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Board reviews Fund 25 Capital Improvement Plan and developer-fee projections
Summary
District staff presented the Fund 25 10-year Capital Improvement Plan: Fund 25 funds modernization and new construction; staff cited developer fees (projected $10–12M) and state matching funds as primary revenues and showed a projected dip in ending fund balance to under $5M in 2028–29 before recovery.
District staff presented the Fund 25 Capital Improvement Plan at the Aug. 27 Roseville Joint Union High School District board meeting, outlining revenue sources, major projects and a 10-year outlook.
Joe, the district presenter, said Fund 25 covers modernization and new construction separate from the deferred maintenance (Fund 14). He told trustees the district projects developer fee revenue in the $10–12 million range in recent years because of significant housing growth in West Roseville and the West Park area. "We project to see these numbers grow as the amount we get per house also increases each year," he said.
Staff noted state matching funds typically cover 30–50% of costs on eligible modernization and new construction projects, but the district must front cash while state reimbursements arrive after project completion. Major near-term projects highlighted included Roseville High modernization, Wood Creek softball fields, Oakmont modernization and completion of the new district office.
The presentation included modeled fund balances showing a low point in 2028–29 at just under $5 million and a projected rebound to about $45 million in later years as revenues and reimbursements arrive. Board members pressed staff on assumptions: whether developer fees would sustain current levels, whether community members should be engaged in prioritization and how long portables could remain (staff said some portables have lasted 30-plus years and that modular replacements may last longer).
Trustees asked about the timeline for the Roseville High pool replacement; staff said the project is in design and expected to take one season out of service for affected aquatic programs. Staff outlined next steps: solicit priorities from site principals, convene the facilities committee and return to the board with recommended priorities for large future projects.
