HomeMy WebLinkAbout04-14-1983 CITY COUNCIL AGENDAAGENDA BILL NO. T�
DATE: April 14, 1983
DEPARTMENT: Finance
CITY OF SARATOGA
Initial:
Dept. Hd.
SUa=: Pavement Management Survey/Data Processing
Issue Summary
C.
C. Mgr.
As outlined in the April 6, 1983 study session, we feel there is a need to organize and
quantify the condition of Saratoga City streets, along with developing a systematic
maintenance plan with estimated costs.
We located a vendor providing these kinds of services who offered us two options; preparing
the report for us on a one time basis, or providing us with the hardware and software
for us to run the report on an ongoing basis.
If we purchase hardware ccmpatable with that of our service bureau rather than that
offered by the pavement maintenance software vendor we will be able to replace the
equipment currently leased from the service bureau, thus completing phase I of one
data processing plan (phase II being the- acquisition of word processing equipment for
some other departments).
Recc mendation
That council appropriate the funds for and authorize the purchase of the hardware and
software necessary to produce the pavement management inventory.
Fiscal Impacts
1 - Increase,current year Revenue Sharing expenditures by $27,300 for the purchase of
the hardware and software to run the PMS.
2 - Save approximately $2150 per year in the General Fund by the elimination of the
current cost of leasing equipment from the service bureau.
Exhibits /Attachments
1 - Resolution approp funds
2 - April 8, 1983 memo from the Director of Maintenance
3 - April 7, 1983 memo from the Director of Finance
4 - Preventative Maintenance, Inc. proposal
Council Action
4/20: Moyles /Clevenger moved to adopt Res. 1099.15. Passed 4 -0.
RESOLUTION NO.1099.15
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA
INCREASING APPROPRIATIONS AND AMENDING THE 1982 -83 FISCAL YEAR BUDGET
WHEREAS, it is recommended that the following adjustment be made increasing
the present budget appropriations:
NOW, THEREFORE, BE IT RESOLVED, that the budget of the City of Saratoga
adopted by Resolution 1099 be amended as follows:
Transfer:
$27,300.00 from general ledger account 30 -2905, Revenue Sharing Reserve
for appropriations increases, to general ledger account 30 -2940 Revenue
Sharing appropriations.
Subsidiary:
Fund 30 - Revenue Sharing
Program 973 - Pavement Management /Data Processing
P se:
To appropriate funds for data processing hardware, software and services
to prepare the street maintenance survey report.
The above and foregoing resolution was passed and adopted at a regular
meeting of the Saratoga City Council held on the day of
by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
ATTEST:
City Clerk
Mayor
011 NG I�OO)WRIZ 111,'t I
TO: CITY COUNCIL
Uguw 02 O&UMAUOO&
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
FROM: DIRECTOR OF MAINTENANCE
SUBJECT: PAVEMENT MANAGEMENT SYSTEM
DATE: APRIL 8, 1983
As you are well aware, for the past 15 months we have been in the process
of formulating and implementing a Pavement Management System (PMS) which
will aid us in optimizing the funds available for street maintenance.
The-first phase of the process was to conduct a "surface condition survey"
of all City streets. Secondly, we gathered the geometric information
(length, width and area) as well as other essential inventory data
necessary to complete our street system inventory. Next, we organized
both the surface condition ratings and the inventory data on cards which
were "keypunch" ready.
While completing the above phases, we were also looking into the availability
of computer hardware and software capable of processing all of the data
we were collecting. Late last year we located an Engineering /Computer
oriented firm which had all of the public works engineering, computer
hardware and computer program capabilities necessary to pull our PMS
together in final report form. This year "Pavement Maintenance, Inc."
(PMI) had established and performed complete systems for several Bay Area
cities. They had developed a program expressly for this purpose. In
.December they submitted a proposal utilizing several options to provide
us with a completed report on our PMS. Their proposal included prices
for not only the necessary PMS software (programs), but also for the
hardware (computer) and the input (keypunch) of our data. We were given
the option of purchasing any or all of the above for our own use now
and in the future, or to retain them to prepare a report for the current
year. Since we consider the PMS an ongoing and continuous management
necessity, we have not seriously considered this "one shot" approach.
Disregarding the cost of purchasing the hardware, the difference is
approximately $6,500 between a single, one time report and us having
the ability to update and maintain the PMS in the years to come.
April 8, 1983
Pavement Management System
Page Two
The recommendation being made by the Finance Director includes the cost
of acquiring our own PMS program from PMI.
REPORT
TO MAYOR AND
CITY COUNCIL
DATE: 4 -7 -83
COUNCIL MEETING:
SUBJECT' Pavement Management /Data Processing Equipment
The pavement management study recently reached the point where progress stopped
because of our lack of data processing equipment to process it in- house, and
a reluctance to pay PMI to process it ($1,450.00 approx. cost).until we had
reached at least some tentative direction regarding our data processing capabili-
ties.
This report therefore is aimed at outlining in general, our data processing
possibilities, our recommended direction, and the relationship of that decision
to the pavement management study.
Discussion of Data Processing Options
As to the range of our data processing options, they run from doing nothing more
than we do now (use of a service bureau for our accounting and payroll functions)
to acquiring relatively sophisticated hardware and software which would be cap-
able of dealing with not only our payroll and accounting needs but also with all
the needs of the other departments at the same time.
The low end of the spectrum, the do nothing more than we do now option, in our
opinion is not the best course. We feel basically that having access to data
processing capabilities will over time definitely increase our productivity, and
that increase will have a direct relationship to the amount and ease of the access
we provide.
The other end of the spectrum,, purchasing a larger centralized unit capable of
taking care of both our payroll /accounting needs as well as all anticipated needs
of the other departments would face the following problems. The first priority
would be to establish and maintain the accounting and payroll systems. These
systems are fairly complicated and would require substantial resources (time,
money, and expertise) to duplicate the level of service we currently get from
our service bureau. Apart fromthe cost and risk factors involved, this would
mean that all other data processing applications would have to wait until the pay-
roll and accounting systems were up and running well. In summary, this option
involves greater costs, in terms of money, exptertise, risk and time delays in
implementing other programs than any of the other options we have considered.
i
Pavement Management/Data Processing 4 -7 -83
Equipment Page 2
We just outlined our perception of the problems associated with choosing
the options at either end of our aforementioned spectrum of possibilities.
Which leaves of where?
Somewhere in the middle.
We feel that the best approach to solving our data processing needs it to
take a.phased and distributed processing approach. We recommend keeping
our accounting and payroll functions with the service bureau, at least for
.the time being. And at the same time acquire some smaller data processing
equipment and begin implementing various department requested programs.
We envision accomplishing this as a two phase operation. The first phase
being replacing the equipment currently in the Finance Department (leased from
our data processing service bureau) with our own microcomputer and accessory
equipment.
This equipment would then be used both, to input our accounting and payroll
data to the service bureau (ccmparable to-the current equipments use), and
be used also to start running our own application programs; the first of which
being the pavement management system.
In phase two we envision acquiring some personal sized computers for placement
in the departments, and assisting them in the location, evaluation and imple-
mentation of the various programs needed in their respective departments. We
intend to approach this subject as part of the upcoming budget year's capital
improvement program.
Cost Considerations
For approximately $13,000 we can acquire equipment that is compatable with our
service bureau hardware, and consequently, would reduce our payments to the
service bureau by around $2,150 per year in equipment lease charges.
Other potential savings that are not easily quantified, but that could be
potentially material, are that with our own equipment we could begin doing
some of the following (the list relates primarily to Finance, the other depart -
ments will be approached-during the Capital Improvement Project budget):
a Word processing
o Billing accounts receivable
o Business licenses
o False alarms
a Miscellaneous other receivables
o Keep our fixed assets records (upcoming project)
® Allow us to take accounting information (from .the service bureau) and
automatically reformat it into special purpose reports.
Pavement Management /Data Processing
Equipment
4 -7 -83
Page 3
Summary and recommendation
If the decision on how to proceed with the pavement management survey is
delayed much longer we will not have the output available for the upcoming
budget process.
The acquisition of hardware capable of processing the pavement management
survey data is consistent with our proposed approach to solving our data
processing needs.
Furthermore, if the hardware selected is compatable with the current service
bureau's hardware, we can save approximately $2,150 per year and gain the
capacity to perform other data processing functions in- house.
We, therefore, recommend that appropriations of $27,300 be made from Revenue
Sharing Funds for the acquisition of the hardware, software and performance
of services necessary to complete the pavement management survey.
Steve Peterson
Director of Finance
GENERAL ENGINEERING
LIC. NO. 39452
?tit
tC,
MA NAG I MOO"'
December
PREVENTATIVE MAINTENANCE, INC.
3, 1982
Mr. Dan Trinidad,jr., Director of Maintenance Services
City of Saratoga
13777 Fruitvale Ave.
Saratoga, CA. 95078
Dear Mr. Trinidad,
At our recent meeting we discussed systematic approaches to pavement maintenance
and some of the particulars of Saratoga Is pavement management needs. At that time
you indicated an interest in a proposal for the establishment of a pavement
management program for Saratoga. This is in response to that expressed interest.
Preventative Maintenance, Inc. (PMi) is a public service contractor and consultant
actively engaged in public work$ operations and maintenance (as well as other public
service functions such as code enforcement and engineering) for several public
agencies. PMi is therefore quite unique among consultants offering advice on
maintenance techniques, having actual day - to-day "hands -on" experience with those
procedures. This current activity coupled with the many years of public works
operations and maintenance experience of PMi Is personnel has led to the development
of a pavement management system.
• k e :IV
Fundamental to the development of a pavement management system is the gathering of
some basic information. The minimum data required would include:
A list of all pavements within the agency's responsibility.
. Pavements are divided into logical units, recording a separate segment
where significant changes occur in pavement type or physical characteristics
(width, etc.) .
• Length and typical or average width of each segment mist be recorded.
• A classification must be assigned for each street (arterials, collectors,
industrial streets, residential streets, etc.)
Some basic information regarding the pavement must be obtained, including
type of surface, and some information regarding texture and general condition
of the pavement.
. Data on drainage conditions, frontage improvements and parking are
pertinent to a maintenance program.
The presence (or absence) of specific pavement defects: "does pavement need
repairs," is also recorded.
TELEPHONE (415) 754 -9550 • 101 RAILROAD AVENUE a P. 0. BOX 619 • ANTIOCH, CALIFORNIA 94509
Although some of this data may be in the agency's records, it will still be necessary
to conduct a field survey to complete the acquisition of the necessary information.
PMi has developed systems for observing and forms for recording this information.
Detailed instructions for this process are provided with the system. It is
important that the entire survey be conducted by one qualified individual for
consistency of observation and evaluation.
This survey will also flag those pavements where extraordinary amounts of required
repairs make them unsuitable for inclusion on the list for preventive maintenance
treatments. These segments are then slated for the more intense and detailed
Pavement Repair Inventory. Procedures and forms with detailed instructions have
been developed for this function also.
Gathering the information outlined above is sufficient to initiate a preventative
maintenance program and establish a Pavement Management System. A more detailed
inventory of pavements can be established which will allow for a very accurate
measurement of surface areas and provides for inventorying of most all physical
features related to the street, such as numbers of utility and drainage structures
and quantities and types of pavement markings.
PMi will-
at the cost of-
Conduct a Pavement Surfacing Survey, $2,200.00
including field inventory and data gathering.
Conduct the Pavement Repair Inventory, $2,000.00
including detailed analysis and measurements.
40 hours minimum at $50.00 per hour.
Note- This estimated charge will not be
exceeded without prior authorization,
by the City of Saratoga.
Prepare a report in a form suitable for presentation to City Council. The report
would contain the following information:
* An outline of alternative approaches to maintenance of pavement systems,
with costs for each alternative, developing sufficient data to determine
the most cost effective techniques.
* A recommended program of preventative maintenance for the current year
and for the succeeding four years, with estimated unit costs and program
costs for the current year.
* A summary of the Pavement Repair Inventory with a recommended program for
the orderly resolution of the observed deficiencies including repair
strategies and estimates of required materials.
The report will be presented in detail.
The fee for development and presentation of the report is- $1,450.00
Provide the following SOFTWARE
Pavement Management System $7,995.00
• Street SURFACE P.M. program
• Street REPAIR program
• Instruction manual and sample reports
Budget Management program $1,975.00
• P.M. program priorities
• Cost analysis of alternative treatments
Provide the following EQUIPMENT
Televidio 802H micro-processor system $9,050.00A,`�1 ..
. CP/M operating system
Networking capability
. 8 inch floppy disk drive
. 10 mega -byte hard disk
. dual mode dot matrix printer
200 cps "draft" mode
55 cps "correspondence " mode
(almost letter quality)
. Word processing system with dictionary
Same system with 2 printers add $2,200.00' ',4Y
. 120 cps dot matrix printer
. letter quality printer
NOTE :Service is available through TRW national service network
Provide the following services
System start up service $1,425.00
. delivery and installation of equipment
. 6 floppy disks (formatted)
. printer ribbon
. box of printer paper
. 12 hours system operation training
. 12 hours software use training
Data input service $2,100.00
• develop program for conversion of existing
condition data to system parameters
• enter all data into system data base
Additional training (as necessary) $50.00 per hour
• Software use training
• Pavement observation and evaluation training
Note that each item or service that has a individual cost listed is generally offered
seperately, however certain conditions will apply if some of the options are not
taken. In particular, if PMi does not conduct the field inventories and data
gathering, some training and coordination of City staff will be necessary. We
anticipate that a minimum of 12 hours would be needed.
Annual program updating is available. This service would include updating data
file with the repair and maintenance work that has been performed during the
preceding period by the City; the review of maintenance strategies and procedures;
evaluation of new technologies; preparation of revised preventative maintenance
schedules; and maintenance of the data files.
Qualifications
Preventative Maintenance, Inc. (PMi) was founded by Chuck Wofford, the former
Deputy Public Works Director for the City of Concord. Mr. Wofford was in charge of
the Public Works and Park Departments Operations and Maintenance which included a
six million dollar budget, one hundred sixty -five employees, over three hundred
miles of street with a similar nurber of miles of storm drains, five hundred acres of
parks and openspace, a fleet of four hundred vehicles and equipment, seventy -two
signalized intersections, and a sanitary sewer system for over 100,000 people.
While at Concord Mr. Wofford developed a preventative maintenance program that,
while not fully automated, was widely acclaimed and emulated.
Alan Jelten, PMi Is Engineering Manager, has a background in Public Works operations
and maintenance and has specialized in recent years in asphalt pavement maintenance
and construction. He is a registered Civil Engineer in both California and Nevada.
Mr. Jelten has participated in the development of pavement management systems for
many agencies, including the Cities of Lafayette, Walnut Creek and most recently
Alameda. A pavement maintenance program is presently being developed for all the
BART station parking lots and access roads.
All of the services proposed here will be performed by or under the direct
supervision of the above mentioned individuals.
Please call me if you have any questions or wish any further clarification regarding
this proposal.
Sincerely,
G. Alan Je tan
Engineer' g Manager
CITY OF SARATOGA
Initial:
AGENDA BILL NO �'� J Dept. Hd.
DATE: April 14, 1983 C. A
DEPARTMENT: City Attorney C. Mgr.
SUBJECT: SHERIFF'S CANINE UNIT EXEMPTION TO CITY'S LEASH LAW
Issue Summary
The Santa Clara County Sheriff's Department plans to initiate
canine patrol units in Saratoga. These units will be used to
improve law enforcement efforts at burglary detection and
prevention. These canines are trained to perform their duties
free of any leash restraints. The Sheriff's Office has requested
the City to exempt these canine units from the existing leash
law provisions of the City Code.
Recommendation
Introduce and adopt ordinance.
Fiscal Impacts
None.
Exhibits /Attachments
Copy of
Council Action
proposed ordinance.
4/20: Fanelli /Clevenger moved to introduce by title only, waiving further reading. Passed 4 -0.
5/4: Mallory /Clevenger rmved to adopt Ordinance 38.109. Passed 5 -0.
4/5/83
ORDINANCE NO.
AN ORDINANCE OF THE CITY OF SARATOGA
ADDING SECTION 8 -3.1 TO CHAPTER 8,
ARTICLE I, DIVISION 1, OF THE SARATOGA
CITY CODE EXCEPTING DOGS USED FOR LAW
ENFORCEMENT ACTIVITY FROM THE LEASH
LAW PROVISIONS
The City Council of the City of.Saratoga does hereby
ORDAIN as follows:
SECTION 1: Section 8 -3.1 is hereby added to Division 1
of Article I, of Chapter 8 of the Saratoga City Code to read as
follows:
Section 8 -3.1. Animals Running at Large Prohibited- -
Exceptions.
The provisions of Section 8 -3 shall not apply to dogs
assisting peace officers engaged in law enforcement activity,
or dogs being trained by peace officers, or their agents, for
law enforcement activity.
SECTION 2: If any section, subsection, sentence, clause
or phrase of this ordinance is for any reason held by a court of
competent jurisdiction to be invalid, such decision shall not
affect the validity of the remaining portions of this ordinance.
The City Council of the-City of Saratoga hereby declares that it
would have passed this ordinance and such section, subsection,
sentence, clause or phrase thereof, irrespective of the fact
that any one or more sections, subsections, sentences, clauses or
phrases be held invalid or unconstitutional.
SECTION 3: This ordinance shall take effect and be in
full force and effect thirty (30) days from and after the date of
its passage and adoption.
The above and foregoing ordinance was regularly introduced
and after the waiting time required by law was thereafter passed and
adopted this day of 1983, by the following vote:
AYES:
NOES:
ABSENT:
ATTEST:
City Clerk
Mayor
A
CITY OF SARATOGA
AGENDA BILL N0: 40
Initial: /
Dept. Head:
DATE: April 20, 1983 City Att
DEPARTMENT: Maintenance City Mgr
---------------------------------------------------------------------------------------- - - - - --
SUBJECT: District Peace Officers Association "Fun Run"
Issue Summar
The City has been contact by the West Valley Community College District Peace Officers
Association for permission to hold a "Fun Run" Running Race on City streets. The date
is set for May 22, 1983 at 9:00 a.m. The course of the run will be in the area of
the West Valley College Campus.
Recommendation
Authorize race to be held on May 22, 1983 with the stipulation that the sponsors will
provide the City with proof of liability insurance naming the City as an additional
insured, will coordinate reserve officers as needed at their own cost and will be
responsible for clean -up of all race related debris along the entire race course.
Fiscal Impact
None.
Exhibits /Attachments
Race request letter.
Map of race route.
Council Action
4/20: Mallory /Clevenger nuved approval. Passed 4 -0.
4
WEST VALLEY COMMUNITY COLLEGE
DISTRICT PEACE OFFICERS ASSOCIATION
P.O. BOX'46%? SARATOGA, CALIFORNIA 95070
Dear Mr. Trinidad,
On May 22nd from 9:00am to approximately 10:30am our Police
Officers Association would like to sponsor a 5 mile "Fun Run" to
benefit the West Valley District Scholarship Fund. The course of
this run will be in the area of the campus. Enclosed is a map of
the course.
Our Police Officers and Campus Service Officers will be
providing the security and traffic enforcement.
We hope that you and the City Council will approve this event.
If you have any questions please call me at the West Valley District
Police Office 867 -4766.
Yours Truly,
Officer Laura Lorman