HomeMy WebLinkAboutWater & Sewer Rate Structure and Rate Adoption - Compreshensive Water & Wasterwater Rate Study - May 2018
City of San Luis Obispo
Comprehensive Water & Wastewater
Rate Study
May 2018
DRAFT REPORT
hdrinc.com
2365 Iron Point Road, Suite 300, Folsom, CA US 95630-
8709
(916) 817-4700
May 15, 2018
Ms. Carrie Mattingly
Director of Utilities
City of San Luis Obispo
879 Morro Street
San Luis Obispo, CA 93401-2710
Subject: Comprehensive Water and Wastewater Draft Rate Study Report
Dear Ms. Mattingly:
HDR Engineering, Inc. (HDR) is pleased to present to the City of San Luis Obispo (City) the draft
report for the comprehensive water and wastewater cost of service study. The City’s
comprehensive study was developed to provide cost-based rates that generate sufficient
revenue to fund the operating and capital needs for the water and wastewater utilities. More
specifically, the study was designed to develop cost-based and equitable rates for the City’s
customers. This report outlines the overall approach used to achieve these objectives, along
with our findings, conclusions, and recommendations.
The costs associated with providing water and wastewater services to the City’s customers has
been developed based on City specific information and is included within the development of
the proposed rates. This study was developed utilizing industry recognized generally accepted
rate setting principles and methodologies. This report provides the basis for developing and
implementing water and wastewater rates which are cost-based, equitable, and legally
defensible to the City’s customers.
We appreciate the assistance provided by the City’s project team in the development of this
study. More importantly, HDR appreciates the opportunity to provide these technical and
professional services to the City of San Luis Obispo.
Sincerely yours,
HDR Engineering, Inc.
Shawn Koorn
Associate Vice President
Table of Contents i
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table of Contents
Introduction ........................................................................................................................ 1
Overview of the Rate Study Process .................................................................................... 1
Key Water & Wastewater Rate Study Results ...................................................................... 2
Summary of the Water Revenue Requirement Analysis....................................................... 2
Summary of the Water Cost of Service Analysis................................................................... 5
Summary of the Water Rate Design .................................................................................... 6
Summary of the Wastewater Revenue Requirement Analysis ............................................. 9
Summary of the Wastewater Cost of Service Analysis ....................................................... 12
Summary of the Wastewater Rate Designs ........................................................................ 12
Introduction and Overview 15 1
1.1 Introduction ............................................................................................................ 15
1.2 Goals and Objectives .............................................................................................. 15
1.3 Overview of the Rate Study Process ........................................................................ 16
1.4 Organization of the Study ....................................................................................... 16
1.5 Summary ................................................................................................................ 17
Overview of Rate Setting Principles 18 2
2.1 Introduction ............................................................................................................ 18
2.2 Generally Accepted Rate Setting Principles ............................................................. 18
2.3 Determining the Revenue Requirement .................................................................. 18
2.4 Analyzing Cost of Service ........................................................................................ 19
2.5 Designing Utility Rates ............................................................................................ 20
2.6 Economic Theory and Rate Setting .......................................................................... 20
2.7 Summary ................................................................................................................ 20
Development of the Water Rate Study 21 3
3.1 Introduction ............................................................................................................ 21
3.2 Water Revenue Requirement.................................................................................. 21
3.2.1 Determining the Water Revenue Requirement .......................................... 21
3.2.2 Establishing a Time Frame and Approach ................................................... 21
3.2.3 Projecting Rate and Other Miscellaneous Revenues .................................. 22
3.2.4 Projecting Operation and Maintenance Expenses ...................................... 23
3.2.5 Projection of Transfers ............................................................................... 24
Table of Contents ii
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
3.2.6 Projecting Rate Funded Capital .................................................................. 24
3.2.7 Projection of Debt Service.......................................................................... 26
3.2.8 Reserve Funding ........................................................................................ 26
3.2.9 Summary of the Revenue Requirement ..................................................... 26
3.2.10 Reserve Levels ........................................................................................... 27
3.2.11 Revenue Requirement Summary ............................................................... 28
3.3 Water Cost of Service ............................................................................................. 28
3.3.1 Objectives of a Cost of Service Study ......................................................... 29
3.3.2 Determining the Customer Classes of Service ............................................ 29
3.3.3 General Cost of Service Procedures ........................................................... 30
3.3.4 Development of Distribution Factors ......................................................... 31
3.3.5 Functionalization and Allocation of Plant in Service ................................... 33
3.3.6 Functionalization and Allocation of Operating Expenses ............................ 34
3.3.7 Major Assumptions of the Cost of Service Study ........................................ 34
3.3.8 Summary Results of the Cost of Service Analysis ........................................ 35
3.3.9 Cost of Service Summary ........................................................................... 36
3.4 Water Rate Design .................................................................................................. 36
3.4.1 Rate Design Criteria and Considerations .................................................... 37
3.4.2 Development of Cost-Based Water Rates .................................................. 37
3.4.3 Overview of the City’s Current Water Rates ............................................... 38
3.4.4 Overview of the Proposed Water Rate Structure ....................................... 39
3.4.5 Establishing the Cost-Basis for Pricing Tiers................................................ 41
3.4.6 Development of the Unit Costs for the Rate Designs .................................. 42
3.4.7 Summary of the Proposed Water Rates ..................................................... 49
3.5 Summary of the Water Rate Study .......................................................................... 50
Development of the Wastewater Rate Study 52 4
4.1 Introduction ............................................................................................................ 52
4.2 Wastewater Revenue Requirement ........................................................................ 52
4.2.1 Determining the Revenue Requirement ..................................................... 52
4.2.2 Establishing a Time Frame and Approach ................................................... 52
4.2.3 Projecting Rate and Other Miscellaneous Revenues .................................. 53
4.2.4 Projecting Operation and Maintenance Expenses ...................................... 54
4.2.5 Projection of Transfers ............................................................................... 54
4.2.6 Projecting Capital Funding Needs............................................................... 54
4.2.7 Projection of Debt Service.......................................................................... 57
Table of Contents iii
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
4.2.8 Reserve Funding ........................................................................................ 57
4.2.9 Summary of the Wastewater Revenue Requirement ................................. 57
4.2.10 Consultant’s Conclusions ........................................................................... 59
4.2.11 Summary ................................................................................................... 59
4.3 Wastewater Cost of Service .................................................................................... 59
4.3.1 Objectives of a Cost of Service Study ......................................................... 59
4.3.2 Determining the Customer Classes of Service ............................................ 60
4.3.3 General Cost of Service Procedures ........................................................... 60
4.3.4 Summary of the Wastewater Cost of Service Analysis ................................ 62
4.3.5 Consultant’s Conclusions and Recommendations ...................................... 64
4.3.6 Summary ................................................................................................... 64
4.4 Wastewater Rate Design ......................................................................................... 64
4.4.1 Rate Design Criteria and Considerations .................................................... 65
4.4.2 Development of Cost-Based Wastewater Rates ......................................... 65
4.4.3 Overview of the Present Wastewater Rate Structure ................................. 66
4.4.4 Development of the Proposed Wastewater Rates ...................................... 66
4.4.5 Summary of the Wastewater Rate Designs ................................................ 67
4.5 Summary of the Wastewater Rate Study ................................................................ 68
Technical Appendix A – Water 69
Technical Appendix B – Wastewater 70
Executive Summary 1
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Executive Summary
Introduction
HDR Engineering, Inc. (HDR) was retained by the City of San Luis Obispo (City) to conduct a
comprehensive water and wastewater cost of service study (Study). The main objectives of the
study were:
Develop a projection of water and wastewater revenues to support the City’s operating
and capital costs
Equitably (proportionally) allocate the costs of providing water and wastewater service
to those customers receiving service
Proposed cost-based and equitable rates for a multi-year time period
The City owns, operates, and maintains the water and wastewater systems which provide
service to customers. The costs associated with providing water and wastewater service to the
City’s customers have been developed based on the provided information and is included
within the development of the proposed rates.
Overview of the Rate Study Process
A comprehensive rate study uses three interrelated analyses to address the adequacy and
equity of each utility’s rates. These three analyses are a revenue requirement analysis, a cost of
service analysis, and a rate design analysis. These three analyses are illustrated below in Figure
ES - 1.
Figure ES – 1
Overview of the Comprehensive Water & Wastewater Rate Analyses
Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses
of each utility to determine the overall
revenue adjustment required
Allocates the revenue requirement to the
various customer classes of service in a
equitable (proportional) manner
Considers both the level and
structure of the rate design to collect
the target level of revenues
Executive Summary 2
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
The above framework was utilized in the development of this study for reviewing and
evaluating the City’s water and wastewater rates.
Key Water & Wastewater Rate Study Results
The water and wastewater rate study technical analysis was developed based on the operating
and capital costs necessary to provide water and wastewater service to the City’s customers.
The water and wastewater analyses resulted in the following findings, conclusions, and
recommendations.
A revenue requirement analysis was developed for the projected time period of FY
2017-18 through FY 2022-23 for both utilities.
The City’s FY 2017-18 water and wastewater adopted budgets were used as the starting
point of the analyses.
Operation and maintenance expenses are projected to increase at inflationary levels
with no assumed changes to levels of service or anticipated extraordinary expenses.
The current drought, and State mandated consumption reductions, has impacted
customer consumption levels, which in turn has changed the consumption patterns of
the City’s customers and revenues for both utilities.
The proposed water revenue adjustments are 5.5% annually in FY 2018-19 through FY
2022-23, effective July 1 of each year.1
The proposed wastewater revenue adjustment are 3.0% in FY 2018-19, 6.0% in FY 2019-
20, and 6.5% annually in FY2020-21 and FY 2022-23, effective July 1 of each year. 2
Cost of service analyses were developed to review the equity of the existing rates and to
proportionally allocate the revenue requirement between the various customer classes
of service for each utility.
The results of the cost of service analyses provided the unit costs (i.e., cost basis) which
were used to establish the proposed water and wastewater rates.
The study has developed proposed rates for the FY 2018-19 – FY 2022-23 time period,
by class of service.
Summary of the Water Revenue Requirement Analysis
A revenue requirement analysis is the first analytical step in the development of the water rate
study. This analysis determines the adequacy of the level of current water rates for the City.
From this analysis, a determination can be made as to the overall level of water revenue
adjustments needed to provide adequate and prudent funding for both operating and capital
needs.
1 The proposed revenue adjustments represent the overall targeted revenue adjustment for each utility. Rate
impacts between customer classes and individual customers may vary on an individual customer basis.
2 Ibid.
Executive Summary 3
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
For this study, the revenue requirement was developed for a projected time period (FY 2017-18
– FY 2022-23). A multi-year time frame is recommended to better anticipate future financial
requirements and allow the City to begin planning for these changes sooner, thereby
minimizing short-term rate impacts and overall long-term rates. For the revenue requirement
analysis a “cash basis” approach was utilized. The “cash basis” approach is the most commonly
used methodology by municipal utilities to set their revenue requirement and it includes an
analysis of O&M expenses, transfer payments, debt service, and capital projects funded from
rates. The primary financial inputs in the development of the revenue requirement analysis
were the City’s adopted FY 2017-18 budget, historical billed customer and consumption data,
and the water system capital improvement and replacement plans.
Once the operating and maintenance expenses have been projected over the time period,
based on budgeted expenses and historical inflationary factors, the next step is to develop the
capital projects funding plan. The proper and adequate funding of capital projects is important
to maintain system integrity and help minimize rates over time. A general financial guideline
states that, at a minimum, a utility should fund an amount equal to or greater than annual
depreciation expense through rates. For the City’s study, a capital funding plan was developed
based on the City’s current capital improvement plan. This plan identified the projects
necessary to maintain and improve the water system as well as projects necessary to meet new
growth and expansion of the water system. Provided below in Table ES - 1 is a summary of the
capital funding plan over the five-year rate setting period.
Table ES – 1
Summary of the Annual Water Rate Funded Capital ($000)
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Total Capital Projects $9,500 $17,500 $2,786 $1,600 $1,800
Less: Other Funding 8,500 16,300 786 0 0
Total Rate Funded Capital $1,000 $1,200 $1,400 $1,600 $1,800
The financial plan developed for the City’s water utility has placed the rate funded capital level
at $1.0 million in FY 2018-19 increasing to $1.8 million by FY 2022-23. This level of funding was
calculated based on the long-term need to prudently fund replacement and repair of the
existing water system. As can be seen, the difference between annual capital replacement
needs and rate funded capital, when apparent, needs to be funded by other sources such as
available reserves long-term borrowing, or other outside funding sources. In FY 2018-19 and FY
2019-20 the City has planned to issue long-term debt to fund major improvements in these two
years. The remaining funding is provided through existing reserves levels.
The revenue requirement analysis for City’s water utility was developed to determine the
necessary revenues to meet the costs of providing water service to the customers based on the
specific O&M and capital funding needs of the City’s water utility. Provided below, in Table ES –
Executive Summary 4
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
2, is a summary of the water revenue requirement analysis (financial plan). A more detailed
analysis of the water revenue requirement can be found in Section 3 of this report.
Table ES - 2
Summary of the Water Revenue Requirement Analysis ($000)
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $16,594 $16,727 $16,861 $16,996 $17,132
Other Revenues 1,824 1,838 1,853 1,868 1,883
Total Revenues $18,418 $18,565 $18,714 $18,864 $19,015
Expenses
Total O&M $10,761 $11,170 $11,359 $11,765 $12,175
Total Transfers 2,553 2,270 2,313 2,357 2,402
Rate Funded Capital 1,000 1,200 1,400 1,600 1,800
Net Debt Service 6,547 6,768 7,296 7,452 7,634
Change in Working Capital (1,530) (952) (717) (252) 262
Total Expenses $19,331 $20,456 $21,652 $22,923 $24,273
Bal./(Def.) of Funds ($913) ($1,891) ($2,938) ($4,059) ($5,259)
Bal. as a % of Rate Rev. 5.5%11.3%17.4% 23.9%30.7%
Proposed Rate Revenue Adj. 5.5%5.5%5.5% 5.5%5.5%
Add’l Rev. from Rate Adj. $913 $1,891 $2,938 $4,059 $5,259
Total Bal./(Def.) of Funds $0 $0 $0 $0 $0
As can be seen, the water revenue requirement has summed O&M, rate funded capital, annual
debt service, and transfers to reserves. The total revenue requirement is then compared to the
total sources of funds which are the rate revenues, at present rate levels, and other
miscellaneous revenues. From this comparison a balance or deficiency of funds in each year can
be determined. This deficiency of funds is then compared to the projection of rate revenues, at
“normal” consumption levels, to determine the level of revenue adjustment needed to meet
the costs of providing water service. It is important to note the “Bal. / (Def.) of Funds” row is
cumulative. That is, any adjustments in the initial years will reduce the deficiency in the later
years.
Water rate revenues are proposed to be increased by 5.5% from FY 201-19 through FY 2022-23
- – in order to meet the operating and capital needs of the water utility. It is proposed that the
subsequent proposed rate adjustments will be effective each year on July 1, the beginning of
the fiscal year.
Executive Summary 5
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
HDR has concluded that the City will need to adjust the level of water rate revenues as noted
above to maintain cost-based rates. HDR has reached this conclusion for the following reasons:
Revenue adjustments are necessary to meet the operating and capital costs of providing
water service to the City’s customers.
The proposed rate adjustments maintain the City’s financial health and provide long-
term sustainable funding levels.
The City should review the water rates annually in order to assess sufficiency.
Summary of the Water Cost of Service Analysis
A cost of service analysis determines the equitable (proportional) allocation of the revenue
requirement to the various customer classes of service (e.g., residential, multi-family, non-
residential, irrigation). The objective of the cost of service analysis determines the fair and
equitable manner to collect that revenue requirement from each class.
The cost of service analysis began by functionalizing the revenue requirement for the water
utility. The functionalized revenue requirement was then classified into their various cost
components. The individual classification totals were then allocated to the various customer
classes of service based on the appropriate allocation factors. The allocated expenses for each
customer class were then aggregated to determine each customer class’s overall revenue
responsibility. Table ES - 3 provides the summary of the cost of service analysis for the FY 2018-
19 test year.
Table ES - 3
Summary of the Cost of Service Analysis ($000)
Class of Service
Present
Revenues
(FY 2018-19)
Allocated
Costs
$
Difference
%
Difference
Residential $7,616 $7,925 ($310) 4.1%
Multi-Family 3,645 3,404 240 -6.6%
Non-Residential 4,169 4,628 (459) 11.0%
Irrigation 1,165 1,549 (384) 32.9%
Total $16,594 $17,507 ($913) 5.5%
The cost of service study allocates the proportional share of the revenue requirement to each
customer class based on their use of the system and facilities. The results of the analysis
indicate that some cost differences exist between the various customer classes of service. It is
important to understand that a cost of service analysis is based on a projection of customer
consumption data based on recent year’s consumption history. Therefore, the cost of service
results may vary from study to study over time. Given this, it is important to understand the
impacts cost of service changes can have on future analyses. Given the requirement of
Executive Summary 6
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Proposition 218 and the City’s desire to have cost-based and equitable rates, the cost of service
analysis results will be implemented and used to determine the proposed rates.
The key outcome of the cost of service analysis is the unit costs (e.g., $ / CCF). The unit costs
provide the cost basis for the development of the proposed water rates for the first year of the
projected time period (e.g., FY 2018-19 – FY 2022-23). Provided in Table ES - 4 is a summary of
the consumption related unit costs derived in the cost of service analysis that will be used to
develop the proposed rate designs.
Table ES – 4
Summary of the Consumption Related Unit Costs ($ / 1,000 gal)
Residential Multi-Family Non-Residential Irrigation
Fixed Charge
Per Account / ¾” & Less $20.61 $20.61 $20.61 $20.61
Consumption Charge
Tier 1 $5.90 N/A N/A N/A
Tier 2 6.87 N/A N/A N/A
Tier 2 12.59 N/A N/A N/A
All Consumption N/A $6.73 $8.17 $10.02
Further detailed discussion of the cost of service analysis conducted for the City’s water utility,
and the development of the unit costs is given later in the report. Based on the results of the
cost of service analysis, HDR would recommend that the unit costs, as developed, are the basis
for the rate designs. The Technical Appendix contains the various exhibits and additional details
associated with the cost of service analysis.
Summary of the Water Rate Design
The final step of the comprehensive rate study process is the design of water rates to collect
the desired levels of revenue, based on the results of the revenue requirement and cost of
service analysis. The revenue requirement analysis provided a set of recommendations related
to annual rate adjustments, or the level of total revenues necessary to provide sufficient
funding, while the cost of service analysis resulted in recommendations as to how the revenue
is collected proportionally from the customer classes of service.
Developing cost-based and equitable rates is of paramount importance in developing proposed
water rates. Given this, the City’s proposed water rates have been developed with the intent of
meeting the legal requirements of California constitution article XIII D, section 6 (Article XIII D).
A key component of Article XIII D is the development of rates which reflect the cost of providing
service and are proportionally allocated among the various customer classes of service. HDR
would point out that there is no single methodology for equitably assigning costs to the various
customer groups. The American Water Works Association (AWWA) M1 Manual clearly
Executive Summary 7
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
delineates various methodologies which may be used to establish cost-based rates. Article XIII D
does not prescribe a particular methodology for establishing rates; consequently, HDR
developed the City’s proposed water rates based on the AWWA M1 manual methodology to
meet the requirements of Article XIII D and recent legal decisions to provide an administrative
record of the steps taken to establish the City’s water rates.
HDR is of the opinion that the proposed rates comply with legal requirements of Article XIII D.
HDR reaches this conclusion based upon the following:
x The revenue derived from water rates does not exceed the funds required to provide the
property related service (i.e., water service). The proposed rates are designed to collect
the overall revenue requirements of the City’s water utility.
x The revenues derived from water rates shall not be used for any purpose other than that
for which the fee or charge is imposed. The revenues derived from the City’s water rates
are used exclusively to operate and maintain the City’s water system.
x The amount of a fee or charge imposed upon a parcel or person as an incident of property
ownership shall not exceed the proportional costs of the service attributable to the
parcel. The cost of service analysis was specifically developed to focus on the issue of
proportional assignment of costs to customer classes of service. The proposed rates have
appropriately grouped customers into customer classes of service (residential, multi-family,
non-residential, irrigation) that reflect the varying consumption patterns and system
requirements of each customer class of service. The grouping of customers and rates into
these classes of service creates the equity and fairness expected under Article XIII D by
having differing rates by customer classes of service which reflect both the level of revenue
to be collected by the utility, but also the manner in which these costs are incurred and
equitably assigned to customer classes of service based upon their proportional impacts
and burdens on City’s the water system and water resources.
The City’s currently has one rate structure for all customer classes. All customers are charged a
flat monthly fixed charge and a two-tiered consumption charge. Prior to the start of the water
and sewer rate study, HDR assisted the City in a review and update of the water and sewer rate
structure. HDR worked with City staff and the Council to identify the City’s rate structure goals
and objectives, and review alternative rate structures that would meet these goals. At the
conclusion of that study, the direction was to establish specific customer classes of service and
rate schedules for the residential, multi-family, non-residential, and irrigation customers. The
proposed rate structure all customers will include a monthly fixed charge that varies by meter
size and a consumption charge established through the cost of service analysis for each
customer class of service. The consumption charge for the residential customers will be an
increasing block, three-tier rate structure. This structure was developed based on the specific
consumption patterns of the residential customers and the impacts higher consumption has on
the operation and design of the water system. For the other three customer classes, - multi-
family, non-residential, and irrigation – the customers will be charged a uniform consumption
charge. This is done as while the consumption patterns are similar for customer within each
Executive Summary 8
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
class, the overall level of water consumption varies significantly (e.g., retail store vs. restaurant,
vs. commercial laundry). Given that, the development of an equitable tiered rate structure for
these customer types is difficult if not impossible.
Given the prior discussion of establishing the proposed rates based on cost of service principles,
the unit costs in Table ES - 4 were used to develop the proposed water rates for the City’s
customer classes of service. Provided below in Table ES - 5 is a summary of the present and
proposed City water rates over the five-year rate setting period.
Table ES - 5
Summary of the Proposed Water Rates
Present
Rate
FY 2018-
19 FY 2019 FY 2020 FY 2021 FY 2022
Fixed Charge
All Customers $12.33 n/a n/a n/a n/a n/a
Residential n/a $20.61 $21.75 $22.95 $24.20 $25.55
MF / Non-Res / Irr
3/4" & Less n/a $20.61 $21.75 $22.95 $24.20 $25.55
1" n/a 34.40 36.30 38.30 40.40 42.60
1 1/2" n/a 68.65 72.45 76.45 80.65 85.10
2" n/a 109.85 115.90 122.25 128.95 136.05
3" n/a 206.10 217.45 229.40 242.00 255.30
4" n/a 343.55 362.45 382.40 403.45 425.65
6" n/a 686.95 724.75 764.60 806.65 851.00
8" n/a 1,099.15 1,159.60 1,223.40 1,290.70 1,361.70
10” n/a 1,580.15 1,667.05 1,758.75 1,855.50 1,957.55
Commodity Charge $ / CCF
All Customers
0 – 8 CCF $7.27 n/a n/a n/a n/a n/a
8 + CCF 9.08 n/a n/a n/a n/a n/a
Residential
0 – 5 CCF n/a $5.90 $6.22 $6.56 $6.92 $7.30
5 – 12 CCF n/a 6.87 7.25 7.65 8.07 8.51
12 + CCF n/a 12.59 13.29 14.02 14.79 15.60
Multi-Family n/a $6.73 $7.10 $7.49 $7.90 $8.33
Non-Residential n/a $8.17 $8.62 $9.09 $9.59 $10.12
Irrigation n/a $10.02 $10.57 $11.15 $11.76 $12.41
As can be seen, the rate structure has been expanded to vary by customer class and the
proportional allocation of costs developed in the cost of service analysis. After the first year, the
Executive Summary 9
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
proposed rates have been adjusted to reflect the overall revenue needs of the water utility as
established in the revenue requirement (e.g., 5.5%). The proposed rates would be effective July
1 of each fiscal year.
Summary of the Wastewater Revenue Requirement Analysis
As with the City’s water utility, the wastewater utility revenue requirement analysis is the first
analytical step in the comprehensive rate study process. The revenue requirement analysis
determines the adequacy of the current wastewater rates to fund current and future operating
and capital needs. From this analysis, a determination can be made as to the overall level of
wastewater rate adjustments needed to provide adequate and prudent funding for the
wastewater system.
For this study, the revenue requirement was developed for the projected time period (FY 2017-
18 – FY 2022-23). As a practical matter, a multi-year time frame is recommended in an attempt
to identify any major expenses that may be on the horizon. By anticipating future financial
requirements, the City can begin planning for these changes sooner, thereby minimizing short-
term rate impacts and overall long-term rates. However, the focus of the study was on the next
five-year rate setting period of FY 2018-19 – FY 2022-23.
For the revenue requirement analysis a “cash basis” approach was utilized. The “cash basis”
approach is the most commonly used methodology by municipal utilities to set their revenue
requirement and is composed of O&M expenses, transfer payments, annual debt service
payments, and capital projects funded through rates. The primary financial inputs in the
development of the revenue requirement were the City’s FY 2017-18 budget documents,
historical billed customer and water consumption data, and the City’s wastewater capital
improvement plan. Budgeted O&M expenses were projected using inflationary factors for the
City’s various expenses to provide wastewater collection and treatment services over the
projected time period.
The proper and adequate funding of capital projects is important to help minimize rate
increases over time. A general financial guideline states that, at a minimum, a utility should
fund an amount equal to or greater than annual depreciation expense through rates. Annual
depreciation expense reflects the current investment in plant being depreciated or “losing” its
useful life. Therefore, this portion of plant investment needs to be replaced to maintain the
existing level of infrastructure (and service levels). However, it must be kept in mind that, in
theory, annual depreciation expense reflects an investment in infrastructure that was placed in
service an average of 15 years ago, assuming a 30-year useful, depreciable, life. Simply funding
an amount equal to annual depreciation expense will not be sufficient to fund the replacement
of an existing or depreciated facility. Therefore, consideration should be given to funding within
rates some amount greater than annual depreciation expense for renewals and replacements.
As a part of this study, the City’s wanted to target a funding approach and make a concerted
effort to increase the overall level of “pay-as-you-go” (rate) funding to meet the City’s capital
Executive Summary 10
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
improvement plan to maintain the wastewater system (e.g., renewal and replacement needs).
However, in addition to the annual renewal and replacement needs, the City is also upgrading
the wastewater treatment facility. As a result, there are significant capital improvement needs
over the next 5-year period. Provided below in Table ES - 6 is a summary of the amount of rate
funded capital over the five-year rate setting period.
Table ES – 6
Summary of the Wastewater Annual Rate Funded Capital ($000)
FY
2017
FY
2018
FY
2019
FY
2020
FY
2021
FY
2022
Total Capital Improvement Projects $38,600 $59,100 $39,350 $33,350 $5,841 $4,350
Less: Other Funding 36,000 56,500 36,750 30,750 3,241 1,750
Total Rate Funded Capital $2,600 $2,600 $2,600 $2,600 $2,600 $2,600
As a point of reference, the City’s annual depreciation expense is approximately $2.6 million (FY
2015-16). This financial plan has placed the City’s rate funding for capital at approximately $2.6
million and remains flat over time to prudently fund capital replacement needs. In developing
this financial plan, HDR and the City have attempted to minimize rate impacts while funding the
capital replacement plan projects of the City over the long-term. In addition to the rate funded
renewal and replacements, the City has also anticipated the need for additional long-term
borrowing for the wastewater treatment facility upgrades, as well as additional funding from
reserves to fund the remaining capital improvement plan.
Given a projection of operating and capital expenses, a summary of the wastewater revenue
requirement analysis was developed. Provided below in Table ES - 7 is a summary of the
revenue requirement analysis for the City’s wastewater utility.
Executive Summary 11
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table ES - 7
Summary of the Wastewater Revenue Requirement Analysis ($000)
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $13,602 $13,711 $13,820 $13,931 $14,042
Non Operating Revenues 1,640 1,653 1,667 1,680 1,693
Total Revenues $15,242 $15,364 $15,487 $15,611 $15,736
Expenses
O&M Expenses $7,453 $7,667 $7,652 $7,845 $8,033
Total Transfers 2,632 2,351 2,396 2,441 2,488
Rate Funded Capital 2,600 2,600 2,600 2,600 2,600
Net Debt Service 1,281 1,237 1,239 7,398 7,394
Reserve Funding 1,684 2,767 3,849 (1,354) (303)
Total Expenses $15,650 $16,623 $17,736 $18,931 $20,213
Bal./(Def.) of Funds ($408) ($1,259) ($2,249) ($3,320) ($4,477)
Bal. as a % of Rate Rev. 3.0% 9.2% 16.3% 23.8% 31.9%
Proposed Rate Adjustment 3.0% 6.0% 6.5% 6.5% 6.5%
Add’l Rev. from Rate Adj. $408 $1,259 $2,249 $3,320 $4,477
Total Bal./(Def.) of Funds $0 $0 $0 $0 $0
As can be seen, the revenue requirement has summed the O&M, rate funded capital, net debt
service and the change in working capital. The total revenue requirement is then compared to
the total sources of funds which include the rate revenues, at present rate levels, and other
miscellaneous revenues. From this comparison a balance or deficiency of funds in each year can
be determined. This balance or deficiency of funds is then compared to the rate revenues to
determine the level of rate adjustment needed to meet the revenue requirement. It is
important to note the “Bal. / (Def.) of Funds” row is cumulative. That is, any adjustments in the
initial years will reduce the deficiency in the later years. Over this project time period, the total
deficiency of rate revenue is 31.9%.
Based on the revenue requirement analysis developed herein, HDR has concluded that the City
will need to adjust their wastewater rates over the next five years (FY 2018-19 – FY 2022-23).
HDR has reached this conclusion for the following reasons:
Rate adjustments are necessary to fund the City’s capital needs, of which a large portion
is driven by the planned issuance of long-term debt to fund the wastewater treatment
facility upgrades.
Rate adjustments are necessary to transition to more prudent renewal and replacement
funding levels.
Executive Summary 12
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
The proposed rate adjustments maintain the City’s strong financial health and provide
long-term sustainable funding levels for the City.
In reaching this conclusion, HDR would recommend that the City’s adopt the proposed rates
through FY 2022-23 in order to provide sufficient funding for the capital improvement program.
Summary of the Wastewater Cost of Service Analysis
A cost of service analysis determines the equitable allocation of the revenue requirement to the
various customer classes of service (i.e., residential, multi-family, non-residential). The objective
of the cost of service analysis is different from determining the revenue requirement. A
revenue requirement analysis determines the utility’s overall financial needs, while the cost of
service analysis determines the fair and equitable manner to collect that revenue requirement.
In summary form, the cost of service analysis began by functionalizing the revenue requirement
for the wastewater system. The functionalized revenue requirement was then classified into
their various cost components. The individual classification totals were then equitably
(proportionally) allocated to the various customer classes of service based each customer class’
use of the system. The allocated expenses for each customer class were then aggregated to
determine each customer class’s overall revenue responsibility. Table ES - 8 provides the
summary of the cost of service analysis completed for the City’s wastewater utility customers.
Table ES - 8
Summary of the Wastewater Cost of Service Analysis ($000)
Class of Service
Present
Rate Revenues
Allocated
Costs
$
Difference
%
Difference
Residential $5,847 $6,377 ($530) 9.1%
Multi-Family 3,445 3,390 56 -1.6%
Non-Residential 4,310 4,243 66 -1.5%
Total $13,602 $14,010 ($408) 3.0%
The results of the cost of service analysis indicated cost differences between the customer
classes of service. Given the requirement of Proposition 218 the results of the water cost of
service analysis are used to establish the proposed rates. As noted in the water cost of service
discussion, the implementation of cost of service adjustments will impact the overall customer
bill impacts and revenue generation for the wastewater utility.
Summary of the Wastewater Rate Designs
The final step of the comprehensive rate study process is the design of the wastewater rates to
collect the desired levels of revenue, based on the results of the revenue requirement and cost
of service analysis. The revenue requirement analysis provided a set of recommendations
Executive Summary 13
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
related to annual revenue adjustments, while incorporating the cost of service results and
implementing interclass adjustments.
The current residential, and multi-family customers without a separate metered irrigation
account, are billed a monthly fixed charge and a volume charge based on average winter water
consumption. All remaining customers are billed a monthly fixed charge and a volume charge
based on all water consumption. The proposed rates maintain the current rate structure.
However, one key change to the rate structure is proposed for the application of the monthly
fixed charge. Currently, the monthly fixed charge for the multi-family and non-residential
customers is a flat fixed charge, and the same rate as the residential customers. It is proposed
that the fixed charge be adjusted to reflect the water meter size. In this way, those customers
with larger meter sizes pay a proportional share of the system fixed costs. Given the above, the
City’s existing wastewater rates were adjusted to reflect the results of the cost of service
analysis and overall revenue needs. Provided in Table ES - 9 is a summary of the present and
proposed wastewater rates.
Table ES – 9
Summary of the Proposed Wastewater Rates
Present
Rates FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Fixed Charge
All Customers $8.57 n/a n/a n/a n/a n/a
Residential n/a $18.69 $19.81 $21.10 $22.47 $23.93
MF / Non-Res
3/4" & Less n/a $18.69 $19.81 $21.10 $22.47 $23.93
1" n/a 31.21 33.08 35.24 37.53 39.96
1 1/2" n/a 62.24 65.97 70.26 74.83 79.69
2" n/a 99.62 105.59 112.46 119.77 127.55
3" n/a 186.90 198.11 210.99 224.70 239.31
4" n/a 311.56 330.25 351.72 374.58 398.93
6" n/a 622.93 660.30 703.22 748.93 797.61
8" n/a 996.72 1,056.53 1,125.20 1,198.34 1,276.23
10" n/a 1,432.94 1,518.92 1,617.65 1,722.79 1,834.77
Consumption Charge $ / CCF
Res / MF / Non-Res $9.44 $7.85 $8.32 $8.86 $9.43 $10.05
As can be seen in Table ES - 9, the rates for FY 2018-19 have been revised to reflect the
equitable (proportional) allocation of costs under the adjusted rate structure. The first rate
adjustment to the City’s wastewater rates occurs in FY 2018-19 on July 1, 2018 and is a
realignment of the rates to reflect the cost of service results. The rates are adjusted each
Executive Summary 14
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
subsequent July 1 by the overall revenue adjustment. Section 5 of this study provides a detailed
discussion of the present and proposed wastewater rates for FY 2018-19 – FY 2022-23.
Introduction & Overview 15
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Introduction and Overview 1
1.1 Introduction
HDR was retained by the City of San Luis Obispo (City) to conduct a comprehensive water and
wastewater rate study. The objective of the rate study was to review the City’s operating and
capital costs in order to develop a financial plan and cost-based rates for each utility on a
standalone basis. This study reviewed the adequacy of the existing rates and provides the
framework and cost basis for the proposed rates for each utility.
The City owns and operates the water and wastewater systems in San Luis Obispo. For water,
the system consists of supply, treatment, transmission, and distribution services. The City
sources water from a variety of sources including pumping local ground water, a variety of
reservoirs, and recycled water in order to provide water service to its customers. The costs
associated with providing water supply, plus the costs of distributing water to customers, have
been developed based on City’s provided information and is included within the development
of the proposed rates. The City also owns and operates the wastewater system which includes
the collection, conveyance, and treatment of wastewater.
1.2 Goals and Objectives
The City had a number of key objectives in developing the water and wastewater rate studies.
These key objectives provided a framework for policy decisions in the analysis that follows.
These key objectives were as follows:
x Develop the water study in a manner that is consistent with the principles and
methodologies established by the American Water Works Association (AWWA), M1
Manual, Principles of Water Rates, Fees, and Charges.
x Develop the wastewater study in a manner that is consistent with the principles and
methodologies established by the Water Environment Federation (WEF), Manual of
Practice No. 27, Financing and Charges for Sewer Systems.
x In financial planning and establishing the City’s rates, review and utilize best industry
practices, while recognizing and acknowledging the specific and unique characteristics
of the City’s systems.
x Review the City’s rates utilizing “generally accepted” rate making (cost of service)
methodologies to determine adequacy and equity of the utility rates.
x Meet the City’s financial planning criteria and goals, such as debt service coverage
ratios, adequate funding of capital infrastructure replacement, and maintenance of
adequate and prudent reserve levels.
x Develop a financial plan which adequately supports the utility’s funding requirements,
while attempting to minimize overall impacts to rates.
x Provide rates designed to meet the legal requirements of Article XIII D.
Introduction & Overview 16
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
1.3 Overview of the Rate Study Process
User rates must be set at a level where a utility’s operating and capital expenses are met with
the revenues received from customers. This is an important point, as failure to achieve this
objective may lead to insufficient funds to maintain system integrity. To evaluate the adequacy
of the existing water and wastewater rates, a comprehensive rate study is often performed. A
comprehensive rate study consists of three interrelated analyses. Figure 1 - 1 provides an
overview of these analyses.
Figure 1 – 1
Overview of the Comprehensive Water & Wastewater Rate Analyses
The above framework for reviewing and evaluating rates was utilized for the development of
the City’s water and wastewater rate study. As noted, each utility was reviewed on a stand
alone basis, that is no funding from other City funds, to determine the prudent funding needs
through rate revenues.
1.4 Organization of the Study
This report is organized in a sequential manner that first provides an overview of utility rate
setting principles, followed by sections that detail the specific steps used to review and develop
the City’s proposed water and wastewater rates. The following sections comprise the City’s
water and wastewater rate study report:
Section 2 – Overview of Rate Setting Principles
Section 3 – Development of the Water Rate Study
Section 4 – Development of the Wastewater Rate Study
Revenue Requirement Analysis
Cost of Service Analysis
Rate Design Analysis
Compares the revenues to the expenses
of the utility to determine the overall
rate adjustment required
Allocates the revenue requirement to the
various customer classes of service in a
“fair and equitable" manner
Considers both the level and
structure of the rate design to collect
the target level of revenues
Introduction & Overview 17
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Technical Appendices are attached at the end of this report, which detail the various technical
analyses that were undertaken in the preparation of this study.
1.5 Summary
This report will review the comprehensive water and wastewater cost of service study prepared
for the City. This report has been prepared utilizing generally accepted and industry standard
water and wastewater rate setting techniques.
Overview of Rate Setting Principles 18
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Overview of Rate Setting Principles 2
2.1 Introduction
This section of the report provides background information about the water and wastewater
rate setting process, including descriptions of generally accepted principles, types of utilities,
methods of determining a revenue requirement, the cost of service analysis, and rate design.
This information is useful for gaining a better understanding of the details presented in Sections
4 and 5 of this report.
2.2 Generally Accepted Rate Setting Principles
As a practical matter, all utilities should consider setting their rates around some generally
accepted or global principles and guidelines. Utility rates should be:
Cost-based, equitable, and set at a level that meets the utility’s full revenue
requirement.
Easy to understand and administer.
Designed to conform to “generally accepted” rate setting techniques.
Stable in their ability to provide adequate revenues for meeting the utility’s financial,
operating, and regulatory requirements.
Established at a level that is stable from year-to-year from a customer’s perspective.
2.3 Determining the Revenue Requirement
Most public utilities use the “cash basis” approach for establishing their revenue requirement
and setting rates. This approach conforms to most public utility budgetary requirements and
the calculation is easy to understand. A public utility totals its cash expenditures for a period of
time to determine required revenues. The revenue requirement for a public utility is usually
comprised of the following costs or expenses:
Total Operating Expenses: This includes a utility’s operation and maintenance (O&M)
expenses, plus any applicable taxes or transfer payments. Operation and maintenance
expenses include the materials, electricity, labor, supplies, etc., needed to keep the
utility functioning.
Total Capital Expenses: Capital expenses are calculated by adding debt service
payments (principal and interest) to capital replacements financed with rate revenues.
In lieu of including capital replacements financed with rate revenues, a utility sometimes
includes depreciation expense to stabilize the annual revenue requirement.
Under the “cash basis” approach, the sum of the total O&M expenses plus the total capital
expenses equals the utility’s revenue requirement during any selected period of time (historical
or projected).
Overview of Rate Setting Principles 19
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Note that the two portions of the capital expense component (debt service and rate funded
capital) are necessary under the cash basis approach because utilities generally cannot finance
all their capital facilities with long-term debt. At the same time, it is often difficult to pay for
capital expenditures on a “pay-as-you-go” basis given that some major capital projects may
have significant rate impacts upon a utility, even when financed with long-term debt. Many
utilities have found that some combination of pay-as-you-go funding and long-term financing
will often lead to minimization of rate increases over time.
Public utilities typically use the “cash basis”3 approach to establish their revenue requirements.
An exception occurs if a public utility provides service to a wholesale or contract customer. In
this situation, a public utility could use the “utility basis” approach (see Table 2 - 1) regarding
earning a fair return on its investment.
Table 2 – 1
Cash versus Utility Basis Comparison
Cash Basis Utility Basis (Accrual)
+ O&M Expenses + O&M Expenses
+ Taxes/Transfer Payments + Taxes/Transfer Payments
+ Capital Improv. Funded From Rates
;ш Depreciation Expense) + Depreciation Expense
+ Debt Service (Principal + Interest) + Return on Investment
= Total Revenue Requirement = Total Revenue Requirement
2.4 Analyzing Cost of Service
After the total revenue requirement is determined, it is equitably allocated to the users of the
service. The allocation, usually analyzed through a cost of service analysis, reflects the cost
relationships for providing water and wastewater services. A cost of service analysis requires
three analytical steps:
1. Costs are functionalized or grouped into the various cost categories related to providing
service. For the water utility these typically include supply, treatment, distribution,
pumping, etc. For the wastewater utility, this typically includes collection, pumping, and
treatment. This step is largely accomplished by the utility’s accounting system.
2. The functionalized costs are then allocated to specific cost components. Allocation
refers to the arrangement of the functionalized data into cost components. For
example, a utility’s water costs are typically allocated as average day, peak day, or
3 “Cash basis” as used in the context of rate setting is not the same as the terminology used for accounting
purposes and recognition of revenues and expenses. As used for rate setting, “cash basis” simply refers to the
specific cost components to be included within the revenue requirement analysis.
Overview of Rate Setting Principles 20
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
“Economic theory suggests
that the price of a
commodity must roughly
equal its cost if equity
among customers is to be
maintained.”
customer-related, while the wastewater utility’s costs are typically allocated on volume,
strength (BOD, TSS, etc.), and customer-related.
3. Once the costs are allocated into components, they are proportionally distributed to the
customer classes of service (e.g., residential, multi-family, commercial, irrigation). The
distribution is based on each customer class’ relative contribution to the cost
component (i.e., benefits received from and burdens placed on the system and its
resources). For example, customer-related costs are distributed to each class of service
based on the total number of customers in that class of service. Once costs are
distributed, the revenues from each customer class of service required to achieve cost-
based rates can be determined.
2.5 Designing Utility Rates
Rates that meet the utility’s objectives are designed based on both the revenue requirement
and the cost of service analysis. This approach results in rates that are strictly cost-based. In
designing the final proposed rates, factors such as ability to pay, continuity of past rate
philosophy, economic development, ease of administration, and customer understanding may
be taken into consideration. However, the proposed rates must take into consideration each
customer class’s proportional share of costs allocated through the cost of service analysis to
meet the legal requirements.
2.6 Economic Theory and Rate Setting
One of the major justifications for a comprehensive rate study is
founded in economic theory. Economic theory suggests that the
price of a commodity must roughly equal its cost if equity among
customers is to be maintained. This statement’s implications on
utility rate designs are significant. For example, a water utility
usually incurs capacity-related costs to meet summer lawn
watering needs. It follows that the customers who creates excessive peak demands or flows on
the system which creates the need for additional system capacity should pay for those over-
sized facilities in proportion to their contribution. When costing and pricing techniques are
refined, consumers have a more accurate understanding of what the service costs to produce,
treat, deliver, etc. This price-equals-cost concept provides the basis for the subsequent analysis
and comments.
2.7 Summary
This section of the report has provided a brief introduction to the general principles,
techniques, and approach used to develop cost-based and equitable water and wastewater
rates. These principles and techniques will become the basis for the City’s comprehensive rate
study.
Development of the Water Rate Study 21
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Development of the Water Rate Study 3
3.1 Introduction
This section describes the development of the City’s water utility rate study. For the City’s study
a revenue requirement, cost of service, and rate design analysis was completed. The basis for
the study was the City’s adopted budgets, capital replacement plans, capital improvement
plans, historical customer data, and system operation characteristics. Based on the City’s
specific costs, and customer characteristics, cost-based rates were developed to prudently fund
the water utility. Provided in this section is the detailed summary of the City’s water rate study.
3.2 Water Revenue Requirement
The City provided detailed revenue and expenses data for the water system that allowed for
the development of the revenue requirement. The revenue requirement analysis is the first
analytical step in the comprehensive rate study process. This analysis determines the adequacy
of the City’s overall water rates at current rate levels. From this analysis, a determination can
be made as to the overall level of revenue (rate) adjustment needed to provide adequate and
prudent funding for both operating and capital needs over the long-term (e.g., 5-year period).
HDR developed an independent analysis based on information provided by the City as part of
the review of proposed rate adjustments.
3.2.1 Determining the Water Revenue Requirement
In developing the City’s water revenue requirement, the water utility, must financially “stand
on its own” and be properly funded. That is, no rate revenues are being transferred from other
City’s funds in order to support the water utility. As a result, the water revenue requirement
analysis assumes the full and proper funding needed to operate and maintain the water system
on a financially sound and prudent basis.
3.2.2 Establishing a Time Frame and Approach
The first step in calculating the revenue requirement for the City’s water utility was to establish
a time frame for the revenue requirement analysis. For this study, the revenue requirement
was developed starting with the adopted budgeted year (FY 2017-18) and a projected 5-year
review period (FY 2018-19 – FY 2022-23). Reviewing a multi-year time period is recommended
since it identifies any major expenses that may be on the horizon. By anticipating future
financial requirements, the City can begin planning for these changes sooner, thereby
minimizing short-term rate impacts and overall long-term rates.
The second step in determining the revenue requirement was to decide on the basis of
accumulating costs. In this particular case, for the revenue requirement analysis a “cash basis”
approach was utilized. The “cash basis” approach is the most common methodology used by
municipal utilities to set their revenue requirement. This is also the methodology that the City
has historically used to establish its water revenue requirement. Table 3 – 1 provides a
Development of the Water Rate Study 22
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
summary of the “cash basis” approach and cost components used to develop the City’s water
revenue requirement.
Table 3 – 1
Overview of the Water Utility’s “Cash Basis” Revenue Requirements
+ Water Operation and Maintenance Expenses
+ Transfers
+ Rate Funded Capital
+ Debt Service (Principal + Interest) – Existing and Future
+ Change in Working Capital
= Total Water Revenue Requirement
о Miscellaneous Revenues
= Net Revenue Requirement (Balance Required from water Rates)
With a time period established for developing the revenue requirement and a method
identified to accumulate the costs, the focus shifts to the development and projection of the
revenues and expenses of the City.
The primary financial inputs in the development of the revenue requirement are the City’s
adopted budget, historical billed customer and consumption data, and the water capital
replacement and improvement plans. Presented below is a detailed discussion of the steps and
key assumptions contained in the development of the projections of the City’s water revenue
requirement analysis.
3.2.3 Projecting Rate and Other Miscellaneous Revenues
The City receives revenue from two primary sources, water rates and miscellaneous revenue.
Water rate revenues are based on the current water rate structure and collected on a monthly
basis. Other revenue includes items such as interest, rents, fees, and other miscellaneous
revenues. Provided below
is a brief discussion of the
projection of the water
revenues.
The first step in
developing a projection of
water rate revenues was
to develop the projected
consumption / billing units
for each customer class.
The basis for the
consumption / billing units
was the most recent fiscal
Development of the Water Rate Study 23
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
year consumption data. The billing units were then multiplied by the current applicable water
rates. This method of independently calculating revenues is used to help confirm that projected
revenues used within the analysis tie to the projected billing units used in the rate design
analysis. The metered consumption assumed within the study was based on historical
consumption records. This is an important aspect of the study given the recent drought
experienced in California. HDR worked closely with City staff to review and discuss the
projection of future consumption levels and impacts it could have on revenues. Given this
review, recent FY 2016/17 consumption data was reviewed and updated to reflect a modest
increase in consumption data.
The vast majority of the City’s rate revenues, as shown in the chart, are derived from residential
customers. In total, at present water rates, the City is projected to receive approximately $16.5
million in water rate revenues in FY 2017-18. Over the planning horizon of this study, customer
growth is expected to be 0.8% annually resulting in projected total water rate revenues of
approximately $17.1 million by FY 2022-23.
In addition to rate revenues, the City also receives a variety of miscellaneous revenues with the
largest component being property tax revenues. Miscellaneous revenues are projected to be
approximately $1.8 million in FY 2017-18. Miscellaneous revenues are expected to increase
slightly over the review period and are projected to be approximately $1.9 million by FY 2022-
23.
On a combined basis, taking into account both rate revenues and miscellaneous revenues, the
City’s total projected water revenues are projected to be approximately $18.3 million in FY
2017-18, increasing gradually to $19.0 million by FY 2022-23. It is important to note that these
figures do not include any rate adjustments but rather are purely a result of assumed customer
growth on the water system and interest earned on cash reserves.
3.2.4 Projecting Operation and Maintenance Expenses
Operation and maintenance (O&M) expenses are incurred by the City to operate and maintain
the water system. The costs incurred in this area are expensed during the current year and are
not capitalized or depreciated. In general, operation and maintenance O&M expenses are
grouped into a number of different functional categories. To begin the process of projecting
O&M expenses over the planning horizon, escalation factors were developed. Escalation factors
were developed for the basic types of expenses incurred: labor, benefits, materials and
supplies, utilities, equipment, and miscellaneous expenses. The City’s escalation factors were
projected based upon recent inflationary trends. For the study planning period, the escalation
factors were assumed to be approximately 1.5% - 5.0% per year, depending upon the specific
cost and expense year. However, several specific costs were adjusted to reflect known changes
in future expenses. The primary category was related to PERS increases projected over the next
several years. A more detailed summary of the escalation factors is provided in Exhibit 2 of the
water technical appendices.
Development of the Water Rate Study 24
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Given the budgeted FY 2017-18 O&M expenses, HDR then escalated the O&M expenses based
on the previously mentioned escalation factors over the projected time period. Total water
operation and maintenance expenses for the City are projected to be approximately $10.5
million in FY 2017-18. Water O&M expenses are projected to increase to approximately $12.3
million by FY 2022-23 primarily as a result of estimated inflation over the time period. The
escalation of costs using escalation factors assumes no changes in current levels of service. It is
assumed that no extraordinary changes in O&M levels will occur over the review period (FY
2018-19 – FY2022-23).
3.2.5 Projection of Transfers
The City also pays a number of transfer payments which serve a variety of purposes. The largest
for FY 2017-18 is the cost allocation plan transfer for $1.5 million. This transfer is to the general
fund to pay for services that other City departments (legal, HR, finance, etc.) provide, or
benefit, the water utility. There are also transfer related to the City’s ERP system which is about
$337,000 for FY 2017-18 and FY 2018-19 for the initial set-up and then annual ongoing costs of
$106,000. In total, there are approximately $2.4 million in FY 2017-18 and this remains flat over
the review period.
3.2.6 Projecting Rate Funded Capital
A key component in the development of the water revenue requirement was properly and
adequately funding capital replacement needs. One of the major issues facing many utilities
across the U.S. is the amount of deferred capital projects and the funding pressure from
growth/expansion-related improvements. The proper and adequate funding of capital projects
is an important issue for all water utilities and is not just a local issue or concern of the City.
In general, there are three types of capital projects that a utility may need to fund. These
include the following types:
Renewal and replacement projects
Growth / capacity expansion projects
Regulatory-related projects
A renewal and replacement project is essentially a project required for maintaining the existing
system that is in place today. As the existing plant or pipelines become worn out, obsolete, etc.,
the utility should be making continuous investments to maintain the integrity of the facilities. In
contrast to this, a utility may also make capital investments to expand the capacity of facilities
to accommodate future capacity needs (customers). To address these needs, the City has
developed a capital improvement plan (CIP) which aides in identifying and prioritizing capital
replacement on the system. Additionally, the CIP will help to properly plan for any known
growth on the system or additional capacity needs that may be coming in the future. Finally,
certain projects may be a function of a regulatory requirement in which the Federal or State
government mandates the need for an improvement to the system to meet a regulatory
standard.
Development of the Water Rate Study 25
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Understanding these different types of capital projects is important because the way in which
projects are funded may vary by the type of capital project. For example, renewal and
replacement projects may be paid for via rates and funded on a “pay-as-you-go basis”. In
contrast to this, growth or capacity expansion projects may be funded via the collection of
water connection fees (i.e. growth-related charges) which pays a proportional and equitable
share of the cost of facilities necessary to serve their development. Finally, regulatory projects
may be funded by a variety of different means, which may include rates, reserves, long-term
debt, grants, etc.
Provided in Table 4 - 2 is the detail of the capital funding plan for the City’s water system. As
noted, the focus of the rate study was on the next five-year period for rate setting purposes.
However, Table 3 - 2 provides the improvements over the review period that is included within
the development of the proposed revenue requirement for the water system.
Table 3 – 2
Summary of the Water Capital Improvements ($000)
FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Capital Improvement Projects
Total Source of Supply $0 $0 $0 $0 $0
Total Water Treatment 8,897 16,746 229 229 230
Total Water Distribution 465 360 2,555 1,920 832
Total Water Customer Service 0 0 0 0 0
Total Utilities Services 0 0 0 0 0
Total Admin. and Engineering 22 35 0 0 500
Total Shared Information Tech. 52 24 2 29 38
Unidentified Future Capital Projects 64 335 0 0 200
Total CIP $9,500 $17,500 $2,786 $2,178 $1,800
Less: Outside Funding Sources
Capital Fund Reserves 0 0 1,386 578 0
Assumed New Long-Term Debt 8,500 16,300 0 0 0
Additional Revenue Bonds 0 0 0 0 0
Total Outside Funding Sources $8,500 $16,300 $1,386 $578 $0
Rate Funded Capital $1,000 $1,200 $1,400 $1,600 $1,800
As can be seen in Table 3 - 2, there are a number of projects which vary from year-to-year.
While the total amount required to fund a project may vary from year to year, the rate study
capital funding plan has attempted to provide a consistent funding source for capital
improvements. In this case, rates will annually fund an amount ranging from $1.0 million to
$1.8 million (as shown in Table 3 - 2). As a point of reference, the City’s annual depreciation
expense for the water utility is estimated at $2.6 million for FY 2015-16. A desirable and
recommended minimum funding target for rate funded capital is an amount equal to or greater
Development of the Water Rate Study 26
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
than annual depreciation expense. The level of capital funding through rates has been
increased to reflect the capital replacement needs of the City over a long-term period. In
developing this financial plan, HDR and the City have attempted to minimize rate impacts while
funding the planned capital projects of the water system.
3.2.7 Projection of Debt Service
The City has assumed the issuance of additional long-term debt to be necessary in the future
years in order to adequately fund the City’s capital replacement program. Debt can serve a
variety of functions for the utility. For example, long-term debt can provide intergenerational
equity as the assets purchased with the debt are paid for by the customers utilizing the services
over the length of the issuance (e.g., 20 years, 30 years). Additionally, issuing long-term debt
can help to levelize rates over time lessening the impact of capital projects by spreading the
cost out over a longer time period. HDR is not providing municipal advice as it relates to bonds,
terms, or structures of debt issuance. Rather, this study is simply provides the estimated annual
debt service payments and projection future funding needs while utilizing the terms outlined by
the City.
The City’s water utility currently has five outstanding long-term debt issuances. They are the
Nacimiento debt, the 2012 Revenue Bond, the WTP Mast Plan Improv. debt, the Reuse SRF
Loan, and the Radio System Upgrade debt. The existing debt service for FY 2017-18 is $6.9
million and decreases slightly with the Radio System Upgrade debt retiring in FY 2018-19 which
decreases the City’s debt service by $36,000, annually. As mentioned previously, it is assumed
that the City has planned to issue additional long-term debt to fund future large capital
projects. With these issuances, the annual debt service will increase to approximately $8.0
million per year over the remainder of the review period. It should be noted that in the
development of the revenue requirement, a portion of annual water development impact fees
are used to offset annual debt service payments. In this way, growth on the system is funding a
portion of the debt associated with expanding the system.
3.2.8 Reserve Funding
The final component of the revenue requirement analysis is the reserve funding, or additional
transfers to - or from - reserve funds to maintain prudent ending fund balances or for future
funding of specific projects. Also, any additional balance of funds after the transfers are made is
transferred to the operating fund to maintain minimum fund balances. As will be shown, the
rates are at sufficient levels and funds are being transferred back to reserves to meet minimum
target levels and to be available for future capital projects.
3.2.9 Summary of the Revenue Requirement
Given the above projections of revenues and expenses, a summary of the water revenue
requirement analysis can be developed. In developing the revenue requirement analysis,
consideration was given to the financial planning considerations of the City. In particular,
emphasis was placed on minimizing rates, yet still having adequate funds to support the
operational activities and capital replacement needs throughout the projected time period.
Detailed exhibits of this analysis can be found in the Technical Appendices. Shown below in
Development of the Water Rate Study 27
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table 3 – 3 is a summary of the revenue requirement analysis performed for the City’s water
utility.
Table 3 - 3
Summary of the Water Revenue Requirement Analysis ($000)
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $16,594 $16,727 $16,861 $16,996 $17,132
Other Revenues 1,824 1,838 1,853 1,868 1,883
Total Revenues $18,418 $18,565 $18,714 $18,864 $19,015
Expenses
Total O & M $10,761 $11,170 $11,359 $11,765 $12,175
Total Transfers 2,553 2,270 2,313 2,357 2,402
Rate Funded Capital 1,000 1,200 1,400 1,600 1,800
Net Debt Service 6,547 6,768 7,296 7,452 7,634
Reserve Funding (1,530) (952) (717) (252) 262
Total Expenses $19,331 $20,456 $21,652 $22,923 $24,273
Bal./(Deficiency) of Funds ($913)($1,891)($2,938)($4,059)($5,259)
Balance as % of Rev from Rates 5.5%11.3%17.4%23.9%30.7%
Proposed Rate Adjustments 5.5%5.5%5.5%5.5%5.5%
Add'l Revenue with Rate Adj. $913 $1,891 $2,938 $4,059 $5,259
Bal. / (Def.) After Rate Adj. $0 $0 $0 $0 $0
The revenue requirement has summed the O&M, transfers, rate funded capital, net debt
service, and reserve funding. The total revenue requirement is then compared to the total
sources of funds which are the rate revenues, at present rate levels, and other miscellaneous
revenues. From this comparison a balance or deficiency of funds in each year can be
determined. This balance or deficiency of funds is then compared to the rate revenues to
determine the level of rate revenue adjustment needed to meet the revenue requirement.
3.2.10 Reserve Levels
Another key element of determining the financial health and sustainability of the City’s water
utility is to review the level of available reserve levels after the proposed rate adjustments.
Utilities can have several different reserves each with a different purpose. For the City, there is
essentially one primary reserve for the water utility.
The reserve is in place first to meet the City’s cash flow needs. The typical minimum ending
balance for a reserve with this purpose typically ranges from 90 – 365 days of annual O&M
Development of the Water Rate Study 28
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
expenses. For the City, a good target would be 90 days of O&M expenses given the collection of
revenues on an monthly basis. In FY 2017-18 this figure equates to approximately $2.6 million.
The second function of the reserve fund is to store up funding for capital improvement projects,
when appropriate, and those specifically related to growth through the development impact
fee. This creates the nexus between the portions of the connection fee which is related to
future growth projects which aims to shield current customer from baring these costs. In this
way, the City can decrease the impact to rates and maintain a more levelized projection over
time. A typical minimum for this type of reserve fund would be the amount of annual capital
and over the review period, the City averages $7.2 million. With this in mind, the target level of
reserves is approximately $10.0 million. Over the review period, the City’s water reserve funds
are trending down, even with the proposed revenue adjustments, and end below this target
level. This is driven in part by overall capital needs during this time period.
3.2.11 Revenue Requirement Summary
The revenue requirement developed above has indicated the need for annual revenue
increases to adequately fund the City’s operating and capital needs for the water utility. It is
proposed that annual revenue (rate) increases of 5.5% from FY 2018-19 through FY 2022-23 be
implemented at the start of each fiscal year to adequately and prudently fund the City’s water
system operating and capital expenses.
3.3 Water Cost of Service
In the previous section, the revenue requirement analysis focused on the total sources and
application of funds required to adequately fund the City’s water utility. This section will
provide an overview of the cost of service analysis developed for the City’s water utility.
A cost of service analysis determines the equitable allocation of the total revenue requirement
between the various customer classes of service (e.g., Residential, Multi-Family, Non-
Development of the Water Rate Study 29
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Residential, and Irrigation). The previously developed revenue requirement was utilized in the
development of the cost of service analysis which was based on the costs incurred by the City
to provide water service.
3.3.1 Objectives of a Cost of Service Study
There are two primary objectives in conducting a cost of service analysis:
Equitably allocate the City’s revenue requirement among the customer classes of
service; and
Derive average unit costs (i.e., cost-based rates) for subsequent rate designs
The objectives of the cost of service analysis are to determine the fair and equitable manner to
collect the revenue requirement. The results of the cost of service analysis determine the unit
costs which are used in the development of the final proposed rates. The cost of service
analysis provides a per unit cost of water consumption based on each customer class’s
equitable (proportional) share of costs. For example, a water utility incurs costs related to
demand, average day, peak day, fire protection, and customer-related cost components. A
water utility must build sufficient capacity4 to meet summer peak capacity needs. Therefore,
those customers contributing to those peak demands on the system should pay their
proportionately higher share of the costs to provide the capacity in the system. The unit costs
provide the relationship between these components which are then used to set cost-based
rates.
3.3.2 Determining the Customer Classes of Service
The first step in a cost of service analysis is to determine the customer classes of service. Based
on discussion with City staff, and a review of the customer characteristics, the classes of service
used within the cost of service analysis were:
Residential
Multi-Family
Non-Residential
Irrigation
In determining classes of service for cost of service purposes, the objective is to group
customers together into similar or homogeneous groups based upon similar facility
requirements and / or demand characteristics.
4 System capacity is the system’s ability to supply water to all delivery points at the time when demanded.
Coincident peaking factors are calculated for each customer class at the time of greatest system demand. The time
of greatest demand is known as peak demand. Both the operating costs and capital assets related costs incurred to
accommodate the peak demands are generally allocated to each customer class based upon the class’s
contribution to the peak month, day and hour event.
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City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Water Cost of Service Analysis
Terminology
Functionalization – The arrangement of
the cost data by functional category (e.g.,
source of supply, treatment, etc.).
Allocation – The assignment of
functionalized costs to cost components
(e.g., commodity, capacity, customer and
fire protection related).
Distribution – Distributing the allocated
costs to each class of service based upon
each class’s proportional contribution to
that specific cost component.
Commodity Costs – Costs that are
classified as commodity related vary with
the total demand of water (e.g., chemical
use at a treatment plant).
Capacity Costs – Costs classified as
capacity related vary with peak day or
peak hour usage. Facilities are often
designed and sized around meeting peak
demands.
Fire Protection Costs – Costs that are
related to fire protection services (e.g.,
hydrants, oversizing of storage and
distribution mains).
Customer Costs – Costs classified as
customer related vary with the number of
customers on the system (e.g., metering
costs).
3.3.3 General Cost of Service Procedures
In order to determine the cost to serve each customer class of service on the City’s water
system, a cost of service analysis is conducted. A cost of service analysis utilizes a three-step
approach to review costs. These steps take the form of
functionalization, allocation, and distribution. Provided
below is a detailed discussion of the water cost of service
study conducted for the City, and the specific steps taken
within the analysis. The approach used for the City’s
study conforms to generally accepted cost of service
methodologies as outlined in the AWWA M1 manual.
3.3.3.1 Functionalization of Costs
The first analytical step in the cost of service process is
called functionalization. Functionalization is the
arrangement of expenses and asset (e.g., wells,
distribution system) data by major operating functions
(e.g., supply, treatment, transmission, storage,
distribution). Within this study, there was a limited
amount of functionalization of the cost data since it was
largely accomplished within the City’s system of accounts.
3.3.3.2 Allocation of Costs
The second analytical task performed in a water cost of
service study is the allocation of the costs. The allocation
of costs examines why the expenses were incurred or
what type of need is being met. The following cost
allocators were used to develop the cost of service
analysis:
Commodity Related Costs: Commodity costs are
those costs which tend to vary with the total
quantity of water consumed by a customer.
Commodity costs are those incurred under
average load (demand) conditions and are
generally specified for a period of time such as a
month or year. Chemicals or utilities (electricity)
are examples of commodity-related cost as these
costs tend to vary based upon the total demand of
water.
Capacity Related Costs: Capacity costs are those which vary with peak demand, or the
maximum rates of flow to customers. System capacity is required when there are large
demands for water placed upon the system (e.g., summer lawn watering). For water
Development of the Water Rate Study 31
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
utilities, capacity related costs are generally related to the sizing of facilities needed to
meet a customer’s maximum water demand at any point in time. For example, portions
of distribution storage reservoirs and mains (pipes) must be adequately sized to meet
customer capacity requirements.
Customer Related Costs: Customer costs are those costs which vary with the number of
customers on the water system. They do not vary with system output or consumption
levels. These costs are also sometimes referred to as readiness to serve or availability
costs. Customer costs may also sometimes be further classified as either actual or
weighted. Actual customer costs vary proportionally, from customer to customer, with
the addition or deletion of a customer regardless of the size of the customer. An
example of an actual customer cost is postage for mailing bills. This cost does not vary
from customer to customer, regardless of the size or consumption characteristics of the
customer. In contrast, a weighted customer cost reflects a disproportionate cost, from
customer to customer, with the addition or deletion of a customer. Examples of
weighted customer costs are items such as meter maintenance expenses, where a large
commercial customer requires a significantly more expensive meter than a typical
residential customer.
Public Fire Protection Related Costs: Fire protection costs are those costs related to the
public fire protection functions. Usually, such costs are those related to public fire
hydrants and the over-sizing of mains and distribution storage reservoirs for fire
protection purposes.
Revenue Related Costs: Some costs associated with the utility may vary with the
amount of revenue received by the utility. An example of a revenue related cost would
be a utility tax which is based on the gross utility revenue.
3.3.4 Development of Distribution Factors
Once the allocation process is complete, and the customer groups have been defined, the
various allocated costs were distributed to each customer group. The City’s allocated costs
were allocated to the previously identified customer groups using the following distribution
factors.
Commodity Distribution Factor: As noted earlier, commodity-related costs vary with
the total water consumption. Therefore, the commodity distribution factor was based
on the projected total metered consumption plus losses for each class of service and tier
for the projected test period. As noted, the consumption reflects the projected new
baseline consumption levels. These projected levels are based on estimates of customer
behavior changing due to customers’ response to the current drought.
Capacity Distribution Factor: The capacity distribution factor was developed based on
the assumed contribution to peak day use of each class. Peak day use by customer class
of service and tier was developed using peaking factors for each customer group and
Development of the Water Rate Study 32
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
tier. In this particular case, the peaking factor was defined as the relationship between
peak day contribution and average day use and determined for each customer group
based on a review of the average month to peak month usage. Given an estimated
peaking factor, the peak day contribution for each class of service was developed.
Customer Distribution Factor: Customer costs vary with the number of customers on
the system. Two basic types of customer distribution factors were identified – actual
and weighted. The distribution factors for actual customers was based on the projection
of the number of customers developed within the revenue requirement. The weighted
customer distribution factors is also broken down further into two factors which
attempt to reflect the disproportionate costs associated with serving different types of
customers. The first weighted customer factor is for customer service and accounting.
This weighted customer allocation factor takes into account the fact that it may take
more time to read a meter and process a bill for various customers. The second
weighted customer distribution factor is for meters and services. This factor attempts to
reflect the different costs and capacity demands associated with providing larger sized
meters. For example, there is a significant cost difference associated with replacing a
3/4” meter compared to a 6” meter. This cost difference is reflected within the
allocation factor.
Public Fire Protection Distribution Factor: The development of the distribution factor
for public fire protection expenses involved an analysis of each class of service and their
fire flow requirements. The analysis took into account the gallon per minute fire flow
requirements in the event of a fire, along with the duration of the required flow. The fire
flow rates used within the distribution factor were based on industry standards and
similar experiences with other water cost of service studies. The minimum fire flow
requirements are then multiplied by the number of customers in each class of service,
and the assumed duration of the fire, to determine the class’ prorated fire flow
requirements.
Revenue Related Distribution Factor: The revenue related distribution factor was
developed from the projected rate revenues for FY 2018 for each customer class of
service. These same revenues were used within the revenue requirement analysis
discussed previously.
As mentioned before, in a cost of service study, the distribution factors represent a group of
similar customers such as residential, multi-family, commercial, irrigation, etc. For this analysis,
however, additional cost detail was needed when allocating costs. This meant that the
commodity and capacity allocation factors had further detail provided. In this case residential
has a factor for each of the three tiers for the development of the proposed rates to provide
the cost basis for the tiered rates (i.e., Proposition 218). Details of the distribution factors are
provided in Exhibits 6 – 10 of the technical appendices.
Development of the Water Rate Study 33
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
3.3.5 Functionalization and Allocation of Plant in Service
As noted, one of the first steps of the cost of service is the functionalization and allocation of
plant in service. In performing the functionalization of plant in service, HDR utilized the City’s
historical plant (asset) records. Once the plant assets were functionalized, the analysis shifted
to the allocation of the asset. The allocation process included reviewing each group of assets
and determining which cost allocator the assets were related to. For example, the City assets
were allocated as: capacity-related, commodity-related, customer-related, revenue-related,
public fire protection-related, or a direct assignment. Provided below is a summary of the
allocation process. The following approach is based on the methodology as described in the
AWWA M1 Manual.
Source of supply – Source of supply was allocated as peak day related. Based on the operation
of the system, the source of supply assets were 55.0% to commodity and 45.0% to capacity.
This classification reflects the City’s system peak demand (capacity needs) in relation to the
system average day use (base needs).
Storage – Storage reservoirs, or water tanks, are typically designed to meet at least two types
of needs –peak use demands and fire protection and can also meet average day needs. The
tank storage capacity of the City was examined and consideration given to the capacity required
for fire protection under a fire event scenario. This amount of capacity, in relation to the total
storage capacity, is considered fire protection related. The balance of storage capacity is
considered to be in place to meet peak use demands. This resulted in 75.7% of the storage
costs being assigned to peak day, or the capacity cost component and the remaining 24.3% to
be assigned to the fire protection component. Since the City utilizes reservoirs as a source of
supply as well, the applicable facilities were allocated the same as source of supply which is
55.0% to commodity and 45.0% to capacity.
Transmission & Distribution – Transmission and distribution lines (mains) are typically assumed
to provide three types of costs. First, a distribution system must be in place to meet a
customer’s minimum use requirements for water. This portion of the distribution main plant
investment is considered to be a customer related cost, or a function of the number of
customers on the system. Next, a portion of the distribution system mains is considered a
function of meeting peak flow requirements on the system. Distribution mains must be sized to
adequately meet the maximum (peak) flows demanded by customers. This portion of the
distribution main plant investment is considered capacity related and allocated on an
equivalent meter basis which reflects the capacity, or demand, that can be placed on the
system by customers with varying meter sizes. Finally, distribution mains must also be over-
sized for public fire flow demands. This final portion of over-sizing for distribution plant
investment is classified as public fire protection-related. Based upon an analysis of the City’s
assets, the assignment of the distribution mains was therefore 57.8% capacity-related, 34.3%
weighted customer-related, and 7.9% fire protection related.
Development of the Water Rate Study 34
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
A detailed exhibit of the City’s functionalization and allocation of plant investment can be found
in the Technical Appendix.
3.3.6 Functionalization and Allocation of Operating Expenses
As noted in the AWWA M1 Manual, operating expenses are generally functionalized and
allocated in a manner similar to the corresponding plant account. For example, maintenance of
distribution mains is typically allocated in the same manner (allocation percentages) as the
plant account for distribution mains. This approach to allocating the City’s operating expenses
was used for this analysis. The City does not separate its O&M expenses by function (e.g.,
supply, treatment, etc.), which is a common budgeting approach for utilities. As a result, the
approach to allocate the operating expenses was based on the classification of the plant, or
asset data, which reflects the investment made by the City to provide service.
For the City’s study, the revenue requirement for FY 2018-19 was functionalized and allocated
based on the approach noted above. As noted earlier, the City utilized a cash basis revenue
requirement, which was comprised of operation and maintenance expenses, debt service, and
change in working capital. Provided in Table 3 - 4 is a summary of the allocation of the water
revenue requirement to the cost classifiers.
Table 3 - 4
Summary of the Classification of the Revenue Requirement ($000)
Total Commodity Capacity
Actual
Customer
Weighted
Customer
Fire
Protection Revenue
Total Revenue
Requirement $17,507 $3,815 $8,865 $0 $4,241 $586 $0
As can be seen, the total revenue requirement of approximately $17.5 million was allocated
between the commodity, capacity, customer, and fire protection components. Once the
allocation of the total revenue requirement is complete, the next step is to distribute the costs
allocated to each component to each customer class based on the previously discussed
distribution factors.
3.3.7 Major Assumptions of the Cost of Service Study
A number of key assumptions were used within the City’s cost of service study. Below is a brief
discussion of the major assumptions used.
A test period is used for the cost of service analysis in order to select the expenses
which should be allocated. The revenue and expense data was previously developed
within the revenue requirement study.
A cash basis approach was utilized which conforms to generally accepted water cost of
service approaches and methodologies and the City’s budgeting approach.
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City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
The allocation of plant in service was developed based upon generally accepted cost
allocation techniques. Furthermore, they were developed using the City’s specific data
and system characteristics.
Consumption by tier and class of service used within this study was developed for each
class of service from historical usage information provided by the City’s.
Peak day capacity allocation factors were estimated based upon each customer group’s
average to peak month relationship.
3.3.8 Summary Results of the Cost of Service Analysis
In summary form, the cost of service analysis began by functionalizing the City’s revenue
requirement. The functionalized revenue requirement was then allocated into the various cost
components. The individual allocation totals were then distributed proportionally to the various
customer classes of service based on the appropriate distribution factor. The distributed
expenses for each customer class were then aggregated to determine each customer class’s
overall revenue responsibility. Shown below is a summary of the distributed costs to each
customer class of service.
Table 3 – 5
Summary of the Allocation of the Water Revenue Requirement ($000)
Cost Classifier
Total Classified
Costs Residential Multi-Family
Non-
Residential Irrigation
Commodity $3,815 $1,712 $852 $981 $270
Capacity $8,865 $3,482 $1,755 $2,667 $961
Actual Customer $0 $0 $0 $0 $0
Customer Acctg. $0 $0 $0 $0 $0
Meters & Services $4,241 $2,435 $686 $802 $318
Fire Protection $586 $296 $112 $177 $0
Total $17,507 $7,925 $3,404 $4,628 $1,549
Provided in Table 3 – 6 is a summary of the cost of service analysis.
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City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table 3 – 6
Summary of the Water Cost of Service Analysis ($000)
Class of Service
Present Rate
Revenues
Allocated
Costs
$
Difference
%
Difference
Residential $7,616 $7,925 ($310) 4.1%
Multi-Family 3,645 3,404 240 -6.6%
Non-Residential 4,169 4,628 (459) 11.0%
Irrigation 1,165 1,549 (384) 32.9%
Total $15,429 $15,958 ($529) 5.5%
The cost of service study proportionally and equitably distributed the revenue requirement to
each customer class with their respective benefit received from and burdens placed on the
water system (proportional allocation). The results of the analysis show that some cost
differences exist between the various customer classes of service. It is important to understand
that a cost of service analysis is based on one year’s O&M expense data and projected
customer usage information. Given this, the results of the cost of service analysis may change
from year to year. As the City continues to monitor rates and cost of service results through
future studies, future cost of service adjustments may be necessary to reflect consumption
patterns at that time.
3.3.9 Cost of Service Summary
The analysis shows that some cost differences exist and, given the requirements of Article XIII
D, the results of the cost of service will be used to establish the proposed rate designs for each
of the City’s customer classes of service. A more detailed discussion of the use of the cost of
service results is provided in the rate design section (3.4) of this report.
This section of the report has provided the recommendations resulting from the cost of service
analysis developed for the City’s water utility. This analysis was prepared using generally
accepted cost of service techniques as provided in the AWWA M1 Manual and the specific costs
and customer characteristics of the City’s system and customers. The following section of the
report will provide a summary of the present and proposed rates for the City’s water utility.
3.4 Water Rate Design
The final step of the City’s water rate study is the design of rates to collect the desired levels of
revenues, based on the results of the revenue requirement and cost of service analyses. In
reviewing City’s rates, consideration must be given to the level of the rates as well as the
structure of the rates. The level of rates reflects the amount of revenues that should be
collected while the structure of the rates is how it is collected (charged) from the customers.
The overall revenue level for the City has been established in the revenue requirement analysis
while the proportional distribution of the revenue requirement between the various customer
Development of the Water Rate Study 37
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
classes has been developed in the cost of service analysis which provides the revenue levels to
be collected from each class of service.
3.4.1 Rate Design Criteria and Considerations
Prudent rate administration dictates that several criteria must be considered when setting
utility rates. Some of these rate design criteria are listed below:
Rates which are easy to understand from the customer’s perspective
Rates which are easy for the City to administer
Consideration of the customer’s ability to pay
Continuity, over time, of the rate making philosophy
Policy considerations (encourage efficient use, economic development, etc.)
Provide revenue stability from month to month and year to year
Promote efficient allocation of the resource
Equitable and non-discriminatory (cost-based)
Legally Defensible
It is important that the City provide its customers with a proper price signal as to what their
consumption and peaking (demand) requirements are costing. This goal may be approached
through rate level and structure. When developing the proposed rate designs, all the above
listed criteria were taken into consideration. However, it should be noted that it is difficult, if
not impossible, to design a rate that meets all the goals and objectives listed above. For
example, it may be difficult to design a rate that takes into consideration the customer’s ability
to pay, and one which is cost-based. In designing rates, there are always trade-offs between
these various goals and objectives. It is also important to note that the development of rates
must follow the intent of Proposition 218 and provide a cost-basis for the pricing of the fixed
and consumption charges. Given this, the cost of service analysis discussed in Section 3.3 is the
basis for the proposed rates.
3.4.2 Development of Cost-Based Water Rates
Developing cost-based and equitable rates is of paramount importance in the development of
water rates. While always a key consideration in developing rates, meeting the legal
requirements, and documenting the steps taken to meet the requirements, has been in the
forefront with the recent legal challenges in the State of California on water rates. Given this,
the City’s proposed water rates have been developed to meet the legal requirements of
California constitution article XIII D, section 6 (Article XIII D), or Proposition 218. A key
component of Article XIII D is the development of rates which reflect the cost of providing
service and are proportionally allocated among the various customer classes of service. HDR
would point out that there is no single prescribed methodology for equitably assigning costs to
the various customer groups. The American Water Works Association (AWWA) M1 Manual
clearly delineates various methodologies which may be used to establish cost-based rates.
Article XIII D does not prescribe a particular methodology for establishing cost-based rates.
Consequently, HDR reviewed the City’s proposed water rates based on the methodologies
provided in the AWWA M1 Manual to meet the requirements of Article XIII D and recent legal
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decisions to provide an administrative record of the steps taken to establish the City’s water
rates.
HDR is of the opinion that the noticed rates comply with legal requirements of Article XIII D.
HDR reaches this conclusion based upon the following:
x The revenue derived from water rates does not exceed the funds required to provide the
property related service (i.e., water service). The proposed rates are designed to collect
the overall revenue requirements of the City’s water utility.
x The revenues derived from water rates shall not be used for any purpose other than that
for which the fee or charge is imposed. The revenues derived from the City’s water rates
are used exclusively to operate and maintain the City’s water system.
x The amount of a fee or charge imposed upon a parcel or person as an incident of property
ownership shall not exceed the proportional costs of the service attributable to the
parcel. The cost of service analysis was specifically developed to focus on the issue of
proportional assignment of costs to customer classes of service. The proposed rates have
appropriately grouped customers into customer classes of service (residential, multi-family,
commercial, irrigation) that reflect the varying consumption patterns and system
requirements of each customer class of service. The grouping of customers and rates into
these classes of service creates the equity and fairness expected under Article XIII D by
having differing rates by customer classes of service which reflect both the level of revenue
to be collected by the utility, but also the manner in which these costs are incurred and
equitably assigned to customer classes of service based upon their proportional impacts
and burdens on the City’s water system and/or water resources.
3.4.3 Overview of the City’s Current Water Rates
The City’s current rate structure is the same for each customer class and consist of a monthly
flat fixed charge and a two-tiered consumption charge per CCF. Although the current rates are
relatively simple, easy to understand and effective, the City wanted to explore different rate
structures and possibly adjust the customer classes in order to better align with their goals and
objectives. Given the prior discussion on the California legal requirements of setting rates, and
the development of a cost of service analysis for the City, and specifically the unit costs, was the
basis for the review of the water rates for the City. Shown below in Table 3 – 7 is a summary of
the City’s present rates all customer classes.
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Table 3 - 7
Summary of the Current Water Rates
Present
Rates
Fixed Charge
All Customers $12.33
Consumption Charge
All Customers
0 – 8 CCF $7.27
8 + CCF 9.08
3.4.4 Overview of the Proposed Water Rate Structure
As mentioned previously, the City and HDR went through a thorough analysis in order to
develop the proposed rate structure. As part of this process, numerous presentations to the
City Council were made in order to develop the desired water rate structure that accomplished
the City’s goals and objectives and one that also made sense given the constraints of the system
and the customer characteristics. The proposed rate structure starts with the development of
classes of service which will each have a unique rate structure. For residential customers, the
structure will keep the monthly flat fixed charge but the consumption charge will be
transitioned to a three-tiered structure. Multi-family customers will be transitioned to a fixed
charge based service meter size and the consumption charge will be moved to a uniform rate.
Similarly, the non-residential customers will have a fixed charge varying by meter size and a
uniform consumption charge; however, the consumption charge will be unique to non-
residential customers. Finally, the irrigation customers will have the same fixed meter charge by
meter size as multi-family and non-residential but again the uniform consumption charge will
be unique to the irrigation customer class.
As a part of this study, HDR developed a water rate design discussion to clearly demonstrate
and support the noticed water rate structure and pricing. The following discussion provides a
more detailed analysis of the costing techniques and methodologies used to support the City’s
proposed rates.
3.4.5 Determination of Tiers
To determine the effectiveness and reasonableness of the rate structure, the consumption
characteristics of the customer classes were reviewed. After reviewing the customer
consumption patterns and with discussion with the City, it was determined that a 3-tier
structure for residential and a uniform rate for all other customer classes reflects their
respective consumption patterns. Shown below are charts showing the consumption patterns
of the customer classes.
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Development of the Water Rate Study 41
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As can be seen in the charts above, the residential customers have a more significant peak that
correlates to the peak season than other non-residential customers. Given this, it is reasonable
to utilize a tiered rate structure. Additionally, non-residential customer overall use and the
diversity of customer’s within the class, it is difficult to develop tiers which reflect the typical
customer consumption habits like is done in residential as residential customers behave in a
much more like manner.
3.4.6 Establishing the Cost-Basis for Pricing Tiers
Based on recent legal decisions regarding water rates and Proposition 218, HDR has concluded
that utilities have available to them at least three technical approaches to be able to
demonstrate (i.e., cost justify) the individual pricing of the tiers. These technical approaches
encompass the following areas:
1. Cost differences in water supply (i.e., stacking of water supply resources to tiers).
2. Cost differences from high peak use consumers (relationship of average use to peak
use).
3. Direct assignment of costs to specific tiers (e.g., conservation program costs, etc.).
In certain cases, the cost differences may be related to the cost of water supply when a utility
has more than one source of water supply. Additionally, this water supply approach may also
include the cost of alternative water supplies (i.e., recycled or reuse water). For example, reuse
water may be assigned to higher tiers to reflect outdoor use or the need for
additional/alternative water supply to meet the demands of the high use customers.
The second possible source of cost differences for the pricing of tiers is related to high-peak use
(peak demand) customers. Customers that use more water create greater demands and costs
on the system. A water supply and distribution system must be sized to meet these peak use
requirements. In other words, on the hottest day of the year when everyone is watering their
lawn, the supply and distribution system must be sized to meet those peak use demands.
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Economic theory clearly states that equity is achieved when those that create the demand
event, pay for the demand event. In this particular case, this has implications upon the
equitable allocation of capacity-related costs to the different usage tiers (low use vs. high peak
use).
Finally, certain costs may be directly assigned to specific tiers. For example, a conservation
program which focuses on outdoor water use may be directly assigned to the water tiers, or
seasons, which are most directly related to outdoor use. The direct assignment to a specific
price tier will create a price differential for that tier.
For the City’s study, the focus of the analysis was on the second method of determining the
cost impacts and cost differences associated with the difference in peak use by customers
within a tier (residential only) and the peaking characteristics of multi-family, non-residential,
and irrigation customers. The pricing of the fixed and consumption charge was developed to
provide the cost-basis and meet the requirements of Prop. 218.
3.4.7 Development of the Unit Costs for the Rate Designs
To begin the assignment of costs related to customer classes and specific tiers, the results of
the cost of service analysis is utilized. As noted, the cost of service analysis classifies the
revenue requirement between the various cost components of average use (commodity), peak
use (capacity), and customer (actual and weighted). The results are allocated to the various
customer classes of service proportionally and then further allocated between the rate
structure components (e.g., fixed charge, consumption charge). Provided in Table 3 – 8 is a
summary of the distribution of the FY 2018-19 revenue requirement from the cost of service
analysis (same as Table 3 - 5).
Table 3 – 8
Summary of the Distribution of the Water Revenue Requirement ($000)
Cost Classifier
Total Classified
Costs Residential Multi-Family
Non-
Residential Irrigation
Commodity $3,815 $1,712 $852 $981 $270
Capacity $8,865 $3,482 $1,755 $2,667 $961
Actual Customer $0 $0 $0 $0 $0
Customer Acctg. $0 $0 $0 $0 $0
Meters & Services $4,241 $2,435 $686 $802 $318
Fire Protection $586 $296 $112 $177 $0
Total $17,507 $7,925 $3,404 $4,628 $1,549
However, with the legal requirement to provide the cost-basis for tiered pricing, the classified
costs are further distributed between the various rate structure components based on the
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appropriate distribution factors. The distribution factors were discussed in the costs of service
section of this report. Provided below is a discussion of the approach used to distribute the
revenue requirement between the various customer classes of service, as established
previously, to the rate components for each customer class of service.
3.4.7.1 Commodity Distribution Factor
The commodity allocation factor is based on the average annual use for each of the customer
classes of service, where applicable and more importantly, by tier. For the development of the
pricing of the proposed rates the following customer class components were used:
Residential – Tier 1
Residential – Tier 2
Residential – Tier 3
Multi-Family
Non-Residential
Irrigation
To develop the commodity allocation factor for each customer class and tier, the usage for each
was divided by the total usage of the system. This produces the percent of the system that each
class/tier is responsible for and, therefore, their contribution to commodity related costs. It is
important to note that the distribution factors are based on of the amount of water for each
class including the assumed losses on the system. As an example, Tier 1 consumption of the
residential class of service represents 30.1% of the total consumption on the system. As a
result, 30.1% of the commodity related costs are allocated to Tier 1 of the residential
customers. This approach is used for each of the customer classes of service and tier for
commodity related costs. Provided below in Table 3 – 9 is a summery of the commodity
allocation factor.
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Table 3 - 9
Summary of the Commodity Distribution Factor
Reference A B C D
Calculation C = A + B
FY 2017-18
Consumption
(CCF)
Est. System
Losses
(CCF)
Total Annual
Use
(CCF)
% of
Total
Residential
Tier 1 523,154 78,473 601,627 30.1%
Tier 2 194,569 29,185 223,754 11.2%
Tier 3 61,144 9,172 70,316 3.5%
Residential Total 778,867 116,830 895,697 44.9%
Multi-Family 387,317 58,098 445,415 22.3%
Non-Residential 446,352 66,953 513,305 25.7%
Irrigation 122,920 18,438 141,358 7.1%
Total 1,735,456 260,318 1,995,774 100.0%
As can be seen, the development of the commodity distribution factor is fairly straightforward.
It is important to note that the distribution factor is based on the actual metered consumption
each class and tier, plus assumed losses on the system. In this way, those costs allocated to the
commodity component can be proportionally allocated to the appropriate customer class and
customer class tier. As an example, Tier 1 consumption of the residential class of service
represents 30.1% of the total consumption on the system. As a result, 30.1% of the commodity
related costs are then allocated to Tier 1 of the residential customers.
This approach is used for each of the customer classes of service for each rate component and
tier. Using the costs allocated to the commodity component in the cost of service analysis from
Table 3 - 8, and the commodity distribution factor in Table 3 - 9, the distribution of costs to
each tier or customer class can be developed. The summary of the distributed commodity costs
are shown below in Table 3 – 10.
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City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table 3 - 10
Distributed Commodity Costs ($000s)
Reference A B C D
Calculation D = B / C
% of
Total
Commodity
Costs
Water Sales
(CCF)
Unit Cost
($ / CCF)
Residential
Tier 1 30.1% $1,150 523,154 $2.20
Tier 2 11.2% 428 194,569 2.20
Tier 6 3.5% 134 61,144 2.20
Residential Total 44.9% $1,712 778,867
Multi-Family 22.3% $852 387,317 $2.20
Non-Residential 25.7% 981 446,352 2.20
Irrigation 7.1% 270 122,920 2.20
Total 100.0% $3,815 1,735,456
The figures in column A are from column D in Table 3 – 9. The costs shown in column B are
based on the total commodity related costs of Table 3 – 8. Column C is from column A in Table
3 – 9, or the actual consumption that is billed to the customers.
From the unit costs developed in Table 3 – 10 above, the per unit cost basis of the tiered and
uniform rates can be determined for the commodity related costs identified in the cost of
service analysis (Column D). For example, for the proposed Residential Tier 1 rate, the
commodity component is $2.20 per CCF. This applies to each tier and customer class (e.g.,
residential and non-residential).
3.4.7.2 Capacity Distribution Factor
The capacity distribution factor utilizes the same customer classes and/or tier as in the
development of the commodity distribution factor as well as a similar methodology. Whereas
commodity costs are related to the volume of water used by each class of service or tier,
capacity is related to how the class/tier uses that water. Customers use water in different ways
and at different times, thus creating different usage patterns and resulting in different peaking
factors. These usage patterns drive how the City must size the water system to meet the
demands of customers regardless of when they occur. To determine the distribution factor by
class or tier, peaking factors need to be developed for each. The peaking factors must be
reasonably estimated due to a lack of specific metered data (i.e., hourly reads) related to peak
day usage by the classes of service or tier.
The method used to estimate the peaking factors was to review the average monthly volume of
water consumed and compare it to the maximum monthly usage of water. By dividing the
maximum month by the average month, a peak-day factor is calculated. Essentially, this factor
provides a surrogate for the difference between the average use and peak day use in each tier
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or class. For example, if a customer used 10,000 gallons per month on average and in the peak
month 15,000 gallons was used, the peaking factor would be 1.50 (15,000 / 10,000 = 1.50). In
this example, the peaking factor is stating that the maximum usage in a month is 1.50 time
higher than the average usage per month. HDR reviewed the City’s recent individual monthly
customer consumption data to establish the peaking factor for each customer class of service,
and by tier for the residential customers. This resulted in the peaking factors that are used in
the establishment of the capacity allocation factor. Based on the capacity of each customer,
and tier, the costs can be proportionally allocated and establish the pricing for the customer
classes and tiers. Shown below in Table 3 – 11 is a summary of the capacity allocation factor for
each customer class.
Table 3 - 11
Summary of the Capacity Distribution Factor
Reference A B C D
Calculation C = A * B
Average
Consumption
(MGD)
Peaking
Factors
Peak Day Use
(MGD)
% of
Total
Residential
Tier 1 1.23 1.31 1.61 21.8%
Tier 2 0.46 1.65 0.76 10.3%
Tier 3 0.14 3.67 0.53 7.2%
Residential Total 1.84 2.90 39.3%
Multi-Family 0.91 1.60 1.46 19.8%
Non-Residential 1.05 2.11 2.22 30.1%
Irrigation 0.29 2.76 0.80 10.8%
Total 4.09 7.38 100.0%
Table 3 – 11 above shows the development of the capacity distribution factor. For example,
based on the City’s residential customer consumption data, those customers that stayed within
tier 1 have a peak factor of 1.31. In other words, those customers that stay within tier 1 use
1.31 times more water in the peak period than on average. This is compared to customers in
the remaining tiers which show a higher peaking factor based on how the customers in these
tiers consume water. These peaking factors were developed around the City’s specific
customers consumption patterns. Similar to the distribution of commodity costs to the tiers or
customer classes, the capacity related costs are distributed in the same manner. For example,
21.8% of the capacity costs are allocated to Tier 1 of the residential customers based on column
D in Table 3 - 11. To determine this, the average day use (column A) of each tier or class is
multiplied by the peaking factor (column B). The total peak use by tier or class is divided by the
system total peak use to develop the proportional distribution.
Development of the Water Rate Study 47
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Table 3 – 12 provides a summary of the distributed capacity costs to each tier and season.
Table 3 - 12
Allocated Capacity-Supply Costs ($000s)
Reference A B C D
Calculation D = B / C
% of
Total
Capacity
Costs
Water Sales
(CCF)
Unit Cost
($/CCF)
Residential
Tier 1 21.8% $1,936 523,154 $3.70
Tier 2 10.3% 910 194,569 4.68
Tier 3 7.2% 134 61,144 10.40
Residential Total 39.3% $3,482 778,867
Multi-Family 19.8% $1,755 387,317 $4.53
Non-Residential 30.1% 2,667 446,352 5.98
Irrigation 10.8% 961 122,920 7.82
Total 100.0% 1,735,456
The figures in column A are from column D in Table 3 – 12. The costs shown in column B are
based on the total capacity related costs of Table 3 – 8. Column C is from column A in Table 3 –
12. For example, the proposed rate for Tier 2 includes a capacity component cost of $4.68 per
CCF while the Tier 3 capacity cost is $10.40 per CCF. This difference reflects the costs associated
with providing consumption at higher tiers and the costs of providing that capacity.
3.4.8 Summary of the Customer (Fixed) Costs
It is also important to note that the customer related costs are used to establish the monthly
service charge which varies by meter size. As a result, the total customer costs were divided by
the number of equivalent meters on the system. An equivalent meter uses the capacity ratio of
a 3/4-inch meter to the larger meter sizes to determine the pricing for each meter size. In this
way the meter charge reflects the equitable proportion of fixed costs on the system based on
the capacity demands the customer can place on the system based on the size of the meter.
Shown below in Table 3 – 13 is a summary of the customer related costs and customer charge
development.
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Table 3 - 13
Summary of the Customer Charge for Rate Design
Meter
Ratios
Customer
Cost
($ / Acct. / Mo)
Total Customer Costs $4,628,294
3/4” Meter Equiv. [1] 19,515
Cost per Equiv. Meter $20.61
Proposed Rates
¾” & Less 1.00 $20.61
1" 1.67 34.40
1.5" 3.33 68.65
2" 5.33 109.85
3" 10.00 206.10
4" 16.67 343.55
6" 33.33 686.95
8” 53.33 1,099.15
10” 76.67 1,580.15
[1] – Based on the AWWA equivalent meter ratios
As can be seen in Table 3 - 13, the proposed customer charge, on a per equivalent meter basis
(e.g., a 3/4” meter), are equal to the unit costs. This is again providing the nexus between the
actual costs that the City incurs which are allocated to the fixed component of the rate
structure and the number of equivalent meters based on service meter size and the AWWA
equivalent meter ratios
3.4.9 Summary of the Unit Costs
Combining the unit costs from the commodity and capacity unit costs result in the basis of the
consumption rate pricing. In addition, direct assignment costs are added to the consumption
charge. For the fixed charges, the three customer related classifications – actual customer,
customer accounting, and weighted customer – were combined and distributed based on
equivalent meters. Public fire protection and revenue related costs were also distributed to the
fixed charge. Shown below in Table 3 – 14 is a summary of the unit costs.
Development of the Water Rate Study 49
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Table 3 - 14
Summary of the Water Cost of Service Analysis Unit Costs
Residential
– Tier 1
Residential
– Tier 2
Residential
– Tier 3
Multi-
Family
Non-
Residential Irrigation
Consumption Charge
Commodity $2.20 $2.20 $2.20 $2.20 $2.20 $2.20
Capacity 3.70 4.68 10.40 4.53 5.98 7.82
Direct Assign. 0.00 0.00 0.00 0.00 0.00 0.00
Total $5.90 $6.87 $12.59 $6.73 $8.17 $10.02
Fixed Charge
$ / Equiv. Mtr. / Mo. $20.61
As can be seen in Table 3-7, the consumption charge for Tier 1 for residential customers would
be $5.90 per unit (CCF). This is based on the proportional allocation of costs to Tier 1 based on
the proportional distribution of commodity and capacity related costs and the characteristics of
the customers within Tier 1. The same approach was used for Tier 2 and Tier 3 for the
residential customers. For multi-family, non-residential, and irrigation customers, a uniform
rate, or the same rate for all consumption, was developed. However, it should be noted that
the rate for each of these three customer classes of service is unique and based on the
consumption and system facility requirement of each customer class. It is important to note a
uniform rate is a generally accepted approach for these types of customers. One reason for this
is that these customers all have similar peaking factors, but the total use can vary significantly.
For example, one customer (10 unit multi-family complex) may only use 20 units of water a
month, while another customer (100 unit multi-family complex) may use 200 units of water a
month. As can be seen, developing a tiered rate structure that is equitable to both customers is
difficult if not impossible given the range of total use. Again, it is important to remember that
the overall characteristics, such as peaking factor, timing of the peak, etc., are very similar
within the class. It is the overall use which results in a uniform rate being most appropriate.
3.4.10 Summary of the Proposed Water Rates
Given the discussion about the proposed rate structure development and based on the above
revenue requirement and cost of service analyses, the proposed water rates can be developed.
As mentioned previously, the proposed rates will result in separate customer classes of service
for residential, multi-family, non-residential, and irrigation. The fixed charge will be the same
per equivalent meter for all customers. However, the consumption charge will be unique to
each customer class based on their usage characteristics and system requirements as
developed in the cost of service analysis. It is important to not that the residential customer
class will have a three-tiered consumption charge structure. Provided below in Table 3 - 8 is a
summary of the proposed water rates for the City.
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City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Table 3 - 8
Summary of the Proposed Water Rates
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Fixed Charge
Residential $20.61 $21.75 $22.95 $24.20 $25.55
MF / Non-Res / Irr
3/4" & Less $20.61 $21.75 $22.95 $24.20 $25.55
1" 34.40 36.30 38.30 40.40 42.60
1 1/2" 68.65 72.45 76.45 80.65 85.10
2" 109.85 115.90 122.25 128.95 136.05
3" 206.10 217.45 229.40 242.00 255.30
4" 343.55 362.45 382.40 403.45 425.65
6" 686.95 724.75 764.60 806.65 851.00
8" 1,099.15 1,159.60 1,223.40 1,290.70 1,361.70
10” 1,580.15 1,667.05 1,758.75 1,855.50 1,957.55
Commodity Charge
Residential
0 – 5 CCF $5.90 $6.22 $6.56 $6.92 $7.30
5 – 12 CCF 6.87 7.25 7.65 8.07 8.51
12 + CCf 12.59 13.29 14.02 14.79 15.60
Multi-Family $6.73 $7.10 $7.49 $7.90 $8.33
Non-Residential $8.17 $8.62 $9.09 $9.59 $10.12
Irrigation $10.02 $10.57 $11.15 $11.76 $12.41
As can be seen the proposed rates, effective July 1, 2018, have been adjusted to reflect the
overall revenue needs of the water system based on the revenue requirement and cost of
service analyses. The structure has also been adjusted per the rate structure analysis and as
described previously. For the development of the larger meter sizes, they are based on the
capacity ratios of the meter as provided by the AWWA M1 Manual starting with the “ 3/4” &
Less” rate. The rates have been adjusted to meet the proportional allocation of costs to each
customer class. The detailed analyses for the City’s water rates can be found in the water
technical appendices.
3.5 Summary of the Water Rate Study
This completes the water rate study completed for the City’s water utility. This study provides a
comprehensive review rates for the City. The analysis aims to allow the City to meet their
current and projected water system financial obligations for the time period reviewed based on
the assumed customer growth, capital plan, and projected increases in operating costs through
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cost-based and equitable water rates. Should these assumptions change, the analysis may also
need to be revised to reflect the current conditions.
Development of the Wastewater Rate Study 52
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Development of the Wastewater Rate Study 4
4.1 Introduction
This section describes the development of the City’s wastewater utility rate study. Similar to the
water utility, for the wastewater study a revenue requirement, cost of service, and rate design
analyses were completed. The basis for the study was the City’s adopted budget, capital
improvement plan, historical customer data, and system operation characteristics. Based on
the City’s specific costs, and customer characteristics, cost-based rates were developed to
prudently fund the wastewater utility. Provided in this section is the detailed summary of the
City’s wastewater rate study.
4.2 Wastewater Revenue Requirement
This section describes the development of the revenue requirement analysis for the City’s
wastewater system. The revenue requirement analysis is the first analytical step in the
comprehensive rate study process. From this analysis a determination can be made as to the
overall level of rate adjustments needed to provide adequate and prudent funding for both
operating and capital needs of the utility. The primary objective of the rate study was to
develop cost-based and equitable rates while attempting to minimize the impacts to the
utility’s customers.
4.2.1 Determining the Revenue Requirement
In developing the City’s wastewater revenue requirement, the utility, must financially “stand on
its own” and be properly funded. That is, no rate revenues are being transferred from other
City funds in order to support the wastewater utility. As a result, the revenue requirement
analysis assumes the full and proper funding needed to operate and maintain the wastewater
system on a financially sound and prudent basis for the long-term.
4.2.2 Establishing a Time Frame and Approach
To begin calculating the revenue requirement for the City’s wastewater system, a time frame
was established for the analysis. The budget year (FY 2017-18) plus a 5-year review period (FY
2018-19 – FY 2022-23) was determined to be an appropriate amount of time for the financial
plan. This financial plan was based on the City’s adopted wastewater budget which was then
projected over a multi-year period based on historical escalation factors. Reviewing a multi-year
time period is recommended since it attempts to identify any major expenses that may be on
the horizon. By anticipating future financial requirements, the City can begin planning for these
changes sooner, thereby minimizing short-term rate impacts and overall long-term rates.
The second step in determining the revenue requirement was to decide on the basis of
accumulating costs. In this particular case, for the revenue requirement analysis a “cash basis”
approach was utilized. The “cash basis” approach is the most commonly used methodology by
municipal utilities to set their revenue requirement. This is also the methodology that the City
has historically used to establish their wastewater revenue requirements. Table 4 - 1 provides a
Development of the Wastewater Rate Study 53
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
summary of the “cash basis” approach and cost components used to develop the City’s
wastewater revenue requirement.
Table 4 – 1
Overview of the City’s “Cash Basis” Wastewater Revenue Requirements
+ Wastewater Operation and Maintenance Expenses
+ Transfers
+ Rate Funded Capital
+ Debt Service (Principal + Interest) – Existing and Future
± Reserve Funding
= Total Wastewater Revenue Requirement
о Miscellaneous Revenues
= Net Revenue Requirement (Balance Required from Rates)
Given a time period around which to develop the revenue requirement and a method to
accumulate the costs; the focus shifts to the development and projection of the revenues and
expenses of the City’s wastewater system.
The primary financial inputs in the development of the revenue requirement were the City’s
adopted FY 2017-18 budget documents, recent billed customer and consumption data, and the
City’s capital improvement plan (CIP). Presented below is a detailed discussion of the steps and
key assumptions contained in the development of the projections of the City’s wastewater
revenue requirement analysis.
4.2.3 Projecting Rate and Other Miscellaneous Revenues
The first step in developing a projection of the wastewater rate revenues, at present rate levels,
was to determine the projected billing units for
each customer group. The billing units for each
customer group were then multiplied by the
applicable current wastewater rates. This
method of independently calculating revenues
links the projected revenues used within the
analysis to the projected billing units. It also
helps to confirm that the billing units used within
the study are reasonable for purposes of
projecting future revenues, allocating costs and,
ultimately, establishing proposed rates.
The majority of the City’s rate revenues are
derived from residential customers. The City also
serves a variety of multi-family, and non-
residential customers. In total, and at currently adopted rate levels, the City’s wastewater
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system is projected to receive approximately $13.5 million in rate revenue in FY 2017-18. Over
time, the study has assumed a conservative level customer growth of 0.8% / year. By FY 2022-
23, the rate revenues - assuming no rate adjustments - are projected to be approximately $14.0
million.
In addition to rate revenues, the City also receives other miscellaneous revenues. These are
revenues related to rent/lease income, Cal Poly, interest income, late charges, etc. In total, the
City is projected to average approximately $1.6 million annually in miscellaneous revenues.
Miscellaneous revenues were estimated to increase slightly over the study time period and
reach $1.7 million by FY 2022-23.
On a combined basis, taking into account the rate revenues and the miscellaneous revenues,
the City’s wastewater utility has total projected revenues of approximately $15.1 million in FY
2017-18, increasing to approximately $15.7 million by FY 2022-23 as a result of estimated
growth as noted above. The assumptions used for growth can be found in Exhibit 2 of the
technical appendix.
4.2.4 Projecting Operation and Maintenance Expenses
Operation and maintenance (O&M) expenses are incurred by the City to maintain and improve
the wastewater collection, conveyance, and treatment system. The starting point of the
projection of O&M expenses was the adopted FY 2017-18 budget. Budgeted O&M expenses
were projected over the rate study time period based on historical inflationary factors. These
factors took into consideration the City’s historical cost increases and projected increases. The
factors ranged from 1.5% to 12.5% annually for the various types of expenses (e.g., labor,
benefits, materials & supplies). Similar to the water study, several specific costs were adjusted
based on known increases. These were items such as PERS and other benefit related costs. In
total, O&M expenses were projected at an annual inflation rate of approximately 2.0% over the
rate study time period. The total operation and maintenance expenses budgeted for the
wastewater utility are projected to be approximately $7.3 million in FY 2017-18. Over the five-
year review period, the total O&M expenses are projected to increase to approximately $8.0
million by FY 2022-23.
4.2.5 Projection of Transfers
As with the water utility, the City pays transfer payments for a number of different services that
it receives. The most significant for FY 2017-18 is the cost allocation plan transfer for $1.7
million. This transfer is to the general fund to pay for services that other City departments
provide or benefits to the wastewater utility. There are also transfer related to the City’s ERP
system which is about $337,000 for FY 2017-18 and FY 2018-19 for the initial set-up and then
annual ongoing costs of $106,000. In total, there are approximately $2.5 million in FY 2017-18
and this remains flat over the review period as was the case with water.
4.2.6 Projecting Capital Funding Needs
Similarly to the water revenue requirement, a key component in the development of the
wastewater revenue requirement was properly and adequately funding capital improvement
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needs. One of the major issues facing many utilities across the U.S. is the amount of deferred
capital projects and the funding pressure from growth/expansion-related improvements. The
proper and adequate funding of capital projects is an important issue for all wastewater utilities
and is not just a local issue or concern of the City.
In general, there are three types of capital projects that the City may need to fund. These
include the following types:
Renewal and replacement projects
Growth/capacity expansion projects
Regulatory-related projects
A renewal and replacement project is essentially maintaining the existing system that is in place
today. As the existing plant becomes worn out, obsolete, etc., the City should be making
continuous investments to maintain the integrity of its facilities. The City has developed a
capital improvement plan (CIP) to address both the short and long term needs of the
wastewater utility. The City’s CIP will help guide and prioritize capital projects over time and
capital investments to expand the capacity of facilities to accommodate future customers.
Additionally, certain projects may be a function of a regulatory requirement in which the
Federal or State government mandates the need for an improvement to the system to meet a
regulatory standard. Understanding these different types of capital projects is important
because it may help to explain why costs are increasing and the cost drivers for any needed rate
adjustment.
The way in which projects are funded may vary by the type of capital project. For example,
renewal and replacement projects may be paid for via rates and funded on a “pay-as-you-go
basis”. In contrast to this, growth or capacity expansion projects may be funded through the
collection of connection fees (i.e., growth-related charges) in which new development pays a
proportional and equitable share of the cost of improvements required as a result of their
connection (impact). Finally, regulatory projects may be funded by a variety of different means,
which may include rates, long-term debt, grants, etc.
While the above discussion appears to neatly divide capital projects into three clearly defined
categories, the reality of working with specific capital projects may be more complex. For
example, a pump may be replaced, but while being replaced, it is up-sized to accommodate
greater capacity. There are many projects that share these “joint” characteristics. At the same
time, projects may not be “replacement” related, but rather “improvement” related. Provided
below in Table 4 - 2 is a summary of the wastewater capital funding analysis.
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Table 4 – 2
Summary of the Wastewater Capital Improvements ($000)
FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Total Capital Improvement Projects
Total Wastewater Collection $1,602 $2,070 $1,720 $4,010 $470
Total Water Resource Recovery Facility 56,560 35,280 29,186 55 30
Total Environmental Compliance 0 35 0 0 0
Total Administration 22 35 0 0 500
Total Shared Information Technology 72 28 4 26 91
Unidentified Future Capital Projects 845 1,902 2,440 1,750 3,259
Total Capital Projects $59,100 $39,350 $33,350 $5,841 $4,350
Less: Outside Funding Sources
Capital Fund Reserves $0 $1,750 $1,750 $3,241 $1,750
WRRF Upgrade Debt 56,500 35,000 29,000 0 0
Rate Funded Capital 2,600 2,600 2,600 2,600 2,600
Total Funding Sources $59,100 $39,350 $33,350 $5,841 $4,350
A key aspect of this capital funding plan was incorporating the City planned long-term debt to
fund the upgrade to the Water Resource Recovery Facility. The City has assumed the issuance
of approximately $140 million in long-term debt. As can be seen in the above table, this is the
majority of the capital plan over the first three years. In addition to this project, the City plans
on approximately $4 million per year in other improvements. These projects will be funded
through a mix of rates and available reserves.
While the total amount of a project may vary from year to year, this wastewater capital funding
plan has attempted to provide a consistent funding source for the replacement fund. In this
case, the wastewater utility’s rates will annually fund an amount of $2.6 million. As a point of
reference, the City’s annual depreciation expense is approximately $2.6 million. A desirable
funding target for rate funded capital is an amount equal to or greater than annual depreciation
expense. This level of funding slightly exceeds the minimum level of rate funded capital based
on annual depreciation expenses.
It is important to note and understand that depreciation expense is not the same as
replacement cost. Thus, funding an amount which exceeds depreciation expense is both
prudent and appropriate. As noted, to help establish a prudent level of annual replacement
funding through rates, HDR worked with City staff to develop a funding plan for the CIP. In
developing this financial plan, HDR and the City have attempted to minimize rate impacts while
funding the planned capital projects of the City.
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4.2.7 Projection of Debt Service
The City currently has five outstanding long-term debt issues; the WRRF Energy Efficiency
Project issuance, the two Tank Farm Lift Station loans, the Radio System Upgrade issuance, and
the Dispatch Center issuance. In total annual debt service payments are approximately $1.4
million in FY 2017-18 and in FY 2019-20 is decrease by $40,000 due to the retirement of the
Radio System Upgrade debt. It is assumed that the City will issue approximately $140.0 million
in debt for the WRRF upgrade which is estimated to have annual debt service payments of $6.2
million per year. Similar to the water analysis, the wastewater analysis has assumed that a
portion of the existing, and future, annual debt service payments will be funded through
wastewater development impact fees. In this way, new growth on the system is funding a
portion of the costs of infrastructure to provide service that has been funded through long-
term debt issuances.
4.2.8 Reserve Funding
The final component of the revenue requirement analysis is reserve funding. This can be
described as additional transfers to reserve funds to maintain prudent ending fund balances or
for future funding of specific projects. Also, any additional balance of funds after the transfers
are made is transferred to the operating fund to maintain minimum fund balances. As will be
shown, the rates are at sufficient levels and funds are being transferred back to reserves to
meet minimum target levels and to be available for future capital projects.
4.2.9 Summary of the Wastewater Revenue Requirement
Given the above projections of revenues and expenses, a summary of the wastewater revenue
requirement analysis can be developed. In developing the revenue requirement analysis,
consideration was given to the financial planning considerations of the City. In particular,
emphasis was placed on attempting to minimize rates, yet still have adequate funds to support
the operational activities and capital projects throughout the projected time period. Presented
below in Table 4 - 3 is a summary of the City’s projected wastewater revenue requirement.
Detailed exhibits of this analysis can be found in the Technical Appendix (Exhibits 1 – 5).
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Table 4 - 3
Summary of the Wastewater Revenue Requirement Analysis ($000)
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $13,602 $13,711 $13,820 $13,931 $14,042
Other Revenues 1,640 1,653 1,667 1,680 1,693
Total Revenues $15,242 $15,364 $15,487 $15,611 $15,736
Expenses
O&M Expenses $7,453 $7,667 $7,652 $7,845 $8,033
Total Transfers 2,632 2,351 2,396 2,441 2,488
Rate Funded Capital 2,600 2,600 2,600 2,600 2,600
Net Debt Service 1,281 1,237 1,239 7,398 7,394
Reserve Funding 1,684 2,767 3,849 (1,354) (303)
Total Expenses $15,650 $16,623 $17,736 $18,931 $20,213
Bal. / (Def.) of Funds ($408) ($1,259) ($2,249) ($3,320) ($4,477)
Bal. as % of Rev from Rates 3.0% 9.2% 16.3% 23.8% 31.9%
Proposed Rate Adjustments 3.0% 6.0% 6.5% 6.5% 6.5%
Add'l Revenue with Rate Adj. $408 $1,259 $2,249 $3,320 $4,477
Bal. / (Def.) After Rate Adj. $0 $0 $0 $0 $0
As can be seen, the revenue requirement has summed the O&M, transfers, rate funded capital,
net debt service and the reserve funding. The total revenue requirement is then compared to
the total sources of funds which include the rate revenues, at present rate levels, and other
miscellaneous revenues. From this comparison a balance or deficiency of funds in each year can
be determined. This balance or deficiency of funds is then compared to the rate revenues to
determine the level of rate adjustment needed to meet the revenue requirement. It is
important to note the “Bal. / (Def.) of Funds” row is cumulative. That is, any adjustments in the
initial years will reduce the deficiency in the later years. Over this project time period, the total
deficiency of rates is 31.9%.
The revenue requirements developed in Table 4 - 3 has been developed to meet financial
planning objectives of the City. More specifically, the City desires to adequately and prudently
fund its wastewater operating and capital needs. In doing so, any needed rate adjustments
should avoid large adjustments in any single year. Table 4 - 3 has also included a set of
proposed rate revenue adjustments (yellow highlighted band) which are sufficient to meet the
total revenue requirements over the projected time period. The proposed rate adjustments are
a function of assumed inflation over this time period, coupled with the need to increase the
capital improvement funding from rates (renewal and replacement funding), meet minimum
reserve levels, and fund annual debt service payments. If wastewater rate adjustments are not
implemented, the City will not have sufficient funding to prudently operate and maintain the
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wastewater system, or meet annual debt service coverage requirements when additional long-
term debt is issued. Over the five-year time period, annual deficiencies range from $408,000 to
$4.5 million.
4.2.10 Consultant’s Conclusions
Based on the revenue requirement analysis developed herein, HDR has recommended that the
City adjust wastewater rates over the next five years (FY 2018-19 – FY 2022-23). HDR has
reached this conclusion for the following reasons:
Rate revenue adjustments are necessary to fund the City’s capital replacement needs, of
which a large portion is driven by the funding of replacement capital projects (outside
the WRRF project).
Rate revenue adjustments are necessary to fund the City’s planned issuance of long-
term debt.
The proposed rate adjustments maintain the City’s strong financial health and provide
long-term sustainable funding levels for the City.
In reaching this conclusion, HDR would recommend that the City adopt the proposed rates in
order to provide sufficient funding for annual O&M and capital improvement program.
4.2.11 Summary
This section of the study has provided a discussion of the City’s wastewater revenue
requirement analysis. The revenue requirement analysis developed a rate transition plan to
support the City’s operating and capital needs. The next section will discuss the cost of service
analysis developed for City’s wastewater system.
4.3 Wastewater Cost of Service
In the previous section, the revenue requirement analysis focused on the total sources and
application of funds required to adequately fund the City’s wastewater system. This section will
provide an overview of the cost of service analysis developed for the City’s wastewater utility.
Similar to the water cost of service analysis, the wastewater cost of service analysis is
concerned with the proportional allocation of the total revenue requirement between the
various customer classes of service (e.g., residential, multi-family, non-residential). The
previously developed revenue requirement was utilized in the development of the cost of
service analysis.
4.3.1 Objectives of a Cost of Service Study
There are two primary objectives in conducting a wastewater cost of service study:
x Allocate the City’s revenue requirement among the customer classes of service; and
x Derive average unit costs for subsequent rate designs
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The primary objective of the cost of service analysis is the fair and equitable manner to
proportionately collect the revenue requirement from the City’s various customer classes of
service. The second rationale for conducting a cost of service analysis is to ensure that
proposed rates are designed such that it properly reflects the costs incurred by the City. For
example, a wastewater utility typically incurs costs related to flow (wastewater volumes),
strength, and customer cost components. Each of these types of costs may be collected in a
slightly different manner as to allow for the development of rates that collect costs in the same
manner as they are incurred.
4.3.2 Determining the Customer Classes of Service
The first step in a cost of service analysis is to determine the customer classes of service. Based
on the current rates the classes of service used within the cost of service analysis were:
Residential
Multi-Family
Commercial
In determining classes of service for cost of service purposes, the objective is to group
customers together into similar or homogeneous groups based upon facility requirements
and/or flow characteristics. HDR reviewed the current customer characteristics and facility
requirements to determine the classes of service, which were the City’s current customer
classes that are consistent with typical industry practices.
4.3.3 General Cost of Service Procedures
In order to determine the cost to serve each customer class of service on the City’s wastewater
system, a cost of service analysis is conducted. A cost of service study utilizes a three-step
approach to review costs which is outlined in the Water Environment Federation Manual of
Practice No. 27 (WEF MOP #27). These steps take the form of functionalization, allocation, and
distribution. Provided below is a detailed discussion of the wastewater cost of service study
conducted for the City, and the specific steps taken within the analysis.
4.3.3.1 Functionalization of Costs
The first analytical step in the cost of service process is called functionalization.
Functionalization is the arrangement of expenses and asset (plant) data by major operating
functions (e.g., collection, pumping). Within this study, there was a limited amount of
functionalization of the cost data, as the City’s records functionalized a majority of the costs.
4.3.3.2 Allocation of Costs
The second analytical task performed in a wastewater cost of service study is the allocation of
the costs. Allocation determines why the expenses were incurred or what type of need is being
met. The following cost allocators were used to develop the cost of service analysis:
Volume Related Costs: Volume related costs are those costs which tend to vary with the
total quantity of wastewater collected and treated.
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Terminology of a Wastewater
Cost of Service Analysis
Functionalization – The arrangement
of the cost data by functional
category (e.g. collection, pumping,
treatment).
Allocation – The assignment of
functionalized costs to cost
components (e.g., volume, strength,
and customer related).
Distribution – Distributing the
allocated costs to each class of service
based upon each class’s proportional
contribution to that specific cost
component.
Volume Costs – Costs that are
classified as volume related vary with
the total flow of wastewater (e.g.,
power for pumping).
Strength Costs – Costs classified as
strength related refer to the
wastewater treatment function.
Typically, strength-related costs are
further defined as biochemical
oxygen demand (BOD) and suspended
solids (SS). Different types of
customers may have high wastewater
strength characteristics and high
strength wastewater costs more to
treat. Treatment facilities are
designed and sized around meeting
these costs.
Customer Costs – Costs classified as
customer related vary with the
number of customers on the
wastewater system, e.g., billing costs.
Direct Assignment – Costs that can be
clearly identified as belonging to a
specific customer group or group of
customers.
Strength Related Costs: Strength related costs are
those costs associated with the additional handling
and treatment of high “strength” wastewater.
Strength is typically measured in biochemical oxygen
demand5 (BOD) and total suspended solids6 (SS). For
the City’s study Ammonia (NH3) was also included as
it is a significant constituent and driver of treatment
related costs. Increased levels of BOD, SS, or NH3
generally equate to increased treatment costs.
Customer Related Costs: Customer-related costs
vary with the addition or deletion of a customer or a
cost which is a function of the number of customers
served. Customer related costs typically include the
costs of billing, collecting, and accounting.
Revenue Related Costs: Some costs associated with
the utility may vary with the amount of revenue
received by the utility. An example of a revenue
related cost would be a utility tax which is based on
gross utility revenue.
The basis, or methodology, for the allocation process is
outlined in the WEF MOP #27. The methodology
provided in the manual was then applied to the City’s
specific circumstances, costs, and operations to develop
the appropriate allocation approach.
4.3.3.3 Development of Distribution Factors
Once the allocation process is complete, and the
customer groups have been defined, the various
allocated costs were distributed to each customer class
of service. The City’s allocated costs were distributed to
the customer classes of service using the following
allocation factors.
Volume Distribution Factor: Volume-related costs
are generally distributed on the basis of
5 BOD is the amount of dissolved oxygen that must be present in water in order for microorganisms to
decompose the organic matter in the wastewater.
6 TSS is the entire amount of organic and inorganic particles dispersed in wastewater.
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contribution to wastewater flows. Wastewater flows were calculated based on winter
water flow estimates for the customers as wastewater is not metered. Given this, winter
water average use is used as an estimate to reflect average wastewater volume in
recognition of the amount of water used for outdoor uses (e.g., irrigation of landscaping)
that are not discharged to the wastewater system. For allocation purposes this study
used winter water usage to estimate contributed wastewater volumes for residential
customers and billed wastewater flow for multi-family and non-residential customers.
Strength Distribution Factor: Strength-related costs are allocated between BOD, SS, and
NH3. These costs are allocated to each of the classes of service based upon the assumed
domestic strength level of 250 mg/l for BOD and SS and 20 mg/l for NH3 based on City
data and information.
Customer Distribution Factor: Customer costs within the cost of service analysis are
distributed to the various customer classes of service based upon their respective
customer counts. Two types of customer distribution factors were developed; actual and
weighted. The actual customer distribution factor assumes that there is no
disproportionate cost associated with serving a customer (e.g., postage for bills is the
same regardless of the size or usage of the customer). In contrast, a weighted customer
distribution factor assumes that there is some disproportionality associated with serving
different types of customers and attempts to estimate the level of difference in serving
the customers.
Revenue Related Distribution Factor: The revenue related distribution factor was
developed from the projected rate revenues for FY 2018.
The development of distribution factors is based on generally accepted principles as developed
in the WEF MOP #27.
4.3.4 Summary of the Wastewater Cost of Service Analysis
In summary form, the cost of service analysis began by functionalizing the City’s plant asset
records and O&M expenses. The functionalized plant and expense accounts were then
allocated into their various cost components. Provided below is a summary of the allocation of
the City’s FY 2018-19 test period revenue requirement using the methodology outlined in the
WEF MOP #27.
Table 4 – 4
Summary of the Classification of the FY 2018-19 Revenue Requirement ($000’s)
Total Volume BOD Ammonia TSS Customer FP / RR
$14,010 $4,760 $1,997 $1,198 $1,997 $4,058 $0
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As shown in Table 4 - 4 the total revenue requirement for FY 2018-19 has been allocated
between the various cost components based on generally accepted methodologies. Next, the
individual allocation totals were then distributed proportionally to the various customer groups
based on the appropriate distribution factors. For example, volume related costs were
distributed based on each customer class’ share of total wastewater contributions. In this case,
approximately 38.8% is distributed to residential, 26.9% to multi-family, and 34.3% to non-
residential. The total costs allocated to each cost component were distributed between the
customer classes using the previously mentioned distribution factors. Provided below in Table 4
- 5 is a summary of the total allocation of costs, by cost component, to the customer classes of
service.
Table 4 – 5
Summary of the Classification of the FY 2018-19 by Customer Class ($000’s)
Total Residential Multi-Family Non-Residential
Volume $4,760 $1,848 $1,282 $1,631
BOD 1,997 775 538 684
Ammonia 1,198 465 323 410
TSS 1,997 775 538 684
Customer 4,058 2,514 709 835
RR / DA 0 0 0 0
Total $14,010 $6,377 $3,390 $4,243
The distributed expenses for each customer group were then aggregated to determine each
customer group’s overall revenue responsibility. Provided in Table 4 - 6 is a summary of the cost
of service analysis.
Table 4 – 6
Summary of the Wastewater Cost of Service Analysis ($000)
Class of Service
Present Rate
Revenues
Allocated
Costs
$
Difference
%
Difference
Residential $5,847 $6,377 ($530) 9.1%
Multi-Family 3,445 3,390 56 -1.6%
Non-Residential 4,310 4,243 66 -1.5%
Total $13,602 $14,010 ($408) 3.0%
The results of the cost of service analysis indicated cost differences between the customer
classes of service. When reviewing the results of the cost of service analysis, it is important to
understand that the results will not be “exact” each time the City updates its cost of service
analysis. This is due to changing customer winter water consumption patterns which impact
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wastewater flows, external impacts such as drought conditions, and how the City incurs costs.
However, given the requirements of Proposition 218, HDR proposes that cost of service
adjustments be made in accordance with the unit cost summary as shown below in Table 4 - 7
Table 4 – 7
Summary of the Wastewater Unit Costs
Residential Multi-Family Non-Residential
Volume Charge ($ / CCF) $7.85 $7.85 $7.85
Base Fee ($ / Equiv. Mtr.) $18.69 $18.69 $18.69
4.3.5 Consultant’s Conclusions and Recommendations
While minor cost differences exist, the overall allocation of costs between customers generally
appears to be reasonable. However, as noted, HDR is recommending that the City implement
cost of service adjustments and realign the rate structures at this time. Given this the proposed
rates reflect the results of the cost of service analysis.
One of the variables which are impacting the cost allocations is the trend of declining per capita
water consumption for residential customers, along with the recent drought conditions with
California. These conditions certainly have an impact upon consumptive use and cost
allocations and may not reflect future winter water consumption patterns which are used to
establish the basis for allocating costs for wastewater related services over the next five year
period. However, customer consumption patterns generally do not return to “typical” levels in
the short-term. Given this the results of the cost of service will provide the City with cost-based
and equitable rates that reflect current customer characteristics. It should also be noted that a
cost of service reflects a single point in time. It is recommended that the City closely follow the
results of subsequent cost of service analyses in order to gauge the effects of these outside
forces.
4.3.6 Summary
This section of the study has provided a summary of the cost of service analysis developed for
the City. This analysis was prepared using generally accepted cost of service techniques and
principles. The next section of the study will review the present and proposed wastewater rates
for the City.
4.4 Wastewater Rate Design
The final step of the City’s comprehensive wastewater rate study is the design of rates to collect
the desired levels of revenues, based on the results of the revenue requirement and cost of
service analyses. In reviewing City’s rates, consideration is given to the level of the rates and
the structure of the rates.
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4.4.1 Rate Design Criteria and Considerations
Prudent rate administration dictates that several criteria must be considered when setting
utility rates. Some of these rate design criteria are listed below:
x Rates which are easy to understand from the customer’s perspective
x Rates which are easy for the City to administer
x Consideration of the customer’s ability to pay
x Continuity, over time, of the rate making philosophy
x Policy considerations (encourage efficient use, economic development, etc.)
x Provide revenue stability from month to month and year to year
x Promote efficient allocation of the resource
x Equitable and non-discriminatory (cost-based)
x Compliance with State law
It is important that the City provide its customers with a proper price signal as to what their
usage or volumetric contributions are costing. This goal may be approached through rate level
and structure. When developing the proposed rate designs, all the above-listed criteria were
taken into consideration. However, it should be noted that it is difficult, if not impossible, to
design a rate that meets all the goals and objectives listed above. For example, it may be
difficult to design a rate that takes into consideration customers’ ability to pay, and one which
is cost-based. In designing rates, there are always trade-offs between these various goals and
objectives. For rate setting purposes the proposed rates were developed based on the results
of the revenue requirement and cost of service analysis.
4.4.2 Development of Cost-Based Wastewater Rates
As mentioned, developing cost-based and equitable rates is of paramount importance in
developing proposed wastewater rates. While always a key consideration in developing rates,
meeting the legal requirements, and documenting the steps taken to meet the requirements,
has been in the forefront with the recent legal challenges in the State of California on utility
rates. Given this, the development of the City’s proposed wastewater rates have been
developed to meet the legal requirements of California Constitution article XIII D, section 6
(Article XIII D). A key component of Article XIII D is the development of rates which reflect the
cost of providing service and are proportionally allocated between the various customer classes
of service. HDR would point out that there is no single methodology for equitably assigning
costs to the various customer groups. The Water Environment Federation Manual of Practice
#27 provides various methodologies which may be used to establish cost-based rates.
Unfortunately, Article XII D is not prescriptive and does not provide a specific methodology for
establishing rates. Given that, HDR developed the City’s proposed wastewater rates based on
generally accepted rate setting methodologies to meet the requirements of Article XIII D.
HDR is of the opinion that the proposed rates meet the legal requirements of Article XIII D. HDR
reaches this conclusion based upon the following:
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x The revenue derived from wastewater rates does not exceed the funds required to
provide the property related service (i.e., wastewater service). The proposed rates are
designed to collect the overall revenue requirement of the City’s wastewater system.
x The revenues derived from wastewater rates shall not be used for any purpose other than
that for which the fee or charge is imposed. The revenues derived from the City’s
wastewater rates are used exclusively to operate and maintain the City’s wastewater
system.
x The amount of a fee or charge imposed upon a parcel or person as an incident of property
ownership shall not exceed the proportional costs of the service attributable to the
parcel. The cost of service analysis has focused exclusively on the issue of proportional
assignment of costs to customer classes of service. The proposed rates have appropriately
grouped customers into customer classes of service (residential, multi-family, non-
residential) that reflect the varying consumption patterns and system requirements (i.e.,
the benefits they receive from and burdens they place on the system) of each customer
class of service. The grouping of customers and rates into these classes of service creates
the equity and fairness expected under Proposition 218 by having differing rates by
customer classes of service which reflect both the level of revenue to be collected by the
utility, and the manner in which these costs are incurred and equitably assigned to
customer classes of service based upon their proportional impacts.
4.4.3 Overview of the Present Wastewater Rate Structure
The City currently has a flat monthly fixed charge and a uniform consumption charge on a per
CCF basis for all customers. The flat rate provides revenue stability for the City as well as
reflects the fact that the majority of the City’s costs are fixed (especially true with wastewater
utilities). The wastewater consumption charge structure is uniform which reflects the fact that
the incremental costs to treat an additional CCF of wastewater is not more expensive than the
previous CCF. It is important to note that the billing is done on usage only up to the average
winter water use calculation done by the city annually, in arrears. Shown below in Table 4 – 8 is
a summary of the City’s present wastewater rates.
Table 4 – 8
Summary of the Present Wastewater Rates
All Customers
Fixed Charge (per account) $8.57
Consumption Charge ($ / CCF)
All Usage $9.44
4.4.4 Development of the Proposed Wastewater Rates
Given the fact that the majority of the City’s expenses are fixed in nature, only minor changes
to the wastewater rate structure have been proposed at this time.
Development of the Wastewater Rate Study 67
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
The revenue requirement analysis was used to determine the adequate and prudent level of
funding needed to operate the City’s wastewater system. For rate setting purposes, the
revenue requirement reviewed the time period of FY 2018-19 – FY 2022-23. The results of the
revenue requirement analysis indicate the need for annual revenue adjustments over that time
period. In addition, the cost of service resulted in minor adjustments stemming from the
development of classes of service, rate structure changes, and based on the current customer
characteristics. The proposed rates to be developed in this section of the study will reflect the
proposed revenue adjustments along with the adjustments as provided in the cost of service
analysis. Provided below in Table 4 - 9 is a summary of the target revenues in each year of the
study and the calculated revenues resulting from the proposed rates.
As can be seen, the proposed rates are adjusted in the first year (FY 2018-19) based on the
overall revenue needs as well as the cost of service adjustments. Most notably, multi-family,
and non-residential are transitioned to a fixed charge by service meter size to account for
capacity.
4.4.5 Summary of the Wastewater Rate Designs
The development of the proposed rates is based on the overall level of revenues developed as
part of the revenue requirement analysis and the proportional allocation of costs to the
customer classes of service based on the cost of service recommendations. HDR would
recommend the adoption of the proposed rates which are cost-based, equitable, proportionate
to the cost of service, and reflect the specific costs of the City’s wastewater system.
Table 4 - 9
Summary of the Proposed Wastewater Rates
FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Fixed Charges ($ / Acct.)
Residential $18.69 $19.81 $21.10 $22.47 $23.93
MF / Non-Res / Cal Poly
3/4" & Less $18.69 $19.81 $21.10 $22.47 $23.93
1" 31.21 33.08 35.24 37.53 39.96
1 1/2" 62.24 65.97 70.26 74.83 79.69
2" 99.62 105.59 112.46 119.77 127.55
3" 186.90 198.11 210.99 224.70 239.31
4" 311.56 330.25 351.72 374.58 398.93
6" 622.93 660.30 703.22 748.93 797.61
8” 996.72 1,056.53 1,125.20 1,198.34 1,276.23
10” 1,432.94 1,518.92 1,617.65 1,722.79 1,834.77
Consumption Charge ($ / CCF)
Res / MF / Non-Res $7.85 $8.32 $8.86 $9.43 $10.05
Development of the Wastewater Rate Study 68
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
4.5 Summary of the Wastewater Rate Study
This completes the comprehensive wastewater rates study for the City. This study has provided
a comprehensive review of the City’s wastewater rates. Adoption of the proposed rates will
allow the City to meet their current and projected wastewater system financial obligations and
major capital projects for the time period reviewed.
Technical Appendix A
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Technical Appendix A – Water
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $16,462,591 $16,594,292 $16,727,046 $16,860,862 $16,995,749 $17,131,715
Miscellaneous Revenues 1,809,250 1,823,724 1,838,314 1,853,020 1,867,844 1,882,787------------------------------------------------------------------------------------------------Total Revenues $18,271,841 $18,418,016 $18,565,360 $18,713,883 $18,863,594 $19,014,502
Expenses
Total Salaries $2,972,414 $2,972,414 $3,031,862 $2,910,587 $2,968,799 $3,028,175
Retirement Contribution 294,796 294,796 300,692 288,664 294,437 300,326
Health & Disability Insurance 387,072 404,490 422,692 441,713 457,173 473,174
ISF Benefit Charges - PERS 488,747 534,807 601,658 645,579 692,061 730,124
All Other Benefits 160,323 160,323 163,530 156,988 160,128 163,331
Non-Staffing 6,148,257 6,394,188 6,649,955 6,915,953 7,192,592 7,480,295
Total Operations & Maintenance $10,451,609 $10,761,017 $11,170,389 $11,359,486 $11,765,190 $12,175,426
Transfers $2,426,787 $2,552,725 $2,269,793 $2,313,067 $2,357,206 $2,402,228
Rate Funded Capital 0 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000
Net Debt Service 6,544,830 6,547,253 6,768,050 7,295,971 7,452,174 7,633,730
Total To / (From) Reserves (1,151,385)(1,530,293)(952,297)(716,781)(251,973)261,870
Total Revenue Requirement $18,271,841 $19,330,702 $20,455,934 $21,651,742 $22,922,598 $24,273,254
Bal. / (Def.) of Funds ($0)($912,686)($1,890,574)($2,937,860)($4,059,004)($5,258,751)
Balance a % of Rate Adj. Req'd 0.0%5.5%11.3%17.4%23.9%30.7%
Proposed Rate Adjustment 0.0%5.5%5.5%5.5%5.5%5.5%
Add'l Revenue with Rate Adj.$0 $912,686 $1,890,574 $2,937,860 $4,059,004 $5,258,751
Bal. / (Def.) After Rate Adj.($0)($0)$0 $0 $0 $0
Additional Rate Adjustment Required 0.0%0.0%0.0%0.0%0.0%0.0%
Average Residential Customer Bill $55.95 $59.03 $62.27 $65.70 $69.31 $73.12
Total Cash Reserves $13,496,378 $12,186,635 $11,456,902 $9,773,627 $9,369,144 $9,954,884
Projected
Exhibit 1
Summary of the Water Revenue Requirement
Comprehensive Water Rate Study
City of San Luis Obispo
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City of San Luis Obispo
Comprehensive Water Rate Study
Escalations
Exhibit 2
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Revenues
As Customer GrowthCustomer Growth Budget 0.8%0.8%0.8%0.8%0.8%
As Miscellaneous RevenuesMiscellaneous Revenues Budget 0.8%0.8%0.8%0.8%0.8%
As
Expenses
As SalariesSalaries Budget 0.0%2.0%-4.0%2.0%2.0%
As BenefitsBenefits Budget 0.0%2.0%-4.0%2.0%2.0%
As Benefits - MedicalBenefits - Medical Budget 6.0%4.8%4.8%4.8%4.8%
As Benefits - PERSBenefits - PERS Budget 9.4%12.5%7.3%7.2%5.5%
As Materials & SuppliesMaterials & Supplies Budget 2.5%2.0%2.0%2.0%2.0%
As EquipmentEquipment Budget 3.0%2.0%2.0%2.0%2.0%
As MiscellaneousMiscellaneous Budget 1.5%2.0%2.0%2.0%2.0%
As UtilitiesUtilities Budget 4.0%4.0%4.0%4.0%4.0%
As FlatFlat 0.0%0.0%0.0%0.0%0.0%0.0%
As InsuranceInsurance Budget 4.5%4.5%4.5%3.5%3.5%
As
Interest 0.5%0.5%0.5%0.8%1.0%1.0%
New Debt Service
Low Interest Loans
Term in Years 20 20 20 20 20 20
Rate 2.0%2.0%2.0%2.0%2.0%2.0%
Revenue Bond
Term in Years 30 30 30 30 30 30
Rate 4.5%4.5%4.5%4.5%4.5%4.5%
Projected
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City of San Luis Obispo Page 1 of 5
Comprehensive Water Rate Study
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues
Residential $7,555,071 $7,615,511 $7,676,435 $7,737,847 $7,799,750 $7,862,148 As Customer Growth
Multi-Family 3,615,824 3,644,750 3,673,908 3,703,299 3,732,926 3,762,789 As Customer Growth
Non-Residential 4,135,715 4,168,801 4,202,151 4,235,768 4,269,654 4,303,812 As Customer Growth
Irrigation 1,155,982 1,165,229 1,174,551 1,183,948 1,193,419 1,202,967 As Customer Growth
------------------------------------------------------------------------------------------------
Total Rate Revenues $16,462,591 $16,594,292 $16,727,046 $16,860,862 $16,995,749 $17,131,715
Other Revenues
Investment and Property Revenues $50,000 $50,400 $50,803 $51,210 $51,619 $52,032 As Miscellaneous Revenues
Late Charges 118,000 118,944 119,896 120,855 121,822 122,796 As Miscellaneous Revenues
AB 939 Reimbursement 145,000 146,160 147,329 148,508 149,696 150,894 As Miscellaneous Revenues
Account Set-up Fees 156,000 157,248 158,506 159,774 161,052 162,341 As Miscellaneous Revenues
Connection Charges and Meter Sales 61,000 61,488 61,980 62,476 62,976 63,479 As Miscellaneous Revenues
Credit Card Fees (95,000)(95,760) (96,526) (97,298) (98,077)(98,861) As Miscellaneous Revenues
Returned Check Fees 1,000 1,008 1,016 1,024 1,032 1,041 As Miscellaneous Revenues
Bank Account Analysis Fee (2,000)(2,016) (2,032) (2,048) (2,065)(2,081) As Miscellaneous Revenues
Credit Collections 14,000 14,112 14,225 14,339 14,453 14,569 As Miscellaneous Revenues
Development Review Related Revenue 75,000 75,600 76,205 76,814 77,429 78,048 As Miscellaneous Revenues
Other Revenues 20,000 20,160 20,321 20,484 20,648 20,813 As Miscellaneous Revenues
Cal Poly 866,250 873,180 880,165 887,207 894,304 901,459 As Miscellaneous Revenues
Recycled Water Sales 400,000 403,200 406,426 409,677 412,954 416,258 As Miscellaneous Revenues
Future Unidentified Other Revenue 0 0 0 0 0 0 As Miscellaneous Revenues
------------------------------------------------------------------------------------Total Other Revenues $1,809,250 $1,823,724 $1,838,314 $1,853,020 $1,867,844 $1,882,787
Total Revenues $18,271,841 $18,418,016 $18,565,360 $18,713,883 $18,863,594 $19,014,502
Notes
Projected
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City of San Luis Obispo Page 2 of 5
Comprehensive Water Rate Study
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Salaries
Water Admin $425,417 $425,417 $433,925 $416,568 $424,899 $433,397 As Salaries
Source of Supply 67,777 67,777 69,133 66,367 67,695 69,048 As Salaries
Water Treatment 1,198,099 1,198,099 1,222,061 1,173,178 1,196,642 1,220,575 As Salaries
Water Distribution 1,012,071 1,012,071 1,032,312 991,019 1,010,840 1,031,057 As Salaries
Utilities Services 269,050 269,050 274,431 263,454 268,723 274,098 As Salaries
------------------------------------------------------------------------------------------Total Salaries $2,972,414 $2,972,414 $3,031,862 $2,910,587 $2,968,799 $3,028,175
Retirement Contribution
Water Admin $43,974 $43,974 $44,854 $43,060 $43,921 $44,799 As Benefits
Source of Supply 6,829 6,829 6,966 6,687 6,821 6,957 As Benefits
Water Treatment 118,124 118,124 120,486 115,667 117,980 120,340 As Benefits
Water Distribution 98,953 98,953 100,932 96,895 98,833 100,810 As Benefits
Utilities Services 26,915 26,915 27,454 26,356 26,883 27,420 As Benefits
------------------------------------------------------------------------------------------
Total Retirement Contribution $294,796 $294,796 $300,692 $288,664 $294,437 $300,326
Health & Disability Insurance
Water Admin $38,304 $40,028 $41,829 $43,711 $45,241 $46,825 As Insurance
Source of Supply 6,636 6,935 7,247 7,573 7,838 8,112 As Insurance
Water Treatment 147,592 154,233 161,174 168,427 174,321 180,423 As Insurance
Water Distribution 156,354 163,390 170,742 178,426 184,671 191,134 As Insurance
Utilities Services 38,186 39,905 41,701 43,577 45,102 46,681 As Insurance
------------------------------------------------------------------------------------------Total Health & Disability Insurance $387,072 $404,490 $422,692 $441,713 $457,173 $473,174
ISF Benefit Charges - PERS
Water Admin $72,927 $79,800 $89,775 $96,329 $103,264 $108,944 As Benefits - PERS
Source of Supply 11,321 12,388 13,937 14,954 16,031 16,913 As Benefits - PERS
Water Treatment 195,829 214,284 241,070 258,668 277,292 292,543 As Benefits - PERS
Water Distribution 164,048 179,508 201,947 216,689 232,290 245,066 As Benefits - PERS
Utilities Services 44,621 48,826 54,929 58,939 63,183 66,658 As Benefits - PERS
------------------------------------------------------------------------------------------
Total ISF Benefit Charges - PERS $488,747 $534,807 $601,658 $645,579 $692,061 $730,124
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City of San Luis Obispo Page 3 of 5
Comprehensive Water Rate Study
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
All Other Benefits
Water Admin $25,099 $25,099 $25,601 $24,577 $25,068 $25,570 As Benefits
Source of Supply 3,272 3,272 3,337 3,204 3,268 3,333 As Benefits
Water Treatment 71,034 71,034 72,454 69,556 70,947 72,366 As Benefits
Water Distribution 47,469 47,469 48,418 46,482 47,411 48,359 As Benefits
Utilities Services 13,450 13,450 13,719 13,170 13,433 13,702 As Benefits
------------------------------------------------------------------------------------------Total All Other Benefits $160,323 $160,323 $163,530 $156,988 $160,128 $163,331
Non-Staffing
Water Admin $100,030 $104,031 $108,192 $112,520 $117,021 $121,702 As Utilities
Source of Supply 4,506,352 4,686,607 4,874,071 5,069,034 5,271,795 5,482,667 As Utilities
Water Treatment 1,061,300 1,103,752 1,147,902 1,193,818 1,241,571 1,291,234 As Utilities
Water Distribution 356,905 371,181 386,028 401,470 417,528 434,230 As Utilities
Utilities Services 123,670 128,617 133,761 139,112 144,676 150,463 As Utilities
------------------------------------------------------------------------------------------
Total Non-Staffing $6,148,257 $6,394,188 $6,649,955 $6,915,953 $7,192,592 $7,480,295
Total Operations & Maintenance $10,451,609 $10,761,017 $11,170,389 $11,359,486 $11,765,190 $12,175,426
Transfers
Cost Allocation Plan (CAP)$1,485,450 $1,507,732 $1,537,886 $1,568,644 $1,600,017 $1,632,017 As Miscellaneous
Cost of Services 604,466 613,533 625,804 638,320 651,086 664,108 As Miscellaneous
Erp Implementation Cost - One-Time 336,871 336,871 0 0 0 0 As Flat
Erp Implementation Cost - Ongoing 0 94,589 106,103 106,103 106,103 106,103 As Flat
------------------------------------------------------------------------------------------Total Transfers $2,426,787 $2,552,725 $2,269,793 $2,313,067 $2,357,206 $2,402,228
Rate Funded Capital $0 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $2,608,348 FY 2015-16 Dep. Exp.
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City of San Luis Obispo Page 4 of 5
Comprehensive Water Rate Study
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Debt Service
Nacimiento Debt $4,779,385 $4,778,440 $4,738,137 $4,741,205 $4,738,496 $4,740,787 Debt Schedule
2012 Revenue Refunding Bonds 569,600 571,600 567,800 568,400 573,200 572,000 Debt Schedule
WTP Master Plan Improvements 1,033,548 1,035,348 1,030,873 1,035,293 1,033,405 1,030,400 Debt Schedule
Reuse - SRF Funding 525,457 525,457 525,457 525,457 525,457 525,457 Debt Schedule
Radio System Upgrade 36,841 36,408 0 0 0 0 Debt Schedule
WTP Upgrade 0 0 0 0 0 0 Debt Schedule
Reservoir 2 Replacement 0 0 0 0 0 0 Debt Schedule
WRRF Upgrade - Water Share 0 0 0 0 156,000 156,000 Debt Schedule
Assumed New Long-Term Debt 0 0 305,784 825,616 825,616 1,009,086 Calculated @ 2% for 20 yrs
Additional Long-Term Debt 0 0 0 0 0 0 Calculated @ 4.5% for 30 yrs
------------------------------------------------------------------------------------Total Debt Service $6,944,830 $6,947,253 $7,168,050 $7,695,971 $7,852,174 $8,033,730
LESS: Development Impact Fees $400,000 $400,000 $400,000 $400,000 $400,000 $400,000------------------------------------------------------------------------------------Net Debt Service $6,544,830 $6,547,253 $6,768,050 $7,295,971 $7,452,174 $7,633,730
To / (From) Reserves
To / (From) Operating Reserve ($151,385) ($280,293) ($952,297)$533,219 $998,027 $611,870
To / (From) Capital Reserve (1,000,000) (1,250,000)0 (1,250,000) (1,250,000)(350,000)
To / (From) Rate Stabilization 0 0 0 0 0 0------------------------------------------------------------------------------------------Total To / (From) Reserves ($1,151,385) ($1,530,293)($952,297) ($716,781) ($251,973)$261,870
Total Revenue Requirement $18,271,841 $19,330,702 $20,455,934 $21,651,742 $22,922,598 $24,273,254
Bal. / (Def.) of Funds ($0)($912,686) ($1,890,574)($2,937,860) ($4,059,004) ($5,258,751)
Balance a % of Rate Adj. Req'd 0.0% 5.5%11.3% 17.4% 23.9% 30.7%
Proposed Rate Adjustment 0.0%5.5% 5.5% 5.5% 5.5% 5.5%
Months of Adjustment 12 12 12 12 12 12
Add'l Revenue with Rate Adj.$0 $912,686 $1,890,574 $2,937,860 $4,059,004 $5,258,751
Bal. / (Def.) After Rate Adj.($0) ($0)$0 $0 $0 $0
Add'l Rate Adj. Req'd 0.0%0.0%0.0%0.0%0.0%0.0%
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City of San Luis Obispo Page 5 of 5
Comprehensive Water Rate Study
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Average Residential Customer Bill $55.95 (Current rates; Base Charge + 6 CCF)
Customer Bill on Proposed Adjustment $59.03 $62.27 $65.70 $69.31 $73.12
Bill Difference - Monthly 3.08 3.25 3.43 3.61 3.81
Cumulative Bill Difference 3.08 6.32 9.75 13.36 17.17
Debt Service Coverage Ratio (all debt)
Before Rate Adjustment 1.13 1.10 1.03 0.96 0.90 0.85
After Proposed Rate Adjustment 1.13 1.23 1.30 1.34 1.42 1.51
Reserve Funds
Operating Fund
Beginning Balance $3,943,662 $3,792,277 $3,511,984 $2,559,686 $3,092,906 $4,090,933
Plus: Additions 0 0 0 533,219 998,027 611,870
Less: Uses of Funds (151,385) (280,293) (952,297)0 0 0
Ending Balance $3,792,277 $3,511,984 $2,559,686 $3,092,906 $4,090,933 $4,702,804
Minimum Fund Balance - 90 days O&M $2,577,109 $2,653,402 $2,754,342 $2,800,969 $2,901,006 $3,002,160
Capital Fund
Beginning Balance $18,399,008 $8,118,564 $7,089,114 $7,311,679 $5,095,185 $3,692,674
Plus: Additions 0 0 0 0 0 0
Development Impact Fees 800,000 806,400 812,851 819,354 825,909 832,516 As Miscellaneous Revenues
Less: WTP Debt Payment 0 0 0 0 0 0
Less: Reservoir Debt Payment 0 0 0 0 0 0
Less: Capital Project Funding (11,080,444) (1,835,850) (590,287) (3,035,848) (2,228,419) (858,647)
Ending Balance $8,118,564 $7,089,114 $7,311,679 $5,095,185 $3,692,674 $3,666,544
Rate Stabilization
Beginning Balance $1,585,537 $1,585,537 $1,585,537 $1,585,537 $1,585,537 $1,585,537
Plus: Additions 0 0 0 0 0 0
Less: Capital Project Funding 0 0 0 0 0 0
Ending Balance $1,585,537 $1,585,537 $1,585,537 $1,585,537 $1,585,537 $1,585,537
5% of Rate Revenues $823,130 $875,349 $930,881 $989,936 $1,052,738 $1,119,523
Total Cash Reserves $13,496,378 $12,186,635 $11,456,902 $9,773,627 $9,369,144 $9,954,884
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City of San Luis Obispo
Comprehensive Water Rate Study Page 1 of 4
Capital Improvement Plan
Exhibit 4
Capital Improvement Projects FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Source of Supply
Groundwater $1,373,774 $0 $0 $0 $0 $0 $1,373,774
Water Reuse Automation Improvements 51,980 0 0 0 0 0 51,980--------------------------------------------------------------------------------------------------Total Source of Supply $1,425,754 $0 $0 $0 $0 $0 $1,425,754
Water Treatment
Major Facility Maintenance $360,035 $163,000 $171,000 $179,000 $189,000 $193,725 $1,255,760
Reservoir 2 Cover Repairs 0 250,000 0 0 0 0 250,000 Added
Ozone System 132,284 0 0 0 0 0 132,284
Chemical System 3,257 0 0 0 0 0 3,257
Air Compressor & Dryer Maintenance 23,081 0 0 0 0 0 23,081
Air Compressor Replacement 7,294 0 0 0 0 0 7,294
Stenner Canyon Waterline Replacement 136,719 0 0 0 0 0 136,719
Package Thickener 0 0 0 50,000 0 0 50,000
Wash Water Tank #1 0 0 0 0 0 0 0 Moved out
Reservoir 2 Replacement 138,848 200,000 0 0 0 3,300,000 3,638,848 Moved out
Energy Efficiency Project 730,000 0 5,800,000 8,500,000 0 0 15,030,000 Moved out
IT
LAN Tablet System 0 34,100 0 0 0 0 34,100
Fleet
Service Budy Truck 0 0 0 0 40,000 0 40,000
General Forecast 0 0 0 0 0 44,500 44,500
---------------------------------------------------------------------------------------------------------Total Water Treatment $1,531,518 $647,100 $5,971,000 $8,729,000 $229,000 $3,538,225 $20,645,843
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City of San Luis Obispo
Comprehensive Water Rate Study Page 2 of 4
Capital Improvement Plan
Exhibit 4
Capital Improvement Projects FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Water Distribution
Casa, Stenner, Chorro, Murray, Pacific $3,676,898 $0 $0 $0 $0 $0 $3,676,898
Craig, Christina, Jaycee 0 0 0 2,160,000 0 0 2,160,000
Chorro, El Paseo, El Cerrito 0 0 0 0 1,560,000 0 1,560,000
Recycled Water Sys Pilot Study 70,000 0 0 0 0 0 70,000
Trench Repairs 201,527 200,000 200,000 200,000 200,000 0 1,001,527
Fredericks Paving 13,289 0 0 0 0 0 13,289
Raise Valve Covers 26,665 30,000 30,000 30,000 30,000 0 146,665
Water Meters and Boxes 214,116 180,000 180,000 180,000 180,000 0 934,116
Water Meters and Boxes (from sewer)(82,500) (90,000) (90,000) (90,000) (90,000)0 (442,500)
Fire Hydrants 40,000 40,000 40,000 40,000 40,000 0 200,000
Water Model Maintenance 20,000 20,000 0 0 0 0 40,000
Wash Water Tank "2 Constr. @ WTP 0 0 0 0 0 127,000 127,000
Foothill/Chorro PRV Replacement 90,701 0 0 0 0 0 90,701
Slack Tank Consolidation 0 0 0 0 0 0 0
Tank Maintenance 8,578 0 0 0 0 0 8,578
Terrace Hill Tank Maintenance 911,646 0 0 0 0 0 911,646
IT
Telemetry System Provements $50,000 $50,000 $0 $0 $0 $0 $100,000
Telemetry System Upgrade 1,313,388 0 0 0 0 0 1,313,388
Cityworks Upgrade 11,412 0 0 0 0 0 11,412
Madonna & LOVR Rehab 49,100 0 0 0 0 0 49,100
Fleet
Pickup $70,000 $35,000 $0 $35,000 $0 $0 $140,000
Caterpillar backhoe loader 0 0 0 0 0 175,000 175,000
Service body trucks 0 0 0 0 0 300,000 300,000
Medium duty truck with bed & crane 0 0 0 0 0 130,000 130,000
Message board 0 0 0 0 0 40,000 40,000
Skid steer loader 0 0 0 0 0 60,000 60,000--------------------------------------------------------------------------------------------------Total Water Distribution $6,684,820 $465,000 $360,000 $2,555,000 $1,920,000 $832,000 $12,816,820
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City of San Luis Obispo
Comprehensive Water Rate Study Page 3 of 4
Capital Improvement Plan
Exhibit 4
Capital Improvement Projects FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Water Customer Service
Fleet replacement: Compact Pickups $0--------------------------------------------------------------------------------------------------Total Water Customer Service $0 $0 $0 $0 $0 $0 $0
Utilities Services
Fleet replacement: Compact Pickup $1,297 $0 $0 $0 $0 $0 $1,297--------------------------------------------------------------------------------------------------Total Utilities Services $1,297 $0 $0 $0 $0 $0 $1,297
Administration and Engineering
HVAC $3,600 $21,600 $0 $0 $0 $0 $25,200
Fleet
Sedan $0 $0 $35,000 $0 $0 $0 $35,000
General Assumption for Future Planning 0 0 0 0 0 500,000 500,000--------------------------------------------------------------------------------------------------Total Administration and Engineering $3,600 $21,600 $35,000 $0 $0 $500,000 $560,200
Shared Information Technology
MS Office Replacement $0 $9,620 $0 $0 $0 $0 $9,620
Network Firewalls 0 0 15,259 0 0 0 15,259
Network Switch Infrastructure Repl. 0 0 0 0 0 14,140 14,140
Radio Handhelds Repl. 0 0 0 0 0 24,282 24,282
S.Hill Radio Site Upgrade 22,662 16,363 0 0 0 0 39,025
Server Operating System 1,848 0 1,848 0 0 3,696
Tait Radio System 0 24,282 0 0 0 0 24,282
UPS Battery Replacement 0 1,885 0 0 1,885 3,770
Virtual Private Network Replacment 0 0 9,028 0 0 0 9,028
VM Infrastructure 8,945 0 0 0 0 0 8,945
VoIP 0 0 0 0 20,360 0 20,360
Wireless System Citywide 0 0 0 0 7,174 0 7,174
----------------------------------------------------------------------------------------------------------------Total Shared Information Technology $33,455 $52,150 $24,287 $1,848 $29,419 $38,422 $179,581
10 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 4 of 4
Capital Improvement Plan
Exhibit 4
Capital Improvement Projects FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Unidentified Future Capital Projects $0 $0 $0 $0 $0 $0 $0
Transfer to Cash Reserve $0 $0 $0 $0 $0 $0 $0
Total Capital Improvement Projects $9,680,444 $1,185,850 $6,390,287 $11,285,848 $2,178,419 $4,908,647 $35,629,495
Less: Outside Funding Sources
Operating Fund Reserves $0 $0 $0 $0 $0 $0 $0
Capital Fund Reserves 9,680,444 185,850 190,287 1,385,848 578,419 108,647 12,129,495
Developer Contributions 0 0 0 0 0 0 0
Assumed New Long-Term Debt 0 0 5,000,000 8,500,000 0 3,000,000 16,500,000
Additional Revenue Bonds 0 0 0 0 0 0 0---------------------------------------------------------------------------------------------------------Total Funding Sources $9,680,444 $185,850 $5,190,287 $9,885,848 $578,419 $3,108,647 $28,629,495
Rate Funded Capital $0 $1,000,000 $1,200,000 $1,400,000 $1,600,000 $1,800,000 $7,000,000
11 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 1 of 2
Revenues at Present Rates
Exhibit 5
Effective 7.1.17 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Total
All Customers
Base Fee $ / Acct. / Mo.
Residential $12.33 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203
Multi-Family 12.33 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877
Non-Residential 12.33 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675
Irrigation 12.33 545 545 545 545 545 545 545 545 545 545 545 545 545
-----------------------------------------------------------------------------------------------------------------------------------------------
15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300
Volume Charge $ / CCF
Residential
0 - 8 CCF $7.27 55,343 58,692 60,143 56,984 52,915 46,067 46,672 45,793 50,896 53,821 61,129 60,516 648,971
8 + CCF 9.08 15,252 17,253 16,251 11,425 7,393 4,385 4,254 3,616 6,408 7,937 15,777 19,945 129,896
Multi-Family
0 - 8 CCF $7.27 7,825 8,174 8,483 8,533 8,242 7,773 8,175 8,096 8,220 8,346 8,549 8,333 98,749
8 + CCF 9.08 22,217 24,020 26,175 26,303 22,995 20,430 23,491 21,935 22,796 24,781 27,445 25,980 288,568
Non-Residential
0 - 8 CCF $7.27 7,654 7,943 7,830 7,866 7,476 7,251 7,169 7,101 7,450 7,541 7,864 8,012 91,157
8 + CCF 9.08 31,725 34,262 31,965 30,834 28,258 27,685 24,535 25,135 26,974 29,205 30,752 33,865 355,195
Irrigation
0 - 8 CCF $7.27 2,620 2,685 2,660 2,516 1,764 968 609 582 1,246 1,793 2,427 2,655 22,525
8 + CCF 9.08 14,824 15,050 14,875 9,619 4,018 1,198 567 581 2,779 5,417 14,246 17,221 100,395
-------------------------------------------------------------------------------------------------------------------------------------------------
157,460 168,079 168,382 154,080 133,061 115,757 115,472 112,839 126,769 138,841 168,189 176,527 1,735,456
Revenues
Base Fee $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $2,263,788
Water Volume Charge 1,296,807 1,385,893 1,385,709 1,261,669 1,080,775 938,747 935,135 913,133 1,028,323 1,131,259 1,382,412 1,458,941 14,198,803----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Total All Customers Revenues $1,485,456 $1,574,542 $1,574,358 $1,450,318 $1,269,424 $1,127,396 $1,123,784 $1,101,782 $1,216,972 $1,319,908 $1,571,061 $1,647,590 $16,462,591
12 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 2 of 2
Revenues at Present Rates
Exhibit 5
Effective 7.1.17 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Total
Summary
Customers
Residential 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203 11,203
Multi-Family 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877 1,877
Non-Residential 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675 1,675
Irrigation 545 545 545 545 545 545 545 545 545 545 545 545 545----------------------------------------------------------------------------------------------------------------------------------
Total Number of Customers 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300 15,300
Consumption
Residential 70,595 75,945 76,394 68,409 60,308 50,452 50,926 49,409 57,304 61,758 76,906 80,461 778,867
Multi-Family 30,042 32,194 34,658 34,836 31,237 28,203 31,666 30,031 31,016 33,127 35,994 34,313 387,317
Non-Residential 39,379 42,205 39,795 38,700 35,734 34,936 31,704 32,236 34,424 36,746 38,616 41,877 446,352
Irrigation 17,444 17,735 17,535 12,135 5,782 2,166 1,176 1,163 4,025 7,210 16,673 19,876 122,920
------------------------------------------------------------------------------------------------------------------------------------------------------------
Total Consumption 157,460 168,079 168,382 154,080 133,061 115,757 115,472 112,839 126,769 138,841 168,189 176,527 1,735,456
Revenues
Base Fee $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $188,649 $2,263,788
Water Volume Charge 1,296,807 1,385,893 1,385,709 1,261,669 1,080,775 938,747 935,135 913,133 1,028,323 1,131,259 1,382,412 1,458,941 14,198,803----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Total Revenues $1,485,456 $1,574,542 $1,574,358 $1,450,318 $1,269,424 $1,127,396 $1,123,784 $1,101,782 $1,216,972 $1,319,908 $1,571,061 $1,647,590 $16,462,591
FY 2017-18 Budget $17,223,312
Difference ($760,721)
Percent -4.4%
13 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Development of Commodity Allocation Factor
Exhibit 6
15.0%Average
Consumption Unaccounted Net Water Day Use
in CCF Water Delivered (MGD)% of Total
Residential [1]44.9%
Residential [1]Tier 1Tier 1 523,154 78,473 601,627 1.23 30.1%
Residential [1]Tier 2Tier 2 194,569 29,185 223,754 0.46 11.2%
Residential [1]Tier 3Tier 3 61,144 9,172 70,316 0.14 3.5%
Multi-Family 387,317 58,098 445,415 0.91 22.3%
Non-Residential 446,352 66,953 513,305 1.05 25.7%
Irrigation 122,920 18,438 141,358 0.29 7.1%
----------------------------------------------
Total 1,735,456 1,995,774 4.09 100.0%
Actual Production [2]5.04 (COM)
Notes
[1] - Tier 1: 0 - 5 CCF, Tier 2: 5 - 12 CCF, Tier 3: 12 + CCF
[2] - Actual production for 2017 provided by the City
14 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Development of Capacity Allocation Factor
Exhibit 7
Average Peak
Consumption Peaking Day Use
(MGD)Factors [1](MGD)% of Total
Residential [2]39.3%
Residential [2]Tier 1Tier 1 1.23 1.31 1.61 21.8%
Residential [2]Tier 2Tier 2 0.46 1.65 0.76 10.3%
Residential [2]Tier 3Tier 3 0.14 3.67 0.53 7.2%
Multi-Family 0.91 1.60 1.46 19.8%
Non-Residential 1.05 2.11 2.22 30.1%
Irrigation 0.29 2.76 0.80 10.8%
---------------------------
Total 4.09 7.38 100.0%
Actual Peak Day [2]6.79 (CAP)
Notes
[1] - Developed from peak month to average month for consumption ending in each tier
[2] - Tier 1: 0 - 5 CCF, Tier 2: 5 - 12 CCF, Tier 3: 12 + CCF
[3] - Provided by the City - Aug 2, 2017
15 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Development of the Customer Allocation Factor
Exhibit 8
Number of % of Number of Weighting Weighted % of Number of Weighting Weighted % of
Accounts Total Customers Factor Customer Total Customers Factor Customer Total
Residential 11,203 73.2%11,203 1.00 11,203 73.2%11,203 1.00 11,203 57.4%
Multi-Family 1,877 12.3%1,877 1.00 1,877 12.3%1,877 1.68 3,157 16.2%
Non-Residential 1,675 10.9%1,675 1.00 1,675 10.9%1,675 2.20 3,692 18.9%
Irrigation 545 3.6%545 1.00 545 3.6%545 2.68 1,463 7.5%--------------------------------------------------------------------------------Total 15,300 100.0%15,300 15,300 100.0%15,300 19,515 100.0%
(AC)(WCA)(WCMS)
Notes
[1] - Estimated
Customer Service & AccountingActual Customer Meters & Services
16 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Development of the Public Fire Protection Allocation Factor
Exhibit 9
Fire Prot.Total FP
Number of Requirements Duration Required % of
Customers (gals/min) (minutes) (1,000 g/min)Total
Residential 11,203 1,000 60 672,180 50.6%
Multi-Family 1,877 1,500 90 253,395 19.1%
Non-Residential 1,675 2,000 120 402,000 30.3%
Irrigation 545 0 0 0 0.0%
------------------------------------
Total 15,300 1,327,575 100.0%
(FP)
Notes
17 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Development of the Revenue Related Allocation Factor
Exhibit 10
Revenue % of
Total Rate Revenues FY 2018-19 Total
Residential $7,615,511 45.9%
Multi-Family 3,644,750 22.0%
Non-Residential 4,168,801 25.1%
Irrigation 1,165,229 7.0%
--------------------------
Total $16,594,292 100.0%
(RR)
Notes
18 of 28 DRAFT
Development Of Equivalent Meter Allocation Factor
5/8" 3/4"1"1 1/2"2"3"4"6"8" 10"Total
Residential 11,203 0 0 0 0 0 0 0 0 0 11,203
Multi-Family 630 477 524 129 106 3 7 1 0 0 1,877
Non-Residential 473 508 314 166 172 18 17 6 1 0 1,675
Irrigation 42 160 150 101 74 8 8 2 0 0 545
------------------------------------------------------------------------------------------------------------------------------------Total Meters 12,348 1,145 988 396 352 29 32 9 1 0 15,300
AWWA Meter Equivalencies 1.00 1.00 1.67 3.33 5.33 10.00 16.67 33.33 53.33 76.67
5/8" 3/4"1"1 1/2"2"3"4"6"8" 10"Total Wt Factor
Residential 11,203 0 0 0 0 0 0 0 0 0 11,203 1.00
Multi-Family 630 477 875 430 565 30 117 33 0 0 3,157 1.68
Non-Residential 473 508 524 553 917 180 283 200 53 0 3,692 2.20
Irrigation 42 160 251 336 394 80 133 67 0 0 1,463 2.68------------------------------------------------------------------------------------------------------------------------------------Total Equivalent Meters $12,348 $1,145 $1,650 $1,319 $1,876 $290 $533 $300 $53 $0 $19,515
Equivalent Meters
Number of Meters
19 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Functionalization and Classification
Exhibit 11.1
Actual Cust.Meters &Public Fire Revenue Direct
Plant in Service Commodity Capacity Customer Acctg.Services Protection Related Assign.
6/30/2016 (COM)(CAP)(AC) (WCA)(WCMS)(FP)(RR)(DA)
Land $922,229 $507,226 $415,003 $0 $0 $0 $0 $0 $0 55.0% COM 45.0% CAP
---------------------------------------------------------------------------------------------------------------------Total Land $922,229 $507,226 $415,003 $0 $0 $0 $0 $0 $0
Source of Supply
Wells $0 $0 $0 $0 $0 $0 $0 $0 $0 55.0% COM 45.0% CAP---------------------------------------------------------------------------------------------------------------------
Total Source of Supply $0 $0 $0 $0 $0 $0 $0 $0 $0
Pump Stations $6,428,000 $6,428,000 $0 $0 $0 $0 $0 $0 100.0%CAP
---------------------------------------------------------------------------------------------------------------------Total Pump Stations $0 $0 $0 $0 $0 $0 $0 $0 $0
Storage
Tanks $12,468,640 $0 $9,444,597 $0 $0 $0 $3,024,043 $0 $0 75.7% CAP 24.3% FP
Reservior 121,493,500 66,821,425 54,672,075 0 0 0 0 0 0 55.0% COM 45.0% CAP
Salinas Reservoir 1,576,444 867,044 709,400 0 0 0 0 0 0 55.0% COM 45.0% CAP
Pennington Dam 235,617 129,589 106,028 0 0 0 0 0 0 55.0% COM 45.0% CAP
Naci Reservior 91,043,780 50,074,079 40,969,701 0 0 0 0 0 0 55.0% COM 45.0% CAP---------------------------------------------------------------------------------------------------------------------Total Storage $226,817,981 $117,892,138 $105,901,800 $0 $0 $0 $3,024,043 $0 $0
Transmission & Distribution
Pipeline $16,280,500 $0 $9,409,577 $0 $0 $5,589,979 $1,280,944 $0 $0 57.8% CAP 34.3% WCMS 7.9% FP
Distribution 214,438,193 0 123,938,005 0 0 73,628,268 16,871,920 0 0 57.8% CAP 34.3% WCMS 7.9% FP
Hydrants 706,000 0 0 0 0 0 706,000 0 0 100.0%FP
Meters 0 0 0 0 0 0 0 0 0 100.0%WCMS----------------------------------------------------------------------------------------------------------------
Total Transmission & Distribution $231,424,693 $0 $133,347,582 $0 $0 $79,218,247 $18,858,864 $0 $0
Treatment
$64,350,000 $35,392,500 $28,957,500 $0 $0 $0 $0 $0 $0 55.0% COMM 45.0% CAP
------------------------------------------------------------------------------------------------------------------------------Total Treatment $64,350,000 $35,392,500 $28,957,500 $0 $0 $0 $0 $0 $0
Total Plant Before General $523,514,903 $153,791,864 $268,621,886 $0 $0 $79,218,247 $21,882,907 $0 $0
% of Total Plant 100.0% 29.4% 51.3% 0.0% 0.0% 15.1% 4.2% 0.0% 0.0%
General Plant
Rolling Stock $261,000 $76,673 $133,922 $0 $0 $39,495 $10,910 $0 $0 As Total Plant Before General
Buildings 193,000 56,697 99,031 0 0 29,205 8,067 0 0 As Total Plant Before General
---------------------------------------------------------------------------------------------------------------------Total General Plant $454,000 $133,371 $232,953 $0 $0 $68,699 $18,977 $0 $0
Net Plant In Service $523,968,903 $153,925,234 $268,854,839 $0 $0 $79,286,946 $21,901,884 $0 $0
Customer Related
Basis of Classification
Weighted for:
20 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Distribution Storage
Exhibit 12
Fire Protection
Capacity Fire Fire Main Length Replacement
(Gallons)Related %Capacity (Gal)Size (Feet)Cost ($)Total
Alrita 1 660 0.0%0 4 9,350 $150.00 $1,402,500
Alrita 2 660 0.0%0 6 107,850 170.00 18,334,500
Bishop 750,000 25.0%187,500 8 365,900 185.00 67,691,500
Edna Saddle 4,000,000 25.0%1,000,000 10 69,400 225.00 15,615,000
Ferrini 160,000 0.0%0 12 304,025 265.00 80,566,625
Islay 350,000 0.0%0 14 9,100 285.00 2,593,500
Rosemont 46,000 0.0%0 16 29,800 315.00 9,387,000
Serrano 100,000 25.0%25,000 ------------------------------
Slack 77,000 0.0%0 895,425 $195,590,625
Terrace Hill 750,000 25.0%187,500
Reservoir 1 7,500,000 25.0%1,875,000
Reservoir 2 7,500,000 25.0%1,875,000
----------------------------
21,234,320 5,150,000
Customer 34.3%
% Public Fire Protection 24.3%(1) Total @ 2" Equiv ($75)$67,156,875
% Capacity 75.7%
Capacity 57.8%
(2) Cost for 4 - 8"$87,428,500
Average Day 4.09 COM 55.0%(3) Equiv 10" for 10" & >$92,773,125
Peak Day 7.38 (1 - COM) = CAP 45.0%
Fire 7.9%
Distribution Main Analysis
21 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 1 of 2
Functionalization and Classification
of the Revenue Requirement
Exhibit 13.1
Actual Cust.Meters &Public Fire Revenue Direct
Commodity Capacity Customer Acctg.Services Protection Related Assign.
FY 2018-19 (COM)(CAP)(AC)(WCA)(WCMS)(FP)(RR)(DA)
Salaries
SalariesWater AdminWater Admin $425,417 $0 $0 $0 $0 $425,417 $0 $0 $0 100.0%WCMS
SalariesSource of SupplySource of Supply 67,777 37,277 30,500 0 0 0 0 0 0 As Source of Supply
SalariesWater TreatmentWater Treatment 1,198,099 658,954 539,144 0 0 0 0 0 0 As Treatment
SalariesWater DistributionWater Distribution 1,012,071 0 583,158 0 0 346,439 82,474 0 0 As T&D Plant
SalariesUtilities ServicesUtilities Services 269,050 79,038 138,053 0 0 40,713 11,246 0 0 As Net Plant------------------------------------------------------------------------------------------------------------Total Salaries Total Salaries $2,972,414 $775,270 $1,290,855 $0 $0 $812,568 $93,720 $0 $0
Retirement Contribution
Water Admin $43,974 $0 $0 $0 $0 $43,974 $0 $0 $0 100.0%WCMS
Retirement ContributionSource of SupplySource of Supply 6,829 3,756 3,073 0 0 0 0 0 0 As Source of Supply
Retirement ContributionWater TreatmentWater Treatment 118,124 64,968 53,156 0 0 0 0 0 0 As Treatment
Retirement ContributionWater DistributionWater Distribution 98,953 0 57,017 0 0 33,872 8,064 0 0 As T&D Plant
Retirement ContributionUtilities ServicesUtilities Services 26,915 7,907 13,811 0 0 4,073 1,125 0 0 As Net Plant------------------------------------------------------------------------------------------------------------------------------------------------Total Retirement ContributionTotal Retirement Contribution $294,796 $76,631 $127,057 $0 $0 $81,920 $9,189 $0 $0
Health & Disability Insurance
Health & Disability InsuranceWater AdminWater Admin $40,028 $0 $0 $0 $0 $40,028 $0 $0 $0 100.0%WCMS
Health & Disability InsuranceSource of SupplySource of Supply 6,935 3,814 3,121 0 0 0 0 0 0 As Source of Supply
Health & Disability InsuranceWater TreatmentWater Treatment 154,233 84,828 69,405 0 0 0 0 0 0 As Treatment
Health & Disability InsuranceWater DistributionWater Distribution 163,390 0 94,146 0 0 55,929 13,315 0 0 As T&D Plant
Health & Disability InsuranceUtilities ServicesUtilities Services 39,905 11,723 20,476 0 0 6,038 1,668 0 0 As Net Plant------------------------------------------------------------------------------------------------------------------------------------------------Total Health & Disability InsuranceTotal Health & Disability Insurance $404,490 $100,365 $187,147 $0 $0 $101,996 $14,983 $0 $0
ISF Benefit Charges - PERS
ISF Benefit Charges - PERSWater AdminWater Admin $79,800 $0 $0 $0 $0 $79,800 $0 $0 $0 100.0%WCMS
ISF Benefit Charges - PERSSource of SupplySource of Supply 12,388 6,814 5,575 0 0 0 0 0 0 As Source of Supply
ISF Benefit Charges - PERSWater TreatmentWater Treatment 214,284 117,856 96,428 0 0 0 0 0 0 As Treatment
ISF Benefit Charges - PERSWater DistributionWater Distribution 179,508 0 103,433 0 0 61,447 14,628 0 0 As T&D Plant
ISF Benefit Charges - PERSUtilities ServicesUtilities Services 48,826 14,344 25,053 0 0 7,388 2,041 0 0 As Net Plant------------------------------------------------------------------------------------------------------------------------------------------------Total ISF Benefit Charges - PERSTotal ISF Benefit Charges - PERS $534,807 $139,014 $230,489 $0 $0 $148,635 $16,669 $0 $0
Basis of Classification
Customer Related
Weighted for:
22 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 2 of 2
Functionalization and Classification
of the Revenue Requirement
Exhibit 13.1
Actual Cust.Meters &Public Fire Revenue Direct
Commodity Capacity Customer Acctg.Services Protection Related Assign.
FY 2018-19 (COM)(CAP)(AC)(WCA)(WCMS)(FP)(RR)(DA)Basis of Classification
Customer Related
Weighted for:
All Other Benefits
All Other BenefitsWater AdminWater Admin $25,099 $0 $0 $0 $0 $25,099 $0 $0 $0 100.0%WCMS
All Other BenefitsSource of SupplySource of Supply 3,272 1,799 1,472 0 0 0 0 0 0 As Source of Supply
All Other BenefitsWater TreatmentWater Treatment 71,034 39,069 31,965 0 0 0 0 0 0 As Treatment
All Other BenefitsWater DistributionWater Distribution 47,469 0 27,352 0 0 16,249 3,868 0 0 As T&D Plant
All Other BenefitsUtilities ServicesUtilities Services 13,450 3,951 6,901 0 0 2,035 562 0 0 As Net Plant------------------------------------------------------------------------------------------------------------------------------------------------Total All Other BenefitsTotal All Other Benefits $160,323 $44,819 $67,690 $0 $0 $43,383 $4,430 $0 $0
Non-Staffing
Non-StaffingWater AdminWater Admin $104,031 $0 $0 $0 $0 $104,031 $0 $0 $0 100.0%WCMS
Non-StaffingSource of SupplySource of Supply 4,686,607 2,577,634 2,108,973 0 0 0 0 0 0 As Source of Supply
Non-StaffingWater TreatmentWater Treatment 1,103,752 607,064 496,688 0 0 0 0 0 0 As Treatment
Non-StaffingWater DistributionWater Distribution 371,181 0 213,876 0 0 127,058 30,248 0 0 As T&D Plant
Non-StaffingUtilities ServicesUtilities Services 128,617 37,783 65,995 0 0 19,462 5,376 0 0 As Net Plant------------------------------------------------------------------------------------------------------------------------------------------------Total Non-StaffingTotal Non-Staffing $6,394,188 $3,222,481 $2,885,532 $0 $0 $250,551 $35,624 $0 $0
Total Operations & Maintenance $10,761,017 $4,358,579 $4,788,770 $0 $0 $1,439,053 $174,615 $0 $0
Transfers
Cost Allocation Plan (CAP)Cost Allocation Plan (CAP)$1,507,732 $610,683 $670,957 $0 $0 $201,626 $24,465 $0 $0 As Total O&M
Cost of ServicesCost of Services 613,533 248,502 273,029 0 0 82,047 9,956 0 0 As Total O&M
Erp Implementation Cost - One-TimeErp Implementation Cost - One-Time 336,871 136,444 149,911 0 0 45,049 5,466 0 0 As Total O&M
Erp Implementation Cost - OngoingErp Implementation Cost - Ongoing 94,589 38,312 42,093 0 0 12,649 1,535 0 0 As Total O&M---------------------------------------------------------------------------------------------------------------------------------------Total Transfers Total Transfers $2,552,725 $1,033,941 $1,135,990 $0 $0 $341,372 $41,422 $0 $0
Rate Funded Capital $1,000,000 $0 $0 $0 $0 $1,000,000 $0 $0 $0 100.0%WCMS
Debt Service
Nacimiento DebtNacimiento Debt $4,778,440 $0 $2,753,351 $0 $0 $1,635,693 $389,396 $0 $0 As T&D Plant
2012 Revenue Refunding Bonds2012 Revenue Refunding Bonds 571,600 0 329,358 0 0 195,663 46,580 0 0 As T&D Plant
WTP Master Plan ImprovementsWTP Master Plan Improvements 1,035,348 569,441 465,906 0 0 0 0 0 0 As Treatment
Reuse - SRF FundingReuse - SRF Funding 525,457 289,001 236,456 0 0 0 0 0 0 As Treatment
Radio System UpgradeRadio System Upgrade 36,408 0 0 0 0 36,408 0 0 0 100.0%WCMS
WTP Upgrade WTP Upgrade 0 0 0 0 0 0 0 0 0 100.0%WCMS
Reservoir 2 ReplacementReservoir 2 Replacement 0 0 0 0 0 0 0 0 0 100.0%WCMS
WRRF Upgrade - Water ShareWRRF Upgrade - Water Share 0 0 0 0 0 0 0 0 0 100.0%WCMS
Additional Long-Term DebtAdditional Long-Term Debt 0 0 0 0 0 0 0 0 0 100.0%WCMS----------------------------------------------------------------------------------------------------------------------------------------Total Debt Service $6,947,253 $858,442 $3,785,071 $0 $0 $1,867,763 $435,976 $0 $0
LESS: Development Impact Fees $400,000 $49,426 $217,932 $0 $0 $107,540 $25,102 $0 $0 As Debt----------------------------------------------------------------------------------------------------------------------------------------Net Debt Service $6,547,253 $809,016 $3,567,139 $0 $0 $1,760,223 $410,874 $0 $0
23 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study Page 3 of 2
Functionalization and Classification
of the Revenue Requirement
Exhibit 13.1
Actual Cust.Meters &Public Fire Revenue Direct
Commodity Capacity Customer Acctg.Services Protection Related Assign.
FY 2018-19 (COM)(CAP)(AC)(WCA)(WCMS)(FP)(RR)(DA)Basis of Classification
Customer Related
Weighted for:
To / (From) Reserves
To / (From) Operating Reserve ($280,293) ($280,293)$0 $0 $0 $0 $0 $0 $0 100.0%COMM
To / (From) Capital Reserve (1,250,000) (1,250,000)0 0 0 0 0 0 0 100.0%COMM
To / (From) Rate Stabilization 0 0 0 0 0 0 0 0 0 100.0%COMM----------------------------------------------------------------------------------------------------------------------------------------Total To / (From) Reserves ($1,530,293) ($1,530,293)$0 $0 $0 $0 $0 $0 $0
Total Revenue Requirement $19,330,702 $4,671,243 $9,491,899 $0 $0 $4,540,648 $626,911 $0 $0
Less: Other Revenues
Investment and Property Revenues $50,400 $50,400 $0 $0 $0 $0 $0 $0 $0 100.0%COMM
Late Charges 118,944 118,944 0 0 0 0 0 0 0 100.0%COMM
AB 939 Reimbursement 146,160 146,160 0 0 0 0 0 0 0 100.0%COMM
Account Set-up Fees 157,248 157,248 0 0 0 0 0 0 0 100.0%COMM
Connection Charges and Meter Sales 61,488 61,488 0 0 0 0 0 0 0 100.0%COMM
Credit Card Fees (95,760) (95,760)0 0 0 0 0 0 0 100.0%COMM
Returned Check Fees 1,008 1,008 0 0 0 0 0 0 0 100.0%COMM
Bank Account Analysis Fee (2,016) (2,016)0 0 0 0 0 0 0 100.0%COMM
Credit Collections 14,112 14,112 0 0 0 0 0 0 0 100.0%COMM
Development Review Related Revenue 75,600 75,600 0 0 0 0 0 0 0 100.0%COMM
Other Revenues 20,160 20,160 0 0 0 0 0 0 0 100.0%COMM
Cal Poly 873,180 211,003 428,755 0 0 205,104 28,318 0 0 As Revenue Requirement
Recycled Water Sales 403,200 97,433 197,982 0 0 94,709 13,076 0 0 As Revenue Requirement
Future Unidentified Other Revenue 0 0 0 0 0 0 0 0 0 As Revenue Requirement------------------------------------------------------------------------------------------------------------------------------------------------Total Other Revenues $1,823,724 $855,780 $626,737 $0 $0 $299,813 $41,394 $0 $0
Total Net Revenue Requirement $17,506,978 $3,815,463 $8,865,162 $0 $0 $4,240,835 $585,517 $0 $0
24 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Allocation of Revenue Requirement Residential [2]Tier 1Residential [2]Tier 2Residential [2]Tier 3
Exhibit 15a Residential [1]Tier 1Residential [1]Tier 2Residential [1]Tier 3
ResidentialTier 1ResidentialTier 2ResidentialTier 3
Total Net Revenue Requirement Tier 1 Tier 2 Tier 3
Commodity $3,815,463 $1,150,173 $427,767 $134,427 $851,531 $981,321 $270,244
Capacity $8,865,162 $1,936,360 $909,697 $635,647 $1,755,167 $2,667,423 $960,868
Direct Assignment $0 $0 $0 $0 $0 $0 $0
Total $12,680,625 $3,086,533 $1,337,464 $770,075 $2,606,698 $3,648,744 $1,231,112
Residential
Irrigation
Non-
ResidentialMulti-Family
25 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Allocation of Revenue Requirement
Exhibit 15b
Residential [2]
Residential [1]
Total Net Revenue Requirement Residential Multi-Family
Non-
Residential Irrigation
Basis of
Allocation
Commodity $3,815,463 $1,712,367 $851,531 $981,321 $270,244 (COM)
Capacity $8,865,162 $3,481,704 $1,755,167 $2,667,423 $960,868 (CAP)
Actual Customer $0 $0 $0 $0 $0 (AC)
Cust. Acctg.$0 $0 $0 $0 $0 (WCA)
Meters & Services $4,240,835 $2,434,599 $685,993 $802,251 $317,993 (WCMS)
Public Fire Protection $585,517 $296,460 $111,758 $177,299 $0 (FP)
Revenue Related $0 $0 $0 $0 $0 (RR)
Direct Assign.$0 $0 $0 $0 $0 (DA)
Net Revenue Requirement $17,506,978 $7,925,130 $3,404,449 $4,628,294 $1,549,105
26 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Summary of Cost of Service Analysis
Exhibit 16
FY 2018-19 Residential Multi-Family
Non-
Residential Irrigation Notes
Revenues at Present Rates $16,594,292 $7,615,511 $3,644,750 $4,168,801 $1,165,229
Allocated Revenue Requirement $17,506,978 $7,925,130 $3,404,449 $4,628,294 $1,549,105
----------------------------------------------------------------------------
Bal/Def of Funds ($912,686) ($309,619)$240,302 ($459,493) ($383,875)
Required % Change in Rates 5.5% 4.1% -6.6%11.0% 32.9%
27 of 28 DRAFT
City of San Luis Obispo
Comprehensive Water Rate Study
Average Unit Costs
Exhibit 17
Total Tier 1 Tier 2 Tier 3 Notes
Commodity - $ / CCF $2.20 $2.20 $2.20 $2.20 $2.20 $2.20 $2.20
Capacity - $ / CCF 5.11 3.70 4.68 10.40 4.53 5.98 7.82
Direct Assgn. - $ / CCF 0.34 0.00 0.00 0.00 0.00 0.00 0.00
-----------------------------------------------------------------------------Total $ / CCF $7.64 $5.90 $6.87 $12.59 $6.73 $8.17 $10.02
Current Rates $7.27 $9.08
Customer Related
Total $ / Acct.$20.61 $21.06 $22.11 $18.11
Current Rates $12.33 $12.33 $12.33
Basic Data
Water Consumption (CCF)1,735,456 523,154 194,569 61,144 387,317 446,352 122,920
Equivalent Meters 19,515 3,157 3,692 1,463
Number of Accounts 15,300 1,877 1,675 54511,203
$20.31
11,203
$12.33
(Same for all customers)
Residential
Irrigation
Non-
ResidentialMulti-Family
28 of 28 DRAFT
Technical Appendix B
City of San Luis Obispo – Comprehensive Water & Wastewater Cost of Service Study
Technical Appendix B – Wastewater
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues $13,493,814 $13,601,764 $13,710,578 $13,820,263 $13,930,825 $14,042,272
Miscellaneous Revenues 1,592,027 1,640,252 1,653,374 1,666,601 1,679,934 1,693,374------------------------------------------------------------------------------------------------Total Revenues $15,085,841 $15,242,017 $15,363,953 $15,486,864 $15,610,759 $15,735,645
Expenses
Total Salaries $2,977,416 $2,977,416 $3,036,964 $2,915,486 $2,973,795 $3,033,271
Total Retirement Contributions 291,128 291,128 296,951 285,073 290,774 296,589
Total Health & Disablility Insurance 391,466 409,082 427,491 446,728 462,363 478,546
Total ISF Benefit Charges - PERS 486,836 528,917 595,031 638,468 684,438 722,082
Total All Other Benefits 170,479 170,479 173,889 166,933 170,272 173,677
Total Non-Staffing 3,000,534 3,075,547 3,137,058 3,199,799 3,263,795 3,329,071
Total O&M Expenses $7,317,859 $7,452,569 $7,667,384 $7,652,487 $7,845,438 $8,033,237
Transfers $2,494,262 $2,631,998 $2,350,652 $2,395,543 $2,441,332 $2,488,036
Rate Funded Capital 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000 2,600,000
Net Debt Service 1,283,710 1,281,006 1,237,204 1,239,307 7,398,013 7,394,452
Total To / (From) Reserves 1,390,010 1,684,497 2,767,344 3,849,010 (1,353,655) (302,851)
Total Revenue Requirement $15,085,841 $15,650,070 $16,622,584 $17,736,347 $18,931,128 $20,212,875
Bal. / (Def.) of Funds $0 ($408,053) ($1,258,631) ($2,249,483) ($3,320,368) ($4,477,230)
Balance a % of Rate Adj. Req'd 0.0% 3.0% 9.2%16.3% 23.8% 31.9%
Proposed Rate Adjustment 0.0% 3.0% 6.0% 6.5% 6.5% 6.5%
Add'l Revenue with Rate Adj.$0 $408,053 $1,258,631 $2,249,483 $3,320,368 $4,477,230
Bal. / (Def.) After Rate Adj.$0 $0 $0 $0 $0 $0
Additional Rate Adjustment Required 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%
Average Residential Customer Bill $46.33 (Current rates; Base Charge + 4 CCF)
Customer Bill on Proposed Adjustment $47.72 $50.58 $53.87 $57.37 $61.10
Bill Difference - Monthly 1.39 2.86 3.29 3.50 3.73
Cumulative Bill Difference 1.39 4.25 7.54 11.04 14.77
Total Cash Reserves $14,244,538 $16,231,435 $14,472,798 $13,798,267 $9,513,454 $7,772,797
Projected
Exhibit 1
Summary of the Revenue Requirement
Comprehensive Wastewater Rate Study
City of San Luis Obispo
1 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study
Escalation Factors
Exhibit 2
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Revenues
As Customer GrowthCustomer Growth Budget 0.8%0.8%0.8%0.8%0.8%
As Cal PolyCal Poly Budget 4.0%0.8%0.8%0.8%0.8%
As Miscellaneous RevenuesMiscellaneous Revenues Budget 0.8%0.8%0.8%0.8%0.8%
As
Expenses
As SalariesSalaries Budget 0.0%2.0%-4.0%2.0%2.0%
As BenefitsBenefits Budget 0.0%2.0%-4.0%2.0%2.0%
As Benefits - MedicalBenefits - Medical Budget 6.0%4.8%4.8%4.8%4.8%
As Benefits - PERSBenefits - PERS Budget 8.6%12.5%7.3%7.2%5.5%
As Materials & SuppliesMaterials & Supplies Budget 2.5%2.0%2.0%2.0%2.0%
As EquipmentEquipment Budget 3.0%2.0%2.0%2.0%2.0%
As MiscellaneousMiscellaneous Budget 1.5%2.0%2.0%2.0%2.0%
As UtilitiesUtilities Budget 4.0%4.0%4.0%4.0%4.0%
As FlatFlat 0.0%0.0%0.0%0.0%0.0%0.0%
As InsuranceInsurance Budget 4.5%4.5%4.5%3.5%3.5%
As
Interest 0.5%0.5%0.5%0.8%1.0%1.0%
New Debt Service
Low Interest Loans
Term in Years 20 20 20 20 20 20
Rate 2.0%2.0%2.0%2.0%2.0%2.0%
Revenue Bond
Term in Years 20 20 20 20 20 20
Rate 4.5%4.5%4.5%4.5%4.5%4.5%
Projected
2 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 1 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Revenues
Rate Revenues
Residential $5,800,414 $5,846,817 $5,893,592 $5,940,740 $5,988,266 $6,036,172 As Customer Growth
Multi-Family 3,418,006 3,445,350 3,472,913 3,500,697 3,528,702 3,556,932 As Customer Growth
Non-Residential 4,275,394 4,309,597 4,344,074 4,378,826 4,413,857 4,449,168 As Customer Growth
------------------------------------------------------------------------------------------------
Total Rate Revenues $13,493,814 $13,601,764 $13,710,578 $13,820,263 $13,930,825 $14,042,272
Other Revenues
Investment and Property Revenues $50,000 $50,400 $50,803 $51,210 $51,619 $52,032 As Miscellaneous Revenues
Industrial User Charges 85,000 85,680 86,365 87,056 87,753 88,455 As Customer Growth
Late Charges 118,000 118,944 119,896 120,855 121,822 122,796 As Miscellaneous Revenues
Account Set-up Fees 156,000 157,248 158,506 159,774 161,052 162,341 As Miscellaneous Revenues
Connection Charges and Meter Sales 61,000 61,488 61,980 62,476 62,976 63,479 As Miscellaneous Revenues
Credit Card Fees (95,000)(95,760) (96,526) (97,298) (98,077)(98,861) As Miscellaneous Revenues
Returned Check Fees 1,000 1,008 1,016 1,024 1,032 1,041 As Miscellaneous Revenues
Bank Account Analysis Fee (2,000)(2,016) (2,032) (2,048) (2,065)(2,081) As Miscellaneous Revenues
Credit Collections 14,000 14,112 14,225 14,339 14,453 14,569 As Miscellaneous Revenues
Development Review Related Revenue 75,000 75,600 76,205 76,814 77,429 78,048 As Miscellaneous Revenues
Other Revenues 20,000 20,160 20,321 20,484 20,648 20,813 As Miscellaneous Revenues
Cal Poly 1,109,027 1,153,388 1,162,615 1,171,916 1,181,292 1,190,742 As Cal Poly
Future Unidentified Other Revenue 0 0 0 0 0 0 As Miscellaneous Revenues
------------------------------------------------------------------------------------------Total Other Revenues $1,592,027 $1,640,252 $1,653,374 $1,666,601 $1,679,934 $1,693,374
Total Revenues $15,085,841 $15,242,017 $15,363,953 $15,486,864 $15,610,759 $15,735,645
Notes
Projected
3 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 2 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Salaries
Wastewater Admin $519,465 $519,465 $529,854 $508,660 $518,833 $529,210 As Salaries
Wastewater Collection 588,941 588,941 600,720 576,691 588,225 599,989 As Salaries
Environmental Compliance 145,564 145,564 148,475 142,536 145,387 148,295 As Salaries
Water Resource Recovery 1,230,502 1,230,502 1,255,112 1,204,908 1,229,006 1,253,586 As Salaries
Utilities Revenue 128,675 128,675 131,249 125,999 128,519 131,089 As Salaries
Water Quality Lab 364,269 364,269 371,554 356,692 363,826 371,103 As Salaries
Sewer Customer Service 0 0 0 0 0 0 As Salaries
------------------------------------------------------------------------------------------------
Total Salaries $2,977,416 $2,977,416 $3,036,964 $2,915,486 $2,973,795 $3,033,271
Retirement Contributions
Wastewater Admin $53,725 $53,725 $54,800 $52,608 $53,660 $54,733 As Benefits
Wastewater Collection 57,120 57,120 58,262 55,932 57,051 58,192 As Benefits
Environmental Compliance 15,041 15,041 15,342 14,728 15,023 15,323 As Benefits
Water Resource Recovery 119,415 119,415 121,803 116,931 119,270 121,655 As Benefits
Utilities Revenue 11,148 11,148 11,371 10,916 11,134 11,357 As Benefits
Water Quality Lab 34,679 34,679 35,373 33,958 34,637 35,330 As Benefits
Sewer Customer Service 0 0 0 0 0 0 As Benefits
------------------------------------------------------------------------------------------------Total Retirement Contributions $291,128 $291,128 $296,951 $285,073 $290,774 $296,589
Health & Disablility Insurance
Wastewater Admin $52,506 $54,869 $57,338 $59,918 $62,015 $64,186 As Insurance
Wastewater Collection 92,092 96,236 100,567 105,092 108,771 112,577 As Insurance
Environmental Compliance 28,248 29,519 30,848 32,236 33,364 34,532 As Insurance
Water Resource Recovery 142,710 149,132 155,843 162,856 168,556 174,455 As Insurance
Utilities Revenue 25,776 26,936 28,148 29,415 30,444 31,510 As Insurance
Water Quality Lab 50,134 52,390 54,748 57,211 59,214 61,286 As Insurance
Sewer Customer Service 0 0 0 0 0 0 As Insurance
------------------------------------------------------------------------------------------------
Total Health & Disablility Insurance $391,466 $409,082 $427,491 $446,728 $462,363 $478,546
4 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 3 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
ISF Benefit Charges - PERS
Wastewater Admin $89,044 $96,741 $108,833 $116,778 $125,186 $132,071 As Benefits - PERS
Wastewater Collection 94,696 102,881 115,741 124,190 133,132 140,454 As Benefits - PERS
Environmental Compliance 24,935 27,090 30,477 32,701 35,056 36,984 As Benefits - PERS
Water Resource Recovery 197,969 215,081 241,966 259,629 278,323 293,631 As Benefits - PERS
Utilities Revenue 18,481 20,078 22,588 24,237 25,982 27,411 As Benefits - PERS
Water Quality Lab 61,711 67,045 75,426 80,932 86,759 91,531 As Benefits - PERS
------------------------------------------------------------------------------------------------
Total ISF Benefit Charges - PERS $486,836 $528,917 $595,031 $638,468 $684,438 $722,082
All Other Benefits
Wastewater Admin $30,449 $30,449 $31,058 $29,816 $30,412 $31,020 As Benefits
Wastewater Collection 35,130 35,130 35,833 34,399 35,087 35,789 As Benefits
Environmental Compliance 7,770 7,770 7,925 7,608 7,761 7,916 As Benefits
Water Resource Recovery 74,094 74,094 75,576 72,553 74,004 75,484 As Benefits
Utilities Revenue 5,552 5,552 5,663 5,437 5,545 5,656 As Benefits
Water Quality Lab 17,484 17,484 17,834 17,120 17,463 17,812 As Benefits
Sewer Customer Service 0 0 0 0 0 0 As Benefits
------------------------------------------------------------------------------------------------Total All Other Benefits $170,479 $170,479 $173,889 $166,933 $170,272 $173,677
Non-Staffing
Wastewater Admin $78,070 $80,022 $81,622 $83,255 $84,920 $86,618 As Materials & Supplies
Wastewater Collection 258,947 265,421 270,729 276,144 281,667 287,300 As Materials & Supplies
Environmental Compliance 44,050 45,151 46,054 46,975 47,915 48,873 As Materials & Supplies
Water Resource Recovery 2,047,567 2,098,756 2,140,731 2,183,546 2,227,217 2,271,761 As Materials & Supplies
Utilities Revenue 319,900 327,898 334,455 341,145 347,967 354,927 As Materials & Supplies
Water Quality Lab 252,000 258,300 263,466 268,735 274,110 279,592 As Materials & Supplies
Sewer Customer Service 0 0 0 0 0 0 As Materials & Supplies
------------------------------------------------------------------------------------------------
Total Non-Staffing $3,000,534 $3,075,547 $3,137,058 $3,199,799 $3,263,795 $3,329,071
Total O&M Expenses $7,317,859 $7,452,569 $7,667,384 $7,652,487 $7,845,438 $8,033,237
5 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 4 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Transfers
Cost Allocation Plan (CAP)$1,695,070 $1,728,971 $1,763,550 $1,798,821 $1,834,798 $1,871,494 As Miscellaneous
Cost Of Services 462,321 471,567 480,998 490,618 500,431 510,439 As Miscellaneous
Erp Implementation Cost - One-Time 336,871 336,871 0 0 0 0 As Flat
Erp Implementation Cost - Ongoing 0 94,589 106,103 106,103 106,103 106,103 As Flat
------------------------------------------------------------------------------------------
Total Transfers $2,494,262 $2,631,998 $2,350,652 $2,395,543 $2,441,332 $2,488,036
Rate Funded Capital $2,600,000 $2,600,000 $2,600,000 $2,600,000 $2,600,000 $2,600,000 $2,608,348 FY 2015-16 Dep. Exp.
Debt Service
WRRF Energy Efficiency Project $618,363 $618,177 $617,985 $617,787 $617,584 $617,375 Debt Schedule
Tank Farm Lift Station - I Bank 557,481 556,512 555,511 554,478 553,411 552,310 Debt Schedule
Tank Farm Lift Station - Green Campus 183,680 182,695 181,500 184,990 183,165 181,130 Debt Schedule
Radio System Upgrade 41,790 41,298 0 0 0 0 Debt Schedule
Dispatch Center 32,396 32,324 32,208 32,052 32,253 32,037 Debt Schedule
WRRF Upgrade 0 0 0 0 6,161,600 6,161,600 Debt Schedule
Additional Long-Term Debt 0 0 0 0 0 0 Calculated @ 4.46% for 20 yrs
------------------------------------------------------------------------------------------Total Debt Service $1,433,710 $1,431,006 $1,387,204 $1,389,307 $7,548,013 $7,544,452
LESS: Other Funding
Development Impact Fees $150,000 $150,000 $150,000 $150,000 $150,000 $150,000
------------------------------------------------------------------------------------------
Net Debt Service $1,283,710 $1,281,006 $1,237,204 $1,239,307 $7,398,013 $7,394,452
6 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 5 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
To / (From) Reserves
To / (From) Operating Reserve $390,010 $169,497 $117,344 $24,010 ($1,358,655)($372,851)
To / (From) Capital Reserve 1,000,000 1,500,000 2,500,000 3,825,000 0 0
To / (From) Rate Stabilization Reserve 0 15,000 150,000 0 5,000 70,000
------------------------------------------------------------------------------------------
Total To / (From) Reserves $1,390,010 $1,684,497 $2,767,344 $3,849,010 ($1,353,655)($302,851)
Total Revenue Requirement $15,085,841 $15,650,070 $16,622,584 $17,736,347 $18,931,128 $20,212,875
Bal. / (Def.) of Funds $0 ($408,053) ($1,258,631) ($2,249,483) ($3,320,368)($4,477,230)
Balance a % of Rate Adj. Req'd 0.0% 3.0% 9.2%16.3% 23.8% 31.9%
Proposed Rate Adjustment 0.0%3.0% 6.0% 6.5% 6.5% 6.5%
Months of Adjustment 12 12 12 12 12 12
Add'l Revenue with Rate Adj.$0 $408,053 $1,258,631 $2,249,483 $3,320,368 $4,477,230
Bal. / (Def.) After Rate Adj.$0 $0 $0 $0 $0 $0
Add'l Rate Adj. Req'd 0.0%0.0%0.0%0.0%0.0%0.0%
Average Residential Customer Bill $46.33 (Current rates; Base Charge + 4 CCF)
Customer Bill on Proposed Adjustment $47.72 $50.58 $53.87 $57.37 $61.10
Bill Difference - Monthly 1.39 2.86 3.29 3.50 3.73
Cumulative Bill Difference 1.39 4.25 7.54 11.04 14.77
Debt Service Coverage Ratio (all debt, not including DIF)
Before Rate Adjustment 5.42 5.44 5.55 5.64 1.03 1.02
After Proposed Rate Adjustment 5.42 5.73 6.46 7.26 1.47 1.61
7 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 6 of 6
Revenue Requirement
Exhibit 3
Budgeted
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Notes
Projected
Reserve Funds
Operating Fund
Beginning Balance $2,248,350 $2,638,360 $2,807,857 $2,925,201 $2,949,212 $1,590,557
Plus: Additions 390,010 169,497 117,344 24,010 0 0
Less: Uses of Funds 0 0 0 0 (1,358,655)(372,851)
Ending Balance $2,638,360 $2,807,857 $2,925,201 $2,949,212 $1,590,557 $1,217,706
Minimum Fund Balance - 90 days O&M $1,804,404 $1,837,620 $1,890,588 $1,886,915 $1,934,492 $1,980,798
Capital Fund
Beginning Balance $28,043,313 $10,840,928 $12,643,328 $10,617,347 $9,918,805 $6,987,648
Plus: Additions 1,000,000 1,500,000 2,500,000 3,825,000 0 0
Development Impact Fees 300,000 302,400 304,819 307,258 309,716 312,194 As Miscellaneous Revenues
Less: WRRF Upgrade Debt 0 0 (3,080,800) (3,080,800)0 0
Less: WRRF Upgrade Upfront (2,000,000)0 0 0 0 0
Less: Capital Project Funding (16,502,385)0 (1,750,000) (1,750,000) (3,240,873) (1,750,000)
Ending Balance $10,840,928 $12,643,328 $10,617,347 $9,918,805 $6,987,648 $5,549,841
Minimum Target Balance - Avg Annual CIP $5,610,000 $5,655,000 $5,700,000 $5,745,000 $5,790,000 $5,835,000 As Customer Growth
Rate Stabilization
Beginning Balance $765,250 $765,250 $780,250 $930,250 $930,250 $935,250
Plus: Additions 0 15,000 150,000 0 5,000 70,000
Less: Capital Project Funding 0 0 0 0 0 0
Ending Balance $765,250 $780,250 $930,250 $930,250 $935,250 $1,005,250
5% of Rate Revenues $674,691 $700,491 $748,460 $803,487 $862,560 $925,975
Total Cash Reserves $14,244,538 $16,231,435 $14,472,798 $13,798,267 $9,513,454 $7,772,797
8 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 1 of 3
Capital Improvement Plan
Exhibit 4
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Wastewater Collection
Sewer Lining Project $525,842 $0 $0 $0 $0 $0 $525,842
RR Crossing @ Jennifer 2,735 0 0 0 0 0 2,735
RR Crossing @ Rachel 0 0 0 0 0 0 0
Stafford Taft Kentucky 633,487 0 0 0 0 0 633,487
Telemetry Upgrades 24,574 0 0 0 0 0 24,574
Radios 10,319 0 0 0 0 0 10,319
Santa Barbara, Osos Trench/Pipe Bursting 982,303 0 0 0 0 0 982,303
Walnut, Morro, etc cured in place 0 204,000 0 0 0 0 204,000
Albert, Slack, etc cured in place 0 456,000 0 0 0 0 456,000
Foothill, etc trench & pipe bursting 0 120,000 0 0 0 0 120,000
Murray, Chorro, Meinecke, etc trench/sewer repl 0 444,000 0 0 0 0 444,000
Westmont, Cerro Romaldo, etc trench/pipe bursting 0 0 1,320,000 0 0 0 1,320,000
Verde, Luneta, etc trench/pipe bursting 0 0 0 1,380,000 0 0 1,380,000
Johnson, Buchon, etc trench & pipe bursting 0 0 0 0 1,620,000 0 1,620,000
Foothill Chorro Project 60,000 0 0 0 0 0 60,000
Inflow/Infiltration Reduction 238,564 200,000 200,000 200,000 200,000 50,000 1,088,564
Trench Repair 25,000 25,000 25,000 25,000 25,000 0 125,000
Raise Manholes 25,000 25,000 25,000 25,000 25,000 0 125,000
Flow Study 0 0 0 0 0 100,000 100,000
Meinecke to Murray Easement 30,000 0 0 0 0 0 30,000
Laguna Lift Station Coating Project 245,000 0 0 0 0 0 245,000
Calle Joaquin Lift Station 2,615,706 0 0 0 0 0 2,615,706
Margarita Lift Station 1,874,128 0 0 0 0 0 1,874,128
Foothill Lift Station 1,897,015 0 0 0 0 0 1,897,015
Airport Lift Station 150,000 0 0 0 1,980,000 0 2,130,000
Silver City Lift Station 0 0 0 0 0 70,000 70,000
Marsh St Siphon (PW Project)266,092 0 0 0 0 0 266,092
Jennifer RR/Higuera Marsh 975,565 0 0 0 0 0 975,565
Wastewater Collections Flow Study 0 0 0 0 0 250,000 250,000
Water Meters and Boxes 217,028 90,000 90,000 90,000 90,000 0 577,028
Madonna & LOVR rehag 22,700 0 0 0 0 0 22,700
IT 0
Telemetry System Improvements 102,113 38,000 0 0 0 0 140,113
Cityworks Upgrade 11,412 0 0 0 0 0 11,412
FLEET 0
Hydro-Cleaner 0 0 410,000 0 0 0 410,000
Sewer Truck with Crane 159,000 0 0 0 0 0 159,000
Portable Sewage Pump 5,361 0 0 0 0 0 5,361
Trailer, Portable Concrete Mixer 25,000 0 0 0 0 0 25,000
Caterpillar Mini Escavator 0 0 0 0 70,000 0 70,000
--------------------------------------------------------------------------------------------------Total Wastewater Collection $11,123,944 $1,602,000 $2,070,000 $1,720,000 $4,010,000 $470,000 $20,995,944
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Comprehensive Wastewater Rate Study Page 2 of 3
Capital Improvement Plan
Exhibit 4
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Notes
Water Resource Recovery Facility
Major Maintenance $510,766 $0 $0 $0 $0 $0 $510,766
Influent Pump Replacement 85,821 0 0 0 0 0 85,821
WRRF Upgrade 26,443,456 56,500,000 35,000,000 29,000,000 0 0 146,943,456
WRRF Membrance System 75,000 0 0 0 0 0 75,000
Aeration Blower 320,000 0 0 0 0 0 320,000
IT 0
iFix Replacement 0 0 250,000 0 0 0 250,000
HachWims 0 0 30,000 0 0 0 30,000
MP2 Replacement 0 0 0 0 0 30,000 30,000
FLEET 0
Compact Pick-up 0 0 0 36,000 0 0 36,000
Club Cars-Electric 0 60,000 0 0 0 0 60,000
Dump truck 0 0 0 150,000 0 0 150,000
Forklift 0 0 0 0 55,000 0 55,000
---------------------------------------------------------------------------------------------------------
Total Water Resource Recovery Facility $27,435,043 $56,560,000 $35,280,000 $29,186,000 $55,000 $30,000 $148,546,043
Environmental Compliance
FLEET
Prius $0 $0 $35,000 $0 $0 $0 $35,000
--------------------------------------------------------------------------------------------------
Total Environmental Compliance $0 $0 $35,000 $0 $0 $0 $35,000
Administration
HVAC $3,600 $21,600 $0 $0 $0 $0 $25,200
FLEET 0
Prius $0 $0 $35,000 $0 $0 $0 35,000
General Assumption for Future Planning 0 0 0 0 0 500,000 500,000
--------------------------------------------------------------------------------------------------
Total Administration $3,600 $21,600 $35,000 $0 $0 $500,000 $560,200
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Comprehensive Wastewater Rate Study Page 3 of 3
Capital Improvement Plan
Exhibit 4
FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total
Shared Information Technology
South Hills Radio Site Upgrade & Radio Enhancement$14,923 $10,775 $0 $0 $0 $0 $25,698
Wireless System Citywide 0 0 0 0 5,739 0 5,739
Server Operating System 4,260 0 0 4,260 0 0 8,520
VoIP 0 0 0 0 15,789 0 15,789
Network Firewalls 0 0 8,918 0 0 0 8,918
Virtual Private Network Replacment 0 0 18,958 0 0 0 18,958
Network Switch Infrastructure Repl. 0 0 0 0 0 27,252 27,252
Radio Handhelds Repl. 0 0 0 0 0 42,960 42,960
Tait Radio System 0 42,960 0 0 0 0 42,960
MS Office Replacement 0 13,700 0 0 0 0 13,700
VM Infrastructure 20,615 0 0 0 0 20,615 41,230
UPS Battery Replacement 0 4,345 0 0 4,345 0 8,690----------------------------------------------------------------------------------------------------------------Total Shared Information Technology $39,798 $71,780 $27,876 $4,260 $25,873 $90,827 $260,414
Unidentified Future Capital Projects $0 $844,620 $1,902,124 $2,439,740 $1,750,000 $3,259,173 $10,195,657
Transfer to Cash Reserve $0 $0 $0 $0 $0 $0 $0
Total Capital Improvement Projects $38,602,385 $59,100,000 $39,350,000 $33,350,000 $5,840,873 $4,350,000 $180,593,258
Less: Outside Funding Sources
Operating Fund Reserves $0 $0 $0 $0 $0 $0 $0
Capital Fund Reserves 16,502,385 0 $1,750,000 $1,750,000 $3,240,873 $1,750,000 24,993,258
Developer Contributions 0 0 0 0 0 0 0
WRRF Upgrade Debt 19,500,000 56,500,000 35,000,000 29,000,000 0 0 140,000,000
Assumed New Low Interest Loan 0 0 0 0 0 0 0
Additional Revenue Bonds 0 0 0 0 0 0 0-----------------------------------------------------------------------------------------------------------Total Funding Sources $36,002,385 $56,500,000 $36,750,000 $30,750,000 $3,240,873 $1,750,000 $164,993,258
Rate Funded Capital $2,600,000 $2,600,000 $2,600,000 $2,600,000 $2,600,000 $2,600,000 $15,600,000
11 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 1 of 3
Revenues at Present Rates
Exhibit 5
Effective 7.1.17 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Total
Residential
$ / Acct.
Base Fee $8.57 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209
Total Base Fee Revenue $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $1,152,734
Volume Charge $ / CCF
Usage up to avg WW $9.44 0 0 0 0 0 0 0 383,269 0 0 109,070 0 492,339
Total Volume Charge Revenue $0 $0 $0 $0 $0 $0 $0 $3,618,059 $0 $0 $1,029,621 $0 $4,647,680
Total Residential Revenue $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $96,061 $3,714,120 $96,061 $96,061 $1,125,682 $96,061 $5,800,414
Multi-Family
Base Fee $ / Acct.
All Customers $8.57 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879
------------------------------------------------------------------------------------------------------------------------------------------------------------
1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879
Total Base Fee Revenue $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $193,236
Volume Charge $ / CCF
All Customers - Use $9.44 0 0 0 0 0 0 0 158,823 0 0 53,925 0 212,748
All Customers - Use 9.44 0 0 0 0 0 0 0 13,493 0 0 3,389 0 16,882
All Customers - Use 9.44 0 0 0 0 0 0 0 26,643 0 0 8,051 0 34,694
All Customers - Use 9.44 0 0 0 0 0 0 0 58,023 0 0 19,260 0 77,283------------------------------------------------------------------------------------------------------------------------------------------------------------
0 0 0 0 0 0 0 256,982 0 0 84,625 0 341,607
Total Volume Charge Revenue $0 $0 $0 $0 $0 $0 $0 $2,425,910 $0 $0 $798,860 $0 $3,224,770
Total Multi-Family Revenue $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $16,103 $2,442,013 $16,103 $16,103 $814,963 $16,103 $3,418,006
12 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 2 of 3
Revenues at Present Rates
Exhibit 5
Effective 7.1.17 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Total
Non-Residential
Base Fee $ / Acct.
All Customers $8.57 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691---------------------------------------------------------------------------------------------------------------------------------------------------------------
1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691
Total Base Fee Revenue $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $173,902
Volume Charge $ / CCF
All Consumption $9.44 0 0 0 0 0 0 0 325,573 0 0 108,907 0 434,480
-------------------------------------------------------------------------------------------------------------------------------------------------------------
0 0 0 0 0 0 0 325,573 0 0 108,907 0 434,480
Total Volume Charge Revenue $0 $0 $0 $0 $0 $0 $0 $3,073,409 $0 $0 $1,028,082 $0 $4,101,491
Total Non-Residential Revenue $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $14,492 $3,087,901 $14,492 $14,492 $1,042,574 $14,492 $4,275,394
13 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 3 of 3
Revenues at Present Rates
Exhibit 5
Effective 7.1.17 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-17 Mar-17 Apr-17 May-17 Jun-17 Jul-17 Total
Summary
Customers
Residential 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209 11,209
Multi-Family 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879 1,879
Non-Residential 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691 1,691------------------------------------------------------------------------------------------------------------------------------------------------
Total Number of Customers 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779 14,779
Consumption
Residential 0 0 0 0 0 0 0 383,269 0 0 109,070 0 492,339
Multi-Family 0 0 0 0 0 0 0 256,982 0 0 84,625 0 341,607
Non-Residential 0 0 0 0 0 0 0 325,573 0 0 108,907 0 434,480
---------------------------------------------------------------------------------------------------------------------------------------------------------------
Total Consumption 0 0 0 0 0 0 0 965,824 0 0 302,602 0 1,268,426
Revenues
Base Fee $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $1,519,872
Volume Charge 0 0 0 0 0 0 0 9,117,379 0 0 2,856,563 0 11,973,941----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Total Revenues $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $126,656 $9,244,035 $126,656 $126,656 $2,983,219 $126,656 $13,493,814
FY 2016-17 Actual $14,162,377
Difference ($668,563)
Percent -4.72%
14 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study
Exhibit 6
Volume Allocation Factor
FY 2018-19 16.5%Total Annual Avg. Daily
Annual Flow Inflow and Flow at Plant Flow At % of
(CCF)Infiltration [1](CCF)Plant (MGD)Total
Residential 492,339 81,236 573,575 1.18 38.8%
Multi-Family 341,607 56,365 397,972 0.82 26.9%
Non-Residential 434,480 71,689 506,169 1.04 34.3%-------------------------------------------------------Total 1,268,426 209,290 1,477,716 3.03 100.0%
Actual Flows [2]1,610,294 3.30
(VOL)
Notes
[1] - Cal Poly is allocated 1/3 of system I&I
[2] - 2017 Influent Flow Provided by City
15 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study
Exhibit 7
Customer Allocation Factors
Number of % of Weighted % of
Account [1]Total Customer [2]Total
Residential 11,209 75.8%11,209 62.0%
Multi-Family 1,879 12.7%3,163 17.5%
Non-Residential 1,691 11.4%3,721 20.6%----------------------------------------Total 14,779 100.0%18,093 100.0%
(AC)(WCMS)
Notes
[1] - Based on FY 2016/17 Billing Data
[2] - Based on equivalent meters on AWWA water meter capacities
Customer Service & AccountingActual Customer
16 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study
Exhibit 8
Strength Allocation Factors
Daily Flow Avg. Factor Calculated % of Avg. Factor Calculated % of
(MGD)(mg/l) Pounds [1][2]Total (mg/l)Pounds [1][2]Total
Residential 1.18 250 894,536 38.8%250 894,536 38.8%
Multi-Family 0.82 250 620,669 26.9%250 620,669 26.9%
Non-Residential 1.04 250 789,411 34.3%250 789,411 34.3%---------------------------------------------------------Total 3.03 2,304,617 100.0%2,304,617 100.0%
(BOD)(SS)
Daily Flow Avg. Factor Calculated % of
(MGD)(mg/l) Pounds [1][2]Total
Residential 1.18 20 24 38.8%
Multi-Family 0.82 20 16 26.9%
Non-Residential 1.04 20 21 34.3%
---------------------------3.03 61 100.0%
(AMN)
Notes
[1] - Calculated Pounds = Daily Flow * Factor * 8.34 (Lbs. / MGD)
[2] - Retail figures based on WRF influent design
Ammonia
Biological Oxygen Demand Suspended Solids
17 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study
Exhibit 9
Revenue Allocation Factor
Projected % of
FY 2018-19 Total
Residential $5,846,817 43.0%
Multi-Family 3,445,350 25.3%
Non-Residential 4,309,597 31.7%--------------------------Total $13,601,764 100.0%
(RR)
18 of 32 DRAFT
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Comprehensive Wastewater Rate Study
Exhibit 10.1
Net Plant in Service
Bio-oxygen Suspended Actual Customer
As of Volume Demand Ammonia Solids Customer Acct/Svcs Revenue Direct
06/30/15 (VOL)(BOD)(AMN)(SS)(AC)(WCMS)(RR)(DA)
Collection $119,635,813 $101,690,441 $0 $0 $0 $0 $17,945,372 $0 $0 85.0% VOL 15.0%WCMS
Treatment 34,362,847 12,026,996 8,590,712 5,154,427 8,590,712 0 0 0 0 35.0%VOL 25.0%BOD 15.0%AMN 25.0%SS
Lift Station 20,793,561 17,674,527 0 0 0 0 3,119,034 0 0 85.0% VOL 15.0%WCMS
---------------------------------------------------------------------------------------------------------------------------------------------------------
Plant Before General Plant $174,792,221 $131,391,964 $8,590,712 $5,154,427 $8,590,712 $0 $21,064,406 $0 $0
% Plant Before General Plant 100.0%75.2%4.9% 2.9% 4.9% 0.0%12.1%0.0% 0.0%Factor PBGP
General Plant
All Assets $987,469 $742,284 $48,532 $29,119 $48,532 $0 $119,001 $0 $0 As Factor PBGP
---------------------------------------------------------------------------------------------------------------------------------------------------------
Total General Plant $987,469 $742,284 $48,532 $29,119 $48,532 $0 $119,001 $0 $0
Net Plant in Service $175,779,689 $132,134,248 $8,639,244 $5,183,546 $8,639,244 $0 $21,183,407 $0 $0
Strength Related Weighted for
Basis of Classification
19 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 1 of 4
Exhibit 11.1
Classification of the Revenue Requirement
Bio-oxygen Suspended Actual Customer
Test Year Volume Demand Ammonia Solids Customer Acct/Svcs Revenue Direct
FY 2018-19 (VOL)(BOD)(AMN)(SS)(AC)(WCMS)(RR)(DA)
Salaries
SalariesWastewater AdminWastewater Admin $519,465 $0 $0 $0 $0 $0 $519,465 $0 $0 100.0%WCMS
SalariesWastewater CollectionWastewater Collection 588,941 500,600 0 0 0 0 88,341 0 0 As Collection
SalariesEnvironmental ComplianceEnvironmental Compliance 145,564 109,421 7,154 4,293 7,154 0 17,542 0 0 As Net Plant
SalariesWater Resource RecoveryWater Resource Recovery 1,230,502 430,676 307,626 184,575 307,626 0 0 0 0 As Treatment
SalariesUtilities RevenueUtilities Revenue 128,675 0 0 0 0 0 128,675 0 0 100.0%WCMS
SalariesWater Quality LabWater Quality Lab 364,269 127,494 91,067 54,640 91,067 0 0 0 0 As Treatment
SalariesSewer Customer ServiceSewer Customer Service 0 0 0 0 0 0 0 0 0 100.0%WCMS
------------------------------------------------------------------------------------------------------------------------------------------------
Total Salaries Total Salaries $2,977,416 $1,168,191 $405,847 $243,508 $405,847 $0 $754,023 $0 $0
Retirement Contributions
Retirement ContributionsWastewater AdminWastewater Admin $53,725 $0 $0 $0 $0 $0 $53,725 $0 $0 100.0%WCMS
Retirement ContributionsWastewater CollectionWastewater Collection 57,120 48,552 0 0 0 0 8,568 0 0 As Collection
Retirement ContributionsEnvironmental ComplianceEnvironmental Compliance 15,041 11,306 739 444 739 0 1,813 0 0 As Net Plant
Retirement ContributionsWater Resource RecoveryWater Resource Recovery 119,415 41,795 29,854 17,912 29,854 0 0 0 0 As Treatment
Retirement ContributionsUtilities RevenueUtilities Revenue 11,148 0 0 0 0 0 11,148 0 0 100.0%WCMS
Retirement ContributionsWater Quality LabWater Quality Lab 34,679 12,138 8,670 5,202 8,670 0 0 0 0 As Treatment
Retirement ContributionsSewer Customer ServiceSewer Customer Service 0 0 0 0 0 0 0 0 0 100.0%WCMS------------------------------------------------------------------------------------------------------------------------------------------------
Total Retirement ContributionsTotal Retirement Contributions $291,128 $113,791 $39,263 $23,558 $39,263 $0 $75,254 $0 $0
Health & Disablility Insurance
Health & Disablility InsuranceWastewater AdminWastewater Admin $54,869 $0 $0 $0 $0 $0 $54,869 $0 $0 100.0%WCMS
Health & Disablility InsuranceWastewater CollectionWastewater Collection 96,236 81,801 0 0 0 0 14,435 0 0 As Collection
Health & Disablility InsuranceEnvironmental ComplianceEnvironmental Compliance 29,519 22,190 1,451 870 1,451 0 3,557 0 0 As Net Plant
Health & Disablility InsuranceWater Resource RecoveryWater Resource Recovery 149,132 52,196 37,283 22,370 37,283 0 0 0 0 As Treatment
Health & Disablility InsuranceUtilities RevenueUtilities Revenue 26,936 0 0 0 0 0 26,936 0 0 100.0%WCMS
Health & Disablility InsuranceWater Quality LabWater Quality Lab 52,390 18,337 13,098 7,859 13,098 0 0 0 0 As Treatment
Health & Disablility InsuranceSewer Customer ServiceSewer Customer Service 0 0 0 0 0 0 0 0 0 100.0%WCMS
------------------------------------------------------------------------------------------------------------------------------------------------
Total Health & Disablility InsuranceTotal Health & Disablility Insurance $409,082 $174,523 $51,831 $31,099 $51,831 $0 $99,797 $0 $0
Basis of Classification
Strength Related Weighted for:
20 of 32 DRAFT
City of San Luis Obispo
Comprehensive Wastewater Rate Study Page 2 of 4
Exhibit 11.1
Classification of the Revenue Requirement
Bio-oxygen Suspended Actual Customer
Test Year Volume Demand Ammonia Solids Customer Acct/Svcs Revenue Direct
FY 2018-19 (VOL)(BOD)(AMN)(SS)(AC)(WCMS)(RR)(DA)Basis of Classification
Strength Related Weighted for:
ISF Benefit Charges - PERS
ISF Benefit Charges - PERSWastewater AdminWastewater Admin $96,741 $0 $0 $0 $0 $0 $96,741 $0 $0 100.0%WCMS
ISF Benefit Charges - PERSWastewater CollectionWastewater Collection 102,881 87,449 0 0 0 0 15,432 0 0 As Collection
ISF Benefit Charges - PERSEnvironmental ComplianceEnvironmental Compliance 27,090 20,364 1,331 799 1,331 0 3,265 0 0 As Net Plant
ISF Benefit Charges - PERSWater Resource RecoveryWater Resource Recovery 215,081 75,278 53,770 32,262 53,770 0 0 0 0 As Treatment
ISF Benefit Charges - PERSUtilities RevenueUtilities Revenue 20,078 0 0 0 0 0 20,078 0 0 100.0%WCMS
ISF Benefit Charges - PERSWater Quality LabWater Quality Lab 67,045 23,466 16,761 10,057 16,761 0 0 0 0 As Treatment
------------------------------------------------------------------------------------------------------------------------------------------------
Total ISF Benefit Charges - PERSTotal ISF Benefit Charges - PERS $528,917 $206,557 $71,863 $43,118 $71,863 $0 $135,516 $0 $0
All Other Benefits
All Other BenefitsWastewater AdminWastewater Admin $30,449 $0 $0 $0 $0 $0 $30,449 $0 $0 100.0%WCMS
All Other BenefitsWastewater CollectionWastewater Collection 35,130 29,861 0 0 0 0 5,270 0 0 As Collection
All Other BenefitsEnvironmental ComplianceEnvironmental Compliance 7,770 5,841 382 229 382 0 936 0 0 As Net Plant
All Other BenefitsWater Resource RecoveryWater Resource Recovery 74,094 25,933 18,524 11,114 18,524 0 0 0 0 As Treatment
All Other BenefitsUtilities RevenueUtilities Revenue 5,552 0 0 0 0 0 5,552 0 0 100.0%WCMS
All Other BenefitsWater Quality LabWater Quality Lab 17,484 6,119 4,371 2,623 4,371 0 0 0 0 As Treatment
All Other BenefitsSewer Customer ServiceSewer Customer Service 0 0 0 0 0 0 0 0 0 100.0%WCMS------------------------------------------------------------------------------------------------------------------------------------------------
Total All Other BenefitsTotal All Other Benefits $170,479 $67,754 $23,276 $13,966 $23,276 $0 $42,207 $0 $0
Non-Staffing
Non-StaffingWastewater AdminWastewater Admin $80,022 $0 $0 $0 $0 $0 $80,022 $0 $0 100.0%WCMS
Non-StaffingWastewater CollectionWastewater Collection 265,421 225,608 0 0 0 0 39,813 0 0 As Collection
Non-StaffingEnvironmental ComplianceEnvironmental Compliance 45,151 33,940 2,219 1,331 2,219 0 5,441 0 0 As Net Plant
Non-StaffingWater Resource RecoveryWater Resource Recovery 2,098,756 734,565 524,689 314,813 524,689 0 0 0 0 As Treatment
Non-StaffingUtilities RevenueUtilities Revenue 327,898 0 0 0 0 0 327,898 0 0 100.0%WCMS
Non-StaffingWater Quality LabWater Quality Lab 258,300 90,405 64,575 38,745 64,575 0 0 0 0 As Treatment
Non-StaffingSewer Customer ServiceSewer Customer Service 0 0 0 0 0 0 0 0 0 100.0%WCMS
------------------------------------------------------------------------------------------------------------------------------------------------
Total Non-StaffingTotal Non-Staffing $3,075,547 $1,084,518 $591,483 $354,890 $591,483 $0 $453,174 $0 $0
Total O&M Expenses $7,452,569 $2,815,333 $1,183,563 $710,138 $1,183,563 $0 $1,559,971 $0 $0
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Comprehensive Wastewater Rate Study Page 3 of 4
Exhibit 11.1
Classification of the Revenue Requirement
Bio-oxygen Suspended Actual Customer
Test Year Volume Demand Ammonia Solids Customer Acct/Svcs Revenue Direct
FY 2018-19 (VOL)(BOD)(AMN)(SS)(AC)(WCMS)(RR)(DA)Basis of Classification
Strength Related Weighted for:
Transfers
Cost Allocation Plan (CAP)Cost Allocation Plan (CAP)$1,728,971 $653,148 $274,583 $164,750 $274,583 $0 $361,908 $0 $0 As O&M Expenses
Cost Of Services Cost Of Services 471,567 178,142 74,891 44,935 74,891 0 98,708 0 0 As O&M Expenses
Erp Implementation Cost - One-TimeErp Implementation Cost - One-Time 336,871 127,259 53,499 32,100 53,499 0 70,514 0 0 As O&M Expenses
Erp Implementation Cost - OngoingErp Implementation Cost - Ongoing 94,589 35,733 15,022 9,013 15,022 0 19,799 0 0 As O&M Expenses
------------------------------------------------------------------------------------------------------------------------------------------------
Total Transfers Total Transfers $2,631,998 $994,281 $417,995 $250,797 $417,995 $0 $550,929 $0 $0
Rate Funded Capital $2,600,000 $1,954,430 $127,785 $76,671 $127,785 $0 $313,329 $0 $0 As Net Plant
Debt Service
WRRF Energy Efficiency ProjectWRRF Energy Efficiency Project $618,177 $0 $0 $0 $0 $0 $618,177 $0 $0 100.0%WCMS
Tank Farm Lift Station - I BankTank Farm Lift Station - I Bank 556,512 0 0 0 0 0 556,512 0 0 100.0%WCMS
Tank Farm Lift Station - Green CampusTank Farm Lift Station - Green Campus 182,695 0 0 0 0 0 182,695 0 0 100.0%WCMS
Radio System UpgradeRadio System Upgrade 41,298 0 0 0 0 0 41,298 0 0 100.0%WCMS
Dispatch Center Dispatch Center 32,324 0 0 0 0 0 32,324 0 0 100.0%WCMS
WRRF Upgrade WRRF Upgrade 0 0 0 0 0 0 0 0 0 100.0%WCMS
Additional Long-Term DebtAdditional Long-Term Debt 0 0 0 0 0 0 0 0 0 100.0%WCMS------------------------------------------------------------------------------------------------------------------------------------------------
Total Debt ServiceTotal Debt Service $1,431,006 $0 $0 $0 $0 $0 $1,431,006 $0 $0
LESS: Other FundingLESS: Other Funding
Development Impact FeesDevelopment Impact Fees $150,000 $0 $0 $0 $0 $0 $150,000 $0 $0 As Debt Service
------------------------------------------------------------------------------------------------------------------------------------------------
Net Debt Service Net Debt Service $1,281,006 $0 $0 $0 $0 $0 $1,281,006 $0 $0
To / (From) Reserves
To / (From) Operating ReserveTo / (From) Operating Reserve $169,497 $64,030 $26,918 $16,151 $26,918 $0 $35,479 $0 $0 As O&M Expenses
To / (From) Capital ReserveTo / (From) Capital Reserve 1,500,000 566,650 238,219 142,932 238,219 0 313,980 0 0 As O&M Expenses
To / (From) Rate Stabilization ReserveTo / (From) Rate Stabilization Reserve 15,000 5,667 2,382 1,429 2,382 0 3,140 0 0 As O&M Expenses------------------------------------------------------------------------------------------------------------------------------------------------
Total To / (From) ReservesTotal To / (From) Reserves $1,684,497 $636,347 $267,520 $160,512 $267,520 $0 $352,599 $0 $0
Total Revenue Requirement $15,650,070 $6,400,391 $1,996,863 $1,198,118 $1,996,863 $0 $4,057,834 $0 $0
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Comprehensive Wastewater Rate Study Page 4 of 4
Exhibit 11.1
Classification of the Revenue Requirement
Bio-oxygen Suspended Actual Customer
Test Year Volume Demand Ammonia Solids Customer Acct/Svcs Revenue Direct
FY 2018-19 (VOL)(BOD)(AMN)(SS)(AC)(WCMS)(RR)(DA)Basis of Classification
Strength Related Weighted for:
Less: Non-Operating Revenue
Investment and Property Revenues $50,400 $50,400 $0 $0 $0 $0 $0 $0 $0 100.0%VOL
Industrial User Charges 85,680 85,680 0 0 0 0 0 0 0 100.0%VOL
Late Charges 118,944 118,944 0 0 0 0 0 0 0 100.0%VOL
Account Set-up Fees 157,248 157,248 0 0 0 0 0 0 0 100.0%VOL
Connection Charges and Meter Sales 61,488 61,488 0 0 0 0 0 0 0 100.0%VOL
Credit Card Fees (95,760) (95,760)0 0 0 0 0 0 0 100.0%VOL
Returned Check Fees 1,008 1,008 0 0 0 0 0 0 0 100.0%VOL
Bank Account Analysis Fee (2,016) (2,016)0 0 0 0 0 0 0 100.0%VOL
Credit Collections 14,112 14,112 0 0 0 0 0 0 0 100.0%VOL
Development Review Related Revenue 75,600 75,600 0 0 0 0 0 0 0 100.0%VOL
Other Revenues 20,160 20,160 0 0 0 0 0 0 0 100.0%VOL
Cal Poly 1,153,388 1,153,388 0 0 0 0 0 0 0 100.0%VOL
Future Unidentified Other Revenue 0 0 0 0 0 0 0 0 0 100.0%VOL
------------------------------------------------------------------------------------------------------------------------------------------------
Total Other Revenues $1,640,252 $1,640,252 $0 $0 $0 $0 $0 $0 $0
Net Revenue Requirement $14,009,817 $4,760,139 $1,996,863 $1,198,118 $1,996,863 $0 $4,057,834 $0 $0
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Comprehensive Wastewater Rate Study
Exhibit 12
Allocation of Total Revenue Requirement
FY 2018-19
Expenses
Volume Related $4,760,139 $1,847,646 $1,281,980 $1,630,513 (VOL)
Strength Related
Bio-oxygen Demand $1,996,863 $775,082 $537,787 $683,995 (BOD)
Ammonia 1,198,118 465,049 322,672 410,397 (AMN)
Suspended Solids 1,996,863 775,082 537,787 683,995 (SS)--------------------------------------------------------Total Strength Related $5,191,844 $2,015,212 $1,398,245 $1,778,387
Customer Related
Actual Customer $0 $0 $0 $0 (AC)
Weighted Customer 4,057,834 2,513,915 709,386 834,533 (WCMS)
--------------------------------------------------------
Total Customer Related $4,057,834 $2,513,915 $709,386 $834,533
Revenue Related $0 $0 $0 $0 (RR)
Direct Assignment $0 $0 $0 $0 (DA)
Total Revenue Requirements $14,009,817 $6,376,773 $3,389,612 $4,243,433
Residential Basis of AllocationMulti-Family
Non-
Residential
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Comprehensive Wastewater Rate Study
Exhibit 13
Cost of Service Analysis Summary
FY 2018-19
Revenues at Present Rates $13,601,764 $5,846,817 $3,445,350 $4,309,597
Allocated Revenue Requirement $14,009,817 $6,376,773 $3,389,612 $4,243,433
---------------------------------------------------------Balance/(Deficiency) of Funds ($408,053)($529,956)$55,739 $66,164
Required % Change in Rates 3.0%9.1%-1.6%-1.5%
Residential Multi-Family
Non-
Residential
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Comprehensive Wastewater Rate Study
Exhibit 14
Unit Costs Summary
System
Average
Volume Charge
Volume Costs - $ / CCF $3.75 $3.75 $3.75 $3.75
Strength Costs - $ / CCF 4.09 4.09 4.09 4.09
Revenue/Direct - $ / CCF 0.00 0.00 0.00 0.00--------------------------------------------Total $ / CCF $7.85 $7.85 $7.85 $7.85
Current Rates $9.44 $9.44 $9.44
Base Fee
Actual Customer - $ / Eq. Mtrs $0.00 $0.00 $0.00 $0.00
Weighted Customer - $ / Eq. Mtrs 18.69 18.69 18.69 18.69
Revenue Related - $ / Eq. Mtrs 0.00 0.00 0.00 0.00
--------------------------------------------$18.69 $18.69 $18.69 $18.69
Current Rates $8.57 $8.57 $8.57
Basic Data
Annual Flow - CCF 1,268,426 492,339 341,607 434,480
Number of Equiv. Mtrs.18,093 11,209 3,163 3,721
Number of Living Units 0
Residential Multi-Family
Non-
Residential
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