESTAURANT -DINNER HOUSE 71.5% 600% 460 997,049 739% 2,167 79 RESTAURANT -CONVERSION FROM SF 71.5% 600% 6 9,732 739% 1,622 29 CONVENTIONAL CAR WASH 71.5% 796% 82 105,184 1013% 1,283 485,791 $ 84,217 use fee struct2 adj sfr.xls 3:19 PM EDU Factors By Rate 5/4/98 District 1 Structure Analysis Page 1 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/f>arcel 0 CONVERSION-C/1, RURAL PC 87.50 1.00 87.50 C 17,239.79 21,854.79 4,615.00 22 209.77 1 VACANT LAND PARCEL 87.50 0.00 0.00 p 0.00 0.00 0.00 691 0.00 2 ONE RESIDENCE 87.50 1.00 87.50 p 2,479,810.09 2,375,037.00 (104,773.09) 27,143 (3.86) 3 TWO OR MORE RESIDENCES 87.50 0.70 61.25 B 86,588.30 115,456.25 28,867.95 925 31.21 4 MISCELLANEOUS IMPROVEMENT 87.50 1.00 87.50 s 1,335.11 0.00 (1,335.11) 264 (5.06) 5 COMMON AREA PARCEL 0.00 p 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 87.50 0.50 43.75 s 4,056.68 3,237.50 (819.18) 694 (1 .18) 8 EQUIVALENT TO VACANT 0.00 p 10 DUPLEX ONLY 87.50 0.70 61 .25 s 74,686.43 80,176.25 5,489.82 690 7.96 11 TRIPLEX ONLY 87.50 0.70 61 .25 s 20,245.72 22,050.00 1,804.28 130 13.88 12 04-UNITS ONLY 87.50 0.70 61 .25 s 78,428.02 84,525.00 6,096.98 356 17.13 13 5 TO 16 UNITS 87.50 0.70 61 .25 s 256,334.08 273,665.00 17,330.92 539 32.15 14 17 TO 25 UNITS 87.50 0.70 61 .25 s 67,819.01 70,131.25 2,312.24 66 35.03 15 26-40 UNITS ONLY 87 .50 0.70 61 .25 s 72,362.40 80,850.00 8,487.60 42 202.09 16 41-99 UNITS ONLY 87.50 0.70 61 .25 s 104,212.82 116,436.25 12,223.43 37 330.36 17 100 OR MORE UNITS 87.50 0.70 61 .25 s 165,063.02 184,423.75 19,360.73 15 1,290.72 18 DEVELOPED WITH A MIX OF FORMS 87.50 1.00 87.50 C 132,367.82 193,046.35 60,678.53 385 157.61 19 SFR WITH 1 OR 2 RENTAL UNITS 87.50 1.70 148.75 p 5,258.73 1,933.75 (3,324.98) 13 (255.77) 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 87.50 0.41 35.88 C 15,338.76 7,579.24 (7,759.52) 18 (431.08) 22 AUTO REPAIR SHOP 87.50 0.41 35.88 C 25,172.78 13,747.55 (11,425.23) 111 (102.93) 23 AUTOMOTIVE SERVICE 87.50 0.41 35.88 C 11,968.25 6,234.43 (5,733.82) 34 (168.64) 24 USED CAR LOT 87.50 0.41 35.88 s 1,033.54 0.00 (1,033.54) 8 (129.19) 26 AIRPORT AND RELATED BUILDINGS 0.53 C 28 BOWLING ALLEYS 1.12 C 29 CONVENTIONAL CAR WASH 87.50 7.96 696.50 C 1,095.52 11,681.70 10,586.18 6 1,764.36 30 COIN OPERATED CAR WASH 87.50 1.51 132.13 C 328.02 663.53 335.51 4 83.88 32 CEMETERY & RELATED BUILDINGS 1.01 C 33 CHURCH BUILDINGS 87.50 0.20 17.50 C 16,480.39 4,322.92 (12,157.47) 97 (125.33) 34 DORMITORY 87.50 0.97 84.88 C 0.00 0.00 0.00 1 0.00 35 ENTERTAINMENT CENTER 1.44 C 36 FINANCIAL BUILDINGS 87.50 0.41 35.88 C 14,422.77 7,921.31 (6,501.46) 19 (342.18) 37 FRATERNAL BUILDINGS 87.50 0.51 44.63 C 14,294.07 9,765.39 (4,528.68) 11 (411.70) 38 FUNERAL HOME 87.50 1.01 88.38 C 587.74 795.20 207.46 2 103.73 39 GOLF COURSE 0.41 C 40 HEAL TH CLUB 87.50 0.29 25.38 C 622.17 241 .70 (380.47) 1 (380.47) 42 HOSPITAL 87.50 0.97 84.88 C 10,272.40 13,347.70 3,075.30 3 1,025.10 43 HOTEL 87.50 0.97 84.88 C 27,754.83 36,063.90 8,309.07 5 1,661 .81 44 LUMBER/CONSTR MATL YARD 0.17 C 5/4/98 District 1 Structure Analysis Page 2 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 45 MARINAS 0.53 C 47 SUPERMARKET 87.50 1.51 132.13 C 7,523.08 15,217.23 7,694.15 7 1,099.16 48 CONVENIENCE MARKET 87.50 1.51 132.13 C 4,432.80 8,926.37 4,493.57 20 224.68 50 SINGLE MEDICAL BLDGS TO 3 STORIES 87.50 1.24 108.50 C 37,631.36 62,508.15 24,876.79 61 407.82 51 SMALL MEDICAL CENTER 1.24 C 52 MEDICAL CENTER COMPLEX 1.24 C 53 HIGH RISE MEDICAL 1.24 C 54 CONVERTED RESIDENCE TO MEDICAL 87.50 1.24 108.50 C 93.14 154.72 61.58 1 61.58 55 MOBILE HOME PARK 87.50 0.50 43.75 s 89,312.28 80,893.75 (8,418.53) 16 (526.16) 56 MOTELS AND MOTOR HOTELS 87.50 0.97 84.88 C 47,751.29 62,046.85 14,295.56 33 433.20 57 MOTORCYCLE/SMALL VEHICLE BLDG 0.41 C 58 NURSERIES (PLANTS) 87.50 0.10 8.75 C 543.00 72.74 (470.26) 1 (470.26) 60 NURSING HOME 1.02 C 61 CONVALESCENT HOSPITALS 87.50 1.02 89.25 C 22,383.83 30,584.19 8,200.36 4 2,050.09 62 CONVERTED RES USED AS NURSING 87.50 1.02 89.25 C 474.35 648.13 173.78 2 86.89 63 LOW RISE RETIREMENT BUILDING 87.50 0.97 84.88 C 2,406.96 3,127.56 720.60 4 180.15 64 HIGH RISE RETIREMENT BUILDING 87.50 0.97 84.88 C 3,703.64 4,812.41 1,108.77 1 1,108.77 65 SINGLE OFFICE BLDGS TO 3 STORIES 87.50 0.82 71.75 C 244,894.60 257,251.95 12,357.35 436 28.34 66 SMALL OFFICE CENTER 87.50 0.82 71.75 C 6,454.51 7,089.90 635.39 4 158.85 67 OFFICE COMPLEX 87.50 0.82 71.75 C 14,373.99 15,788.95 1,414.96 2 707.48 68 HIGH RISE OFFICE 87.50 0.82 71.75 C 131,794.84 140,986.88 9,192.04 24 383.00 69 CONVERTED RESIDENCE TO OFFICE 87.50 0.82 71.75 C 10,067.46 11,001.86 934.40 79 11.83 71 PARKING GARAGE 87.50 0.17 14.88 C 633.60 129.43 (504.17) 5 (100.83) 72 PAVED PARKING LOT 87.50 0.17 14.88 C 1,142.44 260.16 (882.28) 129 (6.84) 73 RECREATION 87.50 1.44 126.00 C 0.00 0.00 0.00 1 0.00 74 RECREATION VEHICLE PARK 0.27 C 76 RESTAURANT-TAKE OUT 87.50 3.00 262.50 C 4,416.81 16,470.56 12,053.75 43 280.32 77 RESTAURANT -COFFEE SHOP 87.50 6.00 525.00 C 10,431.34 83,745.90 73,314.56 54 1,357.68 78 RESTAURANT-DINNER HOUSE 87.50 6.00 525.00 C 9,514.66 76,326.60 66,811.94 32 2,087.87 79 RESTAURANT-CONVERSION FROM SF 87.50 6.00 525.00 C 125.28 1,006.95 881.67 1 881.67 81 PRE-SCHOOLS, NURSERY OR CARE 87.50 0.82 71.75 C 2,942.60 3,232.34 289.74 11 26.34 82 PRIVATE SCHOOLS 87.50 0.82 71.75 C 8,174.71 8,979.44 804.73 4 201.18 83 AUTOMOTIVE SERVICE STATION 87.50 0.41 35.88 C 4,046.57 2,050.72 (1,995.85) 49 (40.73) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONVIENCE 87.50 0.41 35.88 C 351.02 192.79 (158.23) 3 (52.74) 88 CONVENIENCE SHOPPING CENTER 87.50 1.51 132.13 C 24,333.34 49,220.13 24,886.79 30 829.56 89 NEIGHBORHOOD SHOPPING CENTER 87.50 0.53 46.38 C 48,196.20 34,217.75 (13,978.45) 19 (735.71) 90 COMMUNITY SHOPPING CENTER 87.50 0.53 46.38 C 22,659.04 16,075.57 (6,583.47) 25 (263.34) 91 REGIONAL SHOPPING CENTER 87.50 1.38 120.75 C 33,690.09 62,279.23 28,589.14 8 3,573.64 5/4/98 District 1 Structure Analysis Page 3 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 87.50 0.41 35.88 C 21,772.58 11,957.93 (9,814.65) 3 (3,271.55) 95 DISCOUNT STORE 87.50 0.41 35.88 C 4,778.08 1,403.54 (3,374.54) 3 (1,124.85) 96 UNATTACHED SINGLE STORE 87.50 0.41 35.88 C 70,264.53 37,973.19 (32,291.34) 226 (142.88) 97 STRIP STORE 87.50 0.41 35.88 C 33,267.82 18,265.04 (15,002.78) 86 (174.45) 98 STORE WITH OFFICES OR LIV QTR 87.50 0.82 71 .75 C 32,747.21 40,006.01 7,258.80 82 88.52 99 STORE W/ OFFICE UPSTAIRS 87.50 0.82 71.75 C 3,007.38 3,303.44 296.06 5 59.21 100 DRIVE-IN THEATER 0.10 C 101 UNATTACHED THEATER 87.50 0.51 44.63 C 1,042.50 712.22 (330.29) 2 (165.14) 103 CHEMICAL TANK AND BULK STORAGE 1.00 C '.l 104 FOOD PROCESSING PLANT 87.50 1.00 87.50 C 1,270.27 1,701 .61 431 .34 1 431 .34 105 COLD STORAGE PLANT 87.50 1.00 87.50 C 552.46 740.08 187.62 2 93.81 106 FACTORY 87.50 1.00 87.50 C 108,679.65 139,896.58 31,216.93 22 1,418.95 107 LIGHT INDUSTRIAL -SINGLE 87.50 1.00 87.50 C 362,968.03 466,576.16 103,608.13 408 253.94 108 LIGHT INDUSTRIAL-MULTI 87.50 1.00 87.50 C 196,624.17 247,368.28 50,744.10 146 347.56 109 RESEARCH AND DEVELOPMENT 87.50 1.00 87.50 C 12,072.56 16,171 .93 4,099.37 2 2,049.68 110 WAREHOUSE -SINGLE TENANT 87.50 0.17 14.88 C 441,639.65 96,061.75 (345,577.90) 455 (759.51) 111 WAREHOUSE -MUL Tl TENANT 87.50 0.17 14.88 C 156,360.64 34,056.34 (122,304.30) 184 (664.70) 112 STEEL BUILDING 87.50 0.17 14.88 C 4,348.12 976.26 (3,371 .86) 18 (187.33) 113 MINI-WAREHOUSE 87.50 0.17 14.88 C 13,696.72 3,119.09 (10,577.63) 16 (661.10) 114 INDUSTRIAL PARK 87.50 1.00 87.50 C 91,242.21 117,643.84 26,401 .63 30 880.05 115 RECREATIONAL VEHICLE STORAGE 87.50 0.17 14.88 C 65.32 11.90 (53.42) 1 (53.42) 116 TRUCK TERMINAL 87.50 0.17 14.88 C 118 GOVERNMENTAL USE VACANT/DEV 87.50 0.82 71.75 C 244,688.68 268,627.84 23,939.16 684 35.00 119 PUBLIC UTILITY 87.50 1.00 87.50 C 0.00 0.00 0.00 1 0.00 120 WATER MUTUAL OR COMPANY 87.50 1.00 87.50 C 0.00 0.00 0.00 3 0.00 121 PARCEL OF MINIMAL OR NO VALUE 87.50 0.00 0.00 C 91.36 0.00 (91.36) 105 (0.87) 122 SUBSURFACE PARCELS 87.50 0.00 0.00 C 0.00 0.00 0.00 6 0.00 124 OIUMINERAL RIGHTS 87.50 0.00 0.00 C 125 MINERAL RIGHTS EQUIPMENT 87.50 0.00 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 87.50 0.00 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 87.50 0.00 0.00 C 666 UNASSIGNED VACANT 87.50 0.00 0.00 C 2,089.50 0.00 (2,089.50) 49 (42.64) 888 CONVERSION-COMPOSITE PROP 87.50 1.00 87.50 C 6,150.33 8,238.74 2,088.41 1 2,088.41 Dist 1 -Totals 6,309,097.86 6,305,298.65 (3,799.21) 35,982 (0.11) 5/4/98 District 2 Structure Analysis Page 4 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/I, RURAL PC 71.00 1.00 71.00 C 50,191 .32 68,268.06 18,076.74 86 210.19 VACANT LAND PARCEL 71.00 0.00 0.00 p 0.00 0.00 0.00 3,069 0.00 2 ONE RESIDENCE 71.00 1.00 71 .00 p 8,459,639.53 8,227,867.66 (231,771.87) 115,885 (2.00) 3 TWO OR MORE RESIDENCES 71.00 0.70 49.70 B 140,812.64 198,253.30 57,440.66 1,902 30.20 4 MISCELLANEOUS IMPROVEMENT 71.00 1.00 71 .00 s 44,595.34 284.00 (44,311.34) 559 (79.27) 5 COMMON AREA PARCEL 71 .00 0.00 0.00 p 0.00 0.00 0.00 47 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 71 .00 0.50 35.50 s 0.00 0.00 0.00 3,268 0.00 8 EQUIVALENT TO VACANT 0.00 p 10 DUPLEX ONLY 71.00 0.70 49.70 s 101,927.72 113,862.70 11,934.98 1,170 10.20 11 TRIPLEX ONLY 71.00 0.70 49.70 s 71,582.91 80,514.00 8,931 .09 548 16.30 12 04-UNITS ONLY 71.00 0.70 49.70 s 366,478.30 414,597.40 48,119.10 2,120 22.70 13 5 TO 16 UNITS 71.00 0.70 49.70 s 553,342.15 624,082.90 70,740.75 1,533 46.15 14 17 TO 25 UNITS 71 .00 0.70 49.70 s 111,340.13 125,890.10 14,549.97 126 115.48 15 26-40 UNITS ONLY 71.00 0.70 49.70 s 115,846.95 132,400.80 16,553.85 86 192.49 16 41-99 UNITS ONLY 71.00 0.70 49.70 s 346,677.00 393,375.50 46,698.50 125 373.59 17 100 OR MORE UNITS 71 .00 0.70 49.70 s 968,006.65 1,059,206.40 91,199.75 169 539.64 18 DEVELOPED WITH A MIX OF FOR 71 .00 1.00 71 .00 C 293,427.90 428,545.00 135,117.10 882 153.19 19 SFR WITH 1 OR 2 RENTAL UNITS 71 .00 1.70 120.70 p 918.87 1,207.00 288.13 10 28.81 20 AMUSEMENT PARKS 71 .00 1.44 102.24 C 373.59 731 .73 358.14 3 119.38 21 AUTOMOBILE DEALERSHIP 71 .00 0.41 29.11 C 41,366.07 22,832.89 (18,533.18) 68 (272.55) 22 AUTO REPAIR SHOP 71.00 0.41 29.11 C 37,410.23 20,848.73 (16,561.50) 174 (95.18) 23 AUTOMOTIVE SERVICE 71.00 0.41 29.11 C 30,786.83 17,119.79 (13,667.04) 118 (115.82) 24 USED CAR LOT 71.00 0.41 29.11 s 2,982.14 0.00 (2,982.14) 46 (64.83) 26 AIRPORT AND RELATED BUILDINGS 0.53 C 28 BOWLING ALLEYS 71.00 1.12 79.52 C 6,456.29 9,835.35 3,379.06 4 844.77 29 CONVENTIONAL CAR WASH 71 .00 7.96 565.16 C 4,714.58 51,044.69 46,330.11 28 1,654.65 30 COIN OPERATED CAR WASH 71 .00 1.51 107.21 C 1,064.44 2,038.28 973.84 12 81 .15 32 CEMETERY & RELATED BUILDING 71 .00 1.01 71 .71 C 0.00 0.00 0.00 6 0.00 33 CHURCH BUILDINGS 71 .00 0.20 14.20 C 75,798.07 18,338.92 (57,459.15) 265 (216.83) 34 DORMITORY 71 .00 0.97 68.87 C 12,990.72 17,139.33 4,148.61 10 414.86 35 ENTERTAINMENT CENTER 71.00 1.44 102.24 C 38,683.73 75,766.79 37,083.06 6 6,180.51 36 FINANCIAL BUILDINGS 71.00 0.41 29.11 C 37,006.44 20,615.47 (16,390.97) 90 (182.12) 37 FRATERNAL BUILDINGS 71.00 0.51 36.21 C 8,336.25 5,770.43 (2,565.82) 26 (98.69) 38 FUNERAL HOME 71.00 1.01 71 .71 C 1,878.24 2,580.27 702.03 5 140.41 39 GOLF COURSE 71.00 0.41 29.11 C 3,814.29 2,127.10 (1,687.19) 39 (43.26) 40 HEALTH CLUB 71 .00 0.29 20.59 C 0.00 0.00 0.00 1 0.00 42 HOSPITAL 71.00 0.97 68.87 C 67,507.01 89,065.37 21,558.36 29 743.39 43 HOTEL 71 .00 0.97 68.87 C 148,634.07 196,085.98 47,451 .91 32 1,482.87 44 LUMBER/CONSTR MATL YARD 71 .00 0.17 12.07 C 0.00 0.00 0.00 1 0.00 45 MARINAS 0.53 C 5/4/98 District 2 Structure Analysis Page 5 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 47 SUPERMARKET 71.00 1.51 107.21 C 22,820.38 46,869.32 24,048.94 19 1,265.73 48 CONVENIENCE MARKET 71.00 1.51 107.21 C 4,486.46 9,179.86 4,693.40 36 130.37 50 SINGLE MEDICAL BLDGS TO 3 ST 71.00 1.24 88.04 C 92,083.39 152,982.44 60,899.05 339 179.64 51 SMALL MEDICAL CENTER 71.00 1.24 88.04 C 5,620.34 9,479.27 3,858.93 9 428.77 52 MEDICAL CENTER COMPLEX 71.00 1.24 88.04 C 3,298.97 5,564.04 2,265.07 4 566.27 53 HIGH RISE MEDICAL 71.00 1.24 88.04 C 16,318.30 27,521.74 11,203.44 31 361.40 54 CONVERTED RESIDENCE TO MED 71.00 1.24 88.04 C 1,400.30 2,361.85 961.55 15 64.10 55 MOBILE HOME PARK 71.00 0.50 35.50 s 367,992.30 303,525.00 (64,467.30) 103 (625.90) 56 MOTELS AND MOTOR HOTELS 71.00 0.97 68.87 C 220,507.74 290,927.47 70,419.73 162 434.69 57 MOTORCYCLE/SMALL VEHICLE B 71.00 0.41 29.11 C 418.27 233.26 (185.01) 4 (46.25) 58 NURSERIES (PLANTS) 71.00 0.10 7.10 C 3,814.19 515.91 (3,298.28) 19 (173.59) 60 NURSING HOME 71.00 1.02 72.42 C 14,556.27 20,194.90 5,638.63 22 256.30 61 CONVALESCENT HOSPITALS 71.00 1.02 72.42 C 49,501.50 68,676.39 19,174.89 25 767.00 62 CONVERTED RES USED AS NURS 71.00 1.02 72.42 C 1,284.58 1,782.18 497.60 4 124.40 63 LOW RISE RETIREMENT BUILDING 71.00 0.97 68.87 C 24,088.24 31,780.82 7,692.58 8 961.57 64 HIGH RISE RETIREMENT BUILDIN 71.00 0.97 68.87 C 30,260.54 40,017.88 9,757.34 5 1,951.47 65 SINGLE OFFICE BLDGS TO 3 STO 71.00 0.82 58.22 C 447,414.65 485,887.99 38,473.34 1,077 35.72 66 SMALL OFFICE CENTER 71.00 0.82 58.22 C 61,426.01 68,336.37 6,910.36 56 123.40 67 OFFICE COMPLEX 71.00 0.82 58.22 C 17,087.24 19,057.85 1,970.61 7 281.52 68 HIGH RISE OFFICE 71.00 0.82 58.22 C 280,658.21 291,913.92 11,255.71 43 261.76 69 CONVERTED RESIDENCE TO OFF 71.00 0.82 58.22 C 15,643.91 17,244.36 1,600.45 186 8.60 71 PARKING GARAGE 71.00 0.17 12.07 C 15,939.54 3,685.65 (12,253.89) 13 (942.61) 72 PAVED PARKING LOT 71.00 0.17 12.07 C 1,376.55 318.30 (1,058.25) 160 (6.61) 73 RECREATION 71.00 1.44 102.24 C 13,119.81 25,696.80 12,576.99 15 838.47 74 RECREATION VEHICLE PARK 71.00 0.27 19.17 C 1,337.08 491.04 (846.04) 9 (94.00) 76 RESTAURANT-TAKE OUT 71.00 3.00 213.00 C 7,784.89 30,812.15 23,027.26 78 295.22 77 RESTAURANT-COFFEE SHOP 71.00 6.00 426.00 C 23,198.40 189,372.76 166,174.36 165 1,007.12 78 RESTAURANT -DINNER HOUSE 71.00 6.00 426.00 C 44,677.94 364,313.92 319,635.98 135 2,367.67 79 RESTAURANT -CONVERSION FR 71.00 6.00 426.00 C 842.76 6,877.77 6,035.01 2 3,017.51 81 PRE-SCHOOLS, NURSERY OR CA 71.00 0.82 58.22 C 16,363.21 18,250.46 1,887.25 36 52.42 82 PRIVATE SCHOOLS 71.00 0.82 58.22 C 38,123.17 42,519.87 4,396.70 33 133.23 83 AUTOMOTIVE SERVICE STATION 71.00 0.41 29.11 C 12,235.96 6,633.30 (5,602.66) 175 (32.02) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONV 71.00 0.41 29.11 C 1,241.81 674.71 (567.10) 18 (31.51) 88 CONVENIENCE SHOPPING CENTE 71.00 1.51 107.21 C 126,249.16 258,653.77 132,404.61 157 843.34 89 NEIGHBORHOOD SHOPPING GEN 71.00 0.53 37.63 C 163,834.43 118,105.48 (45,728.95) 154 (296.94) 90 COMMUNITY SHOPPING CENTER 71.00 0.53 37.63 C 202,227.18 145,782.08 (56,445.10) 131 (430.88) 91 REGIONAL SHOPPING CENTER 71.00 1.38 97.98 C 77,770.89 128,491.85 50,720.96 32 1,585.03 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 71.00 0.41 29.11 C 5,532.25 3,085.14 (2,447.11) 2 (1,223.56) 5/4/98 District 2 Structure Analysis Page 6 of24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 95 DISCOUNT STORE 71 .00 0.41 29.11 C 30 ,127.06 16,800.78 (13,326.28) 25 (533.05) 96 UNATTACHED SINGLE STORE 71.00 0.41 29.11 C 115,544.45 60,935.29 (54,609.16) 386 (141.47) 97 STRIP STORE 71.00 0.41 29.11 C 143,977.98 80,170.54 (63,807.44) 338 (188.78) 98 STORE WITH OFFICES OR LIV QT 71 .00 0.82 58.22 C 21,809.43 24,324.84 2,515.41 60 41 .92 99 STORE W/ OFFICE UPSTAIRS 71 .00 0.82 58.22 C 814.84 908.81 93.97 2 46.99 100 DRIVE-IN THEATER 71 .00 0.10 7.10 C 571 .16 77.69 (493.47) 7 (70.50) 101 UNATTACHED THEATER 71 .00 0.51 36.21 C 10,861.85 7,534.65 (3,327.20) 5 (665.44) 103 CHEMICAL TANK AND BULK STOR 71.00 1.00 71.00 C 945.60 1,286.17 340.57 1 340.57 104 FOOD PROCESSING PLANT 71 .00 1.00 71.00 C 10,265.42 13,962.58 3,697.16 12 308.10 105 COLD STORAGE PLANT 71 .00 1.00 71.00 C 22,604.65 29,019.62 6,414.97 8 801 .87 106 FACTORY 71 .00 1.00 71 .00 C 250,572.77 339,151 .03 88,578.26 98 903.86 107 LIGHT INDUSTRIAL -SINGLE 71 .00 1.00 71.00 C 736,596.38 956,438.30 219,841 .92 802 274.12 108 LIGHT INDUSTRIAL -MUL Tl 71.00 1.00 71.00 C 311,209.52 416,440.21 105,230.69 287 366.66 109 RESEARCH AND DEVELOPMENT 71 .00 1.00 71.00 C 11,301 .07 8,308.63 (2,992.44) 6 (498.74) 110 WAREHOUSE -SINGLE TENANT 71 .00 0.17 12.07 C 1,124,616.64 255,262.50 (869,354.14) 1,553 (559.79) 111 WAREHOUSE -MUL Tl TENANT 71 .00 0.17 12.07 C 444,584.95 100,779.60 (343,805.35) 704 (488.36) 112 STEEL BUILDING 11 .00 · 0.17 12.07 C 55,138.85 12,196.77 (42,942.08) 79 (543.57) 113 MINI-WAREHOUSE 71 .00 0.17 12.07 C 30,157.43 6,972.73 (23,184.70) 40 (579.62) 114 INDUSTRIAL PARK 71.00 1.00 71.00 C 322,852.21 411,416.96 88,564.74 179 494.78 115 RECREATIONAL VEHICLE STORA 71 .00 0.17 12.07 C 52.20 8.11 (44.09) 6 (7.35) 116 TRUCK TERMINAL 71 .00 0.17 12.07 C 11 ,378.26 2,630.96 (8,747.30) 15 (583.15) 118 GOVERNMENTAL USE VACANT/O 71 .00 0.82 58.22 C 114,925.08 41,196.47 (73,728.61) 2,224 (33.15) 119 PUBLIC UTILITY 71 .00 1.00 71.00 C 0.00 0.00 0.00 7 0.00 120 WATER MUTUAL OR COMPANY 71 .00 1.00 71.00 C 0.00 0.00 0.00 35 0.00 121 PARCEL OF MINIMAL OR NO VALU 71 .00 0.00 0.00 C 219.00 0.00 (219.00) 440 (0.50) 122 SUBSURFACE PARCELS 71 .00 0.00 0.00 C 0.00 0.00 0.00 131 0.00 124 OIUMINERAL RIGHTS 71 .00 0.00 0.00 C 0.00 0.00 0.00 3 0.00 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 71 .00 0.00 0.00 C 6,516.37 0.00 (6,516.37) 229 (28.46) 888 CONVERSION-COMPOSITE PROP 71 .00 1.00 71 .00 C 74,458.62 91,123.46 16,664.84 41 406.46 Dist 2 -Totals 18,429,229.01 18,535,060.48 105,831.47 143,760 0.74 5/4/98 District 3 Structure Analysis Page 7 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/I, RURAL PC 71.50 1.00 71.50 C 54,838.69 64,386.79 9,548.10 88 108.50 1 VACANT LAND PARCEL 71.50 0.00 0.00 p 0.00 0.00 0.00 2,111 0.00 2 ONE RESIDENCE 71.50 1.00 71 .50 p 11,393,017.95 10,861,343.35 (531,674.60) 151,907 (3.50) 3 TWO OR MORE RESIDENCES 71.50 0.70 50.05 B 112,110.04 158,158.00 46,047.96 1,427 32.27 4 MISCELLANEOUS IMPROVEMENT 71.50 1.00 71.50 s 21,072.00 2,145.00 (18,927.00) 424 (44.64) 5 COMMON AREA PARCEL 71.50 0.00 0.00 p 0.00 0.00 0.00 7 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 71 .50 0.50 35.75 s 1,238.88 0.00 (1,238.88) 2,896 (0.43) 8 EQUIVALENT TO VACANT 71.50 0.00 0.00 p 75.00 0.00 (75.00) 2 (37.50) 10 DUPLEX ONLY 71.50 0.70 50.05 s 72,502.66 78,878.80 6,376.14 820 7.78 11 TRIPLEX ONLY 71.50 0.70 50.05 s 51,846.26 57,057.00 5,210.74 387 13.46 12 04-UNITS ONLY 71.50 0.70 50.05 s 422,871.46 469,068.60 46,197.14 2,398 19.26 13 5 TO 16 UNITS 71.50 0.70 50.05 s 468,775.03 519,218.70 50,443.67 1,246 40.48 14 17 TO 25 UNITS 71.50 0.70 50.05 s 252,765.72 280,830.55 28,064.83 276 101.68 15 26-40 UNITS ONLY 71.50 0.70 50.05 s 232,470.00 258,558.30 26,088.30 164 159.08 16 41-99 UNITS ONLY 71 .50 0.70 50.05 s 763,110.00 848,747.90 85,637.90 269 318.36 17 100 OR MORE UNITS 71 .50 0.70 50.05 s 859,365.00 955,804.85 96,439.85 123 784.06 18 DEVELOPED WITH A MIX OF FOR 71 .50 1.00 71 .50 C 313,946.98 423,699.28 109,752.30 944 116.26 19 SFR WITH 1 OR 2 RENTAL UNITS 71.50 1.70 121 .55 p 8,794.69 1,458.60 (7,336.09) 12 (611 .34) 20 AMUSEMENT PARKS 71.50 1.44 102.96 C 350.74 652.77 302.03 5 60.41 21 AUTOMOBILE DEALERSHIP 71.50 0.41 29.32 C 57,862.70 31,628.83 (26,233.87) 86 (305.04) 22 AUTO REPAIR SHOP 71.50 0.41 29.32 C 36,832.62 19,865.95 (16,966.67) 167 (101.60) 23 AUTOMOTIVE SERVICE 71.50 0.41 29.32 C 39,484.06 21,313.44 (18,170.62) 155 (117.23) 24 USED CAR LOT 71.50 0.41 29.32 s 4,429.68 0.00 (4,429.68) 46 (96.30) 26 AIRPORT AND RELATED BUILDIN 71.50 0.53 37.90 C 1,139.69 805.31 (334.38) 1 (334.38) 28 BOWLING ALLEYS 71.50 1.12 80.08 C 14,882.45 22,222.44 7,339.99 8 917.50 29 CONVENTIONAL CAR WASH 71 .50 7.96 569.14 C 2,374.98 24,561.81 22,186.83 26 853.34 30 COIN OPERATED CAR WASH 71 .50 1.51 107.97 C 639.60 1,287.70 648.10 13 49.85 32 CEMETERY & RELATED BUILDING 71.50 1.01 72.22 C 129.46 174.33 44.87 27 1.66 33 CHURCH BUILDINGS 71.50 0.20 14.30 C 76,943.77 20,399.52 (56,544.25) 275 (205.62) 34 DORMITORY 0.97 C 35 ENTERTAINMENT CENTER 71.50 1.44 102.96 C 5,642.55 10,832.73 5,190.18 4 1,297.55 36 FINANCIAL BUILDINGS 71.50 0.41 29.32 C 42,693.53 23,337.23 (19,356.30) 106 (182.61) 37 FRATERNAL BUILDINGS 71.50 0.51 36.47 C 8,227.28 5,594.10 (2,633.18) 22 (119.69) 38 FUNERAL HOME 71.50 1.01 72.22 C 2,163.73 2,913.59 749.86 7 107.12 39 GOLF COURSE 71.50 0.41 29.32 C 5,496.58 3,004.52 (2,492.06) 32 (77.88) 40 HEALTH CLUB 71 .50 0.29 20.74 C 16,291 .49 6,298.80 (9,992.69) 7 (1,427.53) 42 HOSPITAL 71 .50 0.97 69.36 C 40,163.45 51,939.96 11,776.51 13 905.89 43 HOTEL 71.50 0.97 69.36 C 53,193.83 68,791 .01 15,597.18 12 1,299.76 44 LUMBER/CONSTR MATL YARD 71.50 0.17 12.16 C 0.00 0.00 0.00 4 0.00 45 MARINAS 0.53 C 5/4/98 District 3 Structure Analysis Page 8 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 47 SUPERMARKET 71.50 1.51 107.97 C 41,810.02 84,169.84 42,359.82 29 1,460.68 48 CONVENIENCE MARKET 71.50 1.51 107.97 C 9,048.46 18,126.89 9,078.43 56 162.11 50 SINGLE MEDICAL BLDGS TO 3 ST 71.50 1.24 88.66 C 89,181.26 147,432.98 58,251.72 225 258.90 51 SMALL MEDICAL CENTER 71.50 1.24 88.66 C 41,783.34 69,069.86 27,286.52 34 802.54 52 MEDICAL CENTER COMPLEX 71.50 1.24 88.66 C 538.17 889.70 351.53 2 175.77 53 HIGH RISE MEDICAL 71.50 1.24 88.66 C 14,392.86 23,794.04 9,401.18 6 1,566.86 54 CONVERTED RESIDENCE TO MED 71.50 1.24 88.66 C 673.03 1,112.68 439.65 6 73.28 55 MOBILE HOME PARK 71.50 0.50 35.75 s 357,057.55 286,500.50 (70,557.05) 113 (624.40) 56 MOTELS AND MOTOR HOTELS 71.50 0.97 69.36 C 149,165.81 193,261.73 44,095.92 137 321.87 57 MOTORCYCLE/SMALL VEHICLE B 71.50 0.41 29.32 C 690.85 481.65 (209.20) 7 (29.89) 58 NURSERIES (PLANTS) 71.50 0.10 7.15 C 856.72 108.34 (748.38) 8 (93.55) 60 NURSING HOME 71.50 1.02 72.93 C 19,289.16 26,230.88 6,941.72 12 578.48 61 CONVALESCENT HOSPITALS 71.50 1.02 72.93 C 44,238.90 60,159.45 15,920.55 25 636.82 62 CONVERTED RES USED AS NURS 71.50 1.02 72.93 C 466.44 657.46 191.02 6 31.84 63 LOW RISE RETIREMENT BUILDING 71.50 0.97 69.36 C 35,437.69 45,828.54 10,390.85 13 799.30 64 HIGH RISE RETIREMENT BUILDIN 71.50 0.97 69.36 C 25,509.83 32,989.68 7,479.85 5 1,495.97 65 SINGLE OFFICE BLDGS TO 3 STO 71.50 0.82 58.63 C 341,191.16 352,874.97 11,683.81 702 16.64 66 SMALL OFFICE CENTER 71.50 0.82 58.63 C 46,038.42 50,330.75 4,292.33 19 225.91 67 OFFICE COMPLEX 71.50 0.82 58.63 C 790.02 863.68 73.66 1 73.66 68 HIGH RISE OFFICE 71.50 0.82 58.63 C 64,976.92 71,034.88 6,057.96 15 403.86 69 CONVERTED RESIDENCE TO OFF 71.50 0.82 58.63 C 6,582.21 6,885.62 303.41 75 4.05 71 PARKING GARAGE 71.50 0.17 12.16 C 16,093.66 3,647.56 (12,446.10) 6 (2,074.35) 72 PAVED PARKING LOT 71.50 0.17 12.16 C 251.90 43.48 (208.42) 134 (1.56) 73 RECREATION 71.50 1.44 102.96 C 3,132.51 6,013.89 2,881.38 9 320.15 74 RECREATION VEHICLE PARK 71.50 0.27 19.31 C 372.39 134.05 (238.34) 2 (119.17) 76 RESTAURANT -TAKE OUT 71.50 3.00 214.50 C 11,310.28 43,731.19 32,420.91 121 267.94 77 RESTAURANT -COFFEE SHOP 71.50 6.00 429.00 C 26,443.14 210,901.98 184,458.84 183 1,007.97 78 RESTAURANT -DINNER HOUSE 71.50 6.00 429.00 C 40,094.48 320,730.70 280,636.22 136 2,063.50 79 RESTAURANT -CONVERSION FR 71.50 6.00 429.00 C 402.26 3,217.93 2,815.67 3 938.56 81 PRE-SCHOOLS, NURSERY OR CA 71.50 0.82 58.63 C 11,839.03 12,934.42 1,095.39 60 18.26 82 PRIVATE SCHOOLS 71.50 0.82 58.63 C 6,721.54 7,347.98 626.44 23 27.24 83 AUTOMOTIVE SERVICE STATION 71.50 0.41 29.32 C 14,865.85 7,831.74 (7,034.11) 194 (36.26) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONV 71.50 0.41 29.32 C 1,870.97 1,010.96 (860.01) 24 (35.83) 88 CONVENIENCE SHOPPING CENTE 71.50 1.51 107.97 C 171,138.20 344,527.87 173,389.67 190 912.58 89 NEIGHBORHOOD SHOPPING GEN 71.50 0.53 37.90 C 281,970.24 201,377.16 (80,593.08) 221 (364.67) 90 COMMUNITY SHOPPING CENTER 71.50 0.53 37.90 C 142,485.55 100,680.57 (41,804.98) 62 (674.27) 91 REGIONAL SHOPPING CENTER 71.50 1.38 98.67 C 114,053.59 209,839.12 95,785.53 19 5,041.34 92 SKATING RINKS 71.50 1.12 80.08 C 3,905.87 5,832.23 1,926.36 3 642.12 94 DEPARTMENT STORE 71.50 0.41 29.32 C 10,372.33 5,669.70 (4,702.63) 12 (391.89) . 5/4/98 District 3 Structure Analysis Page 9 of24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 95 DISCOUNT STORE 71 .50 0.41 29.32 C 48,580.12 19,521 .21 (29,058.91) 22 (1 ,320.86) 96 UNATTACHED SINGLE STORE 71 .50 0.41 29.32 C 111,569.71 59,206.04 (52,363.67) 415 (126.18) 97 STRIP STORE 71 .50 0.41 29.32 C 217,676.80 119,185.41 (98,491 .39) 554 (177.78) 98 STORE WITH OFFICES OR LIV QT 71 .50 0.82 58 .63 C 35,097.44 37,061 .20 1,963.76 66 29.75 99 STORE W/ OFFICE UPSTAIRS 71 .50 0.82 58.63 C 3,209.95 3,509.24 299.29 7 42.76 100 DRIVE-IN THEATER 71 .50 0.10 7.15 C 460.84 61.44 (399.40) 3 (133.13) 101 UNATTACHED THEATER 71 .50 0.51 36.47 C 8,450.22 5,745.64 (2,704.58) 6 (450.76) 103 CHEMICAL TANK AND BULK STOR 71.50 1.00 71.50 C 2,209.07 2,945.16 736.09 5 147.22 104 FOOD PROCESSING PLANT 71 .50 1.00 71 .50 C 48,424.65 64,560.21 16,135.56 7 2,305.08 105 COLD STORAGE PLANT 71 .50 1.00 71.50 C 16,568.58 22,089.42 5,520.84 8 690.11 106 FACTORY 71 .50 1.00 71.50 C 198,614.52 264,794.82 66,180.30 28 2,363.58 107 LIGHT INDUSTRIAL -SINGLE 71 .50 1.00 71.50 C 439,275.55 540,474.65 101,199.10 353 286.68 108 LIGHT INDUSTRIAL -MUL Tl 71.50 1.00 71.50 C 203,814.79 267,099.12 63,284.33 232 272.78 109 RESEARCH AND DEVELOPMENT 71.50 1.00 71 .50 C 36,503.92 48,667.40 12,163.48 11 1,105.77 110 WAREHOUSE -SINGLE TENANT 71 .50 0.17 12.16 C 790,410.07 171,424.44 (618,985.63) 690 (897.08) 111 WAREHOUSE -MUL Tl TENANT 71 .50 0.17 12.16 C 212,881.99 46,818.02 (166,063.97) 314 (528.87) 112 STEEL BUILDING 71 .50 0.17 12.16 C 7,859.36 1,781.32 (6,078.04) 35 (173.66) 113 MINI-WAREHOUSE 71 .50 0.17 12.16 C 63,289.26 11,831.93 (51,457.33) 49 (1,050.15) 114 INDUSTRIAL PARK 71 .50 1.00 71.50 C 161,053.51 212,108.33 51,054.82 60 850.91 115 RECREATIONAL VEHICLE STORA 71 .50 0.17 12.16 C 0.00 0.00 0.00 6 0.00 116 TRUCK TERMINAL 71.50 0.17 12.16 C 16,551.43 3,751.31 (12,800.12) 8 (1,600.01) 118 GOVERNMENTAL USE VACANT/D 71 .50 0.82 58.63 C 24,735.59 25,645.76 910.17 2,025 0.45 119 PUBLIC UTILITY 71 .50 1.00 71.50 C 1,193.37 1,591.02 397.65 2 198.82 120 WATER MUTUAL OR COMPANY 71.50 1.00 71.50 C 1,815.37 2,420.28 604.91 39 15.51 121 PARCEL OF MINIMAL OR NO VALU 71 .50 0.00 0.00 C 0.00 0.00 0.00 233 0.00 122 SUBSURFACE PARCELS 71.50 0.00 0.00 C 0.00 0.00 0.00 65 0.00 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMPALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 71.50 0.00 0.00 C 18,357.21 0.00 (18,357.21) 128 (143.42) 888 CONVERSION-COMPOSITE PROP 71.50 1.00 71 .50 C 56,567.21 81 ,993.91 25,426.70 45 565.04 Dist 3 -Totals 20,309,955.69 20,267,543.64 (42,41 2.05L 174,831 (0.24) 5/4/98 District 5 Structure Analysis Page 10 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/I, RURAL PC 84.50 1.00 84.50 C 411.75 502.94 91.19 8 11.40 1 VACANT LAND PARCEL 84.50 0.00 0.00 p 0.00 0.00 0.00 814 0.00 2 ONE RESIDENCE 84.50 1.00 84.50 p 1,409,788.00 1,231,287.53 (178,500.48) 14,571 (12.25) 3 TWO OR MORE RESIDENCES 84.50 0.70 59.15 B 84,685.69 101,501.40 16,815.71 868 19.37 4 MISCELLANEOUS IMPROVEMENT 84.50 1.00 84.50 s 370.35 0.00 (370.35) 109 (3.40) 5 COMMON AREA PARCEL 84.50 0.00 0.00 p 0.00 0.00 0.00 23 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 84.50 0.50 42.25 s 0.00 0.00 0.00 109 0.00 8 EQUIVALENT TO VACANT 84.50 0.00 0.00 p 0.00 0.00 0.00 3 0.00 10 DUPLEX ONLY 84.50 0.70 59.15 s 222,782.67 225,243.20 2,460.53 1,946 1.26 11 TRIPLEX ONLY 84.50 0.70 59.15 s 30,626.37 31,053.75 427.38 177 2.41 12 04-UNITS ONLY 84.50 0.70 59.15 s 14,915.87 14,964.95 49.08 67 0.73 13 5 TO 16 UNITS 84.50 0.70 59.15 s 31,700.33 34,070.40 2,370.07 82 28.90 14 17 TO 25 UNITS 84.50 0.70 59.15 s 6,952.36 4,968.60 (1,983.76) 5 (396.75) 15 26-40 UNITS ONLY 84.50 0.70 59.15 s 5,805.00 5,915.00 110.00 3 36.67 16 41a99 UNITS ONLY 84.50 0.70 59.15 s 15,093.00 15,379.00 286.00 6 47.67 17 100 OR MORE UNITS 84.50 0.70 59.15 s 143,093.25 145,804.75 2,711 .50 13 208.58 18 DEVELOPED WITH A MIX OF FOR 84.50 1.00 84.50 C 76,453.84 111 ,511 .78 35,057.94 628 55.82 19 SFR WITH 1 OR 2 RENTAL UNITS 84.50 1.70 143.65 p 372.66 287.30 (85.36) 2 (42.68) 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 84.50 0.41 34.65 C 5,547.73 2,778.29 (2,769.44) 7 (395.63) 22 AUTO REPAIR SHOP 84.50 0.41 34.65 C 151 .78 76.01 (75.77) 1 (75.77) 23 AUTOMOTIVE SERVICE 84.50 0.41 34.65 C 461.14 230.94 (230.20) 3 (76.73) 24 USED CAR LOT 84.50 0.41 34.65 s 362.42 0.00 (362.42) 3 (120.81) 26 AIRPORT AND RELATED BUILDINGS 0.53 C 28 BOWLING ALLEYS 1.12 C 29 CONVENTIONAL CAR WASH 84.50 7.96 672.62 C 913.93 8,885.98 7,972.05 2 3,986.03 30 COIN OPERATED CAR WASH 84.50 1.51 127.60 C 991.41 1,828.56 837.15 1 837.15 32 CEMETERY & RELATED BUILDING 84.50 1.01 85.35 C 0.00 0.00 0.00 2 0.00 33 CHURCH BUILDINGS 84.50 0.20 16.90 C 6,506.62 728.83 (5,777.79) 16 (361.11) 34 DORMITORY 0.97 C 35 ENTERTAINMENT CENTER 84.50 1.44 121 .68 C 1,918.90 3,375.16 1,456.26 2 728.13 36 FINANCIAL BUILDINGS 84.50 0.41 34.65 C 8,809.53 4,411.80 (4,397.73) 17 (258.69) 37 FRATERNAL BUILDINGS 84.50 0.51 43.10 C 1,291.92 804.80 (487.12) 3 (162.37) 38 FUNERAL HOME 1.01 C 39 GOLF COURSE 84.50 0.41 34.65 C 6,091.90 3,050.80 (3,041 .10) 28 (108.61) 40 HEALTH CLUB 84.50 0.29 24.51 C 0.00 0.00 0.00 1 0.00 42 HOSPITAL 84.50 0.97 81 .97 C 91 .38 108.28 16.90 1 16.90 43 HOTEL 84.50 0.97 81.97 C 15,268.63 18,090.41 2,821 .78 5 564.36 5/4/98 District 5 Structure Analysis Page 11 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 44 LUMBER/CONSTR MATL YARD 0.17 C 45 MARINAS 84.50 0.53 44.79 C 3,474.83 2,249.51 (1,225.32) 8 (153.17) 47 SUPERMARKET 84.50 1.51 127.60 C 1,701.75 3,138.71 1,436.96 3 478.99 48 CONVENIENCE MARKET 84.50 1.51 127.60 C 507.22 935.53 428.31 3 142.77 50 SINGLE MEDICAL BLDGS TO 3 ST 84.50 1.24 104.78 C 1,071.03 1,622.20 551.17 2 275.59 51 SMALL MEDICAL CENTER 1.24 C 52 MEDICAL CENTER COMPLEX 1.24 C 53 HIGH RISE MEDICAL 84.50 1.24 104.78 C 5,640.66 8,543.34 2,902.68 2 1,451.34 54 CONVERTED RESIDENCE TO MEDICAL 1.24 C 55 MOBILE HOME PARK 84.50 0.50 42.25 s 39,183.75 28,518.75 (10,665.00) 6 (1,777.50) 56 MOTELS AND MOTOR HOTELS 84.50 0.97 81 .97 C 4,771 .52 5,653.37 881.85 8 110.23 57 MOTORCYCLE/SMALL VEHICLE BLDG 0.41 C 58 NURSERIES (PLANTS) 84.50 0.10 8.45 C 110.68 13.52 (97.16) 1 (97.16) 60 NURSING HOME 1.02 C 61 CONVALESCENT HOSPITALS 1.02 C 62 CONVERTED RES USED AS NURSING 1.02 C 63 LOW RISE RETIREMENT BUILDING 0.97 C 64 HIGH RISE RETIREMENT BUILDING 0.97 C 65 SINGLE OFFICE BLDGS TO 3 STO 84.50 0.82 69.29 C 69,945.87 68,423.39 (1,522.48) 159 (9.58) 66 SMALL OFFICE CENTER 84.50 0.82 69.29 C 47,923.64 47,999.89 76.25 12 6.35 67 OFFICE COMPLEX 84.50 0.82 69.29 C 1,216.39 1,218.33 1.94 1 1.94 68 HIGH RISE OFFICE 84.50 0.82 69.29 C 21,373.89 20,373.96 (999.93) 6 (166.65) 69 CONVERTED RESIDENCE TO OFF 84.50 0.82 69.29 C 395.63 373.47 (22.16) 5 (4.43) 71 PARKING GARAGE 84.50 0.17 14.37 C 695.25 144.37 (550.88) 2 (275.44) 72 PAVED PARKING LOT 84.50 0.17 14.37 C 2,173.15 451.25 (1,721.90) 56 (30.75) 73 RECREATION 84.50 1.44 121 .68 C 1,758.06 3,092.25 1,334.19 5 266.84 74 RECREATION VEHICLE PARK 84.50 0.27 22.82 C 1,862.80 614.34 (1,248.46) 2 (624.23) 76 RESTAURANT-TAKE OUT 84.50 3.00 253.50 C 566.92 2,058.42 1,491 .50 5 298.30 77 RESTAURANT -COFFEE SHOP 84.50 6.00 507.00 C 2,454.99 17,992.42 15,537.43 15 1,035.83 78 RESTAURANT -DINNER HOUSE 84.50 6.00 507.00 C 20,754.51 152,105.58 131,351 .07 56 2,345.55 79 RESTAURANT-CONVERSION FROM SFR 6.00 C 81 PRE-SCHOOLS, NURSERY OR CA 84.50 0.82 69.29 C 287.65 288.11 0.46 1 0.46 82 PRIVATE SCHOOLS 84.50 0.82 69.29 C 3,410.02 3,415.44 5.42 2 2.71 83 AUTOMOTIVE SERVICE STATION 84.50 0.41 34.65 C 1,159.56 546.91 (612.65) 14 (43.76) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONVIENCE 0.41 C 88 CONVENIENCE SHOPPING CENTE 84.50 1.51 127.60 C 5,914.11 10,907.97 4,993.86 4 1,248.46 89 NEIGHBORHOOD SHOPPING GEN 84.50 0.53 44.79 C 19,324.63 12,510.20 (6,814.43) 12 (567.87) 5/4/98 District 5 Structure Analysis Page 12 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 90 COMMUNITY SHOPPING CENTER 0.53 C 91 REGIONAL SHOPPING CENTER 84.50 1.38 116.61 C 32,429.56 54,663.39 22,233.83 5 4,446.77 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 0.41 C 95 DISCOUNT STORE 0.41 C 96 UNATTACHED SINGLE STORE 84.50 0.41 34.65 C 25,103.38 12,498.77 (12,604.61) 122 (103.32) 97 STRIP STORE 84.50 0.41 34.65 C 7,034.10 3,505.62 (3,528.48) 28 (126.02) 98 STORE WITH OFFICES OR LIV QT 84.50 0.82 69.29 C 38,728.56 38,730.13 1.57 114 0.01 99 STORE W/ OFFICE UPSTAIRS 84.50 0.82 69.29 C 488.27 489.05 0.78 1 0.78 100 DRIVE-IN THEATER 0.10 C 101 UNATTACHED THEATER 84.50 0.51 43.10 C 1,007.39 627.55 (379.84) 3 (126.61) 103 CHEMICAL TANK AND BULK STORAGE 1.00 C 104 FOOD PROCESSING PLANT 1.00 C 105 COLD STORAGE PLANT 1.00 C 106 FACTORY 1.00 C 107 LIGHT INDUSTRIAL -SINGLE 84.50 1.00 84.50 C 1,085.82 1,326.31 240.49 7 34.36 108 LIGHT INDUSTRIAL -MUL Tl 1.00 C 109 RESEARCH AND DEVELOPMENT 1.00 C 110 WAREHOUSE -SINGLE TENANT 84.50 0.17 14.37 C 922.57 191.57 (731.00) 2 (365.50) 111 WAREHOUSE -MUL Tl TENANT 0.17 C 112 STEEL BUILDING 0.17 C 113 MINI-WAREHOUSE 0.17 C 114 INDUSTRIAL PARK 1.00 C 115 RECREATIONAL VEHICLE STORAGE 0.17 C 116 TRUCK TERMINAL 0.17 C 118 GOVERNMENTAL USE VACANT/O 84.50 0.82 69.29 C 17,038.50 17,065.64 27.14 301 0.09 119 PUBLIC UTILITY 1.00 C 120 WATER MUTUAL OR COMPANY 84.50 1.00 84.50 C 0.00 0.00 0.00 1 0.00 121 PARCEL OF MINIMAL OR NO VALU 84.50 0.00 0.00 C 0.00 0.00 0.00 82 0.00 122 SUBSURFACE PARCELS 84.50 0.00 0.00 C 206.91 0.00 (206.91) 48 (4.31) 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 84.50 0.00 0.00 C 1,751 .36 0.00 (1,751 .36) 15 (116.76) 888 CONVERSION-COMPOSITE PROP 84.50 1.00 84.50 C 41,085.68 50,184.21 9,098.53 17 535.21 Dist 5 -Totals 2,516,019.04 2,539,333.92 23,314.88 20,662 1.13 5/4/98 District 6 Structure Analysis Page 13 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner {Decrease) Parcels Change/Parcel 0 CONVERSION-C/1, RURAL PC 71.00 1.00 71 .00 C 3,719.45 4,735.20 1,015.75 12 84.65 1 VACANT LAND PARCEL 71.00 0.00 0.00 p 0.00 0.00 0.00 232 0.00 2 ONE RESIDENCE 71.00 1.00 71.00 p 1,495,303.11 1,361,109.05 (134,194.06) 19,171 (7.00) 3 TWO OR MORE RESIDENCES 71.00 0.70 49.70 B 71,073.95 88,615.10 17,541.15 740 23.70 4 MISCELLANEOUS IMPROVEMENT 71.00 1.00 71 .00 s 717.58 71.00 (646.58) 70 (9.24) 5 COMMON AREA PARCEL 71.00 0.00 0.00 p 0.00 0.00 0.00 14 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 71 .00 0.50 35.50 s 0.00 0.00 0.00 442 0.00 8 EQUIVALENT TO VACANT 71.00 0.00 0.00 p 0.00 0.00 0.00 1 0.00 10 DUPLEX ONLY 71.00 0.70 49.70 s 31,545.36 33,050.50 1,505.14 332 4.53 11 TRIPLEX ONLY 71.00 0.70 49.70 s 52,526.17 55,614.30 3,088.13 368 8.39 12 04-UNITS ONLY 71.00 0.70 49.70 s 92,027.60 97,262.90 5,235.30 500 10.47 13 5 TO 16 UNITS 71.00 0.70 49.70 s 123,025.84 127,579.90 4,554.06 288 15.81 14 17 TO 25 UNITS 71.00 0.70 49.70 s 54,795.49 57,950.20 3,154.71 57 55.35 15 26-40 UNITS ONLY 71.00 0.70 49.70 s 40,575.60 43,089.90 2,514.30 29 86.70 16 41-99 UNITS ONLY 71 .00 0.70 49.70 s 83,116.80 88,267.20 5,150.40 30 171 .68 17 100 OR MORE UNITS 71.00 0.70 49.70 s 307,990.80 327,075.70 19,084.90 23 829.78 18 DEVELOPED WITH A MIX OF FOR 71 .00 1.00 71 .00 C 130,529.78 196,210.77 65,680.99 653 100.58 19 SFR WITH 1 OR 2 RENTAL UNITS 71 .00 1.70 120.70 p 448.48 482.80 34.32 4 8.58 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 71.00 0.41 29.11 C 19,885.22 10,379.43 (9,505.79) 25 (380.23) 22 AUTO REPAIR SHOP 71.00 0.41 29.11 C 13,756.80 7,154.22 (6,602.58) 63 (104.80) 23 AUTOMOTIVE SERVICE 71.00 0.41 29.11 C 5,192.74 2,696.52 (2,496.22) 30 (83.21) 24 USED CAR LOT 71.00 0.41 29.11 s 229.21 0.00 (229.21) 6 (38 .20) 26 AIRPORT AND RELATED BUILDINGS 0.53 C 28 BOWLING ALLEYS 1.12 C 29 CONVENTIONAL CAR WASH 71.00 7.96 565.16 C 388.81 3,669.02 3,280.21 6 546.70 30 COIN OPERATED CAR WASH 71.00 1.51 107.21 C 306.72 589.66 282.94 4 70.73 32 CEMETERY & RELATED BUILDING 71.00 1.01 71 .71 C 0.00 0.00 0.00 1 0.00 33 CHURCH BUILDINGS 71 .00 0.20 14.20 C 10,996.60 2,798.47 (8,198.14) 44 (186.32) 34 DORMITORY 71.00 0.97 68.87 C 269.31 332.57 63,26 1 63.26 35 ENTERTAINMENT CENTER 71.00 1.44 102.24 C 453.96 832.23 378.27 1 378.27 36 FINANCIAL BUILDINGS 71.00 0.41 29.11 C 10,912.76 5,696.13 (5,216.63) 24 (217.36) 37 FRATERNAL BUILDINGS 71.00 0.51 36.21 C 731.96 475.26 (256.70) 4 (64.18) 38 FUNERAL HOME 71.00 1.01 71.71 C 582.89 749.51 166.62 2 83.31 39 GOLF COURSE 71.00 0.41 29.11 C 2,792.16 1,457.42 (1,334.74) 12 (111 .23) 40 HEALTH CLUB 0.29 C 42 HOSPITAL 71 .00 0.97 68.87 C 6,194.03 7,648.98 1,454.95 3 484.98 43 HOTEL 0.97 C 5/4/98 District 6 Structure Analysis Page 14 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 44 LUMBER/CONSTR MATL YARD 0.17 C 45 MARINAS 0.53 C 47 SUPERMARKET 71.00 1.51 107.21 C 5,608.82 10,739.33 5,130.51 6 855.09 48 CONVENIENCE MARKET 71.00 1.51 107.21 C 1,435.58 2,759.80 1,324.22 8 165.53 50 SINGLE MEDICAL BLDGS TO 3 ST 71.00 1.24 88.04 C 20,431 .15 32,025.08 11,593.93 67 173.04 51 SMALL MEDICAL CENTER 71.00 1.24 88.04 C 974.13 1,537.79 563.66 1 563.66 52 MEDICAL CENTER COMPLEX 1.24 C 53 HIGH RISE MEDICAL 71 .00 1.24 88.04 C 3,622.26 5,718.20 2,095.94 1 2,095.94 54 CONVERTED RESIDENCE TO MEDICAL 1.24 C 55 MOBILE HOME PARK 71.00 0.50 35.50 s 62,868.18 47,463.50 (15,404.68) 32 (481.40) 56 MOTELS AND MOTOR HOTELS 71.00 0.97 68.87 C 34,767.72 42,934.59 8,166.87 32 255.21 57 MOTORCYCLE/SMALL VEHICLE B 71.00 0.41 29.11 C 325.69 170.00 (155.69) 3 (51.90) 58 NURSERIES (PLANTS) 71.00 0.10 7.10 C 1,453.56 183.80 (1,269.76) 8 (158.72) 60 NURSING HOME 71.00 1.02 72.42 C 5,892.47 7,651.68 1,759.21 4 439.80 61 CONVALESCENT HOSPITALS 71.00 1.02 72.42 C 11,378.70 14,775.85 3,397.15 9 377.46 62 CONVERTED RES USED AS NURS 71.00 1.02 72.42 C 278.93 408.74 129.81 2 64.90 63 LOW RISE RETIREMENT BUILDING 0.97 C 64 HIGH RISE RETIREMENT BUILDIN 71.00 0.97 68.87 C 13,625.83 16,826.46 3,200.63 2 1,600.31 65 SINGLE OFFICE BLDGS TO 3 STO 71 .00 0.82 58.22 C 86,844.64 76,898.26 (9,946.38) 121 (82.20) 66 SMALL OFFICE CENTER 71 .00 0.82 58.22 C 1,740.85 1,817.34 76.49 2 38.24 67 OFFICE COMPLEX 71 .00 0.82 58.22 C 1,383.20 1,443.97 60.77 1 60.77 68 HIGH RISE OFFICE 71 .00 0.82 58.22 C 2,334.92 2,437.50 102.58 1 102.58 69 CONVERTED RESIDENCE TO OFF 71.00 0.82 58.22 C 477.93 467.33 (10.60) 8 (1.32) 71 PARKING GARAGE 71.00 0.17 12.07 C 86.16 18.65 (67.51) 1 (67.51) 72 PAVED PARKING LOT 71.00 0.17 12.07 C 0.00 0.00 0.00 25 0.00 73 RECREATION 71.00 1.44 102.24 C 1,481.24 2,715.49 1,234.25 3 411.42 74 RECREATION VEHICLE PARK 0.27 C 76 RESTAURANT -TAKE OUT 71.00 3.00 213.00 C 1,387.62 5,026.37 3,638.75 17 214.04 77 RESTAURANT -COFFEE SHOP 71 .00 6.00 426.00 C 4,698.09 35,608.91 30,910.82 30 1,030.36 78 RESTAURANT-DINNER HOUSE 71 .00 6.00 426.00 C 5,196.99 39,698.09 34,501 .10 21 1,642.91 79 RESTAURANT-CONVERSION FROM SFR 6.00 C 81 PRE-SCHOOLS, NURSERY OR CA 71.00 0.82 58.22 C 2,004.65 2,092.78 88.13 13 6.78 82 PRIVATE SCHOOLS 71 .00 0.82 58.22 C 15,255.03 15,891.44 636.41 6 106.07 83 AUTOMOTIVE SERVICE STATION 71.00 0.41 29.11 C 2,983.17 1,506.44 (1,476.73) 28 (52.74) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONV 71.00 0.41 29.11 C 90.57 47.27 (43.30) 3 (14.43) 88 CONVENIENCE SHOPPING CENTE 71 .00 1.51 107.21 C 10,338.62 19,874.70 9,536.08 16 596.00 89 NEIGHBORHOOD SHOPPING CEN 71 .00 0.53 37.63 C 43,037.78 29,039.18 (13,998.60) 29 (482.71) 5/4/98 District 6 Structure Analysis Page 15 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 90 COMMUNITY SHOPPING CENTER 71.00 0.53 37.63 C 25,083.29 16,924.62 (8,158.67) 15 (543.91) 91 REGIONAL SHOPPING CENTER 1.38 C 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 0.41 C 95 DISCOUNT STORE 71.00 0.41 29.11 C 6,907.28 3,605.36 (3,301.92) 3 (1,100.64) 96 UNATTACHED SINGLE STORE 71.00 0.41 29.11 C 31,030.33 16,151.42 (14,878.91) 120 (123.99) 97 STRIP STORE 71 .00 0.41 29.11 C 35,515.26 18,537.95 (16,977.31) 83 (204.55) 98 STORE WITH OFFICES OR LIV QT 71.00 0.82 58 .22 C 8,293.54 8,658.01 364.47 26 14.02 99 STORE W/ OFFICE UPSTAIRS 71 .00 0.82 58.22 C 1,087.51 1,135.29 47.78 1 47.78 100 DRIVE-IN THEATER 0.10 C 101 UNATTACHED THEATER 71 .00 0.51 36.21 C 1,167.87 758.27 (409.60) 2 (204.80) 103 CHEMICAL TANK AND BULK STORAGE 1.00 C 104 FOOD PROCESSING PLANT 1.00 C 105 COLD STORAGE PLANT 1.00 C 106 FACTORY 71 .00 1.00 71 .00 C 11 ,323.18 11,522.95 199.76 5 39.95 107 LIGHT INDUSTRIAL -SINGLE 71.00 1.00 71.00 C 60,728.13 76,000.81 15,272.68 106 144.08 108 LIGHT INDUSTRIAL -MUL Tl 71 .00 1.00 71 .00 C 94,086.04 118,722.37 24,636.33 103 239.19 109 RESEARCH AND DEVELOPMENT 71 .00 1.00 71 .00 C 0.00 0.00 0.00 1 0.00 110 WAREHOUSE -SINGLE TENANT 71.00 0.17 12.07 C 25,935.48 5,609.17 (20,326.31) 68 (298.92) 111 WAREHOUSE -MUL Tl TENANT 71 .00 0.17 12.07 C 33,740.47 7,286.19 (26,454.28) 141 (187.62) 112 STEEL BUILDING 71 .00 0.17 12.07 C 808.87 175.06 (633.81) 4 (158.45) 113 MINI-WAREHOUSE 71 .00 0.17 12.07 C 16,251.65 3,517.27 (12,734.38) 15 (848.96) 114 INDUSTRIAL PARK 71 .00 1.00 71 .00 C 39,435.87 43,628.93 4,193.06 11 381.19 115 RECREATIONAL VEHICLE STORAGE 0.17 C 116 TRUCK TERMINAL 0.17 C 118 GOVERNMENTAL USE VACANT/D 71 .00 0.82 58 .22 C 26,136.39 26,721 .99 585.60 242 2.42 119 PUBLIC UTILITY 71 .00 1.00 71.00 C 0.00 0.00 0.00 1 0.00 120 WATER MUTUAL OR COMPANY 71 .00 1.00 71.00 C 1,019.47 1,297.88 278.41 2 139.21 121 PARCEL OF MINIMAL OR NO VALU 71 .00 0.00 0.00 C 0.00 0.00 0.00 54 0.00 122 SUBSURFACE PARCELS 71.00 0.00 0.00 C 0.00 0.00 0.00 1 0.00 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 71 .00 0.00 0.00 C 1,923.11 0.00 (1 ,923.11) 9 (213.68) 888 CONVERSION-COMPOSITE PROP 71 .00 1.00 71 .00 C 0.00 0.00 0.00 1 0.00 Dist 6 -Totals 3,322,567.40 3,303,626.04 (18 ,941.36) 24,706 (0.77) 5/4/98 District 7 Structure Analysis Page 16 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-GIi, RURAL PC 51.25 1.00 51.25 C 5,979.15 7,791.33 1,812.18 16 113.26 1 VACANT LAND PARCEL 51.25 0.00 0.00 p 0.00 0.00 0.00 852 0.00 2 ONE RESIDENCE 51.25 1.00 51.25 p 1,863,083.81 1,736,055.31 (127,028.50) 33,874 (3.75) 3 TWO OR MORE RESIDENCES 51.25 0.70 35.88 B 12,437.54 17,722.25 5,284.71 228 23.18 4 MISCELLANEOUS IMPROVEMENT 51.25 1.00 51.25 s 11,612.44 0.00 (11,612.44) 144 (80.64) 5 COMMON AREA PARCEL 51.25 0.00 0.00 p 0.00 0.00 0.00 33 0.00 6 "HOLD" PARCEL 51.25 0.00 0.00 p 0.00 0.00 0.00 1 0.00 7 MOBILEHOME 51.25 0.50 25.63 s 0.00 0.00 0.00 608 0.00 8 EQUIVALENT TO VACANT 0.00 p 10 DUPLEX ONLY 51.25 0.70 35.88 s 17,869.07 19,300.75 1,431.68 274 5.23 11 TRIPLEX ONLY 51.25 0.70 35.88 s 8,173.00 8,825.25 652.25 84 7.76 12 04-UNITS ONLY 51.25 0.70 35.88 s 56,628.00 61,561.50 4,933.50 430 11.47 13 5 TO 16 UNITS 51.25 0.70 35.88 s 37,680.64 42,655.38 4,974.74 109 45.64 14 17 TO 25 UNITS 51.25 0.70 35.88 s 12,654.53 13,058.50 403.97 19 21.26 15 26-40 UNITS ONLY 51.25 0.70 35.88 s 28,611.00 31,103.63 2,492.63 27 92.32 16 41-99 UNITS ONLY 51.25 0.70 35.88 s 140,415.00 152,648.13 12,233.13 62 197.31 17 100 OR MORE UNITS 51.25 0.70 35.88 s 269,841.00 297,224.38 27,383.38 62 441.67 18 DEVELOPED WITH A MIX OF FOR 51.25 1.00 51.25 C 94,303.17 133,858.29 39,555.12 173 228.64 19 SFR WITH 1 OR 2 RENTAL UNITS 1.70 p 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 51.25 0.41 21.01 C 3,148.94 1,682.37 (1,466.57) 5 (293.31) 22 AUTO REPAIR SHOP 51.25 0.41 21.01 C 1,166.60 621.70 (544.90) 7 (77.84) 23 AUTOMOTIVE SERVICE 51.25 0.41 21.01 C 2,796.08 1,493.86 (1,302.22) 19 (68.54) 24 USED CAR LOT 0.41 s 26 AIRPORT AND RELATED BUILDIN 51.25 0.53 27.16 C 1,109.10 765.98 (343.12) 3 (114.37) 28 BOWLING ALLEYS 51.25 1.12 57.40 C 1,548.50 2,259.95 711.45 1 711.45 29 CONVENTIONAL CAR WASH 51.25 7.96 407.95 C 1,367.53 14,185.24 12,817.71 12 1,068.14 J 30 COIN OPERATED CAR WASH 51.25 1.51 77.39 C 190.07 374.01 183.94 2 91.97 32 CEMETERY & RELATED BUILDING 51.25 1.01 51.76 C 5,173.73 6,809.20 1,635.47 14 116.82 33 CHURCH BUILDINGS 51.25 0.20 10.25 C 17,228.36 4,490.00 (12,738.36) 47 (271.03) 34 DORMITORY 0.97 C 35 ENTERTAINMENT CENTER 1.44 C 36 FINANCIAL BUILDINGS 51.25 0.41 21.01 C 12,579.97 6,705.99 (5,873.98) 38 (154.58) 37 FRATERNAL BUILDINGS 51.25 0.51 26.14 C 1,998.78 1,328.33 (670.45) 5 (134.09) 38 FUNERAL HOME 51.25 1.01 51.76 C 484.81 638.08 153.27 2 76.63 39 GOLF COURSE 51.25 0.41 21.01 C 487.76 260.60 (227.16) 6 (37.86) 40 HEALTH CLUB 51.25 0.29 14.86 C 14,399.12 5,441.32 (8,957.80) 11 (814.35) 42 HOSPITAL 51.25 0.97 49.71 C 3,547.47 4,483.97 936.50 5 187.30 43 HOTEL 51.25 0.97 49.71 C 69,848.82 88,287.86 18,439.04 17 1,084.65 5/4/98 District 7 Structure Analysis Page 17 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 44 LUMBER/CONSTR MATL YARD 0.17 C 45 MARINAS 0.53 C 47 SUPERMARKET 51.25 1.51 77.39 C 2,730.87 5,373.40 2,642.53 2 1,321.27 48 CONVENIENCE MARKET 51.25 1.51 77.39 C 642.79 1,264.82 622.03 6 103.67 50 SINGLE MEDICAL BLDGS TO 3 ST 51 .25 1.24 63.55 C 22,095.68 34,638.37 12,542.69 175 71.67 51 SMALL MEDICAL CENTER 51.25 1.24 63.55 C 7,463.40 12,059.50 4,596.10 4 1,149.03 52 MEDICAL CENTER COMPLEX 51.25 1.24 63.55 C 692.67 1,119.24 426.57 1 426.57 53 HIGH RISE MEDICAL 51 .25 1.24 63.55 C 3,202.87 5,175.26 1,972.39 3 657.46 54 CONVERTED RESIDENCE TO MED 51 .25 1.24 63.55 C 0.00 0.00 0.00 1 0.00 55 MOBILE HOME PARK 51.25 0.50 25.63 s 17,194.27 26,291 .25 9,096.98 16 568.56 56 MOTELS AND MOTOR HOTELS 51.25 0.97 49.71 C 17,384.79 21,974.17 4,589.38 15 305.96 57 MOTORCYCLE/SMALL VEHICLE BLDG 0.41 C 58 NURSERIES (PLANTS) 51.25 0.10 5.13 C 537.15 70.00 (467.15) 3 (155.72) 60 NURSING HOME 51.25 1.02 52.28 C 1,626.84 2,162.30 535.46 2 267.73 61 CONVALESCENT HOSPITALS 51.25 1.02 52.28 C 7,335.22 9,749.55 2,414.33 6 402.39 62 CONVERTED RES USED AS NURS 51.25 1.02 52.28 C 187.17 248.78 61.61 1 61.61 63 LOW RISE RETIREMENT BUILDING 0.97 C 64 HIGH RISE RETIREMENT BUILDING 0.97 C 65 SINGLE OFFICE SLOGS TO 3 STO 51.25 0.82 42.03 C 495,298.11 523,417.00 28,118.89 1,087 25.87 66 SMALL OFFICE CENTER 51.25 0.82 42.03 C 49,968.38 53,392.51 3,424.13 41 83.52 67 OFFICE COMPLEX 51 .25 0.82 42.03 C 18,897.72 20,192.68 1,294.96 6 215.83 68 HIGH RISE OFFICE 51.25 0.82 42.03 C 462,668.31 484,586.32 21,918.01 88 249.07 69 CONVERTED RESIDENCE TO OFF 51.25 0.82 42.03 C 611.65 651.93 40.28 11 3.66 71 PARKING GARAGE 51.25 0.17 8.71 C 30,843.47 6,579.85 (24,263.62) 19 (1,277.03) 72 PAVED PARKING LOT 51.25 0.17 8.71 C 0.00 0.00 0.00 61 0.00 73 RECREATION 51.25 1.44 73.80 C 374.81 703.31 328.50 4 82.13 74 RECREATION VEHICLE PARK 0.27 C 76 RESTAURANT-TAKE OUT 51.25 3.00 153.75 C 1,660.02 6,471 .18 4,811 .16 22 218.69 77 RESTAURANT-COFFEE SHOP 51 .25 6.00 307.50 C 6,002.02 46,706.48 40,704.46 43 946.62 78 RESTAURANT-DINNER HOUSE 51 .25 6.00 307.50 C 18,281.57 142,921.70 124,640.13 64 1,947.50 79 RESTAURANT-CONVERSION FROM SFR 6.00 C 81 PRE-SCHOOLS, NURSERY OR CA 51.25 0.82 42.03 C 2,007.57 2,145.17 137.60 9 15.29 82 PRIVATE SCHOOLS 51.25 0.82 42.03 C 5,889.41 6,292.99 403.58 7 57.65 83 AUTOMOTIVE SERVICE STATION 51.25 0.41 21 .01 C 2,583.50 1,351.57 (1,231.93) 55 (22.40) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONV 51.25 0.41 21.01 C 355.48 188.08 (167.40}' 6 (27.90) 88 CONVENIENCE SHOPPING CENTE 51 .25 1.51 77.39 C 32,759.79 64,460.07 31,700.28 50 634.01 89 NEIGHBORHOOD SHOPPING CEN 51 .25 0.53 27.16 C 37,661 .75 26,010.48 (11,651 .27) 49 (237.78) 5/4/98 District 7 Structure Analysis Page 18 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 90 COMMUNITY SHOPPING CENTER 51 .25 0.53 27.1 6 C 35,216.23 24,321.47 (10,894.76) 36 (302.63) 91 REGIONAL SHOPPING CENTER 51.25 1.38 70.73 C 8,422.00 15,144.84 6,722.84 1 6,722.84 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 51.25 0.41 21 .01 C 346.10 184.91 (161 .19) 1 (161.19) 95 DISCOUNT STORE 51 .25 0.41 21.01 C 1,820.89 972.84 (848.05) 4 (212.01) 96 UNATTACHED SINGLE STORE 51 .25 0.41 21.01 C 24,747.45 13,205.54 (11,541.91) 90 (128.24) 97 STRIP STORE 51.25 0.41 21.01 C 17,367.42 9,278.87 (8,088.55) 50 (161.77) 98 STORE WITH OFFICES OR LIV QT 51 .25 0.82 42.03 C 3,181.45 3,399.53 218.08 12 18.17 99 STORE W/ OFFICE UPSTAIRS 51.25 0.82 42.03 C 276.29 295.23 18.94 1 18.94 100 DRIVE-IN THEATER 0.10 C 101 UNATTACHED THEATER 51 .25 0.51 26.14 C 7,621 .62 5,065.11 (2,556.51) 9 (284.06) 103 CHEMICAL TANK AND BULK STORAGE 1.00 C 104 FOOD PROCESSING PLANT 1.00 C 105 COLD STORAGE PLANT 1.00 C 106 FACTORY 51.25 1.00 51 .25 C 32,220.01 37,743.93 5,523.92 14 394.57 107 LIGHT INDUSTRIAL -SINGLE 51.25 1.00 51.25 C 347,596.64 427,794.21 80,197.56 319 251.40 108 LIGHT INDUSTRIAL -MULTI 51.25 1.00 51 .25 C 65,065.64 83,044.68 17,979.04 68 264.40 109 RESEARCH AND DEVELOPMENT 51 .25 1.00 51 .25 C 17,237.63 22,462.00 5,224.37 11 474.94 110 WAREHOUSE -SINGLE TENANT 51 .25 0.17 8.71 C 285,136.58 61,462.74 (223,673.84) 405 (552.28) 111 WAREHOUSE -MUL Tl TENANT 51.25 0.17 8.71 C 118,073.01 23,062.96 (95,010.05) 308 (308.47) 112 STEEL BUILDING 51.25 0.17 8.71 C 2,287.60 506.76 (1,780.84) 10 (178.08) 113 MINI-WAREHOUSE 51 .25 0.17 8.71 C 9,613.95 2,129.72 (7,484.23) 13 (575.71) 114 INDUSTRIAL PARK 51.25 1.00 51.25 C 124,171.58 161,805.37 37,633.79 52 723.73 115 RECREATIONAL VEHICLE STORAGE 0.17 C 116 TRUCK TERMINAL 51 .25 0.17 8.71 C 314.64 69.70 (244.94) 1 (244.94) 118 GOVERNMENTAL USE VACANT/D 51 .25 0.82 42.03 C 47,040.45 50,301.61 3,261.16 480 6.79 119 PUBLIC UTILITY 1.00 C 120 WATER MUTUAL OR COMPANY 1.00 C 121 PARCEL OF MINIMAL OR NO VALU 51.25 0.00 0.00 C 397.78 0.00 (397.78) 136 (2.92) 122 SUBSURFACE PARCELS 0.00 C 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 51.25 0.00 0.00 C 15,586.94 0.00 (15,586.94) 24 (649.46) 888 CONVERSION-COMPOSITE PROP 51 .25 1.00 51 .25 C 83,444.77 90,192.88 6,748.11 41 164.59 Dist 7 -Totals 5,190,507.94 5,200,276.02 9,768.08 41,133 0.24 5/4/98 District 11 Structure Analysis Page 19 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/I, RURAL PC 70.00 1.00 70.00 C 2,603.72 3,641 .61 1,037.89 15 69.19 1 VACANT LAND PARCEL 70.00 0.00 0.00 p 0.00 0.00 0.00 909 0.00 2 ONE RESIDENCE 70.00 1.00 70.00 p 2,177,709.21 2,177,709.10 (0.11) 31,110 (0.00) 3 TWO OR MORE RESIDENCES 70.00 0.70 49.00 B 18,227.33 23,520.00 5,292.67 266 19.90 4 MISCELLANEOUS IMPROVEMENT 70.00 1.00 70.00 s 1,671 .95 o:oo (1,671.95) 69 (24.23) 5 COMMON AREA PARCEL 70.00 0.00 0.00 p 0.00 0.00 0.00 9 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 70.00 0.50 35.00 s 0.00 0.00 0.00 703 0.00 8 EQUIVALENT TO VACANT 0.00 p 10 DUPLEX ONLY 70.00 0.70 49.00 s 14,276.93 16,317.00 2,040.07 173 11.79 11 TRIPLEX ONLY 70.00 0.70 49.00 s 32,506.72 37,779.00 5,272.28 260 20.28 12 04-UNITS ONLY 70.00 0.70 49.00 s 152,978.00 178,360.00 25,382.00 918 27.65 13 5 TO 16 UNITS 70.00 0.70 49.00 s 76,192.85 88,102.00 11 ,909.15 257 46.34 14 17 TO 25 UNITS 70.00 0.70 49.00 s 25,948.93 27,832.00 1,883.07 31 60.74 15 26-40 UNITS ONLY 70.00 0.70 49.00 s 24,360.00 28,420.00 4,060.00 18 225.56 16 41-99 UNITS ONLY 70.00 0.70 49.00 s 46,788.00 54,586.00 7,798.00 18 433.22 17 100 OR MORE UNITS 70.00 0.70 49.00 s 153,174.00 178,703.00 25,529.00 18 1,418.28 18 DEVELOPED WITH A MIX OF FOR 70.00 1.00 70.00 C 50,888.08 69,605.76 18,717.68 325 57.59 19 SFR WITH 1 OR 2 RENTAL UNITS 70.00 1.70 119.00 p 370.39 476.00 105.61 4 26.40 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 70.00 0.41 28.70 C 3,183.71 1,825.64 (1,358.07) 7 (194.01) 22 AUTO REPAIR SHOP 70.00 0.41 28.70 C 1,409.58 808.31 (601.27) 12 (50.11) 23 AUTOMOTIVE SERVICE 70.00 0.41 28.70 C 1,094.37 627.55 (466.82) 5 (93.36) 24 USED CAR LOT 0.41 s 26 AIRPORT AND RELATED BUILDIN 70.00 0.53 37.10 C 0.00 0.00 0.00 3 0.00 28 BOWLING ALLEYS 1.12 C 29 CONVENTIONAL CAR WASH 70.00 7.96 557.20 C 207.55 2,218.21 2,010.66 2 1,005.33 30 COIN OPERATED CAR WASH 70.00 1.51 105.70 C 274.46 579.66 305.20 4 76.30 32 CEMETERY & RELATED BUILDING 70.00 1.01 70.70 C 0.00 0.00 0.00 1 0.00 33 CHURCH BUILDINGS 70.00 0.20 14.00 C 9,387.10 2,625.78 (6,761.32) 21 (321.97) 34 DORMITORY 0.97 C 35 ENTERTAINMENT CENTER 1.44 C 36 FINANCIAL BUILDINGS 70.00 0.41 28.70 C 4,938.57 2,831.94 (2,106.63) 15 (140.44) 37 FRATERNAL BUILDINGS 70.00 0.51 35.70 C 120.97 86.29 (34.68) 1 (34.68) 38 FUNERAL HOME 70.00 1.01 70.70 C 257.45 363.68 106.23 1 106.23 39 GOLF COURSE 70.00 0.41 28.70 C 0.00 0.00 0.00 11 0.00 40 HEALTH CLUB 70.00 0.29 20.30 C 612.41 248.39 (364.02) 2 (182.01) 42 HOSPITAL 0.97 C 43 HOTEL 70.00 0.97 67.90 C 17,781.01 24,122.49 6,341.48 2 3,170.74 5/4/98 District 11 Structure Analysis Page 20 of24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 44 LUMBER/CONSTR MATL YARD 0.17 C 45 MARINAS 70.00 0.53 37.10 C 439.23 316.43 (122.80) 5 (24.56) 47 SUPERMARKET 70.00 1.51 105.70 C 1,669.16 3,525.10 1,855.94 2 927.97 48 CONVENIENCE MARKET 70.00 1.51 105.70 C 777.26 1,612.98 835.72 5 167.14 50 SINGLE MEDICAL BLDGS TO 3 ST 70.00 1.24 86.80 C 5,096.23 8,801.52 3,705.29 14 264.66 51 SMALL MEDICAL CENTER 70.00 1.24 86.80 C 906.70 1,572.47 665.77 1 665.77 52 MEDICAL CENTER COMPLEX 1.24 C 53 HIGH RISE MEDICAL 1.24 C 54 CONVERTED RESIDENCE TO MED 70.00 1.24 86.80 C 56.40 97.82 41.42 1 41 .42 55 MOBILE HOME PARK 70.00 0.50 35.00 s 58,402.44 41,335.00 (17,067.44) 12 (1,422.29) 56 MOTELS AND MOTOR HOTELS 70.00 0.97 67.90 C 5,910.01 8,017.84 2,107.83 9 234.20 57 MOTORCYCLE/SMALL VEHICLE BLDG 0.41 C 58 NURSERIES (PLANTS) 70.00 0.10 7.00 C 238.63 33.38 (205.25) 1 (205.25) 60 NURSING HOME 1.02 C 61 CONVALESCENT HOSPITALS 1.02 C 62 CONVERTED RES USED AS NURSING 1.02 C 63 LOW RISE RETIREMENT BUILDING 0.97 C 64 HIGH RISE RETIREMENT BUILDING 0.97 C 65 SINGLE OFFICE BLDGS TO 3 STO 70.00 0.82 57.40 C 27,621 .57 30,995.14 3,373.57 74 45.59 66 SMALL OFFICE CENTER 0.82 C 67 OFFICE COMPLEX 70.00 0.82 57.40 C 7,446.68 8,540.26 1,093.58 1 1,093.58 68 HIGH RISE OFFICE 70.00 0.82 57.40 C 4,957.74 5,685.81 728.07 2 364.04 69 CONVERTED RESIDENCE TO OFFICE 0.82 C 71 PARKING GARAGE 0.17 C 72 PAVED PARKING LOT 70.00 0.17 11 .90 C 501.19 119.17 (382.02) 14 (27.29) 73 RECREATION 70.00 1.44 100.80 C 725.57 1,461.30 735.73 2 367.86 74 RECREATION VEHICLE PARK 0.27 C 76 RESTAURANT-TAKE OUT 70.00 3.00 210.00 C 458.05 1,863.12 1,405.07 5 281 .01 77 RESTAURANT -COFFEE SHOP 70.00 6.00 420.00 C 3,098.61 25,924.08 22,825.47 30 760.85 78 RESTAURANT -DINNER HOUSE 70.00 6.00 420.00 C 5,340.17 44,813.16 39,472.99 16 2,467.06 79 RESTAURANT-CONVERSION FROM SFR 6.00 C 81 PRE-SCHOOLS, NURSERY OR CA 70.00 0.82 57.40 C 2,217.64 2,543.34 325.70 6 54.28 82 PRIVATE SCHOOLS 0.82 C 83 AUTOMOTIVE SERVICE STATION 70.00 0.41 28.70 C 2,086.66 1,149.09 (937.57) 28 (33.48) 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE STATION/CONY 70.00 0.41 28.70 C 59.50 34.12 (25.38) 1 (25.38) 88 CONVENIENCE SHOPPING CENTE 70.00 1.51 105.70 C 15,085.61 31,859.25 16,773.64 14 1,198.12 89 NEIGHBORHOOD SHOPPING CEN 70.00 0.53 37.10 C 37,962.65 28,140.20 (9,822.45) 29 (338.71) 5/4/98 District 11 Structure Analysis Page 21 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Chanqe/~arcel 90 COMMUNITY SHOPPING CENTER 70.00 0.53 37.10 C 40,687.02 30,159.67 (10,527.35) 13 (809.80) 91 REGIONAL SHOPPING CENTER 70.00 1.38 96.60 C 8,926.26 17,228.32 8,302.06 1 8,302.06 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 70.00 0.41 28.70 C 435.88 249.95 (185.93) 1 (185.93) 95 DISCOUNT STORE 70.00 0.41 28.70 C 7,531.34 2,299.87 (5,231.47) 5 (1,046.29) 96 UNATTACHED SINGLE STORE 70.00 0.41 28.70 C 7,082.65 4,040.99 (3,041.66) 27 (112.65) 97 STRIP STORE 70.00 0.41 28.70 C 26,303.30 15,081.99 (11,221.31) 60 (187.02) 98 STORE WITH OFFICES OR LIV QT 70.00 0.82 57.40 C 7,696.43 8,821.69 1,125.26 13 86.56 99 STORE W/ OFFICE UPSTAIRS 70.00 0.82 57.40 C 327.57 375.68 48.11 3 16.04 100 DRIVE-IN THEATER 0.10 C ') 101 UNATTACHED THEATER 0.51 C 103 CHEMICAL TANK AND BULK STOR 70.00 1.00 70.00 C 72.07 100.80 28.73 1 28.73 104 FOOD PROCESSING PLANT 70.00 1.00 70.00 C 4,180.76 5,847.24 1,666.48 4 416.62 105 COLD STORAGE PLANT 1.00 C 106 FACTORY 1.00 C 107 LIGHT INDUSTRIAL -SINGLE 70.00 1.00 70.00 C 49,390.99 67,813.83 18,422.84 61 302.01 108 LIGHT INDUSTRIAL -MUL Tl 70.00 1.00 70.00 C 41,481.79 52,933.16 11,451.37 44 260.26 109 RESEARCH AND DEVELOPMENT 1.00 C 110 WAREHOUSE -SINGLE TENANT 70.00 0.17 11.90 C 155,598.40 36,426.03 (119,172.37) 224 (532.02) 111 WAREHOUSE -MUL Tl TENANT 70.00 0.17 11.90 C 73,651.23 17,284.80 (56,366.43) 154 (366.02) 112 STEEL BUILDING 70.00 0.17 11.90 C 1,314.21 312.47 (1,001.74) 3 (333.91) 113 MINI-WAREHOUSE 70.00 0.17 11.90 C 3,627.85 862.57 (2,765.28) 5 (553.06) 114 INDUSTRIAL PARK 70.00 1.00 70.00 C 15,091.75 21,107.38 6,015.63 10 601.56 115 RECREATIONAL VEHICLE STORAGE 0.17 C 116 TRUCK TERMINAL 0.17 C 118 GOVERNMENTAL USE VACANT/D 70.00 0.82 57.40 C 13,311.75 13,046.91 (264.84) 487 (0.54) 119 PUBLIC UTILITY 1.00 C 120 WATER MUTUAL OR COMPANY 70.00 1.00 70.00 C 869.06 1,215.48 346.42 2 173.21 121 PARCEL OF MINIMAL OR NO VALU 70.00 0.00 0.00 C 0.00 0.00 0.00 29 0.00 122 SUBSURFACE PARCELS 70.00 0.00 0.00 C 0.00 0.00 0.00 97 0.00 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS 'EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 70.00 0.00 0.00 C 1,161.36 0.00 (1,161.36) 10 (116.14) 888 CONVERSION-COMPOSITE PROP 70.00 1.00 70.00 C 12,396.68 17,338.02 4,941.34 14 352.95 Dist 11 -Totals 3,469,159.34 3,482,376.83 13,217.49 36,730 0.36 5/4/98 District 13 Structure Analysis Page 22 of24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/I, RURAL PC 1.00 C 1 VACANT LAND PARCEL 100.00 0.00 0.00 p 0.00 0.00 0.00 887 0.00 2 ONE RESIDENCE 100.00 1.00 100.00 p 665,230.17 665,230.00 (0.17) 6,652 (0.00) 3 TWO OR MORE RESIDENCES 100.00 0.70 70.00 B 320.00 350.00 30.00 5 6.00 4 MISCELLANEOUS IMPROVEMENT 100.00 1.00 100.00 s 0.00 0.00 0.00 5 0.00 5 COMMON AREA PARCEL 100.00 0.00 0.00 p 0.00 0.00 0.00 27 0.00 6 "HOLD" PARCEL 0.00 p 7 MOBILEHOME 100.00 0.50 50.00 s 0.00 0.00 0.00 3 0.00 8 EQUIVALENT TO VACANT 0.00 p 10 DUPLEX ONLY 0.70 s 11 TRIPLEX ONLY 0.70 s 12 04-UNITS ONLY 0.70 s 13 5 TO 16 UNITS 0.70 s 14 17 TO 25 UNITS 0.70 s 15 26-40 UNITS ONLY 0.70 s 16 41-99 UNITS ONLY 100.00 0.70 70.00 s 6,240.00 7,280.00 1,040.00 2 520.00 17 100 OR MORE UNITS 100.00 0.70 70.00 s 56,520.00 65,940.00 9,420.00 3 3,140.00 18 DEVELOPED WITH A MIX OF FORM 100.00 1.00 100.00 C 100.00 83.90 (16.10) 3 (5.37) 19 SFR WITH 1 OR 2 RENTAL UNITS 1.70 p 20 AMUSEMENT PARKS 1.44 C 21 AUTOMOBILE DEALERSHIP 0.41 C 22 AUTO REPAIR SHOP 0.41 C 23 AUTOMOTIVE SERVICE 0.41 C 24 USED CAR LOT 0.41 s 26 AIRPORT AND RELATED BUILDINGS 0.53 C 28 BOWLING ALLEYS 1.12 C 29 CONVENTIONAL CAR WASH 7.96 C \ 30 COIN OPERATED CAR WASH 1.51 C --~ 32 CEMETERY & RELATED BUILDINGS100.00 1.01 101 .00 C 0.00 0.00 0.00 1 0.00 33 CHURCH BUILDINGS 100.00 0.20 20.00 C 0.00 0.00 0.00 3 0.00 34 DORMITORY 0.97 C 35 ENTERTAINMENT CENTER 1.44 C 36 FINANCIAL BUILDINGS 0.41 C 37 FRATERNAL BUILDINGS 0.51 C 38 FUNERAL HOME 1.01 C 39 GOLF COURSE 100.00 0.41 41.00 C 0.00 0.00 0.00 4 0.00 40 HEALTH CLUB 0.29 C 42 HOSPITAL 0.97 C 43 HOTEL 0.97 C 5/4/98 District 13 Structure Analysis Page 23 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/1, RURAL PC 1.00 C 44 LUMBER/CONSTR MATL YARD 0.17 C 45 MARINAS 0.53 C 47 SUPERMARKET 1.51 C 48 CONVENIENCE MARKET 1.51 C 50 SINGLE MEDICAL BLDGS TO 3 STORIES 1.24 C 51 SMALL MEDICAL CENTER 1.24 C 52 MEDICAL CENTER COMPLEX 1.24 C 53 HIGH RISE MEDICAL 1.24 C 54 CONVERTED RESIDENCE TO MEDICAL 1.24 C 55 MOBILE HOME PARK 0.50 s 56 MOTELS AND MOTOR HOTELS 0.97 C 57 MOTORCYCLE/SMALL VEHICLE BLDG 0.41 C 58 NURSERIES (PLANTS) 0.10 C 60 NURSING HOME 1.02 C 61 CONVALESCENT HOSPITALS 1.02 C 62 CONVERTED RES USED AS NURSING 1.02 C 63 LOW RISE RETIREMENT BUILDING 0.97 C 64 HIGH RISE RETIREMENT BUILDING 0.97 C 65 SINGLE OFFICE BLDGS TO 3 STOR 100.00 0.82 82.00 C 578.86 663.87 85.01 2 42.51 66 SMALL OFFICE CENTER 0.82 C 67 OFFICE COMPLEX 0.82 C 68 HIGH RISE OFFICE 0.82 C 69 CONVERTED RESIDENCE TO OFFICE 0.82 C 71 PARKING GARAGE 0.17 C 72 PAVED PARKING LOT 0.17 C 73 RECREATION 1.44 C 74 RECREATION VEHICLE PARK 0.27 C 76 RESTAURANT-TAKE OUT 3.00 C 77 RESTAURANT-COFFEE SHOP 6.00 C 78 RESTAURANT-DINNER HOUSE 6.00 C 79 RESTAURANT-CONVERSION FROM SFR 6.00 C 81 PRE-SCHOOLS, NURSERY OR CARE 0.82 C 82 PRIVATE SCHOOLS 0.82 C 83 AUTOMOTIVE SERVICE STATION 0.41 C 84 MARINE SERVICE STATION 0.41 C 85 COMBIN: SERV STN/RESTAURANT 1.00 C 86 COMBIN:SERVICE ST ATION/CONVIENCE 0.41 C 88 CONVENIENCE SHOPPING CENTE 100.00 1.51 151 .00 C 2,743.66 5,794.32 3,050.66 1 3,050.66 5/4/98 District 13 Structure Analysis Page 24 of 24 Use Desc SFR Rt Fctr New Rte Basis Old Fee New Fee Iner (Decrease) Parcels Change/Parcel 0 CONVERSION-C/1, RURAL PC 1.00 C 89 NEIGHBORHOOD SHOPPING CENT 100.00 0.53 53.00 C 8,963.52 6,644.29 (2,319.23) 3 (773.08) 90 COMMUNITY SHOPPING CENTER 100.00 0.53 53.00 C 0.00 0.00 0.00 6 0.00 91 REGIONAL SHOPPING CENTER 1.38 C 92 SKATING RINKS 1.12 C 94 DEPARTMENT STORE 0.41 C 95 DISCOUNT STORE 0.41 C 96 UNATTACHED SINGLE STORE 0.41 C 97 STRIP STORE 0.41 C 98 STORE WITH OFFICES OR LIV QTR 0.82 C 99 STORE W/ OFFICE UPSTAIRS 0.82 C 100 DRIVE-IN THEATER 0.10 C 101 UNATTACHED THEATER 0.51 C 103 CHEMICAL TANK AND BULK STORAGE 1.00 C 104 FOOD PROCESSING PLANT 1.00 C 105 COLD STORAGE PLANT 1.00 C 106 FACTORY 1.00 C 107 LIGHT INDUSTRIAL -SINGLE 1.00 C 108 LIGHT INDUSTRIAL -MUL Tl 1.00 C 109 RESEARCH AND DEVELOPMENT 100.00 1.00 100.00 C 324.89 454.40 129.51 1 129.51 110 WAREHOUSE -SINGLE TENANT 100.00 0.17 17.00 C 26,263.91 6,244.59 (20,019.32) 33 (606.65) 111 WAREHOUSE -MUL Tl TENANT 100.00 0.17 17.00 C 3,256.46 774.27 (2,482.20) 3 (827.40) 112 STEEL BUILDING 0.17 C 113 MINI-WAREHOUSE 0.17 C 114 INDUSTRIAL PARK 100.00 1.00 100.00 C 21,187.42 29,632.90 8,445.48 20 422.27 115 RECREATIONAL VEHICLE STORAGE 0.17 C 116 TRUCK TERMINAL 0.17 C j 118 GOVERNMENTAL USE VACANT/DE 100.00 0.82 82.00 C 514.80 590.40 75.60 249 0.30 __ , 119 PUBLIC UTILITY 100.00 1.00 100.00 C 0.00 0.00 0.00 2 0.00 120 WATER MUTUAL OR COMPANY 100.00 1.00 100.00 C 0.00 0.00 0.00 3 0.00 121 PARCEL OF MINIMAL OR NO VALU 100.00 0.00 0.00 C 0.00 0.00 0.00 38 0.00 122 SUBSURFACE PARCELS 100.00 0.00 0.00 C 0.00 0.00 0.00 3 0.00 124 OIUMINERAL RIGHTS 0.00 C 125 MINERAL RIGHTS EQUIPMENT 0.00 C 126 VACANT COMMON AREA-IMP ALLOC 0.00 C 201 HOME OWNERS EXEMPTION ADD'M 0.00 C 666 UNASSIGNED VACANT 100.00 0.00 0.00 C 201 .55 0.00 (201 .55) 26 (7.75) 888 CONVERSION-COMPOSITE PROP 100.00 1.00 100.00 C 0.00 0.00 0.00 1 0.00 Dist 13 -Totals 792,445.24 789,682.95 (2,762.30) 7,986 {9.35} DRAFT ORDINANCE_ WAS NOT AVAILABLE AT THE TIME OF THIS MAILING, BUT WILL BE DISTRIBUTED AT THE MEETING FAHR COMMITTEE AGENDA REPORT County Sanitation Districts of Orange County, California FROM: Gary G. Streed, Director of Finance Originator: Michael D. White, Controller Meeting Date 05/13/98 Item Number 12 SUBJECT: THIRD QUARTER FINANCIAL AND OPERATIONAL REPORT PREPARED BY STAFF FOR THE PERIOD ENDED MARCH 31, 1998 (FAHR98-44) GENERAL MANAGER'S RECOMMENDATION Staff recommends that the Committee review, approve and forward the 1997 -98 Third Quarter Financial and Operational Report to the Joint Boards. SUMMARY Attached in a separately bound document is the Districts' Third Quarter Financial and Operational Report for the period ended March 31, 1997. This report is a consolidation of both the financial and operational accomplishments of the Districts' through the third quarter of the 1997-98 fiscal year. Contained within the Mid-Year Financial Report are budget summary reviews of the Joint Operating & Working Capital Funds, the Capital Outlay Revolving Fund, individual Districts, and the self-insurance funds. Also contained within this report is the status of the divisional performance objectives and workplan milestones identified in the 1997-98 Approved Budget. As indicated within the Overview Section of this report, 71.35 percent, or $31,323,000 of the 1997-98 net joint operating budget of $43.9 million has been expended. Net costs have decreased 3.04 percent in comparison with the same period last year. The total cost per million gallons at March 31, 1998 is $450.15 based on flows of 69,582.75 million gallons. This is $41, or 8.3 percent below the revised budgeted cost per million gallons of $490.95. PROJECT/CONTRACT COST SUMMARY N/A \lradon\dala1wvp.dtallin\210\crane\FAHRIFAHR98\May\FAHR98-+l.doc Revised: 1/5198 Page 1 ToJt. Bds. Item Number BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. D This item has not been budgeted. [81 Not applicable (information item) ATTACHMENTS 1. Districts' 1997-98 Third Quarter Financial and Operational Report for the period ended March 31, 1998. MW \\radon\data1\Np.dtallinl210\crane\FAHRIFAHR98\May\FAHR96-44.doc RIMMII: 115198 Page2 J FAHR COMMITTEE: Meeting Date ToJt. Bds. 5/13/98 AGENDA REPORT Item Number Item Number 13 -County Sanitation Districts af Orange County, califomia FROM: Gary Streed, Director of Finance SUBJECT: SEWER SERVICE USER FEE REBATES & REFUNDS (FAHR98-32A) GENERAL MANAGER'S RECOMMENDATION Consider revisions to the Ordinance that defines rebates and refunds and their respective years of eligibility. This action is related to threatened litigation to be discussed in closed session. SUMMARY In November 1997, the Committee recommended an Ordinance to clarify the distinctions between rebates and refunds for sewer service user fees collected as a separate line item on the property tax bill. The Boards adopted the Ordinance and it became effective January 16, 1998. Since that time, the Committee and the Joint Boards have heard oral presentations from a corporate citizen and his lobbyists urging the Ordinance be repealed. At the February Board meeting, the General Manager was directed to meet with the citizen. No change in position or posture resulted from that meeting. Prior to the March Board meeting at which the General Manager was scheduled to report the results, new representatives from the protesting firm requested another meeting. At that meeting, the new representatives, Mr. Stephen Sheldon and Mr. Adam Probolsky, indicated that they had discussed the Ordinance with several Directors and that there seemed to be some confusion regarding it's content and impact. The representatives requested and received an opportunity to present their position as an agendized item at the April FAHR Committee meeting. The Committee voted to reconsider this issue at their May meeting. PROJECT/CONTRACT COST SUMMARY Annual sewer service user fees collected as a separate line item on the property tax bill are approximately $60 million. Reduction adjustments of $7.5 million were made in 1996-97, and of $5.6 million in the first seven months of 1997-98, prior to the adoption of the Ordinance. Approximately 75% of those adjustments would not have been made had the Ordinance been in effect limiting refunds to one year. \lradon\dala1WVp.dlallin\210'crane\FAHR\FAHR98\May\FAHR9&-32A.doc ReYised: 115198 Page 1 BUDGET IMPACT D This item has been budgeted. D This item has been budgeted, but there are insufficient funds. [8] This item has not been budgeted. D Not applicable (information item) ADDITIONAL INFORMATION Annual Sewer Service User Fees, collected as a separate line item on the property tax bill, can be adjusted in certain situations. Our Ordinance allows adjustments when there is no sewer connection, when the property use is incorrect, and when the wastewater discharge is significantly less than the norm. Because we have only used one category for all non-residential users, many users have reported wastewater discharge significantly below the average. As the Directors are aware, there were approximately 750 adjustments in 1996-97, and nearly 1,000 adjustments in the first 9 months of 1997-98. Almost all of these adjustments were for a four-year period, and the total reduction was $13.5 million. This is approximately $3.5 million per year. Only one year, as opposed to four, would have been eligible for adjustment under the new Ordinance in most of these cases . There are nearly 35,000 non-residential Sewer Service User Fee customers. Staff and the Rate Advisory Committee are recommending, and the Directors are considering, revising the non-residential fee structure to provide flow and strength based rates. This rate proposal has been processed using the Orange County Assessor's Office data base for a reasonableness check. Preliminary results, previously reported, were that nearly $3 million of additional fees would be generated, and the rates were subsequently reduced to be "revenue neutral." The original rate structure, using current rates, showed fee decreases for nearly 66% of the parcels for an annual total of $5.3 million, or an average of $250 each. If we accept the proposed fee structure as an accurate representation of the average use -for the nearly 100 property use codes in the data base, we can make certain projections. Since we have already processed annual reductions of approximately $3.5 million, there may be an additional $1.8 million ($5.3 -$3.5M) potential annual adjustment. If equally allocated to the approximately 20,000 users not yet adjusted, this would be about $100 each. Experience indicates that only those users with significant variances will apply, and the actual average adjustment would be higher. Adjustments made to date have been based upon verified actual water use. Unfortunately that information is not available to us for all users and so these gross projections are our best estimates. Attached are two schedules to provide more detail to this review. These adjustments are so-called "unfair valuation adjustments" and would be eligible for one year's rebate only under the existing Ordinance and definitions. \lradonldata1\Np.dtallin\210\crane\FAHRIFAHR98\Ma~AHR98-32A.doc: Revised: 115198 Page2 The two-page schedule labeled "Commercial Category Proposal Comparison" is a summary for all of the Districts. Page 1 shows all of the business parcels with decreasing fees, in order of total fee decreases by property use. Using the original and current rates as a basis, there are 21,896 decreases for a total of $5.3 million. Over one-half of the total dollar adjustment is in the warehouse categories. The second page includes all of the categories with increased charges. The second schedule is 25 pages long and is labeled "Non-Residential Sewer Service User Fee Reductions." This schedule is only for District No. 1 and is included for illustration only. Every parcel in the District that may experience a rate reduction from the proposed structure is included. (This data is available for other Districts if desired.) Nearly 1,200 of the 4,000 non-residential parcels in District 1 may have a fee reduction with the proposed structure. Fee reductions for non-residential users approximate 23% of the current fees. Applied to the non-residential fees for all Districts, this would be just over $4.8 million a year. This confirms the $5.3 million estimate above, allowing for different use mixes between the Districts. Maintaining the existing Ordinance and distinction between rebates and refunds will almost certainly result in a lawsuit. It may also reduce the loss of user fee revenues for prior years when users were charged on one average commercial rate. Replacing the Ordinance will allow adjustments for a four-year period in most cases. Staff estimates that the existing rate structure could result in an additional $1.8 million per year adjustment. This amount and number of these adjustments will decrease if the proposed rate structure changes are implemented to more closely match use and charges. ALTERNATIVES 1. Reaffirm the previous actions and the existing Ordinance. 2. Modify the existing Ordinance. 3. Repeal the existing Ordinance. CEQA FINDINGS NIA ATTACHMENTS 1. Commercial Category Proposal Comparison 2. Non-Residential Sewer Service User Fee Reductions, District 1 3. Ordinance No. 134, an example of each District's Ordinance GGS:lc \\radon\data1WYp.cllalllnl21DlcranelFAHRIFAHR98\Ma'f'FAHR98-32A.doc Revised: 115198 Page 3 ,) Annual Sewer Service Use Fee _,... .... 4/17/98 \ Page 1 of 2 ) Lvmmercial Category Proposal Comparison Assessor % OfSFR Current Proposed Increase or No Of Iner (Deer) Use Code Description Per 1000 sf Total Fee Total Fee (Decrease) Parcels Per Parcel 110 WAREHOUSE -SINGLE TENANT 15% $2,850,523 $580,218 ($2,270,305) 3,430 ($662) 111 WAREHOUSE -MUL Tl TENANT 15% 1,042,549 210,972 (831,577) 1,808 (460) 888 CONVERSION-COMPOSITE PROP 274,103 0 (274,103) 161 (1,703) 97 STRIP STORE 38% 481,143 255,748 (225,395) 1,199 (188) 96 UNATTACHED SINGLE STORE 38% 385,343 198,964 (186,378) 1,386 (134) 33 CHURCH BUILDINGS 18% 213,341 50,508 (162,833) 768 (212) 56 MOTELS AND MOTOR HOTELS 50% 480,259 336,015 (144,244) 396 (364) 0 CONVERSION-C/1, RURAL PC 134,984 0 (134,984) 247 (546) 113 MINI-WAREHOUSE 15% 136,637 26,337 (110,299) 138 (799) 43 HOTEL 50% 332,481 232,477 (100,004) 73 (1,370) 21 AUTOMOBILE DEALERSHIP 38% 146,333 76,724 (69,609) 216 (322) 98 STORE WITH OFFICES OR LIV QTR 38% 147,554 79,699 (67,855) 373 (182) 109 RESEARCH AND DEVELOPMENT 15% 77,440 15,156 (62,284) 32 (1,946) 118 GOVERNMENTAL USE VACANT/DEVELO 75% 488,391 426,450 (61,941) 6,692 (9) 112 STEEL BUILDING 15% 71,757 14,538 (57,219) 149 (384) 95 DISCOUNT STORE 38% 99,745 43,117 (56,628) 62 (913) 22 AUTO REPAIR SHOP 38% 115,900 61,218 (54,683) 535 (102) 71 PARKING GARAGE 15% 64,292 13,233 (51,058) 46 (1,110) 666 UNASSIGNED VACANT 47,587 0 (47,587) 490 (97) 23 AUTOMOTIVE SERVICE 38% 91,783 48,126 (43,657) 364 (120) 61 CONVALESCENT HOSPITALS 50% 134,838 94,286 (40,552) 69 (588) 42 HOSPITAL 50% 127,776 89,347 (38,429) 54 (712) 105 COLD STORAGE PLANT 15% 39,726 8,067 (31,659) 18 (1,759) 64 HIGH RISE RETIREMENT BUILDING 50% 73,100 51,165 (21,935) 13 (1,687) 83 AUTOMOTIVE SERVICE STATION 38% 39,961 20,443 (19,518) 543 (36) 63 LOW RISE RETIREMENT BUILDING 50% 61,933 43,306 (18,627) 25 (745) 94 DEPARTMENT STORE 38% 38,459 20,439 (18,020) 19 (948) 116 TRUCK TERMINAL 38% 28,244 15,010 (13,235) 24 (551) 60 NURSING HOME 50% 41,365 28,924 (12,441) 40 (311) 101 UNATTACHED THEATER 47% 30,151 19,818 (10,333) 27 (383) 24 USED CAR LOT 38% 9,037 0 (9,037) 109 (83) 39 GOLF COURSE 38% 18,683 9,929 (8,754) 132 (66) 58 NURSERIES (PLANTS) 10% 7,554 1,046 (6,508) 41 (159) 99 STORE W/ OFFICE UPSTAIRS 38% 9,212 4,896 (4,316) 20 (216) 72 PAVED PARKING LOT 15% 5,445 1,130 (4,316) 579 (7) 34 DORMITORY 50% 13,260 9,272 (3,988) 12 (332) 86 COMBIN:SERVICE STATION/CONVIENCE 38% 3,969 2,079 (1,890) 55 (34) 45 MARINAS 38% 3,914 2,074 (1 ,841) 13 (142) 74 RECREATION VEHICLE PARK 50% 3,572 2,498 (1,074) 13 (83) 100 DRIVE-IN THEATER 8% 1,032 115 (917) 10 (92) 62 CONVERTED RES USED AS NURSING 50% 2,691 1,919 (772) 15 (51) 121 PARCEL OF MINIMAL OR NO VALUE 708 0 (708) 1,117 (1) 57 MOTORCYCLE/SMALL VEHICLE BLDG 38% 1,435 864 (571) 14 (41) 122 SUBSURFACE PARCELS 207 0 (207) 351 (1) 115 RECREATIONAL VEHICLE STORAGE 15% 118 18 (99) 13 (8) 44 LUMBER/CONSTR MATL YARD 15% 0 0 0 5 0 Subtotal-Categories with Decreased Rates $8,378,536 $3,096,146 ($5,282,390) 21,896 ($241) g:\exceldta\21 O\use fee struct2.xls 11:33 AM Summary by Change 4/17/98 Annual Sewer Service Use Fee 1 Page 2 of2 Commercial Category Proposal Comparison Assessor % Of SFR Use Code Description Per 1000 sf Current Total Fee Proposed Total Fee Increase or (Decrease) No Of Parcels 124 OIUMINERAL RIGHTS O O O 3 119 PUBLIC UTILITY 75% $1,193 $1,252 $58 13 120 WATER MUTUAL OR COMPANY 75% 3,704 3,885 181 85 Iner (Deer) Per Parcel 0 $4 2 20 AMUSEMENT PARKS 130% 724 1,297 573 8 72 69 CONVERTED RESIDENCE TO OFFICE 75% 33,779 34,830 1,051 364 3 54 CONVERTED RESIDENCE TO MEDICAL 112% 2,223 3,482 1,259 24 52 32 CEMETERY & RELATED BUILDINGS 89% 5,303 6,600 1,297 52 25 38 FUNERAL HOME 89% 5,955 7,412 1,457 19 77 92 SKATING RINKS 99% 3,906 5,408 1,502 3 501 81 PRE-SCHOOL, NURSERY, CHILD CARE 75% 37,662 39,495 1,833 136 13 26 AIRPORT AND RELATED BUILDINGS 130% 2,249 4,088 1,839 7 263 103 CHEMICAL TANK AND BULK STORAGE 117% 3,227 5,280 2,053 7 293 52 MEDICAL CENTER COMPLEX 112% 4,530 7,095 2,565 7 366 67 OFFICE COMPLEX 75% 61,195 64,187 2,992 19 157 82 PRIVATE SCHOOLS 75% 77,574 81,332 3,758 75 50 28 BOWLING ALLEYS 99% 22,887 31,687 8,800 13 677 30 COIN OPERATED CAR WASH 261% 3,795 13,589 9,794 40 245 66 SMALL OFFICE CENTER 75% 213,552 223,823 10,271 134 77 68 HIGH RISE OFFICE 75% 968,765 981,942 13,178 179 74 79 RESTAURANT-CONVERT FROM SFR 880% 1,370 16,864 15,494 6 2,582 73 RECREATION 130% 20,592 37,437 16,845 39 432 48 CONVENIENCE MARKET 134% 21,331 39,797 18,467 134 138 65 SINGLE OFFICE BLDGS TO 3 STORIES 75% 1,713,789 1,732,794 19,004 3,658 5 53 HIGH RISE MEDICAL 112% 43,177 67,628 24,451 43 569 37 FRATERNAL BUILDINGS 130% 35,001 63,604 28,603 72 397 51 SMALL MEDICAL CENTER 112% 56,748 88 ,878 32,130 49 656 104 FOOD PROCESSING PLANT 117% 59,960 98,108 38,148 20 1,907 35 ENTERTAINMENT CENTER 130% 46,699 84,900 38,201 13 2,939 40 HEALTH CLUB 224% 31,925 100,007 68,082 23 2,960 47 SUPERMARKET 134% 83,864 157,119 73,255 68 1,077 36 FINANCIAL BUILDINGS 112% 131,364 205,655 74,291 309 240 76 RESTAURANT -TAKE OUT 440% 27,585 163,439 135,854 291 467 29 CONVENTIONAL CAR WASH 1015% 11,063 155,680 144,617 82 1,764 50 SINGLE MEDICAL BLDGS TO 3 STORIES 112% 267,590 415,684 148,094 883 168 91 REGIONAL SHOPPING CENTER 122% 275,292 453,803 178,511 66 2,705 55 MOBILE HOME PARK 70% 992,011 1,191,972 199,961 298 671 90 COMMUNITY SHOPPING CENTER 122% 468,358 799,069 330,710 288 1,148 106 FACTORY 117% 605,591 972,903 367,312 171 2,148 114 INDUSTRIAL PARK 117% 775,035 1,217,556 442,522 362 1,222 108 LIGHT INDUSTRIAL-MULTI TENANT 117% 912,282 1,449,755 537,474 880 611 88 CONVENIENCE SHOPPING CENTER 192% 388,562 1,042,494 653,931 462 1,415 77 RESTAURANT -COFFEE SHOP 880% 76,327 937,408 861,082 520 1,656 89 NEIGHBORHOOD SHOPPING CENTER 192% 640,951 1,729,154 1,088,203 516 2,109 107 LIGHTINDUSTRIAL-SINGLETENANT 117% 1,997,642 3,099,790 1,102,148 2,056 536 78 RESTAURANT -DINNER HOUSE 880% 143,860 1,769,770 1,625,910 460 3,535 ___ ___;_ ___ .;.._....;... __ ---''--....;.._------------ Sub tot a 1-Categories with Increased Rates $11,280,192 $19,607,953 $8,327,761 12,957 $643 Totals $19,658,728 $22,704,099 $3,045,372 34,853 $87 g:\exceldta\21 O\use fee struct2.xls 11 :33 AM Parcels decreasing: Parcels increasing: Decreased Fees% of Total Fees: Increased Fees% of Total Fees: 21,896 12,957 -27% 42% Summary by Change 4/17/98 Page 1 ot 25 Residential Sewer Service User Fee Reduct) District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 1 21 Automobile Dealers 3,370 1,791 1,579 2 21 Automobile Dealers 427 227 200 3 21 Automobile Dealers 163 86 77 4 21 Automobile Dealers 1,642 873 769 5 21 Automobile Dealers 87 46 41 6 21 Automobile Dealers 306 162 144 7 21 Automobile Dealers 288 153 135 8 21 Automobile Dealers 470 249 221 9 21 Automobile Dealers 1,315 699 616 10 21 Automobile Dealers 1,004 533 471 11 21 Automobile Dealers 1,070 569 501 12 21 Automobile Dealers 1,300 691 609 13 21 Automobile Dealers 3,596 1,093 2,503 14 21 Automobile Dealers 296 157 139 21 Total 15,334 7,329 8,005 1 22 Auto Repair Shops 97 52 45 2 22 Auto Repair Shops 149 79 70 3 22 Auto Repair Shops 76 40 36 4 22 Auto Repair Shops 527 280 247 5 22 Auto Repair Shops 585 311 274 6 22 Auto Repair Shops 425 225 200 7 22 Auto Repair Shops 168 89 79 8 22 Auto Repair Shops 382 202 180 9 22 Auto Repair Shops 124 66 58 10 22 Auto Repair Shops 65 29 36 11 22 Auto Repair Shops 150 80 70 12 22 Auto Repair Shops 130 69 61 13 22 Auto Repair Shops 167 88 79 14 22 Auto Repair Shops 65 27 38 15 22 Auto Repair Shops 183 97 86 16 22 Auto Repair Shops 111 59 52 17 22 Auto Repair Shops 406 216 190 18 22 Auto Repair Shops 154 82 72 19 22 Auto Repair Shops 290 154 136 20 22 Auto Repair Shops 198 105 93 21 22 Auto Repair Shops 65 26 39 22 22 Auto Repair Shops 74 39 35 23 22 Auto Repair Shops 288 153 135 24 22 Auto Repair Shops 291 154 137 25 22 Auto Repair Shops 488 259 229 26 22 Auto Repair Shops 65 26 39 27 22 Auto Repair Shops 289 153 136 28 22 Auto Repair Shops 271 144 127 29 22 Auto Repair Shops 365 194 171 30 22 Auto Repair Shops 217 115 102 31 22 Auto Repair Shops 165 88 77 32 22 Auto Repair Shops 184 97 87 33 22 Auto Repair Shops 313 167 146 34 22 Auto Repair Shops 120 64 56 35 22 Auto Repair Shops 839 446 393 36 22 Auto Repair Shops 300 159 141 37 22 Auto Repair Shops 228 121 107 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page Lot 2b ',n Residential Sewer Service User Fee Redur 'S District No 1 I Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 38 22 Auto Repair Shops 574 305 269 39 22 Auto Repair Shops 391 208 183 40 22 Auto Repair Shops 382 203 179 41 22 Auto Repair Shops 382 203 179 42 22 Auto Repair Shops 482 256 226 43 22 Auto Repair Shops 450 239 211 44 22 Auto Repair Shops 754 400 354 45 22 Auto Repair Shops 343 182 161 46 22 Auto Repair Shops 188 100 88 47 22 Auto Repair Shops 146 79 67 48 22 Auto Repair Shops 285 151 134 49 22 Auto Repair Shops 229 122 107 50 22 Auto Repair Shops 148 78 70 51 22 Auto Repair Shops 96 51 45 52 22 Auto Repair Shops 82 43 39 53 22 Auto Repair Shops 816 433 383 54 22 Auto Repair Shops 138 74 64 55 22 Auto Repair Shops 250 133 117 56 22 Auto Repair Shops 268 142 126 57 22 Auto Repair Shops 247 131 116 58 22 Auto Repair Shops 130 69 61 59 22 Auto Repair Shops 237 126 111 60 22 Auto Repair Shops 116 62 54 61 22 Auto Repair Shops 72 38 34 62 22 Auto Repair Shops 174 92 82 63 22 Auto Repair Shops 343 182 161 64 22 Auto Repair Shops 93 49 44 65 22 Auto Repair Shops 77 41 36 66 22 Auto Repair Shops 159 84 75 67 22 Auto Repair Shops 99 53 46 68 22 Auto Repair Shops 391 208 183 69 22 Auto Repair Shops 89 47 42 70 22 Auto Repair Shops 210 111 99 71 22 Auto Repair Shops 581 308 273 72 22 Auto Repair Shops 294 156 138 73 22 Auto Repair Shops 326 173 153 74 22 Auto Repair Shops 98 52 46 75 22 Auto Repair Shops 132 70 62 76 22 Auto Repair Shops 89 47 42 77 22 Auto Repair Shops 190 101 89 78 22 Auto Repair Shops 65 33 32 79 22 Auto Repair Shops 296 157 139 80 22 Auto Repair Shops 1,173 623 550 81 22 Auto Repair Shops 65 12 53 82 22 Auto Repair Shops 946 503 443 83 22 Auto Repair Shops 543 288 255 84 22 Auto Repair Shops 391 208 183 85 22 Auto Repair Shops 423 224 199 86 22 Auto Repair Shops 254 135 119 87 22 Auto Repair Shops 70 37 33 88 22 Auto Repair Shops 69 36 33 89 22 Auto Repair Shops 69 36 33 90 22 Auto Repair Shops 69 36 33 91 22 Auto Repair Shops 117 62 55 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 3 of 25 ~Residential Sewer Service User Fee ReductV~") District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 92 22 Auto Repair Shops 187 99 88 93 22 Auto Repair Shops 168 89 79 94 22 Auto Repair Shops 148 79 69 95 22 Auto Repair Shops 109 58 51 96 22 Auto Repair Shops 65 23 42 97 22 Auto Repair Shops 65 23 42 22 Total 24,857 13,118 11,739 1 23 Automotive Service 444 225 219 2 23 Automotive Service 222 118 104 3 23 Automotive Service 300 159 141 4 23 Automotive Service 548 291 257 5 23 Automotive Service 254 135 119 6 23 Automotive Service 708 376 332 7 23 Automotive Service 456 242 214 8 23 Automotive Service 107 57 50 9 23 Automotive Service 209 111 98 10 23 Automotive Service 214 114 100 11 23 Automotive Service 385 204 181 12 23 Automotive Service 572 304 268 13 23 Automotive Service 156 83 73 14 23 Automotive Service 319 169 150 15 23 Automotive Service 242 129 113 16 23 Automotive Service 783 416 367 17 23 Automotive Service 718 381 337 18 23 Automotive Service 158 84 74 19 23 Automotive Service 1,781 946 835 20 23 Automotive Service 232 123 109 21 23 Automotive Service 140 74 66 22 23 Automotive Service 292 155 137 23 23 Automotive Service 195 104 91 24 23 Automotive Service 149 79 70 25 23 Automotive Service 65 29 36 26 23 Automotive Service 65 35 30 27 23 Automotive Service 146 78 68 28 23 Automotive Service 293 156 137 29 23 Automotive Service 298 158 140 30 23 Automotive Service 697 48 649 31 23 Automotive Service 824 438 386 23 Total 11,972 6,021 5,951 1 24 Used Car Lot 68 36 32 2 24 Used Car Lot 65 35 30 3 24 Used Car Lot 65 21 44 4 24 Used Car Lot 65 17 48 5 24 Used Car Lot 65 6 59 6 24 Used Car Lot 630 334 296 7 24 Used Car Lot 73 39 34 8 24 Used Car Lot 1,033 490 543 24 Total 2,064 978 1,086 1 33 Church Buildings 1,297 326 971 2 33 Church Buildings 81 20 61 3 33 Church Buildings 200 50 150 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 4 of 25 in Residential Sewer Service User Fee Redur 'I:> District No 1 Original RAC Rates & Ratios Number Land Use Description Existing PrOQOSed Decrease 4 33 Church Buildings 267 67 200 5 33 Church Buildings 404 101 303 6 33 Church Buildings 385 96 289 7 33 Church Buildings 135 34 101 8 33 Church Buildings 796 121 675 9 33 Church Buildings 178 45 133 10 33 Church Buildings 482 121 361 11 33 Church Buildings 86 21 65 12 33 Church Buildings 122 30 92 13 33 Church Buildings 579 145 434 14 33 Church Buildings 321 80 241 15 33 Church Buildings 1,017 256 761 16 33 Church Buildings 87 21 66 17 33 Church Buildings 711 179 532 18 33 Church Buildings 473 119 354 19 33 Church Buildings 5,526 1,391 4,135 20 33 Church Buildings 65 8 57 21 33 Church Buildings 1,008 253 755 22 33 Church Buildings 1,747 439 1,308 23 33 Church Buildings 426 107 319 33 Total 16,393 4,030 12,363 1 42 Hospitals 122 85 37 2 42 Hospitals 2,667 1,865 802 3 42 Hospitals 7,482 5,232 2,250 42 Total 10,271 7,182 3,089 1 43 Hotels 7,062 4,939 2,123 2 43 Hotels 329 230 99 3 43 Hotels 750 524 226 4 43 Hotels 14,532 10,162 4,370 5 43 Hotels 5,080 3,553 1,527 43 Total 27,753 19,408 8,345 1 55 Mobile Home Park 65 21 44 55 Total 65 21 44 1 56 Motels & Motor Hotels 297 208 89 2 56 Motels & Motor Hotels 668 467 201 3 56 Motels & Motor Hotels 492 344 148 4 56 Motels & Motor Hotels 1,524 1,065 459 5 56 Motels & Motor Hotels 4,026 2,815 1,211 6 56 Motels & Motor Hotels 1,610 1,126 484 7 56 Motels & Motor Hotels 1,528 1,068 460 8 56 Motels & Motor Hotels 1,349 943 406 9 56 Motels & Motor Hotels 1,594 1,115 479 10 56 Motels & Motor Hotels 837 585 252 11 56 Motels & Motor Hotels 519 363 156 12 56 Motels & Motor Hotels 416 290 126 13 56 Motels & Motor Hotels 219 153 66 14 56 Motels & Motor Hotels 250 175 75 15 56 Motels & Motor Hotels 228 159 69 16 56 Motels & Motor Hotels 102 71 31 17 56 Motels & Motor Hotels 102 71 31 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/11/~8 Page 6 ot 26 ~Residential Sewer Service User Fee Reduct( ... ) District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 18 56 Motels & Motor Hotels 163 114 49 19 56 Motels & Motor Hotels 3,059 2,139 920 20 56 Motels & Motor Hotels 4,645 3,248 1,397 21 56 Motels & Motor Hotels 3,912 2,736 1,176 22 56 Motels & Motor Hotels 6,590 4,608 1,982 23 56 Motels & Motor Hotels 5,150 3,601 1,549 24 56 Motels & Motor Hotels 5,172 3,616 1,556 25 56 Motels & Motor Hotels 1,545 1,081 464 56 Total 45,997 32,161 13,836 1 58 Nurseries (Plants) 543 76 467 58 Total 543 76 467 1 61 Convalescent Hospitals 14,764 10,324 4,440 2 61 Convalescent Hospitals 757 529 228 3 61 Convalescent Hospitals 2,082 1,456 626 4 61 Convalescent Hospitals 4,780 3,343 1,437 61 Total 22,383 15,652 6,731 1 62 Conv Res Used As Nursing 215 150 65 62 Total 215 150 65 1 63 Low Rise Retirement 2,301 1,609 692 2 63 Low Rise Retirement 105 73 32 63 Total 2,406 1,682 724 1 64 High Rise Retirement 3,703 2,590 1,113 64 Total 3,703 2,590 1,113 1 71 Parking Garage 568 119 449 71 Total 568 119 449 1 72 Paved Parking Lot 1,041 218 823 2 72 Paved Parking Lot 100 21 79 72 Total 1,141 239 902 1 83 Automotive Service Stn 74 39 35 2 83 Automotive Service Stn 65 3'4 31 3 83 Automotive Service Stn 98 52 46 4 83 Automotive Service Stn 100 53 47 5 83 Automotive Service Stn 65 33 32 6 83 Automotive Service Stn 65 11 54 7 83 Automotive Service Stn 65 7 58 8 83 Automotive Service Stn 140 74 66 9 83 Automotive Service Stn 73 39 34 10 83 Automotive Service Stn 65 11 54 11 83 Automotive Service Stn 299 159 140 12 83 Automotive Service Stn 100 53 47 13 83 Automotive Service Stn 94 50 44 14 83 Automotive Service Stn 67 36 31 15 83 Automotive Service Stn 66 35 31 16 83 Automotive Service Stn 98 52 46 17 83 Automotive Service Stn 100 53 47 18 83 Automotive Service Stn 65 32 33 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 6 of 25 iln Residential Sewer Service User Fee Redu 1s District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 19 83 Automotive Service Stn 114 61 53 20 83 Automotive Service Stn 76 40 36 21 83 Automotive Service Stn 100 53 47 22 83 Automotive Service Stn 129 68 61 23 83 Automotive Service Stn 65 15 50 24 83 Automotive Service Stn 73 38 35 25 83 Automotive Service Stn 76 40 36 26 83 Automotive Service Stn 594 315 279 27 83 Automotive Service Stn 103 55 48 28 83 Automotive Service Stn 107 57 50 29 83 Automotive Service Stn 76 40 36 30 83 Automotive Service Stn 65 16 49 31 83 Automotive Service Stn 76 40 36 32 83 Automotive Service Stn 76 40 36 33 83 Automotive Service Stn 65 7 58 34 83 Automotive Service Stn 76 40 36 35 83 Automotive Service Stn 65 33 32 36 83 Automotive Service Stn 73 39 34 37 83 Automotive Service Stn 65 13 52 38 83 Automotive Service Stn 65 34 31 39 83 Automotive Service Stn 90 48 42 40 83 Automotive Service Stn 98 52 46 83 Total 4,026 1,967 2,059 1 86 214 114 100 2 86 Service Stn & Conv Store 136 72 64 86 Total 350 186 164 1 94 Department Store 2,633 1,399 1,234 2 94 Department Store 18,476 9,819 8,657 3 94 Department Store 662 352 310 94 Total 21,771 11,570 10,201 1 95 Discount Store 1,959 1,041 918 2 95 Discount Store 213 113 100 3 95 Discount Store 2,604 203 2,401 95 Total 4,776 1,357 3,419 1 96 Unattached Single Store 440 234 206 2 96 Unattached Single Store 195 103 92 3 96 Unattached Single Store 237 126 111 4 96 Unattached Single Store 286 152 134 5 96 Unattached Single Store 488 259 229 6 96 Unattached Single Store 123 65 58 7 96 Unattached Single Store 65 31 34 8 96 Unattached Single Store 89 47 42 9 96 Unattached Single Store 248 131 117 10 96 Unattached Single Store 102 54 48 11 96 Unattached Single Store 261 138 123 12 96 Unattached Single Store 261 138 123 13 96 Unattached Single Store 571 303 268 14 96 Unattached Single Store 289 153 136 15 96 Unattached Single Store 257 136 121 16 96 Unattached Single Store 35 18 17 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 7 ot 25 ~Residential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 17 96 Unattached Single Store 65 34 31 18 96 Unattached Single Store 69 36 33 19 96 Unattached Single Store 314 167 147 20 96 Unattached Single Store 182 97 85 21 96 Unattached Single Store 1,304 693 611 22 96 Unattached Single Store 67 35 32 23 96 Unattached Single Store 316 168 148 24 96 Unattached Single Store 65 15 50 25 96 Unattached Single Store 92 49 43 26 96 Unattached Single Store 148 78 70 27 96 Unattached Single Store 453 240 213 28 96 Unattached Single Store 227 121 106 29 96 Unattached Single Store 327 174 153 30 96 Unattached Single Store 120 64 56 31 96 Unattached Single Store 478 254 224 32 96 Unattached Single Store 468 249 219 33 96 Unattached Single Store 136 72 64 34 96 Unattached Single Store 400 212 188 35 96 Unattached Single Store 1,959 1,041 918 36 96 Unattached Single Store 268 142 126 37 96 Unattached Single Store 135 72 63 38 96 Unattached Single Store 120 63 57 39 96 Unattached Single Store 256 136 120 40 96 Unattached Single Store 328 174 154 41 96 Unattached Single Store 328 174 154 42 96 Unattached Single Store 149 79 70 43 96 Unattached Single Store 117 62 55 44 96 Unattached Single Store 267 142 125 45 96 Unattached Single Store 553 294 259 46 96 Unattached Single Store 101 53 48 47 96 Unattached Single Store 97 52 45 48 96 Unattached Single Store 114 60 54 49 96 Unattached Single Store 127 68 59 50 96 Unattached Single Store 97 52 45 51 96 Unattached Single Store 326 173 153 52 96 Unattached Single Store 339 180 159 53 96 Unattached Single Store 130 69 61 54 96 Unattached Single Store 339 180 159 55 96 Unattached Single St.ore 178 94 84 56 96 Unattached Single Store 65 25 40 57 96 Unattached Single Store 129 68 61 58 96 Unattached Single Store 309 164 145 59 96 Unattached Single Store 718 381 337 60 96 Unattached Single Store 80 43 37 61 96 Unattached Single Store 147 78 69 62 96 Unattached Single Store 129 68 61 63 96 Unattached Single Store 138 73 65 64 96 Unattached Single Store 112 59 53 65 96 Unattached Single Store 97 51 46 66 96 Unattached Single Store 757 402 355 67 96 Unattached Single Store 65 28 37 68 96 Unattached Single Store 188 99 89 69 96 Unattached Single Store 370 197 173 70 96 Unattached Single Store 127 68 59 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 8 OT 2b ?n Residential Sewer Service User Fee Redu' 'l'IS District No 1 I Original RAC Rates & Ratios Number Land Use Description Existing ProQosed Decrease 71 96 Unattached Single Store 128 68 60 72 96 Unattached Single Store 120 64 56 73 96 Unattached Single Store 117 62 55 74 96 Unattached Single Store 81 43 38 75 96 Unattached Single Store 459 243 216 76 96 Unattached Single Store 123 65 58 77 96 Unattached Single Store 466 247 219 78 96 Unattached Single Store 80 42 38 79 96 Unattached Single Store 290 154 136 80 96 Unattached Single Store 215 114 101 81 96 Unattached Single Store 282 149 133 82 96 Unattached Single Store 92 49 43 83 96 Unattached Single Store 336 178 158 84 96 Unattached Single Store 92 49 43 85 96 Unattached Single Store 250 133 117 86 96 Unattached Single Store 171 91 80 87 96 Unattached Single Store 292 155 137 88 96 Unattached Single Store 327 174 153 89 96 Unattached Single Store 590 313 277 90 96 Unattached Single Store 95 50 45 91 96 Unattached Single Store 187 99 88 92 96 Unattached Single Store 327 173 154 93 96 Unattached Single Store 203 108 95 94 96 Unattached Single Store 1,373 730 643 95 96 Unattached Single Store 345 183 162 96 96 Unattached Single Store 96 51 45 97 96 Unattached Single Store 248 131 117 98 96 Unattached Single Store 223 118 105 99 96 Unattached Single Store 182 97 85 100 96 Unattached Single Store 261 138 123 101 96 Unattached Single Store 276 147 129 102 96 Unattached Single Store 102 54 48 103 96 Unattached Single Store 97 52 45 104 96 Unattached Single Store 97 52 45 105 96 Unattached Single Store 206 109 97 106 96 Unattached Single Store 377 200 177 107 96 Unattached Single Store 189 100 89 108 96 Unattached Single Store 197 105 92 109 96 Unattached Single Store 305 162 143 110 96 Unattached Single Store 343 182 161 111 96 Unattached Single Store 205 109 96 112 96 Unattached Single Store 1,312 697 615 113 96 Unattached Single Store 678 360 318 114 96 Unattached Single Store 215 114 101 115 96 Unattached Single Store 205 109 96 116 96 Unattached Single Store 696 370 326 117 96 Unattached Single Store 176 93 83 118 96 Unattached Single Store 244 130 114 119 96 Unattached Single Store 228 121 107 120 96 Unattached Single Store 2,476 791 1,685 121 96 Unattached Single Store 111 59 52 122 96 Unattached Single Store 404 215 189 123 96 Unattached Single Store 136 72 64 124 96 Unattached Single Store 367 195 172 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 9 ot 25 ~-~residential Sewer Service User Fee Reducti',-.,_ District No 1 ' Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 125 96 Unattached Single Store 228 121 107 126 96 Unattached Single Store 554 294 260 127 96 Unattached Single Store 319 169 150 128 96 Unattached Single Store 138 73 65 129 96 Unattached Single Store 172 91 81 130 96 Unattached Single Store 261 138 123 131 96 Unattached Single Store 300 159 141 132 96 Unattached Single Store 284 151 133 133 96 Unattached Single Store 130 69 61 134 96 Unattached Single Store 1,059 563 496 135 96 Unattached Single Store 591 314 277 136 96 Unattached Single Store 156 83 73 137 96 Unattached Single Store 222 118 104 138 96 Unattached Single Store 146 77 69 139 96 Unattached Single Store 209 111 98 140 96 Unattached Single Store 517 274 243 141 96 Unattached Single Store 360 191 169 142 96 Unattached Single Store 543 288 255 143 96 Unattached Single Store 409 217 192 144 96 Unattached Single Store 655 348 307 145 96 Unattached Single Store 321 170 151 146 96 Unattached Single Store 172 91 81 147 96 Unattached Single Store 261 138 123 148 96 Unattached Single Store 167 88 79 149 96 Unattached Single Store 65 6 59 150 96 Unattached Single Store 163 86 77 151 96 Unattached Single Store 194 103 91 152 96 Unattached Single Store 166 88 78 153 96 Unattached Single Store 320 170 150 154 96 Unattached Single Store 450 239 211 155 96 Unattached Single Store 154 82 72 156 96 Unattached Single Store 74 39 35 157 96 Unattached Single Store 627 333 294 158 96 Unattached Single Store 425 226 199 159 96 Unattached Single Store 224 119 105 160 96 Unattached Single Store 167 88 79 161 96 Unattached Single Store 646 343 303 162 96 Unattached Single Store 66 35 31 163 96 Unattached Single Store 189 100 89 164 96 Unattached Single Store 153 81 72 165 96 Unattached Single Store 235 124 111 166 96 Unattached Single Store 388 206 182 167 96 Unattached Single Store 261 138 123 168 96 Unattached Single Store 261 138 123 169 96 Unattached Single Store 129 67 62 170 96 Unattached Single Store 67 36 31 171 96 Unattached Single Store 352 187 165 172 96 Unattached Single Store 352 187 165 173 96 Unattached Single Store 1,097 583 514 174 96 Unattached Single Store 65 29 36 175 96 Unattached Single Store 387 205 182 176 96 Unattached Single Store 252 134 118 177 96 Unattached Single Store 163 86 77 178 96 Unattached Single Store 122 64 58 disl1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 10 of 25 'ln Residential Sewer Service User Fee Redu 1s District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro1;1osed Decrease 179 96 Unattached Single Store 195 104 91 180 96 Unattached Single Store 1,166 620 546 181 96 Unattached Single Store 268 142 126 182 96 Unattached Single Store 156 83 73 183 96 Unattached Single Store 222 118 104 184 96 Unattached Single Store 1,118 594 524 185 96 Unattached Single Store 81 43 38 186 96 Unattached Single Store 390 207 183 187 96 Unattached Single Store 205 109 96 188 96 Unattached Single Store 139 73 66 189 96 Unattached Single Store 222 118 104 190 96 Unattached Single Store 300 159 141 191 96 Unattached Single Store 391 208 183 192 96 Unattached Single Store 3,037 1,614 1,423 193 96 Unattached Single Store 78 42 36 194 96 Unattached Single Store 273 145 128 195 96 Unattached Single Store 1,002 532 470 196 96 Unattached Single Store 457 243 214 197 96 Unattached Single Store 391 208 183 198 96 Unattached Single Store 522 277 245 199 96 Unattached Single Store 904 480 424 200 96 Unattached Single Store 578 307 271 201 96 Unattached Single Store 2,217 1,178 1,039 96 Total 67,330 35,141 32,189 1 97 Strip Store 329 174 155 2 97 Strip Store 326 173 153 3 97 Strip Store 799 425 374 4 97 Strip Store 123 65 58 5 97 Strip Store 177 94 83 6 97 Strip Store 112 59 53 7 97 Strip Store 311 165 146 8 97 Strip Store 428 227 201 9 97 Strip Store 219 116 103 10 97 Strip Store 309 164 145 11 97 Strip Store 186 98 88 12 97 Strip Store 65 33 32 13 97 Strip Store 762 405 357 14 97 Strip Store 526 279 247 15 97 Strip Store 238 126 112 16 97 Strip Store 258 137 121 17 97 Strip Store 183 97 86 18 97 Strip Store 266 141 125 19 97 Strip Store 313 166 147 20 97 Strip Store 768 408 360 21 97 Strip Store 685 364 321 22 97 Strip Store 793 421 372 23 97 Strip Store 275 146 129 24 97 Strip Store 301 160 141 25 97 Strip Store 1,339 711 628 26 97 Strip Store 552 293 259 27 97 Strip Store 429 228 201 28 97 Strip Store 1,100 585 515 29 97 Strip Store 118 63 55 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/1711:ltl Page 11 of 25 ~~Residential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 30 97 Strip Store 346 184 162 31 97 Strip Store 129 69 60 32 97 Strip Store 177 94 83 33 97 Strip Store 171 91 80 34 97 Strip Store 148 79 69 35 97 Strip Store 587 312 275 36 97 Strip Store 369 196 173 37 97 Strip Store 640 340 300 38 97 Strip Store 192 104 88 39 97 Strip Store 578 307 271 40 97 Strip Store 336 178 158 41 97 Strip Store 261 138 123 42 97 Strip Store 130 69 61 43 97 Strip Store 97 51 46 44 97 Strip Store 95 50 45 45 97 Strip Store 128 68 60 46 97 Strip Store 369 196 173 47 97 Strip Store 971 516 455 48 97 Strip Store 130 69 61 49 97 Strip Store 211 112 99 50 97 Strip Store 633 336 297 51 97 Strip Store 133 70 63 52 97 Strip Store 888 472 416 53 97 Strip Store 730 388 342 54 97 Strip Store 518 278 240 55 97 Strip Store 309 164 145 56 97 Strip Store 123 65 58 57 97 Strip Store 97 52 45 58 97 Strip Store 261 138 123 59 97 Strip Store 1,116 593 523 60 97 Strip Store 229 121 108 61 97 Strip Store 65 29 36 62 97 Strip Store 1,272 676 596 63 97 Strip Store 407 216 191 64 97 Strip Store 433 230 203 65 97 Strip Store 169 89 80 66 97 Strip Store 201 106 95 67 97 Strip Store 209 111 98 68 97 Strip Store 444 236 208 69 97 Strip Store 397 211 186 70 97 Strip Store 544 289 255 71 97 Strip Store 345 183 162 72 97 Strip Store 698 371 327 73 97 Strip Store 416 221 195 74 97 Strip Store 268 142 126 75 97 Strip Store 366 194 172 76 97 Strip Store 570 303 267 77 97 Strip Store 1,037 551 486 78 97 Strip Store 707 376 331 97 Total 31,940 16,957 14,983 1 98 Store w/ Office or Residence 78 41 37 2 98 Store w/ Office or Residence 136 72 64 3 98 Store w/ Office or Residence 404 214 190 dist1 RAC adj.xis old_dlstratplan 11:38AM 4t17t98 Page 12 OT :lt> )n Residential Sewer Service User Fee Redu JS District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 4 98 Store wt Office or Residence 89 47 42 5 98 Store wt Office or Residence 356 189 167 6 98 Store wt Office or Residence 349 185 164 7 98 Store wt Office or Residence 140 74 66 8 98 Store wt Office or Residence 296 157 139 9 98 Store wt Office or Residence 109 57 52 10 98 Store wt Office or Residence 251 133 118 11 98 Store wt Office or Residence 246 131 115 12 98 Store wt Office or Residence 267 142 125 13 98 Store wt Office or Residence 83 44 39 14 98 Store wt Office or Residence 120 64 56 15 98 Store wt Office or Residence 228 121 107 16 98 Store wt Office or Residence 125 66 59 17 98 Store w/ Office or Residence 102 54 48 18 98 Store wt Office or Residence 100 53 47 19 98 Store wt Office or Residence 166 88 78 20 98 Store w/ Office or Residence 140 74 66 21 98 Store w/ Office or Residence 118 62 56 22 98 Store wt Office or Residence 128 68 60 23 98 Store wt Office or Residence 332 177 155 24 98 Store w/ Office or Residence 202 107 95 25 98 Store wt Office or Residence 190 100 90 26 98 Store wt Office or Residence 209 111 98 27 98 Store w/ Office or Residence 150 80 70 28 98 Store wt Office or Residence 479 254 225 29 98 Store w/ Office or Residence 396 210 186 30 98 Store wt Office or Residence 172 91 81 31 98 Store wt Office or Residence 214 114 100 32 98 Store w/ Office or Residence 613 326 287 33 98 Store wt Office or Residence 258 137 121 34 98 Store wt Office or Residence 274 145 129 35 98 Store wt Office or Residence 192 102 90 36 98 Store wt Office or Residence 122 64 58 37 98 Store w/ Office or Residence 82 43 39 38 98 Store w/ Office or Residence 304 161 143 39 98 Store w/ Office or Residence 854 454 400 40 98 Store w/ Office or Residence 130 69 61 41 98 Store w/ Office or Residence 942 501 441 42 98 Store w/ Office or Residence 676 359 317 43 98 Store w/ Office or Residence 518 275 243 44 98 Store w/ Office or Residence 239 127 112 45 98 Store w/ Office or Residence 258 137 121 46 98 Store w/ Office or Residence 323 171 152 47 98 Store w/ Office or Residence 323 171 152 48 98 Store w/ Office or Residence 3,255 1,730 1,525 49 98 Store w/ Office or Residence 597 317 280 50 98 Store w/ Office or Residence 1,419 754 665 51 98 Store w/ Office or Residence 686 364 322 52 98 Store wt Office or Residence 587 312 275 53 98 Store wt Office or Residence 666 354 312 54 98 Store wt Office or Residence 732 389 343 55 98 Store wt Office or Residence 1,700 903 797 56 98 Store wt Office or Residence 445 236 209 57 98 Store wt Office or Residence 238 126 112 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 t-'age 1J ot ~o l"'~esidential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro12osed Decrease 58 98 Store w/ Office or Residence 203 107 96 59 98 Store w/ Office or Residence 587 312 275 60 98 Store w/ Office or Residence 163 86 77 61 98 Store w/ Office or Residence 261 138 123 62 98 Store w/ Office or Residence 313 166 147 63 98 Store w/ Office or Residence 326 173 153 64 98 Store w/ Office or Residence 979 520 459 65 98 Store w/ Office or Residence 357 189 168 66 98 Store w/ Office or Residence 1,358 722 636 67 98 Store w/ Office or Residence 777 413 364 68 98 Store w/ Office or Residence 217 115 102 69 98 Store w/ Office or Residence 652 346 306 70 98 Store w/ Office or Residence 183 97 86 71 98 Store w/ Office or Residence 210 111 99 72 98 Store w/ Office or Residence 136 72 64 73 98 Store w/ Office or Residence 1,403 745 658 74 98 Store w/ Office or Residence 1,688 897 791 98 Total 32,621 17,316 15,305 1 99 Store w/ Office 2,427 1,290 1,137 2 99 Store w/ Office 149 79 70 99 Total 2,576 1,369 1,207 1 101 454 298 156 2 101 Unattached Theater 587 386 201 101 Total 1,041 684 357 1 105 Cold Storage Facility 451 94 357 2 105 Cold Storage Facility 100 21 79 3 105 Cold Storage Facility 552 115 437 105 Total 1,103 230 873 1 109 Research& Development 603 126 477 2 109 Research& Development 11,469 2,406 9,063 109 Total 12,072 2,532 9,540 1 110 Warehouse-Single Tenant 431 90 341 2 110 Warehouse-Single Tenant 721 151 570 3 110 Warehouse-Single Tenant 682 143 539 4 110 Warehouse-Single Tenant 244 51 193 5 110 Warehouse-Single Tenant 733 153 580 6 110 Warehouse-Single Tenant 248 52 196 7 110 Warehouse-Single Tenant 349 73 276 8 110 Warehouse-Single Tenant 668 140 528 9 110 Warehouse-Single Tenant 640 134 506 10 110 Warehouse-Single Tenant 658 138 520 11 110 Warehouse-Single Tenant 658 138 520 12 110 Warehouse-Single Tenant 653 137 516 13 110 Warehouse-Single Tenant 653 137 516 14 110 Warehouse-Single Tenant 646 135 511 15 110 Warehouse-Single Tenant 646 135 511 16 110 Warehouse-Single Tenant 914 191 723 17 110 Warehouse-Single Tenant 344 72 272 18 110 Warehouse-Single Tenant 209 43 166 dist1 RAC adj.xis old_ d\stratplan 11:38AM 4/17/98 Page 14 ot 25 ~n Residential Sewer Service User Fee Redu '!5 District No 1 Original RAC Rates & Ratios Number Land Use Des-cription Existing Proposed Decrease 19 110 Warehouse-Single Tenant 594 154 440 20 110 Warehouse-Single Tenant 705 148 557 21 110 Warehouse-Single Tenant 94 19 75 22 110 Warehouse-Single Tenant 427 89 338 23 110 Warehouse-Single Tenant 1,164 244 920 24 110 Warehouse-Single Tenant 1,066 223 843 25 110 Warehouse-Single Tenant 670 140 530 26 110 Warehouse-Single Tenant 789 165 624 27 110 Warehouse-Single Tenant 391 82 309 28 110 Warehouse-Single Tenant 195 41 154 29 110 Warehouse-Single Tenant 261 55 206 30 110 Warehouse-Single Tenant 261 55 206 31 110 Warehouse-Single Tenant 657 137 520 32 110 Warehouse-Single Tenant 261 55 206 33 110 Warehouse-Single Tenant 109 23 86 34 110 Warehouse-Single Tenant 296 62 234 35 110 Warehouse-Single Tenant 457 95 362 36 110 Warehouse-Single Tenant 65 7 58 37 110 Warehouse-Single Tenant 237 49 188 38 110 Warehouse-Single Tenant 388 81 307 39 110 Warehouse-Single Tenant 195 41 154 40 110 Warehouse-Single Tenant 190 40 150 41 110 Warehouse-Single Tenant 774 162 612 42 110 Warehouse-Single Tenant 653 137 516 43 110 Warehouse-Single Tenant 391 82 309 44 110 Warehouse-Single Tenant 783 164 619 45 110 Warehouse-Single Tenant 781 163 618 46 110 Warehouse-Single Tenant 1,854 389 1,465 47 110 Warehouse-Single Tenant 2,893 606 2,287 48 110 Warehouse-Single Tenant 942 197 745 49 110 Warehouse-Single Tenant 685 143 542 50 110 Warehouse-Single Tenant 1,175 246 929 51 110 Warehouse-Single Tenant 162 33 129 52 110 Warehouse-Single Tenant 548 115 433 53 110 Warehouse-Single Tenant 731 153 578 54 110 Warehouse-Single Tenant 372 78 294 55 110 Warehouse-Single Tenant 1,126 236 890 56 110 Warehouse-Single Tenant 326 68 258 57 110 Warehouse-Single Tenant 326 68 258 58 110 Warehouse-Single Tenant 303 63 240 59 110 Warehouse-Single Tenant 326 68 258 60 110 Warehouse-Single Tenant 326 68 258 61 110 Warehouse-Single Tenant 326 68 258 62 110 Warehouse-Single Tenant 1,066 223 843 63 110 Warehouse-Single Tenant 218 45 173 64 110 Warehouse-Single Tenant 232 48 184 65 110 Warehouse-Single Tenant 1,168 245 923 66 110 Warehouse-Single Tenant 435 91 344 67 110 Warehouse-Single Tenant 517 108 409 68 110 Warehouse-Single Tenant 658 138 520 69 110 Warehouse-Single Tenant 431 90 341 70 110 Warehouse-Single Tenant 1,633 342 1,291 71 110 Warehouse-Single Tenant 691 145 546 72 110 Warehouse-Single Tenant 130 27 103 dist1 RAC adj.xis old_ dlstratplan 11:38AM 4/17/98 Page 15 ot 25 !)Residential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro!;!osed Decrease 73 110 Warehouse-Single Tenant 777 163 614 74 110 Warehouse-Single Tenant 3,673 770 2,903 75 110 Warehouse-Single Tenant 1,055 221 834 76 110 Warehouse-Single Tenant 459 96 363 77 110 Warehouse-Single Tenant 333 70 263 78 110 Warehouse-Single Tenant 1,556 326 1,230 79 110 Warehouse-Single Tenant 327 68 259 80 110 Warehouse-Single Tenant 327 68 259 81 110 Warehouse-Single Tenant 327 68 259 82 110 Warehouse-Single Tenant 327 68 259 83 110 Warehouse-Single Tenant 327 68 259 84 110 Warehouse-Single Tenant 327 68 259 85 110 Warehouse-Single Tenant 327 68 259 86 110 Warehouse-Single Tenant 327 68 259 87 110 Warehouse-Single Tenant 391 82 309 88 110 Warehouse-Single Tenant 1,306 274 1,032 89 110 Warehouse-Single Tenant 1,137 130 1,007 90 110 Warehouse-Single Tenant 2,230 467 1,763 91 110 Warehouse-Single Tenant 718 150 568 92 110 Warehouse-Single Tenant 73 15 58 93 110 Warehouse-Single Tenant 623 130 493 94 110 Warehouse-Single Tenant 1,048 219 829 95 110 Warehouse-Single Tenant 156 32 124 96 110 Warehouse-Single Tenant 646 135 511 97 110 Warehouse-Single Tenant 978 205 773 98 110 Warehouse-Single Tenant 439 92 347 99 110 Warehouse-Single Tenant 376 78 298 100 110 Warehouse-Single Tenant 343 72 271 101 110 Warehouse-Single Tenant 597 125 472 102 110 Warehouse-Single Tenant 995 208 787 103 110 Warehouse-Single Tenant 510 107 403 104 110 Warehouse-Single Tenant 446 94 352 105 110 Warehouse-Single Tenant 377 79 298 106 110 Warehouse-Single Tenant 484 101 383 107 110 Warehouse-Single Tenant 520 109 411 108 110 Warehouse-Single Tenant 1,264 265 999 109 110 Warehouse-Single Tenant 1,354 284 1,070 110 110 Warehouse-Single Tenant 936 196 740 111 110 Warehouse-Single Tenant 3,035 636 2,399 112 110 Warehouse-Single Tenant 1,594 334 1,260 113 110 Warehouse-Single Tenant 3,168 664 2,504 114 110 Warehouse-Single Tenant 2,767 580 2,187 115 110 Warehouse-Single Tenant 747 156 591 116 110 Warehouse-Single Tenant 1,651 346 1,305 117 110 Warehouse-Single Tenant 1,450 304 1,146 118 110 Warehouse-Single Tenant 711 149 562 119 110 Warehouse-Single Tenant 265 55 210 120 110 Warehouse-Single Tenant 361 75 286 121 110 Warehouse-Single Tenant 827 173 654 122 110 Warehouse-Single Tenant 809 169 640 123 110 Warehouse-Single Tenant 326 68 258 124 110 Warehouse-Single Tenant 391 82 309 125 110 Warehouse-Single Tenant 1,430 300 1,130 126 110 Warehouse-Single Tenant 1,042 218 824 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/1 / /1:lb Page 16 of 25 )n Residential Sewer Service User Fee Redu 7s District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro12osed Decrease 127 110 Warehouse-Single Tenant 323 67 256 128 110 Warehouse-Single Tenant 574 120 454 129 110 Warehouse-Single Tenant 208 43 165 130 110 Warehouse-Single Tenant 137 28 109 131 110 Warehouse-Single Tenant 227 47 180 132 110 Warehouse-Single Tenant 104 21 83 133 110 Warehouse-Single Tenant 261 54 207 134 110 Warehouse-Single Tenant 857 179 678 135 110 Warehouse-Single Tenant 639 134 505 136 110 Warehouse-Single Tenant 225 47 178 137 110 Warehouse-Single Tenant 342 71 271 138 110 Warehouse-Single Tenant 372 78 294 139 110 Warehouse-Single Tenant 783 164 619 140 110 Warehouse-Single Tenant 165 34 131 141 110 Warehouse-Single Tenant 202 202 142 110 Warehouse-Single Tenant 2,730 572 2,158 143 110 Warehouse-Single Tenant 326 68 258 144 110 Warehouse-Single Tenant 101 21 80 145 110 Warehouse-Single Tenant 435 91 344 146 110 Warehouse-Single Tenant 132 27 105 147 110 Warehouse-Single Tenant 196 41 155 148 110 Warehouse-Single Tenant 832 174 658 149 110 Warehouse-Single Tenant 509 106 403 150 110 Warehouse-Single Tenant 489 102 387 151 110 Warehouse-Single Tenant 261 54 207 152 110 Warehouse-Single Tenant 65 13 52 153 110 Warehouse-Single Tenant 5,898 1,237 4,661 154 110 Warehouse-Single Tenant 489 102 387 155 110 Warehouse-Single Tenant 388 81 307 156 110 Warehouse-Single Ten ant 3,248 578 2,670 157 110 Warehouse-Single Tenant 1,881 394 1,487 158 110 Warehouse-Single Tenant 1,113 233 880 159 110 Warehouse-Single Tenant 979 205 774 160 110 Warehouse-Single Tenant 2,077 48 2,029 161 110 Warehouse-Single Tenant 1,118 234 884 162 110 Warehouse-Single Tenant 789 165 624 163 110 Warehouse-Single Ten ant 1,698 356 1,342 164 110 Warehouse-Single Tenant 2,340 491 1,849 165 110 Warehouse-Single Tenant 1,379 289 1,090 166 110 Warehouse-Single Tenant 1,097 230 867 167 110 Warehouse-Single Tenant 548 115 433 168 110 Warehouse-Single Tenant 752 157 595 169 110 Warehouse-Single Tenant 2,427 509 1,918 170 110 Warehouse-Single Tenant 1,133 237 896 171 110 Warehouse-Single Tenant 2,550 535 2,015 172 110 Warehouse-Single Tenant 1,063 223 840 173 110 Warehouse-Single Tenant 1,410 296 1,114 174 110 Warehouse-Single Tenant 688 144 544 175 110 Warehouse-Single Tenant 3,586 752 2,834 176 110 Warehouse-Single Tenant 667 140 527 177 110 Warehouse-Single Ten ant 667 140 527 178 110 Warehouse-Single Tenant 1,476 309 1,167 179 110 Warehouse-Single Tenant 2,162 453 1,709 180 110 Warehouse-Single Tenant 1,251 262 989 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/'I '/~1:1 !-'age 11 or Lo ~,-)Residential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 181 110 Warehouse-Single Tenant 861 180 681 182 110 Warehouse-Single Tenant 1,142 239 903 183 110 Warehouse-Single Tenant 428 89 339 184 110 Warehouse-Single Tenant 444 93 351 185 110 Warehouse-Single Tenant 181 37 144 186 110 Warehouse-Single Tenant 3,054 640 2,414 187 110 Warehouse-Single Tenant 2,301 482 1,819 188 110 Warehouse-Single Tenant 6,309 970 5,339 189 110 Warehouse-Single Tenant 87 18 69 190 110 Warehouse-Single Tenant 98 20 78 191 110 Warehouse-Single Tenant 293 61 232 192 110 Warehouse-Single Tenant 198 41 157 193 110 Warehouse-Single Tenant 228 47 181 194 110 Warehouse-Single Tenant 1,077 226 851 195 110 Warehouse-Single Tenant 316 66 250 196 110 Warehouse-Single Tenant 638 133 505 197 110 Warehouse-Single Tenant 544 114 430 198 110 Warehouse-Single Tenant 866 181 685 199 110 Warehouse-Single Tenant 666 139 527 200 110 Warehouse-Single Tenant 594 124 470 201 110 Warehouse-Single Tenant 1,051 220 831 202 110 Warehouse-Single Tenant 248 52 196 203 110 Warehouse-Single Tenant 600 125 475 204 110 Warehouse-Single Tenant 387 81 306 205 110 Warehouse-Single Tenant 387 81 306 206 110 Warehouse-Single Tenant 600 125 475 207 110 Warehouse-Single Tenant 2,368 496 1,872 208 110 Warehouse-Single Tenant 475 99 376 209 110 Warehouse-Single Tenant 1,587 333 1,254 210 110 Warehouse-Single Tenant 677 142 535 211 110 Warehouse-Single Tenant 2,596 544 2,052 212 110 Warehouse-Single Tenant 799 167 632 213 110 Warehouse-Single Ten ant 1,596 335 1,261 214 110 Warehouse-Single Tenant 1,826 383 1,443 215 110 Warehouse-Single Tenant 1,100 230 870 216 110 Warehouse-Single Tenant 768 161 607 217 110 Warehouse-Single Tenant 1,174 246 928 218 110 Warehouse-Single Tenant 576 120 456 219 110 Warehouse-Single Tenant 585 122 463 220 110 Warehouse-Single Tenant 1,061 222 839 221 110 Warehouse-Single Tenant 1,024 214 810 222 110 Warehouse-Single Tenant 1,032 216 816 223 110 Warehouse-Single Tenant 1,220 256 964 224 110 Warehouse-Single Tenant 1,220 256 964 225 110 Warehouse-Single Tenant 761 159 602 226 110 Warehouse-Single Tenant 1,036 217 819 227 110 Warehouse-Single Ten ant 1,377 289 1,088 228 110 Warehouse-Single Tenant 148 31 117 229 110 Warehouse-Single Tenant 350 73 277 230 110 Warehouse-Single Tenant 1,183 248 935 231 110 Warehouse-Single Tenant 2,020 423 1,597 232 110 Warehouse-Single Tenant 2,679 330 2,349 233 110 Warehouse-Single Tenant 211 44 167 234 110 Warehouse-Single Tenant 1,289 270 1,019 dist1 RAC adj.xis old_ d\stratplan 11:38AM 4/17/98 Page 18 of 25 \n Residential Sewer Service User Fee Redu1 ~ District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro1;1osed Decrease 235 110 Warehouse-Single Tenant 1,058 222 836 236 110 Warehouse-Single Tenant 2,607 547 2,060 237 110 Warehouse-Single Tenant 3,762 19 3,743 238 110 Warehouse-Single Tenant 591 124 467 239 110 Warehouse-Single Tenant 504 105 399 240 110 Warehouse-Single Tenant 983 206 777 241 110 Warehouse-Single Tenant 1,545 324 1,221 242 110 Warehouse-Single Tenant 429 90 339 243 110 Warehouse-Single Tenant 289 60 229 244 110 Warehouse-Single Tenant 493 103 390 245 110 Warehouse-Single Tenant 263 55 208 246 110 Warehouse-Single Tenant 710 149 561 247 110 Warehouse-Single Tenant 445 93 352 248 110 Warehouse-Single Tenant 706 148 558 249 110 Warehouse-Single Tenant 452 95 357 250 110 Warehouse-Single Tenant 491 103 388 251 110 Warehouse-Single Tenant 365 76 289 252 110 Warehouse-Single Tenant 206 43 163 253 110 Warehouse-Single Tenant 11,757 2,466 9,291 254 110 Warehouse-Single Tenant 2,980 189 2,791 255 110 Warehouse-Single Tenant 1,288 270 1,018 256 110 Warehouse-Single Tenant 510 107 403 257 110 Warehouse-Single Tenant 719 150 569 258 110 Warehouse-Single Tenant 776 162 614 259 110 Warehouse-Single Tenant 548 115 433 260 110 Warehouse-Single Tenant 773 162 611 261 110 Warehouse-Single Tenant 656 137 519 262 110 Warehouse-Single Tenant 287 60 227 263 110 Warehouse-Single Tenant 261 54 207 264 110 Warehouse-Single Tenant 261 54 207 265 110 Warehouse-Single Tenant 1,254 263 991 266 110 Warehouse-Single Tenant 586 123 463 267 110 Warehouse-Single Tenant 1,463 307 1,156 268 110 Warehouse-Single Tenant 697 146 551 269 110 Warehouse-Single Tenant 735 154 581 270 110 Warehouse-Single Tenant 1,567 328 1,239 271 110 Warehouse-Single Tenant 653 137 516 272 110 Warehouse-Single Tenant 757 159 598 273 110 Warehouse-Single Tenant 922 193 729 274 110 Warehouse-Single Tenant 527 110 417 275 110 Warehouse-Single Tenant 947 198 749 276 110 Warehouse-Single Tenant 402 84 318 277 110 Warehouse-Single Tenant 512 107 405 278 110 Warehouse-Single Tenant 361 75 286 279 110 Warehouse-Single Tenant 912 191 721 280 110 Warehouse-Single Tenant 542 113 429 281 110 Warehouse-Single Tenant 511 107 404 282 110 Warehouse-Single Tenant 690 144 546 283 110 Warehouse-Single Tenant 693 145 548 284 110 Warehouse-Single Tenant 965 202 763 285 110 Warehouse-Single Tenant 943 106 837 286 110 Warehouse-Single Tenant 951 199 752 287 110 Warehouse-Single Tenant 475 99 376 288 110 Warehouse-Single Tenant 1,034 216 818 dist1 RAC adj.xis old_dlstralplan 11:38AM 4/17/98 Page 19 ot 25 ~)Residential Sewer Service User Fee Reducti District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 289 110 Warehouse-Single Tenant 974 204 770 290 110 Warehouse-Single Tenant 1,071 224 847 291 110 Warehouse-Single Tenant 1,124 235 889 292 110 Warehouse-Single Tenant 518 108 410 293 110 Warehouse-Single Tenant 582 122 460 294 110 Warehouse-Single Tenant 653 137 516 295 110 Warehouse-Single Tenant 780 163 617 296 110 Warehouse-Single Tenant 581 121 460 297 110 Warehouse-Single Tenant 598 125 473 298 110 Warehouse-Single Tenant 693 145 548 299 110 Warehouse-Single Tenant 1,442 302 1,140 300 110 Warehouse-Single Tenant 446 93 353 301 110 Warehouse-Single Tenant 480 100 380 302 110 Warehouse-Single Tenant 531 111 420 303 110 Warehouse-Single Tenant 418 87 331 304 110 Warehouse-Single Tenant 2,779 583 2,196 305 110 Warehouse-Single Tenant 3,647 765 2,882 306 110 Warehouse-Single Tenant 3,580 751 2,829 307 110 Warehouse-Single Tenant 1,536 322 1,214 308 110 Warehouse-Single Tenant 745 156 589 309 110 Warehouse-Single Tenant 791 165 626 310 110 Warehouse-Single Tenant 647 135 512 311 110 Warehouse-Single Tenant 391 82 309 312 110 Warehouse-Single Tenant 1,371 287 1,084 313 110 Warehouse-Single Tenant 997 209 788 314 110 Warehouse-Single Tenant 1,954 410 1,544 315 110 Warehouse-Single Tenant 2,143 449 1,694 316 110 Warehouse-Single Tenant 391 82 309 317 110 Warehouse-Single Tenant 574 120 454 318 110 Warehouse-Single Tenant 438 92 346 319 110 Warehouse-Single Tenant 1,502 315 1,187 320 110 Warehouse-Single Tenant 9,376 1,967 7,409 321 110 Warehouse-Single Tenant 4,609 967 3,642 322 110 Warehouse-Single Tenant 2,279 478 1,801 323 110 Warehouse-Single Tenant 983 206 777 324 110 Warehouse-Single Tenant 1,177 246 931 325 110 Warehouse-Single Tenant 1,659 348 1,311 326 110 Warehouse-Single Tenant 609 127 482 327 110 Warehouse-Single Tenant 12,287 2,577 9,710 328 110 Warehouse-Single Tenant 5,269 1,105 4,164 329 110 Warehouse-Single Tenant 1,201 252 949 330 110 Warehouse-Single Tenant 1,316 276 1,040 331 110 Warehouse-Single Tenant 1,071 131 940 332 110 Warehouse-Single Tenant 1,205 252 953 333 110 Warehouse-Single Tenant 1,417 297 1,120 334 110 Warehouse-Single Tenant 1,643 344 1,299 335 110 Warehouse-Single Tenant 1,325 278 1,047 336 110 Warehouse-Single Tenant 1,128 236 892 337 110 Warehouse-Single Tenant 2,654 556 2,098 338 110 Warehouse-Single Tenant 1,960 83 1,877 339 110 Warehouse-Single Tenant 7,322 1,536 5,786 340 110 Warehouse-Single Tenant 830 174 656 341 110 Warehouse-Single Tenant 622 130 492 342 110 Warehouse-Single Tenant 989 207 782 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 20 of 25 )n Residential Sewer Service User Fee Redu' is District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Pro~osed Decrease 343 110 Warehouse-Single Tenant 700 146 554 344 110 Warehouse-Single Tenant 700 147 553 345 110 Warehouse-Single Tenant 1,007 211 796 346 110 Warehouse-Single Tenant 655 137 518 347 110 Warehouse-Single Tenant 2,490 522 1,968 348 110 Warehouse-Single Tenant 624 130 494 349 110 Warehouse-Single Tenant 718 150 568 350 110 Warehouse-Single Tenant 931 195 736 351 110 Warehouse-Single Tenant 931 195 736 352 110 Warehouse-Single Tenant 718 150 568 353 110 Warehouse-Single Tenant 624 130 494 354 110 Warehouse-Single Tenant 549 115 434 355 110 Warehouse-Single Tenant 435 91 344 356 110 Warehouse-Single Tenant 368 74 294 357 110 Warehouse-Single Tenant 486 102 384 358 110 Warehouse-Single Tenant 380 79 301 359 110 Warehouse-Single Tenant 509 106 403 360 110 Warehouse-Single Tenant 433 90 343 361 110 Warehouse-Single Tenant 433 90 343 362 110 Warehouse-Single Tenant 716 150 566 363 110 Warehouse-Single Tenant 6,712 1,408 5,304 364 110 Warehouse-Single Tenant 1,078 226 852 365 110 Warehouse-Single Tenant 924 193 731 366 110 Warehouse-Single Tenant 516 108 408 367 110 Warehouse-Single Tenant 912 191 721 368 110 Warehouse-Single Tenant 891 187 704 369 110 Warehouse-Single Tenant 696 146 550 370 110 Warehouse-Single Tenant 511 42 469 371 110 Warehouse-Single Tenant 519 108 411 372 110 Warehouse-Single Tenant 794 166 628 373 110 Warehouse-Single Tenant 790 165 625 374 110 Warehouse-Single Tenant 783 164 619 375 110 Warehouse-Single Tenant 613 128 485 376 110 Warehouse-Single Tenant 470 98 372 377 110 Warehouse-Single Tenant 1,228 257 971 378 110 Warehouse-Single Tenant 1,264 265 999 379 110 Warehouse-Single Tenant 516 108 408 380 110 Warehouse-Single Tenant 824 172 652 381 110 Warehouse-Single Tenant 551 115 436 382 110 Warehouse-Single Tenant 696 146 550 383 110 Warehouse-Single Tenant 940 197 743 384 110 Warehouse-Single Tenant 685 143 542 385 110 Warehouse-Single Tenant 569 119 450 386 110 Warehouse-Single Tenant 676 142 534 387 110 Warehouse-Single Tenant 1,887 395 1,492 388 110 Warehouse-Single Tenant 1,596 335 1,261 389 110 Warehouse-Single Tenant 1,046 219 827 390 110 Warehouse-Single Tenant 1,324 277 1,047 391 110 Warehouse-Single Tenant 1,591 333 1,258 392 110 Warehouse-Single Tenant 326 68 258 393 110 Warehouse-Single Tenant 442 92 350 394 110 Warehouse-Single Tenant 468 98 370 395 110 Warehouse-Single Tenant 378 79 299 396 110 Warehouse-Single Tenant 658 138 520 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 21 of 25 -Residential Sewer Service User Fee Reduct District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 397 110 Warehouse-Single Tenant 546 114 432 398 110 Warehouse-Single Tenant 482 101 381 399 110 Warehouse-Single Tenant 626 131 495 400 110 Warehouse-Single Tenant 752 157 595 401 110 Warehouse-Single Tenant 566 118 448 402 110 Warehouse-Single Tenant 380 79 301 403 110 Warehouse-Single Tenant 653 137 516 404 110 Warehouse-Single Tenant 1,183 248 935 405 110 Warehouse-Single Tenant 453 95 358 406 110 Warehouse-Single Tenant 1,091 229 862 407 110 Warehouse-Single Tenant 2,233 468 1,765 408 110 Warehouse-Single Tenant 2,893 607 2,286 409 110 Warehouse-Single Tenant 1,494 313 1,181 410 110 Warehouse-Single Tenant 1,382 290 1,092 411 110 Warehouse-Single Tenant 410 86 324 412 110 Warehouse-Single Tenant 585 122 463 413 110 Warehouse-Single Tenant 2,899 608 2,291 414 110 Warehouse-Single Tenant 5,869 90 5,779 415 110 Warehouse-Single Tenant 2,341 491 1,850 416 110 Warehouse-Single Tenant 7,892 1,655 6,237 110 Total 440,379 88,100 352,279 1 111 Warehouse-Multi Tenant 441 92 349 2 111 Warehouse-Multi Tenant 560 117 443 3 111 Warehouse-Multi Tenant 1,503 315 1,188 4 111 Warehouse-Multi Tenant 653 137 516 5 111 Warehouse-Multi Tenant 1,045 219 826 6 111 Warehouse-Multi Tenant 6,009 1,260 4,749 7 111 Warehouse-Multi Tenant 1,057 221 836 8 111 Warehouse-Multi Tenant 627 131 496 9 111 Warehouse-Multi Tenant 316 66 250 10 111 Warehouse-Multi Tenant 1,018 213 805 11 111 Warehouse-Multi Tenant 1,030 216 814 12 111 Warehouse-Multi Tenant 425 89 336 13 111 Warehouse-Multi Tenant 777 163 614 14 111 Warehouse-Multi Tenant 590 123 467 15 111 Warehouse-Multi Tenant 713 149 564 16 111 Warehouse-Multi Tenant 434 91 343 17 111 Warehouse-Multi Tenant 576 120 456 18 111 Warehouse-Multi Tenant 440 92 348 19 111 Warehouse-Multi Tenant 425 89 336 20 111 Warehouse-Multi Tenant 959 201 758 21 111 Warehouse-Multi Tenant 1,211 254 957 22 111 Warehouse-Multi Tenant 411 86 325 23 111 Warehouse-Multi Tenant 1,959 411 1,548 24 111 Warehouse-Multi Ten ant 502 105 397 25 111 Warehouse-Multi Tenant 229 48 181 26 111 Warehouse-Multi Tenant 751 157 594 27 111 Warehouse-Multi Tenant 2,002 420 1,582 28 111 Warehouse-Multi Tenant 667 139 528 29 111 Warehouse-Multi Tenant 940 197 743 30 111 Warehouse-Multi Tenant 1,896 397 1,499 31 111 Warehouse-Multi Tenant 799 167 632 32 111 Warehouse-Multi Tenant 799 167 632 dlst1 RAC adj.xis old_d\stratplan 11:38AM 4/1//!::!8 Page 22 of 25 :n Residential Sewer Service User Fee Redu< s District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposeg Decrease 33 111 Warehouse-Multi Tenant 468 98 370 34 111 Warehouse-Multi Tenant 384 81 303 35 111 Warehouse-Multi Tenant 468 98 370 36 111 Warehouse-Multi Tenant 405 85 320 37 111 Warehouse-Multi Tenant 474 99 375 38 111 Warehouse-Multi Tenant 412 86 326 39 111 Warehouse-Multi Tenant 309 64 245 40 111 Warehouse-Multi Tenant 347 72 275 41 111 Warehouse-Multi Tenant 347 72 275 42 111 Warehouse-Multi Tenant 309 64 245 43 111 Warehouse-Multi Tenant 412 86 326 44 111 Warehouse-Multi Tenant 400 84 316 45 111 Warehouse-Multi Tenant 381 80 301 46 111 Warehouse-Multi Tenant 421 88 333 47 111 Warehouse-Multi Tenant 284 59 225 48 111 Warehouse-Multi Tenant 401 84 317 49 111 Warehouse-Multi Tenant 431 90 341 . 50 111 Warehouse-Multi Tenant 407 85 322 51 111 Warehouse-Multi Tenant 507 106 401 52 111 Warehouse-Multi Tenant 400 84 316 53 111 Warehouse-Multi Tenant 199 41 158 54 111 Warehouse-Multi Tenant 188 39 149 55 111 Warehouse-Multi Tenant 377 79 298 56 111 Warehouse-Multi Tenant 424 89 335 57 111 Warehouse-Multi Tenant 308 64 244 58 111 Warehouse-Multi Tenant 217 45 172 59 111 Warehouse-Multi Tenant 1,450 304 1,146 60 111 Warehouse-Multi Tenant 1,280 268 1,012 61 111 Warehouse-Multi Tenant 653 137 516 62 111 Warehouse-Multi Tenant 881 28 853 63 111 Warehouse-Multi Tenant 1,832 384 1,448 64 111 Warehouse-Multi Tenant 411 86 325 65 111 Warehouse-Multi Tenant 905 189 716 66 111 Warehouse-Multi Tenant 1,208 253 955 67 111 Warehouse-Multi Tenant 568 119 449 68 111 Warehouse-Multi Tenant 1,484 311 1,173 69 111 Warehouse-Multi Tenant 1,366 286 1,080 70 111 Warehouse-Multi Tenant 1,429 299 1,130 71 111 Warehouse-Multi Tenant 1,808 379 1,429 72 111 Warehouse-Multi Tenant 773 162 611 73 111 Warehouse-Multi Tenant 169 35 134 74 111 Warehouse-Multi Tenant 819 171 648 75 111 Warehouse-Multi Tenant 339 71 268 76 111 Warehouse-Multi Tenant 2,454 515 1,939 77 111 Warehouse-Multi Tenant 966 202 764 78 111 Warehouse-Multi Tenant 1,110 233 877 79 111 Warehouse-Multi Tenant 762 160 602 80 111 Warehouse-Multi Tenant 1,467 307 1,160 81 111 Warehouse-Multi Tenant 1,065 51 1,014 82 111 Warehouse-Multi Tenant 1,640 68 1,572 83 111 Warehouse-Multi Tenant 695 145 550 84 111 Warehouse-Multi Tenant 1,567 328 1,239 85 111 Warehouse-Multi Tenant 1,567 328 1,239 86 111 Warehouse-Multi Tenant 1,567 328 1,239 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 23 of 25 ")Residential Sewer Service User Fee Reduct District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 87 111 Warehouse-Multi Tenant 727 152 575 88 111 Warehouse-Multi Tenant 807 169 638 89 111 Warehouse-Multi Tenant 24,210 5,079 19,131 90 111 Warehouse-Multi Ten ant 1,327 278 1,049 91 111 Warehouse-Multi Tenant 1,053 221 832 92 111 Warehouse-Multi Tenant 2,498 87 2,411 93 111 Warehouse-Multi Tenant 3,394 711 2,683 94 111 Warehouse-Multi Tenant 2,514 527 1,987 95 111 Warehouse-Multi Tenant 421 88 333 96 111 Warehouse-Multi Tenant 306 64 242 97 111 Warehouse-Multi Tenant 374 78 296 98 111 Warehouse-Multi Tenant 482 101 381 99 111 Warehouse-Multi Tenant 553 116 437 100 111 Warehouse-Multi Tenant 444 93 351 101 111 Warehouse-Multi Tenant 355 74 281 102 111 Warehouse-Multi Tenant 1,796 376 1,420 103 111 Warehouse-Multi Tenant 2,219 465 1,754 104 111 Warehouse-Multi Tenant 685 143 542 105 111 Warehouse-Multi Tenant 1,045 219 826 106 111 Warehouse-Multi Tenant 1,697 356 1,341 107 111 Warehouse-Multi Tenant 3,022 634 2,388 108 111 Warehouse-Multi Tenant 1,154 242 912 109 111 Warehouse-Multi Tenant 1,154 242 912 110 111 Warehouse-Multi Tenant 1,024 215 809 111 111 Warehouse-Multi Tenant 1,994 238 1,756 112 111 Warehouse-Multi Tenant 1,476 309 1,167 113 111 Warehouse-Multi Tenant 1,056 78 978 114 111 Warehouse-Multi Tenant 851 175 676 115 111 Warehouse-Multi Tenant 955 200 755 116 111 Warehouse-Multi Tenant 114 24 90 117 111 Warehouse-Multi Tenant 114 24 90 118 111 Warehouse-Multi Tenant 228 48 180 119 111 Warehouse-Multi Tenant 114 24 90 120 111 Warehouse-Multi Tenant 168 35 133 121 111 Warehouse-Multi Tenant 168 35 133 122 111 Warehouse-Multi Tenant 114 24 90 123 111 Warehouse-Multi Tenant 114 24 90 124 111 Warehouse-Multi Tenant 114 24 90 125 111 Warehouse-Multi Tenant 114 24 90 126 111 Warehouse-Multi Tenant 182 38 144 127 111 Warehouse-Multi Tenant 169 35 134 128 111 Warehouse-Multi Tenant 114 24 90 129 111 Warehouse-Multi Tenant 168 35 133 130 111 Warehouse-Multi Tenant 168 35 133 131 111 Warehouse-Multi Tenant 233 49 184 132 111 Warehouse-Multi Tenant 2,804 588 2,216 133 111 Warehouse-Multi Tenant 1,325 278 1,047 134 111 Warehouse-Multi Tenant 1,199 250 949 135 111 Warehouse-Multi Tenant 228 48 180 136 111 Warehouse-Multi Tenant 228 48 180 137 111 Warehouse-Multi Tenant 225 47 178 138 111 Warehouse-Multi Tenant 225 47 178 139 111 Warehouse-Multi Tenant 394 82 312 140 111 Warehouse-Multi Tenant 406 19 387 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 24 of 25 \n Residential Sewer Service User Fee Redu1 'f District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Progosed Decrease 141 111 Warehouse-Multi Tenant 456 95 361 142 111 Warehouse-Multi Tenant 348 73 275 143 111 Warehouse-Multi Tenant 454 95 359 144 111 Warehouse-Multi Tenant 406 85 321 145 111 Warehouse-Multi Tenant 228 48 180 146 111 Warehouse-Multi Tenant 228 48 180 147 111 Warehouse-Multi Tenant 228 48 180 148 111 Warehouse-Multi Tenant 228 48 180 149 111 Warehouse-Multi Tenant 228 48 180 150 111 Warehouse-Multi Tenant 228 48 180 151 111 Warehouse-Multi Tenant 414 87 327 152 111 Warehouse-Multi Tenant 309 64 245 153 111 Warehouse-Multi Tenant 309 64 245 154 111 Warehouse-Multi Tenant 309 64 245 155 111 Warehouse-Multi Tenant 309 64 245 156 111 Warehouse-Multi Tenant 435 91 344 157 111 Warehouse-Multi Tenant 440 92 348 158 111 Warehouse-Multi Tenant 1,920 402 1,518 159 111 Warehouse-Multi Ten ant 1,032 216 816 160 111 Warehouse-Multi Tenant 1,029 216 813 161 111 Warehouse-Multi Tenant 1,039 218 821 162 111 Warehouse-Multi Tenant 155 32 123 163 111 Warehouse-Multi Tenant 177 34 143 164 111 Warehouse-Multi Tenant 227 47 180 165 111 Warehouse-Multi Tenant 231 48 183 166 111 Warehouse-Multi Tenant 219 46 173 167 111 Warehouse-Multi Tenant 238 50 188 168 111 Warehouse-Multi Tenant 238 50 188 169 111 Warehouse-Multi Tenant 227 47 180 170 111 Warehouse-Multi Tenant 201 42 159 171 111 Warehouse-Multi Tenant 204 42 162 172 111 Warehouse-Multi Tenant 231 48 183 173 111 Warehouse-Multi Tenant 215 45 170 111 Total 155,842 31,205 124,637 1 112 Steel Building 186 39 147 2 112 Steel Building 292 61 231 3 112 Steel Building 496 104 392 4 112 Steel Building 291 61 230 5 112 Steel Building 705 148 557 6 112 Steel Building 261 54 207 7 112 Steel Building 316 66 250 8 112 Steel Building 326 68 258 9 112 Steel Building 209 43 166 10 112 Steel Building 65 9 56 11 112 Steel Building 65 5 60 12 112 Steel Building 326 68 258 13 112 Steel Building 625 131 494 14 112 Steel Building 180 37 143 112Total 4,343 894 3,449 1 113 Mini-Warehouse 3,260 683 2,577 2 113 Mini-Warehouse 148 31 117 3 113 Mini-Warehouse 2,179 457 1,722 dist1 RAC adj.xis old_d\stratplan 11:38AM 4/17/98 Page 25 of 25 Residential Sewer Service User Fee Reduci'J District No 1 Original RAC Rates & Ratios Number Land Use Description Existing Proposed Decrease 4 113 Mini-Warehouse 117 24 93 5 113 Mini-Warehouse 2,741 575 2,166 6 113 Mini-Warehouse 195 41 154 7 113 Mini-Warehouse 4,909 1,029 3,880 8 113 Mini-Warehouse 65 13 52 9 113 Mini-Warehouse 78 16 62 113Total 13,692 2,869 10,823 1 115 R V Storage 65 10 55 115 Total 65 10 55 1 666 Unassigned Vacant 104 104 2 666 Unassigned Vacant 565 565 3 666 Unassigned Vacant 1,137 1,137 666 Total 1,806 1,806 1 888 Conversion /Composite 6,150 6,150 888 Total 6,150 6,150 Grand Total of Parcels with Decreases 987,548 323,143 664,405 Total of All Non Residential Parcels 2,909,086 Percentage Reduction in All Non Residential Fees (664,405 / 2,909,086) 23% dist1 RAC adj.xis old_d\stratplan 11:38AM ORDINANCE NO. 134 AN ORDINANCE OF THE BOARD OF DIRECTORS OF COUNTY SANITATION DISTRICT NO. 1 OF ORANGE COUNTY, CALIFORNIA AMENDING ORDINANCE NO. 133 RELATING TO EXEMPTIONS, REBATES AND REFUNDS OF SANITARY SEWER SERVICE CHARGES The Board of Directors of County Sanitation District No. 1 of Orange County, California, does hereby ORDAIN as follows: Section 1: Section 5 of Ordinance No~ 133 is hereby amended to read as follows: "Section 5: A. Exemptions. It is the intent of the District that the legal owner(s) of parcels of real property, otherwise subject to the levy and payment of the sewer use charges as prescribed herein, be relieved, in whole or in part, from the payment of said charges, in certain circumstances and under conditions proscribed herein, and be entitled to either a rebate or a refund with respect to charges paid, as more specifically set forth in Subparagraphs 8 and C below, provided an inequity is established or a billing error is proven, as specified in Subparagraph B or C. B. Applicat;on for Rebate. Any property owner may apply to the District for a rebate of sewer use charges paid to the District by establishing that an unfair valuation of the property has been made by the District. An applicant for a rebate must 1 establish, by proof satisfactory to the General Manager of the District, or his designee, that an inequity exists between the amount of the charge paid and the amount of wastewater discharged to the District's system, resulting in an unfair valuation. Satisfactory proof shall establish that either: (1) The principal water use is agricultural or horticultural; or (2) The property is devoted to any other use wherein the amount of wastewater discharged to the District's system is significantly less on a regular basis than the amount that would normally be expected to be discharged by the class of property in question. Satisfactory proof shall include, but not be limited to, documentation showing actual water usage for each billing cycle during the entire period for which the rebate is sought. The amount of any rebate shall not reduce the charge payable by any property owner, whose property is connected to District's system, to less than the single family residential charge shown on Table A. An application for a rebate shall be deemed a claim and be governed by the provisions of California Government Code Sections 935 et seq., and shall be presented to the District, 2 as provided in the Government Tort Claims Act, Government Code Sections 915 et seq., not later than one {1} year after the mailing of the property tax bill by the County Tax Collector, and the claim for rebate may only be made with respect to amounts paid or payable under such property tax bill. A claim for rebate under this Subparagraph is not deemed a claim for refund, and California Revenue & Taxation Code Sections 5096 and 5097 are not applicable. C. Application for Refund. Any property owner may apply to the District for a refund of sewer use charges paid to the District by establishing that the amount paid was pursuant to an error in the amount billed or the amo~nt paid. The applicant for a refund must submit proof satisfactory to the General Manager of the District, or his designee, ·that a billing error has been made by the District, or the County Tax Collector. Such proof shall include, but not be limited to, proof that: {1} The owner's parcel of property is not connected to the District's system; or (2) The property has not been classified in the proper land use category; or {3) A clerical error has been made. Applications for refund$ are governed by the provisions of 3 California Revenue · & Taxation Code Sections 5096 and 5097, allowing for refunds for a period of four { 4) years from the date of payment of the second installment of the bill claimed to be incorrect. D. Determination. All applications for rebates or refunds of the sewer use charge will be determined by the General Manager of the District, or his designee, who, based on the submitted proof, may grant a full or partial rebate or refund. E. Administrative Fee. At the time of filing the application for rebate or refund, the property owner shall pay District an administrative fee for the processing of such application. The amount of the fee shall be an amount established by District's Director of Finance from time to time, which amount shall not be less than $15.00." Section 2: Section 7 of Ordinance No. 133 is hereby amended to read as follows: "Section 7. Method of Collection. A. Pursuant to the authority granted by California Health & Safety Code Section 5473, and except as otherwise provided in Subparagraph B below, all charges established herein shall be collected on the County Tax Roll in the same manner, by the same persons, an~ at the same time as, together with, and not 4 separately from, its general taxes. The County Tax Collector is authorized and hereby ordered to make said collections in accordance with the terms and conditions of agreements between the County of Orange and the District. B. In the event District determines that, due to billing or payment error, or to inequity in the amount billed, a property owner has underpaid annual sanitary sewer service . charges payable to District, District, within four (4) years after the date of mailing of the tax bill, in the case of billing or payment error, or within one (1) year after the date of mailing of the tax bill, in the case of billing inequity, may: ( 1 ) collect the amount of any deficiency directly on the County Tax Roll; (2) off-set the amount of any deficiency against any amounts that District determines is owing, by District, to the property owner, as a rebate or refund under this Ordinance; or (3) submit, directly to the property owner, a bill for the amount of any deficiency, which shall be due and payable within thirty (30) days of the invoice date and which, if not paid, shall become a lien on said property.• 5 Sectjon 3: Seyerability. If any provision of this Ordinance or the application to any person or circumstance is held invalid by order of court, the remainder of the Ordinance or the application of such provision to other persons or other circumstances shall not be affected. Section 4: Effective Date. This Ordinance shall become effective on January 16, 1998. Sectjon 5: Certjfjcatjon. The Secretary of the Board shall certify to the adoption of this Ordinance and shall cause a summary of the same to be published in a newspaper of general circulation in the District, as required by law. PASSED AND ADOPTED by the Doard of Directors of County Sanitation District No. 1 of Orange County, California, at a regular meeting held December 17, 1997. Chairman of the Board f Di ectors County Sanitation District No. 1 of Orange County, California B9~rd of Directors County Sani ion 'O'istrict No. 1 of Orange County, California 6 STATE OF CALIFORNIA ) )SS. COUNTY OF ORANGE ) ./"""'\ ' ) I, PENNY KYLE, Secretary of the Board of Directors of County Sanitation District No. 1 of Orange County, California, do hereby certify that the above and foregoing Ordinance No. 134 was passed and adopted at a regular meeting of said Board on the 17th day of December, 1997, by the following vote, to wit: AYES: Pat McGuigan, Chair; James M. Ferryman; Mark A. Murphy; Todd Spitzer NOES: None ABSENT: Thomas R. Saltarelli IN WITNESS WHEREOF, I have hereunto set my hand this 17th day of December, 1997. Penny Kyle l · ,, Secretary of the Bo_§rd of Directors of County Sanitation District No. 1 of Orange County, California H:\WP.DTA\ADMIN\BS\ORDINANCES\97\133-CERTIFICATION.DOC May 13, 1998 1998-99 Work Plan Development Process Information Series C COP Reserve Fund Investment & Arbitrage Action Adoption of Class I and Class II Permit User Fees Action Adoption of Revised Connection Fee Schedule Action THE JULY MEETING HAS BEEN RESCHEDULED FOR 7/15/98 Annual Renewal of Investment Policy Action Extension of Declaration of Intent re COPs Action DART Final Report Information Adoption of DART Adaptive Workforce Compensation Action Additional Deferred Comp Plan (Section 401 a) Action NONE SCHEDULED CSDOC • P.O. Box 8127 • Fountain Valley, CA 92728-8127 • (714) 962-2411