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Home My WebLink About04-16-2014 Supplemental Council Agenda -redactedT IV 1yot5 nagro City of Saratoga Memorandum Cq(IfOPN�P To: Saratoga City Council From: Crystal Bothelio, City Clerk Date: April 16, 2014 Subject: Map for Agenda Item 6 — Motor Vehicle Resolution Restricting Parking on Saint Charles Street Attached to this memo is a map showing the area proposed for parking restrictions on Saint Charles Street through a Motor Vehicle Resolution, Item 6 on the April 16, 2014 City Council Agenda. St. Charles Street Parking Restriction Encumbered either by driveyways or previous restrictions Parking Restriction w y i� AA- Base ' i 9 w� � oe 1 r' Street _� c Chaves St' _ dA•' ,(_ 'tiff{ -_l"Y� ®°° -. � ��_ f' ,; Vii" Y` �r ��. ' �•fx. { L -'7 µ "� IR NORTH sA,4' City of Saratoga Memorandum To: Saratoga City Council From: Crystal Bothelio, City Clerk Date: April 16, 2014 Subject: Additional Attachment for Agenda Item 10 —Proposed Fee Schedule Update for FY 2014/15 Attached to this memo is a worksheet displaying the delta between the current building permit & inspection fees and the proposed building permit & inspection fees on the Proposed Fee Schedule Update for FY 2014/15, Item 10 on the April 16, 2014 City Council Agenda. New 5,000 Sq Ft Single Family Home Valuation per Sq. Ft. $ 250 $ 287 $ 37 Total Valuation 1,250,000 1,435,000 185,000 Current Fee Proposed Fee Diff Plan Check Fee $ 5,297.50 $ 5,845.84 $ 548.34 T24 Energy Review 300.00 - (300.00) Building Permit 8,150.00 8,993.60 843.60 Electrical Permit 500.00 - (500.00) Plumbing Permit 500.00 - (500.00) Mechanical Permit 500.00 - (500.00) SMIP Residential 125.00 143.50 18.50 Construction Tax 5,000.00 5,000.00 - CBSC Fee 50.00 58.00 8.00 General Plan Maintenance 3,562.50 4,089.75 527.25 Supplmental Business License 1,222.50 1,349.04 126.54 Document Storage 50.00 50.00 - Total 25,257.50 25,529.73 272.23 500 Sq Ft Addition Valuation per Sq. Ft. $ 250 $ 287 $ 37 Total Valuation 125,000 143,500 18,500 Current Fee Proposed Fee Diff Plan Check Fee $ 921.05 $ 1,039.35 $ 118.30 T24 Energy Review 200.00 - (200.00) Building Permit 1,417.00 1,599.00 182.00 Electrical Permit 78.00 - (78.00) Plumbing Permit 78.00 - (78.00) Mechanical Permit 78.00 - (78.00) SMIP Residential 12.50 15.05 2.55 Construction Tax 500.00 500.00 - CBSC Fee 5.00 7.00 2.00 General Plan Maintenance 356.25 428.93 72.68 Supplmental Business License 235.95 239.85 3.90 Document Storage 25.00 25.00 - Total 3,906.75 3,854.18 (52.57) New 250 Sq Ft Remodel Current Fee Proposed Fee $100 sqft $215 sqft $172 sqft $115 sqft Total Valuation 25,000 53,750 43,000 28,750 Plan Check Fee $ 312.33 $ 548.73 $ 465.92 $ 351.26 T24 Energy Review 200.00 - - - Building Permit 480.50 844.20 716.80 540.40 Electrical Permit 78.00 - - - Plumbing Permit 78.00 - - - Mechanical Permit 78.00 - - - CBSC Fee 1.00 3.00 2.00 2.00 General Plan Maintenance 71.25 153.19 122.55 81.94 Supplemental Business License 95.48 126.63 107.52 81.06 Document Storage 25.00 25.00 25.00 25.00 Total $ 1,419.56 $ 1,700.75 $ 1,439.79 $ 1,081.66 Difference 281.19 $ 20.23 $ (337.90) SARATOGA CITY COUNCIL MEETING DATE: April 16, 2014 DEPARTMENT: City Manager's Office PREPARED BY: Richard Taylor City Attorney AGENDA ITEM: 13 CITY MANAGER: Dave Anderson DIRECTOR: Richard Taylor SUBJECT: Hakone Gardens Master Plan Development Agreement Subsequent to release of the agenda packet the Hakone Foundation requested that the Master Plan Development Agreement be revised to replace references to the visitor and conference center with references to a retreat center and tea room. The revised agreement attached makes this change and notes that although the underlying lease agreement refers to a visitor and conference center, the City and Hakone Foundation agree that the retreat center and tea room be developed instead. 578829.1 HAKONE GARDENS MASTER PLAN DEVELOPMENT AGREEMENT The City of Saratoga ( "Saratoga ") and the Hakone Foundation, a not - for - profit corporation organized under the laws of the State of California ( "Foundation "), each individually a "Party" and collectively the "Parties ", hereby enter into this Master Plan Development Agreement ( "Agreement "). WHEREAS, the City leases the City owned property known as Hakone Gardens and located at 21000 Big 'Basin Way, Saratoga, California to Foundation pursuant to a long term lease; WHEREAS, City and Foundation have long shared the objective of developing a Master Plan for Hakone Gardens; WHEREAS, the lease provides that the City will facilitate development and adoption of the Master Plan by retaining and managing relevant professionals and contributing $250,000 in accordance with a Master Plan Development Agreement between City and Foundation providing a minimum one -to -one funding match from Foundation for costs associated with Master Plan preparation, preliminary engineering and design of the visitor and conference center, and environmental review and a three -to -one match from Foundation for other costs associated with master plan implementation (e.g., final engineering and design and construction); WHEREAS, the Hakone Foundation has proposed that the Visitor and Conference Center referenced in the lease be planned and developed instead as a Retreat Center and Tea Room and the City is agreeable to this change; and WHEREAS, City and Foundation wish to enter the Master Plan Development Agreement contemplated by the lease as set forth below. Now therefore the parties hereby agree as follows: 1. Request for Proposals. A. City and Foundation will cooperate to prepare a request for proposals (RFP) for preparation of a Master Plan for Hakone Gardens to build on the draft Master Plan attached as Exhibit A, including preliminary engineering and architectural design of a retreat center and tea room at a sufficient level of detail to permit project level environmental review, public and private use policies, and programs to address the needs assessment attached as Exhibit B. B. In light of the historic character and specific Japanese design features of Hakone Gardens the request for proposals will require all proposals to include the services of an architect or designer with experience in designing traditional Japanese architectural structures and gardens as well the services of a historic resource consultant to assist in the preparation of the environmental review. C. City will coordinate preparation and, following approval by Foundation's representative, distribution of the RFP. City will accept and process responses to the RFP and coordinate review and selection of a proposal that is mutually agreeable to Foundation and City. 2. Master Plan Preparation Process. A. Following selection of a proposal that is mutually agreeable to Foundation and City, City will enter and administer a contract with the selected proposer ( "Master Plan Consultant "). B. The scope of work for the Master Plan preparation contract shall include a timeline specifying deliverables required under the contract and shall include specific periods for review and comment by Foundation and City representatives in addition to standard opportunities for public review and comment. Foundation representatives can include design professionals advising the foundation on traditional Japanese architectural design. Foundation and City representatives shall meet regularly during the plan preparation process to coordinate plan review pursuant to that timeline. C. Following conceptual approval of a draft Master Plan by Foundation and City, the Master Plan Consultant will prepare environmental review documents required by the California Environmental Quality Act (Cal. Pub. Res. Code sections 21000 et seq.) and City shall administer the environmental review process. D. Following completion of the environmental review process, Foundation and City shall each consider the proposed Master Plan for approval. In the event that either Foundation or City wishes to propose revisions to the proposed Master Plan (for example in response to impacts identified in the environmental review process), Foundation and City representatives shall meet and confer to develop mutually agreeable revisions as needed. 3. Retreat Center and Tea Room Final Engineering, Design and Construction. A. Foundation shall notify City when it wishes to proceed with final engineering, design, and construction of the Retreat Center and Tea Room in accordance with the approved Master Plan. B. City staff will solicit a contract with a consultant for final engineering and design. Upon completion of construction plans satisfactory to Foundation and City and completion of a contract administration workplan approved by Foundation and City, City staff will seek bids for construction, and administer the contract for construction including: Solicitation of proposals for design and engineering services and award of contract. Obtaining such permits as may be required from other governmental agencies for construction of the project. Contracting for the preparation of construction plans and specifications and submission of the same for review and approval by Foundation. Preparation of bid documents, advertisement for bids and award of construction contract (s), subject to approval thereof by Foundation. W Administration of the construction contraet(s), including supervision and inspection of the work to assure compliance with the approved plans and specifications, disbursement of payments to the contractor(s) based upon work satisfactorily completed, and processing of any change orders. Issuance of final Project approval, with the concurrence of Foundation, and recordation of Notices of Completion. C. Foundation shall promptly review and respond to all materials submitted by the Master Plan Consultant or Saratoga for review and approval in connection with the project. No approval in connection with the project shall be unreasonably withheld. 4. Funding. The foregoing work will be jointly funded by Foundation and Saratoga as set forth below, provided, however that consistent with the Lease, the total expenditures by the City of Saratoga pursuant to this Agreement and exclusive of costs for City staff time shall not exceed $250,000. A. Preparation of the Request for Proposals (RFP) and Master Plan as described in sections 1 and 2, above, shall be funded fifty percent by Foundation and, subject to the $250,000 limit above, fifty percent by City. Prior to release of the RFP (i) City shall establish a deposit account with $150,000 less any costs incurred in preparation of the RFP from City (e.g. for City Attorney review) and (ii) Foundation shall deposit $150,000 to the deposit account. If the cost of the contract with the selected Master Plan Consultant and any expected related projected expenditures (e.g., review by City traffic engineer) plus a ten percent contingency will exceed the amount in the deposit account, the parties shall each deposit one half of the amount required to ensure that the deposit account includes funds necessary to satisfy all contract obligations plus a ten percent contingency prior to City approval of the contract with the Master Plan Consultant. B. Preparation of the Retreat Center and Tea Room final engineering and design and Retreat Center and Tea Room construction as described in section 3 above shall be funded seventy -five percent by Foundation and, subject to the $250,000 limit above, twenty -five percent by City. Prior to approval of any contract by the City, each Party shall deposit its share of funds sufficient to ensure that the deposit account includes funds necessary to satisfy all contract obligations and any expected related projected expenditures (e.g., review by City geotechnical consultant) plus a ten percent contingency. 5. This Agreement shall take effect on the date last signed below and shall terminate December 31, 2016. Any unused funds in the deposit account not required to pay outstanding obligations to contractors shall be returned to the Party that contributed the funds. 6. The designated representatives of the parties and the address for any notices pursuant to this agreement are as follows: Saratoga I Foundation 3 John Cherbone Lon Saavedra City of Saratoga Hakone Foundation 13777 Fruitvale Avenue 21000 Big Basin Way Saratoga, CA 95070 Saratoga CA 95070 7. This Agreement shall not be construed or deemed to be an agreement for the benefit of any third party or parties and no third party or parties shall have any claim or right of action hereunder for any cause whatsoever. 8. In case any one or more of the provisions contained herein shall, for any reason, be held invalid, illegal, or unenforceable in any respect, it shall not affect the validity of the other provisions which shall remain in full force and effect. 9. Neither Foundation or Saratoga nor their respective Board and City Council, employees, officers, agents and assigns shall be responsible for any damage or liability occurring by reason of anything done or omitted to be done by the other party in connection with carrying out this Agreement. 10. This Agreement shall be governed and construed in accordance with the statutes and laws of the State of California. 11. Waiver of any term, condition or covenant, or breach of any term, condition or covenant shall not be construed as a waiver of any other term, condition or covenant or breach of any other term, condition or covenant. 12. This Agreement may be amended only through the unanimous written agreement of the Parties. IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the day and year written below. City of Saratoga Hakone Foundation By: By: Lon Saavedra, Executive Director Date: Dave Anderson, City Manager Date: Attest: Crystal Bothelio, City Clerk Date: Approved as to Form: Richard Taylor, City Attorney Date: 2 Exhibit A Draft Master Plan for Hakone Estate and Gardens (April 6, 2011) MASTER PLAN For Hakone Estate and Gardens THE HAKONE FOUNDATION SARATOGA, CALIFORNIA, U. S. A. April 6, 2011 WORKING DRAFT TABLE OF CONTENTS 1. Master Plan Purpose Statement p. History of Hakone Gardens III. Value and Significance of Hakone IV. Hakone Foundation's Financial Objectives V. Overview of the Gardens, Structures and Surrounding Areas V. a — Four Major Gardens V.b. — Smaller Gardens V. c. — Existing Buildings VI. Future Plans for the Gardens VI. a — Four Major Gardens VI.b. — Smaller Gardens VI. c. — Existing Buildings VII. Future Plans for the Gardens and New Structures A. Visitor Center- Overview B. Visitor Center — Design Concepts C. Visitor Center —Facilities D. Proposed Changes to Other Structures, Facilities and Improved Areas 8. Visitor Flow Through all of the Garden Areas 9. Overview of Hakone Gardens Facilities, Functions and Activities Attachment 1- Definitions Attachment 2 — Traditional Garden Techniques Attachment 3 — Partnerships Attachment 4 — Observations Attachment S — Illustrations 7 I. PURPOSE STATEMENT This Master Plan establishes the conceptual framework which will guide the Hakone Foundation in its efforts to become a self - sustaining international cultural institution, and a flagship example of building bridges between,the Japanese and Asian Cultures and those of the Western Hemisphere. The Master Plan will serve as a guide to restoring and enhancing the buildings and other structures and facilities both throughout the historic Japanese Gardens and in the surrounding, protective natural park area of the 18 -acre land parcel. During its 96 years of history the garden has matured, but time has taken its toll on some of the unique elements of the gardens. It is the aim of this Plan to provide technical and aesthetic guidelines that can be followed in rejuvenating the gardens, and maintaining their cultural and historic nature while enhancing its status as a national and international cultural attraction. Some of the basic tenets of the Master Plan include: - Japanese estates and gardens are meant to change, because nature is always changing, and Hakone must continue to change in this same spirit and traditional framework. - When we are in a Japanese garden, we are to experience it as an enchanted and timeless place of soothing and healing. Aesthetics is thus a primary consideration. The original founder, Isabel Stine, aspired to build a "country estate" to serve as an international retreat for artists, dignitaries and cultural leaders. We wish to promote this vision in the future, while enhancing the usability and functionality of the site. Hakone has been named a "Save America's Treasures" site by the National Trust for Historic Preservation. This distinction must be maintained over time through sustainable management practices, as well as cross - cultural outreach and community activities. Hakone will work cooperatively with local and international resources, such as skilled gardeners from Japan, as a means of both maintaining the gardens and fostering cross - cultural relationships and knowledge transfer. This Master Plan addresses many activities related to preservation and enhancement of the gardens and structures, and encompasses major activities as well as the construction of an International Visitor and Retreat Center. Design and Construction of an International Visitor and Retreat Center Employing traditional Japanese architectural features, an indoor venue will be built outside the historic gardens to serve as a year- around center for visitors, especially during inclement weather. Seating up to 250 people with an approximate size of 3,000 square feet, this proposed International Visitors and Retreat Center will address a variety of functional needs including a gift shop, kitchen, rest rooms, and eating areas. II. History of Hakone San Francisco philanthropists Oliver and Isabel Stine in 1915 attended the Pan - Pacific Exhibition and became interested in Japanese culture. The following year they visited Japan and were fascinated by the beautiful scenery of the Hakone area near Mt. Fuji, especially the atmosphere of the historic Fujiya Hotel and its well -kept Japanese gardens. After returning to America, they hired carpenters and gardeners from Japan and began building a garden which they named "Hakone." The country villas were built in 1917 and represent Japanese -style houses created in a style that blends the Shoin and Sukiya styles of buildings. Natural materials were used to build the house which is decorated in a minimalist style, with an emphasis on creating a light, airy atmosphere. The main garden was been built in the style of a "strolling pond garden ", with the central pond as the main attraction, enhanced by a waterfall on the south side of a mountain. In every detail, from its shape to the placement of the stepping stones, viewers are reminded of the skillful techniques of traditional gardens from the Japanese Meiji Era. The gardens remained in the Stine family until 1932 when it was purchased by Major Tilden whose family cared for and maintained the estate until 1961. Major Tilden's nephew, Michael Gregory sold the estate to a group of four Chinese American Families who kept the authentic Japanese architecture and grounds intact through 1966 when they sold Hakone to the City of Saratoga. Today Hakone is operated by the Hakone Foundation and serves as a multicultural center for the vast number of cultures on the West Coast. In 2004 Hakone was designated the oldest Asian Estate, Gardens and Retreat in the Western Hemisphere by the National Trust for Historic Preservation — one of only 12 historic sites in America to receive the Trust's top grant award: Save America's Treasures. we III. Value and Significance of Hakone Because Hakone is the oldest Japanese and Asian Estate Gardens in the Western Hemisphere, the importance of her unique horticultural, landscape and cultural evolution is especially significant for citizens throughout the Americas, Japan and Asia. Hakone represents a unique bridge between the civilizations of Asia, and the Eastern Hemisphere, and the civilizations of both American Continents, and the Western Hemisphere. Hakone is located geographically in one of the most diverse population centers in the world, Silicon Valley, thus providing us with an exceptional opportunity to participate in a unique historical opportunity to build and participate in the emergence of a global civilization. In fact, Hakone has been the site of many important events, including the Anniversary of the Treaty of Peace and Amity successfully negotiated by Commodore Perry. The site received international acclaim and media coverage when the three -time Oscar winning movie "Memoirs of a Geisha" was filmed on this historic site. The roots of Hakone are found in Japan, and the Hakone Foundation has for ten years hosted the annual Hakone Festival ( matsuri), a signature event that takes place each May with the help of Japanese leaders who together with Japanese corporations have formed the "Hakone Garden Support Committee ". All the profits from the matsuri, whether from sales of food and beverages or from auctions of donated goods, go to the Hakone Foundation. Thus the support system for Hakone is well- rooted in the community. Hosting such culturally diverse activities as the Chinese Lunar New Year celebrations, Indian Diwali, Persian poetry reading, Korean Tae Kwon Do demonstrations and West African Drumming and Dancing, Hakone is revealing its destiny as a cross cultural gathering place. In fact, the Foundation has been actively working to reach out to the broad spectrum of cultures and heritages in California and abroad, as it transforms itself into a true global forum. See Attachment 3, Partnerships, for a deeper explanation of the many partnerships that are at work to support Hakone today. 10 IV. Hakone Foundation's Financial Objectives Since Hakone is the oldest Japanese Estate Gardens and one of the finest examples of the Japanese garden history in the United States. It represents a unique garden style called "Sanso -fu" and displays a variety of garden techniques and material uses. The garden's historical value and significance also rely upon the fine architecture in the garden. The buildings exhibit the aesthetics values and technical refinements of their time and, as a group, they represent a rare collection of Japanese architecture in this country. The gardens at Hakone, and in particular the buildings, exhibit the inevitable aging that comes from being more than 94 years old. Several of the buildings are in urgent need of repair and rehabilitation. The gardens also face technical as well as financial challenges as the Foundation works to establish a solid business model to support this large operation on its 18 acre site. Fortunately, Hakone has begun to overcome some of the financial challenges that in the past have overwhelmed and led to the destruction of many other public estates and garden. In addition with nearly a half- century of insufficient and unreliable funding sources, only in recent years have the buildings and gardens received the necessary technical expertise and skilled labor to address years of deterioration. This master plan is an attempt to provide a set of aesthetic and technical guidelines and standards for repair, restoration and maintenance that will bring the gardens and buildings to the appropriate quality level. Coupled with these grass -roots efforts our active fundraising endeavors have borne fruit in recent years. Hakone has been fortunate to receive $120,000 from the Santa Clara County Historic Heritage Commission, which will be used to refurbish and repair the Lower House (see Map, Figure 9, Attachment 5) to bring it back to its original glory and make it suitable for large gatherings. In addition, recent fundraising efforts have also resulted in pledged commitments of $350,000; a portion of the funds required to build an International Visitors and Retreat Center. 11 V. Overview of the Gardens, Structures and Surrounding Areas A. Major Gardens Hakone Gardens as a whole represents the "Sanso" or mountain villa style of a strolling garden. Authentic Japanese buildings are nestled in the lush vegetation on its steep slopes. There are four major gardens at Hakone: • The Hill and Pond Garden • The Tea Garden • The Zen Garden • The Kizuna -en Bamboo Garden The Hill and Pond Garden was built around 1917 and is one of the oldest Japanese garden styles. This, the largest and centrally located garden, is one of the main attractions of Hakone. Visitors are able to enjoy strolling through the landscape around the ponds. The Tea Garden is entered via curved stepping stones in a lush field of moss. A water basin (tsukubai) enables the ritual of washing hands and rinsing of mouth prior to entering the tea house. This garden is an essential part of the tea house and helps guests leave the mundane world behind and prepare themselves spiritually. The Zen Garden is to be contemplated and viewed without entering. Often called a Rock Garden, it represents mountains, islands and Buddha floating over the white sand which represents the ocean. The combination evokes the vast expanse of the universe. The Kizuna -en was built in 1987 and was a gift from Saratoga's sister city of Muko in Kyoto, Japan, with contributions from the Bamboo Society of Japan. It is renowned for its collection of rare bamboo species. All natural materials - plants, rocks and water - are skillfully and harmoniously employed, utilizing traditional methods of Japanese gardening. B. Smaller Gardens Hakone Estate and Gardens comprises several smaller gardens, in addition to the major gardens listed above. These include the Camellia Garden, the Tea Plantation Garden, and the Pine Moon Tea House (Shogetsu -an) and surrounding enclosed garden. 12 C. Existing Buildings There are eight buildings on the Hakone grounds at present. These include: • The Upper House (Moon Viewing House) • The Lower House (Zen Garden House) • The Cultural. Exchange Center (CEC) • The graceful Upper Tea House (Shogetsu -an or Pine Moon House) • The Office Building (Converted from the original barn) • The Historic Gardeners House • The Office Building, the Pump House Storage Shed and the Gift Shop (Converted garage) The Upper House was built in 1917 by Tsunematsu Shintani (1877 -1921) and is a mix of two Japanese architectural styles, Sukiya - style.and Shoin- style. Shoin is formal in arrangement and characterized by the ornamental alcove and staggered shelves. Sukiya- style, on the other hand, lacks obvious ornamentation and its aesthetics rely upon the state of natural materials with little or no modification. The building, located high above the garden and far from the entrance, provides a spectacular view and is especially important for moon viewing in the autumn. A refuge for visitors, this structure is both historical and authentic; it was almost entirely built without nails. The Lower House was originally built in 1922 as a summer retreat. During the 1980's it was partially remodeled to serve as a community facility, and the adjacent garden was modified and tea rooms were added. The Cultural Exchange Center (CEC) was built in 1992. It is a replica of a tea merchant's house in Kyoto. The traditional Japanese building and its structural members were fabricated in Japan, shipped to Hakone and assembled on site. The CEC provide a venue for a wide range of cultural and educational classes, workshops and exhibitions as well as a lodging facility for the occasional artist or researcher -in- residence. The Small Upper Tea House (Pine Moon or Shogetsu -an) is a small wooden structure that can accommodate a small group of people. It is opened for special tea ceremonies. The Historic House (staff residence) is of historical significance. It was recently renovated and is used for ensuring 24 -hour safety and security for the Gardens. The Office Building, Storage Shed and Gift Shop are not of historical significance. All were renovated over the past ten years to accommodate the executive staff, the garden specialist staff, and the Sales and Gift Shop staff. 13 VI. Future Plans for the Gardens, Existing Structures and Surrounding Areas A. Four Major Gardens In general, the future plans for the four major gardens center around two issues: restoring the gardens, using traditional Japanese techniques and employing local technical expertise where possible, and enhancing the gardens. Equally important is the need to provide a safe and enjoyable environment. We are fortunate to have at our disposal historical records and technical documents that play an important role in guiding this plan. The Hakone Foundation has recently established a partnership relationship with the renown Ogata Kai Landscape Architectural professional association. Ogata Kai is composed of the top Japanese Landscape Architects from throughout Japan and part of March 2011 and February of 2009 at Hakone restoring some the key landscape features of Hakone's hill and pond garden and the main entrance. Garden Restoration: The restoration work requires careful planning of multiple tasks: design; approach; project funding; scheduling; material selection and procurement, and securing technical expertise (preferably local, supplemented by national or international expertise where appropriate). Technical improvements and training of the garden's maintenance staff continues to be an important goal in this plan. Inviting garden professionals from Japan is an effective way to improve the skills of the garden staff as well as to enable Japanese professionals to adapt their skills and knowledge in an international setting. This process of teaching and learning will benefit Hakone in further understanding the technical and cultural aspects of Japanese gardening and in assuring the overall quality of the gardens. Garden Improvements: Only minimal, strictly necessary improvements should be made, and only after being thoroughly tested against the Hakone vision and purpose, cultural and historical values, and emerging needs. Construction techniques and materials available locally should be examined closely in terms of their compatibility with traditional methods: techniques and materials vary widely in Japanese gardening, but new or foreign yet traditional materials and techniques should be introduced with care. Casual and mixed use of new and foreign materials or techniques may cause confusion in the garden's maintenance practice and disarray in the appearance of the garden. Governing Principles 1. The preservation of Hakone is the first priority. 2. No radical changes will be made to the established line of walkways. 3. When stones (ishi -gumi) fall or are moved from their original position they should be replaced. 4. Any new stones (kei -seki) will be placed in the most appropriate location. 5. When possible, only the weakest part of any wooden structure will be replaced or repaired. 14 6. Trees, shrubs and ground cover will be planted using traditional techniques. 7. Any necessary repairs will be decided upon after a thorough discussion with involved parties. 8. Any repairs or modifications will be thoroughly documented and disclosed. The Hill and Pond Garden — Future plans are to maintain this central garden as a strolling and gathering place for visitors. The space must be enhanced for group activities. The Tea Garden — Future plans are to enhance the sequestered nature of this garden. The Zen Garden — Future plans are to enhance the size of this significant garden so that it can display traditional designs. The Kizuna -en Bamboo Garden — Future plans include protecting and enlarging the garden. The land at the top of the garden will be the focus for future expansion. B. Smaller Gardens Likewise, plans for the smaller gardens focus on protecting and enlarging them and enhancing the educational nature of the gardens. The Camellia Garden and the Tea Plantation Garden — Future plans include protecting and increasing the size of the gardens and adding to the number of plant specimens. In addition, Hakone plans to enhance public education programs related to these gardens. The Pine Moon Tea House and surrounding garden — Future plans are to maintain and enhance this traditional space that is used for special events. The surrounding small garden and bamboo fence will be refurbished and redesigned to enhance the privacy and traditional design. C. Existing Buildings The existing buildings must be maintained and, in some cases, brought up to modern code requirements. The Upper House — Future plans are to maintain and enhance the building. The foundation must be shored up to meet present codes. The entrance and exit areas should be re- landscaped for better flow of foot traffic. The Lower House — Plans include enhancing the entrance to meet ADA codes, and refurbishing the food service area so it can be used for wider public use. The entrance' will be broadened and will allow for wheelchair access. Visitors will leave the building from the front (North) exit and will easily access the nearby Cultural Exchange Center. As mentioned above, the Zen Garden in front of the building will be restored to a more authentic design, as well as to add a new gate and perimeter fencing. 15 The Cultural Exchange Center — Future plans are to increase the capacity of the building so it is able to handle larger groups of people. This would allow for sit -down meals for larger groups, as well as buffet service. The CEC would also be enhanced to meet the electronic communication needs of the business users. Plans include evaluating the heating capacity of the building so that it can be used for comfortable group meetings during the winter months. The Small Upper Tea House (Pine Moon or Shogetsu -an) — Future plans are to enhance the simple landscape and the bamboo fence to deepen the experience of privacy and retreat. The Historic House, with its tight landscaping, will be incorporated into the Visitors Center (see below, Section VII) when constructed. The Office Building, Storage Shed and Gift Shop are of no historical significance. When the Visitors Center (see below, Section VII) is built, they will be removed or relocated if necessary. VII. Future Plans for New Structures A. Visitor Center - Overview Hakone has for years suffered from the lack of an open, inviting yet sheltered area where visitors can come during inclement weather and sit, have a cup of tea or a small meal; and learn about Hakone and her unique heritage. Such a place would be idea to house traveling or permanent art exhibitions, historical artifacts and photos, and videos. In addition, a Visitor Center would enable larger gatherings to take place year- round, and would be ideal venue for performances by dancers, musicians, storytellers and other talented groups and individuals representing a wide variety of cultures. B. Visitor Center — Design Concepts The Visitor Center design is intended to evoke an atmosphere of peace and of the expression of traditional Kyoto townhouse or machiya with lattice windows and doors. Although the building as currently conceived is approximately 3,000 sq. ft. - small by American standards - its wide eaves and generous wide passageways under the eaves and around the building perimeter promote an open feel. See Illustrations 1 -3, Attachment 5, for a visualization of a possible design for the Visitor Center. In addition, the eaves provide shelter and seating space without interfering with the use of the interior space. Folding benches, shyogi (see Illustration 4, Attachment 5) on the side of the building provide additional seating space when needed. The Visitor Center would . thus both enhance visitors' experience and boost the profile of Hakone as a cultural destination. A wide and generous open space, the Terrace, is adjacent to and is an integral part of the Visitor Center. The Terrace provides not only open dinning and gathering spaces but also accommodate an open -air exhibition and display space. Various kinds of Cha -bona (tea ceremony) plants are displayed for viewing and for sale and a nearby booth will be available for explaining and teaching the way of arranging Cho-bona. Similarly, another booth displays and sells miniature Bon -sai (called 'palm -size' bonsai). The Visitor Center would ideally be located adjacent to the existing restrooms. C. Visitor Center — Facilities Guests would enter through a gate (see Illustrations 7 -8, Attachment 5), and would enjoy the following facilities (see all proposed Visitor Center plans in Attachment 5): Ticket counter for entrance fee and administration space Hakone's historical displays Interpretation and orientation booth to highlight unique garden elements, features and tour routes Gift Shop 0 Tea restaurant with kitchen space that can be used to prepare and serve tea and light meals; the adjacent terrace space would permit open dinning and other uses 17 The Terrace space could accommodate: © Display of Cho -bana (tea - ceremony flower) plants and their arrangement for tea ceremonies Display space for miniature Bon -sai (dwarf trees) which could be sold ® Display and demonstration space for various types of bamboo fence D. Proposed Changes to Other Structures, Facilities and Improved Areas Other long -term solutions involve examination and improvement of the process of garden admission in terms of: 1) the flow of vehicular and pedestrian traffic; 2) easy and comfortable access; and 3) uplifting and welcoming experience. The garden entrance and-experience of entering to the garden is important in setting a tone in the mind of a visitor for his /her expectation for the rest of their experience throughout the estate and gardens. A suitable and permanent solution for the garden entrance should encompass the entire area around the gate and beyond. D -1 Front Garden Hakone proposes to modify the front garden by adding entry and exit gates, as well as a ticket counter. These modifications will provide a safe and enjoyable route that meets both ADA requirements and garden aesthetics, introducing a graceful and stately approach to the existing main gate and will play a key role in welcoming visitors to the Visitor Center and the Gardens. D -2. Parking Lots The present parking lot is capable of holding 90 cars. It should be updated to allow for maximum parking capacity. The retaining walls surrounding the parking lot need to be evaluated for strength and safety. In addition, other parking opportunities are being discussed with the City of Saratoga, since more parking space is needed for the expected growth of Hakone's usage. Another issue is where to park group buses. Since buses cannot negotiate the steep driveway, parking at the nearby Quarry with small vans moving groups of people up to Hakone is a potential option that is being discussed with the City. D -3. Entrance Road The present road is steep and windy. Its surface is old and deteriorating, but recent renovations during 2010 have involved resurfacing and trenching to allow electricity and water to be brought down to the Highway 9 entrance to the site. Hakone is working with the City of Saratoga to enhance the ability of the road to handle increased auto traffic. D -4. Ponds 18 The Koi Pond island (shaped like a turtle, representing long life) is home to a large established school of koi. The Lily Pond is used for introducing new koi into the old established school of fish to prevent disease. Both ponds are shallower than is the standard for koi ponds, so future plans involve deepening them to bring them up to standard. D -5. Entrance sign, gate and decorative wall beside the road The current sign, gate and decorative wall will all be evaluated, redesigned and enhanced or rebuilt. Electrical conduit and water pipes have been brought down to the site to allow for decorative lighting and sustainable landscaping. D -6. Arbors and Vine. Covered Walkways The wisteria arbor walk is covered by a wooden arbor that is too short for many visitors; in addition, the wooden arbor is rotting. Plans call .for rebuilding it with more durable materials to withstand the elements and hold the weight of the large vine. In addition, it will be made taller to allow for visitors to walk comfortably under it. D -7. Fence Around the various gardens Plans call for bringing the fence to a standard size and making it opaque. The purpose of the fence is to provide protection against deer and to provide privacy for garden visitors. Being opaque, the fence will also prevent those on the public hiking trail from seeing the backs of buildings, thus focusing their view on the oak forest. D -8. Paths Inside the Gardens The path from the Mon (main gate) to the CEC is to be redirected away from the old oak roots. In general, paths are constructed from a variety of materials. Plans are underway to evaluate them for visitor safety, and to rebuild them to meet changing standards for Japanese Gardens when necessary. D -9 Garden Entry Restoration (Walkway, Footsteps and Mountain Path) The Garden walkway will be improved and repaired with concrete aggregate (arai- dashi) or natural stone or granite (kiri -ishi) with consideration given to safety and to harmonize with the existing scenery. Walkways will be smoothed or flattened so as to remain safe and dry. D -10. Hiking path outside the Gardens The City of Saratoga has plans to connect this path to the larger hiking path system. This path starts at the street level near the Garden's entrance sign. It winds through the natural oak forest outside of the Garden's fence up to the top of the hill property. Plans are to connect the path to another future trail. This simple dirt path needs to be maintained and kept free of brush and tree limbs. 19 D -11. Forest surrounding the Japanese Gardens This California oak forest is to remain in a natural state with some maintenance for public safety sake and for fire safety sake. Forest acts as a buffer for the Japanese Gardens from the modern world of noise and traffic. This is a traditional buffer. Plans are to do minimal clearing of fallen trees and limbs. Work with the City of Saratoga. D -12. Picnic Area for Visitors The picnic area now stands below the CEC and across from the Gift Shop. Future plans are to coordinate its placement with the new Visitors Center D -13. Gardening Staff staging area Garden staging is presently done by the staff in various areas around the Gardens. Future plans are to evaluate and coordinate needed staging areas for more efficiency and better aesthetics in relation to the public areas. A larger space will be needed for storage and garden planning as the garden grows. Hakone may explore the option of using some available space at the Quarry site. The Foundation is currently discussing option with the City to investigate this option. D -14. Stage, Madrone Mound Plans are to move the stage to a new area on the Madrone Mound and to enlarge it. Electricity for lighting and sound needs to be evaluated. D -15. Mon or Main Gate, Bridges, Pavilions, Viewing Benches, Lanterns and Sculpted Rocks At present no plans exist to make modification to these items. 20 VIII. Budgetary Requirements to Meet Future Plans Hakone has, through careful management and strict attention to detail, managed to bring the Estate and Gardens from a major deficit to a break -even operation over a period of just seven years. Generous donations from our member and donor base, coupled with significant contributions from the National Trust for Historic Preservation, Japanese Corporation and Foundations, the David and Lucile Packard Foundation, and the Santa Clara County Historic Heritage Commission have enabled us to undertake major renovations in recent years. Examples include new roofs for the historic buildings, restoration of the many garden structures, gates, bridges, pathways, stone steps and supporting structures Today the Foundation is looking toward some significant financial requirements in the future. We will again rely heavily on donations, corporate matching grants, foundations, and other institutional philanthropies to meet these needs. A. Visitor Center— Budgetary Requirements Initial estimates of the cost of design and construction of the Visitor Center are approximately $2 million. To date the Foundation has raised secured $350,00 in pledges. B. Gardens and Other Structures, Facilities and Improved Areas— Budgetary Requirements Ongoing costs to preserve, rehabilitate, restore and reconstruct the gardens, other structures, facilities and improved areas are estimated to be approximately $450,000. 21 8. VISITOR FLOW THROUGH ALL OF THE GARDEN AREAS GARDEN Main Cultural Exchange Facil Special Event use I Exchange Center Continual w Visitor Cente Month as n4 /An u use Upper House Lower House Japan Fair, Traditional Performing Arts ility Use Diagram 9. Facilities nctions Events • Fine art displa V • Antique, Contemporary CEC ptions • Light meal, Luncheon,Snack o Corp.Retrea • Business gathering Community • Hosting digna ries • Cultural exchange • Tea ceremony • Ryu- rei(Tea ceremony using tables & ch irs) L N per House en • Interr rethle Zen teachings • Various cultural group • Ts kim (Moon viewing),Haiku, Syakuh achi f ute,Syodou Lower Hous • Tea ceremony Asian Cultural Programs, Tai Chi, Yoga International group • Tea ceremony school, Kimono school, • Tea ceremony dishes Offic • Administra ion I Garden I 23 • Self gui tour --Main Exchange Facility F A • Ticket sale /Gift Sho • Bulletin & Orientation C • Historic information • Interpretive display I • Route infc rmation L I is itor Center ng, • Japanese tea with snacks T and Terrace • Horticultural arts • Bonsai display, sale Y & Crafts • C a- ana school Cya -bana display, sal • Meeting • Various bamboo displays P • Various R ce tions • Family en s(evening only) A • Informal Gathering L N per House en • Interr rethle Zen teachings • Various cultural group • Ts kim (Moon viewing),Haiku, Syakuh achi f ute,Syodou Lower Hous • Tea ceremony Asian Cultural Programs, Tai Chi, Yoga International group • Tea ceremony school, Kimono school, • Tea ceremony dishes Offic • Administra ion I Garden I 23 • Self gui tour • Cultural Events Group tour • Weddings • Wedding photo • Art (painting& photo) • Classes Fig.2 Overview of The Hakone Garden Facilities ,Functions and Activities Points: Visitor Center structure shoul not extend beyond this line Points: Processional atmosphere and Traditional orma ity Sense of formality and Traditional Japanese aesthetics should e heightened in this frontage area. errace Garden CARETAKER for Tea nyHOUSE r Alternative /ADA route access) • • • • • IEntrance tardenl 24 Main �c Approach CE Main Gate Garden - 50 650 / 1/' ints: Gates for special occasions and for guests onor (utilized also as an emergency Points: Entrance garden is to enhance visitors' sense of expectation and aesthetical experience of the Visitor Center. The spatial arrangement in which the Visitor Center is screened or partially seen would increase the visitors' interest and expectation. Mg .3 Zoning 25 Tab.1 Characteristics of Gardens a Variety of Gardens Function, Image and Goal F Main Gate Garden Main Gate Garden is the face, the physical and spiritual symbol, of R Hakone. In this space, Japanese aesthetics are heightened and traditional O garden techniques prevailed. N ntrance Garden ---ntrance Garden is to provide a welcoming atmosphere as well as a I irm T aesthetic impression of what is expected to be seen. The garden provides an expressive spatial "void" or distance to frame the G best prop rtional beauty of the architecture of the Visitor Center. A Terrace Garden Te race Garden is an integral part of the Visitor Center in both aesthetic and R functional ays: to provide the necessary spatial void /distance, like the Entrance D Garden, to heighten the architectural beauty and its harmony with the surroundings E ; and to accommodate gathering, outdoor dining and other activities necessary N to expand the ability of otherwise the limited interior space of the Visitor Center. Attachment 1— Definitions Approaches and Definitions of Improvements for the Historical Site 26 "Preservation" is an act or a process to maintain the current state or conditions (whole or partial) of the site or building. The work focuses on restoration and implementation of protective measures and avoids a total replacement or re- construction. "Rehabilitation" is, while maintaining its historical, cultural and /or aesthetical values, to repair, renovate or enhance the site or building in an attempt to bring it to today's standards or use. It encompasses "restoration" and "re- construction ": The term "restoration" is an attempt to bring the current state or conditions of the site or building to a certain point in its history or its original conditions or state, while "reconstruction" means to recreate the original site or building for a specific purpose. These terms are further defined as: "Restoration" is re- construction efforts to bring the site building back to a specific time in place. It involves the removal of past restoration that had, intentionally or un- intentionally, changed or erased the characteristics of the site or building at the specific time in place. "Reconstruction" is an act or process to reproduce or recreate a site, landscape, building, structure, object or detail to its state or condition at a specific time in place in its history. It is essential in the restoration of a historical site to repair and renovate the whole and all details adhering to its true historical characteristics. "remodeling" is not considered as an appropriate approach to a historical site as it typically entails removal and replacement of essential parts — staircase, windows and walls in case of a building remodeling — often resulting in an intended loss of its historical significance. "Development" In conjunction with restoration efforts, additional site improvements with the current techniques and aesthetics are proposed as a new "development" A clear understanding of these approaches and their definitions and limitations is critical in any attempt to work on a site of historical significance such as Hakone Gardens. Preservation, Rehabilitation and Development are all essential approaches and should be balanced: when and where or whether to apply any of the three approaches will determine the quality of this historic garden. Reference: The Secretary of Interior Standards for the Treatment of Historic Properties Preservation Rehabilitatio Development �11N V14� 27 Attachment 2 — Traditional Garden Techniques Traditional Garden Composition and Techniques Including Garden Concepts and Terms. Shin - Gyo -So," Pure flowing- cursive This is a traditional way of expressing beauty, passed on throughout the long history of Japanese gardening. "Shin(pure)" refers to vigor which strikes accurately, leaving no gaps, "So(cursive)" is the form of elegance within decay and the two are linked by a flowing movement called "Gyo." Ten- Chi -Jin, " Heaven - earth -man Here, the basic arrangement is an irregular triangle with depth. This is called "Ten (heaven)," "Chi(earth)" and "1in(man)" or "Shin Soe Hikae," which refers to the relationship between three forces. It is a technique which manipulates space and is expressed by pointing up the difference between strong, medium and weak; large, medium and small; high, medium and low; and far, medium and near. Emphasizing far and near This method is not unique to Japanese gardens, and has been inherited from the past as one of the traditional landscaping techniques. For example, a tall tree with a thick trunk is planted close to the house, and a small, slender tree is placed in the distance. The technique creates perspective by the deliberate positioning of near, middle distance and distant scenery. Another deformed technique which emphasizes distance is used in making winding streams or paths in the lawn. These are only slightly compressed to the right and the left when seen from the house, while the far and near perspective is compressed to the maximum. Manipulation of accent and stress Highlights and less important points are clearly defined in the arrangement of a Japanese garden. This does not apply to a symmetrical style garden, but in other styles, the highlight or main feature is not brought to the center of the garden, but placed to the left or right (manipulation of accent and stress) and given particularly forceful expression. In this way, the whole garden achieves a strong sense of balance. Use of Illusion Techniques of making a small garden look bigger by using fine - leaved shrubs or allowing glimpses of bright spaces in woods between slender tree trunks or dividing up the garden with double hedges are also popular. Direction /power In arranging the objects (plants, trees, shrubs) in a garden, it is not enough simply to line up what you have available. The highlights of the overall structure must be clearly defined. Similarly, these must be expressed by matching them to a sense of solidity produced by the contrast of high and low. These have an 'elan" or vital dynamic of their own and a more beautiful scene can be created by altering and unifying the balance, the direction, the contrast between high and low and the sense of rhythm. Even trees and stones have a quality and feeling of their very own. A certain kind of direction and force emanates from the shape of these and formal combination of their positioning, slant, height and plotting. This is what is meant by spirit or elan. The art of unifying and harmonizing elan and giving it a sense of balance is important in garden construction. A dynamic balance is also achieved by ingenious expression of elan. Psychological effect of suggestion Here, the scenery which you wish to show, for example, a stone lantern, a waterfall, etc. is partially hidden by trees or shrubs. In this way, the psychological effect of suggestion or association is used to complete the aesthetic pleasure. Eye stop (focal point) A technique which has been in use from days of old consists in providing striking additional scenery in conspicuous places such as garden paths or at the end of paths or in bright spaces which can be seen from cramped, dark spots. This method of arresting the line of vision on something striking is known as "eye stop ". In addition to the traditional techniques of expression mentioned above, there are also others which suit the temperament of the Japanese people. These include imitation. The crossing corner It makes a new balance with destroying the balance of the division which depends symmetrically on either side and dividing by the slanted line. The basic principle of the 1 -3 plan The garden restoration and the preservation 29 ATTACHMENT 3 - Partnerships 3 -1. Relationship with Japan Throughout the long history of Hakone, an enormous number of Japanese people, organizations, groups and sister cities have entered into relationships with Hakone in a variety of forms, thereby supporting our cultural exchange endeavours. In the future, such relationships should be re- examined and the reasons for the attenuation or cessation of any of these investigated. Moreover, with regard to those that can be maintained and further developed, it is vital to build friendly relations anew. In terms of introducing Japanese culture and providing more profound insights into Japanese gardens at the Hakone Gardens, it will be important to seek and construct new sister garden relationships and build up collaboration with new personal connections and related support groups, thereby developing active relationships of friendship. 3 -2. Relationship with the Community As far as the relationship with the local community is concerned, Hakone has been actively reaching out to embrace the culturally- diverse local community. We encourage the use of the gardens as a venue for conducting practical study and gaining hands -on experience through international cultures and programs. In addition, there is an active and expanding docent volunteer program that accompanies the wide array of international programs and guided tours. 3- 3.Collaboration with Organizations Involving Japanese Gardens around the World (Friendship! Hakone plans to take the initiative in developing a network that exchanges information concerning topics, issues and problems common to the numerous Japanese gardens around the world. As a start, the Japanese gardens that exist within the USA should become members of each other's organizations, exchanging information and providing support. Hakone has already developed a partnership with the Japanese Garden Society of Oregon (Portland), with a view to engaging in exchange with that organization. By doing so, we have developed a forum to discuss problems shared by both organizations and will incorporate the results of such discussions into the future of the gardens. 30 31 ATTACHMENT 5 — Illustrations FIGURE 1- Front Garden ( Visitor Center) . Lower House Garden HAKONE JAPANESE GARDENS 32 FIGURE 2 Front Garden (Visitor Center to be used only as an example) 33 FIGURE 3 (ground plan): Visitor Center (To be used only as an example) A �pN2eN asw�) usK�o.,) een(SN na11G.a s�n(eN aanG Yasui I ioop,�' 1 --.000000, l r. . +, Kiyoshi FIGURE 4 Visitor Center a ON Kiyoshi Yasui EE®® (Worth) S =1/100 10 Q 4 Arnim (West) S =1/100 `an' Chaff rs (Photo 1) 35 N W O v N v ^ N_ W N 3 'At Mr Shop r Shop TE Arnim (West) S =1/100 `an' Chaff rs (Photo 1) 35 N W O v N v ^ N_ W N 3 Photo.1 F/�R(Syougi) photo.2 0) tt h, (Noren) FIGURE 5 Visitor Center Yasui T, photo.3 A, #� -f (Kyo- Goushi) S 36 Kiyoshi FIGURE 6 Visitor Center, Terrace Garden 37 FIGURE 7 Mon (Entrance Garden) — FIGURE 8 (details): Entrance Gate 39 MAP OF HAKONE GARDENS 40 I- Parking Lot Exhibit B Needs Assessment for Hakone Estate and Gardens 42 RETREAT CENTER FOR HAKONE GARDENS and SEPARATE BUILDING FOR ENTRANCE /EXIT WITH ATTACHED GIFT SHOP AND TEA ROOM NEEDS ASSESSMENTS Mission To improve and enhance visitors' experience at Hakone Gardens throughout all seasons To establish Hakone as a year -round destination and create a stable 12 -month income stream Needs 1. Improve entrance /exit experience for visitors 2. Improve and increase amount of indoor space for visitors 3. Improve and increase year -round food service for visitors 4. Improve gift shop space for additional revenue 5. Improve and increase Asian interpretive history wall space for visitors Improve entrance /exit experience for visitors Present situation Tokens and separate toll gates are used presently. 1. This situation is confusing to visitors who sometimes wander around asking how to get in. 2. There is a safety issue because visitors must walk across the busy front intersection of the parking lot to buy the token and then cross over to the toll gate entrance. 3. There is a safety issue for the disabled as staff has to manually open a special gate for the visitor to get past the tollgate. 4. This is an unsightly first impression of the garden due to cement parking lot and the bathroom house at the tollgate. 5. The whole entrance is open to the elements so it can be unpleasant experience in inclement weather Future Improvement The new entrance will be indoors and have ramps for the disabled. 1. It would be attached to both the Gift Shop and the Tea Room 2. It will be an attractive indoor entrance, providing proper ambiance in all weather conditions. 3. All levels of ability/disability will be easily accessible. Safety issues in parking lot will be addressed. Improve and increase amount of indoor space for both group reservations and individual visitors Present situation for visitors needing indoor space 1. Cultural Exchange Center — group rental only. Individual visitors can not access CEC because there is not enough staff to monitor this facility. Holding capability 80# standing/sitting in rows of chairs 60# sitting at tables 2. Lower House- group rental or wedding party dressing area Holding capability 70# standing/sitting in rows of chairs 50# sitting at tables Lower house is also now used as food cafd open to'the public on weekends. There is a conflict -of use when wedding parties need it for clothes changing/staging on weekends Future There is a severe lack of indoor space, especially for large groups, so the Retreat Center will have a rental space for groups #200 (sitting in rows or standing) #175 sitting at tables 1. Hakone can be a year -round destination (especially during the months of October to April) for large groups 387 2. More large group rentals will enhance Hakone's financial stability every month, Improve and increase year round food service for visitors -Tea Room and outdoor deck Present situation Lower house is now used as a tea room open to the individual public on weekends only. During weekdays, no tea/snacks or indoor sit -down area are available to public. 25# sit down visitors I. This situation often conflicts with wedding party needs on weekends 2. This situation is a temporary solution since the tables and cafe service area have to be set up and put away each weekend day so that the indoor area can be used for other rentals or meetings. 3. This situation is not in the best spot for public access by individuals 4. This is a fragile situation since it is run by volunteers. 5. During inclement weather (on weekdays November - April), there is no warm indoor -area with refreshments available for the public. Future As a year -round destination, Hakone needs to provide a small indoor /outdoor designated as -The Tea Room serving snacks and hot beverages for visitors on a daily basis. 30# sit down visitors at small tables 1. The indoor /outdoor Tea Room connected to the Gift Shop and Entrance /Exit space. 2. It would provide year round daily tea/soup /limited food for individual visitors. 3. The Tea Room would provide an inviting and pleasant area for visitors in inclement weather conditions (November - April). More visitors would be drawn to Hakone during these colder months, increasing revenue. 4. Year round indoor /outdoor Tea Room would free up the Lower House for more group rentals. Improve Gift Shop space connected to the Tea Room Present Hakone's excellent gift shop with_artistic, attractive goods is in a drafty remodeled shed set apart from the visitors' foot traffic at the end of their visit. 600 #square footage with no space for seating Future The Gift Shop will be conveniently located with the Tea Room and Entrance /Exit space. Its placement is designed to move all visitors through the shop particularly at the end of their visit. 1600# square footage to include seating for Tea Room 1. This will increase sales and revenue. This will further enhance the image of Hakone and add to the visitors' experience. Improve and increase Asian Interpretive History wall exhibit space Present There is Asian Interpretive History exhibit wall space only in the Cultural Exchange Center. 1. It is open for public viewing only when groups rent the CEC space. 2. Individual visitors can only view from afar when the front doors are open (unless staff or volunteers are in the CEC to manage /guard. CEC space 40# footage of cabinet wall space Future There will be additional Asian Interpretive History exhibit wall space in the Retreat Center. 40# footage of additional exhibit wall space 1. The Asian Interpretive. History exhibit wall space would be open for public viewing when groups rent the Retreat Center space. 2. Individual visitors will only view from afar when the front doors are open (unless staff or volunteers are in the Retreat Center to manage/guard. 3. This will provide another feature attraction to Hakone Gardens, and help promote Hakone as a key destination for visitors to Saratoga. DECEMBER 7, 2013 (final) K:: City of Saratoga - Speaker Card Speaker Cards are optional. Any information provided is voluntary. Please see reverse side of this card for Speaker Guidelines. I would like to speak about: Agenda Item? Yes lr No Agenda Item number / / Support Oppose Neutral Date.: '�// /(o/ Name: S�2ar) r-) e I -4n-8 -- -C-sbn .. Group /Organization: +` YZ'oi/-%`e-; Address: Telephone: Email: This Card is Optional You May Choose to Provide None or only Some of the Information Requested Above. Speaker Guidelines • Completion of the speaker slip is optional. You may attend and participate in the meeting regardless of whether or not you complete any portion of this document. Its purpose is to aid staff in compiling complete and accurate records. • This card will become part of the Public Record. In accordance with the Public Records Act any in- formation you provide on this form is available to the public. • If you would like to use this Speaker slip, please give it to the City Clerk or Commission Secretary in advance of the meeting. • Speakers are customarily allotted up to three (3) minutes;- however, the Mayor or Commission Chair may limit the length of time allowed to each speaker to ensure adequate time for all items on the Agenda. • Speakers may address items that are not on the Agenda during the Oral Communications portion of the meeting. • Groups /Organizations that are supporting or opposing issues are urged to select one spokesperson. • City Council and Planning Commission meetings are both live and delayed broadcast. Thank you for your courtesy and cooperation. City of Saratoga - Speaker Card Speaker Cards are optional. Any information provided is voluntary. Please see reverse side of this card for Speaker Guidelines. I would like to speak about: Agenda Item? 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In accordance with the Public Records Act anv in- formation you provide on this form is available to the public. • If you would like to use this Speaker slip, please give it to the City Clerk or Commission Secretary in advance of the meeting. • Speakers are customarily allotted up to three (3) minutes; however, the Mayor or Commission Chair may limit the length of time allowed to each speaker to ensure adequate time for all items on the Agenda. • Speakers may address items that are not on the Agenda during the Oral Communications portion of the meeting. • Groups /Organizations that are supporting or opposing issues are urged to select one spokesperson. • City Council and Planning Commission meetings are both live and delayed broadcast. Thank you for your courtesy and cooperation. City of Saratoga - Speaker Card Speaker Cards are -optional. Any information provided is voluntary. Please see reverse side of this card for Speaker Guidelines. would speak about: A Agenda Item? Yes Date: Name Group /Organization: _ Address:' Telephone: Email: No Agenda Item number. ,� This Card is Optional You May Choose to Provide None or only Some of the Information Requested Above. Speaker Guidelines • Completion of the speaker slip is optional. You may attend and participate in the meeting regardless of whether or not you complete any portion of this document. Its purpose is to aid staff in compiling complete and accurate records. This card will become part of the Public Record. In accordance with the Public Records Act, any in- formation you provide on this form is available to the public. • If you would like to use this Speaker slip, please give it to the City Clerk or Commission Secretary in advance of the meeting. • Speakers are customarily allotted up to three (3) minutes; however, the Mayor or Commission Chair may limit the length of time allowed to each speaker to ensure adequate time for all items on the Agenda. • Speakers may address items that are not on the Agenda during the Oral Communications portion of the meeting. • Groups /Organizations that are supporting or opposing issues are urged to select one spokesperson. • City Council and Planning Commission meetings are both live and delayed broadcast. Thank you for your courtesy and cooperation. City of Saratoga - Speaker Card Speaker Cards are optional. Any information provided is voluntary. Please see reverse side of this card for Speaker Guidelines. I would like to speak about: Agenda Item? 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Agenda Budget Study Session April 16, 2014 1. 5:30 pm Meeting Outline / Orientation 2. 5:40 pm Attachment 1: General Fund Net Operations • Revenue overview Property Tax Services & Permit Revenues Transfer In Use of Fund Balance • Expenditure Overview —+ Salary & Benefits —> Notable expenditure increases —> Fixed Assets —> Internal Service Funds • CIP Reserve Transfers Out • GF Transfers Out • Net Operations 3. 6:0o pm Attachment 2: Total Fund Activity • Schedule orientation • General Fund Summary / Source (Use) of Reserves • Internal Services Funds • Capital Project Funds 4. 6:15 pm Attachment 3: Capital Project Funding Worksheet • Allocation change from Council Retreat • Additional CIP funding requirement • Recommended funding • CIP Project Worksheet Review 5. 6:25 pm Attachment 4: Unfunded Capital Project List • Corrected handout 6. 6:30 pm Attachment 5: Fiscal Management Statements • Consolidated — FB Reserve Intro statements added 7. 6:40 pm Attachment 6: Capital Project Process Flowchart • Policy and Flowchart review 8. 6:50 pm Wrap -up and Council direction 9. 7:00 pm Adjournment Study Session Decision Points Operating Budget ❖ Notable Operational Changes • Administrative Services Division added to Finance & Administrative Services • General Plan Update consultant expenditures moved to CIP to allow funding build -up and multi -year contracts, with $look GF Transfer to fund the expense. • Development's technology related fees and expenditures moved to CIP to better identify and track ongoing costs • Moved .05 FTE staff time to Emergency Preparedness program to support in -house emergency operations and cost recovery preparedness efforts ❖ Notable Revenue Change o Eliminated $1o6,000 Gas Tax to GF Transfer ❖ Notable Expenditures • Public Safety contract increased by $292,200 for additional Sheriff hours (FY 2014/15) • HPC Commission Funding increased to $12,000 • Added $25,000 for Plan Check / Inspection Consultant for anticipated backfill • Community Grant allocations: ■ $22k to Adult Daycare, $8k to WVCS support, $5k to Catholic Charities program ■ Annual grant funding to SASCC, KSAR, Chamber, United 211 • New grant funding: $25k to SCC Fire -safe Council, $2ok to Destination Saratoga • Event Grant allocations: • Total of $21,400 per Council direction • Additional $16,350 of City event funding, including $1ok for Street Closure Event ❖ Fixed Assets o Purchase two new assets: $15k for All- Terrain utility vehicle and $2ok for Aerator Capital Budget ❖ Capital Project revised funding recommendations o LLD grant match clarification requested: maximum $amount, 50/50 match ❖ Unfunded Capital Project List Fiscal Policies ❖ Consolidated Fiscal Management Statements (as presented with minor revisions) ❖ CIP Project Process Policy GENERAL FUND NET OPERATIONS IN CIP Reserve Transfers Out $ 180,000 $ 1,084,500 $ 280,880 $ 280,880 $ 1,633,345 GF Operations Transfers Out $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 200,000 Total Transfers Out 280,000 1,184,500 380,880 380,880 1.833,345 Total Expenditures & Transfers FY 2011 /12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 General Fund Revenues Actuals Actuals Adjusted Estimates Proposed Property I as $ 8,279,947 $ 8,966,396 $ 9,470,400 $ 9,440,583 $ 9,558,775 Sales Tax 1,100,489 1,051,121 1,050,000 1,083,520 1,110,000 Transient Occupancy Tax 205,421 228,199 210,000 225,000 225,000 Business & Other Taxes 477,963 541,158 535,000 535,000 545,000 Franchise Fee Tax 1,852,390 2,083,704 2,059,954 2,088,715 2,089,954 Intergovernmental 274,848 391,486 392,216 422,389 433,500 Fees, Licenses & Permits 1,236,460 1,591,517 1,522,065 1,496,195 1,466,450 Charge for Services 1,732,889 1,744,112 1,907,678 1,896,058 1,882,153 Interest 44,731 28,670 46,000 22,000 22,000 Rental Income 508,647 465,460 419,175 450,624 463,508 Other Sources 516,848 544,164 466,575 417,806 176,025 Total General Fund Revenues $ 16,230,633 $ 17,635,987 $ 18,079,063 $ 18,077,891 $ 17,972,365 Fund Transfers In 205,222 106,000 106,000 106,000 - Total Revenues & Transfers $ 16,435,855 $ 17,741,987 $ 18,185,063 $ 18,183,891 $ 17,972,365 Use of Fund Balance Reserves Carryforward Reserve 31,900 247,200 73,101 73,101 - Environmental Reserve - 50,000 50,000 50,000 50.(X)0 Hillside Reserve - (75,000) (156,884) (156,884) Capital & Efficiency Reserve 80,779 1,504,944 561,760 280,880 1.633.345 Compensated Absences - (200,000) - - - Total Operating Sources 16,548,534 19,269,131 18,713,040 18,430,988 19,655,710 CIP Reserve Transfers Out $ 180,000 $ 1,084,500 $ 280,880 $ 280,880 $ 1,633,345 GF Operations Transfers Out $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 200,000 Total Transfers Out 280,000 1,184,500 380,880 380,880 1.833,345 Total Expenditures & Transfers $ 14,990,798 $ 16,752,435 $ 17,175,206 r $ 19,321,911 Salary & Benefits $ 6,074,360 $ 6,409,105 $ 6,850,811 $ 6,456,048 6,934,514 Materials & Supplies 163,990 188,965 241,419 242,885 278,050 Fees & Charges 708,175 738,596 791,881 801,840 856,475 Consultant & Contract Services 1,638,896 1,883,085 2,200,424 2,043,067 2,048,434 Sheriff Services 4,060,306 4,153,654 4,225,024 4,225,024 4,731,275 Meetings, Events & Training 37,783 38,946 95,195 77,569 97,150 Community Grants & Events 116,203 122,007 185,301 176,400 210,476 Fixed Assets 11,336 - - - 35,000 Internal Services Charges 1,899,748 2,033,577 2,204,271 2,204,271 2,297,192 Total Expenditures $ 14,710,798 $ 15,567,935 $ 16,794,326 $ 16,227,104 $ 17,488,566 CIP Reserve Transfers Out $ 180,000 $ 1,084,500 $ 280,880 $ 280,880 $ 1,633,345 GF Operations Transfers Out $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 200,000 Total Transfers Out 280,000 1,184,500 380,880 380,880 1.833,345 Total Expenditures & Transfers $ 14,990,798 $ 16,752,435 $ 17,175,206 $ 16,607,984 $ 19,321,911 Net Operations 1, 7 $ 1,537,834 4 $ 333,79 4/10/2014 GF R &E by Category GF rev v exps actuals Total Fund Activity Summary FY 2014/15 Total Operating Funds $ 13,931,820 $ 21,025,694 $ (22,371,254) $ - $ 12,586,259 Debt Service 2001 Series GO Bonds Total Debt Service Funds 857,601 851,300 (889,985) 818,916 $ 857,601 S 851,300 $ (889,985) $ $ 818,916 TOTAL OPEIIATING BUDGET S 14,789,421 $ _ 21,876,994 s c23,261,239) S - $ 13,405,175 Capital Funds Street Projects Estimated Rc%cnues Expenditures Source (Use) Estimated 1,074,076 Fund Balance & & of Fund Balance Fund Category Jule I, 2014 1'ransfers In Transfers Out Fund Balance June 30, 2015 Operating Funds S (13,857,730) General Fund Reserves Environmental Services 413,182 - (50,000) 363,182 Hillside Stability 931,884 - - 68,116 1,000,000 Capital Projects 1,928,915 - - (1,633,345) 295,570 Facility Reserve 600,000 - - 300,000 900,000 Canyforwards - - - - - Working Capital 2,930,111 - - - 2,930,111 Fiscal Stabilization 1,500,000 - - - 1,500,000 Development Services 667,233 - - - 667,233 Compensated Absences 207,268 - - - 207,268 Other Unassigned 2,315,988 17,972,365 (19,321,911) 1,315,229 2,281,671 Total General Fund Reserves $ 11,494,581 $ 17,972,365 $ (19,321,911) $ - $ 10,145,035 Special Revenue Funds Landscape & Lighting Districts 715,297 523,769 (607,434) - 631,632 Total Special Revenue Reserves $ 715,297 $ 523,769 $ (607,434) $ - $ 631,632 Internal Service Funds Liability/Risk Management 287,101 439,560 (462,924) - 263,737 Workers Compensation 272,793 210,000 (249,570) - 233,223 Office Support Services 40,671 60,000 (73,750) - 26,921 IT Services 259,377 440,000 (462,806) - 236,571 Vehicle & Equipment Maintenance 27,095 250,000 (243,446) - 33,649 Building Maintenance 209,818 875,000 (849,714) - 235, 104 Vehicle & Equipment Replacement 472,969 200,000 (32,500) - 640,469 IT Equipment Replacement 152,118 55,000 (67,200) - 139,918 Total Internal Service Fund Reserves $ 1,721,942 $ 2,529,560 $ (2,441,909) $ - $ 1,809,592 Total Operating Funds $ 13,931,820 $ 21,025,694 $ (22,371,254) $ - $ 12,586,259 Debt Service 2001 Series GO Bonds Total Debt Service Funds 857,601 851,300 (889,985) 818,916 $ 857,601 S 851,300 $ (889,985) $ $ 818,916 TOTAL OPEIIATING BUDGET S 14,789,421 $ _ 21,876,994 s c23,261,239) S - $ 13,405,175 Capital Funds Street Projects 2,124,497 9,380,277 (11,504,774) Park & Trail Projects 110,080 1,074,076 (1,184,156) Facility Projects 79,566 705,000 (738,596) Administrative Projects 180,204 250,000 (430,204) Total Capital Funds $ 2,494,347 $ 11,409,353 S (13,857,730) 45,970 $ - $ 45,970 TOTAL ALL FUNDS S 17,283,768 $ 33,286,348 S (37,118,970) S - $ 13,451,145 Dedicated CIP Risk Grant Gas Tax Total Proje CIP Funding Project No. Reserve CIP Reserve Mgmt CIP Park in Lieu CDBG PEG Fees Funding Funding Funding Streets Residential Street Reconstruction New 411.9113 -001 300,000 300,000 Roadway Safety & Traffic Calming CIP 411.9121 -001 50,000 50,000 Big Basin Way Turn Around Design New 411.9122 -008 50,000 50,000 Annual Sidewalks Repairs CIP 411.9141 -001 50,000 50,000 Annual Storm Drain Repairs CIP 411.9141 -002 50,000 50,000 El Camino Grande Storm Drain Pump New 411.9142 -015 150,000 150,000 Saratoga Hills Storm Drain Improvement New 411.9142 -016 50,000 50,000 Long Term Trash Plan Storm Drain Capture Devices New 411.9142 -017 30,000 30,000 Saratoga Sidewalks - TDA Grant CIP 431.9142 -005 34,150 34,150 Quito Road Bridge Replacement CIP 481.9152 -002 129,000 129,000 Parks and Trails Annual Parks and Trails CIP 412.9211 -001 25,000 25,000 Turf Reduction Renovation Program New 412.9211 -006 25,000 25,000 Quarry Park Master Plan Implementation - Phase I New 412.9226 -001 293,445 280,631 574,076 Quarry Park ROW/ Property Acquisition New 412.9226 -002 100,000 100,000 Guava Ct /Fredericksburg Trail Entry (TFCA Grant) New 432.9274 -002 300,000 300,000 Village Creek Trail - Construction (Grant Match) New 412.9277 -003 50,000 50,000 Facilities Electronic Door & Lock System CIP 413.9312 -002 45,000 45,000 Master Swith Gear- Electrical Board New 413.9321 -014 140,000 140,000 Theater Master Plan Improvements New 413.9322 -010 64,900 70,100 115,000 250,000 Community Center Cool Roofs New 413.9331 -002 90,000 90,000 Pre - school Play Structure New 413.9334 -003 40,000 40,000 Administrative & Technology Document Imaging - Combined Citywide CIP 414.9412 -004 CIP transfer Development Technology New 414.9415 -001 direct revenue Citywide LLD Initiation Match Program New 414.9442 -001 50,000 50,000 General Plan Update CIP New 414 - 9451 -002 GF rev transfer Village Facade Program CIP 414.9452 -001 20,000 20,000 Risk Management ADA Mitigation CIP 414.9491 -001 50,000 50,000 Totals 200,000 1,433,345 40,000 330,631 70,100 115,000 334,150 129,000 2,652,226 CIP Unfunded List FY 2014/15 Project Title Project Descriptions Project Cost STREET IMPROVEMENT PROJECTS 1 Quito Road Sidewalk Improvements The project would fund sidewalk improvements on Quito Road between Highway 85 and 150,000 Allendale Avenue. boiler and plumbing. 2 Big Basin Way Turn Around Design & Construction of a turn around at the end of the Village to improve circulation 500,000 120,000 through the Village. The budget increased due to the expected cost of a Caltrans report and Quarterly preventative maintenance will be included as part of regular staff duties. Pay back 12 approval process. on this installation will be possibly 20 years. 3 EI Quito Curb & Gutter Ongoing project for the repair and replacement of curbs and gutters in the El Quito 150,000 40,000 neighborhood. will improve temperature efficiencies, reduce sound, and increase energy savings. Current TOTAL STREETS UNFUNDED PROJECTS $ 800,000 PARK & TRAIL IMPROVEMENT PROJECTS 4 Saratoga Creek Trail Construction of a pedestrian trail along Saratoga Creek behind Village businesses. The trail 250,000 would start at SS Rd and continue to Wildwood Park. A potential grant would fund construction. Design of the trail is currently in process and funded by a SCVWD grant and City match. 5 Village to Hakone Trail Design and contruction of a trail along Big Basin Way from Village to Hakone Gardens. 120,000 6 Congress Springs Park North Side Entrance Construct a trail connecting residential neighborhood around Cox Avenue east of Highway 85 100,000 to northside of Congress Springs Park. 7 Via Regina Trail Construct a Pedestrian - Equestrian trail that would connect Via Regina and Villa Oaks Lane. 60,000 8 Norton /Villa Montalvo Emergency Route Construct an emergency access road connecting the parking lot of Montalvo Arts Center and 1,000,000 Norton Road. 'oe's Trail at Saratoga de Anza Develop a trail from Saratoga - Sunnyvale to Arroyo de Arguello, includes costs for design, 600,000 environmental, acquiring easements and construction. 10 Parking Improvements at Historic Park Provides 5 additional parking spaces for patrons of the Museum and the Book -Go- Round. 65,000 Includes drainage improvements to address flooding issues. TOTAL PARKS AND TRAILS UNFUNDED PROJECTS $ 2,195,000 FACILITY IMPROVEMENT PROJECTS 11 Theater Improvements Theater improvements include: design and construction of: ticket /concession area in lobby; 1,000,000 backstage dressing room; restroom annex; relocation of control booths; and replacement of boiler and plumbing. Solar Panels at City Hall Install Solar Panels on City Hall Admin Bldg to provide increased efficiency and energy savings. 120,000 Quarterly preventative maintenance will be included as part of regular staff duties. Pay back 12 on this installation will be possibly 20 years. Windows at Public Works Install double pane windows in the west facing windows in Public Works offices. This project 40,000 will improve temperature efficiencies, reduce sound, and increase energy savings. Current windows are recycled single pane windows which were installed when the building was 13 originally built, and are no longer operable. Renovate Existing Stage at Community This project would provide ADA accessibility and improve storage and safety at the 70,000 Center Community Center Multi- Purpose Room Stage. There are no ongoing costs for this project. 14 Rotary may provide $10k grant. Community Development Lobby Remodel A lobby redesign to allow customers to remain at a single location while appropriate staff 100,000 members respond to the customer's location during the planning and building customer 15 process, resulting in improved efficiencies and customer service. Corporation Yard Gate Replace existing front gate with security gate system and access controls for the gate and 60,000 doors at the Corporation Yard. Improvements would increase the security and accountability of the Corporation Yard. SAL FACILITY UNFUNDED PROJECTS $ 1,390,000 TOTALS $ 4,385,000 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET IMPROVEMENT PROGRAM CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET REPAIR & RESURFACING PROJECTS STREET PROGRAM C' CITY WIDE 4 r- Project Name Residential Street Reconstruction Project Number 9113 -001 Department Public Works Project Manager John Cherbone Description This project will reconstruct streets which have deteriorated past the point where resurfacing would provide sufficient maintenance. Location Streets to be reconstructed include: Harper Avenue, Palmtag Drive, Brookview Drive, McFarland Avenue, Devon Avenue, and possibly other streets depending on construction costs and available funding. Project Over the years, street curbs and gutters are damaged by large tree roots, and the asphalt roadways Background deteriorate from water, weather, and use. This project will repair streets that are severely damaged and cannot be maintained simply by resurfacing. Costs to repair streets vary depending on the type of repair and the dimensions of the specific street. Streets reconstruction requires removing and replacing curb and gutter, constructing a new roadway crown to allow for proper drainage, and repaving. The City plans to repair one major street each year. Operating Staff time for project management and oversight are incorporated into the operating budget. Budget Impacts Reconstructed streets will decrease budget impacts as short term repairs will be eliminated. 2 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR & RESURFACING PROJECTS PROJECT TIMELINE Design Phase N/A DESCRIPTION Begin Design Prepare Agreements September 2014 Prepare Agreement Estimated Construction Start October 2014 Begin Construction Estimated Completion Date I March 2015 1 Project is Complete RESIDENTIAL STREET RECONSTRUCTION 9113 -001 Prior FY Total Year 2013 /14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In - General Fund - 300,000 - - - - 300,000 TOTAL REVENUES - - - 300,000 - - - - 300,000 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Materials & Supplies - - - - - - - Fees & Expenses - - Consultant /Contract Svs - - - - Project Equip & Fixtures - - - Construction Expenses - 300,000 - 300,110O TOTAL EXPENDITURES - - 300,000 - - - - 300.000 Prior FV Total Year 2013/14 Budgeted for Fiscal Year Project Acti vity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues & T/[ - 300,000 300,000 Expenditures & T/O - 300,000 300,000 ENDING BALANCE - - - - - - - - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ROADWAY SAFETY PROJECTS STREET PROGRAM Project Name Roadway Safety & Traffic Calming Project Number 1) 1 2 1 -00 1 Department Public Works Project Manager Mainini C 21hU1e Description In conjunction with the Traffic Safety Commission (TSC), this project provides for the implementation of traffic calming improvements. This includes the installation of roadway devices that enhance pedestrian and roadway safety. Location This is a Citywide project; locations vary depending on prioritized projects for the year. Project The goal of this project is to make roads safer. Projects are primarily focused on reducing driver speed Background and making pedestrians more visible, which has ultimately helped to reduce the number of accidents in the City. The TSC and staff meet on a bi- monthly basis to review and assess traffic concerns throughout the City. Concerned residents may also attend these meetings to provide input and request improvements. Most Commission recommended improvements are small and fall within the scope of the operating budget or the Restriping and Signage project. Occasionally, more costly remediations are warranted and roadway safety and traffic calming funds are used. Most commonly, these funds are used for traffic calming improvements such as speed bumps, radar signs, median chokers, and bulb -outs that slow traffic and increase pedestrian safety. Unfunded traffic projects on the CIP list are reviewed each year by the TSC and prioritized according to safety. Priority is given to projects adjacent to schools. This fiscal year, an enhanced crosswalk with in- pavement warning lights will be installed at Cox Avenue near Quito Market. Operating Engineering, administrative, and maintenance staff time for oversight and implementation of the various Budget Impacts projects is incorporated into the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ROADWAY SAFETY PROJECTS STREET PROGRAM PROJECT TIMELINE Project Development Ongoing Ongoing Prepare plans andspecifications Invite contractors to bid on the project Begin Bid Process Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ROADWAY SAFETY & TRAFFIC CALMING 9121 -001 Prior Fl Total Year 2013/1; Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated Tu Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers in - General Fund 391,355 50.000 441 . ±5 5n.uun 50,000 50,000 50,000 50,000 691,355 TOTAL REVENUES 391,355 50,01N1 411,355 511,000 50,000 50,000 50,000 50,000 691,355 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Near Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Materials & Supplies 47,852 47,852 - - - - - 47,852 Fees & Expenses 310 310 - - - 310 Consultant /Contract Svs 72,624 72,624 - 72,624 Project Equip & Fixtures - - - - - - - - Construction Expenses 237,910 - 237,910 1 132,659 50,000 50,000 50,000 50,000 1 570,568 TOTAL EXPENDITURES 358,696 - 358,696 132,659 50,000 50,000 50,000 50,000 1 691,355 Prior Fl Total Year 2013/14 Budgeted for Fiscal Year Project Acti vity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Acti vity CIP STREET FUND BEGINNING BALANCE 32,659 82,659 - - - - - Revenues & T/I 391,355 50,000 441,355 50,000 50,000 50,000 50,000 50,000 691,355 Expenditures & T/O 358,696 - 358,696 132,659 50,000 50,000 50,000 50,000 691,355 ENDING BALANCE 32,659 82,659 82,659 - - - - - - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM am ROADWAY SAFETY PROJECTS �a =ay�� F� Project Name Big Basin Way Turnaround Project Number 9122 -008 Department Public Works Project Manager John Cherbone Description This is the conceptual phase of the project to investigate the feasibility of cost and layout of the turnaround improvements. City must work with Caltrans and the Traffic Safety Commission to develop this conceptual plan. Location The turnaround would be located on Big Basin Way, near the corner of 6' Street. Project The City would like to improve the traffic flow in this section of the Village, which is the last segment Background of Big Basin Way before leaving downtown. Operating Staff time associated with oversight of this project is incorporated into the operating budget. Budget Impacts CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ROADWAY SAFETY PROJECTS PROJECT TIMELINE STREET PROGRAM BIG BASIN WAX TURNAROUND 9122 -008 Prior FY .I otal Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Funding CIP STREET' FUND Transfers In - General Fund - 300,000 - - - - 3011,IMIU TOTAL REVENUES - - 300,000 - - 300,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Expended CIP STREET FUND Materials & Supplies - - - - - - Fees & Expenses - - Consultant /Contract Svs - Project Equip & Fixtures - - - Construction Expenses - 300,000 300,000 TOTAL EXPENDITURES - 300,000 - - - - 300,000 Prior FY Total Year 2013114 Budgeted for Fiscal Year Project Activity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018 /19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - Revenues & TJI 300,000 31111,01IIt Expenditures & T/O 300,000 - 300,000 ENDING BALANCE - - - - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS Project Name Annual Sidewalk Repairs Department Public Works STREET PROGRAM CITYWIDE 'r G � Project Number Project Manager Description This project funds repair of the City's sidewalks. Location This project is conducted on an ongoing basis throughout the City. 9141 -001 Rick Torres Project Each year, staff conducts assessments of the City's sidewalks to identify areas of sidewalk in need of Background repair. City staff pays particular attention to severely damaged areas or those that present a tripping hazard. Work is conducted continuously through the year. Most work is performed by contractors; however, staff will address smaller projects or those that require immediate attention. Approximately 35,000 square feet of sidewalk is repaired each year. There are approximately 17 linear miles of sidewalk in Saratoga. Operating Annual sidewalk repairs ensure that the City's sidewalks are maintained in good condition, minimizing Budget Impacts the need for larger and more costly improvement projects in the future. Additionally, repairs to City sidewalks minimize tripping hazards and reduce liability risk. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE STREET PROGRAM Project Development Ongoing 1 Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Awarded Ongoing Vendor selected Estimated Construction Start Ongoing Annual construction project begins Estimated Completion Date Ongoing Annual repairs completed ANNUAL SIDEWALK REPAIRS 9141 -001 Prior FY total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated To Date 2014/15 3015/16 2016/17 2017/18 2018/19 Funding; CIP STREET FUND Transfers In - GF 381,105 50,000 431,105 50,000 50,000 50,000 50,000 50,000 681,105 Transfers In - Other CIP 1,581 - 1,581 - - - - - 1,581 TOTALREVENUES 382,686 50,000 432,686 50,000 511,11110 50,0110 50,11110 '511,1100 682486 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Fees & Expenses 312 312 - - - - - 312 Consultant /Contract Svs 675 675 - - - - - 675 Construction Expenses 350,364 350,364 131,335 50,000 50,000 50,000 50,000 681,699 Transfers Out - - - - - - - TOTAL EXPENDfTURES 351,351 - 351,351 1 131,335 50,0011 511,11011 50,0110 50,000 1 682,686 FY Total 2013/14 Budgeted for Fiscal Year Project Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING FUND BAL 31,335 81,335 - - - - - Revenues & T/I 382,686 50,000 432,686 50,000 50,000 50,000 50,000 50,000 682,686 Expenditures & T/O 351,351 - 351,351 131,335 50,000 50,000 50,000 50,000 682,686 ENDING BALANCE 31,335 81,335 81,335 - - - - - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS ,a.-. STREET PROGRAM MIA r WAI Project Name Annual Storm Drain Upgrades Project Number 9141 -002 Department Public Works Project Manager Rick Torres Description This project funds repairs and upgrades to the City's storm drains. Location This project encompasses storm drains located through the City. Project Storm drains are inspected by the City of Saratoga Public Works Department and West Valley Sanitation Background District to identify storm drains that have failed. Sections of storm drain that have failed, which often results in flooding, are either replaced or repaired to prevent future failure. Frequently, corrugated metal pipe corrodes and is replaced with plastic or plastic lined pipes that are protected from rust and therefore have a longer lifespan. There are 2600 storm drains located in the City and the Saratoga storm drain system is approximately 45 miles long. Maintenance work on these storm drains is conducted by contractors. Operating Annual upgrades and repairs to the City's storm drains helps to keep them functioning properly, thereby Budget Impacts reducing expenses associated with failed storm drains. Failed storm drains often result in floods that can cause significant damage, including sink holes in roadways and damage to private property. Maintaining storm drains in good operating condition protects the City from these repair and liability costs. Staff time for project oversight is included in the operating budget. 10 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE Project Development Ongoing 1 Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Awarded Ongoing Vendor selected Estimated Construction Start Ongoing Annual construction project begins Estimated Completion Date Ongoing Annual repairs completed ANNUAL STORM DRAIN UPGRADES 9141 -002 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Project Reimbursement 1,413 1,413 - - - - - 1,413 Transfers In - Other CIP 10,786 - 10,786 - - - - 10,786 Transfers In - General Fund 261,313 50,000 311,313 50,000 50,000 50,000 50,000 50.000 561,313 TOTAL REVENUES 273,512 50,000 323,512 50,000 50,000 50,000 50,000 50,000 573,512 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPEND] TURFS Expended Estimated To Date 2014/15 2011/12 2012/13 2013/14 2014/15 Expended CIP STREET FUND Materials & Supplies 2,449 2,449 - - - - - 2,449 Fees & Expenses 1,977 - 1,977 - - - - - 1,977 Construction Expenses 269,085 269,085 100,000 50,000 50,000 50,000 50,000 569,085 Transfers Out - - - - - - - - TOTAL EXPENDITURES 273,512 - 273,512 100,000 50,000 50,000 5(1,000 50,000 573,512 Prior FV Total Year 2013/14 Budgeted for Fiscal Year Project Activity Estimated Total 2014/15 2011/12 2012/13 2013/14 2014/15 Acti vity CIP STREET FUND BEGINNING FUND BAL - 50,000 - - - - - Revenues & T/I 273,512 50,000 323,512 50,000 50,000 50,000 50,000 50,000 573,512 Expenditures & T/O 273,512 - 273,512 100,000 50,000 50,000 50,000 50,000 573,512 ENDING FUND BALANCE - 511,000 50,000 - - - - - - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM man SIDEWALKS, CURBS & STORM DRAINS Project Name Department Saratoga Avenue Sidewalk Project Number 9142 -005 Public Works Project Manager Macedonio Nunez Description a Location This project is located on Saratoga Avenue between Heritage Oak and Orchard Road. W z° Since 1992, the City has been adding new sections of sidewalk along Saratoga Avenue, using Transit Background T C Heritage Oak - �y J C h Je Shadoy.Oaks o 4e� w Orchard Road dQ ' d/ yc �a Project Name Department Saratoga Avenue Sidewalk Project Number 9142 -005 Public Works Project Manager Macedonio Nunez Description This project will install new sections of sidewalk on Saratoga Avenue. Location This project is located on Saratoga Avenue between Heritage Oak and Orchard Road. Project Since 1992, the City has been adding new sections of sidewalk along Saratoga Avenue, using Transit Background Development Act (TDA) funds to create a continuous sidewalk between the Village and Quito Road. When TDA funding is received, the City identifies gaps in the sidewalk on Saratoga Avenue and uses TDA monies to fill these gaps. Sidewalks offer a number of benefits. They provide a safe walking path for pedestrians away from the roadway and make it easier for residents in wheelchairs or other wheeled devices to travel in the City. Furthermore, extension of the City's sidewalk system increases the City's walk - ability and adds to the recreational opportunities available to residents. Work for this project is conducted by a contractor and managed by City staff. Operating Extension of the Saratoga Avenue sidewalk will increase the City's maintenance costs. However, the Budget Impacts sidewalk expansion will also increase pedestrian safety on Saratoga Avenue by establishing a safe route for walking along this arterial road in Saratoga. Staff time for project management costs are included in the operating budget. 12 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN - SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE STREET PROGRAM SARATOGA AVENUE SIDEWALK 9142 -005 I� Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated to Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUND State MTC JDA) 105,908 73,786 179.694 34,150 - - - - 213,844 TOTALREVENUES 105,908 73,786 179,694 34,150 - - - 213,844 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal bear Project EXPENDITURES Expended Estimated fo Date 2014/15 2015/16 2016/17 2017 /18 2018/19 Expended GRANT FUND Consultant /Contract Svs 6,745 - 6,745 - - - - - 6,745 Construction Expenses 98,436 73,786 172,222 34,150 - 206,372 Reimbursable Expenses 727 - 727 - - 727 TOTAL EXPENDITURES 105,908 739786 1799694 34,150 - 213,844 Prior FV Total Year 2013/14 Budgeted for Fiscal fear Project Activity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUND BEGINNING BALANCE - - - - - - - Revenues & T/I 105,908 73,786 179.694 34,150 213,811 Expenditures & T/O 105,908 73.786 179.694 34,150 213.811 ENDING BALANCE - - - I� CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS As OS saw ��m CarOS R �Sunnyside Drive °aa - Storm Drain �a Improvements Jy c�0� 9G L e Project Name El Camino Grande Storm Drain Pump Project Number 9142 -015 Department Public Works Project Manager John Cherbone Description This project will improve the existing storm drain system at the corner of Saratoga Hills Road and Pontiac Drive. This area receives a large amount of storm water from Saratoga Hills Road. The existing system is not adequate during intense storm events. Location Saratoga Hills Road at Pontiac Avenue Project This is the second part of Monte Vista Drive/El Camino Grande area storm drain improvements. Background Operating Engineering and administrative staff time for project management is incorporated into the operating Budget Impacts budget. 14 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE STREET PROGRAM Design Phase August 2014 DESCRIPTION Begin Design Prepare Agreements October 2014 Prepare Agreements Estimated Construction Start November 2014 Begin Construction Estimated Completion Date December 2014 Project Complete EL CAMINO GRANDE STORM DRAIN PUMP 9142 -015 15 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Iear Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In - General Fund - 150,000 - - - - 150,000 TOTAL REVENUES 150,000 - - - 150,000 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Materials & Supplies - - - - - - Fees & Expenses - - - - Consultant /Contract Svs - - - - Project Equip & Fixtures - - - Construction Expenses - 150,000 150,000 TOTAL EXPENDITURES - 150,000 - - 150,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Vear Project Activity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - Revenues & T/[ 150,000 1 S0,0oll Expenditures & T/O 150,000 150,000 ENDING BALANCE - - - 15 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS Project Name Saratoga Hills Storm Drain Improvements Project Number 9142 -016 Department Public Works Project Manager Iveta Harvancik Description Improve existing storm drain system at the corner of Saratoga Hills Road and Pontiac Drive. This area receives a large amount of storm water from Saratoga Hills Road and existing system is not adequate during intense storm events. Location Saratoga Hills Road at Pontiac Avenue Project Existing drain inlet is not adequate to accommodate high amount of storm water and needs to be Background modified. Operating Maintenance will be included in the WVSD contract. Operating cost is estimated at $1,000 a year. Budget Impacts 16 Safa�o�d Tr t _Avenue a avenue Storm Drain o�`\a� Q Improvements Lame ILReid Project Name Saratoga Hills Storm Drain Improvements Project Number 9142 -016 Department Public Works Project Manager Iveta Harvancik Description Improve existing storm drain system at the corner of Saratoga Hills Road and Pontiac Drive. This area receives a large amount of storm water from Saratoga Hills Road and existing system is not adequate during intense storm events. Location Saratoga Hills Road at Pontiac Avenue Project Existing drain inlet is not adequate to accommodate high amount of storm water and needs to be Background modified. Operating Maintenance will be included in the WVSD contract. Operating cost is estimated at $1,000 a year. Budget Impacts 16 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS STREET PROGRAM PROJECT TIMELINE PROJECT COMPONENT Design Phase TmELINE July 2014 DESCRIPTION Begin Design Phase Prepare Agreements August 2014 Prepare Agreements Estimated Construction Start October 2014 Start Construction Estimated Completion Date I November 2014 1 Project Complete SARATOGA HILLS STORM DRAIN IMPROVEMENTS 9142 -016 17 Prior FY Total 1 ear 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CUP STREET' FUND Transfers In - General Fund 50,000 - - - - 50,000 TOTAL REVENUES - - 501000 - - - 50,000 Prior FV Total Year 2013/14 Expended Budgeted for Fiscal Vear Project EXPENDITURES Expended Estimated To Date 21114/1-5 2015/16 2016/17 2017/18 2018/19 IFslxnded CIP STREET FUND Materials & Supplies - - - - Fees & Expenses Consultant /Contract Svs Project Equip & Fbdures - - Construction Expenses - 50,000 50,000 TOTAL EXPENDITURES - - 50,000 - - 50.1N111 Pri or FV Total Year 2013/14 Budgeted for Fiscal Year Project Activity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - Revenues & T/I 50,000 811,110E Expenditures & T/O 50,000 511,000 ENDING BALANCE - - - - 17 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS STREET PROGRAM f � CITY f� Project Name Long -Term Trash Plan Storm Drain Project Number 9142 -017 Capture Devices Department Public Works Project Manager Mainini Cabute Description This project will implement the City's Long Term Trash Plan (LTTP) with the installation of 15 storm drain full capture devices at existing storm drain catch basins in areas with high trash density. Location Identified storm drain locations for the Trash Capture devices include catch basins along Prospect Road, catch basins along sections of Saratoga - Sunnyvale Road near Saratoga High School, and between Sea Gull and Prospect Road, and catch basins near Congress Springs Park and within Saratoga Village. Project The Municipal Regional Stormwater National Pollutant Discharge Elimination System ( NPDES) Permit Background for Phase I communities in the San Francisco Bay (Order R2- 2009 - 0074), also known as the Municipal Regional Permit (MRP), became effective on December 1, 2009. The MRP applies to 76 large, medium, and small municipalities (cities, towns, and counties) and flood control agencies in the San Francisco Bay Region, collectively referred to as "Permittees ". Provision C.1 O.c of the MRP requires Permittees to submit a Long -Term Trash Load Reduction Plan (Long -Term Plan) by February 1, 2014. Long -Term Plans must describe control measures that are currently being implemented, including the level of implementation, and additional control measures that will be implemented and/or increased level of implementation designed to attain a 70% trash load reduction by July 1, 2017, and 100% (i.e., "No Visual Impact ") by July 1, 2022. The City developed the LTTP using a regionally consistent outline and guidance developed by the Bay Area Stormwater Management Agencies Association (BASMAA) and was reviewed and approved by San Francisco Bay Regional Water Quality Control Board staff. The City of Saratoga submitted a Long -Term Trash Plan in compliance with MRP provision C.10.c. Consistent with provision C.10 requirements. The goal of the Long -Term Trash Plan is to solve trash problems in receiving waters by reducing the impacts associated with trash in discharges from the City of Saratoga's municipal separate storm sewer system (MS4) that are regulated by NPDES Permit requirements. The City believes that purchasing and installing 15 storm drain full capture devices will effectively reduce the instances of trash entering the storm drains and flowing into the Bay. Operating Staff time for oversight of this project is incorporated within the Operating Budget. Budget Impacts 18 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE STREET PROGRAM LONG -TERM TRASH PLAN STORM DRAIN CAPTURE DEVICES 9142 -017 19 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Near Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding; CIP STREET FUND Transfers In - General Fund 30,000 - - - - 30,000 TOTAL REVENUES - 30,000 - - - 30,0011 Prior FY Total Year 2013/14 FApended Budgeted for Fiscal bear Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017 /I8 2018/19 Exlx nded CIP STREET FUND Materials & Supplies - - - - - Fees & Expenses Consultant /Contract Svs Project Equip & Fixtures - - Construction Expenses 30,000 30,000 TOTAL EXPENDITURES 30,000 30,000 Pri or FV Total Year 2013/14 Budgeted for Fiscal )'ear Project Acti vity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues & T/I 30,000 30,000 Expenditures & T/O 30,000 30,000 ENDING BALANCE - - - 19 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN BRIDGE & RETAINING WALL PROJECTS Sobey Road W O at O D $a aP o` Vessinq Road STREET PROGRAM Project Name Department Quito Road Bridges Project Number 9152 -002 Public Works Project Manager Macedonio Nunez Description This project funds removal and replacement of two bridges on Quito Road. Location This project is located on Quito Road along the border of Saratoga and Los Gatos. Project The California Department of Transportation (Caltrans) conducted a structural assessment of the two Background bridges on Quito Road and rated them in need of replacement. Additionally, the bridges are not wide enough to meet current Caltrans standards for roadway size. This project will rebuild the bridge and bring the width of the Quito Road bridges in compliance with State roadway standards, which will ultimately increase safety for people using Quito Road. Both bridges pass over San Tomas Creek, which flows through Saratoga, Campbell, Los Gatos, Monte Sereno, San Jose, and Santa Clara. As these two bridges fall along the city limit lines of Saratoga and Los Gatos and along the San Tomas Creek, Los Gatos, Saratoga, and the Santa Clara Valley Water District all share in the boundaries and responsibilities. As Saratoga holds the primary share of allocated responsibility, the City agreed to manage this bridge replacement project. Funding to remove and replace the existing bridges comes primarily from a Federal Highway Bridge Replacement and Rehabilitation (HBRR) Program Grant, with allocated grant match contributions from the Water District, Los Gatos, and Saratoga. There are a total of 20 bridges in Saratoga. Four of these bridges pass over San Tomas Creek. Operating Engineering and administrative staff time for project management and oversight is incorporated into the Budget Impacts operating budget. 20 MEMO CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE & RETAINING WALL PROJECTS PROJECT TIMELINE Begin Design Phase January 1996 DESCRIPTION Prepare plans andspecifications Contract Award March 2016 Council awards contract Estimated Construction Start Aril 2016 Construction project begins Estimated Completion Date Aril 2017 Project is completed QUITO ROAD BRIDGES 9152 -002 Prior FY Total Sear 2013/14 Funded Budgeted for Fiscal fear Project REVENUES Funded Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Funding CB' STREET FUND Project Reimbursements 59,130 59,130 - - - - - 59,130 Transfers In - General Fund 155,659 155,659 155,659 TOTAL 214,789 214,789 - 214,789 GRANT FUND 1 Federal - HBRR 442,519 442,519 229,081 671,600 TOTAL 442,519 442,519 229,081 671,600 GAS TAX FUND Gas Tax Revenues - - 129,000 129,000 TOTAL - - 129,000 - - 129,000 TOTAL REVENUES 657,308 657,308 358,081 - 1,015,389 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Expended CIP STREET FUND Reimbursable Expenses 124,196 124,196 90,593 - - - 214,789 TOTAL 124,196 - 124,196 90,593 - 214,789 GRANT FUND Reimbursable Expenses 462,605 - 462,605 208,995 671,600 TOTAL 462,605 - 462,605 208,995 671,600 GAS TAX FUND Construction Expenses - - 129,000 129,000 TOTAL - - 129,000 129,000 TOTAL EXPENDITURES 586,81111 - 586,800 428,589 - - 1,015,389 Pri or F) Total Near 2013/14 Budgeted for Fiscal Year Project Actisity Estimated Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity IP STREET FUND Beginning Balance 90,593 90,593 - - - - - Revenues & T/I 214,789 - 214,789 - 214,789 Expenditures & T/O 124,196 - 124,196 90,593 214,789 90,593 ",593 90,593 - - -EndingBalance GRANT FUND Beginning Balance (20,085) (20,085) - - Revenues & T/I 442,519 442,519 229,081 - 671,600 Expenditures & T/O 462,605 462,605 208,995 671,600 Ending Balance (20,085) (20,085) (20,085) - - GAS TAX FUND Beginning Balance - - Revenues & T/I 129,000 Expenditures & T/O 129,000 Ending Balance - - - ENDING BALANCE 711,508 70,508 70,5118 - CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN 22 STREET PROGRAM CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARv & TRAILS PROGRAM 23 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CITYWIDE PROJECTS PARK & TRAILS PROGRAM Project Name Annual Park & Trail Repairs Project Number 9211 -001 Department Public Works Project Manager Shawn Gardner Description This project provides funding for minor projects and repairs to City parks, trails, and open spaces. Location Projects and repairs vary throughout the year and may be located at any of the 14 City parks containing 67 acres of developed parkland, within the 13 miles of walking and hiking trails, or in the nearly 50 acres of undeveloped open space in the City. Project To address unplanned minor projects and repairs in a timely manner, the City provides capital funding Background for infrastructure maintenance. The work is limited to projects that do not exceed $5,000 and are of an urgent nature, preventing further damage and/or addressing safety matters. Past repairs have included installation of handrails along trails, placement of fiber in playground fall areas, fence repairs, park bench replacement or repairs, improvements to retaining walls, repair or installation of park and trail signs, and other unanticipated projects. Because this funding is reserved for unexpected issues that are above and beyond regular maintenance of parks and trails, upcoming projects are not known at this time. Most projects and repair work are contracted out, with park staff providing project oversight. Funding for this project comes from General Fund transfers and the City receives $5,000 per year from beverage container recycling rebates to install park furniture made from recycled plastic. Operating This project helps to reduce operating budget expenses by addressing necessary repairs and maintenance Budget Impacts promptly. These repairs help to ensure the City's parks, trails, and open spaces are well - maintained, liability issues are reduced, and maintenance issues are mitigated. Ultimately, this prevents small problems from growing into larger and more costly repairs. 24 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CITYWIDE PROJECTS PARK & TRAILS PROGRAM PROJECT TIMELINE PROJECT .O Project Development Ongoing Prepare project plans and request bids for work contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date I Ongoing I Project is completed ANNUAL PARK & TRAIL REPAIRS 9211 -001 25 Prior FY Total Fear 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 211184)9 Funding C IP PARK FUND AB 8939 Beverage Container 22,059 22,059 - - - - - 22,059 Transfers In - General Fund 230,000 230,000 25,000 255,000 Transfers In - Other CIP 16,238 (-1,, I 16.007 - 16,007 TOTAL REVENUES 268,297 (231) 268,066 25,000 293,066 FY Total 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Actuals I o Date 2014/15 2015/16 2016/17 2017/18 2018/119 Expended CD' PARK FUND Site Acquisition & Prep 2,094 2,094 - - - - 2,094 Materials & Supplies 10,260 10,260 - 10,260 Fees & Expenses 50 - 50 - 50 Construction Expenses 231,084 4,960 236,044 26,379 262,423 Transfers Out 18,238 - 18,238 - - 18,238 TOTAL EXPENDITURES 261,726 4,%0 266,686 26,379 - 293,065 Prior Fl Total Year 2013/14 Budgeted for Fiscal Year Project Activity Act uaIS Total 2014/15 2015/16 2016/17 2017/18 2018/09 Activity BEGINNING BALANCE - 6,570 1,379 - - - - - Revenues & Transfers In 268,297 (231) 268,066 25,000 293,066 Expenditures & Transfers Out 261,726 4,960 266,686 26,379 293,065 ENDING BALANCE 6,571 1 ,379 1,380 - - - - 1 25 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK & TRAILS PROGRAM CITYWIDE PROJECTS Project Name Turf Reduction Renovation Program m� G o r\\COP cs�' oN U Gi0 �C d y Beauchamps Park Norada Court Project Number 9211-006 Department Public Works Project Manager Kevin Meek Description Turf reduction at Beauchamps Park to save water and maintenance costs. Savings include water and maintenance. Staff anticipates water savings will be approximately $5,500, and closer to $8,000 per year in total cost savings with a 5 -6 year pay -off. Location Beauchamps Park is located at Beauchamps Lane in Saratoga. Project The City continues to pursue water conservation methods and will convert turf at Beauchamps into native Background and drought tolerant landscape. Operating This project will result in reducing water usage at Beauchamps and other turf maintenance. Budget Impacts 26 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CITYWIDE PROJECTS PRO,IFCT TIMELINE PARK & TRAILS PROGRAM TURF REDUCTION RENOVATION PROGRAM 9211 -006 27 Prior F) Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded kchials Tb Date 2014/15 2015/16 2016/17 2017/18 2018/09 Funding ClP PARK FUND Transfers In - General Fund 25.000 - - - - 25,000 TOTAL REVENUES 25,01111 - - 25,000 Prior FY Total Year 2013/14 Ex pcnde(I Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals I o Date 2014/15 2015/16 2016/17 2017/18 2018 /09 Expended CIP PARK FUND Construction Lenses 25,000 25,1100 TOTAL EXPE11D R RES 25,000 - - - - 25.11011 Prior Il Total ) car 2013/14 Budgeted for Fiscal bear Project Actixit) Actual' Total 2014/15 2015/16 2016/17 2017/18 2018/09 Activity C IP PARK FUN D BEGINNING BALANCE - - - - - - Revenues & TIi 25,000 25,000 Expenditures & T/O 25,000 - - 25,000 ENDING BALANCE - - - - - - 27 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK & TRAILS PROGRAM PARK PROJECTS 1 r' 1 Congress.'. Springs Road County a Quarry Property Project Name Quarry Park Master Plan Implementation — Project Number 9226 -001 Phase 1 Department Public Works Project Manager Iveta Harvanick Description Project funding will allow for minimum improvements to the Quarry, to include developing the gravel parking lots, especially in the upper section, clearing trail paths to connect with mid -level picnic areas, and restricting access to the loading structure. Location The Saratoga Quarry is located west of Hakone Gardens off of Highway 9. Project In 2011, the City of Saratoga purchased the 64 acre Quarry Property located on Highway 9 near the Background Historic Saratoga Village and Hakone Gardens. The City of Saratoga has been working with the community and other interested parties via the Parks and Recreation Commission Community Workshops to develop the Quarry Park Master Plan, which will guide the development of the new Saratoga Quarry Park. The City's goal has been to work closely with community members to develop a park that will promote public access and recreation, encourage resource protection, and develop important local and regional trail connections. Operating Staff time for project management and oversight is incorporated into the operating budget. Budget Impacts 28 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK PROJECTS PROJECT TIMELINE PARK & TRAILS PROGRAM QUARRY PARK MASTER PLAN IMPLEMENTATION — PHASE 1 9226 -001 29 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Near Project REVENUES Funded Actuals To Date 2014/15 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park In Lieu Fees - 280,631 280,631 Transfers In - General Fund - 293,445 293,445 TOTAL REVENUES - - 574,076 - - 574,076 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses - 574,076 574,076 1 ransfers Out - - - 10 lAl, EXPENDITURES - - 574,076 - 574,076 Prior FY' Total Year 2013/14 Budgeted for Fiscal fear Project Activity Actuals Total 2014/15 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - - - Revenues & T/I 574,076 574,076 Expenditures & T/O 574,076 57:1,076 ENDING BALANCE - - - 29 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK & TRAILS PROGRAM PARK PROJECTS see - Congress Hakone Springs Road •� Gardens County Quarry Property �h men Project Name Quarry Park Right -of -Way Acquisitions Project Number 9226 -002 Department Public Works Project Manager John Cherbone Description Acquire additional properties for trail easements to complete the Saratoga to the Sea Plan. Location The Saratoga Quarry is located west of Hakone Gardens off of Highway 9. Project The City would like to expand the Quarry Park and create additional trails, especially the Saratoga -to- Background the Sea Trail. In order to do so, it must purchase some additional parcels and easements adjacent to the Quarry Park. Operating Staff time for project management and oversight is incorporated into the operating budget. Budget Impacts 30 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK PROJECTS PARK & TRAILS PROGRAM PROJECT TIMELINE DESCRIPTION Begin Design Phase To be determined. Begin Bid Process To be determined. Contract Award To be determined. Estimated Construction Start To be determined. Year Estimated Completion Date To be determined. OUARRY PARK RIGHT -OF -WAY ACQUISITIONS 9226 -001 31 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2012/13 2013/14 2014/15 2015/16 Funding CB' PARK FUND Park In Lieu Fees - - Transfers In - General Fund 100.000 11111,11011 TOTAL REVENUES - 100,000 - - 1110,0110 Prior FY Total Year 2013/14 Lxlwnded Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals I Date 2014/15 2012/13 2013/14 2014/15 2015 /16 Expended CIP PARK FUND Construction Expenses 100,000 11111,11110 Transfers Out - - TOTAL EXPENDITURES 100,000 - 11111,0110 Prior F1' Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - - - Revenues & T/I 100,000 100,000 Expenditures & T/O 100,000 100,000 ENDING BALANCE - - - - 31 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN TRAIL PROJECTS PARK & TRAILS PROGRAM Project Name Guava Ct/Fredericksburg Entrance Project Number 9274 -002 Department Public Works Project Manager Description Remove Guava Court barrier and allow access from Guava Court to Fredericksburg Drive (Access) near Joe's Trail. Location Guava Court near Fredericksburg Access at Joe's Trail. Project In 2007, the pedestrian crossings at Fredericksburg Drive and Guava Court were declared unsafe by the Background California Public Utilities Commission (CPUC) and were consequently closed. Since that time, the City of Saratoga has developed Joe's Trail at Saratoga De Anza. In September 2012, residents living near the Fredericksburg and Guava Access points expressed interest in having the access reopened. The City reopened Fredericksburg because it had resolved most of the safety issues cited by CPUC. In order for Guava to be reopened, the City would need to purchase an easement from the Railroad. Residents believe that reopening the Guava Access would allow children and adults living in the area to travel more safely on foot and by bike and also allow for more community engagement with families in the area. The project will re- connect Fredericksburg Drive neighborhood with Blue Hills Elementary School. Extensive discussion would have to take place between the City and the California Public Utilities Commission (CPUC) for this process to take place. If the easement purchase is allowed, and the CPUC gives permission to start the process of reopening, the City must also make improvements to the ramp at the opening so that it becomes ADA compliant. Staff recently secured a Transportation Fund for Clean Air (TFCA) grant totaling $300,000. The City is providing a match amount of $45,880 Operating Staff time associated with project management and maintenance for this project are incorporated in the Budget Impacts operating budget. City staff estimates the added trail entrance would require $3,000 per year for maintenance. 32 51 cc Guava Court w Connectwn �� s M a. ria Project Name Guava Ct/Fredericksburg Entrance Project Number 9274 -002 Department Public Works Project Manager Description Remove Guava Court barrier and allow access from Guava Court to Fredericksburg Drive (Access) near Joe's Trail. Location Guava Court near Fredericksburg Access at Joe's Trail. Project In 2007, the pedestrian crossings at Fredericksburg Drive and Guava Court were declared unsafe by the Background California Public Utilities Commission (CPUC) and were consequently closed. Since that time, the City of Saratoga has developed Joe's Trail at Saratoga De Anza. In September 2012, residents living near the Fredericksburg and Guava Access points expressed interest in having the access reopened. The City reopened Fredericksburg because it had resolved most of the safety issues cited by CPUC. In order for Guava to be reopened, the City would need to purchase an easement from the Railroad. Residents believe that reopening the Guava Access would allow children and adults living in the area to travel more safely on foot and by bike and also allow for more community engagement with families in the area. The project will re- connect Fredericksburg Drive neighborhood with Blue Hills Elementary School. Extensive discussion would have to take place between the City and the California Public Utilities Commission (CPUC) for this process to take place. If the easement purchase is allowed, and the CPUC gives permission to start the process of reopening, the City must also make improvements to the ramp at the opening so that it becomes ADA compliant. Staff recently secured a Transportation Fund for Clean Air (TFCA) grant totaling $300,000. The City is providing a match amount of $45,880 Operating Staff time associated with project management and maintenance for this project are incorporated in the Budget Impacts operating budget. City staff estimates the added trail entrance would require $3,000 per year for maintenance. 32 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN TRAIL PROJECTS PROJECT TIMELINE PARK & TRAILS PROGRAM Apply for Grant Funding Complete Grant Awarded March 2014. Begin Design Phase August 2014 Prepare plans and specifications Begin Bid Process December 2014 Council approves plans and authorizes bidding the project Contract Award January 2015 Council awards contract Estimated Construction Start March 2015 Construction project begins Estimated Completion Date June 2015 Project is completed GUAVA COURT/FREDERICKSBURG ENTRANCE 9274 -002 REVENUES Prior Year Funded F1' 2013/14 Actuals Funding To Date 2014/15 Budgeted for Fiscal Year 2012/13 2013/14 2014/15 2015/16 Total Project Funding CIP PARK FUND Transfers In - General Fund 45,880 45,880 - - - - - 45,880 TOTAL CIP FUND - 45,880 45,880 - 45,880 GRANT FUND TFCA Gant - - 300,000 - - 300,000 TOTAL GRANT FUND - - - 300,000 - - - 310.001) TOTAL REVENUES 45,880 45,880 300,000 - - - 345,880 EXPENDITURES Pri or Year Expended Fs' 2013 /14 Actuals Expended To Date 2014/15 Budgeted for Fiscal Year 2012/13 2013/14 2014/15 2015/16 Total Project Expended CIP PARK FUND Construction Expenses Transfers Out - - 45,880 - - - - - 45,880 - TOTAL STREET FUND - 45,880 45,880 GRANT FUND Construction Expenses - - 300,000 300,000 TOTAL GRANT FUND - - - 300,000 300,000 TOTALEXPENDITURFS - 345,880 345,880 Prior Year Acti vity FY 2013/14 Actuals Total 2014/15 Budgeted for Fiscal Year 2012/13 2013/14 2014/15 2015/16 Total Project Activity CIP PARK FUND BEGINNING FUND BAL Revenues & T/I Expenditures & T/O - - - - 45,880 - 45,880 - 45.880 - 45,880 - - - - 45,880 45,880 45,880 ENDING FUND BALANCE - 45,880 45,880 - 45,880 GRANT FUND BEGINNING BALANCE Revenues & Transfers In Expenditures & Transfers Out - - - 300,000 300,000 - - 300,000 300,000 ENDING BALANCE - - - - - - - 33 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN TRAIL PROJECTS PARK & TRAILS PROGRAM Blaney Plaza Wildwood 'ohs Park so P d/� Y�c�Rf' os 1pOO' d N � K Project Name Village Creek Trail — Construction Project Number 9277 -003 Department Public Works Project Manager Iveta Harvancik Description Construction of a pedestrian trail along Saratoga Creek behind Village businesses. The trail would start at SS Rd and continue to Wildwood Park. A potential grant would fund construction. Design of the trail is currently in process and construction would be funded by a SCVWD grant and City match. Location The trail will be designed to be constructed along the portion of Saratoga Creek running the length of the Village, Saratoga's downtown area. Project The Village Creek Trail will be approximately .45 miles long, passing through the Village parallel to Background Big Basin Way. The trail is part of the City's General Plan and has received widespread support from the community. Trail supporters believe it will enhance and enliven the Village as the proposed trail would help to bring foot traffic to the Village, create recreational opportunities for residents and visitors alike, and restore the riparian habitat and protect native fauna and flora in the Saratoga Creek area. In addition to being part of the City's General Plan, the Village Creek Trail will serve as a critical starting point for the Saratoga -to -Sea Trail that is part of the Santa Clara County Trail Master Plan. The Saratoga - to -Sea Trail is to begin in Saratoga Village, travel up to Hakone Gardens through the Sanborn- Skyline trail system, and over to the Pacific Ocean. While this project is still in its initial phases, the creek trail is expected to include two pedestrian bridges, replacement of non - native invasive plant species with native plants, and the removal of creek blockages that interfere with fish migration in the creek. The Village Creek Trail is primarily funded by the Santa Clara Valley Water District Watershed Stewardship grant program. The City's required match contribution to the project will include staff time and noticing expenses. Designing the trail may also require that the City negotiate a joint use agreement for use of Water District property where the proposed trail would be located. Operating Staff time associated with project management and maintenance for this project are incorporated in the Budget Impacts operating budget. Trail maintenance cost are expected to increase by an additional $ ?,000 per year. 34 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN TRAIL PROJECTS PROJECT TIMELINE PARK & TRAILS PROGRAM VILLAGE CREEK TRAIL — CONSTRUCTION GRANT MATCH 9277 -003 35 mm Prior Fti' Total Icar 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Fundcd Actuals To Date 2014/15 2012/13 2013/14 2014/15 2015/16 Funding, CIP PARK FUND Park in Lieu Fees 50,000 --4 .000 Transfers In - General Fund - - TOTAL - 50,000 511,000 GRANT FUND Local - SCVWD Grant - TOTAL - - TOTALREVENUFS - - 50,000 50,000 Prior FA, dotal A car 2013 114 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2012/13 2013/14 2014/15 2015 /16 Expended CIP PARK FUND Construction Expenses - 50,000 - - - - 50,11011 TOTAL - 50,000 50,000 GRANT FUND Consultant /Contract Svs - - Construction Expenses - TOTAL - TOTALEXPENDUURES - - 50.000 - - 511,0011 Prior Fl Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 21)[4/15 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND Beginning Grant Balance - - - - Revenues & T/I Expenditures & T/O - ENDING BALANCE - - - 35 mm CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARK & TRAILS PROGRAM 36 mm CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY IMPROVEMENTS PROGRAM 37 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CITYWIDE PROJECTS FACILITY IMPROVEMENT PROGRAM c m N 4 City Hall Joan ,San, * u" Community Center r D A � Allendale Avenue Corporation lf�rd Project Name Electronic Door Locking System Project Number 9312 -002 Department Recreation and Facilities Project Manager Thomas Scott Description This project funds installation of a Stanley wireless security system to the exterior doors at both buildings at the Prospect Center and to update the master key system used at the Corp Yard. Location This project will be located at both buildings at the Prospect Center, the Corp Yard, a number of the Park buildings and locations used by the Street Department. Project Currently, over half of the doors at City Hall must be manually locked or unlocked. The City plans to Background increase security of the Prospect Center campus by investing in an electronic locking security system that would eliminate the possibility of doors being left unlocked during non - working hours. Doors would be set to automatically unlock and lock based on requirements of the buildings at the Prospect Center. Subsequently, the threat of loss or damage to City property during off hours would be reduced. The Corp Yard portion of the project will be to update the Master key system used at the Corp Yard, most of the Parks buildings and at field locations around the City used by the Street's department. This Master key system has been due for a complete update of all of the existing keys for the Corp Yard system to improve the security and eliminate the concern over legacy lost keys. Operating This project will help to reduce the possibility of loss of or damage to City property that could result Budget Impacts from doors being left unlocked after hours. Following project completion, the improvements may increase maintenance expenses. Project management has already been incorporated in the City's operating budget. 38 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CITYWIDE PROJECTS FACILITY IMPROVEMENT PROGRAM ROJECT ' f IMELINE Begin Design Phase July 2012 DESCRIPTION Prepare plans and specifications Begin Bid Process June 2013 Council approves plans and authorizes bidding the project Contract Award June 2013 Council awards contract Estimated Construction Start I July 2013 1 Construction project begins Estimated Completion Date I June 2014 1 Project is completed ELECTRONIC DOOR LOCKING SYSTEM 9312 -002 39 Prior FY Total Near 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In - Other CIP 3,123 3,123 - - - - - 3,123 Transfers In - General Fund 100,000 100,000 45,000 145,000 TOTAL REVENUFS 103,123 - 103,123 45,000 - - 148,123 Prior F1' Total Year 2013 /14 Expended Budgeted for Fiscal bear Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILHIES FUND Construction Expenses 03.12', 40,000 103,123 45,000 - - - - 148,123 TOTAL EXPENDITURES 63,123 40,000 103,123 45,000 - - 148,123 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 activity CIP FACILITIES FUND BEGINNING FUND BAL - 40,000 - - - - - - Revenues & T/I 103,123 - 103.123 45,000 148,123 Expenditures & T/O 63,123 40,000 103,123 45,000 148.123 ENDING FUND BALANCE 40,000 1 - - - - - 39 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CIVIC CENTER IMPROVEMENTS Need Switchgear panel photo FACILITY IMPROVEMENT PROGRAM Project Name Master Switch Gear — Electrical Panel Project Number 9321 -014 Department Recreation & Facilities Project Manager Thomas Scott Description This project will replace the main electrical switchgear in the back of the Civic Center Location Civic Theater at Saratoga City Hall Project The original 500 -amp switchgear (master electrical panel) was installed when the Civic Theater was built Background in 1964. In 1969, the City constructed more office space and the main breaker was changed from 500 amps to 1,000 amps in an attempt to accommodate more power usage. Although the breaker was upgraded, the switchgear remained at a 500 -amp capacity. The issue was discovered in 2013 while other work was being completed as part of the City's Emergency Power Back Up Generator project. The City was informed that the switchgear was non - certifiable and unusable due to its age. This development put a halt to the Emergency Power Backup project as the generator project requires the Theater and Civic Center Administration Buildings (including the City Manager's Office, Public Works, and Community Development Department) be connected to one master electrical panel, thereby allowing a generator to supply power to all connections on the main switchgear With funding from this project a new 1,000 -amp switchgear and breaker will be installed, both upgrading the electrical system and allowing the City to move forward with its Emergency Power Back Up Generator project. Operating Staff time required for oversight of this project is incorporated into the operating budget. Budget Impacts 40 ca�o�a � 5a City Half > .101 PRaN LL QNwf Allendale Avenue >Y Yard Corp eon Project Name Master Switch Gear — Electrical Panel Project Number 9321 -014 Department Recreation & Facilities Project Manager Thomas Scott Description This project will replace the main electrical switchgear in the back of the Civic Center Location Civic Theater at Saratoga City Hall Project The original 500 -amp switchgear (master electrical panel) was installed when the Civic Theater was built Background in 1964. In 1969, the City constructed more office space and the main breaker was changed from 500 amps to 1,000 amps in an attempt to accommodate more power usage. Although the breaker was upgraded, the switchgear remained at a 500 -amp capacity. The issue was discovered in 2013 while other work was being completed as part of the City's Emergency Power Back Up Generator project. The City was informed that the switchgear was non - certifiable and unusable due to its age. This development put a halt to the Emergency Power Backup project as the generator project requires the Theater and Civic Center Administration Buildings (including the City Manager's Office, Public Works, and Community Development Department) be connected to one master electrical panel, thereby allowing a generator to supply power to all connections on the main switchgear With funding from this project a new 1,000 -amp switchgear and breaker will be installed, both upgrading the electrical system and allowing the City to move forward with its Emergency Power Back Up Generator project. Operating Staff time required for oversight of this project is incorporated into the operating budget. Budget Impacts 40 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CIVIC CENTER IMPROVEMENTS FACILITY IMPROVEMENT PROGRAM PROJECT TIVIFI.INE 7BeginDesign Phase April 2 013 Prepare plans and specifications cess July 2014 Council approves plan and authorizes bidding the project Contract Award July 2014 Council awards contract Estimated Construction Start I September 2014 1 Construction project begins Estimated Completion Date I October 2014 1 Project completed MASTER SWITCH GEAR — ELECTRICAL BOARD 9321 -014 41 Prior FY Total Year 2013/14 funding Budgeted for Fiscal Year Project REVENUES Funded Actuals I Date 21114/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES GRANT FUND Transfers In - General Fund - 1 40MOO - - - - 140,000 TOTAL REVEN UES - 140,000 - - 140,000 Prior FV Total I car 2013 /14 Expended Budgeted for Fiscal Year Project FX NDITURE9 Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILITIES GRANT FUND Consultant /Contract Svs - 140,000 - - - - 140,000 TOTAL EXPENDITURES - - 140,000 - 140,000 Prior FY Total _ Year 2013/14 Budgeted for Fiscal Year Project Actlyi,t,v Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES GRANT FUND BEGINNING FUND BAL - - Revenues & T/I 140,000 1411,000 Expenditures & T/O - 140,000 140,000 ENDING FUND BALANCE - - - - - 41 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CIVIC CENTER IMPROVEMENTS FACILITY IMPROVEMENT PROGRAM P ca�oAa � 5a City Hall Joan Pisani Community Center Corporation Yard Allendale Avenue Project Name Master Plan Improvements Project Number 9322 -010 Department Recreation & Facilities Project Manager Michael Taylor Description This project will improve, update, and increase efficiencies in the Civic Theater. The project would include renovations to the existing restrooms to increase the number of facilities and comply with current codes. The existing KSAR control booth would be moved to an ADA- accessible location. An extension to the rear of the building would incorporate ADA restrooms and dressing rooms, allowing the removal of the modular building. The enhancements will improve access to, and within, the facility. Location Civic Theater at Saratoga City Hall Project The Civic Theater was built in 1964 at a cost of $168,000. The 7,436 - square -foot building seats 299 Background people and is used on alternating Wednesdays for City Council and Planning Commission meetings. The primary users of the facility are the South Bay Musical Theater Company and West Valley Light Opera, two theater performance groups that rent the facility approximately 160 days per year for rehearsals and weekend performances. The Theater has received numerous upgrades and improvements throughout the years, including a new assisted - listening loop system, new doors, new counter- weight systems on the stage, new sound system, new lighting system, electrical upgrades, renovated seating, and stage flooring. The City contracted with Anderson Brule Architects to complete a Master Plan for the Civic Theater. They prepared three different options for upgrades. Council directed staff to come back with a modified five -year improvement plan. At the December 18, 2013 City Council meeting, the Council chose a few smaller projects to complete using the Annual Facilities Fund. The projects include the new high- definition projector and screen, an orchestra area expansion, and the construction of an awning between the portable dressing room and the main building. Operating Staff time required for oversight of this project is incorporated into the operating budget. Budget Impacts 42 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE FACILITY IMPROVEMENT PROGRAM PROJECTCOMPON ENT Council Approval TiNIELINE January 2015 DESCRIPTION Prepare plans and specifications Bid Process Council approves plans and authorizes bidding Contract Award August 2015 Council awards contract Estimated Project Start Date December 2015 Construction project begins Estimated Completion Date December 2016 Project completed THF.ATF.R MASTER PLAN IMPROWMF.NTS 9322 -010 43 EM Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actual.. I o Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CB' FACILITIES FUND CIP Project Contributions - 115,000 - - - - 115,000 Transfers In - General Fund - 64,900 - 64,900 Transfers In - CDBG - 70,100 - 70,100 TOTAL REVENUES - 250,000 - - - 115,000 Prior FV Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 21114/15 2015/16 2016/17 2017/18 2018 /19 Expended CEP FACILITIES FUND Construction Expenses - - 250 -000 - - - - 250,0011 TOTAL EXPENDITURES - 350,01111 250,000 Prior Total Year 2013/14 Budgeted for Fiscal Year Project Total 20 015/16 2016/17 2017/18 2018/19 Activity CLP FACILITIES FUND BEGINNING FUND BAL - - - Revenues & T/I - 250,000 - 250,000 Expenditures & T/O - - 250,000 250,000 ENDING FUND BALANCE - - - - - 43 EM CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN COMMUNITY CENTER FACILITY IMPROVEMENT PROGRAM i e, m. M .. Cfty Hall w Joan Pisani U' - Community Center � OD Allendale Avenue Corporation Yard Project Name Community Center Cool Roof Replacement Project Number 9331 -002 Department Recreation & Facilities Project Manager Thomas Scott Description Installation of new $90,000 cool roof at Joan Pisani Community Center Location Joan Pisani Community Center Building Project This project will replace the more than 25 -year -old roof at the Joan Pisani Community Center building Background (which includes the Saratoga Senior Center) with a spray -on cool roof system. The cool roof reflects and emits the sun's energy back to the sky instead of allowing it to enter the building below as heat. This is expected to cool the roof by an average of 20 to 30 degrees. The new roof will come with a 10 -year warranty that will cover issues such as leaking. Preventative maintenance will continue to be included as part of regular staff duties. Operating This project will reduce the need for costly air conditioning use, which is projected to result in Budget Impacts approximately 5 to 7% energy savings during summer months. Annual cleaning to maintain the roof's effectiveness will likely increase the operating budget by approximately $2,000 in roofmg contract services per year. 44 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN COMMUNITY CENTER PROJECT TIMELINE FACILITY IMPROVEMENT PROGRAM 7Process al July 2014 Council approves plans and authorizes bidding the project Contract Award Au gust 2014 Council awards contract Estimated Project Start Date September 2014 Construction project begins Estimated Completion Date October 2014 Project completed COMMUNITY CENTER COOL ROOF REPLACEMENT 9331 -002 45 omm Prior FY "Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In - General Fund 90,000 - - - - 90,000 TOTAL REVEN UES - 90,000 - - - 90,000 Prior FV Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 21114/15 2015/16 2016/17 2017/18 2018 /19 Expended CIP FACIIJTIES FUND Consultant /Contract Svs 90,000 - - - 90,000 TOTAL EXPENDITURES - - 90,000 - - 90,000 JW- Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CB' FACILITIES FUND BEGINNING FUND BAL - - - - - - Revenues & T/I - 90,000 90,000 Expenditures & T/O - 90,000 90,000 ENDING FUND BALANCE ' - - 45 omm CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY IMPROVEMENT PROGRAM COMMUNITY CENTER 4 city Hd Joan Pisani Community Center ! r I�u Allendale Avenue corporation Yard Project Name Department Pre- School Play Structure Project Number 9334 -003 Public Works Project Manager Kevin Meek Description Remove aging wooden play structure and replace it with ADA compliant model Location Civic Center Pre- School Project This would be the last of the wooden play structures to be replaced with powder coated steel structures. Background A new powder coated steel structure would last 15 to 20 years with relatively little deterioration compared with the weathering and splintering of wooden materials. It would also provide a safer environment for users and be compliant with modern play - structure safety standards. Operating Staff time required for oversight of this project is incorporated into the operating budget. Budget Impacts 46 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN COMMUNITY CENTER FACILITY IMPROVEMENT PROGRAM PROJECT TIMELINE Prior Fl 1 7Councilval July 1, 2014 Have designer and pre - school representative meet and discuss options bear 2013/14 for ideal design. Contract Award January 1, 2015 Finalize paperwork to give installer ample time to accrue all materials Project REVENUES for construction during 2015 summer break Estimated Project Start Date June 2015 Construction during summer break while school is closed Estimated Completion Date I September 2015 1 Completed before school opens after summer break PRE - SCHOOL PLAY STRUCTURE 9334 -003 47 Prior Fl Total bear 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals fo Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In - From other CIP - 40,000 - - - 40,000 TOTAL REVENUES - 40,000 40,000 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 21114/15 2015/16 2016/17 2017/18 2018 /19 Expended CIP FACILITIES FUND Construction Expenses 40,000 - - - - 40,000 TOTALEXPENDITURFS - - 40,000 - - - 40,000 JWA,tivity FY Total ear 2013/14 Budgeted for Fiscal Year Project Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CB' FACILITIES FUND BEGINNING FUND BAL - - - - - - - Revenues & T/I - - 40,000 40,000 Expenditures & T/O - - 40,000 40,000 ENDING FUND BALANCE - - - - - - - 47 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY IMPROVEMENT PROGRAM 48 Elmo CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT 1 9 0 9 k7o7frhoklml, We A I 49 m mom CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS ��6s� .0 Project Name Document Imaging — Citywide Project r a m a' a� City Hall > an Pisani mmunity Co Center !�I I�u Allendale Avenue Corporation Yard Project Number 9412 -004 Department City Manager's Office Project Managers Debbie Bretschneider, Shaheen Sarwari, Abby Ayende Description This project converts paper documents into an electronic document archiving system. Location This project is implemented at City Hall, with conversion work at offsite vendor offices. Project In 1999, the City implemented a program to convert paper and microfiche documents into digitized Background format and subsequently purchased Laserfiche, an electronic document management system. Creating electronically indexed copies of City documents helps to ensure records are maintained permanently, allows for more efficient and effective document searches, and enables staff to more promptly reply to public records requests. Since 1999, current documents are scanned or saved into Laserfiche. However, with ahnost 50 years of paper documents and microfilm history to be converted to digital format, staff utilizes an outside vendor for scanning. In 2005, the City Council approved funding for Public Works documents that date back to the 1950's, including a large quantity of oversize records, maps, and blueprints. In 2008, the City Council approved additional funding to convert older Community Development records and microfilm records to electronic format. This includes approximately 30 years of building permit records and 40 years of planning application records on microfilm that require conversion. The City Manager's Office received funding on a year -to -year basis or scanned records in- house. As a significant amount of staff time is required to prepare the assortment of documents for scanning, conduct quality assessments of the scanned records, and then input them into the City's document management system, funding is used only as staff time permits. Quality control is an essential component of this project, and hence the project proceeds at a slow pace and is expected to encompass numerous years to complete. Therefore, as each department is performing the same function, has the same goal, and uses the same contract vendor, the three separate document imaging projects are to be combined into one project effective FY 2014/15. Shared funding will increase processing flexibility between the three departments. Additional project funding will be requested as needed, after the current funding is exhausted. Operating While staff time is expended toward this project as available each year, it is anticipated there will be Budget Impacts significant benefits, increased transparency, and staff time savings in the long term. Costs resulting from the management of this project are included as staff time in the operating budget. 50 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE Bit TECHNOLOGY IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE Project Development Complete DESCRIPTION Document Imaging project scope defined RFP & Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start Various dates Vendor document imaging process begins Estimated Project Completion June, 2018 Vendor document imaging process completed DOCUMENT IMAGING — CITYWIDE COMBINED 9412 -001 51 Prior Fl Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 funding CIP ADMINISTRATIVE FUND Transfers In - General Fund - - - - - - - - Transfers In - Other CIP 93,584 93,584 93,584 TOTAL REVENUES - 93,584 93,584 - - - - - 93,584 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Expended CB' ADMINISTRATIVE FUND Salary & Benefits - - - - - Site Acquisition & Prep Materials & Supplies - - Fees & Expenses - - Consultant /Contract Svs 93,584 93,584 Transfers Out - - TOTAL EXPEND IT FRPS - 93,584 - - 93,584 Prior Fl Total 1 ear 21113/14 Budgeted for Fiscal Year Project acti%ith %duals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP ADMIN IS TRATIVE FUND BEGINNING FUND BAL - 93,584 - - - - - Revenues & T/1 9 ? ; x l 93.584 - 93,584 Expenditures & T/O - - 93,584 93,584 ENDING FUND BALANCE - 93,584 93,584 - - - - - 51 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS a P °g m C 47 ' Q N City Hall .1m Pisani LL cmwwmy Center Allendale Avenue Yard Project Name Development Technology Project Number 9415 -001 Department Community Development Management Project Manager James Lindsay Description This project accounts for technology fee revenues and expenditures in support of converting, managing, and maintaining development documents. Location The project is implemented primarily at City Hall. Some technology services are performed offsite at contract service locations. Project In 2008, the Community Development Department initiated a Document Scanning Fee to offset costs Background associated with converting development documents into a digitized format and maintaining them in perpetuity, with the assistance of software and document management systems. As this effort developed, it became clear that technology expenses would need to be more clearly identified and tracked to ensure proper funding is assessed. For that purpose, the current fee and expenditure structure shifted from the operating budget to the capital budget, to both enhance the function, clarify the nexus, and allow for revenue support for multi -year operational expenses. Revenues include the current Document Technology Fee, while expenditures include vendor scanning costs, Geographic Information System support services, annual Trak -It development software license fees. After further study, additional expenditures may be accounted for in this project. Operating Revenues collected to support project expenditures are accounted for directly in this project, therefore Budget Impacts the expectation is that all hard costs will be accounted for in this project. Staff time associated with the support and management of this project is incorporated within the operating budget. 52 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE Bic TECHNOLOGY IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS 'ROJECT 'TIMELINE Project Development Complete DESCRIPTION Identified scanning, software, and GIS service functions RFP & Bid Process Complete Council approved contract services Contract Award Complete Council awarded contract services contracts Estimated Project Start I July 2008 1 Technology fee structure implemented Estimated Project Completion I Ongoing I Development technology services provided in perpetuity DEVELOPMENT TECHNOLOGY MANAGEMENT 9415 -001 53 Prior FV Total War 2013 /14 Funding, Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018119 Funding CIP ADMINISTRATIVE FUND Technology F 30,1100 TOTAL REVEN UES 30,11011 - - 30.000 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal fear Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - - - Fees & Expenses - - Consultant /Contract Svs - - 30,00() - 30,000 Project Equip & Fixtures - - Transfers Out - - - I OTAL EXPENDITURES - 30,001) 311,01111 Prior F1' Total Year 2013/14 Budgeted for Fiscal fear Project Activity Actuals Total 2014/ 2015/16 2016/17 2017/18 2018/19 Activity C IP AD MIN IS TRATIVE FUN D BEGINNING FUND BAL - - - - - - Revenues & T/I 30,000 - 30,000 Expenditures & T/O 30,000 - 30,000 ENDING FUND BALANCE - - - - - - - - - 53 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM COMMUNITY PROGRAMS Need Landscape Median Photo Project Name Citywide LLD Initiation Match Program Project Number 9442 -001 Department Public Works Project Manager John Cherbone Description This project provides matching funds for initial landscaping improvements to encourage neighborhood associations to enter into a Landscape and Lighting District arrangement with the City. Location The LLD Initiation Match Program is available for new districts formed within the City of Saratoga. Project This project represents an initial $50,000 contribution of City match funding to be provided to new Background Landscape and Lighting Districts on a 50/50 match basis. The program is intended to encourage residents to form a neighborhood assessment district by matching the district's initial contribution with funds from the City, thereby enabling the quick implementation of landscape and/or lighting improvements within a newly formed district. Improvements are typically made along City arterials leading into a neighborhood, thereby providing a beautiful gateway entrance. District assessments will fund the subsequent upkeep of the improvements, including water, lighting, and landscape maintenance costs. Grant funding matches of up to $ are transferred to a new LLD upon Council direction. LLD expenditures are not be accounted for directly in this project. Operating Staff time associated with the support and management of this project is incorporated within the Budget Impacts operating budget. 54 OWN CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM COMMUNITY PROGRAMS PROJECT TIMELINE Project Development July 2014 Program parameters established and funded RFP & Bid Process N/A Contract Award N/A Estimated Project Start I July, 2014 1 Capital budget funding available for new districts Estimated Project Completion I June, 2016 1 Program funding awarded CITYWIDE LLD INITIATION MATCH PROGRAM 9442 -001 55 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017 /18 2018/19 Fundink CIP ADMINISTRATIVE FUND Technology Fee - - - - - - - Transfer In - General Fund 50,000 50,000 TOTAL REVENUES - 50,[100 - - 50,000 Prior FY I otal Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 lapended CIP ADMIN ISTRATIVE FUND Materials & Supplies - - - - - - Fees & Expenses - - - - Consultant /Contract Svs - 501000 50,000 Project Equip & Fixtures - - - Construction Expenses - - Transfers Out - TOTAL EXPENWIVRES 50,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016117 2017/18 2018/19 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - Revenues & T/I 50,000 - - - - 50,000 Expenditures & T/O 50,000 50,000 ENDING FUND BALANCE - - - - 55 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS Need General Plan Document photo Project Name General Plan Update - CIP Project Number 9451 -002 Department Community Development Project Manager James Lindsay Description This project provides funding to retain consultants for updates to the City's General Plan document over multi -year contract periods. Location The General Plan addresses development concerns throughout the city, and has citywide impact. The Plan's update work will primarily be performed offsite at consultant locations. Project The general plan is a city's basic planning document. It provides the blueprint for development Background throughout the community, and is the vehicle which balances competing interests and needs. The general plan addresses all aspects of development, including housing, traffic, natural resources, open space, safety, land uses, and public facilities. As the legislature requires a city's zoning and subdivision approvals be consistent with an adopted general plan, updates to the general plan must be made in conjunction with code changes. Government code dictates that the General Plan contain seven mandatory elements: land use, circulation, housing, conservation, open space, noise, and safety. As each of these elements require technical expertise, consultants and attorneys are retained to assist with the updates. This project is intended to retain funding to update the general plan elements on a rotating basis, as directed by Council and funding is available. Operating Staff time to perform General Plan Update functions is accounted for in the Operating Budget. This Budget Impacts project represents funding for consultant services only. 56 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS PROJECT TIMELINE Project Development Ongoing DESCRIPTION General plan updates determined by Council Contract Award Ongoing City Council awards contract Planning Commission Review Ongoing Draft update reviewed by Planning Commission City Council Review Ongoing Revised draft update reviewed by Council Final Acceptance of Work Ongoing Consultant work complete Project complete Ongoing Finalize General Plm,Update GENERAL PLAN UPDATE CIP 9451 -002 57 Now Prior Fl Total Year 2013 /14 Funding Budgeted for Fiscal Wear Project REVENUES Funded Actuals fo Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding_ CIP ADMIN ISTRATIVE FUND Transfer In - General Fund 100,000 - - - - 100,000 TOTAL REVENUES - 100,000 - - - 100,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals to Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Expended CIP ADMINISTRATIVE FUND Salary & Benefits - - - - - - Site Acquisition & Prep - Materials & Supplies - Fees & Expenses - - Consultant /Contract Svs 100,000 100.000 Project Equip & Fixtures - Construction Expenses Transfers Out - - TOTAL EXPENDITURES - - - 100,000 1011,000 Fl Total IMFPrior Year 2013/14 Budgeted for Fiscal Year Project Acti%ih Actual. Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - Revenues & T/I 100,000 1 00,0010 Expenditures & T/O 100,000 100,000 ENDING FUND BALANCE - - - 57 Now CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS money Pion ago �� as f's . f��af m 'J Project Name Village Fagade Program Project Number 9452 -001 Department Community Development Project Manager James Lindsay Description This program is intended to enhance the beauty of Saratoga Village by offering an incentive to business and property owners to make facade improvements that maintain the historic character and charm of the Village. Location This program serves properties located in the Saratoga Village, on or visible from Big Basin Way. Project In 2004, the City of Saratoga began the Village Fagade Improvement Program to revitalize the downtown Background area and encourage private investment in the Village Commercial District that runs along Big Basin Way in the City's downtown area. Property owners or business owners can receive up to a 50% reimbursement for the cost of making improvements to the facade of their buildings. The maximum award is $5,000. Only properties located on or visible from Big Basin Way qualify for Village Fagade Improvement Program funding. Eligible projects range from exterior paint, installation of awnings, improvements to sidewalk seating areas, signage, enhancement to doors and windows, and installation of exterior planter boxes. Initial funding for the program lasted one year and resulted in over $600,000 in private investment in the Village. Funding was then restored in 2007 when Council allocated $20,000 to the program. Since then, the City has award five Village Fagade Improvement grants that have generated more than $71,000 in improvements to the Village's appearance. An additional $20,000 was allocated to the program in 2011, and again in 2014. Operating This project will increase the beauty of the Saratoga Village, the City's downtown area, and consequently Budget Impacts attract retail and shoppers. Staff time spent overseeing the program is incorporated in the operating budget. 58 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS PROJECT TIMEHNE Program Funding Ongoing Council approved funding for Village Fagade Improvement Program Funding Application Ongoing Applicants apply for funding Application Review Ongoing Village Ad Hoc reviews applications for funding Funding Approval Ongoing I Village Ad Hoc approves applications for funding Funding Award Ongoing I Successful applicants receive funding VILLAGE FACADE PROGRAM 9452 -001 59 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT - C<P ADMINISTRATIVE FUND Transfers In - Other CIP 20,978 20,978 20,000 - - - - 40,978 TOTAL REVENUES 20,978 - 20,978 20,000 - - - 40,978 Prior FY Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018 /19 Expended GRANT - CIP ADMINISTRATIVE FIND Salary & Benefits - - - - - Site Acquisition & Prep Materials & Supplies - Fees & Expenses - - Consultant & Contract Services 111 �;7 8.821 20 978 2n_iuiU 40,978 Project Equip & Fixtures - - Construction Expenses Transfers Out - - - - TOTAL EXPENDITURES 12,157 8,821 20,978 20,004) - - 40,978 Pri or FY Total Year 2013/14 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT - CIP ADMINISTRATIVE FUN D BEGINNING FUND BAL - 8,821 - - - - - - - Revenues & T/I 20,978 - 20,978 20,000 40,978 Expenditures & T/O 12,157 8,821 20,978 20,000 40,978 ENDING FUND BALANCE 8,821 - - - - - - 59 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS i_ a CkyHd jam Pim CWW Allendale Avenue Yard Project Name Risk Management Project Funding Project Number 9491 -001 Department Finance & Administrative Services Project Manager Michael Taylor Description This program is intended to address ADA compliance issues and projects on a priority basis Location While many of the ADA mitigation projects are located on the City Hall Campus, ADA projects may be addressed as citywide general plans or specific projects throughout the City Project To comply with the American Disability Act (ADA) recommendations, the City will allocate $50,000 Background toward addressing loss exposures related to the lack of compliance with ADA requirements. Funding will be used to address issues identified in the July 2009 ABAG ADA Survey and Priority List not covered by CDBG funds. Per Council budget policy, this funding is anticipated to be an annual allocation, demonstrating the City's intent to comply with ADA regulations within a reasonable amount of time. Projects City-wide include all customer service counter heights, alignments and counts of Civic Center parking lots, City Hall parking lot striping, sizes, ramps, slopes, and signs, interior and exterior signage, visual and audible alarms, lighting, ramps, handrails, curb -cuts, paths of travel, walkways, force limits on automatic doors, etc. City facilities requiring updates include the Civic Center buildings, restrooms, Civic Theater, Book -Go- Round, play structures, Corp Yard building and restrooms, and various cross walks. Operating This ADA Mitigation project will reduce the possibility of lawsuits by demonstrating the City's intent Budget Impacts to comply with ADA regulations within a reasonable amount of time as funding is available. 60 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS PROJECT TIMELINE RISK MANAGEMENT PROJECT FUNDING 9491 -001 61 Pri or FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT- CIP ADMINISTRATIVE FUND Transfers In - General Fund 50,000 50,000 100,000 50,000 - - - - 150,000 TOTAL REVENUES 50,000 50,000 100,000 50,000 - - 150,000 Prior FY 'Total Year 2013 /14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT - CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - Fees & Expenses Consultant /Contract Svs Project Equip & Fixtures - Construction Expenses - - - - Transfers Out 30000 40.000 10.000 - 80,000 TOTAL EXPENDITURES 40,000 40,000 40,01111 80,000 Prior F1' Total Year 2013/14 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 017/18 2018 /19 Activity GRANT - CIP ADMIN IS I'll- I I N E F N 1) BEGINNING FUND BAL - 50,000 - 60,000 70.000 70.000 70,000 70,000 - Revenues & T/I 50.000 50,000 100,000 50,000 - - - - 150,000 Expenditures & T/O - 40,000 40,000 1 40,000 - - - - 80,000 ENDING FUND BALANCE 50,000 60,000 1 60,0001 70,000 70,000 70,000 70,000 70,000 70,000 61 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE & TECHNOLOGY IMPROVEMENT PROGRAM l .,, 62 MEN CITY OF SARATOGA FISCAL MANAGEMENT POLICIES FISCAL MANAGEMENT STATEMENTS As a general philosophy to practice fiscal responsibility, the City of Saratoga's conservative and cautious financial management is achieved through responsible, sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources. These policies and controls represent long- standing accounting, budgeting, debt, investment, and reserve principles and practices, and are the foundation which guides the City in maintaining its financial stability. The following general fiscal management policy statements provide an overview of financial, operational, and budgetary management and provide a guideline for fiscal operations. As many fiscal policies are administrative in nature, detail level policy direction are not included in the budget document. However, fiscal policies that rise to Council review and approval standards are incorporated into the budget document for annual adoption by Council. Council approved detail fiscal policies include the Fund Balance Reserve Policy and the Capital Project Process Policy. Others will be added as approved. The Council approved detail fiscal policies follow the Fiscal Management Statements within this policy section. General Financial Principles • The City's fiscal policies are structured to ensure fiscal responsibility, accountability, transparency, and efficient use of resources. Fiscal policies are to be reviewed, updated and refined as necessary, with general policy level decisions brought to City Council for review and approval, while operation level functions are approved by the City Manager. • The City Council's financial based goals, objectives, and policies will be incorporated into and implemented with the City's Operating and Capital Budgets. • Efforts will be coordinated with other governmental agencies and joint power associations to achieve common policy objectives, share the cost of providing governmental services, and support legislation favorable to cities at the state and federal level. • The City will seek out, apply for, and effectively administer federal, state, local, and foundation grants which address the City's current priorities and policy objectives. Appropriations and Budgetary Control • The City Council adopts an annual balanced operating budget and the first year of an integrated five -year capital improvement plan budget on an annual basis, to be effective for the fiscal year running from July 151 through June 30t'. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted "Sources" include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted "Uses" include Expenditures and Transfers Out. Operating and capital budgets are to align with the City's long- term financial goals. • The City's budget practices utilize long -range planning as a decision making tool, and annually adopts a structurally balanced fiscal plan that retains the City's fiscal health, preserves essential services, and supports short and long -term goals in a financially judicious manner. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES • Each year the Finance & Administrative Services Department provides an updated five year financial forecast to the City Council at the Annual Council Retreat (scheduled in late January or early February) to assist Council formulate direction for long -range planning, operating budget development, and capital funding appropriations. • Budgets are prepared on the same basis of accounting used for financial reporting: governmental fund types (General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting; proprietary funds (Internal Service Funds) and fiduciary funds are budgeted under the accrual basis of accounting. • City policy is to fund the Operating Budget with current funding, and to fund the Capital Budget with surplus and dedicated capital funding resources. The City does not incur debt for operations or capital improvements except under extraordinary circumstances, and with citizen support. Under these circumstances the City will seek voter approval for General Obligation (GO) Bond Debt for major infrastructure rehabilitation. • In practice, budgeted revenues are conservatively stated and budgeted expenditures are comprehensive, allowing for the annual operational and capital improvement goals to be completed. With effectively managed revenue streams and efficient use of resources, fiscal year -end operational budget surpluses are available to fund future capital improvement projects and contribute to the City's fiscally responsible reserve accounts. • The City Council maintains budgetary control at the fund level; any changes in total fund appropriations during the fiscal year must be submitted to the City Council for review and Council majority approval. Operating Budget appropriations lapse at the end of each fiscal year unless specifically re- appropriated by the City Council in the following fiscal year. Capital Budget appropriations are structured as a multi- year workplan; therefore project expenditure balances are carried forward to the following fiscal year as part of the annual budget adoption until funding is exhausted or the project is completed. • The City Manager is authorized to implement the City's workplan as approved in the adopted budget. Within a specific fund, the City Manager may transfer appropriations between categories, departments, programs, and projects as needed to implement the adopted budget, provided no change is made to the total appropriation amount provided for any one fund. • Recurring expenditures are to be funded with recurring revenues, or funds specifically designated for operational use. One time expenditures may be funded with one -time revenues or fund balances. Fund balance reserves are to be used for non- recurring one -time and capital projects. • The Recreation Department cost recovery rate is to exceed the California Parks & Recreation Society's (CPRS) average cost recovery rate for all California recreation departments as established in the current CPRS benchmarking report (approximately 65 %). • The Community Development Department cost recovery rate strives to attain close to full cost recovery as development and building services are primarily for individual enrichment rather than as a community enrichment function. As some aspects of the department's function provides community benefit, the general fund offsets the shortfall between revenues and expenditures. • The annual Operating Budget will include a General Fund transfer of $100,000 to the Facility Improvement CIP for minorfacility improvement projects outside of typical maintenance and repairwork funded through the Building Maintenance program. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES • The CIP Street Resurfacing /Pavement Management program has an established minimum annual funding goal of $1,000,000, with Gas Tax Revenues and Road Impact Fees as designated funding sources. • Council has designated the following capital projects as fundamental to maintaining City infrastructure on an ongoing basis, and are therefore directed to have priority for available Capital Project funding in the amount of $50,000 each year: 1. Annual Sidewalk Repairs 2. Annual Storm Drain Repairs 3. Roadway Safety and Traffic Calming 4. Risk Management ADA Mitigation Projects Auditing and Financial Reporting California State statutes require an annual financial audit of the City's financial records and transactions by independent Certified Public Accountants. The city will comply with Generally Accepted Accounting Principles (GAAP) and produce annual financial reports pursuant to Governmental Accounting, Auditing, and Financial Reporting (GAAFR) guidelines. Weekly check registers and monthly Cash and Investment Reports will be submitted for review and approval at City Council meetings. Quarterly financial reports will provide a status update on General Fund revenues and expenditures forthe first, second, and third quarters. A mid -year budget status report is presented at the City Council retreat which includes a more comprehensive review and budget adjustments as appropriate. A year -end recap is to be provided after the City's annual financial audit is completed. Development Related Financial Policies • The Development Reserve was established to provide stability for multi -year project services. The reserve is funded from an excess of development revenues over development expenses at fiscal year- end, and used to offset those years where a shortfall occurs; when development revenues fall below development expenses. Use of the reserve is limited to a maximum of 1/3 of the reserve balance in any given fiscal year; however budgeted use of the Development Reserve is to be rescinded if and to the point where development revenues are sufficient to cover General Fund net operations The Williamson Act, also known as the California Land Conservation Act, was passed by our California Legislature in 1965 in order to encourage rural & agricultural lands to remain undeveloped longer. When land owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property's current use, rather than paying market value based tax rates. In exchange, the property is to remain undeveloped and continue to function the same way for the duration of that contract. The contracts run for 10 years and are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of Williamson Act contracts entered into each year. The Mills Act is state sponsored legislation granting local governments the authority to enter into an agreement with property owners to allow reduced property tax payments in return for the restoration and continued maintenance of their historic property. Since the agreement reduces property tax assessment, the City receives a smaller share of property tax revenue in comparison to a property that is assessed at market value. The City will allow approval of up to three Mills Act Contracts per year. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIIS Expenditures and Purchasing • All expenditures shall be in accordance with the City's purchasing policy, travel policy, credit card policy, or any other applicable guidelines. • Expenditures are managed at the program level. Program managers are to ensure expenditures do not exceed the budgeted workplan and must take immediate action if at any time during the fiscal year an operating deficit is projected at year -end. Corrective actions may include expenditure reductions, or with Council approval, budget adjustments, service reductions, or service fee increases. • The City's current purchasing policy, (effective date of412312007) establishes purchasing authority levels, purchasing procedures, and procedural requirements, for the procurement of supplies, equipment, and services, in conformance with Federal and State codes and regulations, and City Ordinance No. 2 -45. • Public Work projects which are governed by the State's Public Contract Code are excluded from provisions of the City's purchasing policy. • Guidelines established by the City's Purchasing Policy directs the City's departments to purchase the best value obtainable, securing the maximum benefit for funds expended, while giving all qualified vendors an equal opportunity to do business with the City. • All services and supplies purchases exceeding $5,000 require written quotes and must be approved by the Purchasing Officer or designee. Documentation is to be retained by the department in accordance with the records retention policy and schedule. Purchases exceeding $25,000 must be authorized by the City Council. Fixed Assets and Infrastructure • All assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will generally not be subject to capitalization unless the repair extends the useful life of the asset. • The City will sustain a long -range fiscal perspective through the use of a five -year Capital Improvement Plan designed to maintain the quality of City infrastructure, including streets, sidewalks, curbs and storm drains, lighting, building, parks, and trees. Asset information is retained to provide information for preparation of financial statements in accordance with GAAP, with emphasis placed on completion of GASB 34 requirements. Internal Service Funds • Internal Services Funds are established to both equitably allocate operating costs to departments for support and maintenance services in the effort to distribute costs appropriately, and to stabilize the City's replacement and operational costs for the purpose of providing an accurate and balanced long -range fiscal perspective of the use of services and assets. • Asset replacement and maintenance Internal Service Funds are established to provide a consistent level of funding for asset replacement and building maintenance projects, and ensure sufficient funding is available for the regular maintenance and repair of the City's vehicles, equipment, and buildings. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES • Technology and Office Equipment replacement and maintenance Internal Service Funds are to provide a consistent level of funding for the replacement of technology assets and projects, and appropriately distribute support and maintenance costs to departments. The Liability and Workers Compensation Insurance Internal Service Funds are to maintain adequate reserves to pay all valid self- insured claims and insurance deductibles, including those incurred but not reported, in order to keep the insurance funds actuarially sound. • Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses, depreciation, and fund balance reserve policy objectives. Long -Term Debt • Long -term Financing Debt will be confined to capital improvements or special projects that cannot be financed from current revenues, and is to be used only if the debt service requirements do not negatively impact the City's ability to meet future operating, capital, and cash reserve policy requirements. • The term for repayment of long -term financing shall not exceed the expected useful life of the project. Revenues • The City will encourage a diversified and stable revenue system to offset short-run fluctuations in any one revenue source. • Designated and legally restricted tax and revenue funding sources will be accounted for in the appropriate funds. General taxes and revenues not allocated by law or some other contractual agreement to other funds are accounted for in the General Fund. Capital project revenues are to be directly accounted for in the appropriate capital project fund. • The City establishes user charges and fees at a level that recovers the direct and indirect activity cost of providing a service or product. The City will consider market rates and charges levied by other municipalities of similar size for like services in establishing rates, fees, and charges. For services having partial cost recovery objectives, cost recovery ratios may vary according to policy objectives. A master schedule of User Fees is reviewed and updated each year to adjust fees to the established level. • The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent follow -up procedures, and external resources as necessary. • Unrestricted donations, gifts, and bequests to the City in excess of $5,000 must be brought to Council for approval and acceptance. All restricted donations, gifts and bequests must be submitted to the Council for approval prior to acceptance. Risk Management Policy • The City is insured for up to $25 million of general liability, auto, and property damage claims through the Association of Bay Area Government's (ABAG) Pooled Liability Assurance Network (PLAN) Corporation. The City is self- insured for the first $25,000 for general liability and auto claims; property damage after $5,000 and third party auto claims after $10,000. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES Workers Compensation claims are insured afterthe first $250,000 through ABAG and an excess coverage policy. The coverage provides an employer liability limit of $5,000,000 per occurrence, and workers' comp per occurrence limit of $100,000,000. The City participates in a Workers Compensation risk pool for the first $250,000 of coverage, known as SHARP (Shared Agency Risk Pool). Workers' Compensation claims are managed by a third party administrator. • The City's role in managing both its risk management and workers comp programs is to be preventative in nature which will be accomplished through careful monitoring of losses, working closely with the third party administrator, and designing and implementing programs to minimize risk and reduce losses. Treasury Management • California Government Code Section 53600; City of Saratoga Municipal Code Section 2- 20.035; and Section 16.0 of the City of Saratoga Investment Policy require the City Council to annually review and approve the City's Investment Policy. • It is the policy of the City of Saratoga to invest public funds in a manner which will provide the maximum security with the highest investment return, while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of funds. • The City practices conservative and cautious investment practices through limiting its investments to the State's Local Agency Investment Fund (LAIF). LAIF's extensive professional investment staff and conservative investment practices ensure prudent financial management of the City's fiscal reserves. • The Finance & Administrative Services Department shall prepare and present to the City Council in sufficient detail to show the financial condition of the City at month end, the cash and investments balance by fund, and fund balances by fund type. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES FUND BALANCE RESERVE POLICY Prudent financial management dictates that the City reserve a portion of its funds for future use to: maintain fiscal stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate current and future risks. As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a reserve account. Use of reserve funds are not authorized without either specific direction in the annual budget or by a separate City Council action unless specifically noted in policy. Responsible fiscal stewardship also requires adequate reserve be maintained for all known liabilities and established City Council and community directed initiatives. In the following Fund Balance /Reserve Policy overviews, the descriptions include identification of the fund type and classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, guidelines on utilization of the reserve and by what authority, and the procedure for funding the reserve initially, on an ongoing basis, or after utilization. Fund Balance and Net Position For Governmental Funds, a fund's equity is the "fund balance" for which the Governmental Accounting Standards Board ( "GASB ") Statement No. 54 defines five specific classifications of fund balance. Governmental Funds include the General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds). The five fund balance classifications are intended to identify the extent to which a specific fund balance reserve is available for appropriation and therefore spendable, or if the reserve is constrained by special restrictions, if any. For Non - Governmental Funds, equity classifications are classified as "Net Position" which is defined as Restricted or Unrestricted Net Position. A third component of a Non - Governmental Fund's equity is "Net Investment in Capital Assets" however as this refers to a non - monetary portion of equity, it is not discussed in this policy section. Non - Governmental Fund types include Proprietary Funds (Enterprise and Internal Service Funds) and Fiduciary Funds (Trust Funds). Currently, the City's non - governmental fund types are limited to Internal Service Funds. Governmental Fund Type Reserve Classifications The Governmental Reserve classifications are defined as follows, including the applicable reserves that fall into the classification: Non - Spendable Fund Balance Represents resources that are inherently non - spendable from the vantage point of the current period. The City does not presently hold Non - Spendable Reserve funds Restricted Fund Balance Represents fund balance that is subject to external enforceable legal restrictions. The City maintains the following restricted fund balances under this designation: • General Fund: Environmental Services Fund Balance Reserve Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balance Debt Service Fund: Library General Obligation Bond Debt Service Fund April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES Committed Fund Balance Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision making and remains binding unless removed in the same manner. The City maintains the following fund balances under this designation: • General Fund: Hillside Stability Reserve • Capital Improvement Plan Funds: CIP Project Reserves Assigned Fund Balance Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds may be re- designated and utilized for another purpose if Council chooses. The City maintains the following General Fund reserves under this designation: • General Fund: Future Capital Improvement & Efficiency Project Reserve • General Fund: Carryforward Reserve Unassigned Fund Balance Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is not yet directed to a specific purpose. Only General Fund reserves can be designated under the "Unassigned" fund balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are therefore considered "assigned" for that purpose. • General Fund: Working Capital Reserve • General Fund: Fiscal Stabilization Reserve • General Fund: Development Services Reserve • General Fund: Uncollected Deposits Reserve • General Fund: Other Unassigned Fund Balance Reserve Unassigned Fund Balance Ratio The General Fund's Unassigned Reserve (collective total) is to be maintained at a minimum of 20% of General Fund appropriations. General Fund Year -End Allocations After the City's financial records are finalized and audited, with legal obligations and liability reserves funded, revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve under the following distribution structure: From the Other Unassigned Fund Balance, funding in excess of $500,000 will be distributed in the following order: 1. Working Capital Reserve interest allocation. 2. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from the Fiscal Stabilization or Hillside Stability Reserves). 3. Annual contribution of $100,000 to Hillside Stability Reserve, until reserve balance reaches $1,000,000. 4. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES GENERAL FUND — FUND BALANCE RESERVE POLICIES Working Capital Reserve In accordance with the City's cautious and conservative fiscal philosophy, the City's general prevailing financial policy holds that the City should fund daily operations with current resources in order to avoid use of short-term Tax Revenue Anticipation Notes (TRANS). To support this policy a Working Capital Reserve is established to meet cash flow requirements and prevent short-term borrowing, which in turn ensures the continuance of services to the public while also maintaining the City's credit worthiness. To provide adequate working capital, the City shall maintain a minimum reserve of 60 days of the following year's General Fund budget expenditures and up to a maximum reserve amount equal to 90 days of the following year's General Fund budget expenditures. This reserve falls under the Unassigned Fund Balance classification. A Working Capital Reserve of $2,000,000 was established in April 1994. Effective June 30, 2000, interest earnings accrue to the reserve at the end of each fiscal year based on the annual LAIF rate, with the intention to increase the reserve balance amount in proportion to Operating Budget increases. Fiscal Stabilization Reserve Under the Unassigned Fund Balance classification, a Fiscal Stabilization Reserve of $1,500,000 is established to provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary expenditures related to a natural disaster or calamity, or from an unexpected liability created by Federal or State legislative action. Fiscal stabilization needs may occur from revenue declines (over one or more years) of more than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total, or from unanticipated extraordinary operational increases of more than 5% such as from a natural disaster or Federal or State legislative action. Council may utilize funding at budget adoption, by adoption of a budget adjustment resolution during the course of the year, or after a Federal, State, or locally declared emergency. In the event a locally declared emergency takes place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve appropriations are to be replenished from year -end net operations, as available, on a priority basis. Carryforward Reserve Under the Assigned Fund Balance classification, the Reserve for Carryforwards represents funding held at the end of each fiscal year for specific unexpended operating budget liabilities to be paid in the following fiscal year. The reserve is reconciled at the end of each year to both release prior year carryforward funding and reserve current year carryforward funding into the following budget year. Staff determines the year -end reserve amount after all fiscal year payments are finalized; the reserve amount is conceptually appropriated by Council each year in the budget adoption resolution. Hillside Stability Reserve Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1,000,000 is established for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of slide prevention and mitigation, slide repair, and associated drainage and roadwork. The April 14, 2014 ' CITY OF SARATOGA FISCAL MANA(iEMENT POLICII~:S reserve is to be increased by $100,000 each fiscal year from General Fund year -end net operations until a $1,000,000 reserve cap is reached. Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of the reserve shall again resume at $100,000 each fiscal year until the $1,000,000 reserve cap is reached. Future Capital Improvements & Efficiency Projects Reserve Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects shall be maintained to reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived from General Fund accumulated net operations (as available) and is therefore considered a "one -time funding source ". Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project fund. Use of the reserve funding is at the Council's discretion, but typically occurs as part of the annual budget adoption after Council conducts a comprehensive review of capital and efficiency improvement needs. Reserve replenishment is dependent upon net operational savings in subsequent fiscal years. Environmental Services Reserve Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental program costs such as street sweeping and storm drain cleaning services. Per policy, the Environmental Service Reserve is being utilized through annual budget appropriations of $50,000. The Environmental Services Reserve originated from a one -time funding structural change and therefore will not be replenished when depleted. Development Services Reserve Under the Unassigned Fund Balance classification, the Development Services Reserve provides fiscal stability for the Community Development Department's planning and building programs. Development projects are often multi -year activities in which revenues may be collected in one year, while project expenditures may extend over several years. This reserve represents accumulated planning and building funds from years when revenues exceeded expenditures. The reserve is subsequently utilized to offset excess planning and building program expenditures through annual budget appropriations in the years where revenues are not sufficient, thereby acting as an overall funding stabilizer for multi -year development activities. Use of reserve funding is restricted to 1/3 or the reserve balance in any given fiscal year, with Council approval. Budgeted use of the Development Reserve is to be rescinded if and to the point where development revenues are sufficient to cover General Fund net operations at year -end. Funds are added to the reserve in years where Community Development Department revenues exceed Community Development Department expenditures. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES Compensated Absences Reserve Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution payouts. Initial reserve funding is to be established at $200,000, with a targeted goal of one -third of the compensated absences liability established at year -end. Reserve funding in excess of one -third of the liability is to be returned to the General Fund Other Unassigned Reserve. Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large payouts decrease the compensated absences liability at year -end, thereby supporting the practice of utilizing the reserve as needed. The reserve may be replenished over a three year period. Year -end reconciling allocations to and from the reserve are approved though Council's budget resolution adoption each fiscal year, with the liability and resulting reserve amounts determined as part of the year- end close process. Council Discretionary Reserve Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from the Council's annual appropriation. The reserve provides a mechanism to roll forward remaining Council Discretionary Funds as reserve funds are immediately re- appropriated into the following fiscal year. This allows Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year boundaries. Use of the reserve funding requires Council approval. The reserve exists at year -end only when there are remaining unspent Council Discretionary funds at the end of the fiscal year. Other Unassigned Reserve The Other Unassigned Reserve represents accumulated net operations which are not yet allocated to otherfund balance reserves, and by definition fall into the Unassigned Fund Balance classification. In the General Fund, a baseline of $500,000 of accumulated net operations is to remain in the Other Unassigned Fund Balance Reserve at year end to provide a buffer for unanticipated operational shortfalls and unforeseen needs. Other fund's accumulated net operations are typically accounted for in an undefined reserve account — typically just called fund balance reserve. As the other types of funds are structured for specific uses or commitments, their fund balance already has a directed purpose, whereas the General Fund is used for multiple operational purposes thereby requiring a distinction of purpose for each reserve. Council may utilize fund balance funding at budget adoption or by adoption of a budget adjustment resolution duringthe course of the year. Reserve funding is replenished from year -end net operations, as available. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES SPECIAL REVENUE FUND - FUND BALANCE RESERVE POLICIES Landscape & Lighting Assessment District Funds Assessment District Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental fund, the Landscape and Lighting Assessment District Funds comply with GASB 54 fund balance classifications, and by nature of the fund's purpose, fund balance reserves are classified as restricted reserves. Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed to specified purposes (other than for debt service or capital projects.) For the City, Landscape & Lighting District Special Revenue Funds were established to account for each individual assessment district; thereby each fund has its own separate fund balance reserve. Each district's fund balance reserve should be sufficient to provide working capital to cover operational expenses through the first half of assessment receipts in January, therefore equitable to approximately one -half of a district's annual expenditure budget. The second half of receipts are received in June. Some districts may include capital improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years to accumulate sufficient resources for the improvement projects. As each district's situation is different, a district's maximum fund balance shall be determined by the Public Works Director. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent years. DEBT SERVICE FUND - FUND BALANCE RESERVE POLICIES Library General Obligation (GO) Bond Debt Fund The Library General Obligation (GO) Bond Debt Fund is a Debt Service Fund established to account for the financial resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt. As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance classifications. Debt Service Fund reserves are classified as Restricted as it can be spent only for specific purposes as stipulated by the bond covenants. The Library GO Bond Debt Fund was established to ensure receipts are tracked separately, and funding is available for the GO Bond debt service requirements. At a minimum, the year -end fund balance reserve shall be sufficient to provide working capital to cover the semi - annual principal and interest debt payment due on August 11t as GO Bond tax receipts are received after the 1St debt payment is due. December receipts provide for the February payment. As bond assessments are collected as a percentage of property values, reserves should provide sufficient funding to compensate for tax fluctuations. The fund's reserve maximum should be no more than one -year of budgeted annual expenditures. The reserve balance is increased (or reduced) through establishing assessment rates at more (or less) than the semi - annual payments and bond services require. Therefore, replenishment (or use) of the reserve is approved by Council through budget adoption and implemented through an increased (or reduced) assessment rate as a result of the fund's net operations. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES CAPITAL IMPROVEMENT PROJECT FUNDS — FUND BALANCE RESERVE POLICIES Overview Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental fund and therefore comply with GASB 54 fund balance classifications. As Council directs appropriated funding be spent for specific improvement projects, the Capital Project Fund Balance Reserves are classified as Committed Fund Balance. Budgeted capital improvement project funding is determined by the scope of work approved by Council, and remains assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining funds in the individual projects at year -end. As Fund Balance amounts are determined by the point of project completion at year -end they cannot be standardized for minimum or maximum amounts. Fund Balance is re- appropriated to the capital project in the following fiscal year for the work to be completed. Street Improvement Projects Funds Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple projects which roll up into the overall fund balances, but remain designated for use by project. The CIP Street Fund receives annual funding from fees, reimbursements, contributions, and transfers from other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year -to -year. On occasion, a private grant may be received. Typically, CIP Grant Funds have a negative fund balance as project work is conducted before reimbursement is received. Gas Tax Funds represent annual Highway User Tax and Transportation Congestion Relief revenue allocations that are to be accounted for separately and are subject to State audits. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re- appropriated by Council into the following budget year through budget adoption. Park & Trail Improvement Project Funds Park & Trail Improvement Project Funds provide for capital improvements to the City's neighborhood and city parks and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park & Trail Improvement Funds (CIP Park & Trail Fund, CIP Tree Fund, and the CIP Park & Trail Grant Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by project. The CIP Park & Trail Fund receives annual funding from subventions, occasional Park -in -Lieu fees, reimbursements and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private grants which vary in source and amount from year -to -year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. April 14, 2014 CITY OF SARATOGA FISCAI. MANAGEMENT POLICIES Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re- appropriated by Council into the following budget year through budget adoption. Facility Improvement Funds Facility Improvement Project Funds provide for capital maintenance and improvements of the City -owned buildings and structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility Grant Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by project. The CIP Facilities Fund receives annual funding from an annual General Fund transfer, from Theater Ticket Surcharge Fees, from reimbursements and contributions, and transfers from other funds. The Facility Grant Fund receives revenue from grants that varies in amount from year -to -year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re- appropriated by Council into the following budget year through budget adoption. Administrative & Technology Improvement Funds Administrative & Technology Improvement Project Funds provide for major capital expenditures to improve or enhance administrative, technology, and operational systems, processes, or functions. Each of the Administrative & Technology Improvement Funds (CIP Admin & Tech Improvement Fund and the Admin & Tech Grant Fund) have multiple projects which roll up into the overall fund balances, but remain designated for use by individual project. The CIP Administrative & Technology Improvement Fund typically receives funding from a General Fund transfer as administrative and technology improvement focused grants are limited. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re- appropriated by Council into the following budget year through budget adoption. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES INTERNAL SERVICE FUNDS - FUND BALANCE RESERVE POLICIES Overview Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to efficiently track costs and manage resources. Costs are then allocated back to the operational programs based on usage to more accurately determine cost of services. The City's Internal Service Funds include the two Insurance funds: Risk Management and Workers Compensation, four Service /Support funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Building Maintenance Funds, and two Equipment Replacement funds: the Vehicle & Equipment Replacement Fund, and the Office Technology Equipment Replacement Fund. As each fund is accounted for as a separate entity, operational revenues less expenditures result in either a positive or negative fund balance at any given point in time — Internal Service Funds are similar to the separate checking and saving accounts a person may use for different purposes. At year end, each fund's net balance is represented as the "Fund Balance Reserve ". The intent of the Internal Service Funds Reserves is to hold appropriate levels of reserves to support cash flow needs and minimize interfund loans, not to accumulate funds in excess of expected ongoing operational costs. Reserve levels are determined by the specific operational needs of the program, but typically will fall within 25 — 50% of annual budgeted expenditures. As Internal Service Funds are a type of Proprietary Fund; GASB 54 fund balance classification (for Governmental Fund types) does not apply. Instead, Internal Service Fund's financial statement reports are presented similar to private- sector businesses and use "Restricted" and "Unrestricted Net Position" to define net operational balances (equity /fund balance reserves). Unrestricted Net Position allows reserve funding to be used (with Council approval) within the general scope of the fund's purpose. Restricted Net Position reserves are limited to a specific use, narrower than the stated purpose of the fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training Grant within the Liability /Risk Management Fund, must be used for qualified training purposes. Most Internal Service Funds reserves are held in the Unrestricted Net Position category. Liability /Risk Management Reserve Fund The Liability /Risk Management Fund's Unrestricted Net Position reserve supports cash flow needs and minimizes interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational risk factors. Most claims are covered under the insurance risk pool JPA, the City is self- insured for up to $25,000 per occurrence. Non - covered claims are paid fully by the City. The Liability /Risk Management program receives funding from allocations charged to covered departments, from grant funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position or Restricted Net Position for specific purposes. Requests for use of reserve balance are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Workers Compensation Fund The Workers Compensation Fund's Unrestricted Net Position reserve supports cash flow needs and minimizes interfund loans. Appropriate levels are maintained through service chargebacks to the April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES programs, based on operational risk factors. The purpose of the Workers' Compensation program is to provide insurance benefit coverage for employee work - related illness and /or injuries through its membership in a shared risk pool. The risk pool provides coverage up to $250,000, and excess insurance provides coverage over this amount up to $10 million. The Workers Compensation program receives funding from allocations charged to covered departments, from grant funding, and from claim reimbursements. At yearend, unspent funding flows into Unrestricted Net Position, or Restricted Net Position for grant funding. Requests for use of the reserve balance are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Office Support Fund The Office Support program provides a centralized cost center for administrative office support expenses, including photocopy machine leases, postage machines, various shared office machines, and the associated maintenance and repair services, postage, paper, and copier supplies. For efficiency, office support costs are managed collectively and charged back to departmental programs on a use -basis allocation. Accumulated net operations are held in the Office Support Fund for working capital cash flow. The reserve is funded from the allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Information Technology Services Fund Information Technology Services provide for the delivery of technology based services throughout the City's operations, including maintenance of the City's information systems and infrastructure, program implementation, streaming video, internet, landline, and wireless communications systems, cloud based technology, and support of all existing information technology as well as new technology initiatives. For efficiency, information technology costs are managed collectively and charged back to departmental programs on a service -based allocation to fund the program. Funding for the program comes from these allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Services Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Vehicle & Equipment Maintenance Fund The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City's fleet and major equipment to ensure all vehicles and equipment comply with manufacturer's recommendations and safety requirements. To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working capital cash flow. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES Building Maintenance Fund The Building Maintenance program provides for the custodial, maintenance, and non -major repairs and building improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Additionally, the program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease agreements. To fund the program, total costs are allocated back to departmental programs primarily based on building space usage. General and public use is allocated to the Non - Departmental program. Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes from the allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing chargeback funding levels higher or lower than budgeted expenditures. The reserve is replenished from the Fund's net operations in subsequent years. Vehicle & Equipment Replacement Reserve The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset's lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful life. Initial purchases are paid for through a department's operational budget. If the purchased item is for ongoing use, the Vehicle & Equipment Replacement program appropriates an annual allocation for the replacement of the vehicles and equipment based on the asset's cost and years of life. Final determination for replacement of the asset is determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset. The reserve is funded from allocations charged to covered departments and represents accumulated funding, less amounts expended for asset replacement. At year end, unspent funding is held in Unrestricted Net Position. The reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in accordance with replacement schedules. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent years. Office Technology Equipment Replacement Fund The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset's lifespan to be used for the replacement of office technology based equipment such as desktop computers and monitors, laptops and tablets, network infrastructure, and various other related equipment. Replacement costs are charged back to the departments based on assigned equipment costs. Initial purchases are paid for through a department's operational budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual allocation for the replacement of the equipment based on the assets cost and years of life. The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES CIP PROJECT PROCESS POLICY This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project idea, through project development, nomination, and project approval process, and if successful, into the Capital Budget as a funded project. The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is staff driven or Council nominated. These two paths are discussed separately below, until the tracks meet for CIP project assessment preparation. STAFF PROJEcr DEVELOPMENT 1. CIP Project Initiation As a function of staff's day -to -day work, infrastructure improvements and large -scale repairs and maintenance are identified as potential capital improvement projects. These are often highly - visible tangible public assets such as street repaving, or park and trail improvements. However, many CIP projects are less noticeable, including facility roof repairs, tree planting, or ADA enhancements. Projects may also be administrative in nature, and hence invisible to the general public, such as project design work, technology improvement projects, or economic vitality programs. Staff is to discuss the CIP project idea with the appropriate staff or City Manager for feedback and refinement. Ultimately, projects need clearly defined boundaries to identify project requirements, specifications, and resources. While this is not always feasible in the initial stages of project development, the understanding that a project will eventually require a clear and specific scope will encourage better preparation for discussing the project idea and moving it through the nomination process. After receiving initial approval, staff moves into the idea development stage. 2. Idea Development To move the idea forward, staff will need to analyze and articulate the project's scope, political impacts, priority factors, resource requirements, and any other relevant considerations. a. Project Scope — Scope may include the description, project size and location parameters, project purpose, and goals or deliverables, such as products, services or results. Project justifications and assumptions should support the project's purpose and definition, and may include cost - benefit analysis, risk assessments, funding availability, or even community desirability factors. The scope should clearly state if a project is to be funded and /or completed in phases rather than as a singular body of work. If the project is ongoing infrastructure maintenance or a program project, this too should also be clearly noted. In some cases, project scope may be defined by exclusions — statements about what the project will not accomplish or produce. Additionally, constraints or restrictions may identify project limitations. Project Scope defines a commitment to produce a body of work or end - product with the resources provided under the stated assumptions. The written scope helps to manage expectations and provide clarity to the involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the community. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES b. Political Considerations - Knowledge of historical information, which attests to the necessity of Council /staff communication is of vital importance in project development. Determine whether this project has come up for consideration before, or why was it not completed previously. Are there lessons to be learned from a past project proposal? Another consideration includes knowing whether a project might be controversial. Is there a segment of the community strongly opposed to, or strongly supportive of this specific project? Will this project prompt demand for further funding or resources? Have similar projects been completed in another part of the city? Determine why this project should be considered a priority over others, and whether the project's cost or benefits would be supported by the community. c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor. Council's role is to determine which projects are of higher priority than others since there will never be enough money or resources to do every project. Decision criteria may include factors such as: • Health and Safety Issues • Imminent failure of structure /system • Short-term cost of repair vs. long -term cost of replacement • Availability of external or dedicated funding • Federal or State mandates • Business or community support • Impacts if project are not completed A project's priority is also affected by the severity of the criteria. For instance, a project that falls under the "Imminent Failure of Structure /System" criteria may be an extremely dangerous situation in need of immediate repair, or low danger of minor importance and simply remedied by removal. Another example would occur with Federal or State mandated projects. There may be little impact as to whether the mandate is met, or there may be severe fines for lack of timely completion. As a result, project priority is based on the overall assessment of the circumstances; many factors contribute to priority decisions and Council cannot rely upon a clear hierarchical order upon which to base their decisions. d. Project Resources -In the City's project development discussions, resources typically refer to financial funding. However, resources may also refer to staff time, equipment and materials, community /stakeholder participation or support, space requirements, information technology services, or some other type of support or contribution. Funding plays a critical role in project development. In many cases, lower priority projects may be approved ahead of higher priority projects simply because there is designated funding available for the lower priority projects. The ability to bring designated funding (such as a grant award) with a project proposal greatly increases the likelihood that the proposed project is approved. Overall, projects that request undesignated Capital Project Reserve funding are more competitive due to funding limitations and the number of projects competing for the same pot of funds. An additional component of project resource considerations are the unstated resources (identified above) required in project construction or implementation. For instance, staff time is limited and time spent working on one project prevents staff time being spent on another project. Project timing and April 14, 2014 • CITY OF SARATOGA FISCAL MANAGEMENT POLICIES staff time requirements are therefore an important component of the project that Council may wish to review. e. Other Considerations - There are numerous other factors not mentioned above that are also taken into consideration when assessing a project idea. For example, can the City afford the ongoing operating budget increases to maintain or implement the project? Does the project contribute toward economic vitality? Are there environmental concerns? Does it enhance the community's art, education, or cultural resources? Does the project provide operational efficiencies or cost savings? Are there risk management or legal liability issues? Does this project require development be staged in phases? Is there strong community interest in this project? Each project will differ, meaning analysis is specific to the circumstances, and diligent research and thought should be put into developing project scope and justification. In summary, the overall goal of idea development is to identify, quantify, and assess the project comprehensively. This effort is intended to ensure that a proposed project is well- thought -out, developed, and articulated thereby enabling the City Manager and Council to make educated and rational decisions. 3. City Manager Approval Staff is to propose the project idea to the City Manager for approval. If approved, the project is moved onto the CIP Project Candidate List. Staff is to notify Finance & Administrative Services Department and provide pertinent project information. Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc. as necessary for Council Retreat assessment package. City Council Project Development Council Members are often the recipients of residents' suggestions for capital project work. Depending on the topic, Council Members can take these opportunities to: 1) educate the residents on why a project may not be feasible; or 2) provide residents with information on how to contact City staff with their requests to determine feasibility; or 3) Council may support the project suggestion and decide to act as a proponent for the project by guiding it through the Capital Project Nomination process: 1. If the Council Member wishes to move a project idea onto the CIP Candidate List, the Council Member is to propose the idea to fellow Council Members at the end of a City Council Meeting during Council Items and request that it be put on the CIP Candidate List for review during the next upcoming CIP budget cycle. 2. Idea Concurrence - A second Council Member must concur with the request to move the project idea onto the Capital Project Candidate List. 3. Follow -up - A nomination to the Capital Project Candidate List is to be recorded in the City Council minutes, and acted upon as a follow -up item for staff to complete Candidate List step requirements. Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc. as necessary for Council Retreat assessment package. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES CIP Project Assessment 1. Assessment Package In preparation for the annual Capital Project Assessment, Finance will consolidate the CIP Project Candidates, along with proposed changes to current CIP projects, and the current year's CIP Unfunded Project List into an assessment package for Council's review. The Capital Project Assessment review provides a forum to assess all projects at one time. These assessment package will include: ❖ A review of available funding ❖ Existing projects in the current year's CIP ❖ Proposed changes to existing projects ❖ The current CIP Unfunded List. ❖ Proposed changes to projects on the CIP Unfunded List ❖ New projects on the CIP Candidate List ❖ Review of requests in conjunction with funding sources 2. Council Retreat The Capital Project Assessment is to be held annually, prior to the start of the budget development cycle, typically at the Council Retreat Meeting that occurs in late January or early February. During the assessment review, council will review available funding and all project requests. In their review, Council may request revisions to a project's scope, funding, or other component. However, changes that redefine a proposed project must be Council's consensus direction. As projects are assessed, they are either: Rejected ❖ Accepted, or ❖ Modified and Accepted At the conclusion of the assessment review, Council will prioritize accepted projects and designate project funding. Those projects placed on the Funded List and brought forward to the upcoming Budget Study Session. The remainder will be placed on the CIP Unfunded Project List. NOTE: Rejected project ideas may be nominated for another attempt to become an approved project in the following year(s), but must again go through the project development and assessment process. 3. Budget Study Session Updated CIP funding availability and any revisions will be reviewed a final time with Council. Council to conduct a final assessment and provide consensus direction to staff for inclusion in the upcoming proposed Budget Hearing to be held in May. April 14, 2014 CITY OF SARATOGA FISCAL MANAGEMENT POLICIES CIP Project Funding 1. Proposed Budget Hearing The final proposed Capital budget with the recommended project funding will be brought to the City Council Budget Public Hearing in May for final review. New funded projects will be presented, along with summary level budget information. Council is to provide any final comments or direction for budget adoption. Budget Adoption The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the final summaries. Council is to adopt the budget at this time, with budget funding effective on July 1" of that year. Funding Process Follow -up • Approved CIP projects that do not receive funding allocations will be assigned to the next budget year's CIP Unfunded List. The list will be included in the budget document, and assessed again during the following year's Capital Project Nomination and Assessment Process. • The new CIP Unfunded List will have a life span of one budget cycle. April 14, 2014 TIMELINE Staff and Council to propose CIP Project ideas January through December for the budget process beginning the following January TIMELINE Staff's CIP project analysis and Council Retreat preparation to be completed in January TIMELINE Council Retreat in late January or early February Budget Study Session in April Proposed Budget Hearing in May Budget Adoption in June CAPITAL PROJECT PRA uESS: From Idea to Budget Approval \ I / \ I / Staff has a project Idea! Council has a project Idea! Feedback/ Refine idea Discuss with City Manager or Appropriate Staff Develop idea: Determine: project scope, goals, funding availability, operational impacts, costs, resource requirements, etc. R14, Propose clearly defined idea to Council Member City Manager and request project REJECTED REJECTED be added to CIP project ' •' ' proposes CIP project idea @Council Meeting candidate list 2nd Council Member concurs with idea City Clerk to record project nomination in Council Minutes and notify appropriate staff of Council's project idea Staff to prepare project scope, justification, fiscal impacts, cost estimates and benefit analysis, project narrative, timeline, etc. Finance to consolidate: 1. CIP Project Candidates 2. Current CIP w /changes 3. Current Unfunded List for Council Retreat Review COUNCIL RETREAT Council to review projects, prioritize, and provide funding recommendations Rejected Projects Approved Projects Modified and Approved Projects BUDGET STUDY SESSION Council to provide final recommendation for: CIP project funding and CIP Unfunded List PROPOSED BUDGET HEARING Council to review CIP budget and provide final direction for budget adoption BUDGET ADOPTION Council to adopt CIP budget with funded CIP projects and unfunded CIP list