HomeMy WebLinkAbout03-03-1989 City Council Agenda - Policy development ConferencePOLICY DEVELOPMENT CONFERENCE
AGENDA
TIME: 3:00 p.m., Friday, March 3, 1989
8:30 a.m., Saturday, March 4, 1989
Place: The Inn at Saratoga
20645 Fourth Street, Saratoga
1. Should the City increase its code enforcement services
and /or become proactive in citing violators?
2. What should the City's future policy be in providing school
crossing guards?
3. How should the City modify its current open space policies
to define the City's open space expectations?
4. Current status and future actions - Village Plan Implementa-
tion.
5. Should the City create an amnesty program to clean up ex-
pired permits?
6. Should the City set up a standard for property maintenance
and enforce such standards for individual properties?
7. What policy changes should the City be considering as it
revises its General Plan Housing Element this year?
8. What policy changes and facilities should the City be con-
sidering as it revises its General Plan Circulation Element
this year?
9. Should the City be considering ways to minimize residential
overcrowding through intensification of residential space on
an individual lot basis and through resubdivision of exist-
ing parcels on a neighborhood basis?
10. What is the long range future for Hakone Gardens and what
roles are the City and the Foundation, respectively, to play
in creating that long range future?
11. Should the City develop and implement a riding and hiking
trail maintenance program?
12. To what extent should the City expand its Landscape and
Lighting Maintenance District to include new areas in the
City and to maintain the Village improvements?
13. Should the City reinstitute an annual cleanup campaign?
14. How should the City develop a curbside recycling program?
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Policy Development Conference
AGENDA
March 3 -4, 1989
Page Two
15. Should the City actively pursue improved public transit
service in Saratoga.
16. What should the City's policy be toward funding social
service agencies which serve Saratoga residents?
17. What should the City's future role and policy be for sup-
porting and staffing community access television?
18. What should the City be doing to promote community consensus
over major issues?
19. Should the City sponsor an annual festival centered around
Hakone Gardens?
20. a. Should the City continue the Utility Users Tax?
b. How can the tax be extended? (confidential report)
21. Should the City provide funding for continued use of the
California Conservation Corps for City projects?
22. Should the City light and landscape City entrance signs?
23. What should be included in the total master plan for the
Civic Center and how should it be funded?
24. Should the early warning fire alarm ordinance be expanded?
25. Should the City consider funding a school resource officer
with the City of Cupertino?
26. Should future staffing include: 1) more crossing guards, 2)
a third CSO, 3) a part -time emergency services coordinator,
4) a public information officer, 5) maintenance staff for
Hakone Gardens, 6) recreation coordinator to full -time, 7)
contracting for landscape maintenance?
27. Should the 1989 -1991 Legislative Calendar address the
following?
28. Should the following Capital Projects be considered in the
next five year plan:
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13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
February 24, 1989 Karen Anderson
Martha Clevenger
To: City Manager David Moyles
Donald Peterson
Francis Stutzman
From: Community Services Director
Subject: Policy Development Agenda, Code Enforcement
(Reference Agenda Item #1)
ISSUE
"Should the City increase its code enforcement services and /or
become proactive in citing violators ?"
BACKGROUND
The City's Community Service Officer (CSO) program was
implemented in March of 1984 after two years of planning. Two
full -time CSO positions provide law enforcement assistance to the
Sheriff's Office as well as code enforcement. The CSO's perform
law enforcement tasks which do not require a sworn officer in an
effort to reduce law enforcement costs. In 1986, the emphasis of
the program changed from law enforcement to code enforcement in
response to City Council direction.
DISCUSSION
Before a discussion of proactive code enforcement takes place, a
brief review of our existing code enforcement situation is
warranted.
Current Council Policy
Our understanding of the current Council policy is that code
enforcement should be generally reactive. This policy was first
established by the Council in 1986, and then reaffirmed by the
Council during the policy development process in the beginning of
1987. However, the Council has changed since then, and a re-
examination of that policy is appropriate at this time.
The current policy followed is that code enforcement personnel
will not specifically spend time looking for code violations.
Rather, they respond to violations on a complaint basis.
However, there is a proactive element to this policy in that code
enforcement personnel will cite violations which they
incidentally run across in the course of handling their caseload.
Staff also proactively enforced the City's business license
regulations in 1988, which is a form of selective proactive
enforcement discussed in greater detail later in this report.
Policy Issue: "Should the City
services and /or
violators ?"
February 24, 1989
Page Two
increase its code enforcement
become proactive in citing
This report will also examine the policy and fiscal impacts of
moving in a proactive direction, as well as outlining the
implications of intensifying our reactive enforcement effort to
improve the effectiveness of code enforcement in Saratoga.
Existing Level of Service
Saratoga's ratio of code enforcement personnel to population is
low; there are two Community Service Officers (CSO's) to serve a
city of 30,000. In addition, our existing CSO's are responsible
for law enforcement tasks.
Generally, an appropriate staff to population ratio is one code
enforcement officer for each 10,000 in population. Therefore,
our existing staff is required to follow a policy of reactive
code enforcement not out of choice, but rather out of necessity.
Moreover, there is consistently a backlog of cases waiting in
line for attention which carries over from one month to the next
throughout the year. CSO's currently respond to an average of
381 requests for service each month; 210 are law enforcement
related while the remaining 171 are code enforcement complaints.
However, it is noteworthy that three times the amount of staff
time is spent on an average code enforcement complaint in
comparison to a typical law enforcement referral.
Proactive Enforcement
At its extreme, a proactive approach to code enforcement would
involve staff patrolling, street by street, the neighborhoods of
Saratoga in search of violations of all aspects of the City's
Municipal Code, rather than responding to complaints.
Advantages
There are advantages to proactive code enforcement. One would be
the enforcement of municipal code uniformly throughout the City.
Another would be that neighbors would not have to "rat" on one
another in order to see the municipal code enforced. However,
this level of and approach to code enforcement comes with a
significant price.
Disadvantages
There are a number of disadvantages to proactive enforcement.
One would include the inability to respond to complaints. It
would be difficult to respond to complaints while at the same
time looking aggressively for new violations. Such a
disadvantage may be of a short term nature because, at least in
theory, as violations are hit preemptively, the number of
complaints would diminish over time.
Policy Issue: "Should the City
services and /or
violators ?"
February 24, 1989
Page Three
Fiscal Impacts
increase its code enforcement
become proactive in citing
Another disadvantage is of a fiscal nature. To be done properly,
a proactive code enforcement approach would require twice the
staff currently authorized (if code enforcement was uniformly
proactive rather than selectively proactive). In addition, there
would be a loss of savings realized from CSO law enforcement
involvement. Currently, CSO's cost the City $24 per hour
(including uniforms, salary, and all benefits) while Sheriff
Officers cost the City $55 per hour. To the extent CSO's are
able to relieve Sheriff's deputies from having to respond to
Saratoga assignments from outside of the City, there is a net
savings of $31 per hour. The final fiscal impact of increased
code enforcement involves other elements of the City
organization. Many code enforcement matters also involve staff
from the planning and building departments in addition to the
field personnel.
Public Relations
The final disadvantage to proactive code enforcement involves its
effect on public relations. This, from my point of view, should
be of greatest concern to the Council.
Public relations has been, and continues to be, generally, a
strong consideration in the operation of our CSO program. CSO's
try to first warn violators before resorting to citations or a
criminal complaint. This is done because most responsible
parties generally are not aware they were violating a local
ordinance. Voluntary compliance is achieved without resorting to
legal action 80% of the time, although this approach requires
more expenditures of staff time on the front end. Since most
code violations occur on private property, there is a predictable
resentment of an official from the City showing up one day
insisting that certain action be taken in response to a condition
which may have existed for many years. Proactive code
enforcement may result in the City being perceived as heavy
handed, aggressive, over regulatory, and "nit- picky ". Because
the Saratoga community existed long before City incorporation,
there are a number of situations where technical violations have
existed for years, but have never been brought to the City's
attention because no one was bothered by them. To what extent do
we wish to arouse controversy where none existed?
Selective Proactive Enforcement
Short of all out proactive code enforcement, the Council may wish
staff to focus on proactive enforcement within certain areas.
Examples include, R.V., parking, business licenses (which were
Policy Issue: "Should the City increase its code enforcement
services and /or become proactive in citing
violators ?"
February 24, 1989
Page Four
proactively enforced this year), zoning codes, dumping, etc.
However, recognize that any proactive enforcement may be at the
expense of follow -up activity in response to existing complaints.
Alternatives to Proactive Enforcement
An alternative to proactive code enforcement would be to educate
the community regarding the nature and application of the City's
codes. This could be done through an improved public awareness
program, using the City's newsletter and the production of
pamphlets. There is evidence that the approach could be quite
effective given the high level of voluntary compliance the staff
is already able to achieve in the field. It appears that willful
disregard of the City's ordinance is very much the exception to
the rule, and there are existing legal mechanisms to effectively
handle these exceptions.
Evidence that the community responds to stories appearing in the
City's Newsletter can be observed in the statistics concerning
R.V. storage. Typically, the City receives an average of three
such complaints per month. But when the story about the
ordinance concerning the storage of R.V.'s appeared in the City's
Newsletter, the number of complaints increased five times in
January, and is projected to be even higher in February.
However, such a public awareness campaign is meaningless if the
City does not have the resources to follow -up on the new
complaints generated. Effective code enforcement can occur with
the right balance between publicity and personnel to back it up.
Otherwise, the City's credibility may be compromised.
PREPARED BY:
Todd W. Arg
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13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
Karen Anderson
February 24, 1989 Martha Clevenger
David Moyles
Donald Peterson
To: City Manager Francis Stutzman
From: Community Services Director
Subject: Policy Development Agenda; Crossing Guards
(Reference Item #2)
ISSUE
"What should the City's future policy be in providing school
crossing guards ?"
BACKGROUND
The Saratoga school crossing guard program used to be
administered by West Valley College under contract with the City
until the City took over the program in 1984. Since doing so,
the City has been paying relatively less for the program than it
was contractually with the College. Six crossing guard positions
have been authorized each year in the budget.
Historically, the City has consistently experienced problems in
filling all positions authorized in the budget. Position
salaries have been increased and an additional $1,000 was spent
last year in recruitment advertising. None of these efforts have
yielded much in terms of the desired results to fill all
authorized positions.
In addition, the Campbell Union School District informed the City
they intend to request more guards since they are phasing out
their busing program due to fiscal constraints.
DISCUSSION
Following are the current crossing guard locations authorized by
Council and the status of each location:
Location
Serving
Status
1.
Highway 9 at Oak
Saratoga
School
Vacant
2.
Reid at Lynde
Foothill
School
Filled
3.
Quito at Pollard
Marshall
Lane School
Filled
4.
Quito at Westmont
Marshall
Lane School
Vacant
5.
Cox at Darian
Argonaut
/Blue Hills Schools
Filled
6.
Fruitvale at Allendale
Redwood
Jr. High School
Filled
t%
Pal-icy issue: "What should the City's future policy be in
providing school crossing guards ?"
February 24, 1989
Page Two
In 1988, the Campbell Union School District requested another
crossing guard. The City attempted to accommodate their request
by changing guard locations. However, the City also informed the
District that their assistance would be needed in recruiting
personnel for guard positions if they are to remain filled. To
date, no such assistance has been rendered.
In January of this year, we were contacted by the City of
Campbell which is now experiencing similar problems in keeping
their positions filled. They indicated they are re- examining
their policies in light of the problems they are experiencing,
and wondered what Saratoga was doing.
The administration of the school crossing guard program has had a
significant impact on staff. Besides the aggravation of
unsuccessful recruitment efforts, the supervision of the guards
is very time consuming. Many of the guards are late in getting
their timesheets in, for example. In such circumstances, a CSO
has to go to their home to pick up the late timesheet, and it
then must be specially processed through the finance department.
Admonishment is not as severe as it should be due to fear that
the City might alienate the guard and lose the position.
Following are some of the issues to consider in the context of a
re- examination of our crossing guard program.
1) What are the legal ramifications of either eliminating the
program, or turning it over to the schools to administer
with the City paying the cost?
2) What are the political implications of eliminating the
program?
3) Should the City be in a position of offering a blank check
to the schools; that the City should finance a guard at any
location when so demanded by the schools?
4) Should the salaries of the guards be increased? There is
the theory that a person can be found to do any job if the
price is right.
5) Are the crossing guards appropriate for older, high - school
aged youth?
6) Are there other locations in the City where crossing guards
may be more appropriate?
7) Do the number of youths using the program justify the cost?
Policy Issue: "What should the City's future policy be in
providing school crossing guards ?"
February 24, 1989
Page Three
8) What kind kind of liability exposure does the City accept in
connection with offering such a service?
9) Is the City the appropriate agency to offer such a service,
or should it be the responsibility of the Sheriff's Office
or the schools?
10) Are school crossing guards really needed at intersections
which are either signalized or have signals located within
100 yards of a given location?
Current salaries for crossing guards start at $6 per hour and go
up to $7.50 per hour. If the City elects to continue the
program in- house, consideration should be given to increasing the
salaries to a point where authorized positions are filled with
competent personnel. Experience has taught us that spending
revenue on extensive outreach and recruitment efforts does not
yield the desired results.
In terms of reviewing existing locations and developing
standards for crossing guard placement, this might be a task
appropriately referred to the City's Public Safety Commission.
The Commission has previously been active in recommending
improved recruitment procedures.
PREPARED BY:
Todd W. Arg
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13777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: Mayor & City Council
FROM: Stephen Emslie, Planning Director
SUBJECT: Open Space Policies
DATE: 2/24/89
In recent times, open and scenic land on the periphery of the Santa
Clara Valley has become increasingly rare. A variety of factors
well known to the Council such as escalating land values, increased
demand for luxury housing and build out in the valley have
produced pressures to develop Saratoga's hillsides, orchards and
agricultural lands.
This report summarizes the existing open space policies, analyzes
policy revisions to correct deficiencies, and provides the possible
framework of policy alternatives to assist in the Council's
definition of open space and park land objectives. Most
importantly, this report suggests methods to implement City Council
policy and to achieve its objectives in preserving the natural
environment that is Saratoga.
Background
The City's open space policy is contained in its Open Space Element
of the General Plan. This element was first adopted in the 1974
after the element was mandated by State law in 1973. The element
was revised once in 1981 and constitutes the City's current open
space policy.
The Open Space Element accomplishes three (3) primary functions:
defines open space classifications; inventories existing open and
recreational spaces; and identifies areas where additional open
space is needed. The existing open space element does not include
an implementation program to further the City's objective to
preserve its natural resources.
The Open Space Element relies heavily on the large residential lots
and large amounts of private open space in the hillsides now outside
of the City's jurisdiction Sphere of Influence, and the Williamson
Act contracts as existing factors that serve to meet the City's
future open space needs. The complete text of the Open Space
Element is attached for Council review. However, the following
excerpts from the element expound on the emphasis and direction of
1
the current policies:
"The County -wide standards indicate that the proportion of
designated park land to population in Saratoga is very low (about
40% of what it should be). However, open space is somewhat relative
and should be viewed from the perspective of the particular City and
its environment" (page 3 -27, paragraph 3).
The element then cites that the mountain areas adjacent to the City,
the low density residential development and the various school sites
all contribute to compensate for Saratoga's open space deficit.
"Privately owned land accounts for the majority of open space within
Saratoga, and is a valuable open space asset to all residents of
Saratoga and adjacent communities as a visual backdrop" (page 3 -26,
paragraph 2).
The element indicates that the hillsides within the City limits are
protected by the NHR district and Specific Plan which makes
extensive use of open space easements as a means to protect visually
sensitive hillsides. Lands outside of the NHR plan area are not
specifically addressed through policy statements, zoning
requirements or exactions.
"The Saratoga 1974 General Plan relied heavily on existing schools
for provision of open space and recreational and community
facilities. Dispersal of these sites throughout the City is
important for convenient access by all residents. Any proposed
change in the use of a school facility should be carefully studied
by the City and the affected residents" (page 3 -30, paragraph 4).
While the 1981 version recalls that the 1974 General Plan emphasized
school sites as open space resources, this recent version also cites
school property as a community open space resource. The current
element indicates that the City should encourage school properties
to remain under public ownership but provides marginal guidance when
sites must be sold.
"The City obtained its first park 18 years ago. Much of the park
acquisition and development has come from park dedication fees.
These are fees collected from developers on a per unit basis.
Future development and acquisition will continue to utilize park
development fees as well as revenue sharing and various park bond
monies from the State."
The Open Space Element cites only the existing park dedication or
Quimby Act fees collected as the means to fund acquisition of new
park land and open space. Since the current policies indicate that
the City meets the community needs through existing park land, large
lot zoning and undeveloped hillsides outside of the City limit, it
would follow that policies are not aggressive in terms of new
acquisition.
The existing element provides a detailed inventory which itemizes
the acreage provided by both school sites and other land uses and is
F
also attached for Council's reference. Primarily sources of open
space are derived from Williamson Act contracts, publically owned
property such as MROSD, public parks such as Villa Montalvo, Sanborn
Park and Stevens Creek Park, and City owned parks. This inventory
omits other areas of open space such as private recreational uses
such as the Saratoga Country Club and Brookside Tennis Club.
Analysis
The existing Open Space Element relies on existing conditions to
meet the community's needs for open space and to preserve the unique
character that is Saratoga. The existing policies provide minimal
direction regarding methods to promote the provision of open space
through land use policy and exactions. Moreover, the existing
element pays little attention to implementation policies. In order
for staff to begin preliminary work to correct these deficiencies,
City Council should outline its definition of goals and objectives
and discuss the appropriate implementation techniques.
Staff can identify three broad policy objectives in increasing
order of City involvement. The following is intended to facilitate
Council discussion and formulation of Council's goals in revising
current open space policy:
Goal A: The City of Saratoga desires to preserve open space
wherever possible.
Possible Implementation Methods:
1. Require open space easements dedicated to private property
owners or homeowners associations that restrict useage of scenic
or environmentally sensitive land.
2. Develop subdivision standards that require findings
demonstrating open space preservation.
3. Utilize park dedication fees (or accept dedications of lands
where appropriate) to acquire and develop open and recreational
spaces.
4. Encourage and support the acquisition and maintenance of scenic
lands by public agencies and community organizations such as the
Mid Peninsula Recreation and Open Space District.
Goal B: In addition to preserving open
City shall also attempt to acquire
greenbelt of public land in the scenic
or adjacent to the City.
Possible Implementation Methods:
space wherever possible, the
hillside lands to form a
northwestern hillsides within
1. Adopt development policies which limit development in scenic or
environmentally sensitive areas currently outside of the City
limits.
3
2. Expand the City's Sphere of Influence to include lands which are
visual sensitive to Saratoga.
3. Locate alternative funding sources at Federal, State and local
levels for the acquisition of scenic or environmentally
sensitive lands.
4. Encourage the formation of a local land trust whose sole purpose
shall be to identify and accept the dedication of scenic lands
to Saratoga.
6. Consider alternative development techniques such as transfer of
density and clustering, when site conditions permit, and do not
conflict with other policies of the General Plan.
Goal C: The City shall aggressively pursue acquisition of public
lands throughout the City where such land can be identified as
having scenic, recreational or educational value to the community.
Possible Implementation Methods:
1. Investigate the feasibility of requesting voter approval of
local revenue sources such as special assessment districts both
locally and City wide; tax overrides; and the issuance of
general obligation bonds for the purpose of funding land
acquisition and its maintenance.
2. Develop an operating program to maintain public land and the
public's access to it.
3. Encourage the formation of a land trust whose task it shall be
to accept dedications of public land, and to accept donations,
grants and loans for acquiring land.
4. Develop a plan for exercising the City's Naylor Act rights which
entitle the City to acquire portions of surplus school
districts' lands at reduced land value.
5. Consider open space users fees to generate revenue for land
acquisition.
Findings and Conclusions
The City's desire to revise its open space policy is clear. What
is not clear is the extent to which the City desires to be involved
in promoting the open space issue. While the Goal A has marginal
impact on public open space acquisition, it demands the fewest
resources. Conversely, the aggressive policy mentioned in Goal C
would make a tremendous impact and also demands maximum City
resources. The policy in Goal B facilitates acquisitions by using a
variety of resources not necessarily monetary. For example, land
use policy and regulation can cost the City nothing to implement but
can greatly influence land either preserved or acquired by the City.
4
Further, community based organizations
can be very influential in securing
questionable building area exists.
Stephihi Ems e
Planning Director
SE /dsc
Attachments
A:memocc2
5
such as open space trusts,
dedication of land where
OPEN SPACE /RECREATION ELEMENT
In 1970, the State Legislature added Open Space to the list of
mandatory General Plan Elements. The intent of the legislature
was to insure that: 1) cities and counties recognize that open
space land is a limited and valuable resource, which must be
conserved wherever possible and 2) every local jurisdiction will
prepare and carry out an Open Space Plan which, along with state
and regional Open Space Plans, will accomplish the objectives of
a comprehensive Open Space Program.
State law required adoption of an Open Space Element or "Local
Open Space Plan" by December 31, 1973 for cities and counties.
Zoning provisions and other development regulations must be con-
sistent with the Open Space Element. Saratoga adopted its Open
Space Element August 7, 1974 along with the rest of the 1974
General Plan. The Element was updated in 1981 and is the City's
plan for the comprehensive and long -range preservation and con-
servation of open space land.
Under the provisions of Governmental Code Section 65563 (b)
"open -space land is any parcel or area of land or water which is
essentially unimproved and devoted to an open -space use as defined
on a local, regional or state Open Spaced Plan" as any of the
following:
Open Space for Preservation of Natural -Human Resources - Lands for
preservation as open space because of unique or unusual natural or
man -made features that would be difficult or impossible to duplicate.
Subclassifications include:
A. Lands, marsh and water areas for fish and wildlife refuge.
Such lands are essential to the life cycle of natural species
or natural processes.
B. Notable geological features such as earthquakes faults, landslides, unusual
formations and other elements that are.of educational or
scientific value.
C. Historical and cultural sites associated with the history,
tradition and culture of the region and of enough significance
to merit preservation or restoration.
D. Natural amenities such as ridge lines and major topographic
features that are visible from major population centers or that
are accessible to large groups of people.
Open Space for Managed Resource Production - Lands for resource
production are those lands that are capable of producing a natural
product at costs that yield a break -even return on land and labor,
assuming a system of land value taxation based on current use
3 -24
rather than on the value land might have under developed, urban
use conditions:
Subclassifications include:
A. Prime agriculatural lands and lands for specialty crops which
include all lands suitable for specialty or high value crops
such as flowers, vegetables orchards or wine grapes.
B. Lands for grazing which include both cultivated pasture and
other grasslands with slopes under 30 percent.
C. Lands for mineral production on which would be found, in
marketable quantity, minerals such as salt rock, aggregate or
sand.
D. Lands for water supply including both watershed and reservoir
areas, and lands for ground water recharge.
Open Space for Outdoor Recreation - Lands for outdoor recreation
suitable for passive and active outdoor recreational pursuits.
Subclassifications include:
A. Lands for developed recreation uses such as local or regional
parks, school grounds and trail systems.
B. Lands for water - oriented recreation such as areas adjacent
to rivers, creeks and lakes.
C. Lands for natural environmental experience which include
significant land forms, or lands with significant aesthetic
features.
D. Lands for scenic and recreation travel where both scenic and
natural values are present together with adequate access and
low traffic congestion.
Open Space for Health, Welfare and Public Safety - Lands where
development could cause a long -term deterioration of the general
public welfare or threat to public safety.
Subclassifications are:
A. Land to protect the quality of water resources (including both
ground water resources and reservoirs).
B. Open areas to preserve airshed quality where development would
result in unusual and serious degradation of the overall air
quality.
C. Flood control reservoirs, flood plains, drainage channels and
areas below dams where flooding or hazards related to the
failure of flood control facilities would present a signifi-
cant hazard.
3 -25
D. Areas with unstable soils or geologic structure where the
risk of land movement is usually high.
Saratoga has open space lands in all four categories in addition
to existing parklands and numerous acres of privately owned open
space within the western hillsides. Privately owned open -space
constitutes a fifth category. Privately owned land accounts for
the majority of open space within Saratoga, and is a valuable
open space asset to all residents of Saratoga and adjacent communities
as a visual backdrop. Much of the private open space in the
western hillsides is or will be protected through open space
easements which were placed or will be placed on the land during
the subdivision or building site approval process. Approximately
334 acres of land is currently dedicated to open space easement
within the western hillside. For more information on the open
space easements in the western hillsides, the reader should refer
to the Northwestern Hillside Specific Plan.
EXISTING OPEN SPACE LAND USES
Santa Clara County
There are three major Santa Clara County parks readily access-
ible to Saratoga residents. Of the three existing parks, the
Montalvo Arboretum is highly specialized. The main function of
this park is as an arboretum and wild life preserve. The other
two County parks are multiple purpose open space and recreation
areas. They,provide a resource for camping, hiking and day long
excursions, as well as protecting water sheds, wildlife and
valuable timber and ground cover. The County park facilities
available to City residents follow:
Montalvo Arboretum contains 175 acres of woodlands in the
hills straddling the southern boundary between the City and
the County. This land is owned by the Montalvo Association,
which occupies the Villa and provides cultural activities and
programs. The park is maintained by the County with Federal
assistance. Nature walks are a major activity at this facility.
Stevens Creek is a multiple purpose park in Cupertino's Sphere
of Influence. It is accessible to Saratoga residents by trail
and scenic highway. Potential exists for expanding this park
into the Saratoga Sphere of Influence. The park contains 655
acres.
Sanborn County Park is currently a part of a larger regional
park called "Skyline ". The Skyline Park contains 1,000 acres
and extend from Sanborn Park to Skyline Boulevard. Skyline Park
is one of a series of multiple - purpose parks which complements
Castle Rock State Park and creates an undeveloped corridor
along the scenic mountain highways.
One of the sources of open space protection is through the
Midpenninsula Regional Open Space District (MROSD) which is a
3 -26
governmental agency dedicated to the protection of open
space lands. Saratoga has approximately 320 acres within its
Sphere of Influence under the ownership control of the MROSD.
The MROSD provides a valuable service by protecting through
purchasing critical open space areas within Saratoga's Urban
Service Area and Sphere of Influence.
City of Saratoga
Saratoga's existing open space includes:
Developed park land
79
acres
Open space provided by schools
151
acres
Orchards (excludes lands with
Tentative Map Approval)
130
acres
Creek bed
36
acres
Vacant land
1,167
acres
Additional designated park
land on 1974 General Plan
19
acres
Currently, all of this land, except the developed parks and creeks
is potentially developable. However, some of the lands under
Williamson Act contract (approximately 220 acres) may not develop
for the next ten years. Under the provisions of AB 2074 (Robinson)
owners of lands under Williamson Act may opt to cancel their contracts
on a one -time basis if they select to do so before May 31, 1982.
Encouragement should be given to all farmers to keep their lands under
the Williamson Act contract.
The County -wide standards indicate that the proportion of desig-
nated park land to population in Saratoga is very low (about 40$
of what it should be). However, open space is somewhat relative
and should be viewed from the perspective of the particular City
and its environment. Open space in Saratoga includes more than
designated parks. It includes mountain areas which are not physically
a part of the incorporated City, but visually and psychologically are
a part. The extremely low density residential development in parts of
the City provides both visual and useable open space. The schools
within Saratoga provide valuable active recreational areas for the
residents. With declining enrollments, the school districts are
being forced to consider various options to raise funds to include
selling school sites. The school districts should be encouraged to
maintain their playground area and building if economically feasible.
There are areas of the City without sufficient quantities of
local open space. Mainly, these areas are in the northern part
of the City where, 20 years ago, development was permitted on
small lots without park land or open space. It is important that
active and passive recreation open space be provided on a neighbor-
hood basis in these areas in some reasonable proportions to the
density of the population of the area.
3 -27
PRIVATE OPEN SPACE
The institutionally owned private open space includes sites owned
by churches and church schools, the 80 acre site of the Odd
Fellows Home, the six acre site of the Saratoga Horticultural
Foundation, and the Montalvo Arboretum with its 175 acre site dis-
cussed under County Parks. The open space of each of these
institutions, except the Horticultural Foundation, is used for
passive activities. The Horticultural Foundation site is not open
to the public, but provides lush vegetation in a residential area.
Private residential open space includes all the residential
building sites which are one acre or larger. On these sites the
structure covers only a small portion of the site with the rest
generally visually open. A large amount of the acreage in the
City is occupied by homes on lots one acre or larger.
About 222 acres of the 268 acres of agricultural zoned land in the
City of Saratoga is designated as agricultural preserve under the
Williamson Act. This designation means that the owner has signed
a contract with the City to retain his land in agricultural use
for at least 10 years in exchange for the property being taxed on
the basis of the value of its annual production rather than its
assumed highest and best land use. These contracts are automati-
cally renewed annually so that the 10 year period is maintained.
SPHERE OF INFLUENCE
The Sphere of Influence provides an important backdrop of open
space for the City. It is tangibly, as well as aesthetically,
valuable to each resident of the City. It is the responsibility
of the City to protect this quality, not by taking action, but by
thinking ahead to the best future for the area in relation to the
City's future goals.
Two of the three County parks available to Saratoga residents are
wholly or partially in the Sphere of Influence. Sanborn, enlarged
to 1,000 acres since 1974 extends to Skyline Boulevard, and is
completely in the Sphere of Influence. A small portion of Montalvo
Arboretum is in the City but the majority of the 175 acres is in
the Sphere. The 677 acre Stevens Creek Park is in Cupertino's
Sphere of Influence but in the past it has been suggested that
it be extended into the Saratoga Sphere. Other open space land is
maintained by the Midpenisula Regional Open Space District.
The Sphere of Influence ultimately will be tranversed by a park
system which will form a corridor for the scenic mountain highways
of the Peninsula. Thus, much of the area at the most westerly limit
of the Sphere of Influence will be devoted to public open space.
However, there are other lands that are developable or potentially
developable.
3 -23
Extending the same ratio of open space to population for those
areas of the City where lots are an acre or more in size is less
realistic. To a considerable extent, residents with large lots
are providing their own open space. In short, in Saratoga the
criteria for amount and location of the needed open space must
be flexible, depending on the part of the City being considered.
Accepting this concept of available open space, it is necessary
to review the existing open space and its location to identify
areas where more open space should be preserved or acquired
within the City.
Parks
The City obtained its first park about 18 years ago. Much of
the park acquisition and development has come from park dedication
fees. These are fees collected from developers on a per unit
basis. Future development and acquisition will continue to
utilize park development fees as well as revenue sharing and
various park bond monies from the state.
Although the parks generally are well distributed throughout
the City, it appears the large triangular Saratoga-Sunnyvale-
Cox- Saratoga residential area is in the need of activity- oriented
facilities, somewhere in the vicinity of Argonaut School. The
following table lists the City parks and their locations:
TAB LE 16
Saratoga Parks, 1981
Park
Acreage
Location
Azule
4.1
Goleta & Knollwood
Brookglen
.7
Brookglen Court
Central
13.9
Saratoga & Fruitvale
Congress Springs*
9.7
Glenbrae Drive
El Quito **
6.3
Cox & Paseo Presada
Foothill
0.8
Seaton & Tranworth
Gardiner
2.2
Portos & Wildcat
Hakone
15.5
Big Basin Way & Tollgat
Historical Park
1.0
Sara. -L.G. and Oak Plac
Kevin Moran
10.3
Scully Avenue
Wildwood
4.0
Fourth Street
TOTAL
68.5
*
An additional 10 acre portion of the Transportation corridor adjacent
** to the park has been leased from Cal Trans since 1976.
Lease from Moreland School District
3 -29
SCHOOL SITES
Saratoga is served by nine school districts: five elementary
districts, two high school districts, and two community college
districts. But whereas there were twelve public schools (in
addition to West Valley College) operating in Saratoga at the
time of the adoption of the 1974 General Plan, only nine of these
schools are still open and the closure of another is pending.
The strength of school district identification with the City of
Saratoga varies with the proportion of the district's schools
that are located within the City. If all or most of a district's
schools are situated within a single municipality, then the school
district and the city government share a common constituency.
This circumstance tends to facilitate coordinated planning.
On the other hand, it is difficult to plan for the best interests
of Saratoga residents when the school site serving their neighbor-
hood is one in a school district which has the majority of schools
and constituents in another city or cities.
The Saratoga 1974 General Plan relied heavily on existing schools
for provision of open space and recreational and community
facilities. Dispersal of these sites throughout the City is
important for convenient access by all residents. Any proposed
change in the use of a school facility should be carefully
studied by the City and the affected residents.
The City's first goal with respect to surplus schools should be
to encourage the site to remain in public ownership, thus being
available for present or future public use. The zoning ordinance
shall allow the school to be used for an interim alternative use,
without extensive exterior modifications, in a manner compatible
with the neighborhood and remunerative to the school district.
If it is determined that the surplus school must be sold, then the
City's second goal is to work with the school district and
residents to assure that the new use is of optimum benefit to
the community. The public hearing process shall be used to deter-
mine the type of use most suitable for the site and to specify
criteria by which the Planning Commission shall evaluate projects
proposed for the site. To assure the continued suitability of
the land use, the use may have to be subject to the granting of
a use permit.
In addition to these public school facilities, Saratoga also
contains the Notre Dame Novitiate with 54 acres of primarily
undeveloped land adjacent to the City's Madronia Cemetery. The
Saratoga campus of West Valley Community College includes 135 acres
readily accessible to Saratoga residents. Much of the West
Valley site is covered by buildings and parking, by using low
profile buildings and landscaping, an effort has been made to
produce a pedestrian oriented indoor /outdoor environment.
3-30
Currently, over 800 acres in the Sphere of Influence are preserved
under the Williamson Act. Since much of the agricultural land
lacks access or is subject to high earthquake hazard, it is unlikely
that it will be developed in the near future.
Residential structures are generally widely disbursed in the Sphere
and on large acreages. As a result, the need for local or neighbor-
hood open space is not a factor.
It is important to recognize the need for open space designation
in the Sphere of Influence. There are areas which now lack access
and where, given current technology, it would be prohibitively
expensive to extend the sewer and water facilities necessary for
development. This does not mean that this situation will not change
20 to 30 years hence. Consideration must be given to long -term
uses of areas which now look beyond the possibility of development.
Their vacant status must not be assumed.
With the San Andreas fault zone bisecting the Sphere of Influence,
much of the area is considered unstable. Most of the Sphere also
is formed by excessively steep slopes. These areas will never be
capable of supporting urbanization and will thus remain generally
open.
Resource Related Open Space
Saratoga will be the beneficiary of some open space as a result of
policies and actions of other agencies. Some lands will be kept
in their natural state to provide watersheds, others as rights -of-
way for utility lines. Still others will be maintained as timber-
land and sources of potentially scarce resources such as gravel.
All of these resources are dealt with specifically in other special
elements of the General Plan, such as seismic safety, conservation
and safety. What is important to note here, is that while the
primary function of these uses may not be open space, the secondary
effect will be to provide in some cases large expanses of undevelop-
ed and untouched open space. These areas should be considered a
part of Saratoga's inventory of open space.
Active and Passive Recreation
City, County and State parks are usually developed with human
recreation as a primary proposed use. Facilities are provided for
camping and picknicking. Trails for hiking, bicycling, and horse-
back riding serve as links between and through the open spaces.
In 1977 the City adopted the Master Trails and Paths Plan which
amended the Circulation Element. This plan was coordinated to
compliment the existing County Trails and Pathways Master Plan.
Trails increase the feeling of open space and add to the visual
beauty of the City in a way that the resident can make use of.
Trails can also make parks in the Sphere of Influence, such as
3 -31
Sanborn and Stevens Creek Park, more accessible to bikers and
hikers. Many proposed trails are planned to link up with other
county or neighboring city trails to provide a network that will
reach into the Santa Cruz mountains and all the way to the Pacific
Ocean. Trail systems are links between public facilities and
give people the alternative of a pleasant and different kind of
mobility than that provided by the automobile.
The Montalvo Arboretum Nature Trail is a hiking trail which
passes through areas of a dry chaparral, woodlands, and a redwood
grove. The Lookout Trail leads to a high point where there is a
sweeping view of the Santa Clara Valley. Animal and bird life
abound in this Audubon Society Sanctuary and a further educational
experience is provided by markers indicating the popular and
botanical names of trees and their places of origin. Although
many visitors use the arboretum, the potential educational and
recreational services it provides for school children have not
been developed.
The Santa Clara Bike Route System Plan uses rights -of -ways of
freeways, expressways, streets, flood control and utility rights -
of ways to traverse the urban areas of Santa Clara County.
Because of obvious need, and in order to implement the plan quickly,
existing roads are being used as interim routes until separate
paths can be provided. By the use of local gas tax funds, it has
been possible to install bike route signs and to mark lanes for
bikes on existing roads.
The Saratoga Public Works Department and Bicycle Route Committee
studied the feasibility of incorporating a "Demonstration Bike
Route System" of lanes and paths into the City transportation
network. Implementation of the demonstration plan is taking
place gradually, based on priorities established by the City Council.
The local system is designed to form links with the County Bike
Route System.
Hakone Park is the only City park which is more of a passive than
active recreation area. Sites designated for development as
City parks, but not yet developed, can often be used now for active
recreation; however, in Saratoga many of these undeveloped areas
are not presently available for active use because of the high
brush and grass covering them. In addition, several of the future
parks have a very bumpy terrain which would require grading before
they could be used as playing fields. Gardiner Park site bordering
the Wildcat Creek is the only site now available and in use as an
outdoor walking and biking resource.
City parks and park sites comprise 78.5 acres or about 1% of Saratoga's
total area. However, more important than area devoted to City
parks is the consideration of how well these parks serve the needs
of the people and how well they serve as enjoyable open space.
Few of the existing parks are provided with any kind of play equip-
ment or courts for ball games. Wildwood Park has some play equip-
ment. However, the neighborhood schools provide this resource for
active or strenuous recreation.
3 -32
The City parks and park sites that are accessible neighborhood
parks are Kevin Moran, Azule Park Site, Brookglen /Cox Site, E1
Quito Park Site, Congress Springs Park Site, Foothill Park Site and
Gardiner Park Site. Wildwood Park is accessible for neighborhood
use and as a downtown shoppers' park. Hakone Gardens is not a
neighborhood park -- it is situated in a very low density area and
is not intended for active recreational use. The Community Garden,
although excellent as a recreational resource, is not accessible
as a neighborhood resource.
3 -33
TAB LE 17
OPEN SPACE PROVIDED BY SCHOOL SITES
IN SARATOGA, 1981
School
1. West Valley College
2. Saratoga High School
(Los Gatos Joint Union
High School District)
3. Prospect High School
(Campbell Union H.S.
District)
4. Surplus site
(Fremont Union H.S.
District)
(Saratoga Elementary
School District:)
5. Redwood School
6. Foothill School
7. Argonaut School
8. Saratoga School
9. Congress Springs School
Acreage Covered Acreage Devoted
Total by Buildings & to Open Space
Acreage Parking Lots and Recreation Uses
135.0 105.0 30.0
38.0 22.0 16.0
34.9 16.2 18.7
48.0 - -
17.71
6.13
11.58
10.96
3.24
7.72
11.50
4.49
7.01
6.10
1.58
4.52
9.92
3.57
6.35
Proposed General Plan change to Medium Density 1982
3 -34
(Moreland Union School
District:)
10.
El Quito Park School
12.1
5.0
7.1
11.
Brookview School
12.2
4.5
7.7
(Cupertino Union School
District:)
12.
Hansen School
8.70
1.67
7.03
13.
Blue Hills School
10.57
2.61
7.96
14.
Marshall Lane School
10.0
1.29
8.71
(Campbell Elementary
School District)
15.
Sacred Heart School
10.6
1.29
8.71
16.
Saint Andrews School
6.8
4.8
2.0
Proposed General Plan change to Medium Density 1982
3 -34
TAB LE 18
INVENTORY OF OPEN SPACE LANDS
Open Space for
Preservation
in Natural
Human Resource
Open Space
Managed Resource
Production
Open Space Recrea-
tion (includes Parks
and School)
Open Space for
Health, Welfare
& Public Safety
Open Space
Under Priva
Ownership
West Valley Freeway
32
8
School Sites
151
Private Lands:
Residential
9
242
Commercial
12
Designated Scenic
Easement or Open
Space Easement in
Western Hillsides
334
Williamson Act
223
Orchards /Vineyard
62
Geologic areas in
Western Hillside
11
Flood Plain
90
Villa Montalvo
175
MROSD (Sphere of
Influence)
319
Reservoir
14
Creeks
36
City owned Lands
(Undeveloped
Parks)
7
3-35
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO
FROM
SUBJECT
City Council
City Engineer rp
DATE: 2 -24 -89
Policy Development Agenda Background
#4 Strategy to Implement the Future Village Plan
Policy Issue
At what speed shall we proceed to implement the Village
Plan.
With the completion of the several major construction
projects this year the next steps will be to complete the
Village Plan improvements. You will need to determine the
scheduling of these items. They are as follows:
1. Tree planting.
2. Parking directional signs.
3. New trash containers.
4. Benches.
5. Newspaper stand enclosures.
6. Kiosk at 3rd Street.
7. Fourth Street sidewalk.
8. Parking Districts.
9. Pedestrian Plaza.
In addition, property owner improvements are
1. Flower boxes.
2. Benches.
3. 3 kiosks.
4. Miscellaneous beautification.
The property owner improvements are of course to be
installed at the discretion of the owner. However, those
items that compliment the City installed improvements
should be promoted, perhaps by the Merchants Association,
to be installed at the same time. This would be
particularly true of the benches and the kiosks.
1
Referring to the above list of improvements, Item 2, the
parking directional signs, should be implemented immediately
following the Caltrans Reconstruction of Big Basin Way.
Posts for these signs should be set during the Caltrans work
so as to not require removing portions of that work to
install the signs. This cost can be absorbed in the
Street Maintenance Budget. Item No. 7, the Fourth
Street sidewalk is already budgeted for 89 -90.
Item No. 1, the tree planting, is also budgeted for fiscal
89 -90. We have negotiated with Caltrans to remove the
existing undesireable trees in their contract and provide
tree wells for all trees along with electrical conduit and
water stubbed into each tree well.
The balance of items i.e., 3 through 6 & 9 are nominal
cost items and may be covered by the cities commitment of
funds for the Village items which is already $200,000 for
Big Basin Reconstruction, $15,000 Fourth Street sidewalk
and $10,000 street trees.
Item No. 9, Pedestrian Plaza, is currently in the 91 -92
CIP. It is dependent on cooperation of property owner or
acquisition of property. It may be something that would
be included in any establishment of Village Parking
District No. 5. This proposed district would not provide
for any new spaces inasmuch as it involves 2 totally
developed parking lots. In fact the Pedestrian Plaza would
actually reduce parking slightly. That being the case,
its sole purpose would be to allow for intensification of
of density of the area. Parking District No. 6 which
would be located at the southerly end of Big Basin Way and
substantially below the street would probably be of
limited value to the existing Village. For it to have a
significant value, the area southerly of Fifth Street
would have to be intensified commercially so that the
property fronting that proposed parking would use it.
It should be determined if either of these proposed
parking districts 5 or 6 are worth pursueing and if so
when should the process begin. Parking District #3 was
discussed and worked on for twenty -five years prior to
its recent implementation. That much time and effect should
not be expended on future districts.
K,
09WA @9 gz_�3_�I�Q)gz %640
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: City Manager DATE: 2 -24 -89
FROM: Chief Building Inspector
SUBJECT: Background Note: Policy Issues - Should the City create an amnesty
program to clean up expired permits?
Implementation of an amnesty program for expired building permits
would have several positive affects on the City.
Presently, the city Code contains specific provisions for the
expiration of permits. These provisions allow for a one time
extension. However, all permits expire, by default, two (2) years
from the date of issuance of permits.
When a permit expires, work may not continue and no inspection may
be conducted until a new_ permit has been issued. The issuance of
a new permit can, and often does, create numerous problems for the
applicant and the City.
Prior to the issuance of a new permit the applicant is required to
obtain a zoning approval through the Planning Department. Older
projects may not conform to current zoning regulations which take
presidency over the regulation at the time the previous (expired)
permit was issued. It is difficult to obtain strict compliance
with the new regulations, particularly if there are non
conformities to set - backs, square footage and height requirements.
The issuance of a new permit is greatly impacted by State
regulations. By definition, the new permit must comply with
current State building code regulations, which includes Title 24
Energy Standards. Once again, older projects will not comply with
the new standards. Insulation, appliance efficiency, allowable
glazing and lighting allowance requirements, to mention a few,
have changed drastically in the last ten (10) years.
Scenario: A home owner, who is selling his home, arrives at City
Hall and wants to find out the requirements for finaling the eight
hundred (800) square foot addition to his house. The addition was
completed ten years ago but the contractor didn't obtain the
required final inspection. The owner wants to clear up this
problem and complete the sale of the house.
Subsequently, the owner discovers his permit has expired and a new
permit must be issued. Furthermore, he discovers that the new
permit requires compliance with the new City zoning and building
regulations. Upon review of this addition, City Staff explain
that, according to new regulations, he must reduce the square
footage by fifty square feet, cut off three feet of the addition
(since it encroaches into the side set- back), add insulation to
all the additions walls and ceiling and replace the furnace with a
more efficient model.
The owner smiles, says "Thank You" and leaves city Hall never to
be seen again.
I believe a well publicized amnesty program will create a needed
awareness in the community concerning home owner responsibility as
it relates to permits. Amnesty for expired permits would 1. help
clean -up our old files 2. provide an avenue for frustrated home
owners to obtain necessary final inspections 3. generate revenue
in the form of reinstatement fees, 4. assist City Staff with
handling the new verses old regulation problems 5. show a genuine
willingness by the City to address this growing problem and 6
prompt home owners to investigate the stasis of permits.
C�B�� off ����'OO C�L� � ✓
13777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO
FROM
SUBJECT
Mayor & City Council
Stephen Emslie, Planning Director
Property Maintenance Standards
DATE: 2/24/89
The question before the City Council is whether or not standards for
property maintenance should be established and enforced for
residential and commercial properties.
Background
This suggested program comes to the City Council by way of the
Planning Commission who has become increasingly concerned regarding
the deterioration of the City's neighborhoods and their commercial
centers.
The Planning Commission views this item as a code enforcement
program rather than expansion of the housing rehabilitation program
discussed previously. Primarily, the Planning Commission requests
that the Council consider establishing improved standards and
a streamlined process for resolution of disputes.
The Planning Commission has noted
maintenance programs to improve the
residential areas have been implemented
to this report area examples of main -
adopted by the cities of Dublin and
reference.
Analysis
that successful property
quality of commercial and
in other cities. Attached
tenance ordinances recently
San Leandro for Council's
While other cities have demonstrated success in implementing
property maintenance standards, the process to implement maintenance
regulations is expected to be controversial. The issues inherent in
a discussion of maintenance standards are subjective, difficult to
quantify and strike an emotional chord with those who disagree with
the objectives.
While a discussion considering additional maintenance regulations
can be fraught with controversy and emotion, the process to enforce
the regulations is equally controversial and in addition, is time
consuming and costly. As the Council is aware, workload to enforce
1
Memo to Mayor & City Council
Re: Property Maintenance Standards
regulations of current codes suggests that additional personnel is
desirable. Additional and more complicated regulation for property
maintenance will increase demands on code enforcement resources.
Additionally, there is a spillover effect to other departments. The
Planning, Building and Maintenance Departments should expect to
review increased applications for nonconforming structures and uses
as well as respond to questions involving public jurisdiction and
its maintenance obligation.
There is a distinction between residential and commercial properties
which has significance in considering the maintenance question.
Residential property maintenance standards often are the most
disputed and controversial. Commercial properties are less so
because generally commercial properties rely on visual appearance to
attract customers. For the most part, commercial centers are
managed by real estate professionals who may be as concerned as the
City regarding the appearance of the property. Clearly, there are
notable exceptions to this observation when commercial properties
are not in direct competition with other cities, the incentive to
maintain high standards is not present. Saratoga has examples of
both well and marginally maintained commercial property which has
caused the Planning Commission to request Council consideration of
this program.
Findings
In considering the Planning Commission suggestion, staff has made
the following findings which the Council may take in to account when
deciding to move forward on this item.
1. The establishment of maintenance standards should reflect a
pervasive community concept of how its properties are to appear.
The standards should attempt to address the "lowest common
denominator" especially in residential areas and not attempt to
implement ideals that are unrealistic and unattainable.
2. Commercial properties should be considered separately from
residential properties. The maintenance issues are distinct to
each land use. Should there be Council reluctance to initiate
the program, the commercial standards and enforcement can be
tried first.
3. Any decision to proceed should evaluate costs and staff levels.
4. The Council should bear in mind
maintains public nuisance standards
;when the public's health and safety
Stephen Emsli,e
`Planning Director
2
that the City currently
which enable the City to act
is in question.
i
City of San Leandro
�---� Civic Center, 835 E. 14th Street
i San Leandro, California 94577
I
The enclosed information includes
instituting the Neighborhood Preservation
used in the enforcement of this ordinance
- •�vG1yCV
FES 1IS09
PLA-MMIG DEPT
the City of San Leandro Ordinance
Program and a packet of sample letters
The ordinance was adopted by the City Council in response to a community
desire to retain the integrity and quality of San Leandro neighborhoods. The
ordinance prohibits the storage of certain items in view of the public street
for an unreasonable period of time. If the items are not removed by the property
owner following various notifications by the City, the City can physically remove
the items in violation, billing the owner for removal and administrative costs.
Unpaid bills become liens on the property.
The Neighborhood Preservation Ordinance has been extremely successful.
Since its inception in March 1987, more than 400 residential properties have been
brought into compliance. It has been well received by both landlords and
tenants, by property owners and by the community as a whole. The program has
encouraged clean -up of properties by owners who would not btherwise have been
able to improve their properties. As a result of this program, the City has been
able to introduce housing rehabilitation programs to low income housing persons
for a variety of housing improvements. Finally, it has improved a number of
neighborhoods by removing those conditions which were beginning to cause blight
and property degradation. Based on the success of the program, we are now
expanding it to our industrial and commercial areas at the request of the Chamber
of Commerce and the Manufacturers Association.
The program was initially developed and enforced by the City Manager's
Office. It has been transferred to the Community Standards Section of the
Community Development Department's Planning Division.
For further information regarding this program, please call Alice Calvert,
Community Standards Coordinator, at 577 -3457.
Very truly yours,
Richard H. Randall
City Manager
5N-4
Dave Karp, Mayor `— o
low
City Council: John E. Faria; Bob Glaze; William F. Jardin; ' =
Linda Perry; Anthony B. Santos; Edwin J. Suchman; Dick Randall, City Manager
CITY OF SAN LEANDRO - NEIGHBORHOOD PRESERVATION PROGRAM
Background
The development of the Neighborhood Preservation Ordinance was in response to
public concerns regarding residential properties which violate accepted neighbor-
hood standards for appearance. These violations generally include the accumula-
tion of materials, equipment, and other items which create a public nuisance,
making the property clearly out of conformity with the adjacent properties.
The Neighborhood Preservation Ordinance was designed to focus on those types
of public nuisances in which the City previously had limited ability to enforce
abatement. The Neighborhood Preservation Ordinance is a valuable tool in the pre-
vention of the deterioration of residential neighborhoods resulting from the
accumulation on private property of litter, debris, overgrown vegetation, and dis-
carded or inappropriately stored household items.
This ordinance provides for enforcement in those few cases when voluntary
abatement of the public nuisance cannot be obtained. The types of public nuisance
that can be abated under this proposed ordinance include:
>> Debris, clotheslines, junk, trash
>> Lumber, salvable materials
>> Machinery
>> Broken or discarded furniture
>> Overgrown vegetation; dead, decayed, diseased trees
>> Graffiti
» Boats, trailers, vehicle parts, and camper shells which are abandoned or
partially disassembled
City staff conducted a careful analysis of the required implementation steps
and impact on personnel to implement and administer the program. The results of
this analysis appear in the following section of this report.
Initial Program Operations
The formal abatement process requires substantial documentation and follow -up
site visitations in those cases where residents or property owners resist attempts
to gain voluntary compliance with the ordinance. As the program has developed,
and the number of formal abatements have increased as public knowledge of the
ordinance expanded, it became necessary to utilize a part -time seasonal assistant
and part -time clerical support in addition to existing staff.
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Quality Control
In San Leandro, we believe it is critical that the City Manager's Office
initially maintain control of both the number and degree of severity of those
cases chosen for immediate attention under the provisions of this ordinance. For
this reason, it was necessary to ensure that an acceptable, effective standard and
application of enforcement be maintained within a case load that can be reasonably
managed given existing personnel. Experience with the ordinance in San Leandro
shows that approximately one dozen locations are the optimum number that can
effectively be managed under this program at any given time.
Role of Homeowners' Associations
The role of the various homeowners' associations is to bring potential viola-
tions of the ordinance to the City's attention. Cases for investigation under
this ordinance are prioritized by City staff based on severity, existing case
load, etc. The homeowners' associations are valuable to the program in that they
seek compliance with the ordinance by making their membership aware of the purpose
and provisions of the ordinance.
Evaluation Period
After approximately six months of implementation of the ordinance, City staff
will conduct an evaluation of the Neighborhood Preservation Ordinance. The find-
ings of this evaluation will be reported to the City Council along with any
recommendations that staff may believe to be warranted to improve the intent
and /or implementation of the ordinance. The City Manager's Office received
approximately 100 calls from citizens in the first few week's of the program. At
this writing, approximately 70 properties have been processed under the provisions
of the ordinance with 30 properties achieving compliance by improving their
appearance and condition.
Financial Impact
Costs to the City of San Leandro thusfar to implement the enforcement of the
Neighborhood Preservation Ordinance are minimal. In the 1981 -1988 City Budget,.
$25,000 has been included to fund the transition of the administration of the
Neighborhood Preservation Ordinance to the Community Development Department.
For further information, contact Alice Calvert, Community Standards
Coordinator, at 577 -3457.
/ 1-0
APpIL 1987 NEW9LMEtt VOLUME 18, NtlMUNt 1'6
CITY ENACTS NEIGHBORHOOD
PRESERVATION ORDINANCE
An ordinance designed to help
preserve the character and quality of
San Leandro's residential neighbor-
hoods was recently adopted by the
City Council. Entitled the Neighbor.
hood Preservation Ordinance, it
enables the City to abate undesirable
conditions on private residential pro-
perty where the owner falls to s&
dress these conditkm In a finely,
manner.
The ordinance was developed In
response to public conoem arising
from Instances of property owners
failing to adhere to accepted corn
munity standards relating to neigh-
borhood appearance. The ordinance
targets conditions which fall to con-
form to those of adjacent properties
and conditions which create a public
nuisance.
Under the new ordinance, the City
can abate conditions of debris or litter
of various types, discarded furniture
and large appliances, overgrown
vegetation, graffiti, and abandoned
boats and camper shells which are
visible to the street. Attractive
nuisances, dangerous to' children,
and abandoned or partially cow
structed buildings also qualify for
abatement under ordinance.
Property owners and tenants
whose properties violate the condl-
tione of the ordinance will be given
adequate notice and time to remove
the nuisance and comply with the or-
dinance. Low Income residents may
apply for rehabilitation loans to make
necessary Improvements to bring
their properties Into compliance. Pro-
... rty owners will also have an oppor-
- I -
tunity to appeal the Notice to Abate at
a hearing before the City Manager s
Neighborhood Preservation Commit
tee. The City will assist homeowners
and residents In every way poss►Me
so that enforcement of this ordinance
will only be necessary In those few in
stances when voluntary abatement of
the public nuisance cannot be obtaawi
The cooperation of all San Leanry o
residents in keeping their properties
:. free of any undesirable conditions will
result in a better community for all of
Its residents. For more Information
about this ordinance, call the City's
Community. Relations Representative
at 577.3358.
Summary of Neighborhood Preservation Ordinance
Chapter 1 of Title III of the San Leandro Municipal Code
declares that certain conditions existing on residential
property are nuisances. In general, the ordinance declares
conditions which exist in the front or side yards to be
nuisances. The following language is taken directly from the
ordinance and defines what is a nuisance:
(a) The accumulation of dirt, litter or debris on the
property which is visible from a public street;
(b) Clotheslines or clothes hanging in front yards,
sideyards, porches or balconies and visible from a
public street;
(c) Trash, garbage or refuse cans, bins, boxes or other
such containers stored in front or side yards and
visible from a public street;
(d) Packing boxes, lumber, junk, trash, salvage
materials, or other debris kept on the property for
an unreasonable period and visible from a public
street;
(e) Attractive nuisances dangerous to children and
visible from a public street, including abandoned,
broken or neglected equipment, machinery,
refrigerators and freezers, hazardous pools, ponds
and excavations;
(f) - Broken or discarded furniture, household equipment
and furnishings or shopping carts stored on the
property for unreasonable periods and visible from
a public street;
(q) Overgrown vegetation likely to harbor rats, vermin
and other nuisances causing detriment to
neighboring properties or property' values or
obstructing necessary view of drivers on public
streets or private driveways and visible from a
public street;
(h) Dead, decayed, diseased or hazardous trees, weeds
or other vegetation constituting unsightly
appearance, dangerous to public safety and welfare
or detrimental to neighboring properties or
property values and visible from a public street;
(i) Graffiti or other words, lettering or drawings
which remain on the exterior of any building or
fence for an unreasonable period and are visible
from a public street;
(j) Boats, trailers, vehicle parts or other articles of
personal property which are abandoned or left in a
state of partial construction or repair for an
unreasonable period of time in front yards,
sideyards, driveways, sidewalks or walkways and are
visible from a public street;
(k) Camper shells which are left for an unreasonable
period of time in front yards, driveways,
sideyards, sidewalks or walkways and are visible
from a public street; and
(1) Buildings which are abandoned, boarded up,
partially destroyed, or left in a state of partial
construction for an unreasonable period of time and
such buildings which are unpainted or where the
paint on the building exterior is mostly worn off.
If one of these conditions is found by the City Manager
(or his designated representative, the Community Standards
Coordinator) to exist on any residential property the City
Manager can declare such condition to be a nuisance and order
that it be abated (removed, repaired or rehabilitated) within
a certain period of time.
If the owner does not comply, a hearing will be held
before a committee appointed by the City Manager to determine
whether the condition is a nuisance under the ordinance. The
property owner will be advised of this hearing and will have
the opportunity to present evidence at the hearing. If the
committee determines that a nuisance exists it must make
findings and an order which will require that the condition
be abated within a specified time period. If the owner does
not comply the City Manager is authorized to have the
necessary work done to abate the nuisance and the cost can
ultimately be made a lien against the property.
If the owner disagrees with the committee's decision he
or she my appeal to the City Council which then holds a
hearinq. If the Council finds the condition is a nuisance
and orders it abated and the owner doesn't promptly comply
the City Manager can have the work done and charge the
property owner. If the city does the work itself all the
city's costs can be made a lien against the property
following a hearing before the City Council.
CITY of DURM
P.O. Soot 2340
DubUn, CA 94H®
ORDINANCE NO. 13 -88
AN ORDINANCE OF THE CITY OF DUBLIN RELATING TO PROPERTY
MAINTENANCE AND REPEALING ORDINANCE NO. 7 -88
The City Council of the City of Dublin does ordain as follows:
ARTICLE 1. DEFINITIONS
Section 1.1: BACK YARD. "Back yard" shall mean that portion of
property between a building and the back property line.
Section 1.2: BUILDING. "Building" shall mean any house, garage,
duplex, apartment, condominium, stock cooperative, and other
residential and non - residential structures.
Section 1.3:
CITY. "City" shall mean the City of Dublin.
Section 1.4: CITY MANAGER. "City Manager" shall mean the City
Manager or his designees.
Section 1.5: FRONT YARD. "Front yard" shall mean that portion
of property between the street and a building.
Section 1.6: OWNER. "Owner" shall mean any person owning
property, as shown on the last equalized assessment roll for City
taxes or the lessee, tenant or other person having control or
possession of the property.
Section 1.7: PERSON. "Person" shall mean any individual,
partnership, corporation, association or other organization,
however formed.
Section 1.8: PROPERTY. "Property" shall mean (a) all non-
residential zoned real property and any building located on such
property (referred to as "non- residential property ") and (b) front
yards, the unfenced portions of side yards, the unfenced portion
of back yards of corner lots, driveways, walkways, and sidewalks
of all residential real property and shall include any building
located on such property (referred to herein as "residential
property ").
Section 1.9: SIDE YARD. "Side yard" shall mean that portion of
property between a building and the side property line.
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ftwi-W AD
ARTICLE 2. NUISANCES
Section 2.1: UNLAWFUL RESIDENTIAL PROPERTY NUISANCE. It -shall
be unlawful for any person owning, leasing, renting, occupying or
having charge or possession of any residential property in the
City to maintain or to allow to be maintained such property in
such manner that any of the following conditions are found to
exist thereon, for an unreasonable period of time and are visible
from a public street, except.as may be allowed by any other
provision of law; including provisions of City ordinances:
(a) The accumulation of dirt, litter or debris;
(b) Clotheslines or clothes hanging in front yards;
(c) Boxes, bins, containers, fire wood, lumber, junk, trash,
salvage materials, or other similar materials;
(d) Attractive nuisances dangerous to children including
abandoned, broken, or neglected equipment, machinery,
refrigerators and freezers, hazardous pools, ponds, and
excavations;
(e) Broken or discarded furniture, household equipment and
furnishings or shopping carts;
(f) Overgrown vegetation likely to harbor rats, vermin and
other nuisances dangerous to public health, safety, and
welfare, or obstructing a necessary view of drivers on
public streets or private driveways;
(g) Weeds, dead, decayed, diseased or hazardous trees, and
other vegetation constituting an unsightly appearance or
dangerous to public health, safety and welfare;
(h) Graffiti on the exterior of any building, fence or other
structure;
(i) Vehicle parts or other articles of personal property
which are abandoned or left in a state of partial
construction or repair;
(j) Mobilehomes, recreational vehicles, utility trailers,
unmounted campertops, boats, cars, trucks, or other
vehicles, that are parked or stored in violation of
Ordinance 3 -86 and /or Ordinance 28 -87; and /or
-2-
(k) Buildings which are abandoned, boarded up, partially
destroyed, or left in a state of partial construction
and such buildings which are unpainted or where the
paint on the building exterior is mostly worn off.
Section 2.2: UNLAWFUL NON- RESIDENTIAL PROPERTY NUISANCE. It
shall be unlawful for any person owning, leasing, renting,
occupying or having charge or possession of any non - residential
property in the City to maintain or to allow to be maintained such
property in such manner that any of the following conditions are
found to exist thereon for an unreasonable period of time and are
visible from a public street, except as may be allowed by any
other provision of law including provisions of City ordinances:
(a) The accumulation of dirt, litter, or debris;
(b) Boxes, bins, containers,.fire wood, lumber, junk, trash,
salvage materials, or other similar materials;
(c) Attractive nuisances dangerous to children including
abandoned, broken, or neglected equipment, machinery,
refrigerators and freezers, hazardous pools, ponds, and
excavations;
(d) Broken or discarded furniture, household equipment and
furnishings or shopping carts;
(e) Overgrown vegetation likely to harbor rats, vermin and
other nuisances dangerous to public health, safety, and
welfare, or obstructing a necessary view of drivers on
public streets or private driveways;
(f) Weeds, dead, decayed, diseased or hazardous trees, and
other vegetation constituting an unsightly appearance or
dangerous to public health, safety and welfare;
(g) Vehicle parts or other articles of personal property
which are abandoned or left in a state of partial
construction or repair;
(h) Mobilehomes, recreational vehicles, utility trailers,
unmounted campertops, boats, cars, trucks, or other
vehicles, that are parked or stored in violation of
Ordinance 3 -86 and /or Ordinance 28 -87.
(i) Graffiti on the exterior of any building, fence or other
structure;
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(j) Buildings which are abandoned, boarded up, partially
destroyed, or left in a state of partial construction
and such buildings which are unpainted or where the
paint on the building exterior is mostly worn off.
Section 2.3: DECLARATION OF PUBLIC NUISANCE. Any property found
to be maintained in violation of sections 2.1 or 2.2 is hereby
declared to be a public nuisance and shall be abated by
rehabilitation, removal, demolition, or repair pursuant to the
procedures set forth herein. The procedures for abatement set
forth herein shall not be exclusive and shall not in any manner
limit or restrict the City from enforcing other City ordinances or
abating public nuisances in any other manner provided by law.
ARTICLE 3. ABATEMENT PROCEDURE
Section 3.1: NOTIFICATION OF NUISANCE. Whenever the City
Manager determines that any property within the City is being
maintained contrary to one or more of the provisions of Sections
2.1 or 2.2, he shall give written notice ( "Notice to Abate ") to
the owner of said property stating the section(s) being violated.
Such notice shall set forth a reasonable time limit, in no event
less than seven (7) calendar days, for correcting the violation(s)
and may also set forth suggested methods of correcting the same.
Such notice shall be served upon the owner in accordance with
provisions of Section 3.3 covering service in person or by mail.
Section 3.2: ADMINISTRATIVE HEARING TO ABATE NUISANCE. In the
event said owner shall fail, neglect or'refuse to comply with the
"Notice to Abate ", the City Manager shall conduct an
administrative hearing to ascertain whether said violation
constitues a public nuisance.
Section 3.3: NOTICE OF HEARING. Notice of said hearing shall be
served upon the owner not less than seven (7) calendar days before
the time fixed for hearing. Notice of hearing shall be served in
person, by first class mail, or by certified mail to the owner's
last known address. Service shall be deemed complete at the time
notice is personally served or deposited in the mail. Failure of
any person to receive notice shall not affect the validity of any
proceedings hereunder. Notice shall be substantially in the
format set forth below:
"NOTICE OF ADMINISTRATIVE HEARING ON ABATEMENT OF NUISANCE
This is a notice of hearing before the City Manager (or his
designees) to ascertain whether certain property situated in
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the City of Dublin, State of California, known and designated
as (street address) ' in said City,
and more particulary described as (assessor's parcel number)
constitutes a public nuisance subject to
abatement by the rehabilitation of such property or by the
repair or demolition of buildings situated thereon. If said
property, in whole or part, is found to constitute a public
nuisance as defined in this Ordinance and if the same is not
promptly abated by the owner, such nuisance may be abated by
municipal authorities, in which case the cost of such
rehabilitation, repair,._.or demolition will be assessed upon
such property and such costs, together with interest thereon,
will constitute a lien upon such property until paid; in
addition, you may be cited for violation of the provisions of _
the City ordinances and subject to a fine.
Said alleged conditions consist of the following:
The method(s) of abatement are:
All persons having an interest in said matters may
attend the hearing and their testimony and evidence will be
heard and given due consideration.
Dated this day of 19_.
Time and Date of Hearing:
Location of Hearing:
City Manager
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Section 3.4: ADMINISTRATIVE HEARING BY CITY MANAGER. At the
time stated in the notice, the City Manager shall hear and
consider all relevant evidence, objections or protests, and shall
receive testimony under oath relative to such alleged public
nuisance and to proposed rehabilitation, repair, removal or
demolition of such property. Said hearing may be continued from
time to time.
If the City Manager finds that
that there is sufficient cause
or repair the same, the City Ma
an order, which shall specify t
method(s) of abatement and the
commenced and completed. The c
right to appeal set forth in Se
and order shall be served on al
accordance with the provisions
copy of the findings and order
posted on or near the property.
such public nuisance does exist and
to rehabilitate, demolish, remove
nager shall prepare findings and
he nature of the nuisance, the
time within which the work shall be
rder shall include reference to the
ction 3.6. A copy of the findings
1 owners of the subject property in
of Section 3.3. In addition, a
shall be forthwith conspicuously
Section 3.5: PROCEDURE. NO APPEAL. In the absence of any
appeal, the property shall be rehabilitated, repaired, removed or
demolished in the manner and means specifically set forth in said
findings and order. In the event the owner fails to abate the
nuisance as ordered the City Manager shall cause the same to be
abated by City employees or private contract. The costs shall be
billed to the owner, as specified in Section 3.10. The City
Manager is expressly authorized to enter upon said property for
such purposes.
Section 3.6: APPEAL PROCEDURE. HEARING BY CITY COUNCIL.The
owner may appeal the City Manager's findings and order to the City
Council ( "Council ") by filing an appeal with the City Clerk within
seven (7) calendar days of the date of service of the City
Manager's decision. The appeal shall contain:
(a) A specific identification of the subject property;
(b) The names and addresses of all appellants;
(c) A statement of appellant's legal interest in the subject
property;
(d) A statement in ordinary and concise language of the
specific order or action protested and the grounds for
appeal, together with all material facts in support
thereof;
We
(e) The date and signatures of all appellants; and
(f) The verification of at least one appellant as to the
truth of the matters-stated in the appeal.
As soon as practicable after receiving the appeal, the City Clerk
shall set a date for the Council to hear the appeal which date
shall be not less than seven (7) calendar days nor more than
thirty (30) calendar days from the date the appeal was filed. The
City Clerk shall give each appellant written notice of the time
and the place of the hearing at least five (5) calendar days prior
to the date of the hearing, either by causing a copy of such
notice to be delivered to the appellant personally or by mailing a
copy thereof, postage prepaid, addressed to the appellant at his
address shown on the appeal. Continuances of the hearing may be
granted by the Council on request of the owner for good cause
shown, or on the Council's own motion.
Section 3.7: DECISION BY COUNCIL. Upon the conclusion of the
hearing, the Council shall determine whether the property or any
part thereof, as maintained, constitutes a public nuisance. If
the Council so finds, the Council shall adopt a resolution
declaring such property to be a public nuisance, setting forth its
findings and ordering the abatement of the same by having such
property rehabilitated, repaired, removed or demolished in the
manner and means specifically set forth in said resolution. The
resolution shall set forth the time within which such work shall
be completed by the owner, in no event less than thirty (30)
days. The decision and order of the Council shall be final.
Section 3.8: SERVICE OF ORDER TO ABATE. A copy of the
resolution of the Council ordering the abatement of said nuisance
shall be served upon the owner(s) of said property in accordance
with the provisions of Section 3.3. Upon abatement in full by the
owner, the proceedings hereunder shall terminate.
Section 3.9: HEARING PROCEDURE BEFORE CITY MANAGER AND
COUNCIL.
All hearings shall be tape recorded.
Hearings need not be conducted according to the technical rules of
evidence.
Hearsay evidence may be used for the purpose of supplementing or
explaining any direct evidence, but shall not be sufficient in
itself to support a finding unless it would be admissible over
objection in civil actions in courts of competent jurisdiction in
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this state. Any relevant evidence shall be admitted if it is the
type of evidence on which reasonable persons are accustomed to
rely in the conduct of serious affairs, regardless of the
existence of any common law or statutory rule which might make
improper the admission of such evidence over objection in civil
actions in courts of competent jurisdiction in this state.
Oral evidence shall be taken only on oath or affirmation.
Irrelevant and unduly repetitious evidence shall be excluded.
Section 3.10: ABATEMENT BY CITY. If such nuisance is not abated
as ordered within said abatement period, the City Manager shall
cause the same to be abated by City employees or private
contract. The City Manager is expressly authorized to enter upon
said property for such purposes. The cost, including incidental
expenses, of abating the nuisance shall be billed to the owner and
shall become due and payable 30 days thereafter. The term
"incidental expenses shall include, but not be limited to,
personnel costs, both direct and indirect, including attorney's
fees; costs incurred in documenting the nuisance; the actual
expenses and costs of the City in the preparation of notices,
specifications and contracts, and in inspecting the work; and the
costs of printing and mailing required hereunder.
A person shall not obstruct, impede, or interfere with the City
Manager, or his representative, or with any person who owns, or
holds any interest or estate in any property in the performance of
any necessary act, preliminary to or incidental, carrying out an
abatement order issued pursuant to Section 3.4 and 3.7 of this
ordinance.
Section 3.11: LIMITATION OF FILING JUDICIAL ACTION. Any action
appealing the Council s decision and order shall be commenced
within thirty (30) calendar days of the date of service of the
decision.
Section 3.12: DEMOLITION. No property shall be found to be a
public nuisance under Sections 2.1(k) or 2.2(j) and ordered
demolished unless the order is based on competent sworn testimony
and it is found that in fairness and in justice there is no way
other than demolition reasonably to correct such nuisance.
Section 3.13: NOTICE OF _INTENT TO DEMOLISH. A copy of any order
or resolution requiring abatement by demolition under Section
3.4 or 3.8 shall be forthwith recorded with the Alameda County
Recorder.
ARTICLE 4. LIEN PROCEDURE
Section 4.1: RECORD OF COST OF ABATEMENT. The City Manager
shall keep an account of the cost, including incidental expenses,
of abating such nuisance on each separate lot or parcel of land
where the work is done by the City and shall render an itemized
report in writing to the City Council showing the cost of
abatement, including the rehabilitation, demolition or repair of
said property, including any salvage value relating thereto;
provided that before said report is submitted to the City Council,
a copy of the same shall be posted for at least five (5) days upon
or in front of such property, together with a notice of the time
when said report shall be heard by the City Council for
confirmation. A copy of said report and notice shall be served
upon the owners of said property in accordance with the provisions
of Section 3.3 at least five (5) calendar days prior to submitting
the same to the City Council. Proof of said posting and service
shall be made by affidavit filed with the City Clerk.
Section 4.2: ASSESSMENT LIEN. The total cost for abating such
nuisance, as so confirmed by the City Council, shall constitute a
special assessment against the respective lot or parcel of land to
which it relates, and upon recordation in the office of the County
Recorder of a Notice of Lien, as so made and confirmed, shall
constitute a lien on said property for the amount of such
assessment.
After such confirmation and recordation, a certified copy of the
Council's decision shall be filed with the Alameda County Auditor -
Controller on or before August 1 of each year, whereupon it shall
be the duty of said Auditor - Controller to add the amounts of the
respective assessments to the next regular tax bills levied
against said respective lots and parcels of land for municipal
purposes and thereafter said amounts shall be collected at the
same time and in the same manner as ordinary municipal taxes are
collected, and shall be subject to the same penalties and the same
procedure and sale in case of delinquency as provided for ordinary
municipal taxes. All laws applicable to the levy, collection and
enforcement of municipal taxes shall be applicable to such special
assessment.
In the alternative, after such recordation, such lien may be
foreclosed by judicial or other sale in the manner and means
provided by law.
Such Notice of Lien for recordation shall be in form substantially
as follows:
. _._......_��.........�..�., s —ate rM`a a_gM'.�e�•w •a.. v... �TVa:' a. Yf�2 >.:E21 "1Si;�C.RR'�f4*�'.�:..�. .... ...- ..-.
"NOTICE OF LIEN
(Claim of City of Dublin)
Pursuant to the authority vested by the provisions of Section
of Dublin Ordinance No. , the City Manager
of the City of Dublin did on or about the _day of
, 19 , cause the property hereinafter described
to be rehabilitated or the building or structure on the
property hereinafter described, to'be repaired or demolished
in order to abate a public nuisance on said real property;
and the City Council of the City of Dublin did on the
day of , 19 , assess the cost of such
rehabilitation, repair or demolition upon the real property
hereinafter described; and the same has not been paid nor any
part thereof; and that said City of Dublin does hereby claim
a lien on such rehabilitaton, repair, or demolition in the
amount of said assessment, to wit: the sum of $
: and the same, shall be a lien upon said real property
until the same has been paid in full and discharged of
record.
The real property hereinabove mentioned, and upon which
a lien is claimed, is that certain parcel of land lying and
being in the City of Dublin, County of Alameda, State of
California, and particularly described as follows:
(description)
Dated this day of , 19_•
City Manager, City of Dublin"
ARTICLE 5. MISCELLANEOUS
Section 5.1: ALTERNATIVE ACTIONS AVAILABLE; VIOLATION AN
INFRACTION. Nothing in this Ordinance shall be deemed to prevent
the Council from ordering the commencement of a civil proceeding
to abate a public nuisance pursuant to applicable law or from
pursuing any other remedy available under applicable law.
Violation of the provisions of this Ordinance constitues an
infraction. The City Manager is designated as the enforcement
authority.
-10-
Section 5.2: VIOLATION AND PENALTIES.
(a) Any person, firm, or corporation violating or causing,
or permitting to be violated any of the provisions of
this Ordinance shall be deemed guilty of an infraction.
(b) Any person, firm, or corporation convicted of an
infraction under the provisions of this Ordinance shall
be punishable as provided in Government Code § 36900.
Any violation beyond the third conviction within a
one -year period may be charged by the District Attorney
as a misdemeanor and the penalty for conviction of the
same shall be subject to a fine or imprisonment or both
not to exceed the limits set forth in California Penal
Code Section 19.
(c) Each person, firm, or corporation shall be guilty of a
separate offense for each and every day during any
portion of which any violation of any provision of this
Ordinance is committed, continued or permitted by such
person and shall be punishable accordingly.
(d) The City Manager shall have the power to designate by
written order that particular officers or employees
shall be authorized to enforce particular provisions of
this Ordinance. Officers or employees so designated
shall have the authority to arrest persons who violate
any of said provisions.
Section 5.3: REPEAL OF ORDINANCE NO. 7 -88. Ordinance No. 7 -88
is hereby repealed.
Section 5.4: EFFECTIVE DATE AND POSTING OF ORDINANCE. This
Ordinance shall take effect and be in force thirty 30) days from
and after the date of its passage. The-City Clerk of the City of
Dublin shall cause this Ordinance to be posted in at least three
(3) public places in the City of Dublin in accordance with Section
36933 of the Government Code of the State of California.
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PASSED AND ADOPTED by the City Council of the City of Dublin
on this 9th day of May , 1988, by the following vote:
AYES: Councilmembers Hegarty, Moffatt, Snyder,
Vonheeder and Mayor Jeffery
NOES: None
ABSENT: None
ATTEST:
LWI&I i _�� ' fit _/�
IgIIIIII
11,111 illlllllw''�111111��ll
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Mayor
13777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: Mayor and City Council DATE: 2/24/89
FROM: Stephen Emslie, Planning Director
SUBJECT: Housing Element Policies
The State of California requires that cities update their housing
element policy every five years. Saratoga last revised its housing
element in 1984; therefore our housing element must be reviewed in
1989 to be consistent with State law.
Background
State housing element law was first enacted in the early 1980's when
California cities were required to develop and adopt housing policy
to meet a quantified goal. The responsibility for establishing the
housing allocation was given to the region's council of
governments, ABAG. Every five years when the periodic housing
element review is due, ABAG determines the total housing need for
its region. ABAG then distributes the regional need among various
jurisdictions within the region for review and comment. The
Council is aware that ABAG uses a complex formula to determine each
jurisdiction's allocation based on a variety of factors including
demand, proximity to job centers and the availability of suitable
sites. As the Council will recall, the City recently reviewed
ABAG's preliminary housing allocation and requested revisions to
lower the number of units Saratoga should provide in its housing
policy.
The Staff has recently received word from ABAG that the downward
adjustments requested by the Council will be made in a revised
housing allocation now being prepared. While it seems that the
numbers the City will need to address in the forthcoming revisions
are in keeping with the realistic goals, the task of reviewing
housing policy remains.
The latest version of the Housing Element contains six policy
directives as well as a quantified goal for providing a set number
of units for both new construction and rehabilitation. Each goal is
summarized as follows:
Goal No. 1: Promote the opportunity for all residents to have a
sound home and satisfying environment.
1
Policies implementing this goal emphasize cooperation with the
County and non - profit housing organizations as well as promoting
opportunities for senior and handicapped housing.
Goal No. 2: Maintain and enhance the character, quality and
livability of the City's residential neighbors.
This goal is implemented through policies which encourage the
rehabilitation of existing housing, protection of rental housing and
"lower valued" housing, as well as the maintenance of the low
density single family character of Saratoga.
Goal No. 3: Insure that new housing shall be compatible with the
existing natural and constructed environment.
This goal is implemented by establishing policies that identify
seismic and geologic problem and require development to respect the
natural features to the extent possible.
Goal No. 4: Conserve our finite natural resources by stressing the
importance of energy efficiency in housing.
Policies which implement this goal include encouraging the
incorporation of passive and active heating systems (without the
removal of trees), and promoting the use of conservation techniques
which are in keeping with the aesthetic goals of the City.
Goal No. 5: Saratoga shall continue to support the State's goal of
providing decent housing and a suitable living environment.
This section's policies deal exclusively with fair housing programs
and anti - discrimination legislation.
Goal No. 6: Affirm that the City shall continue to be
predominantly a community of single family detached residences.
This section states that there should be no expansion of industrial
land or change of zone for undeveloped single family sites.
The Housing Element also provides quantified objectives addressing
new construction and rehabilitation. The policies state that
Saratoga should be able to produce, through private housing
development 30 units per year in the "above moderate" income
category. This equates to a total of 150 new units in the five year
life span of the current element. The rehabilitation goal states
that the SHARP program will arrest housing deterioration by
refurbishing 20 units per year for a total of 100 rehabilitated
units.
ANALYSIS
The fundamental goals set forth in the current version of the
Housing Element are reflective of the concern to preserve Saratoga's
rural residential character. However a discussion of housing policy
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in the state of California must address housing allocations
determined on a regional basis. The staff's preliminary review of
the housing conditions and expected growth indicate that with the
development of the Masson property including the senior care
facilities this city will be able to reasonably approach ABAG's
allocation.
Staff also expects that the SHARP program will contribute to
fulfilling this City's housing need. While the goal of 20
rehabilitated units per year has not been attained in the last five
years, four to five units per year have benefited from the low cost
loans provided by the program. Staff is beginning to research
methods to improve the public's awareness of the program in order to
increase the rehabilitation of housing stock. The following are
items which may increase the number of units rehabilitated each
year:
1. Rather than target areas which could benefit from the
SHARP program through direct mail, staff would utilize more wide
spread techniques such as radio and television community awareness
messages. This approach may create less of a chance to stigmatize
a specific neighborhood and may increase the public's acceptance of
the program;
2. Include SHARP information in the forth coming heritage
resource inventory to capture the appropriate audience.
3. Utilize existing contacts with the Community Center and
senior programs to again capture the right group who would might
benefit from the program;
4. Cooperate with the Code Enforcement personnel to provide
information regarding the program when violations are noted.
The HCD funds utilized by the SHARP program exceeds $200,000 per
year. While the majority of the funds are earmarked for the loan
program, portions are set aside to off set staff costs in
administering the program. Therefore, the continuance of the
program not only is an important factor in achieving our housing
goals, but provides the City with the resources necessary to provide
a noteworthy service.
FTVnTVM9
Staff finds that the existing policy framework provides the
necessary guidance to fulfill the mandated housing allocation. The
primary focus of the upcoming revision should emphasize the efforts
made to attract senior housing which will be soon realized at the
Masson site, and to augment the public's awareness of the programs
available for rehabilitation.
,,9tep`fien1tmslie
Planning Director
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13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: Mayor and City Council DATE: 2/24/89
FROM: Stephen Emslie, Planning Director
SUBJECT: Circulation Element Update
As the Council is aware, preliminary staff work has begun to revise
the City's Circulation Element. The City Council will recall that a
joint meeting with the Planning Commission to review circulation
policies was held late last year.
BACKGROUND
In October of last year, staff presented an outline of areas
suggested to be addressed in the draft Circulation Element. To
summarize, staff proposed that the draft address: the classification
of the City's street system; the current physical condition of the
street system; heritage lanes and scenic corridors; alternate
transportation modes; expanded policies regarding bicycle,
pedestrian and equestrian paths; and existing circulation policy in
other elements including the land use and specific plan elements.
Lastly, staff indicated that the suggested policy discussion was
predicated on the inclusion of sound implementation techniques.
In review, the Council and the Planning
satisfaction with the City's current street
and felt that no modifications in this regard
observed that particular emphasis should be
the City's recreational circulation system
policy.
ANALYSIS
Commission expressed
classification system
were necessary. Staff
placed on expanding of
and refining existing
Since the October meeting, staff has begun to formulate draft
revisions in accordance with Council's preliminary direction. In
light of Council's direction, staff reviewed the existing policies
in the 1983 element and noted no deficiencies or recommendations for
changes in policy direction as stated in the existing element. The
Council may wish to refer to the complete element, which is
attached for further information.
1
For the most part Staff sees the draft Circulation Element as
providing the necessary studies and data base to refine policies,
programs and improvements which may be inconsistent after the
General Plan studies are complete. For example, staff has observed
that several plan lines adopted for major arterials call for large
dedications for once anticipated road widenings. Since current
policy indicates that the rural character of Saratoga should be
reflected in its street system, amendments to vestigial
requirements are appropriate in the draft element.
The draft Circulation Element will also emphasize the need for
expanded policy discussion regarding the level of public transit
and the accessibility of transportation alternatives. As the
Council is aware, a concerted effort at the policy level may be
necessary to affect a meaningful change in agency transit policy.
One area where staff finds the existing element lacking is with
respect to recreational trails and open space planning. The city's
trail section is one area where expansion is needed in order to
implement current goals and objectives. Further staff finds that
the trails plan relates strongly to the discussion regarding open
space. The public's access to open space amenities will be
greatly enhanced through a well conceived trails system.
Additionally, emphasis should also be placed on developing a policy
statement regarding the maintenance of the City's expanded trail
system and evaluation of effects on the levels of existing services.
Lastly the draft element should expand on the implementation
measures currently found in the element. The purpose of clear
implementation will be to clarify which improvements are necessary
so that opportunity to require trails improvements will not be
overlooked. For example, implementation policies should locate
trails and require private developers to install necessary
improvements when applications are proposed. Additionally,
meaningful implementation measures will also facilitate the City's
acquisition of grant money when it is available. By demonstrating a
comprehensive implementation system to State agencies administering
recreation programs, the City will be in a favorable position to
receive grant funds.
Stephen Emslie
Planning Director
Attachments
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(01 t:3 tju4 - P t44A
CIRCULATION AND SCENIC HIGHWAY ELEMENT (CI)
A circulation element consisting of the general location and
extent of existing and proposed major thoroughfares, trans-
portation routes, terminals, and other local public utilities
and facilities, all correlated with the land use element of
the plan.
A scenic highway element for the development, establishment,
and protection of scenic highways pursuant to the provisions
of Article 2.5 (commencing with Section 260) of Chapter 2 of
Division 1 of the Streets and Highways Code.
CI.1.0 Promote a balanced transportation system in Saratoga with
attention to energy efficient transportation.
CI.1.1 The City shall encourage and participate in the
County -wide implementation of a variety of modes
of transport to serve Saratoga.
CI.1.1 (Imp) (The policy is specific and does
not require an implementation measure.)
CI.1.2 The City shall work toward improved public transit,
including more frequent service and access to the
village.
CI.1.2 (Imp) Coordinate with County Transit on
City efforts necessary to increase transit
availability.
CI.1.3 The West Valley Corridor right -of -way shall be
designated as a public use corridor.
CI.1.3 (Imp) (The policy is specific and does
not require an implementation measure.)
CI.2.0 Facilitate the safe movement of vehicular traffic within and
through the City, taking into consideration the environmental,
historical, and residential integrity of the City.
CI.2.1 The City shall require public right -of -way to be
offered and all private roads designated as
collectors.
CI.2.1 (Imp) (The policy is specific and does
not require an implementation measure.)
CI. 2.2 For safety, every new or developing public or pri-
vate cul -de -sac greater than 500 feet in length, and
every new and developing residential area in the City
with more than 15 residential lots on a cul -de -sac
should have a primary and an emergency access.
NW-1
CI. 3.0
CI.2.2 (Imp) Modify Subdivision Ordinance
accordingly.
CI.2.3 Through collector streets shall be designed and
aligned to minimize adverse impacts on the character
of residential neighborhoods through which they pass.
CI.2.3 (Imp) Circulation design guidelines should
be developed to be distributed to residential
developers.
CI.2.4 The major traffic generators in the City should be
provided with adequate access which is the least
disruptive to local neighborhoods.
CI.2.4 (Imp) Circulation design guidelines should
be developed to be distributed to commercial, in-
dustrial and institutional developers.
CI.2.5 Assessment Districts formed to improve existing
streets shall be encouraged.
CI.2.5 (Imp) (The policy is specific and does not
require an implementation measure.)
CI.2.6 If it is unlikely that a substandard street will be
totally improved, the City should take a deferred
development agreement as a condition of approval for
infill projects rather than requiring improvements
concurrent with development.
CI.2.6 (Imp) Modify Subdivision Ordinance accordingly.
CI.2.7 Prior to further development of major residential
(4 or more single - family units; 8 or more multi-
family units) or major commercial (more than 30
person occupancy) projects along the City's major
arterials, the impacts of increased traffic shall
be studied and a plan for minimizing these impacts
shall be developed to the extent feasible.
CI.2.7 (Imp) (The policy is specific and does not
require an implementation measure.)
Protect the aesthetic, historic and remaining rural qualities
of Saratoga through street design and landscaping.
CI.3.1 Minimum City street standards shall be adopted based
on location, terrain, character of areas and the
anticipated function of the roadway.
2 -7
CI.3.1 (Imp) Develop general street standard
criteria based on varying physical factors and make
part of the Subdivision Ordinance.
CI.3.2 Conventional City street development standards, as
described in the City's Subdivision Ordinance, should
be allowed to vary in order to preserve environmentally
sensitive roadside features where traffic safety will
permit such variations.
CI.3.2 (Imp) Modify Subdivision Ordinance accordingly.
CI.3.3 The function of a street shall be recognized in ad-
vance of construction, and design criteria used to
minimize disruption to the area caused by through or
heavy traffic.
CI.3.3 (Imp) Implement through Subdivision Ordinance
CI.3.4 The City shall encourage the planting of trees and
plan the development of landscaped medians along
major arterials.
CI.3.4 (Imp) (The policy is specific and does not
require an implementation measure.)
Strive for aesthetically pleasing views from all roads in
Saratoga and the Sphere of Influence.
CI.4.1 The City shall adopt an ordinance requiring the re-
view of the design, appearance, and setbacks of all
new fences, walls, and accessory structures that
would be visible from, and on lots adjacent to, the
City's arterial streets prior to the construction or
issuance of building permits for those new fences,
walls and accessory structures. The purpose of this
ordinance is the enhancement of the scenic character
of the views from these roads.
CI.4.1 (Imp) (The policy is specific and does not
require an implementation measure.)
CI.4.2 The City shall rigorously enforce ordinances to pre-
vent the use of non - conforming roadside signs on
all roads and highways within the City. This shall
include the use of all signs whether they be erected
by private individuals or business enterprises.
CI.4.2 (Imp) Implement through Sign Ordinance. Re-
duce authorization time limits for signs in the
scenic highway corridor.
CI.4.3 The City shall require increased setbacks of up to
100 feet for structures, walls or fences to be located
on lots adjacent to officially designated scenic
highways where it is determined by the City that such
increased setbacks are necessary to preserve the
scenic qualities of the highway.
MW
CI.4.3 (Imp) Modify Zoning Ordinance accordingly.
CI.4.4 The setback and landscaping requirements established
in the Zoning Ordinance for commercial and
multi - family residential structures on corner lots
adjacent to arterial streets may be increased to
reduce the visual impact of such structures and to
enhance the appearance of important intersections.
The City shall determine the extent and configuration
of the landscaped areas necessary to create attractive
developments on such corner lots through the design
review process.
CI.4.4 (Imp) Modify Zoning Ordinance accordingly.
CI.5.0_ Use presently planned street capacities in determining land
uses and acceptable development densities. If it is determined
that existing streets need to be improved to accommodate a
project, such improvements shall be in place or bonded for
prior to issuance of building permits.
CI.5.1 The City shall require adequate access in keeping
with the density of development.
CI.5.1 (Imp) Implement through. Subdivision Ordinance.
CI.5.2 The City
level of
periods.
to lower
be chang,
shall be
shall establish a minimum acceptable
service for city streets during peak travel
Development which will have the potential
the level of service below the standard shall
ad so that the acceptable level of service
maintained.
CI.5.2 (Imp) Develop level of service criteria
based on accepted traffic engineering methods. Ser-
vice criteria shall be developed for arterials,
collectors, and feeder streets and made part of the
Circulation Element of the General Plan.
CI.6.0 Integrate safe bicycling, walking, and horseback riding into
the total transportation system.
CI.6.1 Bicycle lanes shall be designated only where a road
can accommodate them safely.
CI.6.1 (Imp) Modify trails and pathways portion of
General Plan to include bicycle lanes and implement
safety criteria.
CI.6.2 Parking shall be prohibited in designated bicycle
lanes on thoroughfares and collector streets.
CI.6.2 (Imp) Adopt required ordinance.
CI.6.3 Where economically feasible, the bicycle route system
should connect with the bicycle routes of adjacent
communities, thereby increasing their accessibility
to Saratogans.
NMI
C ;.3 (Imp) udy existin Bicycle route
systems and determine the necessary modifications
appropriate to the City's adopted trails and
pathways.
CI.6.4 Rights -of -way of the West Valley Corridor, express-
way, Santa Clara Valley water District and utilities
shall be used for trails wherever feasible.
CI.6.4 (Imp) (The policy is specific and does not
require an implementation measure.)
CI.6.5 Encourage equestrian and pedestrian trails and path-
ways along roadways in areas where safety and
aesthetics permit. Equestrian pathways should relate
to the equestrian zones.
CI.6.5 (Imp) Review trails and pathways portion of
General Plan to ensure consistency with this policy.
CI.6.6 Motorized vehicular traffic shall be prohibited on
trails, pathways, parks and dedicated open space
areas except for maintenance and emergency purposes.
CI.6.6 (Imp) Develop, adopt and enforce an ordinance
prohibiting motorized vehicles on trails, pathways
and parks.
CI.6.7 Assure implementation of the City's trails system by
requiring trail dedication, construction, and a
method of trail maintenance as part of the sub-
division or site approval.
CI.6.7 (Imp) Implemented through Subdivision Ordinance.
CI.6.8 Trails, sidewalks or separated pathways should be pro-
vided in areas where needed to provide safe pedestrian
access to schools, along arterial streets and along
collector streets.
CI.6.8 (Imp) Review trails and pathways plan to
determine if adequate access is provided to schools
and along streets.
CI.6.9 Encourage the trails policies noted in the Specific
Plan for the Northwest Hillsides.
CI.6.9 (Imp) Include these policies as part of the
Circulation Element.
CI.6.10 Bike paths should be placed on both sides of Saratoga -
Sunnyvale Road where traffic safety permits.
CI.6.10 (Imp) (The policy is specific and does not
require an implementation measure.)
2 -10
CI.6.11 The City will retain all existing and dedicated
trails and pathways until it is determined that
these trails and pathways are not necessary to
accomplish the goals of the trails and pathway plan
of the circulation element.
CI.6.11 (Imp) (The policy is specific and does
not require an implementation measure.)
CI.6.12 Review the present equestrian zones and analyze
their consistency with the trails and pathways
plan of the circulation element.
CI.6.12 (Imp) (The policy is specific and does
not require an implementation measure.
CI.7.0 Develop a circulation plan to show logical means of egress
and ingress to undeveloped areas of the City and its Urban
Service Area.
CI.8.0 Encourage the preservation of the width and appearance of
those roads designated as heritage resources by the City.
CI.8.1 Encourage residents of streets and roads believed
to have historic merit to nominate those rights
of way for designation as heritage lanes.
CI.8.1 (Imp) Implement through Heritage Preservation
Commission.
CI.8.2 The designation of heritage lane shall not preclude
City action necessary to guarantee safe access for
emergency vehicles while maintaining the integrity
of the existing heritage lane.
CI.8.2 (Imp) Implement through Subdivision Ordinance.
CI.9.0 Minmize the City's financial risks for maintenance of streets
and roads.
CI.9.1 Prior to accepting any dedication of streets, the
financial risks of maintenance costs shall be
evaluated. Based on this evaluation, the City
shall determine if the dedication of the street
will be accepted.
CI.9.1 (Imp) (The policy is specific and does not
require an implementation measure.)
2 -11
CI.10.0 Traffic impacts that could create excessive noise, safety
hazards, and air pollution shall be mitigated. The City
shall use the standards established by the State of Cali-
fornia and in effect on February 14, 1983, to determine what
constitutes excessive noise, safety hazards, and air pollution
until the City adopts its own standards or more restrictive
standards are adopted by the State.
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09'xy� o2 O&M&'900Z
13777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: Mayor and City Council DATE: 2/24/89
FROM: Stephen Emslie, Planning Director
SUBJECT: Residential Overcrowding
The recent past indicates that pressures to maximize development in
residential neighborhoods is intense. Staff is asking whether
Council is interested in evaluating additional measures to check
overcrowding and intensification in the City's neighborhoods.
BACKGROUND
The Planning Commission has spent great effort recently to reduce
residential mass and bulk through a variety of means. First, floor
area ratios for residential construction and additions are stricter
and deviation from these standards are more difficult to obtain.
Secondly, the residential design manual provides proactive guidance
to the residential builder and architect so that City objectives are
incorporated initially into the proposal. However recent trends
indicate that intensification is occurring in other ways.
Staff has noted a significant increase in the frequency of requests
for intensiffcation in established areas which are not associated
with a specific design review application. Primarily, this increase
is attributable to the impetus to maximize development given
Saratoga's high land values. Staff has noted that intensification
can take a variety of forms which can be identified as follows:
1. Re- subdivision of improved lots;
2. Basements and underground excavations;
3. Removal of older, traditional homes to construct
larger homes; and
4. Extensive remodel of older traditional homes.
The lot split trend is characterized by the occurrence of developed
lots which are larger than the minimum sized required for its zone
district. In many established neighborhoods there exist older
1
structures often constructed in conjunction with the prior
agricultural use. This older structure is on a larger lot and is
now surrounded by a housing tract. In many cases, the lots proposed
for subdivision will conform with the minimum standards such as lot
width, depth and frontage, but will not be compatible with the
surrounding neighborhood. Additionally, the resulting lots often
appear forced into the topography and setting, and are not conducive
to the preservation of neighborhood character.
The proliferation of basements as either additions to existing homes
or modifications to approved but not constructed homes is also a
developing trend. The Council should note that basements are not
included in floor area calculations because they do not contribute
to the mass and bulk of a structure. This alternative enables
builders to add significant area which will not count toward floor
area allowances.
Residential "tear downs" or "scrapes" as well as extensive remodel
of existing structures are also seen in Saratoga. However, this
activity is limited to the older neighborhoods surrounding the
Village and the Springer area. Since the majority of Saratoga's
housing stock is relatively new, the residential tear down problem
is not as widespread. Nevertheless, when such activity is proposed
it does occur in an area like the Village where exceptional concerns
such as historic preservation, compatibility and privacy are common.
ANAT.VGTG
Staff has refined several suggested techniques which the Council may
to consider as appropriate methods to address the problems of
residential over crowding:
1. Revise the City's Minor Subdivision Ordinance to require
new proposals to adhere to more stringent requirements. Examples of
possible revisions would include requirements to maintain not only
minimum slope in building areas but also in required yards and
setbacks.
2. Revise the City's Historic Preservation Ordinance to
encompass sites and neighborhoods which do not currently meet the
historic criteria as historic resources. This is a concept
currently under consideration by the Historic Preservation
Commission who are defining Heritage Lanes and Districts in
conjunction with the publication of the Resource Inventory.
3. Revise zoning and subdivision standards to preclude re-
subdivision of property previously developed.
2
4. Revise design review procedures to address the concern
regarding basements. The revisions contemplated would allow the
Director to determine if review of the basement before the Planning
Commission is required when intensity concerns are present.
— 2x�
Step en Emsle
Planning Director
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/O.
0919W (02 O&M °
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867-3438
Date: February 24, 1989
To: City Council
From: City Manager
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: What is the long range
future for Hakone Garden and what roles are the City
and the Foundation, respectively, to play in creating
that long range future?
Two years ago the Council
funding the Master Plan a
the Foundation to discuss
Kizuna -en was built as a c
the Japan Foundation. It
the Master Plan. A challe
by Dr. Nagai to build
construction to start in
matching funds can be sec
modification to the Master
cultural center building.
Board has written a lett
communications process,
access road to Hakone to b
on -site conference and me
of the garage into a gift
discussed a similar issue relating to
id established an annual meeting with
.)rogress in this area. Since that time
)operative effort between the City and
represented the first step in creating
ige grant of $250,000 has been offered
the cultural center building with
late 1989 or early 1990 provided the
zred. Council has recently approved a
Plan which fixes the location for the
One member of the Hakone Foundation
Dr, as part of the policy development
Suggesting that the City expand the
a able to handle tour buses, to improve
?ting facilities, and to turn one -half
shop. Others have written suggesting
the City remove some of the old parking lot area and landscape
the area as a foreground for Kizuna -en.
These issues and the challenge grant
City is to develop both a strategy
development. A division of labor
determined. Should the Foundation
improvements to Hakone or should the
items and if so, which ones?
require resolution if the
and a capital budget for
and effort needs to be
be responsible for all
�ity be responsible for some
Policy Issue: What is the long range future for Hakone Garden
and what roles are the City and the Foundation,
respectively, to play in creating that long range
future?
February 24, 1989
Page Two
While most of these items could probably be left to discuss in
July when the annual meeting generally takes place, the issue
regarding funding of the cultural center needs to be built into
the capital budget for 1989 -1991. Waiting until July could
impact how priorities for other projects are treated. While
staff is prepared to go forward with whatever decisions Council
makes, time is a factor and firm direction is needed so that
proper planning can begin.
arry P. Peacock, City Manager
jm
REPORT TO MAYOR AND
CITY COUNCIL
FROM:
SUBJECT:
Director of Maintenance
BACKGROUND
DATE: 2/24/89
Backaround Nogi - 12ji2v Issue Should the City
Develop and Implement a Riding and Hiking Trail
Maintenance Program?
Although the full extent of existing trails is not known, they
are primarily located in and around the Parker Ranch development
and in the Pierce Road /Mt. Eden Valley area. Staff has reviewed
the condition of existing equestrian /pedestrian trails in the
City. For sake of definition this report concerns itself only
with the basically unimproved trails utilized by hikers and horse
riders that are on City rights -of -way and easements.
Since the City has not been active in the maintenance of these
trails, we do not know the amount of use they get from either
hikers or riders.
To determine what other agencies are doing in this regard, we
have contacted the Town of Los Gatos, the cities of San Jose, Los
Altos Hills, Campbell and the Mid - Peninsula Park District.
The City of Campbell has no "unimproved trails" that they
maintain. They do have a heavily used bycycle /wal king/ jogging
path which has an asphaltic concrete surface. They report it is
a maintenance nightmare, with litter and dog droppings needing
daily cleanup and vandalism repair almost as frequent.
The Town of Los Gatos utilizes a semi -hard surfacing on all of
its trails and pathways. They maintain these trails on an as
needed basis, but report that it is fairly regular.
The rest of the agencies we contacted all have unimproved trails
meeting the definition of this report. Those agencies all
maintain on an as needed basis after a once a year (early spring)
concerted effort of trail repair.
The Mid - Peninsula Pa__. District, %�,___ch has the i,._st trails in the
area, has what we consider the best approach to repair and
maintenance. Once a year (early spring) their rangers report on
all trail deficiencies in their area. Major repairs are
contracted for with private contractors. They then utilize
volunteers from hikers and horsemen groups and prisoners under
the Public Service Program (P.S.P.) from the Correctional
Department to work with their regular staff for one month of
concerted maintenance.
None of the agencies contacted, except Campbell, pick up animal
feces. However, most of their trails are in undeveloped and
rustic areas. All do regular or semi - regular debris clean up.
CONSIDERATIONS
1. What is the extent of the City's existing and near future
trail?
2. How much use are they getting and how much would they get if
they were well maintained?
3. What are the legal ramifications of the City maintaining the
trails?
4. What would be the start -up cost to provide trail maintenance?
5. How extensive should trail maintenance be?
6. Should the City require trails to be surfaced?
Some of these questions are rather easily answered.
The City attorney believes the City would not incur additional
liability by _performing trail maintenance. If anything,
liability would be reduced by a good faith effort of maintenance.
Start u_D cost would be minimal. A capital of $6,500 for a small
loader (Bobcat) could be required since most of the trails are
too narrow to use standard width equipment. The repair of some
erosion Droblems may have to be contracted for.
Utilization of P.S.P. and volunteer workers will reduce the
annual cost of maintenance. However, City crews will be needed
as truck and equipment operators as well as inspectors, crew
leaders, etc.
It aDDears that hard or well defined surface treatment of trails
require more extensive maintenance. Natural trails or trails
with chips or tree bark spread to control erosion and weed growth
aDDear to be a better solution.
SUGGESTED APPROACH
1. During the upcoming summer and fall, collect data on the
extent and condition of existing trails.
2. During the same period, survey the trails for use.
3. Before the end of the calendar year, develop a complete
program of trail maintenance and adjust the budget to cover
cost called for by the program for the balance of fiscal
year 1989/90 and for fiscal 1990/91.
4. The program should provide for:
a. The purchase of necessary capital equipment.
b. A once -a -year major repair and cleanup utilizing the
P.S.P., volunteers and City crews.
C. The contracting of major repairs that cannot be done by
the above.
d. Monthly litter patrols by the P.S.P.
e. As needed, rapair and maintenance as reported by users
and residents. (This should include picking up of horse
droppings in front yards and on public streets.)
L=
•
1:3777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: City Council DATE: 2-23-89
FROM: City Engineer
SUBJECT: Policy Development Agenda Background
#12 Landscape and Lighting District Expansion
----------- - - - - -- - -- ---- - - - - --
Policy Issue•
To what extent should the City expand its Landscape and
Lighting Maintenance District to include new areas in the
City and to maintain the Village improvements.
Following is a list of areas where either exists or
should be installed that are candidates for inclusion
into the landscape and Lighting Maintenance District.
1. South side of Prospect Road between Saratoga -
Sunnyvale Road and Saratoga Creek.
2. North side of Prospect Road between Johnson Avenue
and Saratoga Creek.
3. North and South side of Cox Avenue between Route 85
and Saratoga Creek.
4. North side of Cox Avenue and west side of Saratoga
Avenue at the northwest corner of that intersection.
5. West side of Saratoga - Sunnyvale Road between E1
Dorado Court and Brandywine Drive between Reid Lane
and Verde Vista Lane.
6. East side of Saratoga - Sunnyvale Road between
Herriman Avenue and Miljevich Drive.
7. Corner of Elva Avenue, Canyon View Drive & Michaels
Drive.
8. Corner of Seagraves Avenue, Loma Rio and Squirrel
Hollow.
9. West side of Saratoga Avenue at Worden Lane.
1
10. East side of Saratoga Avenue at Shadow Oaks, (both
intersections), and between Scotland Drive and Dagmar
Drive.
11. East side of Fruitvale Avenue and north side of
Allendale Avenue at the north east corner of that
intersection.
12. West side of Fruitvale Avenue between Douglass Lane
and Montauk Drive and at Saratoga -Los Gatos Road.
13. East side of Fruitvale Avenue beween San Marcus Road
and Three Oaks Way.
14. Northwest corner of Montpere Drive and Quito Road.
15. Islands in Sobey Meadows.
16. Northwest corner of Quito Road and Pollard Road.
17. Village Parking District #2.
18. Village Parking District #3.
19. Village Parking District #4.
In addition to the above list there is the question of a
City -wide district for the purpose of maintaining the
several existing and proposed median areas.
There are some of the areas listed where the existing
landscaping is being adequately maintained by the fronting
homeowners associations who may not want to be bothered
with a district. These should be left alone at least until
all others have been annexed. These are 10 (southerly
intersection), 12 & 15, possibly some others also.
There is a great deal of staff work to accomplish the
annexation of all of the candidate areas, particularly
those that will involve a large annexation area, i.e. all
of Prides Crossing. Also some areas are either not
planted or the landscaping is in disrepair. In either of
these cases additional staff time will be required to
design and install or to administer the design and
installation of new or updated landscaping.
If the Council determines to proceed with a program that
would result in all of the above listed areas and any
others I would suggest the following:
V,
1. Prioritize the areas to be annexed.
2. Direct the City Engineer to establish a program of
annexing as many of these areas at the top of the list
as staff time will allow every year, probably 2 -4
until all have been annexed.
3. If Number 2 seems to be too slow, direct City Engineer
to solicit consultant proposals to complete this list
faster and budget funds accordingly.
Whatever you decide I would suggest that the top priority
to be the three Village Parking Districts #2, 3, & 4.
They can be annexed this year within the existing staffing
constraints. This would also be consistent with the other
efforts in the Village this year.
3
Z.
L
NOW
ft Or
ill
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
February 24, 1989 Karen Anderson
Martha Clevenger
To: City Manager David Moyles
Donald Peterson
Francis Stutzman
From: Community Services Director
Subject: Policy Development Agenda; Annual Clean -up Campaign
(Reference Item #13)
ISSUE
"Should the City reinstitute an annual cleanup campaign ?"
BACKGROUND
The City, through Green Valley Disposal, used to offer clean -up
campaigns twice annually until unlimited collection services
replaced the metered -can system in 1983. Annual clean -ups are
still offered in the City's hard -to -serve areas, which are still
on a metered -can system.
The annual clean -up campaigns were eliminated in the flat land
areas because it was felt that weekly trash pick -up of unlimited
quantities would accomplish the same objectives; in other words,
semi - annual clean -ups were replaced with weekly clean -ups.
DISCUSSION
Although unlimited collection implies any amount of trash set out
would be collected, there are rules which govern what is
collectible and what is not. In summary, the items which are NOT
collectible are:
a) Items or containers in excess of 70 lbs.
b) Cans over 32 gallons in size.
c) Bundles of brush or yard clippings in excess of three feet
in length.
d) Cartons in excess of three feet in length.
e) Dirt, rock, and /or concrete.
Therefore, an annual or semi- annual clean -up would include these
items listed above in addition to sofas, water heaters, and large
amounts of uncut brush, for example.
There are three ways of providing the service. They are:
1) Through the placement of 30 yard bins throughout the City.
2) Use of Green Valley trucks and resources.
3) Force account, using City employees and resources.
Policy Issue: Should the City reinstitute an annual cleanup
campaign ?"
February 24, 1989
Page Two
Option #1 would involve the placement of 20 extra large 30 -yard
bins throughout the City. Residents would be asked to take their
otherwise uncollectible items to the location nearest them.
Semi - annual costs would be roughly $7,000; or, if done once
annually, $3,500.
Option #2 would involve the use of Green Valley resources to
provide an extra curbside pick -up of otherwise uncollectible
items. Since regular trash collection efforts would be occurring
at the same time, there would be some overtime involved. Rough
cost estimates would be $25,000 semi - annually or $12,500
annually. These figures are based on the cost of clean -ups in
Los Gatos (which has a metered -can system) but have been adjusted
downward for Saratoga based on the anticipated reduced volume of
material collected because of Saratoga's unlimited collection
service.
Option #3 would involve 12 City employees using four City trucks
and tractor - loaders (to get heavy material into the trucks) over
a two -week period. The maintenance department provided the
following cost estimate for this service:
Labor: $23,040
Trucks: 8,000
Loaders: 6.400
Total $37,440
If the Council decided it wished to pursue such a service option,
there are two ways it could be financed.
1) Surcharge added on, or built into refuse bill.
2) Annual appropriation from the City's general fund.
If the costs were made a part of the refuse bill, they would
appear as follows based on the option selected:
Option Monthly Rate Adjustment per Household
Drop -off boxes Semi - annual: $.06 Annual: $.03
Green Valley pick -up Semi - annual: $.24 Annual: $.12
City pick -up Semi annual: $.35 Annual: $.18
There is a question concerning whether such an annual clean -up
program is needed, even though the costs appear small. Perhaps
an item in the City Newsletter could provide a better assessment
of public opinion.
Policy Issue: Should the City reinstitute an annual cleanup
campaign ?"
February 24, 1989
Page Three
Another factor to consider is that the refuse bill may be going
up significantly this calendar year. For one, large increases in
landfill disposal costs together with the fact that Green Valley
has not had a rate increase in almost two years mean that a rate
increase of over 20% is projected before the end of this fiscal
year. In addition, the financing of the curbside recycling
program before the end of the calendar year will require between
an $.80 to $1.50 monthly surcharge on the rubbish bill.
Therefore, sensitivity to making other additions to the monthly
bill is justified.
Todd W. Argo
jm:13
09,2W o §&UU'XQ)(5&
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
February 24,1989
To: City Manager
From: Community Services Director
Subject: Policy Development Agendas Curbside Recycling
(Reference Item #14)
Issue
"How should the City develop a curbside recycling program ?"
Background
In September of 1987, the Council held a study session on
curbside recycling in response to a staff recommendation to
consider implementing such a program in Saratoga. At a subsequent
meeting, the Council authorized staff to pursue exploring the
feasibility of offering such a service to Saratoga residents.
Other West Valley cities also began to express an interest in
curbside recycling. Seeing the writing on the wall, Green Valley
submitted a proposal to the West Valley cities to offer such a
service in early 1988. At the same time, a Performance Audit was
undertaken by Arthur Young & Associates which included an assessment
of Green Valley's curbside recycling proposal.
Toward the end of September, 1988, Arthur Young submitted their
report to the West Valley cities wherein they recommended that the
cities develop a Request For Proposals (RFP) and go out to bid for
a recycling program operator. In October, the City Managers of
the West Valley cities met and directed their Rate Review Committee
to develop such a document. Since that time, the Committee has
been working toward that end.
It
It Policy Issue: "How should the City develop a curbside recycling
program ?"
February 24, 1989
Page Two
Current Status
After many generations of draft RFP's, the Committee finally
completed a document which will be sent to the City Manager's for
review by the end of February. If acceptable, the RFP will be
presented to each of the involved City Council's during their
second meeting in March; for Saratoga, this would be on March 15.
If authorized by Council, the RFP would be released on April 3.
It is projected that the West Valley cities will see a curbside
recycling program implemented by the end of the current calender
year.
Prepared by:
Todd
NIB
CAB as �s o4 ���'OO C�� �� ✓
13777 FRUITVALE AVENUE • SAR,ATOGA, CALIFORNIA 95070
(408) 887 -3438
MEMORANDUM
TO
FROM
SUBJECT:
Mayor and City Council
Stephen Emslie, Planning Director
Improved Public Transit
DATE: 2/24/89
--------------- - - - - --
The policy question before the Council is deciding to actively
pursue improved transit service in Saratoga.
BACKGROUND
As the Council is aware, the Santa Clara Transportation Authority
has begun to re- evaluate its bus routes and service changes
throughout the system. A report was prepared by a contract
consultant, ATE and presented to the Operations Committee of the
Transportation Agency. A series of workshops and hearings before
the County Transit Operations Committee were held which staff
attended. Staff prepared a Council response to the proposed changes
which were transmitted to the County Transit staff. The revisions
proposed are summarized in the report dated 11/21/88 attached for
reference.
Santa Clara County Transit has recently responded to the Council's
comments regarding the bus route changes. County Transit's response
details the findings of the contract consultant and which ones are
supported by their staff. The response also indicates that the
complete transit proposal will be reviewed by County Transit in
March /April. Staff is preparing a Council Report and draft
correspondence for transmittal to County Transit prior to adoption
of the final service changes.
ANALYSIS
The City of Saratoga has long been concerned regarding the
inadequacy of public transit services provided in our City. Being
on the periphery of the service area, Saratoga represents the
beginning and end of service routes. County Transit has been
reluctant to improve service to peripheral areas because ridership
figures do not justify improved service. However, staff maintains
that although ridership at route terminii may be low, many riders
1
are added as buses traverse the City. Clearly, many riders
attributed to Cupertino and San Jose begin (or end) their trip
within Saratoga.
Should the Council feel that pursuit of improved transit service is
desirable, further staff analysis regarding Saratoga's use of public
transit will be necessary. Staff's preparation of reports and
presentations to County Transit should point to inherent
deficiencies in accounting for ridership, and request improvements
to existing service levels.
Council's discussion of a decision to pursue improved transit
service should also include a policy stance regarding support of
County Transit efforts in securing funding at State and Federal
levels. The Council may wish to indicate strongly that Saratoga
support for County Transit efforts will depend on measurable
increases to service provided its residents.
Steph n Emsli Planning Director
2
..��� -�.� CITY of SARATO GA
Santa Clara County Transit District
Route Study
P.O. Box 4009
Milpitas, CA. 95035 -2009
Attn: Mike Aro, Room 101
Dear Mr. Aro:
The Saratoga City Council reviewed the Comprehensive Operational
Analysis (COA) report by ATE Management at its November 16, 1988
meeting. The only route in Saratoga with a proposed segment change
is Line 54. The Council has no comments to offer at this time -:on
the change, but encourages you to do special outreach to the riders
in Saratoga who may be affected by the change.
Thank you for the opportunity to review and comment on the report.
Sincerely,
V aw-tl
Valerie You
Associate P nner
VY /dsc
13777 FRUIT%'ALE.-\VENUE . SA1- ATOG,V ('ALIFORNIA 95070
3
(4081 867 3438
o o
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
November 21,
1988 Donald Peterson
Francis Stutzman
Santa Clara County Transit District
Route Study
P.O. Box 4009
Milpitas, CA. 95035 -2009
Attn: Mike Aro, Room 101
Dear Mr. Aro:
The Saratoga City Council reviewed the Comprehensive Operational
Analysis (COA) report by ATE Management at its November 16, 1988
meeting. The only route in Saratoga with a proposed segment change
is Line 54. The Council has no comments to offer at this time -:on
the change, but encourages you to do special outreach to the riders
in Saratoga who may be affected by the change.
Thank you for the opportunity to review and comment on the report.
Sincerely,
V aw-tl
Valerie You
Associate P nner
VY /dsc
4
SARATOGA fY COUNCIL
EXECUTIVE SUMMARY NO.
MEETING DATE: November 16, 1988
ORIGINATING DEPT.: * Planning
AGENDA ITEM:
CITY MGR. APPROVAL
SUBJECT: Review and comment on Santa Clara County Transit
Comprehensive Operational Analysis Report
Recommended Motion:
Report Summary:
Review report, formulate comments, direct staff to
prepare letter of response.
Santa Clara County Transit is requesting input on a
Comprehensive Operational Analysis of the basic route
network. Of the six routes serving Saratoga, only one
route is proposed for modification. County Transit is
doing special outreach to persons affected by that
change. The COA is a short range program to be implemented
from 1989 to 1991.
Fiscal Impacts: None.
Attachments: Staff report with maps.
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: City Council
FROM: Valerie Young
Associate Planner
DATE: November 16, 1988
SUBJECT: Review and comment on Santa Clara County Transit
Comprehensive Operational Analysis Report
Background
The Santa Clara County Transit Board has contracted with ATE
Management, Inc. to conduct a comprehensive operational analysis
(COA) of the basic route network, for the purpose of identifying
ways to restructure the bus system to make it more direct,
streamlined, and efficient. The need for the restructuring effort
was identified as a priority by the Transportation 2000 Plan.
The recommendations in the COA report are subject to extensive
public and jurisdictional review prior to approval and
implementation. A workshop was held on November 9 for the Transit
District Board, Transportation Commissioners and City Planning
Staffs. In addition, five community public meetings will be held in
late November, and County Transit has undertaken a significant
effort to notify riders and impacted parties regarding the COA.
They are also available to meet with City Councils to discuss the
report.
The following is a summary of the report and its recommendations,
particularly as they relate to County Transit Service in Saratoga.
The COA is comprised of three basic components: Immediate Phase,
Short Range and Long Range Plans. The Immediate Phase Plan, the
largest section of the document, covers service revisions to the
local route network which can be implemented in 1989. The emphasis
was placed on modifying the system rather than completely
overhauling it. The modifications are designed to enhance route
directness and identity, work toward a more effective grid network
and better match service levels with demand. The Short and Range
Plans build on the Immediate Phase Plan, targeting T2000 priority
service improvements that can be implemented in 1990 -91. These
include revisions to Express routes and full integration of the bus
system with the LRT system.
1
There are currently six bus routes serving Saratoga. The attachedo
Map A shows the configuration of all of the routes in Saratoga; the
remaining maps show each of the routes individually. No immediate,
short or long -term changes to any of the existing route segments in
Saratoga are proposed, except to Line 54. In addition, no new
routes in Saratoga are proposed. Each of the routes are described
more fully below:
Line 26 - This line is an east -west route between East San Jose and
Campbell with its primary alignment on Curtner, Tully,
Union, Bascom, and Campbell. It is also a north -south
route between Campbell and the Moffett Park /Lockheed area
with its primary alignment on Miller, Wolfe, and Fair
Oaks. The line travels through Saratoga on Prospect Road
between Saratoga Avenue and Miller; average monthly
boardings at stops in Saratoga is 1,740.
Line 27 - This line is an east -west route providing connections
between Saratoga and Los Gatos, and serving the southeast
portion of San Jose with its primary alignment along
Blossom Hill. The line travels through Saratoga on
Saratoga -Los Gatos Road to Saratoga Avenue and along
Fruitvale to West Valley College; average monthly
boardings at stops in Saratoga is the highest of all the
lines serving the community, 6,980.
Line 53 - This line is a lengthy north -south neighborhood feeder
route with a number of schools along its route,
terminating in commercial centers at both ends. The line
travels through Saratoga on Prospect Road between
Saratoga - Sunnyvale Road and Saratoga Avenue; average monthly
boardings at stops in Saratoga is 110.
Line 54 - This line is a north -south route running through Saratoga,
Cupertino and Sunnyvale. The line travels through
Saratoga on Saratoga - Sunnyvale Road, with the southern end
serving Fruitvale Avenue and West Valley College via a
one -way counterclockwise loop on alternate trips. Average
monthly boardings on stops in Saratoga is 6,920.
This line has an immediate phase recommendation to delete
the segment in Saratoga that travels on Saratoga -Los Gatos
Road and the southern end of Allendale. This segment has
very low ridership, and a portion of it is also served by
Line 27. To improve route identity, bi- directional
service and convenience, the COA recommends that all trips
to West Valley College from this line should travel from
the intersection of Hwy 85 and Hwy 9 in downtown Saratoga
in both directions via Saratoga Avenue and Fruitvale. No
other immediate, short or long -term changes are proposed
for the segment in Saratoga.
Line 57
- These are major north -south
routes providing main
line
and
service on Bowers, Kiely,
and Saratoga Avenue.
The
Line 58
southern end of the lines serve West Valley College;
Line
K
57 travels on Quito and Allendale and Line 58 uses
Saratoga and Fruitvale. The northern terminus of Line 57
is the Tasman -Great America area (with some peak period
trips to and through Lockheed); the northern terminus of
Line 58 is the community of Alviso with some connections
to portions of the Golden Triangle area. Average monthly
boardings on stops in Saratoga is 2,880 on Line 57 and
2,920 on Line 58.
During the COA data - gathering process, many communities asked the
County Transit staff to study special service requests. The City of
Saratoga asked for a study of the potential for another east -west
route in Saratoga, possibly along Cox Avenue, and the potential for
expanded service on Quito south to Saratoga -Los Gatos Road. In
response to these requests, the COA report states the following:
Cox Avenue - "While the street exhibits some grid
characteristics, it does not exhibit strong transit
potential. In addition, neither end ties into any other
east -west streets so that an adequate grid route in this
portion of the County can be designed. Layout of existing
routes in this area is good, and deviations from them to
serve Cox would destroy their design integrity and
inconvenience current users. Cox cannot generate
sufficient ridership to require a route of its own.
Another issue is the impending construction of Hwy 85,
which will cut through Cox. COA recommendations have
avoided, wherever possible, orientation of bus routes in
the construction corridor."
Quito Road - 11 ... currently served between Saratoga and
Allendale by Line 57. The remaining segment, from
Allendale to Saratoga -Los Gatos, is low density and
relatively high income. It is also narrow, curvy and
operationally unsafe with no opportunities for bus stop
placement. Quito Road does not warrant bus service at
this time."
Saratoga also asked for consideration of an east -west connection
from Quito to Pollard, since the only existing Saratoga -Los Gatos
service is via Saratoga -Los Gatos Road (Line 27). While this request
was not addressed in the COA report, County Transit staff have
indicated that the route was not.considered at this time again
because of Hwy 85 construction through that route.
Action by the Council
County Transit staff is requesting that all input on the COA report
be submitted by December 16, 1988. After reviewing all the input
received, they will develop a set of staff recommendations to go
with the report. Another round of community meetings is scheduled
for February, with Board of Supervisors adoption tentatively set for
April, 1989.
3
The intent and scope of the COA report is a short -term
implementation program, from 1989 to 1991. The goal is to establish
a more efficient and direct base route network within that time
frame, which can then be expanded and enhanced once the changes are
implemented.
The portion of Line 54 to be deleted serves the southern end of
Fruitvale, between West Valley College and Hwy 9. This segment has
two stops (Crisp and San Marcos) which are served only on alternate
routes; boardings and alightings are extremely low. The affected
users of this segment are at the Oddfellows Home. County Transit
staff is doing special outreach to the Oddfellows to solicit their
input on the proposed change.
Because only one of the routes serving Saratoga has a segment
change, staff recommends that it is not necessary for the Council
to hold a public hearing on this item in addition to those already
scheduled by County Transit. Council should formulate its comments
on the report and direct staff to forward a letter to County
Transit. If additional time is needed, the item can be continued to
the December 7th meeting, still leaving time to meet the December
16th deadline.
U (A WV_A/
Valerie Youn
Associate Pla er
VY /dsc
Attachments: 1. Map A - Transit routes in Saratoga
2. Route Maps
4
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.ARA
County of Santa Clara
California
January 25, 1989
Valerie Young, Associate Planner
City of Saratoga
13777 Fruitvale Avenue
Saratoga, CA 95070
Subject: Revised Bus Route Change Proposals
Dear Ms. Young,
Transportation Agency
1555 Berger Drive
San Jose, California 95112
Mailing Address:
P.O. Box 4009
Milpitas, CA 95035 -2009
IRECra ED
0 r i �C9
PLANNING DEP T.
Last October your city received a copy of a report prepared by ATE
Management Inc. for Santa Clara County Transit. It contained specific route
and service changes.which ATE recommended as a result of their Comprehensive
Operations Analysis of County Transit's bus system. In an accompanying letter,
we had requested that your city submit any comments on ATE's report by December
1, 1988. A subsequent letter extended this response deadline to December 16,
1988.
The.service change proposals recommended by the consultants have received
extensive public and jurisdictional review. Seven public meetings were
conducted throughout the county between November 17 and December 7, 1988.
County Transit staff was available at these meetings to explain the
consultants' proposals and receive public input.
After reviewing all comments received from city staff, political
representatives, interested parties and the general public, County Transit has
developed a modified set of service change proposals. This revised plan is
described in the enclosed brochure entitled "Revised Bus Route Change
Proposals" which is currently being distributed on board all County Transit bus
routes and sent to a mailing list of approximately 900 interested parties.
Also enclosed is a route by route summary of the differences between County
Transit's proposals and those recommended by ATE. A revised list of streets
where new bus service would be added or existing service deleted is also
included.
A second round of public meetings have been scheduled to solicit comments
on the modified plan. The dates and locations of these seven meetings are
listed in the beginning of the brochure. The proposals will be presented for
final approval in March /April, 1989; the tentative dates for these meetings are
also provided in the brochure.
Should you have any questions about the modified proposals please call
Patti Guasch or myself at (408) 299 -4901. We would also be happy to meet with
you or other representatives of your city at any time to discuss this revised
plan.
Sincerely,
A"
Mike Aro
Service Development Manager
MA /gz
cc: Revised Route Study File
Enclosures
® An Equal Opportunity Employer
MAJOR DIFFERENCES BETWEEN ATE'S SERVICE CHANGE PROPOSALS
AND COUNTY TRANSIT STAFF'S RECOMMENDATIONS
(IMMEDIATE & SHORT RANGE PHASES)
LINE ATE RECOMMENDATION STAFF RECOMMENDATION
10 This is basically the same Staff is proposing that new
route as ATE's proposed Line 10 operate between the
Line E. Franklin Mall in Santa Clara,
the San Jose Airport and down-
town San Jose. The routing
would be the same as ATE's
proposed Line E except that it
would operate via 1st St.
instead of Guadalupe.
Line 10 should operate from
5:30 am to 11:30 pm, seven days
a week with 30 minute frequencies
during the day and 60 minute
frequencies in the evening.
11 Extend to Milpitas and Agree with new routing; rename
Evergreen College. to Line 77.
Operate route 7 days a
week.
13 This is a modified version
of ATE's Long Range
proposed Line D.
15 Weekday service would
operate at 60 minute
frequencies instead of 30
during the midday.
Saturday and Sunday
service would be dis-
continued.
17 Routing changes would
eliminate service to:
Montebello /Santa Barbara
area.
Chestnut /Luchessa
Agree, except northbound weekend
service should turn back at
Lundy and Hostetter.
Staff is proposing that new
Line 13 operate between Almaden/
Camden and New Almaden.
Service should operate at 30 minute
frequencies between Almaden /Camden
and Almaden /McKean, with select
trips extended to New Almaden.
Weekday service would operate from
6:OOam to 8:OOpm; weekend service
should operate from 9:OOam to 6:OOpm.
Agree
Disagree. Saturday and Sunday
service should be retained.
Disagree. Retain existing routing
in this area.
Disagree. Retain existing routing
in this area.
LINE ATE RECOMMENDATION STAFF RECOMMENDATION
17 Delta /E1 Dorado area Disagree. Retain existing routing
in this area.
Rossi /Southside. Agree.
Kaiser Hospital - would Agree.
instead serve the new South
Valley Hospital when it
opens.
Line 17 would operate as Agree.
one -way loop (except for
one afternoon reverse trip)
at 60 minute frequencies.
Sunday service would be dis- Disagree. Sunday service should be
continued. retained.
21 Not part of ATE's recom- Line 21 would be replaced by revised
mendations. Line 64.
22 Route would operate directly Disagree. Existing routing to the
on The Alameda and E1 Camino Franklin Mall area should be retained.
eliminating service to the
Franklin Mall area.
23 North end of the route
would terminate at San
Antonio Shopping Center.
24 Routing changes would
eliminate service to:
Downtown Los Altos
California CalTrain Station
Foothill Jr. College
Stanford University.
25 Deviated Trips to San Jose
City College would be
eliminated.
All trips would serve the
Alma LRT Station when
extension to Alma is
completed.
26 Weekday deviations to the
Sunnyvale CalTrain Station
would be eliminated.
Agree.
Disagree. Retain existing routing
through this area.
Disagree. Retain existing select
trips to the California CalTrain
Station.
Agree.
Agree.
Agree.
Agree.
Agree.
. LINE ATE RECOMMENDATION
STAFF RECOMMENDATION
32 Weekday service would Agree
operate at 60 minute
frequencies instead of 30
minutes during the midday.
34 Weekday service would
operate at 60 minute
frequencies all day.
Saturday service would be
discontinued.
35 Upgraded to become the
"main activity" route in
Palo Alto, replacing service
currently provided by Line
23 north of San Antonio
Shopping Center.
Disagree. Thirty minute service
should be retained during the
peak hours.
Agree.
Agree.
Weekday service would Agree.
operate at 30 minute
frequencies during the day,
and 60 minutes in the
evenings.
Saturday and Sunday service
would be provided at 60
minute frequencies along
the entire route.
Disagree. Saturday and Sunday
service should operate at 30
minute frequencies. Additionally,
Sunday service should terminate
at San Antonio Shopping Center and
not continue to Foothill College.
Existing service into Agree that Line 35 should not be
Menlo Park via Middlefield routed into Menlo Park. A minimum
Rd. would be eliminated. level of service to Menlo Park is
under consideration, but the specific
details are still being developed.
37 West end of the route would
be extended to Good
Samaritan Hospital via Leigh
and Branham.
Eastern part of the route
would operate from Monterey/
Senter through downtown San
Jose to the San Jose CalTrain
Station (instead of Eastridge)
via McLaughlin.
Snell /Hillcap /Hillsdale
routing would be discontin-
ued.
Disagree. Western terminal should
remain at Bascom and Camden.
Disagree. Eastern terminal should
be at Monterey and Senter.
Agree.
. LINE ATE RECOMMENDATION STAFF RECOMMENDATION
37 Service west of Monterey Hwy Agree.
would operate weekdays from
6:OOam to 8:OOpm at 30
minute frequencies during
the day, and 60 minute
frequencies in the evening.
Weekend service would operate
from 7:OOam to 8:OOpm at 60
minute frequencies.
38 Not in ATE's recommendations. Staff - -is proposing that new Line
This routing is part of ATE's 38 operate primarily on Branham
proposal for Line 72. between Monterey /Senter and Los
Gatos Community Hospital, replacing
current Line 72 service.
43 Route would be discontinued.
50 Loop on the northern end of
the route would be discon-
tinued.
Service would be discon-
tinued on Villa, Escuela
and California.
52 Peak hour trips to Moffett/
Ames would be eliminated.
Saturday service would be
discontinued.
Service should be provided on week-
days from 6:OOam to 8:OOpm at 30
minute frequencies. Weekend ser-
vice should operate from 7:OOam to
8:OOpm at 60 minute frequencies.
Disagree. Route should be retained.
Agree.
Agree.
Agree.
Agree.
54 Routing on Saratoga -Los Agree.
Gatos Rd. and Fruitvale
between Saratoga -Los Gatos
Rd. and Allendale would be
eliminated.
Weekday am peak hour routing Agree.
on Moffett Park and Borregas
and around the perimeter of
lockheed would be eliminated.
55 Routing at the northern end Disagree. Routing near Tasman/
of the line near Tasman/ Great America should remain
Great America would be virtually the same with some minor
modified. peak hour directional /layover
modifications.
LINE ATE RECOMMENDATION
55 All trips would serve the
Lakehaven and Sandia
residential areas on both
sides of Lawrence Expwy.
56 Minor routing change in the
north San Jose industrial
area.
57 Weekday peak hour service
to Lockheed /Moffett Park
would be eliminated.
STAFF RECOMMENDATION
Disagree. Routing in this area
should remain unchanged.
Disagree. Routing should remain
as is.
Agree.
Routing at the northern end Disagree. Routing near Tasman/
of the line near Tasman/ Great America should remain
Great America would be virtually the same with some minor
modified. peak hour directional /layover
modifications.
58 The northern end of the
line would terminate at
First and Montague. New
Line B would provide
service between Alviso
and the Tasman light rail
station on 1st. St.
60 Weekday peak hour service
to Lockheed /Moffett Park
would be eliminated.
Disagree. Route should continue
operating into Alviso, but via
1st /Taylor instead of Lafayette/
Gold.
Agree.
Routing at the northern end Disagree. Routing near Tasman/
of the line near Tasman/ Great America should remain
Great America would be virtually the same with some minor
modified. peak hour directional /layover
modifications.
61 Route would be discontinued. Agree.
62 All trips would operate via Agree.
Union and Branham to Good
Samaritan Hospital with every
other trips continuing to Los
Gatos. New Line A would
replace Line 62 service on
Bascom between Union and
Good Samaritan.
63 Four morning and four after- Disagree. New Line 13 should operate
noon trips would be extended this service.
to serve the Harry Rd. area
in Almaden Valley, replacing
service currently provided by
Line 64.
Service would operate on San Agree.
Fernando between the San Jose
CalTrain Station and Sixth.
LINE ATE RECOMMENDATION STAFF RECOMMENDATION
64 The northern end of Line 64 Agree that existing service north
would terminate in downtown of downtown should be replaced by
San Jose. Lines 10 and 65. From downtown,
Line 64 should be extended to east
San Jose replacing Line 21.
Would no longer operate
south of Almaden and Via
Valiente with service to
the Harry Rd. area provided
by select trips on Line 63.
New Almaden would no longer
be served.
Agree that Line 64 should no longer
operate south of Almaden and Via
Valiente. However staff is proposing
that all day service to the Harry
Rd. area be provided by new Line 13
instead of Line 63, with select trips
continuing to New Almaden.
65 Service would be extended Agree, except route should operate
to the First and Gish area via 5th instead of 3rd and 4th.
via 3rd and 4th Streets,
replacing service currently
provided by Lines 64 and 85.
67 Route would operate from Disagree. Route should operate from
Santa Teresa and Bernal to Santa Teresa /Bernal to Almaden Expwy/
downtown San Jose. Foxworthy. Current Line 67 service
to Lincoln /Curtner should be reduced
to select weekday trips.
Two morning and three after- Agree.
noon trips on weekdays and
all weekend trips would be
extended from Bernal & Santa
Teresa to serve the Flintwell
& Silver Leaf area.
Weekday service would operate
from 6:OOam to 8:OOpm at 30
minute frequencies. Weekend
service would operate from
8:OOam to 7:OOpm. Saturday
service would operate every
30 minutes. Sunday service
would operate every 60
minutes.
68 Not in ATE's Recommenda-
tions.
69 New Line A would operate
from Good Samaritan Hospital
to Alviso via Bascom and
Lafayette. It would replace
Line 62 service on Bascom be-
tween Union & Good Samaritan.
Agree.
Should be extended to the San Jose
CalTrain Station via Santa Clara St.
Agree with new routing; rename to
Line 69.
LINE ATE RECOMMENDATION
69 Service would be provided on
weekdays from 5:30am to
7:OOpm at 30 minute frequen-
cies, and on weekends from
9:OOam to 6:OOpm at 60 min-
ute frequencies.
70 Service would operate on
Jackson and Flickinger
between Story & Hostetter,
replacing Line 74.
72 Route would operate between
Westgate and downtown San
Jose. Service would be
provided on Senter instead
of McLaughlin. New service
would be introduced between
Los Gatos Community Hospital
and Westgate via San Tomas
Aquino.
STAFF RECOMMENDATION
Agree.
Agree.
Disagree. Route should operate be-
tween Monterey /Senter and downtown
San Jose. Line 72 should continue
to operate via McLaughlin. Existing
service on Senter between Capitol
and Tully should be provided by new
Line 73. Existing service between
Monterey /Senter & Los Gatos Communi-
ty Hospital should be provided by new
Line 38. No new service should be
would be introduced between Los
Gatos Community Hospital and Westgate.
Weekday service should operate from
5:30am to 9:30pm at 15 minute frequen-
cies during peak hours and 30 minute
frequencies at other times. Weekend
service should operate from 7:30am to
8:30pm at 30 minute frequencies.
73 Not in ATE's recommendation. Staff is proposing that new Line 73
This routing is part of operate primarily on Senter between
ATE's proposal for Line 72. downtown San Jose and Monterey Hwy,
replacing portions of current Lines
72 and 83.
74 Service would operate on
Capitol between Story and
Abel, replacing Line 70.
Weekday peak hour service
would operate at 15 minute
frequencies instead of 30.
77 Extend (Line 11) to Milpitas
and Evergreen College.
Service should be provided on week-
days from 6:OOam to 8:OOpm at 30
minute frequencies. Weekend service
should operate from 7:OOam to 8:OOpm
at 60 minute frequencies.
Agree.
Agree.
Agree with routing change; rename
Line 11 to Line 77.
Operate route 7 days a week. Agree, except northbound weekend
service should turnback at Lundy
and Hostetter.
LINE ATE RECOMMENDATION
77 Weekday service would operate
from 5:30am to 8:OOpm at 30
minute frequencies. Weekend
service would operate from
7:OOam to 8:OOpm at 60 minute
frequencies.
81 The route would operate via
Benton between the Alameda
and Kiely.
The route would operate
on Park between Almaden
Blvd. and The Alameda,
replacing Line 87.
Every other peak hour west-
bound trip would terminate
in downtown San Jose. Peak
hour service would operate
at 15 minute frequencies
between East San Jose and
downtown San Jose, and at 30
minutes frequencies between
Vallco and downtown San Jose.
STAFF RECOMMENDATION
Agree.
Disagree. ATE's proposed routing
via Benton is not feasible due to
future closing of the Alameda at
Santa Clara University. Line 81
should operate via Park and Newhall
to Monroe instead of the current
routing via the Alameda, Franklin/
Benton, Lafayette and Homestead.
Line 81 should replace Line 87
service on Park between Almaden
Blvd. and Newhall.
Agree.
82 When light rail is extended Agree.
to Alma, all trips would
serve the Alma Light Rail
Station via Lelong.
83 Route would operate between
Good Samaritan Hospital and
Lincoln /Curtner, with sel-
ected trips extended to
Hilltop Manor. The area
between downtown San Jose
and Senter /Tully would be
served by revised Line 72
on 10th and 11th Sts. The
area between Lincoln /Curtner
and downtown San Jose would
be served by modifications
to Line 67.
Service would operate at
60 minute frequencies on
weekdays from 6:OOam to
7:OOpm, and on weekends
from 9:OOam to 6:OOpm.
Disagree. Route should operate be-
tween Good Samaritan Hospital and
downtown San Jose, with selected
trips extended to Hilltop Manor.
The area between downtown San Jose
and Senter and Tully should be served
by new Line 73 on 10th and 11th Sts.
Line 67 should terminate at Almaden
Expwy /Foxworthy and Line 83 service
between Lincoln /Curtner and downtown
San Jose should be retained. Add-
itionally, Line 83 should serve the
Alma Light Rail Station via Alma,
Lelong and willo,.7 when light rail
is extended to Alma.
Agree.
LINE ATE RECOMMENDATION
STAFF RECOMMENDATION
84 During peak hours, service Agree.
would operate at 60 minute
frequencies instead of 30.
Saturday service would be Agree.
discontinued.
85 Routing north of downtown Disagree. Route should continue to
would be modified to operate operate on 13th St. between Julian/
on 11th St. instead of 13th St. James and Hedding.
between Julian /St. James
and Hedding.
The new eastern terminal
would be located at 10th
and Hedding. The portion
of the route along 4th to
Gish and 1st would be re-
placed by the modified
Line 65.
Weekend service would
operate at 60 minute
frequencies instead of 30.
86 Service between Stanford
Shopping Center and
Stanford University would
be discontinued and replaced
by the modified Line 35.
Line 86 would operate via
Meadow, Fabian and Charleston
to San Antonio. Line 88
would serve Louis between
Meadow and Charleston.
87 Route would operate as a
clockwise loop in Santa
Clara, providing daily
service at 30 minute
frequencies. Weekday
service would operate from
6:OOam to 7:OOpm. Weekend
service would operate from
9:OOam to 6:OOpm.
McLaughlin would be served
by Line 37 between San
Antonio and Capitol.
Park would be served by
changes to Line 81.
Service on Bonita, Herald
and Appian would be dis-
continued.
Agree.
Agree.
Agree.
Agree, except routing on Harrison
Block, Anna and McCormick should
be eliminated. Also, Line 87 should
operate directly on Monroe between
Forest and Harrison.
McLaughlin should be served by Line
72 between San Antonio and Capitol.
Agree.
Agree.
LINE ATE RECOMMENDATION
STAFF RECOMMENDATION
88 Sunday service would be Disagree.
discontinued. retained.
The current Sunday routing Agree.
would also be observed on
Saturday.
Service would be provided Agree.
on Louis between Meadow and
Charleston. Line 86 would
serve Meadow, Fabian and
Charleston.
301 Route would be discontinued. Agree.
Sunday service should be
303 The
northern terminal would
Disagree.
Line 303 should not be
be
the new Alma Transit
truncated
at the Alma Transit
Station
when the extensions
Station.
The route should be dis-
of
light rail and CalTrain
continued
when the entire light
are
completed.
rail line
is completed.
A This new line would operate
from Good Samaritan Hospital
to Alviso via Bascom and
Lafayette. Service would be
provided on weekdays from
5:30am to 7:OOpm at 30 minute
frequencies, and on weekends
from 9:OOam to 6:OOpm at 60
minute frequencies.
Agree, except designate as new
Line 69.
B A new shuttle route operat- Disagree. Regular, daily service
ing four trips each weekday between Alviso and light rail should
between Alviso and light be provided by Line 58 via Taylor
rail at 1st /Tasman. and 1st streets.
E This new route would connect
the Franklin Mall in Santa
Clara, and the San Jose Air-
port and Coleman Ave. with
downtown San Jose. Service
would operate from 5:30am to
11:30pm, seven days a week
with 30 minute frequencies
during the day and 60 minute
frequencies in the evening.
Agree, except route should be
designated as Line 10. Also, the
route should operate via 1st St.
instead of Guadalupe.
SANTA CLARA COUNTY TRANSPORTATION AGENCY
STAFF RECOMMENDATIONS
IMMEDIATE PHASE
PROPOSED STREET SEGMENT DELETIONS TO
COUNTY TRANSIT ROUTE NETWORK REVISED
ROUTE
COMMUNITY
STREET SEGMENT
11
San Jose
o
San Antonio (between King & Jackson)
17
Gilroy
o
Southside, Rossi, Arroyo Circle
25
San Jose
o
Kingman
35
Menlo Park
o
Middlefield (between University and Ravenswood),
Ravenswood, Merrill
37
San Jose
o
Hillcap, Snell (between Capitol and Hillsdale)
50
Mtn. View
o
Escuela (between California and Villa), Villa (between
Escuela and Bailey)
52
Mtn. View
o
Whisman (between Middlefield and Central)
54
Sunnyvale
o
Borregas (between Moffett Park and Java)
Saratoga
o
Fruitvale (.between Saratoga -Los Gatos and Allendale)
61
San Jose
o
Ross
Sunnyvale
o
Stewart (between Wolfe and Santa Trinita), Oakmead
(between Lawrence and Arques)
72
Campbell
o
Parr
83
San Jose
o
Union (between Branham and Los Gatos - Almaden) Leigh
(between Branham and Los Gatos - Almaden), Willowmont,
Electra, Cherry (between Kimberly and Hillsdale), 7th
(between San Carlos and Reed), Alma (between 7th and
Senter)
87
Santa Clara
o
McCormick
San Jose
o
San Antonio (between 24th & Bonita)
o
Bonita (between San Antonio & Herald)
o
Appian (between Lotus & McLaughlin)
o
Herald
ROUTE COMMUNITY
10 San Jose
ose
17 Gilroy
67 San Jose
69 San Jose
SANTA CLARA COUNTY TRANSPORTATION AGENCY
STAFF RECOMMENDATIONS
IMMEDIATE PHASE
PROPOSED STREET SEGMENT ADDITIONS TO
COUNTY TRANSIT ROUTE NETWORK REVISED
STREET SEGMENT
o Third (between Santa Clara and San Fernando)
o Fourth (between Santa Clara and San Fernando)
o Leavesley (between Murray and San Ysidro)
o San Ysidro (between Leavesley and Wheeler Hospital)
o Monterey (between Flintwell and Ford)
o Bascom (between Naglee and Santa Clara city limits)
Santa Clara o Washington /Lafayette (between San Jose city limits and
Homestead)
o Lafayette (between Benton and Central Expressway)
o Lafayette (between Aldo and Montague Expressway)
72 San Jose o McLaughlin (between San Antonio and William)
77 San Jose o Yerba Buena (between San Felipe and Silver Creek)
o Silver Creek (between Capitol Expressway and Yerba
Buena)
o Lundy (between McKay and Trade Zone)
Milpitas o Milpitas Boulevard (between Montague Expressway and
Calaveras)
o Milpitas Boulevard (between Escuela and Jacklin)
81 Santa Clara o Benton (between Jefferson and Monroe)
o Monroe (between Newhall and Bellomy)
I
a p
1 @4
(911uy� o9 � ° ° �'QCVA �
13777 FRUITVALE AVENUE • SARAI'OGA, CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
February 24, 1989 David Moyles
Donald Peterson
To: City Council Francis Stutzman
From: Administrative Assistant
Subject: Policy Agenda Item - Parameters for Future Decisions
regarding Human Services Funding
Background
During the Public Hearing on January 18 for determining the 89/90
CDBG allocation, Council made a commitment to fund several human
service agencies from the City's general fund. Since funding
outside agencies with unrestricted funds is a departure from past
practice, staff believes that it is important for the Council to
consider the development of a policy which will address the
parameters for future funding of human service agencies.
It can be expected that shrinking federal funds will compel more
local agencies of all kinds to apply for funding from the City's
general revenues in the coming years. Each year in the Block
Grant proposal process more new agencies submit proposals, and
the amount of funds requested including SASCC has been
approximately $100,000 yearly. From 86/87 to 89/90, funding for
outside agencies has grown from $7,000 to $12,850. Funding to
SASCC has more than doubled in the same time, from $30,055 to
$65,000.
In prior years, Federal and County restrictions on the use of
CDBG funds have of necessity served as the primary criteria for
consideration of proposals. In developing a City policy we will
need to consider the following: 1) process for soliciting /ac-
cepting proposals, 2) proposal format, 3) criteria for
determining which types of programs to support, 4) the extent of
program monitoring required, and 5) annual spending limits.
Policy Agenda Item - Parameters for Future Decisions regarding
Human Services Funding
February 24, 1989
Page Two
History of funding of human services to date.
Agency
89/90
88/89
87/88
86/87
Project Match
$ 1,850
$ 1,850
0
0
Food Bank
2,000
2,000
0
0
Live Oak Adult Day
Care Services
3,000
3,000
3,000
3,000
Long Term Ombudsman
2,000
2,000
2,000
0
Transit Assist
4,000
4,000
4,000
4,000
SASCC operating
35,000*
35,000
31,000
30,055
SASCC day care
30,000 **
20,000 **
10,000
Total
$77,850
$67,850
$50,000
$37,055
All funding from CDBG,
except
as noted:
*$22,350 or more from
CDBG,
remainder general
fund
* *all from general
fund
Agency
85/86
84/85
83/84
82/83
Live Oak Adult Day
Care Services
$ 1,700
$ 1,750
Long Term Ombudsman
2,000
1,750
VITA
4,200
4,200
Community Garden
800
550
Youth Science Inst.
3,000
SASCC operating
28,000*
25,000*
$20,000 ** $20,000
**
Total
$36,700
$36,250
$20,000 $20,000
All funding from Revenue
Sharing,
except as
noted:
*$5,000 in Revenue
Sharing,
remainder CDBG
* *CDBG
During the years that Revenue Sharing was used, the City Council
made a determination on the funding requests as a part of the
budget formulation. There was no formalized criteria, other than
that the program benefit Saratoga residents. No monitoring or
evaluations were done to ensure that the funds were being used in
accordance with the grant.
Revenue Sharing was also used for organizations which have since
become integrated into the budget as general fund expenses:
Saratoga Community Library, Saratoga Chamber of Commerce,
Saratoga Sister City Committee and the Volunteer Saratoga
program. Since the end of the Federal Revenue Sharing program,
human services agencies have made application for City support
through the CDBG process.
Policy Agenda Item - Parameters for Future Decisions regarding
Human Services Funding
February 24, 1989
Page Three
Process. Format and Criteria
By surveying other cities in the county, it has become clear that
there are many different approaches to the funding of human
service agencies, and many of the cities are currently evaluating
their process and criteria. In general, cities have been using
general funds rather than CDBG funds for this type of activity.
Due to the limited projects for which Saratoga is able to use
CDBG funds, the Council will probably want to continue to grant
CDBG funds up to the maximum allowed and use general funds to
supplement them.
Therefore, it would seem appropriate to continue to consider all
human service agency proposals within the context of the CDBG
solicitation /determination process. The proposal application
form (attached). which we have been using the last few years for
CDBG proposals provides for inclusion of necessary information on
which to make a funding decision. The cover letter (attached)
soliciting proposals could be modified to indicate that proposals
will be considered for alternative funding if it is available.
The current practice is to send this letter to all agencies which
have previously applied for funds or have requested application
materials.
Most of the other cities have citizen advisory committees which
take testimony and make recommendations to the Councils on fund-
ing requests. Since the Saratoga Council is accustomed to
participating directly in this process, there probably is no need
to set up a separate body at this time, although it is an option
to consider if the number and variety of applicants increases
greatly.
One of my primary reasons in recommending to the Council the use
of general fund money for the small grants to outside agencies
was to enable us to create a process that would be less time
consuming and burdensome for both the agency and city staff than
the CDBG process is. I believe that once an agency is well
established in its program delivery and a relationship has been
formed with the program director, we can use an informal monitor-
ing and reporting system that is tailored to the particular
program. The general practice in other cities is to do no
monitoring, or only a year -end evaluation, for grants of less
than $5,000 or $10,000.
Policy Agenda Item - Parameters for Future Decisions regarding
February 24, 1989 Human Services Funding
Page Four
Criteria will need to be developed to determine eligibility for
funding once the strict guidelines of the CDBG program concerning
income levels and demographics of beneficiaries do not need to
apply. Recent allocations have primarily provided basic social
services to the elderly and /or handicapped population in Sarato-
ga. The Council will also want to determine if you wish to
expand support into the areas of educational or cultural activi-
ties, or stay with programs which serve more basic needs. Sample
policies from the City of Cupertino and the City of Sunnyvale are
attached.
Annual Spending Level
The previous tables of annual spending for human services agen-
cies show a sharp increase in the last two years, not only due to
SASCC's operation of the Day Care Center, but also to funding of
additional agencies. While these dollar amounts do not look very
large taken by themselves, they do indicate that the City has
taken on a significant increase in social services spending.
Without the cap imposed in previous years by the availability of
restricted funds, it becomes necessary to consider this spending
in the overall context of City revenues and expenditures as a
guideline for future spending commitments.
One way to approach setting an annual spending level for all
human services support is to relate past allocations to revenues.
Using actual and projected revenues for the years 85/86 to 89/90,
the percentage allocated to human services from all sources is as
follows:
Total Revenues*
(incl. restricted)
Includes Without
SASCC SASCC
General Revenues*
only
Includes Without
SASCC SASCC
85/86
.53 8
.14 %
.676%
.178%
86/87
.50
.095
.676
.128
87/88
.64
.116
.8
.15
88/89
.857
.16
1.0
.22
89/90
.966
.159
1.3
.217
*Revenue figures have been adjusted to delete large one -time
projected revenues such as sale of Cox property.
Policy Agenda Item - Parameters for Future Decisions regarding
Human Services Funding
February 24, 1989
Page Five
The level of support allocated in the last two years has taken
over 1% of general revenues. The Council may wish to consider
this 1% of projected general revenue as an annual cap for future
spending.
If the Council prefers to consider funding to SASCC as a
separate item, the percentage of support to revenue is .159% of
total or .217% of general revenues. The figure of .2% of pro-
jected general revenue could be used as an annual target amount.
Carolyn ing
Jm
Attachments: A.
B.
C.
D.
E.
Proposal Solicitation Letter
Application Forms
City of Cupertino Policy Statement
City of Sunnyvale Human Services Policy
City of Sunnyvale Outside Groups Funding Policy
�A
A
� Qq
November 4, 1988
13777 FRL'IT\'.-\LE AVENUE . SARATOGA, CALIFORNIA 95070
(408) 867 -3438
Ann Marquart
Operation Sentinel
860 Escondido Road
Stanford, CA 94305
Dear Ms. Marquart,:
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
The City of Saratoga is inviting all interested parties to submit
proposals for projects to be funded with Housing and Community
Development Act (HCDA) Block Grant monies for FY 1989 -90.
The deadline for us to receive a proposal for consideration in
the allocation process for 1989 -90 funding is January 6, 1989.
The City Council is scheduled to hold a public hearing on January
18, 1989, at which time we expect the allocations will be made.
A CDBG Project Proposal Submittal Form is enclosed.
not hesitate to contact me if you have any questions.
Sincerely,
Carolyn King
Administrative Assistant
jm
Enclosure
Please do
City of Saratoga
CDBG Project Proposal Submittal Form
HCDA Program Year 15
(Fiscal Year 1989 -90)
Instruction Sheet
1. Applicants are to prepare a separate proposal for each
service area for which funding is sought. Proposals should
be precise, clear, and limited to four typewritten pages of
narrative, plus attachments.
2. Mail or deliver proposal by January 6 1989 to:
Administrative Assistant
13777 Fruitvale Avenue
Saratoga, CA 95070
Call Carolyn King at (408) 867 -3438 if you have any questions.
1
Each applicant must indicate on the cover page the name of the
applicant organization and other identifying information,
including address, telephone number and contact person. Each
proposal must be signed by the proponent.
A. Description of Applicant Agency
1. Describe your_ agency's organizational structure and
geographical location.
2. Describeyour agency's service capabilities, types and
quantities of service provided currently, and discuss
background in providing the type of service being
proposed.
B. Pro ect Purpose and Objective
1. Identify the specific needs that the project is designed
to meet.
2. Specify project objectives. The target population should
be indicated relative to socioeconomic levels, number to
be served, geographic location of populations, etc.
3. Identify, in measurable terms, the desired outcomes and
benefits,of the project.
4. Describe your approach for meeting the objectives.
5. Indicate alternatives considered and demonstrate .why the
approach you are proposing is the most cost- effective.
C. Pro ect Beneficiaries: All CDBG- funded activities must
princ pal y benerr-t--a—nU extend maximum feasible priorities to
persons of low and moderate income (80% or less of the Santa
Clara County median income).
1. Identify the total population residing within the service
area.
2. Identify total number of low and moderate income persons
residing within the service area.
3. Show the total percent of low to moderate income
residents compared to the total number of residents
residing within the service area.
4. Show the total number of elderly persons within the
service area.
5. Show the total number of handicapped persons within the
service area.
6. Show all data sources for questions (1) through (5)
above.
2
D. Pro ect Management
1. Discuss how the project will be administered.
2. Describe the staff who will work on the project.
Include, as attachment to your proposal, job descriptions
and resumes if staff has been designated.
3. Outline the tasks to be undertaken in the project and
time lines for each task. Please include as attachments
to your proposal a Project Work Plan, Proposed
Implementation Time Schedule and Monthly Project Budget.
4. Describe the mechanism and time frames that your agency
will use to monitor the project's progress and evaluate
its effectiveness.
Mandatory Inclusions
- Cover sheet with identifying information and signature of
applicant.
- Description of Applicant Agency.
- Project Purpose and Objectives.
- Pro ect Management.
- Completed Project Work Plan.
- Completed Monthly Project Budget.
- Completed Proposed Implementation Time Schedule.
3
City of Saratoga
Community Development Block Grant Program
FIFTEENTH PROGRAM YEAR
FY 1989 -1990
PROJECT PROPOSAL COVER PAGE
APPLICANT ORGANIZATION
NAME
ADDRESS
NAME /TITLE OF PROPONENT
SIGNATURE
TELEPHONE NUMBER
PROJECT NAME
DOLLAR AMOUNT OF CDBG FUNDS REQUESTED $
PROJECT ABSTRACT (Limit statement to space provided.)
.
Agency Name
Project
1987 1
LINE. ITEM JUL PUG SEP
SALARIES
Personnel
seneflts
OFFICE EXPENSE
Rent
Telephone
Postage
Printing
Supplies
Travel
Utilities
Equipment
Duls and Subscriptions
OTHER EXPENSES
Accounting Services
Contract Services
Insurance
Conferences
Miscellaneous
TOTAL
HCD MONTHLY PROJECT BUDGET
FIFTEENTH PROGRAM YEAR
1989/90
OCT I NOV I DEC I 1JAN
DATE
F;8 MAR I APR MAY JUN TOTAL
PROPOSED IMPLEMENTATION ACTIVITY TIME SCHEDULE
List in detail the major activities to be undertaken to implement the project
and the scheduled time they will begin and-be completed. Once approved, projects
will be closely monitored during implementation "according to this time schedule:
PROJECT:
ORGANIZATION:
Program Year
Date Prepared
opal ea ny:
PROJECT NAME
PROJECT NUMBER
Responsible Staff Person(s) and
Approximate Percentage of
Time Allocated to Activity
PROJECT WORK PLAN
Fifiteen.th Program Year
1989 -90 FY
Activity for Period
(1 month or 3 month period)
City of Saratoga
Products or Milestones for
POLICY STATEMENT
...............
HUMAN SERVICES ANWTHE CITY OF CUPERTINO
The City of Cupertino recognizes the need for human service programs in
the areas of dependency avoidance services, health services, individaul
and family services, justice rehabilitation, transportation services and
leisure services.
It is the City's belief that human services cannot be confined to the city
limits. The City's main responsibility, therefore, is for identifying needs
and coordinating and evaluating programs to alleviate social problems in
Cupertino. As a result, the City has had a minimum role as a provider gen-
erally passing through Federal funds; for example, the construction of the
Senior Community Center and the expenditure of HCD funds.
At the present time, all levels of government are facing considerable fiscal
constraints requiring the control of the level of services, not the expansion
or development of new services. And so, private and non - profit agencies
should be encouraged to support needed services.
Notwithstanding the above, the City of Cupertino recognizes its citizens'
needs for human services and will, as it is fiscally able, provide some
assistance to human service agencies where direct benefit to City residents
can be documented.
Any human service which would receive any financial assistance from the City
of Cupertino must at a minimum meet the following criteria:
1. Is there a need for the service? (25 points)
2. Is the proposal the best way to meet the need? (25 points)
3. Is this a duplication of existing services? (10 points)
4. Has the organization making the application demonstrated
effectiveness in providing the service? (15 points)
5. Is the unit cost of service reasonable? (25 points)
ENCLOSURE VI
Policy 5.1.3
COUNCIL POLICY FORM
SUBJECT: Human Services Policy
POLICY PURPOSE:
The City of Sunnyvale has recognized the need for Human Services and has provided
or supported such. services in the areas of transit, nutrition, law enforcement, training,
special recreational programs and housing facilities.
The City establishes this Human Services Po I icy to insure that Human Services are
identified and provided in the most efficient and effective manner.
POLICY STATEMENT:
I. City shall seek to have as many Human Service needs as possible met through
other resources in the following priority:
o self -help
o private non -profit organizations
0 other government agencies
11. City shall assume an advocate role to manage the use of its resources to meet
Human Services needs in Sunnyvale in the following areas:
o Encourage and advocate coordination and cooperation among organizations
providing Human Services in Sunnyvale;
o Advocate, encourage, and wherever possible, facilitate the co- location of
Human Services providers;
o Actively pursue the cooperation of Federal, State, County and other
agencies to enhance the quality and availability of Human Services to
Citizens of Sunnyvale.
III. The City may assume the role of a direct service provider of Human Services when:
o Specifically targeted intergovernmental funds (such as CETA, CDBG) are
available for which the City could most cost - effectively administer_ the
Human Services programs (rather than outside groups) to address significant
community needs; direct service provider role will terminate when such
funds are no longer available; or
o Specific community needs are identified and the General Plan, City policies
or action plans provide for the City to take on such a role.
IV. The City may assume the role of an indirect service provider of Human Services
when:
Policy 5.1.3
o Specifically targeted intergovernmental funds G.e. CETA, CDBG) are
available to the City but another agency could most cost - effectively
administer the Human Services Program to be addressed by the funds.
Funding to the provider will terminate when such funds are no longer
available, or the provider can no longer provide the service, or the specific
community need has been fulfilled or the City determines to take on the
service directly.
V. The City may provide limited financial assistance to qualified outside groups if:
o The program proposed for funding does not duplicate existing services,
addresses a significant community need or facilitates the co- location of
Human Service providers in the City of Sunnyvale; augments (but does not
duplicate) service provided directly by the City, provides the service at
a cost lower than the City can provide or is the most logical service
provider; and provision of such services is compatible with the City's
General Plan, policies or action plans; and
o The program for which funding is requested qualified u�der the City's
Outside Agencies Funding Policy.
VI. The City will annually review prevailing conditions of human needs within the
City and give appropriate attention to Human Services Policies in City Planning.
Report to Council No. 81 -617
Approved by City Council on October 13, 1981
Deputy City Clerk Certification
ENCLOSURE VII
Policy 5.1.4
COUNCIL POLICY FORM
SUBJECT: Outside Groups Funding Policy
The subsections of this policy are provisions intended to implement its purpose. These
subsections are as follows:
o Policy Purpose
o Policy Statement
o Proposal Funding Categories
o Application Policy Statement
o Evaluation Process
o Coordinated Funding Schedule
POLICY PURPOSE:
The purpose of this policy is to establish guidelines for funding programs /services for
the City which may be provided by outside groups. This policy is necessary to:
I. Provide a cost- effective approach to provision of City services by establishing
a process through which outside groups can be funded to provide needed service;
11. Establish a methodology by which programs /services proposed by outside groups
can be assessed;
III. Establish an evaluation system which assures equity in the process of funding
considerations by Council;
IV. Establish the type of funding commitment which the City will provide.
POLICY STATEMENT:
The City will consider funding outside groups if the programs proposed conform to the
"Proposal Funding Categories" criteria below. Groups qualifying under the funding
criteria will be evaluated in relation to existing City policies.
PROPOSAL FUNDING CATEGORIES:
Programs for which funding is requested must qualify in one of the criteria below.
Proposals not fitting into these categories will not be evaluated nor considered for
funding:
1. Seed Program,. Funding for start -up of new programs designed to meet a
signs scant community need or problem. Proposers must demonstrate a high
probability that funding can be sustained beyond the commitment of City funds.
Initial funding for seed programs is limited to one year; second year funding is
possible if program demonstrates good performance, proposer has-continued need
for start -up funds and proposer has developed future commitments for on -going
funding.
Policy 5.1.4
PP�rojjecct�t. Funding of one -time projects designed to address a significant community
neefor problem. Funding of such projects shall be limited to a specific time -
frame, usually not more than one year.
111. Emergency. Funding of operational programs offered in the community which
meet aexisting need. Proposers and programs qualifying under this criterion
must demonstrate 1) good performance of current programs; 2) that financial
difficulties will largely curtail the services to City residents; and 3) a reasonable
probability that future funding to continue the program can be obtained from
other sources. Funding for programs qualifying under this criterion shall be
limited to one year.
IV. Indirect City Program. Funding of programs and services to address identified
community needs or problems (in City General Plans or other policies) through
direct financial support and /or in -kind contributions. Programs /services funded
under this criterion must represent a service which can be more cost effectively
operated by the proposer (than the City) or, because of its role in the community,
is the most logical service provider. Funding may be provided on a multi-year
basis, but is not guaranteed. Continued funding is contingent upon City budget
limitations and proposer's previous program performance. Proposer must
demonstrate good faith efforts to secure funding for programs /services from
other sources.
APPLICATION POLICY STATEMENT:
The City wishes to consider funding of needed and appropriate services in an orderly
and rational manner. In order to determine which agencies should be awarded funding,
the Council has adopted a formalized application procedure and form to be used for
all outside groups desiring to act as a service provider and requesting funding from
the City to do so. All groups requesting City funding under this policy will be required
to submit a complete application by specifiers due dates. Public notice of the availability
of requests and the specified dates will be provided in ample time for applications to
be prepared.
All applicants desiring a grant from the City to provide recreational, social, human or
other services will be required to comply with the application procedure and time
schedule. All applications will have to meet the three (3) following criteria:
I. Provide a service consistent with an existing recognized City need, policy, goal
or objective.
11. Request funds for a program or project within one of the four identified funding
categories (see above); and
III. Have completed the application process and the application has been determined
to be accurate and complete.
EVALUATION PROCESS:
To assure that all applications for City funding receive due consideration and to ensure
that Council is provided with the information it needs to make its funding decisions,
the following evaluation process will be applied to requests received:
12
Policy 5.1.4
I. Applications not received by the due date will be rejected. Applicants submitting
applications which are incomplete will have three (3) working days from
notification by staff to correct any deficiencies, or their applications will not
receive further evaluation.
II. Staff will determine proposal eligibility based on guidelines provided in this policy.
Proposals not qualifying will be recommended to Council for rejection and will
not receive further evaluation.
III. Applications qualified for consideration will be brought forth to Council, with a
staff recommendation as to the appropriate citizen's advisory body which would
evaluate the proposal.
IV. Staff will prepare a technical evaluation of the applications before submitting
to the advisory committees.
V. The advisory groups will conduct formal evaluations of the applications, including
the opportunity for each group to present its program to the advisory committee
for evaluation. Staff and advisory committees will make recommendations to
the City Manager and Council such that the proposals will be in rank order of
priority.
VI. The City Manager will review the proposals and recommend to Council which
programs should be funded , taking into consideration other budget priorities.
The advisory committees will develop evaluation criteria appropriate to their areas of
concern. Staff and the advisory committees will apply these criteria to all applications
reviewed. In general, these evaluation criteria include (but not be limited to), the
following guidelines:
Critical Evaluation Factors. Each of these factors must be met for the program
to receive a recommen at ion for City funding.
o The organization must meet minimum eligibility standards to receive
funding. (Reference: Attachment 1)
o The organization and its program must have demonstrated good performance
and capability to effectively provide this program.
o The organization and its program must deliver services in a cost - effective
manner.
o The organization must be an appropriate agency to deliver this program.
o The program is not a duplication of services provided in the some service
area.
o The organization and its programs must have a good management system,
especially financial management.
-3-
Policy 5.1.4
o The proposed program has a contingency plan for funding if City support
is limited or eliminated in the future (critical for seed programs).
Favorable Evaluation Factors. The proposed program must address one or more of
t e following actors, particularly the first four, to receive a positive recommendation.
Programs that meet all or several of the criteria are in a stronger position to receive
a positive recommendation.
o The proposed program addresses or relates directly to a general plan policy
or action statement.
o The proposed program is a needed enhancement of an existing City program
or program direction and can be better performed by an outside group
than the City directly.
o City practice is to fund programs which address similar needs.
o The program has a diverse funding base, as opposed to reliance upon City
funds to support its operation.
o The extent to which City funds arse leveraged with other funds to provide
services. It is very favorable if City funding requested for the program
is limited to 10% or less of program budget.
Other Funding Guidelines. These guidelines are applied to the recommendation
regarding the amount of funding for the program, after it has been determined that
funding is recommended.
All Programs
o Funding is not to exceed the benefits provided to Sunnyvale residents.
(Funding may not exceed the pro -rata share of Sunnyvale residents relative
to the overall budget.)
o Travel expenses must clearly indicate in- county versus out -of- county travel.
o The "surplus" or "contingency fund" of the organization should be used to
fund programs in lieu of City funds to the extent it exceeds reasonable
limits based upon the activities of the organization and its program.
Generally, the surplus should not exceed three months operating budget.
Indirect City Programs
o If there are no significant service level changes in terms of the type or
quantity of services provided, subsequent years funding will be limited to
the inflationary adjustment used in preparing the City budget. Additional
units of service demand of the type approved in previously considered
programs, will be favorably considered. Changes or enhancements in the
type of services provided will be independently considered in the same
fashion as a new application.
-4-
Policy 5.1.4
Co- Sponsored Clubs
o Youth sports groups are to be subsidized at the rate of $2.86 per participant
in the base year of 1985/86, with adjustments for inflation made for the
base year, except that the general provisions regarding surplus funds will
take precedence.
o The amount of subsidy for any sports /recreation group is not to exceed
on amount equivalent to that which is raised from its membership through
fees, less fee waivers for economically disadvantaged members.
o Non - expendable equipment purchases exceeding $200 should be considered
as "project" costs and funded separately from indirect City programs.
Only extraordinary (from normal operations) one -time equipment purchases
will be considered for funding under project funding for indirect City
programs.
Human Services Policy. In addition to the evaluation criteria noted above, the City has
an adopted ' uman ervices Policy" that is applicable to the evaluation of outside
group applications. The Human Services Policy is to be considered by staff and advisory
groups in making recommendations to Council.
Based upon the above criteria (as appropriate) and any additional criteria developed by
staff and advisory bodies, proposals will be rated and recommended for funding. Those
funded will receive specific performance standards upon which on -going performance
can be evaluated. In addition, the advisory committees will be charged with monitoring
and evaluation of programs funded. Past performance is an important factor in the
decision to fund programs.
COORDINATED CALENDAR:
In order to show the relationship between the funding cycle for outside groups and the
City budget process, a coordinated calendar will be prepared annually. This calendar
shows the integration of requests from groups requesting funding from the Community
Development Block Grant Funds, Revenue Sharing Funds, City General Fund (including
in -kind contributions) of other resources available to the City.
Report to Council No. 81 -617
Approved by Council on October 13, 1981
Amended by Council on November 25, 1986
Deputy City Clerk Certification &V,&A2& 4,
-5-
U,
/7 ("�
C 92 0 ° 'OOZ
13777 FRUI "I'VALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867-3438
COUNCIL MEMBERS:
Karen Anderson
February 24, 1989 Martha Clevenger
David Movies
To: City Manager Donald Peterson
Francis Stutzman
From: Community Services Director
Subject: Policy Development Agenda; CATV Community Access
(Reference Item #17)
ISSUE
"What should the City's future role and policy be for supporting
and staffing community access television ?"
BACKGROUND
In 1985, staff successfully negotiated the donation of video
production equipment from Hearst Cablevision to the City when
Hearst purchased the Saratoga cable television system from Video
Engineering. The equipment, valued at $40,000, was of a portable
nature designed to produce local programs in Saratoga which would
be televised over cable TV. Hearst also agreed to reserve
Channel 6 exclusively for this purpose.
In 1986, the City negotiated an agreement with West Valley
College to share equipment resources. West Valley had the studio
and editing equipment while the City had portable production
equipment.
Shortly thereafter, a policy board was formed (with
representatives from the City (2), College (2), and community at
large (3); (total of 7 members) to determine the appropriateness
of programs for airing, and set overall policy for the channel.
With the assistance of the City Attorney, the policy board
incorporated into the Saratoga Community Access CATV Foundation
and was recognized by the State in February of 1988 and by the
Federal Government (as being tax exempt) in January of 1989. The
policy board then became the Board of Directors to the
Foundation.
In 1987, the City began lobbying Hearst to increase the franchise
fee it pays the City from 3% to 5% of gross annual revenues, with
the understanding that the City would use the additional revenue
to support community television activities. In March of 1988,
Hearst consented to the increase voluntarily, and the revised
ordinance amending the franchise fee was approved by the City
Council, taking effect in April of 1988.
Policy Issue:
February 24,
Page Two
"What should the City's future role and policy be
for supporting and staffing community access
television ?"
1989
At the request of the Foundation, the City started advancing
quarterly payments based on estimates of the funding the City
anticipated receiving, so the Foundation could hire a part -time
staff person.
In the Fall of 1988, West Valley College sent the Foundation a
proposal to hire a full -time staff person paid for by the
College, with half the position's cost reimbursed by the
Foundation. The full -time position would work half -time for the
College on educational and instructional activities, and half-
time for the foundation in support of the activities of the
Saratoga TV Unit. The Foundation approved the College's proposal
in October of 1988.
Although the Foundation's Board had hoped the position would be
filled shortly after their approval of the College's proposal,
the establishment of the position in the College's personnel
system has proved to be more time consuming than originally
anticipated. The College currently estimates that they will
start recruitment in the Spring of this year. At this point, the
Foundation Board is supposed to be involved in the selection of
the individual to be hired, although the details of this have not
been determined yet.
DISCUSSION
The role of the City with regards to the operation of Channel 6
should be re- examined. The College would like to control the
Channel, and has referred to is as the West Valley TV Station in
the past to the press. However, with the City's involvement in
KSAR activities comes responsibility for program content as was
evidenced by the controversy which erupted over the station's
coverage of the Highway 85 issue and its free speech message
policy. As it stands now, neither the City nor the College has
control over station activities, although each has influence.
Station control is currently vested in the Foundation's Board of
Directors. The role of the College will become more apparent
during the 1989/91 fiscal years. For example, the new part -time
employee of the Foundation will technically be an employee of the
College. An examination of the City's policy role would,
therefore, be appropriate at this time.
Besides being perceived as partly responsible for program content
by some, City involvement with the channel has other impacts on
this organization. One such impact is the involvement of my time
in support of channel operations. Currently, I perform the
following administrative tasks for the channel:
Policy Issue: "What should the City's future role and policy be
for supporting and staffing community access
television ?"
February 24, 1989
Page Three
a. Scheduling monthly meeting for the TV Unit crew.
b. Preparing agendas and leading the discussions.
C, Organizing the assignments of the volunteers to specific
productions.
d. Matching the training needs of individual volunteers with
the resources of the City and College.
e. Interviewing and assigning new recruits to the TV Unit.
f. Scheduling volunteers to do the actual cable casting (i.e.
physically putting the program on Channel 6).
g. Coordinating the placement of announcements on the Channel 6
community bulletin board.
h. Recruitment, screening, and interviewing of applicants for
the Foundation Board of Directors.
i. Scheduling of meetings and preparation of the agenda for the
Policy Board meetings.
j. Coordinating much of the Foundation's business with the City
and other outside agencies.
In addition, th
the Foundation
mailings. The
amount of time
status with the
Government.
a City has been
and the TV uni
City Attorney
in helping the
State, and its
providing clerical support to both
t, and paying the postage for all
has also invested a considerable
Foundation achieve its non - profit
tax - exempt status with the Federal
However, a lot of the demand on staff time will significantly
decrease when the franchise fee - financed staff person is engaged
in the Spring. Once the Foundation (and the TV unit) are no
longer dependent on the City for support, the City's role with
the activity of the channel may substantially decrease.
From one perspective, the decrease in the City's involvement with
the channel would free up resources which could then be used in
other areas. However, there are certain considerations to
ponder.
The City has made a significant investment in the creation and
development of the channel, and has an interest in what happens
to the station in the future. The concept of a community access
channel was conceived solely by the City, and the initial efforts
to establish the channel were solely the City's. The City has
recruited the volunteers which operate the channel and produce
the shows. Therefore, the City deserves a lot of credit for
developing and providing this new service to the residents of
Saratoga. It is unlikely that such acknowledgments would be
given the exposure they deserve if the channel becomes dominated
by the College. In addition, it should be recognized that the
mission of the College transcends beyond the community of
Saratoga.
Policy Issue: "What should the City's future role and policy be
for supporting and staffing community access
television ?"
February 24, 1989
Page Four
In summary, there are clearly some advantages and disadvantages
to be considered in determining what the appropriate role for the
City should be with regard to the community access channel. I
lean toward favoring the maintenance of the balance between the
College, the City, and the community, which was envisioned when I
first recommended that the policy board be created. Although no
one has, nor probably will ever suggest that the City give up its
seats on the Foundation Board, it may become necessary for the
City to become more assertive if the objective is to maintain the
balance as it currently exists in light of the diminishing
involvement of the City, and increasing involvement of the
College. These matters are key policy issues which will greatly
affect staff's direction and degree of involvement with the
channel in the future.
PREPARED BY:
Todd W. Arg
jm:17
13777 FRUITVALE AVENUE' • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
Date: February 23, 1989
To: City Council
From: Director of Recreation
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: Should the City sponsor an
annual festival centered around Hakone Gardens?
An annual festival at Hakone Gardens in
great way to highlight this unique park.
one day special events such as parades, J
Day festivals. The City could coordinate
of the Sister City organization, Bamboo
Foundations.
August or September would be a
Many cities in the area sponsor
aly 4th celebrations and Founder's
the event with the strong support
Society and the Hakone Gardens
If the City Council wishes to sponsor a Hakone Gardens Festival, I would
recommend for the first year a one day program. The main expense for this
event would be staff costs, although, it is expected volunteers would be
used heavily. Material and operation expenses, depending on the size of
the festival, could range from $200 - $500. Another consideration is the
parking constraints at Hakone Gardens. At some point a shuttle service
might need to be considered.
Plans for three different types of festivals are listed below. Also, you
will find estimated expenses for each plan which includes personnel,
operating and material costs.
Option 1: One Day Festival
• Nodati Tea Ceremony
• Ikebana demonstration
• Docent tours - scheduled every 30 -45 minutes
• Refreshments - Japanese tea and rice crackers
Estimated Expense: $550
Option 2: One Day Expanded Festival
• Nodati Tea Ceremony
• Ikebana demonstration
-Docent tours - scheduled every 30 -45 minutes
• Martial arts demonstration
• Taiko drummers
• Refreshment area featuring a variety of Japanese desserts & tea
• Evening Moon Viewing Ceremony
Estimated Expense: $1100
1
Policy Issue: Should the City sponsor an annual festival centered
around Hakone Gardens?
February 23, 1989
Page Two
option 3: Two Day Festival
• Docent tours every 30 -45 minutes
• Nodati Tea Ceremony
• Ikebana demonstration
• Martial Arts demonstration
• Taiko drummers
• Special children tours /storytelling /show
• Dancers /music
• Oragami demonstration
• Japanese cooking demonstration
• Japanese artists
• Offer posters /post cards of Hakone
• Bonsai display /demonstration
• Refreshments: desserts, catered bento lunches, etc.
• Evening Moon Viewing Ceremony
Estimated Expense: $2500
Jo Pisani, Director of Recreation
pe
2
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13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
February 24, 1989
To: City Council
From: City Manager
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: Shall the City
continue to levy the current Utility Users Tax past
July 1, 1990?
------------------------------------------------------------ - - - - --
BACKGROUND: In April of 1985 the City Council adopted ordinance
38.131 which imposed a user tax on electricity and gas use of
3.5% of the charges made for electrical and gas service. This
was a general tax which under the law in effect at the time did
not require voter approval. The purpose of the tax was to
provide funding for the City's Pavement Management Program; a
systematic city -wide program to maintain all City streets in the
most cost effective manner possible. The Program, originally
established for the 1983 -84 fiscal year was developed by Harris
and Associates in May 1983 and was revised and updated in May
1987. Harris estimates the replacement value of the City's
streets at $37.8 million. If the City were to do nothing to
maintain its 245 travel lane miles of public streets, the average
cost per square yard of pavement would be $0.843 annually in 1987
dollars. With a program of asphalt overlays every ten years, the
prices decreases to $0.677 annually in 1987 dollars. With
pavement management the price decreases to $0.365 annually in
1987 dollars. NONE OF THESE PROGRAM COST OPTIONS ALLOW THE CITY
TO "FIX IT AND FORGET ABOUT IT ". The do nothing option is based
on a 20 year design life cycle for reconstructed pavement. The
overlay option is based on an asphalt overlay of all streets
based on a 10 year design life. In the first instance, the
annual cost is placed at $1,891,769. In the second instance the
annual cost is $1,519,593. Pavement Management is calculated to
cost $821,000 annually. Clearly the most cost effective option
for maintaining the City's street system.
So Pavement Management was instituted in fiscal 1983 -84. It
became apparent that existing gas tax revenues and other existing
revenue sources could not fulfill even the PMP requirement to
adequately maintain the street system without severely cutting
back other City services. A major effort was undertaken to pass
a special tax to fund pavement management at the required level
in 1984 (See Resolution No. 2127 for statement of City Council
intent). The tax measure ultimately failed to win the necessary
2/3's voter approval for a special levy, and as cited above, in
1985 the Council took action to levy the utility users tax.
Policy Issue: Shall the City continue to levy the current
Utility Users Tax past July 1, 1990?
February 24, 1989
Page Two
Current Status of the T_4,x_ and the Program: Since passage of the
tax, each budget, beginning in July 1985, has used the proceeds
from the tax and state gas tax proceeds to fund the Pavement
Management Program.
1985 -86 $ 434,232 (UUT)
484,770 (SGT)
Total $ 919,002
1986 -87 $ 499,929 (UUT)
503,985 (SGT)
Total $1,003,914
1987 -88 $ 526,682 (UUT)
473,806 (SGT)
Total $1,000,488
1988 -89 $ 547,749 (UUT)
478,515 (SGT)
Total $1,026,264
TOTAL $3,949,668
DIFFERENCE
$ 904,706 (maintenance)
557,880 (overlay)
$1,462,586 ($543,584)
$ 690,000 (maintenance)
412,840 (overlay
$1,102,840 ($ 98,926)
$ 884,219
442,200
$1,326,419
$ 528,443
459,853
$ 988,296
$4,880,141
(maintenance)
(overlay)
(maintenance)
(overlay)
($325,931)
$ 37,968
($930,473)
In 1989 -90 (the final year of the tax under the current sunset
provision) the tax is estimated to generate $569,659. State gas
taxes are estimated to generate $495,445 for a total of
$1,065,104. For 1989 -90 pavement management is expected to cost
$968,509. Pavement Management, during the first five years is
expected to require about $835,000 in funds from sources other
than the gas tax and utility users tax primarily because the
first three years were "catch up" years where much deferred
maintenance was undertaken along with the programmed work.
Looking ahead, using the Harris study and our own historic costs,
the staff currently projects the following total PMP costs:
Year
Maintenance
Overlay
Total
1989 -90
$ 542,187
$ 426,322
$ 968,509
1990 -91
732,061
426,322
1,158,383
1991 -92
614,164
426,322
1,040,486
1992 -93
1,039,992
426,322
1,466,314
1993 -94
913,589
426,322
1,339,911
1994 -95
1,067,744
426,322
1,494,066
1995 -96
1,154,622
426,322
1,580,944
Total
$6,064,359
$2,984,254
$9,048,613
Policy Issue: Shall the City continue to levy the current
Utility Users Tax past July 1, 1990?
February 24, 1989
Page Three
For the same period UUT revenues and SGT revenues are projected
as follows:
ear
UUT
SGT
Total
1989 -90
$ 569,659
$ 495,445
$1,065,104
1990 -91
592,445
495,785
1,088,230
1991 -92
616,143
495,785
1,111,928
1992 -93
640,789
495,785
1,136,574
1993 -94
666,420
495,785
1,162,205
1994 -95
693,077
495,785
1,188,862
1995 -96
720,800
495,785
1,216,585
Total
$4,499,333
$3,470,155
$7,969,488
The revenue shortfall of $1,079,125 is about the same on an
annualized basis as for the first five years of the program.
During the first five years the shortfall was assisted by one
time additional gas tax revenues from the State and drawing down
the revenues of the State Gas Tax Fund. The prospect for
additional funding at this time is unclear even though there are
proposals for a -gas tax increase being made at the State level.
However, the record indicates it was never the intention that the
UUT when combined with the gas tax would totally fund Pavement
Management. That is why business license taxes were doubled in
1985 to $75.00 and the sale of surplus property at Cox and
Saratoga /Sunnyvale Road was authorized. Given these
circumstances, no increase in the UUT is recommended to make up
this revenue shortfall.
Analysis and Options: In order for the City Council to plan its
financial future, a decision must be made soon as to whether the
City Council should either extend or remove altogether the sunset
provision contained in Section 5- 30.160 SMC.
o The prime policy question is-- Should the tax be extended and
if so how?
In order to answer the question completely, the first subset of
the question is- -Does the City need this source of revenue? As
you know, the UUT is now tied to the trial court funding property
tax transfer which phases in in fiscal 1992 -93 for Saratoga. The
Finance Director and I have run a forecast of revenues through
1996 and our projections with and without trial court funding and
the UUT are as follows:
Policy- sue: Shall the City continue to levy
Utility Users Tax past July 1, 1990?
February 24, 1989
Page Four
Year
1990 -91
1991 -92
1992 -93
1993 -94
1994 -95
1995 -96
Total
With
$ 9,408,891
9,434,152
9,646,653
10,329,267
10,991,620
11.848,634
$61,659,217
Without
$ 8,816,445
8,768,244
8,788,162
9,189,031
9,511,948
9,962.946
$55,036,776
the current
Difference
($ 592,446)
( 665,908)
( 858,491)
( 1,140,236)
( 1,479,672)
j 1,885,688)
($6,622,441)
Obviously the revenue difference continues to grow beyond 1996
but this illustrates the revenue impact pretty clearly.
If the expected cost of operations is factored in, along with the
proposed capital projects, including the Civic Center and SW /NE
Road, the City's fund balance by July 1, 1996 will fall some
$2,575,211 below current requirements per Council policy. A
closing funds balance of $2,441,349 would exist as opposed to
$9,063,788 with the extra revenue. Required fund balance for
July 1, 1996, is projected at $5,016,560. Beyond 1997 the City
would find itself in an overall deficit position and services
would have to be cut or added taxes imposed through voter
approval.
If the City
extend the
unlimited.
one would
leaving the
were to cut
tax, there
Certain se
result in
City no bet
These include:
services and capital projects rather than
is a lot of flexibility, but it is not
rvices are tied to revenues and a cut in
a corresponding reduction in the other,
ter off.
o the Community Environment Program - -fees are tied to permits
and must, under law, not exceed the cost of the service - -in
round numbers this is about $1,000,000 for fiscal 1989.
o the Recreation Services - -fees generate about $275,000 a year
and equal expenses for fiscal 1989.
o Assessment Districts - -these are legal obligations and
revenues offset debt service and operations costs. They
total $264,182 for fiscal 1989 but jump to $536,479 in
fiscal 1990 because of Parking District #3.
o several Community Support activities are also in this
category -- franchise administration, HCDA administration and
Community Access TV. They total about $63,000 for fiscal
1989.
Policy Issue: Shall the City continue to levy the current
Utility Users Tax past July 1, 1990?
February 24, 1989
Page Five
When these areas are factored out (they total $1,874,479) of the
projected operating budget for 1991, cuts can only come from the
remaining $5.4 million or capital projects. Candidates for cuts
include Public Safety, Maintenance, Senior and Volunteer
Services, Community Groups, Sister City, Paratransit, Library
Services, General Government and Intergovernmental Services. The
cuts would have to be about 11% overall ($600,000). As the years
progress the cuts would have to become larger and larger reaching
about 21% in 1996.
Capital projects are another potential area for cutting. Not
doing the Civic Center saves about $300,000 a year. Canceling
the median improvement program saves about $200,000 a year. Not
doing the signals at Kirkmont and Seagull saves about $220,000.
Not improving pedestrian facilities saves about $37,000 a year.
However, certain projects such as parks and SW /NE road are
financed from restricted funds. The money cannot be used for any
other purpose. These total over $2.6 million between 1990 and
1996.
In short, operations could remain at existing levels for perhaps
two or three years if all discretionary capital projects were
canceled. After that, operational cuts would have to be phased
in in those areas which do not create offsetting revenue. If
some capital projects were to remain for funding, operational
cuts would have to begin in 1991 rather than in 1993 or 1994.
IT IS MY CONCLUSION THE CITY CANNOT AFFORD TO DO WITHOUT THIS
SOURCE OF REVENUE WHICH, WHEN COMBINED WITH TRIAL COURT FUNDING,
WILL CLIMB TO $2,000,000 IN FISCAL 1997. SARATOGA COULD LIMP
ALONG FOR A WHILE BUT WOULD FACE MAJOR BUDGET PROBLEMS BY 1993 or
1994.
arry . Peacock, City Manager
jm
REPORT TO MAYOR AND
CITY COUNCIL DATE: 2/22/89
%FROM: Director of Maintenance
ai.
SUBJECT: Backsr°uud_Note 12jigv_,I§ sue - Should the City provide
funding for continued use of the California Conservation
for City projects?
In contact with representatives of the California Conservation
Corps (CCC) to further define this item for Council, we were told
the CCC has not altered their position and does not charge
contributing agencies an hourly rate for their service.
What the CCC is asking for are items that can be used in their
training at the Agnew facility (i.e. gloves, shovels, hand tools)
and some specific classroom items like computers.
The director did emphasize that projects are not assigned to a
sponsor by the size of their contribution, but as to the benefits
to the corps and its members.
491
REPORT TO MAYOR AND
CITY COUNCIL
Director of Maintenance 2/24/89
Backaround Note: Policy- Issue - Should the City Light and
Landscape City Entrance Signs?
During the oast several years, since the installation of the
entrance signs on Saratoga Avenue and Saratoga - Sunnyvale Road, we
have received numerous suggestions that they be lighted at night
and landscaped so they stand out in the daylight. In response to
those suggestions, we have developed cost information.
The cost of bringing underground electricity to the Saratoga
Avenue entrance sign and installing a 100 -watt high pressure
sodium light will be approximately $1,600. The cost of
installing an appropriate planting area will be about $500. The
annual cost of energy and replacement of annuals would be
approximately $300 per year.
The cost of providing lights at the Saratoga - Sunnyvale Road
and Prospect Avenue entrance will be about $700. The
construction of a Dlanter and olanting annuals will be about
$200. The annual cost of energy and replacement of annuals would
be approximately $250 per year.
An option to the City making the complete installation as
outlined would be to install the power and lighting during our
next budget year but wait until the drought situation is resolved
and then seek the assistance of a service club for installation
of the planter and plantings on an annual basis. This would not
only reduce the funds needed for construction, but also the
ongoing replacement of annuals.
,»
1:3777 FRUITVALE AVENUE • SARATOGA. CALIFORNIA 95070
(408) 867 3438
February 24, 1989
To: City Council
From: City Manager
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue What should be
included in the total master plan for the Civic Center
and how should it be funded?
Council will have a study session on this item on March 7, 1989.
This note will serve as background for both that meeting and
your policy development meeting.
The project consists of the following elements:
1. Add a new wing to City Hall. This will be located in front
of the current City Hall and will form a large courtyard
between the buildings. The addition is planned for 4630
square feet and is expected to cost $511,000.
2. Remodel of the existing City Hall. The remodel would house
Planning, Engineering and Building functions plus all
employee facilities. The area to be remodeled is 7120
square feet and is expected to cost $589,000.
3. Remodel existing landscape and parking. The remodel would
totally redo the site; place the main entrance on Allendale,
add about 35 new parking spaces and create a creekside park
behind the buildings. Cost to redo the site is estimated at
$585,000.
4. Remodel of the Community Center. This would be an interior
job only making better use of existing space and providing
better offices for staff. The area to be remodeled is 2572
square feet and is expected to cost $67,000.
5. Remodel and Expansion of Maintenance Building. This will
place all maintenance office personnel in one location and
allow us to get rid of the office trailer. The remodel and
addition cover an area of 1780 square feet and is expected
to cost $119,000.
6. Remodel and Addition to Community Theater. This will
replace the existing dressing room trailer with permanent
dressing rooms behind the stage area. The cost is estimated
at $182,000. We have also been considering expansion of
Policy Issue: What should be included in the total master plan
for the Civic Center and how should it be funded?
February 24, 1988
Page Two
seating on the main level and a redo of the lobby area.
These costs have not been calculated as yet but they are not
part of the $182,000. About 50 more seats could be added to
the theatre on the main floor.
7. Add a new Meeting Chambers. This would be located in front
of the theatre and include a main floor area of 2400 square
feet. Seating would be portable so the area could be used
for recreation classes, meetings, receptions, dining, etc.
It is planned for use by all City Commissions and the
Council, thus freeing up other facilities for further
community use. The chambers is planned to be about 5000
square feet in size and is expected to cost $739,000.
Adding in architect's fees brings the total cost to $3,000,000.
If the theatre addition includes extra seating, etc., the price
would be somewhat higher. For budget purposes I have placed the
total cost at $3.5 million.
It is estimated that construction will take 14 months if the
project is built all at once.
Establishing need. Based on the studies staff has done over the
past two years which Council reviewed in the fall of 1987, there
is no doubt that these additions and remodels are necessary for
the City to be able to serve the public in as an efficient and
effective a manner as possible. The staff is not expected to
grow much over the next twenty years but as you know, the City
faces continued increased mandates from the state and federal
government and expectations from Saratoga's citizens to deliver
better service. The current building complex has evolved over
the past thirty years and by my count has grown by additions at
least six times. Expanding the civic center is not a new deal.
And the City is going to be here long after all of us are long
gone. So it makes sense to add to the staff quarters and do so
from a master planned base.
The theatre could continue to limp along but since the temporary
dressing rooms have sort of become permanent, it makes sense to
integrate them into the rest of the building to better serve our
tenants, the theatre groups. Adding seating is a greater risk.
Only one of the three groups indicates they could sell the extra
seats. To do a major addition does not seem to be cost effective
unless the City plans to get into the performing arts business in
a big way. And I don't see that happening.
The site improvements not only provide much needed parking, but
also will add significantly to the beauty of the civic center,
integrate the architecture with the landscape and place the
Warner Hutton House in truly appropriate surroundings.
Policy Issue: What should be included in the total master plan
for the Civic Center and how should it be funded?
February 24, 1988
Page Three
The meeting chambers is the final component. I don't know of
another city in California of our size and age which doesn't have
its own meeting chambers. The design will place Council and
Commissioners in much closer proximity to the public giving a
feeling of intimacy rather than distance. The chambers will be
equipped for media presentations, no more portable screens and
viewgraphs setting on the stage. With a flat floor and removable
seating, the chamber can become a major new meeting and activity
space for the community, something which is in short supply in
Saratoga, and free up space in the Community Center to expand
recreation use.
The Finance Advisory Committee has reviewed financing and has
concluded, on the basis of work done by the members of the
Committee and staff, that construction should be done all at
once and financing should be through Certificates of
Participation. There are cost advantages in terms of increased
rental and reduced cost which total some $500,000 over a phased
construction option. Further, based on a $3,150,000 financing
package over 20 years, the cash flow position of the City is
equal after twenty years as opposed to a phased, pay -as- you -go
method. A copy of the analysis is included at the end of this
note.
Harry 1. Peacock, City Manager
jm:5
Enclosure
1 -26 -89 CIVIC CENTER EXPANSION CASH FLOW ANALYSIS
YEAR
INITIAL
1 PHASE
NET INT
NET INT
CASH 1 PH
CASH FLOW
1 PH
1
3,268.00
298.72
250.47
2
3,219.75
290.32
247.11
3
3,176.55
272.39
244.98
4
3,149.14
272.19
242.68
5
3,119.63
271.58
240.25
6
3,088.30
275.55
237.27
7
3,050.02
273.75
234.19
8
3,010.47
271.50
231.04
9
2,970.01
273.80
227.44
10
2,923.64
275.28
223.40
11
2,871.76
270.92
219.39
12
2,820.23
276.07
214.61
13
2,758.78
275.12
209.51
14
2,693.17
273.35
204.12
15
2,623.94
271.03
198.48
16
2,551.40
272.89
192.20
17
2,470.71
273.46
185.35
18
2,382.60
272.92
177.96
19
2,287.65
271.27
170.09
20
2,186.47
248.50
163.48
TOTAL
2,623.94
5,480.55
4,314.01
ASSUMED
NIC OF
7.4239% RESULTS IN
SARATOGA
INVESTMENT PORTFOLIO
0
YEAR END
YEAR
INITIAL
5 PHASE
NET INT
YEAR END ASSUMED I
CASH
CASH 5 PH
CASH FLOW 5 PH
CASH 0.084354
3,219.75
1
3,268.00
647.00
221.09
2,842.09
3,176.55
2
2,842.09
1,087.00
148.05
1,903.14
3,149.14
3
1,903.14
212.00
142.65
1,833.80
3,119.63
4
1,833.80
1,083.00
63.33
814.13
3,088.30
5
814.13
239.00
48.51
623.64
3,050.02
6
623.64
0.00
52.61
676.25
3,010.47
7
676.25
0.00
57.04
733.29
2,970.01
8
733.29
0.00
61.86
795.15
2,923.64
9
795.15
0.00
67.07
862.22
2,871.76
10
862.22
0.00
72.73
934.96
2,820.23
11
934.96
0.00
78.87
1,013.82
2,758.78
12
1,013.82
0.00
85.52
1,099.34
2,693.17
13
1,099.34
0.00
92.73
1,192.08
2,623.94
14
1,192.08
0.00
100.56
1,292.63
2,551.40
15
1,292.63
0.00
109.04
1,401.67
2,470.71
16
1,401.67
0.00
118.24
1,519.91
2,382.60
17
1,519.91
0.00
128.21
1,648.12
2,287.65
18
1,648.12
0.00
139.03
1,787.14
2,186.47
19
1,787.14
- 0.00
150.75
1,937.90
2,101.45
20
1,937.90
0.00
163.47
2,101.37
3,268.00
2,101.37
A BEP OF 8.4354% FOR THE
oguy� @g 0gmZ11�a0z 4 *
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
MEMORANDUM
TO: City Manager
FROM: Chief Building Inspector
DATE: 2 -24 -89
SUBJECT: Background Note: Policy Issue - Should the Early Warning Fire
Alarm Ordinance be modified to change installation requirements?
The Early Warning Fire alarm Ordinance is one of our best tools in
protecting life. To change /modify the ordinance would require our
closest scrutiny. Should the fire ordinance be changed to include
structures which are presently excluded? I am confident that the
installation of a early warning fire alarm system in all new
structures (commercial and /or residential) would enhance life
safety protection. However, a fire suppression system (fire
sprinklers) would also create enhanced protection. The optimum
would be the installation of both systems. Many jurisdictions
have adopted ordinances requiring the installation of fire
sprinklers in conjunction with early warning.
Existing structures which are expanded by less then fifty percent
(50%), and are exempt from the requirement of the ordinance, would
share the same benefits as new protected structures if provided
with protection.
Presently, the triggering mechanism for requiring the early
warning fire alarm in a single family dwelling is the square
footage of the structure. If a new structure or an existing
structure, which is expanded by fifty percent or more, has five
thousand (5000) or more square feet in gross floor area, the
structure must be provided with early warning.
Homes which predate the early warning ordinance may expand by less
than fifty percent (50 %) and exceed five thousand square feet in
gross floor area. Example: A home, which predates the early
warning ordinance, has a total gross floor area of forty eight
hundred square feet (4800 sq. ft.). A permit is obtained to
expand by forth nine percent (49 %) . Upon completion, the new
square footage will be seven thousand one hundred fifty two
(7152). Clearly, this does not meet the intent of the ordinance
and should be considered when changing the ordinance. I am
working closely with both Central and Saratoga Fire Districts to
determine if the five thousand square foot figure may require
reduction to more closely meet their current fire fighting
capabilities.
Several concerns come to mind, all except life safety are costs in
terms of time and money. If our goal is to provide more
comprehensive life and structure safety, it is important that our
ordinance be cost effective to the home owner. If installation
of an early warning system is too cost prohibitive, the public
will possibly take a position against an ordinance modification,
regardless of its enhancement of life safety.
A comprehensive study into the possibility of increasing the
fire /life safety sphere of influence in new and remodeled
structures will provide us with the necessary information to
answer the question of changing the early warning ordinance.
�� o �r
-P, Oguw D
13777 FRUITVALE AVENUE_ • SARATOGA. CALIFORNIA 95070
(408) 867 -3438
COUNCIL MEMBERS:
February 24, 1989 Karen Anderson
Martha Clevenger
To: City Manager David Moyles
Donald Peterson
Francis Stutzman
From: Community Services Director
Subject: Policy Development Agenda; Sheriff SRO /Project DARE
(Reference Item #25)
ISSUE
"What is the feasibility of providing a School Resource Officer
(SRO) and a Project "Drug Abuse Resistance Education" (DARE)
Program to our local schools, and sharing the costs with
Cupertino ?"
BACKGROUND
The School Resource Officer (SRO) program and the Drug Abuse
Resistance Education Program (Project DARE) are really two
distinct programs as they have been proposed in the past,
although there may be the option of consolidating the two.
The SRO program was first proposed for funding to both the Cities
of Cupertino and Saratoga in early 1986. It would have involved
an officer being dedicated to the high schools. It involved
officers getting to know students in a friendly rather than an
adversarial way. It was proposed that the SRO would also follow -
up on truancies, and hold regular meetings with parents, etc.
The cost to Saratoga was estimated at $61,000 annually. That
same year, the program was turned down by the Saratoga Council
for three basic reasons:
1. The SRO program would benefit students outside Saratoga who
attended local high schools; there was the perception that
it was not fair for local taxpayers to shoulder all of the
cost for a program with shared benefit.
2. Because the program involved educational elements and
addressed truancy, there was the feeling that it should be
funded either in whole or in part by the schools.
3. The program was presented by the Sheriff's Department to the
City at a time which was off the City's budget cycle; there
was the feeling that such a new level of service (and new
cost) should be considered only in the context of the City's
budget development process where it would fairly compete
with other budgetary needs identified.
Policy Issue: "What is the feasibility of providing a School
Resource Officer (SRO) and a Project "Drug Abuse
Resistance Education" (DARE) Program to our local
schools, and sharing the costs with Cupertino ?"
February 24, 1989
Page Two
The City of Cupertino also rejected the proposal although it is
not clear whether it was ever presented to their City Council.
The Project DARE service was first offered by the Sheriff's
Department to school agencies in 1987, at no charge. The program
involves only sixth grade students, and consists of one hour of
classroom instruction to students per week, over a 17 week
period. One officer from the Westside Station provides this
training by invitation on a first -come, first -serve basis to any
elementary school within the West Valley contract cities and
incorporated portions of the County.
According to the Commander of the Westside Station, the
Sheriff's Office was invited to give a presentation to a group
of Saratoga educators in 1987 soon after the service was offered.
However, there was no interest expressed in taking advantage of
the service, largely because the group had decided to pursue the
"Here's Looking at Year 2000" program. This latter program
involved extended training to teachers to provide their own
substance abuse training and more effectively handle such
problems in their classrooms.
DISCUSSION
The City of Cupertino is not currently considering any SRO
program, although the Cupertino School District is. It is not
known how the District plans on funding the position. The
position would involve an officer who would serve as both a high
school resource officer and a Project DARE trainer. To the
knowledge of the Westside Station Commander, there is no plan to
propose sharing the cost with Saratoga; the position is intended
to be dedicated to Cupertino.
If the Council is interested in pursuing a SRO and /or providing
Project DARE locally, there are a number of options which can be
considered.
OPTION 1. Encourage local elementary schools to request Project
DARE training from the Sheriff's Office. The service is still
available from the Sheriff's Office, although there is now a
waiting list. The chief advantage to this option is its cost to
the City; $0. The disadvantage is that there are seven public
and two private elementary schools in Saratoga. Therefore, the
service would not be available on a consistent basis due to
demand for it elsewhere in the West Valley region.
Policy Issue: "What is the feasibility of providing a School
Resource Officer (SRO) and a Project "Drug Abuse
Resistance Education" (DARE) Program to our local
schools, and sharing the costs with Cupertino ?"
February 24, 1989
Page Three
OPTION 2. Fund the training of an existing Saratoga Officer in
Project DARE instruction, and utilize that officer to provide the
service on a part -time basis. This would supplement the existing
service provided by the Sheriff's Office, and make it more
available to Saratoga. The chief advantage is that this approach
would involve an initial one -time expenditure for training, and
then utilize existing police resources to provide the service.
There are two main disadvantages to this approach. First, the
service level still would not be sufficient to provide the
program to all the schools, all the time. Second, the officer
would be providing the service rather than patrolling, meaning
that there would be a reduction in one level of service in order
to increase another.
OPTION 3. Add an additional full -time officer to provide Project
DARE training to the local schools. The chief advantage to this
approach is that it would effectively provide the desired
delivery of service to the local schools on a consistent basis.
The chief disadvantage is the cost; roughly $65,00 per year.
OPTION 4. Reconsider the Sheriff's SRO proposal, at an estimated
cost of $65,000. This would provide the SRO service to local
high schools, but would not address the Project DARE program at
the local level.
OPTION 5. Provide two dedicated officers; one for Project DARE
and the other as a high school SRO, at an estimated cost of
$130,000 annually. This would provide the highest level of
service at the highest cost of all options identified.
OPTION 6. Provide an SRO who also provides Pra }ect DARE
training, at an estimated annual cost of $65,000. This is the
modified SRO, or compromise option. It attempts to address needs
in two related areas with one position. This is similar to the
approach currently being pursued by the Cupertino Unified School
District.
In examining options #2 through #6 above, the Council should also
consider what role the school agencies should play in providing
the funding. As I pointed out in my staff report in 1986, the
argument can be made that public safety and law enforcement are
municipal responsibilities. Still, the argument can also be made
that the schools could participate to the extent the program is
designed to have some education elements.
Still another important policy consideration is to what degree
does the City wish to use its allocation for police services on
crime prevention as opposed to conventional enforcement? This is
really the core of the policy issue being considered.
Policy Issue:
February 24,
Page Four
"What is the feasibility of providing a School
Resource Officer (SRO) and a Project "Drug Abuse
Resistance Education" (DARE) Program to our local
schools, and sharing the costs with Cupertino ?"
1989
Crime statistics suggest that
juvenile crime. The City's
"deterrence" than "prevention"
is will prevention programs be
expense of deterrence, dollar
the answer is probably no; over
PREPARED BY:
Todd W. Arg
jm:25
Saratoga does have a problem with
approach has been more one of
in the past. The key issue here
as effective if financed at the
for dollar? Over the short term
the long term it is maybe.
c7 4 •
O
13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
(408) 867 -3438
February 24, 1989
To: City Council
From: City Manager
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: Several proposals for
increased staffing have been received by the City.
Which proposals should the Council approve?
In the numerous documents received for agenda building, several
contained proposals for increased staffing. These proposals are
to.
1. increase the number of crossing guards provided by the City;
2. hire a third Community Service Officer;
3. hire a part -time emergency services coordinator;
4. hire a full -time Public Information Officer;
5. increase the Japanese Garden Caretaker position to full -time
from 3/4 time; and
6. increase the Recreation Coordinator position to full -time
from four days a week.
Crossing Guards. The City continues to receive requests for more
guards from the school districts as enrollments change and
transportation support is cut. The school district in the latter
case is transferring the cost burden at least partially to the
City. I feel it is time for the City to: 1) make a
comprehensive review of the locations where guards are needed by
the Public Safety Commission and a recommended comprehensive
policy on where guards will be used, if they can be recruited;
and 2) require school district recruitment and cost sharing.
Recruitment to be required for all guard vacancies and cost
sharing for guard locations not included in the City policy.
Coordination with other cities may also be desired where streets
are located in more than one city.
Community Service Officer. This has been discussed in the past
year and is recommended by the Public Safety Commission. The job
would be assigned responsibility as follows:
Code and Law Enforcement - 1/2 time
Neighborhood Watch Program - 1/4 time
Emergency Preparedness - 1/4 time
Policy Issue: Several proposals for increased staffing have been
received by the City. Which proposals should the
Council approve?
February 24, 1989
Page Two
Both of the current CSO's are dedicated, efficient, responsive,
and overworked. Even with the clerical support added over the
past two years, the workload has out -paced the personnel
especially since we have brought parking ticket and false alarm
administration in- house. The added revenue from tickets, alarm
fines and new business licenses has more than paid for the
increased staffing as the monthly CSO reports show. In my view
the CSO program is essentially self- sustaining from a revenue
producing and cost avoidance perspective. So this should be more
a service consideration than a budget consideration.
I agree a third CSO should be recruited. But the job assignments
proposed are not entirely satisfactory to me. Neighborhood Watch
is now supported by the Sheriff's Office at no cost to Saratoga
(that's right - -some things in life are still free). If we start
using the CSO's, the Sheriff's efforts may disappear. From the
staff perspective we don't think we could do a better job than
the Sheriff is doing. Staff also feels that the Emergency
Services function probably requires a sixteen hour a week effort
rather than ten hours a week. The remaining three days would
allow us to have Sunday coverage for one shift a week and two
shift coverage the other six days. Currently we have no Sunday
coverage and single shift coverage on Saturday and Monday. For
the two days a week the CSO is not on shift, he or she would work
on emergency preparedness and not be in uniform. Also, this way,
no third CSO car would be necessary, a cost savings of about
$8,000 a year.
Emergency Services Coordinator. I believe this recommendation
was meant as a backup proposal should the City Council not agree
to the hiring of a third CSO. If the City is going to take
emergency preparedness seriously, it needs someone working about
two days a week to organize and train the staff and work with the
community on household emergency preparedness, plus coordinate
emergency planning with other agencies. No one currently has the
time available to do that job and volunteers cannot provide
either the commitment in time or continuity such an effort
requires. If a third CSO is not hired and emergency preparedness
is to receive priority status, someone needs to be hired on a
part -time basis.
Public Information Officer. Valerie Young, Associate Planner,
has made this recommendation and suggested that she be given the
job on a phased -in basis over six months. The proposal is for
this person to handle all public information activity for the
City. This would include the two newsletters (currently done by
the Administrative Assistant), Cable TV (currently done by the
Community Services Director), recreation catalog (currently done
by the Recreation Director), publicity and arrangements for
meetings (currently done by the Deputy City Clerk), arranging
ceremonial and special events (currently done by the
February 24,
Page Three
Several proposals for increased staffing have been
received by the City. Which proposals should the
Council approve?
1989
Administrative Assistant and Deputy City Clerk), handle news
release and other general publicity (currently handled by the
City Manager) and a number of other associated duties handled by
a variety of current staff. A copy of Ms. Young's proposal dated
February 2, 1989, was included in your bound material for the
Agenda Building Conference.
There are both advantages and disadvantages to Ms. Young's
proposal. Creating a focal point for public information
activities would, I think, further our philosophy of customer
service, citizen awareness and participation, and serve to
enhance the overall image of Saratoga. It also has the potential
of taking some of the workload off of both the Administrative
Assistant and the Community Services Director and make them
available for other assignments, both general and specific in
nature. Further, the problem of the drought, the construction of
projects in the Village and along Saratoga /Sunnyvale Road, and
the design and construction of the freeway mean, as far as I and
the City Engineer are concerned, that a lot of staff time will
be taken up performing a public information function over the
next four years. Time which will take us away from other duties
since they are not continually recurring activities for which
staffing has been provided. It is easy to see how this could be
a full -time job for someone on staff if it is to be done well.
However, in order to be able to deal with at least some of this
activity, there are options. If we had the space, we could add a
full -time secretary to be shared by the Community Services
Director and the Finance Director for instance. This would free
up a lot of the City Manager's Secretary's time to handle routine
personnel administration allowing the Administrative Assistant a
lot more time to take on additional public information
responsibilities. This secretary could also relieve the Deputy
City Clerk of some of her records management chores and give her
more time to work on ceremonial -type duties. The secretary could
also be assigned duties to centralize our customer service
referral system thereby improving our customer service response
efforts.
Ms. Young's reassignment would require, I think, a replacement in
Planning, where she is a most effective and valued employee. I
sense a desire on her part to branch out into more general
administrative work either here or elsewhere. Her leaving would
be a real loss to our organization in my view.
However, over the long term, I do not see the essential need for
a full -time public information officer in a City the size of
Saratoga. Conversely, the solid waste problem and state mandates
for our dealing with said problem in terms of recycling,
household hazardous waste disposal and other considerations which
Policy Issue: Several proposals for increased staffing have been
received by the City. Which proposals should the
Council approve?
February 24, 1989
Page Four
are on the horizon portend a major new responsibility on the
City. Currently, this area is handled by the Community Services
Director and I do not see how he will be able to handle an
expanded role here without having to give up some of his other
responsibilities.
In short, we may be facing the need to add to our administrative
staff. Previously, our focus has been to add only operational
people or people to support operating forces. That focus may
have to be reconsidered.
I have been long- winded on this proposal I know. But it has
stimulated my thinking on the challenges the City is likely to
face in the next four years. Unfortunately, time has not allowed
me to consult with everyone who could be affected by this change.
So I do not have a solid recommendation. Council should review
the points I have considered so far and decide whether I should
spend more time on this particular staffing issue.
Japanese Garden Caretaker. The Maintenance Director and our
Japanese Garden Specialist have both indicated that the increased
popularity of the Garden in terms of both visitors and scheduled
events makes it necessary to place the Caretaker on full -time
status. The Caretaker was moved from 1/2 time status to 3/4 time
status on July 1, 1987. Prior to that time the position had been
set at 1/2 time since July 18, 1983. This change would increase
personnel costs at Hakone by about $5,000 a year. As you know,
revenue from Hakone covers only a small portion of the costs to
maintain (about 22 %). However, revenue for 1988 was up by $6,500
over 1987 and 1986 (a strong indication that activity has
increased) from $22,500 to almost $29,000. On that basis it
seems justified to increase this position to full -time.
Recreation Coordinator. This job was created last year at the
80% level to run our sports leagues and to staff the proposed
Youth Commission. Our programs continue to grow and the
Recreation Director has recommended increasing this job to full -
time to keep up with the demand for new and expanded programs.
As you know, the Recreation Department continues to pay for all
of its direct costs through fees charged. Only the volunteer
coordinator and Youth Commission are cost centers where
operating revenue is not realized. Recreation revenue continues
to increase at a projected rate of 10% a year. Our limits to
expand are constrained more by lack of facilities and staffing
levels rather than on demand for recreation services. Warner
Hutton will help add facilities in late 1989 and if the Civic
Center is expanded, still more facilities will be available by
mid -1991. As long as revenues continue to cover costs, I see no
reason to "rein-in" the Director or the Department by holding
down the size of the operating staff.
Policy Issue: Several proposals for increased staffing have been
received by the City. Which proposals should the
Council approve?
February 24, 1989
Page Five
In summary I recommend:
1. Crossing Guards - Do not add until there is a total review
of the subject.
2 CSO - Do hire; 60% Code and law enforcement, 40% Emergency
Prep.
3. Emergency Preparedness Coordinator - Hire only if CSO is not
hired.
4. Public Information Officer - We probably need to do
something but I'm not sure what.
5. Japanese Garden Caretaker - Increase from 75% to full -time.
6. Recreation Coordinator - Increase from 80% to full -time.
�/� �? Qf4-t�
arry 0. Peacock, City Manager
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� 13777 FRUITVALE AVENUE • SARATOGA, CALIFORNIA 95070
� o o , (408) 867-3438
Febrry 24 , 1989 COUNCIL MEMBERS:
To: City Council
From: City Manager
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: What items should be
included on the City Attorney's legislative calendar
for the next two years?
-----------------------------------------------------------------
1. Develop a cost recovery ordinance for DUI arrests as some
other cities are doing?
2. Develop a cost recovery ordinance for repeat calls for
parties as Los Altos has done recently?
3. Should the Building Code be amended to improve requirements
for fire retardant roofing?
4. Should there be an ordinance which limits parking of and
storage of boats, R.V.'s, campers, and trailers in areas
visible from the street as some other cities do?
5. Should there be an ordinance which limits the use of front
yard areas for auto repair?
6. Should the City create a new sign ordinance and an
associated enforcement program?
7. Should the City continue to research programs for historical
preservation incentives?
8. Should the City limit front yard parking to designated
areas?
9. Should the City have a lighting standards ordinance?
10. Should the City reconsider its front yard height limit on
fences in hillside areas?
11. Should the City add new standards for expeditious completion
of approved projects?
12. Should the City adopt a water conservation ordinance?
13. To what extent can and should the City control the sale and
possession of certain firearms?
Harry Y. Peacock, City Manager
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COMUW (02 0&m° UQ)oz
1:3777 FRUITVALE AVENUE • SARA'I'OGA, CALIFORNIA 95070
(408)867-:3438
February 24, 1989
To: City Council
From: City Manager
COUNCIL MEMBERS:
Karen Anderson
Martha Clevenger
David Moyles
Donald Peterson
Francis Stutzman
Subject: Background Note: Policy Issue: Should the following
Capital Projects be considered in the next five year
plan?
------------------------------------------------------------- - - - - --
Proposed Projects:
1. More Jogging and bike paths. Revision of the Circulation
Element this year should determine what new paths or old
paths never implemented should be pursued. An implementation
plan similar to that done for the Village should indicate
priorities for development over the next five years. Funds
should be set aside annually in anticipation of the
implementation plan and then modified as plans, costs and
revenues are developed.
2. Improved library landscaping. $30,000 is currently planned
to redo the library landscaping in fiscal 1991 -92. That is
still more than two years away. Should this be moved up a
year?
3. Improve facilities on Fruitvale without widening. This
would include pathways, medians and parkways. The Fruitvale
median was programmed for 1989 -90 but the Saratoga /Sunnyvale
Road medians won't be done until mid -1990 now pushing this
project back to a mid -1991 completion date. Critical here
is the opening of the freeway in mid -1993. All improvements
should be in place by that time. This should be studied and
a timetable set to complete by the end of 1992.
4. Begin work on the Kevin Moran Master Plan. $450,000 is
programmed for Kevin Moran in 1991 -92. Planning should
begin now so we know what kind of park will be developed and
what actual costs will be.
5. Begin work on a Plan for Beauchamp park site. This park is
not currently in the five year plan. Construction should,
therefore, not occur until 1992 -93 at the earliest.
Planning should probably wait for a year or two until the
entire neighborhood is built out and plans for Kevin Moran
are solid. Phase in plan for 1992 -93 at $150,000 for
planning purposes. Speed up if another state bond issue is
passed.
Policy Issue: Should the following Capital Projects be
considered in the next five year plan?
February 24, 1989
Page Two
6. Provide funds to match Nagai gift for H e. If desired,
$250,000 should be placed in 1989 -90 capital budget.
7. Improve Hakone by expanding access road, improve meeting
facilities, add & gift shop in part of current garage.
Meeting facilities will come with cultural center - upgrade
of current buildings is not planned. Access road
improvement to scale desired could be very costly (over
$100,000); garage gift shop would require upgrading to meet
codes. All these depend on decision as to role of City in
financing and constructing Hakone improvements.
8. Start to plan future library expansion. This should only be
pursued if County is willing and able to help fund (Monte
Sereno should be involved too) and feels added space is
needed. Planning horizon is probably beyond five years.
Library bond debt service continues through 2002.
9. Fill in walkway gaps on arterial streets. $170,000 planned
for these items over-the next three years. Implementation
plan should be developed this year and construction
completed by the end of 1992 to account for freeway opening.
10. Complete computer upgrade. Most of this would not be
capital costs since it would involve replacement of five
year old PC's. New capital cost for more computers will
probably not be more than $20,000. Include in 1989 -90
budget.
11. Improve Wildwood Park. Planned for 1989 -90. Grant
application already filed. New facilities such as
amphitheatre would be beyond scope of this project.
12. Replace park play structures. Planned for 1989 -90. Grant
application already filed.
13. Upgrade irrigation systems for existing medians on Prospect.
Saratoga and Fruitvale Avenues. Should upgrading take place
ahead of completion of median master plan? - Probably not.
This would push this item out of the five year time horizon
because Prospect medians won't be started until 1993 -94
after freeway is done
14. Underground utilities on St. Charles Street. Already
planned for next undergrounding project which should start
in 1990 -91 if advanced funding can be secured.
15. Expand Civic Center. This is subject to a separate policy
report.
Policy Issue: Should the following Capital Projects be
considered in the next five year plan?
February 24, 1989
Page Three
16. Develop SW NE Road. By 1996 we expect to have about $1.4 of
the $2.1 million price tag collected from the Hillside
development fees. This is outside the five year time
horizon but should be something the City keeps in mind for
planning purposes.
Based on our current planning, here is how the current capital
projects are distributed:
FY 1989 -90
FY 1990 -91
Quito Road Bridges
$595,705
Quito Road Bridges
$599,600
Pavement Management
426,322
Pavement Management
426,322
Median S/S North
792,000
Traffic Controllers
24,000
Median S/S South
300,000
Fruitvale Median
450,000
Sarahills Drive
169,100
Civic Center
1,750,000
Kirkmont Signal
110,000
Pedestrian Fac.
60.000
Seagull Signal
110,000
Total
$3,309,922
Wildwood Park
30,000
City Hall
1,750,000
Big Basin Imp.
200,000
4th Street Sidewalks
15,000
Play Equipment
61,000
Traffic Controllers
24.000
Total
$4,583,127
FY 1991 -92
FY 1992 -93
Pavement Mgmt.
$426,322
Pavement Management
$426,322
Traffic Controllers
24,000
Kevin Moran Park
450,000
Pierce Road Bridge
250,000
Total
$876,322
Pedestrian Facilities
110,000
Library Landscape
30,000
Village Plaza
8,000
Total
$848,322
FY 1993 -94
Pavement Mgmt. $426,322
Prospect Median -Phase I 400,000
Total $826,322
Harry . Peacock, City Manager
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CAL_, r
CITY of S
ATOGA
REPORT TO MAYOR AND
CITY COUNCIL
FROM: Dan Trinidad
SUBJECT: Landscaoe Maintenance Services
FINDINGS AND CONCLUSIONS
DATE: February 23, 1989
With the added landscaped areas, the increased use in the Parks
and the desire for an improved level of care, the need for added
landscape maintenance he1D is evident. Staff has determined that
one of the most cost effective ways to add to our maintenance
capabilities and to improve quality of the City's landscaped
areas is to contract out for the maintenance of the landscaping
of..the Civic Center Complex.
We have received an estimate of $1000 per month for full
landscape service of the Civic Center. By modification in job
assignments of existing personnel, all of the City's landscaping
will be improved.
RECOMENDED ACTION
Include $12,000 in the Fiscal Year Budget and direct staff not to
Droceed with competitive bidding or agreements until the current
drought situation is resolved.
BACKGROUND
The Maintenance Department is responsible for the landscape care
of all City parks, the Civic Center complex, the Library, the
landscaped medians, the existing Parking Districts, and the
Historical Park complex on Saratoga -Los Gatos Road. We currently
have six full -time Parks Maintenance Workers responsible for this
care. This does not include the special situation and Deovle we
have at Hakone Gardens. The responsibilities of the parks
maintenance workers include tree, shrubbery, ground cover, grass,
and facility and general debris clean up and care. They do all
necessary pruning, mowing, fertilizing, irrigating and repairing
playground facilities. They also maintain the irrigation system
including the control clocks, piping, and heads.
1
Our Darks maintenance workers are, for the most part, highly
trained in the varied skills of landscape maintenance. They are
diverse in their background and knowledge. Diversity is
important since landscape maintenance requirements of the City
differs greatly from those of a private owner. The City's
landscapings are used not only provide aesthetic scenery but are
also highly utilized as public recreation facilities. Large
groups of people use the Darks for both unorganized and organized
sports and games. This highly intensive use compacts the soil
and severely damages the grass. The environment of the medians
is such that maintaining planting is extremely difficult.
Irrigation is difficult since runoff Dresents a hazard to traffic
and speeds the deterioration of the pavement. The closeness of
traffic makes all activity on the medians very dangerous.
Vandals are extremely destructive to trees and sprinkler system
at all public facilities.
During the past several years use of the Darks has increased
dramatically. Numerous facilities have been added to our Darks.
New restrooms, tennis courts, and ballfields have given them the
drawing power we have long sought. Expanded recreation
activities at Congress Springs, E1 Quito, and Kevin Moran Parks
are now being provided by the City.
Along with the increased usage have come greater demands for a
higher level of care. The desire to have all landscaping be in
first class condition at all times is a goal that has not been
fully met. With the recent addition of the new landscaped median
on Saratoga - Sunnyvale Road, the northern extension of the median
on Saratoga Avenue, the median on Fruitvale Avenue, and the
landscaping within Parking District #2, a total of 0.97 acres
have been added to the area we maintain. It is unreasonable to
believe we can take on these additional areas and improve the
level of care without increasing our maintenance capabilities.
In analyzing the facilities we maintain, the activities taking
place, and the desire for improved level of care, -we have
determined, that at the minimum, an additional approximate one
half Derson, or equivalent, is needed at this time (not
considering the current drought situation). This does not take
into consideration the two DroDosed new medians on Saratoga -
Sunnyvale Road, any future landscaping around the Warner Hutton
House, or other future improvements at any other location.
The City currently maintains 34.2 acres of Darks, 8.9 acres of
open space including 1.78 acres at the Civic Center, and 7.8
acres of landscaped medians and parkways. It takes approximately
541 hours Der year to maintain one acre of medians, 187 hours for
an acre of Dark, and 307 hours to maintain an acre of open space.
Pa
ANALYSIS
In order to react to this present need we have investivated
several methods of dealing with our department's shortcomings.
The options we see are:
1. Maintain status quo.
2 Add a half -time person to the parks maintenance staff.
3. Supplement or replace the current staff with contracted
private landscape maintenance service.
Maintain Status ouo - As stated earlier, with the increases both
in physical improvements and in use of the facilities the quality
of care will continue to decline. In the current state, we are
not meeting the desired level of care. With the additions
described I do not believe this to be a viable option.
Add to Parks Maintenance Staff - The beginning salary of a
Parks Maintenance Worker I is approximately $1,750 per month.
Fringe Benefits and other indirect costs about double that
amount. Therefore, if we added a half -time position, the annual
cost to the City will be approximately $21,000 and will _provide
approximately 900 productive hours.
date serg - Because of the diversity required by our
responsibilities, it would be difficult to replace our in -house
staff with private contracts. The current full -time workers are
employees who know the responsibilities of their job. However,
improvements can be made in their job assignments which would
give the City more flexibility and better coverage of the parks,
medians and other landscaped areas.
In reviewing the various areas which require landscape care,
several methods of utilizing private contractors were considered.
We looked at the several large parks, (Congress Springs, Kevin
Moran, and E1 Quito), the Saratoga Avenue median, and the Civic
Center complex. We evaluated contracting for full service of
those areas as well as lawn mowing service only. In order to
facilitate cost comparisons we asked Industrial Landscape
Services of San Jose to submit proposals for the various areas.
We chose them because of outstanding reputation in the field of
professional landscape maintenance. The following is a
tabulation of their proposals for monthly charges:
MOW ONLYm FDLL IEW"B
Congress Springs Park $ 710 $1351
E1 Quito Park $ 365 $ 590
Kevin Moran Park $ 345 $ 575
Saratoga Ave. Median Island $1273 $1636
Civic Center Complex $1000
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Considering the "Mow Only" option for the three large parks would
cost $1420 monthly. Saratoga Avenue median mowing would be
$1273. Because of possible conflicts in responsibilities between
City crews and the contractor, we feel that full service at an
isolated location is preferred. We therefore believe contracting
for "Full Service" landscape care of the Civic Center Complex is
the best choice. Since the Civic Center is about 1.78 acres,
this will free up approximately 546 manhours to reassign to other
locations, which is the apuroximate need for the 0.97 acres of
new landscaping. While this is not quite the equivalent of a
half -time person, it should provide the needed time to maintain
the above described new landscaping at a cost of only $12,00 per
year.
When the proposed medians are completed on Saratoga - Sunnyvale
Road we will be able to make a similar analysis to this with some
history of contracting our landscape maintenance.
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