HomeMy WebLinkAbout02-01-2019 Retreat PacketSaratoga City Council Meeting Agenda –February 1, 2019– Page 1 of 2
SARATOGA CITY COUNCIL
SPECIAL MEETING
FEBRUARY 1, 2019
8:30 AM CITY COUNCIL RETREAT
West Valley College, Campus Center, Baltic Room, 14000 Fruitvale Avenue, Saratoga CA
95070
* Free parking available in Lot 5 *
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Any member of the public will be allowed to address the City Council for up to three (3) minutes
on matters not on this Agenda. The law generally prohibits the Council from discussing or taking
action on such items. However, the Council may instruct Staff accordingly.
AGENDA ITEMS
8:30 AM Continental Breakfast & Coffee
9:00 AM Finance & Staffing Review
Recommended Action:
Receive staff report on provide direction as needed.
10:30 AM BREAK
10:45 AM Future City Work Efforts
Recommended Action:
Receive report on significant City initiatives expected in the coming years and
direct staff accordingly.
11:30 AM FY 2019/20 Capital Improvement Plan (CIP) Budget Prioritization Process
Preview
Recommended Action:
Receive a report on FY 2019/20 Capital Improvement Plan (CIP) project
recommendations.
12:30 PM LUNCH BREAK
1:00 PM Housing Legislation
Recommended Action:
Receive report on past and upcoming efforts related to housing, as well as
recently adopted housing legislation.
Saratoga City Council Meeting Agenda –February 1, 2019– Page 2 of 2
1:45 PM Public Safety
Recommended Action:
Consider implementation suggestions for the Public Safety Task Force
recommendations and confirm Neighborhood Watch Grant funding levels.
2:30 PM BREAK
2:45 PM City Council Priorities
Recommended Action:
Discuss and provide any further direction on the City Council’s priorities.
3:45 PM Mission & Statement of Values Review
Recommended Action:
Review the Mission Statement and Statement of Values and provide direction as
needed.
4:15 PM Retreat Wrap Up
ADJOURNMENT
CERTIFICATE OF POSTING OF THE AGENDA, DISTRIBUTION OF THE AGENDA
PACKET, COMPLIANCE WITH AMERICANS WITH DISABILITIES ACT
I, Debbie Bretschneider, City Clerk for the City of Saratoga, declare that the foregoing agenda for the
meeting of the City Council was posted and available for review on January 24, 2019 at the City of
Saratoga, 13777 Fruitvale Avenue, Saratoga, CA 95070 and on the City's website at www.saratoga.ca.us.
Signed this 24th day of January 2019 at Saratoga, California.
Debbie Bretschneider
City Clerk
In accordance with the Ralph M. Brown Act, copies of the staff reports and other materials provided to
the City Council by City staff in connection with this agenda are available at the office of the City Clerk
at 13777 Fruitvale Avenue, Saratoga, CA 95070. Note that copies of materials distributed to the City
Council concurrently with the posting of the agenda are also available on the City Website at
www.saratoga.ca.us. Any materials distributed by staff after the posting of the agenda are made available
for public review at the office of the City Clerk at the time they are distributed to the City Council. These
materials are also posted on the City website.
In Compliance with the Americans with Disabilities Act, if you need assistance to participate in this
meeting, please contact the City Clerk at 408/868-1294. Notification 24 hours prior to the meeting will
enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR
35.102-35.104 ADA title II]
SARATOGA CITY COUNCIL
MEETING DATE:February 1, 2019
DEPARTMENT:City Manager’s Office / Finance & Administrative Services
PREPARED BY: James Lindsay, City Manager
Mary Furey, Administrative Services Director
SUBJECT:Finance & Staffing Review
RECOMMENDED ACTION:
Receive report and provide direction as needed.
REPORT SUMMARY:
1.Staffing & Services – With Michael Taylor’s pending retirement in June 2019, we have been
closely assessing the future of the organization as Michael’s responsibilities include much
more than oversight of the Recreation and Facilities Department. As part of this evaluation,
we have also been carefully considering the changing needs of the Council and community,
the City’s shifting priorities and ongoing obligations, and opportunities to adjust existing
resources to best serve the City Council and community. This assessment has culminated in a
recommendation to contract the delivery of recreation programs to Los Gatos – Saratoga
Recreation (LGS Recreation), shift responsibilities among City Departments, and make the
following job classification changes:
Remove Job Classifications New Job Classifications
Recreation & Facilities Director Land Development Engineer
Deputy City Manager Assistant City Manager
Recreation Manager (vacant)Finance Analyst
Lead Recreation Coordinator (vacant)Public Works Inspector
Recreation Coordinator (vacant)Public Works Analyst
Recreation Coordinator Community Engagement Position
New Unfunded Classification:City Engineer
These organization changes are possible largely due to the strength of the partnership forged
between the City and LGS Recreation. The collaboration between the City and LGS
Recreation this fiscal year has been very successful. Not only has LGS Recreation provided
day-to-day oversight of recreation services, their responsibilities have increased with the
resignation of two staff members (Recreation Coordinator & Lead Recreation Coordinator)
earlier this fiscal year. This includes publication of the summer guide and managing summer 4
classes for the City. The number of funded classifications will not change with this proposal
for FY 2019/20 and will not increase General Fund expenditures. A service delivery contract
with LGS Recreation also will not increase General Fund expenditures.
2.Budget Process Calendar –Attachment 1 is a summary budget calendar that identifies the
Council’s budget process and meeting dates for the FY 2019/20 Operating and Capital
Budgets.
3.Fiscal Policies – Attachment 2 is a copy of the FY 2018/19 Adopted Fiscal Policies, with
proposed redline changes. Fiscal Policies help to guide Council’s budgetary and finance-
related decisions and provide a measure of fiscal transparency for the Saratoga community.
To keep fiscal policies current, policies are reviewed, refined, and new policies added, through
ongoing annual updates. Typically, proposed changes are vetted through the Finance
Committee, then brought forth to the Council for review and discussion during the annual
budget process. Council direction is provided at the Budget Study Session and approved
revisions are brought forward in the budget document for adoption.
In the budget document, Fiscal Policy Statements are presented by topic category in
alphabetical order. The majority of the statement changes relate to the proposed organizational
realignment for Recreation Services, the addition of the Arrowhead Bond Debt, and the new
Fiscal Agent Role the City is providing for the Clean Water Program JPA. The policy change
explanations listed below follow in this same document order:
(Page 3) The UAL contribution statement was amended to reflect the increase in the annual
contribution amount from $750,000 to $1,000,000.
(Page 3,5,8) In last year’s budget, the Development Reserve was folded into the Fiscal
Contingency Reserve. Fiscal Policy Statement with reference to the Development Reserve
were deleted.
(Page 8) Under the proposed service delivery changes for Recreation Services, references
to the Recreation Department would be deleted.
(Page 9) The addition of an Agency Fund occurred with the assumption of Fiscal Agent
duties for the West Valley Clean Water Program Authority. Policy statements were added
to define the City’s roles and responsibilities.
(Page 10) Under the Fund Balance Reserve Policy section, additional information was
added to the Debt Service Fund Reserves to document the addition of the Community
Facility District 2016 Arrowhead Bond issued in December 2018.
(Page 20) A Trust and Agency Fund Balance Reserve section was added to document that
the City now has a Trust and Agency Fund, and also that it is not the City’s role to establish
funding levels or approve use of an Agency or Trust Fund’s Fund Balance. The Agency
or Trust Fund’s board retains this authority.
(Page 22,23) The CIP Project Process Policy was modified to include Inter-Governmental
Agency Support as an additional project prioritization factor, and to add the All Project
Activity Summary List to the assessment package
Councilmembers may provide additional comments or suggestions on the current policies to
the Administrative Services Director by March 1, 2019. These suggestions will be brought to
the Finance Committee for review, and recommended suggestions will be incorporated and 5
brought back to Council at the Budget Study Session (currently scheduled for April 15, 2019)
for final direction.
If the proposed changes are approved, the Finance Policy revisions will be included in the
Proposed Budget document for Council’s final review, and if adopted, become effective with
the fiscal year start date of July 1st.
4.FY 2018/19 Mid-Year Budget Status – A preliminary Mid-Year Budget Status review will be
presented to Council at the Council Retreat to discuss the current fiscal year’s revenue and
expenditure projections. This preliminary draft review allows Council the opportunity to seek
more detailed explanations for further clarification if they choose prior to the final Mid-Year
Budget Status report to be brought to Council at the February 20
th City Council meeting.
Currently there is only one proposed budget adjustment request to be brought forward for
discussion. The issuance of the Community Facility Bond for Arrowhead will reflect both
revenues and expenditures that occurred with the issuance of the bond and prepayment
activities. Final revenue and expenditure numbers will be provided for the February 20, 2019
City Council report.
5.Five-Year General Fund Forecast – The Forecast schedule presents a summary-level view of
historical financial activity, current yearprojected activity and estimated outcomes, and current
projections based on information known as of today. The five-year outlook is developed using
static assumptions, with prior year actuals, current revenue and expenditure trends, and the
current adopted budget as the base.
The value of the forecast is to present a long-term view of revenue and expenditure trends; it
acts as a bellwether by highlighting concerns and identifying anticipated financial impacts that
need to be addressed in the future. A forecast is useful in that a longer-term view of financial
revenue and expenditure assumptions helps to detect runaway cost factors and expanding
program expenses, and numerically shows how these individual items put together impact the
City’s financial health. The five-year projection provides time to develop strategies to achieve
long-term sustainability. Simplistically, a forecast allows us to see the bigger long-term budget
picturefrom today’s perspective-with revenue and expenditure projections merelythe starting
point. As the proposed budget is developed, additional financial data will evolve as workplans,
funding, and both current and long-term priorities are refined.
The Five-Year Forecast worksheet will be presented at the retreat in conjunction with specific
budgetary explanations and future impacts.
The most prominent impact in the forecast continues to be the increasing Public Safety costs
due to rising PERS costs. As illustrated in the forecasted numbers, the Sheriff Deputy’s
regular cost of living increases will be amplified by rapidly escalating pension costs in future
years due to the combination of the negative amortization structure CalPERS utilized when
they first implemented the 30-year UAL payback timeline, and further with actuarial
assumption changes that are lowering the discount rate incrementally over seven years.
As a result of all these changes, Public Safety costs are expected to increase by almost 50%
over the next five years. Overall impacts to City expenditures will be reviewed in more detail
at the City Council Retreat. 6
ATTACHMENTS PROVIDED:
1. Council Budget Adoption Calendar
2. FY 2018/19 Adopted Fiscal Policies with Redline Mark-up
ATTACHMENTS TO BE PROVIDED IN COUNCIL RETREAT BINDER:
3. Draft Mid-Year Budget Status
4. Five-Year Forecast
5. Forecast Assumptions
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Attachment 1
2/1/2019 CITY COUNCIL RETREAT
●FISCAL POLICIES: Review current adopted fiscal policies and the Finance Committee's
recommended additions, deletions, and/or changes
●MID-YEAR REVIEW: Review current fiscal year financial status, proposed budget
adjustments, budgetary changes or trends that are impacting budget.
●FIVE-YEAR FORECAST: Review forecast assumptions, revenue and expenditure projections,
net operations, new inititatives, and known or expected trends and financial impacts.
●SERVICE & STAFFING REVIEW: Establish Sheriff's Office service levels for the following fiscal
year, discuss proposed staffing or service changes for upcoming budget year.
●CIP FUNDING & PROJECT REVIEW: Review major Capital Projects, next fiscal year's funding
availability, project funding requests, and nominated projects.
2/20/2019 CITY COUNCIL MEETING
●MID-YEAR REVIEW: Receive summary report on current fiscal year financial status and
proposed budget adjustments for adoption.
2/20/2019 CITY COUNCIL STUDY SESSION (Before/after Council meeting)
●CIP STUDY SESSION: Review updated CIP funding availability, closed projects, unfunded
project list, current CIP project funding requests, new nominated projects. Prioritize project
funding.
4/15/2019 CITY COUNCIL STUDY SESSION
●OPERATING AND CAPITAL BUDGET STUDY SESSION: Review FY 2018/19 preliminary
proposed Operating Budget and FY 2018/19 - 2022/23 Capital Budget. Provide final direction.
5/1/2019 CITY COUNCIL MEETING
●FEE SCHEDULE UPDATE: Review FY 2019/20 proposed fee schedule changes, to be
incorporated into proposed budget workplans.
5/15/2019 CITY COUNCIL MEETING
●PROPOSED OPERATING AND CAPITAL BUDGET HEARING: Receive staff report and
presentation on FY 2019/20 proposed Operating Budget and FY 2019/20 - 2023/24 Capital
Budget.
6/5/2019 CITY COUNCIL MEETING
●BUDGET ADOPTION: Receive/adopt Budget Adoption staff report and resolution.
Receive/adopt Gann Limit Report and Resolution. Receive/adopt FY 2019/20 Investment
Policy.
7/1/2019 FISCAL YEAR 2019/20 BEGINS
Council's Budget Adoption Calendar
For FY 2019/20
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 1
FISCAL MANAGEMENT POLICY STATEMENTS
With both a general management philosophy and Council goal to practice fiscal responsibility, the City of Saratoga’s
conservative and cautious financial management is achieved through responsible, sustainable, and enforceable fiscal
policies and internal controls to ensure prudent and efficient use of resources. These policies and controls represent
long-standing accounting, budgeting, debt, investment, and reserve principles and practices, and are the foundation
upon which the City maintains its fiscal stability.
Saratoga’s general fiscal management policy statements provide a summary overview of financial, operational, and
budgetary management, in one comprehensive centralized format to act as guidelines and to assist elected officials
and staff with understanding the City’s financial practices for fiscal operations. Detail level fiscal policies are
administrative in nature and therefore not included in the budget document. However, fiscal policies that rise to
Council review and approval standards at a more specific level are incorporated into the budget document for annual
adoption by Council. Currently this includes the Fund Balance Reserve Policy and the Capital Project Process Policy
which follows this section. Other Council defined policies will be added as directed/approved.
The Summary Fiscal Management Policy Statements in this document are organized into the following categories:
General Financial Principles
Appropriations and Budgetary Control
Auditing and Financial Reporting
Capital Improvement Plan
Development Related Financial Policies
Expenditures and Purchasing
Fixed Assets and Infrastructure
Internal Service Funds
Long-Term Debt
Revenues
Risk Management Policies
Treasury Management
GENERAL FINANCIAL PRINCIPLES
• The City’s fiscal policies are structured to ensure fiscal responsibility, accountability, transparency, and efficient
use of resources. Fiscal policies are to be reviewed, updated, and refined as necessary, with general policy level
decisions brought to City Council for review and approval, and administrative and operational level functions
approved by the City Manager.
• Proposed revisions to the Fiscal Management Policy Statements and Council Policies are provided to Council at
the annual Council Retreat. Council m embers are to provide comments and concerns regarding revisions to the
Mayor or City Manager at least two weeks prior to the budget study session to clarify or include on the agenda.
• The City’s primary long-term financial goals are to maintain the City’s fiscal health, preserve essential services,
reduce financial risk, and support short and long-term administrative, financial, and operational goals in a
financially judicious manner. Long-term financial and infrastructure planning and the annual adoption of a
structurally balanced budget provides the foundation to these long -term financial goals. The City shall promote
and implement strong internal financial controls to manage risks and monitor the reliability and integrity of
financial transactions and operational activities.
• Financial information shall be provided in a relevant, thorough, and timely manner, to effectively communicate
the City’s financial status to the Council, citizens, employees, and all other interested parties.
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 2
• Financial stability goals and judicious responsiveness shall be the foundation upon which proactive and
advantageous financial decisions are made, and which guide the City’s response to local, regional, and broader
economic changes through the years.
• The City shall undertake, adopt, and integrate new initiatives or programs in a cautious, well planned manner to
support the City’s long-term ability to maintain its essential services at the same level and quality required by its
citizens.
• The City Council’s financial and community goals, objectives, and policies are incorporated into and
implemented with the development and adoption of the City’s Operating and Capital Budgets.
• Efforts will be coordinated with other governmental agencies and joint power associations to achiev e common
policy objectives, create beneficial opportunities and services for the community, share the cost of providing
governmental services, and support legislation favorable to cities at the state and federal level.
• The City will seek out, apply for, and effectively administer federal, state, local, foundation, business, and private
grants which address the City’s current priorities and policy objectives.
APPROPRIATIONS AND BUDGETARY CONTROL
• The City Council shall adopt an annual balanced operating budget and the first year of an integrated five -year
capital improvement plan budget by June 30th of each year, to be effective for the following fiscal year running
from July 1st through June 30th. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted
“Sources” include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted “Uses” include
Expenditures and Transfers Out. Operating and Capital Budgets are to align with the City’s long -term financial
goals.
• Each year the Finance & Administrative Services Department provides a short recap of the prior -year budget, a
mid-year budget status report, and an updated five-year financial forecast to the City Council at the Annual
Council Retreat (scheduled in late January or early February) to assist Council with formulating direction for
long-range fiscal planning, Operating Budget development, and capital funding appropriations.
• Budgets are prepared on the same basis of accounting used for financial reporting: governmen tal fund types
(General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting;
proprietary funds (Internal Service Funds) and fiduciary funds are budgeted under the accrual basis of accounting.
• The Operating Budget is primarily funded with current year revenues. Dedicated fund balance reserves, such as
the Carryforward or Fiscal Stabilization Reserves represent prior year savings designated for specific uses, which
may be used to fund current year operational expenses, in accordance with their purpose, upon Council approval.
Council may also approve the use of long-term debt for operational liabilities if they deem it fiscally prudent.
• With funding for other committed reserves already in place, a minimal b ase amount of $500,000 is to remain in
the Unassigned Fund Balance Reserve at year -end to provide a buffer for unanticipated operational shortfalls and
unforeseen needs in the following fiscal year.
• The Capital Budget is funded with both prior year surplus funding and dedicated capital funding resources.
Dedicated funding sources include Gas Tax (HUTA) revenues, road impact assessment revenues; project
revenues and reimbursements; community benefit assessments; and federal, state, local, and private gran ts.
• In practice, budgeted revenues are conservatively stated, and budgeted expenditures are comprehensive, allowing
for the annual operational and capital improvement goals to be completed. With effectively managed revenue
streams and efficient use of resources, fiscal year-end operational budget surpluses are available to fund future
capital improvement projects and contribute to the City’s fiscally responsible reserve accounts.
• The City Council maintains budgetary control at the fund level; any changes in total fund appropriations during
the fiscal year must be submitted to the City Council for review and Council majority approval. Operating Budget
appropriations lapse at the end of each fiscal year unless specifically carried forward by appropriation in the
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 3
following fiscal year’s budget. Capital Budget appropriations are structured as a multi -year workplan; therefore
project expenditure balances are automatically carried forward to the following fiscal year as part of the annual
budget adoption until funding is exhausted, modified, or the project is completed.
• The City budget shall comply with the annual determination of the City’s appropriation limit calculated in
accordance with Article XIIIB of the Constitution of the State of California and adopt an annual resolution to this
effect.
• The City Manager is authorized to implement the City’s workplan as approved in the adopted budget. Within a
specific fund, the City Manager has the discretion to adjust appropriations between categories, departments,
programs, and projects as needed to implement the adopted budget, provided no change is made to the total
appropriation amount provided for any one fund. An example would be to backfill a vacant salaried position with
a contract service, therefore shifting funds from wage and benefit appropriations to an operating expense
expenditure within the General Fund appropriation. The City Manager also has the authority to withhold filling
the position for a time if conditions warrant a delay.
• Generally, recurring expenditures are funded with recurring revenues or revenues specifically designated for
operational use. One-time expenditures may be funded with one -time revenues or fund balances reserves. Fund
balance reserves are to be used for non -recurring one-time expenditures and capital projects.
• In compliance with Council’s Fiscal Stewardship goal, fiscal stability and sustainability principles are
incorporated into budget planning. Appropriating adequate funds on an annual basis for the replacement and
maintenance of assets through Internal Service Funds, prioritizing infrastructure maintenance and repair in the
capital budget, and institutionalizing prudent payment strategies for long -term liabilities are foundational
strategies of fiscal stability and sustainability.
• In FY 2014/15 CalPERS notified the City that as of 6/30/2015, the City’s Unfunded Accrued Liability obligation
of $7.7 million was to repaid over a thirty (30) year payment plan. Approximately 43% of the outstanding liability
was immediately paid from current year net operations and expendable reserve funding.
Council also established an alternative repayment policy to pay the minimum payment amount to be
approximately equal to the amount due at the five-year mark to both lower the overall total long-term cost of the
liability while maintaining fiscal stability into the future. However, because CalPERS revised their UAL
estimates significantly as a result of actuarial changes and further investment losses this UAL number grew
significantly, necessitating an increase in the annual UAL excess contribution amount from $500,000 to $750,000
effective FY 2017/18. For FY 2018/19, Council again increased the annual UAL contribution amount, bringing
the total budgeted payment to $1,000,000 to continue the accelerated payoff schedule as a result of further
discount rate revisions.
• The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide so that Council
with has funding available for unplanned expenditures. Council direction and consensus approval is required to
utilize these funds. Unexpended appropriations are carried forward into the following fiscal year.
• Parks and Recreation Services are essential elements in meeting the City’s goal to enhance and promote quality
of life in the community. The Recreation Department provides activities, programs, classes, and rental facilities
to the entire Saratoga community, from infants to seniors, through various services. While these services innately
benefit individuals, and would typically be 100% funded through user fees, Council recognizes the general
community benefit and determined the Recreation Department activities would function under a minimum cost
recovery goal of 65%. This calculation is comprised of total program revenues and expenditures for the General
Fund’s Recreation Services, Teen Services, and Facility Rentals programs, as all share the use of the building,
equipment, staff, and purpose, and are therefore intrinsically connected in the analysis.
• In recognition that development and building services are provided primarily for individual and monetary benefit
rather than for the community’s benefit, the Community Development Department strives to attain full cost
recovery plus a $100,000 annual stipend for advanced planning updates .. Total department revenues in excess of
total department expenses (net gain) are added to the reserve at year end, and up to one -third of the reserve fund
balance may be used to offset a net loss at year end.
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 4
AUDITING AND FINANCIAL REPORTING
• California State statutes require an annual financial audit of the City’s financial records and transactions by
independent Certified Public Accountants. The City shall comply with Generally Accepted Accounting
Principles (GAAP) and produce annual financial reports pursuant to Governmental Accounting, Auditing, and
Financial Reporting (GAAFR) guidelines. The independent auditor will issue an audit opinion t o be included in
the City’s Comprehensive Annual Financial Report (CAFR) testifying to the financial reports conformance with
accounting principles.
• Additional financial reports issued by the Auditor’s may include: Singe Audit Report (annual report of f ederal
grant expenditures if in excess of the federal single audit limit is expended in a fiscal year), a Transportation
Development Act (TDA) report (annual report of TDA fund expenditures), an Appropriations Limit review
report (to establish tax revenue appropriation limit), and a Management report on the City’s Internal Controls.
• The City shall submit the CAFR to the Governmental Finance Officers Association (GFOA) Financial Reporting
Program each year for review, and if in compliance with the program’s requirements, to receive an award for
meeting GFOA’s financial reporting standards.
• Regularly scheduled external Financial Reports include the following:
State required Annual Cities Report and Annual Streets Report completed in conju nction with the year-
end close
Quarterly SMIP (Seismic Motion) fee reconciliation reports; CASp (ADA Accessibility) reconciliation
reports: and California Building Standard Commission (green building standards) reconciliation reports
Quarterly Use Tax Reports to remit uncollected sales tax to the State Board of Equalization
SB90 Mandated Cost reports for claims to comply with State regulated legislation
Annual UST Certification report to show fiscal responsibility for the City’s underground storage tanks
Annual Possessory Interest Report submitted to the County’s Assessor’s Office to report City owned
leased property
• Regularly scheduled internal Financial Reports include the following:
Weekly check registers and monthly Cash and Investment Treasurer Reports are submitted fo r review
and approval at City Council meetings.
Quarterly financial reports provide a status update on General Fund revenues and expenditures for the
first, second, and third quarters.
A mid-year budget status report is presented to City Council in Feb ruary each year to provide a
comprehensive financial overview of the current year’s budget and to propose recommended budget
adjustments as appropriate.
A year-end financial recap is provided after the City’s annual financial audit is completed.
CAPITAL IMPROVEMENT PLAN
• A five-year Capital Improvement Plan (CIP) is updated annually in conjunction with the operating budget. The
CIP reflects the current and changing needs of the community as well as enhancements to improve the quality
of the community. The first year of the CIP is adopted to authorize appropriations.
• The CIP is categorized into programs by project type. The four programs are: Street Improvements, Park &
Trail Improvements, Facility Improvements, and Administrative & Technology Improvements.
• All projects within the CIP programs are appropriated, managed, and tracked separately, and each project’s
financial status is reported on a monthly basis in the Treasurers Report.
• Project updates are recorded in the annual Capital Budget, with narrative, timeline, and fi nancial summary
information updated with each published budget document.
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 5
• Capital improvements that specifically benefit a select group of users and/or are fee -for-service based are to be
financed through user fees, service charges, special assessments and taxes, or development impact fees.
• The City shall identify and dedicate capital improvement related funding directly to the CIP and to maximize the
use of grant funding for capital improvement projects.
• Grants, insurance, or other reimbursement funding is to be returned to the expenditure’s funding source, unless
otherwise directed by Council. For instance, Hillside Reserve funded projects that receive insurance
reimbursement payments are to be returned to the Hillside Reserve, and grant reimbursements for projects funded
through the CIP Reserve are to be returned to the CIP Reserve when payment is received.
• After completion of the prior year’s audit and the General Fund’s priority funding requirements are met, the
remaining net operations are moved into the Capital Project Reserve at year end. Use of the Capital Project
Reserve for the subsequent fiscal year is reviewed and preliminary direction given by consensus of the City
Council at the Annual Council Retreat. Final CIP funding direction is pro vided through the budget adoption.
• Council has designated the following capital projects as fundamental to maintaining City infrastructure on an
ongoing basis and shall therefore have priority status for available Capital Improvement Reserve funding . The
below funding guidelines shall be reviewed by Council for final CIP Budget direction each fiscal year:
$200,000 – Annual Infrastructure Maintenance & Repairs (for Sidewalk, Storm Drains, Curb & Gutter,
and Bridge Maintenance)
$100,000 – Parks, Trails, Grounds & Median Replacement Project
$50,000 – Roadway Safety and Traffic Calming
$50,000 – Risk Management and Mitigation Projects
• The Annual Roadway Maintenance and Repair (ARM&R) CIP project is the primary CIP project funded in
support of Council’s goal to maintain Saratoga city streets at an average 70 PCI rating. On occasion, separate
street specific resurfacing projects are established due to funding requirements; they also contribute toward this
goal. The ARM&R project was originally established with a $1 million minimum annual funding goal from
dedicated Gas Tax Revenue and Solid Waste Services contract assessed Vehicle Impact Fees. However, after
decreases in the PCI, Council has established a new goal of $2 million annually with the FY 2016/17 budget.
Council is to consider this goal in conjunction with funding requests during the CIP budget discussion each year.
This project shall encompass roadway repairs, resurfacing, and rehabilitation projects, traffic light, curb and
gutter, and other miscellaneous repairs, striping and signage, and assorted street materials and supplies.
DEVELOPMENT RELATED FINANCIAL POLICIES
• The Development Reserve was established to provide stability for multi -year development related services. The
reserve is funded by Community Development Department revenues in excess of expenses at fiscal year -end. The
reserve is available for use in those years where a shortfall occurs; when development revenues fall below
development expenses. Use of the reserve for operational support is limited to a maximum of 1/3 of the reserve
balance in any given fiscal year; with any budgeted use of the reserve a utomatically rescinded up to the amount
development revenues are sufficient to cover General Fund net operations. The reserve may also be utilized for
other development related uses, such as funding development software upgrades or special projects, per C ouncil
direction. Additional information on this Development Reserve is located in the Fund Balance Reserve Policies
section.
• The Williamson Act, also known as the California Land Conservation Act, was passed by the California
Legislature in 1965 to encourage rural & agricultural land owners to keep their land undeveloped. When land
owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property’s
current use, rather than paying market value-based tax rates. In exchange, the property is to remain undeveloped
and continue to function in the same manner for the duration of the contract. Contracts run for 10 years and are
automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of Williamson
Act contracts entered into each year.
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CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 6
• The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. Since the agreement reduces property tax assessment, the City receives a
smaller share of property tax revenue in comparison to a property that is assessed at market value. The City will
allow approval of up to three Mills Act Contracts per year.
EXPENDITURES AND PURCHASING
• All expenditures shall be in accordance with the City’s purchasing policy, travel policy, credit card policy,
contract policy and public contract code, state or federal law, or any other applicable guidelines or regulations.
• Expenditures are managed at the program level. Program managers are to ensure expenditures do not exceed the
budgeted workplan and must take immediate action if at any time during the fiscal year an operating deficit is
projected at year-end. Corrective actions may include expenditure reductions, or with Council approval, budget
adjustments, or service reductions.
• The City’s current purchasing policy establishes purchasing authority levels, purchasing procedures, and
procedural requirements, for the procurement of supplies, equipment, and services, in conformance with Federal
and State codes and regulations, and City Ordinance No. 2 -45.
• Public Work projects governed by the State’s Public Contract Code are excluded from provisions of the City’s
purchasing policy.
• Guidelines established by the City’s Purchasing Policy directs the City’s departments to purchase the best value
obtainable, securing the maximum benefit for funds expended, while providing all qualified vendors an equal
opportunity to do business with the City.
• Services and supplies purchases that exceed $5,000 require written quotes and must be approved by the
Purchasing Officer or designee, typically through the Purchase Order process. Documentation is to be retained
by the department in accordance with the records retention policy and schedule.
• Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically called out in the adopted budget or excluded under the Purchasing Policy.
• The City departments shall conduct quarterly program and capital project reviews to determine if projected
operating revenues and expenditures meet budgeted expectations. If an operating deficit is projected to occur at
year-end, the departments shall evaluate and implement corrective actions as needed , and notify Council before
if services will be impacted.
FIXED ASSETS AND INFRASTRUCTURE
• Tangible assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered
fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will
generally not be subject to capitalization unless the repair extends the useful life of the asset.
• The City will sustain a long-range fiscal perspective through the use of a five-year Capital Improvement Plan
designed to maintain the quality of City infrastructure, including streets , sidewalks, curbs and storm drains,
lighting, building, parks, and trees, and through Internal Service Fund programs to both maintain and replace
City building infrastructure, fixtures, and equipment, vehicles, and public works and technology equipment on
an ongoing basis
• A Capital Asset system will be maintained to identify all City assets, their condition, historical and estimated
replacement costs, and useful life. Asset information is retained to provide information for preparation of
financial statements in accordance with GAAP, with emphasis placed on completion of GASB 34 requirements.
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• Infrastructure management systems are to be developed and maintained to provide long range financial and
operational planning. These shall include Roadway System m anagement programs, Storm Drain System
management plans, Bridge replacements, Street Signal System replacements, and all other infrastructure
categories that require significant financial resources to fund the eventual replacement needs.
• Information Technology software, hardware, and auxiliary equipment and systems are to be maintained through
the Operating Budget’s Internal Service Replacement Fund, whereas annual appropriations in the Information
Technology Services operating budget or departmental prog ram budgets are to fund ongoing license,
maintenance, and security costs.
INTERNAL SERVICE FUNDS
• Internal Services Funds are established to both equitably allocate operating costs to departments for support and
maintenance services, and to stabilize and spread the City’s replacement and operational costs over fiscal years
for the purpose of providing an accurate and balanced long -range fiscal perspective of the use of services and
assets.
• Vehicles, Equipment, and Building asset replacement and maintena nce types of Internal Service Funds are
structured to provide a consistent level of funding for asset and equipment replacement, and to ensure sufficient
funding is available for the regular maintenance, repair, and replacement of the City’s vehicles, equi pment, and
building fixtures in an ongoing manner.
• Technology and Office Equipment replacement and maintenance Internal Service Funds are structured to provide
a consistent level of funding for the replacement of assets and projects, and to appropriately distribute support
and maintenance costs to departments.
• The Liability and Workers Compensation Insurance Internal Service Funds shall maintain adequate reserves to
pay all valid self-insured claims and insurance deductibles, including those incurred but not reported, in order to
keep the insurance funds actuarially sound.
• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses,
depreciation, and Fund Balance Reserve policy objectives.
LONG-TERM DEBT
• The City shall seek to maintain a high credit rating through sound financial practices as a foundational financial
practice, and to maximize borrowing costs.
• The City does not incur debt for operations or capital improvements except under extraordinar y circumstances
and with citizen support. Under these circumstances the City will seek voter approval for General Obligation
(GO) Bond Debt for major infrastructure rehabilitation.
• Long-term Financing Debt is typically incurred for capital improvements or special projects that cannot be
financed from current or dedicated revenues, or for large liabilities resulting in significant financial impacts. In
principal, long-term debt is to be used only if the debt service requirements do not negatively impact the City’s
ability to meet future operating, capital, and cash reserve policy requirements.
• Through City Council approval, the City may function as a bonding conduit for special assessment districts.
This may occur when a neighborhood or area is seeking to improve private or cooperatively owned infrastructure,
such as private roads or water system cooperatives. The City shall require full liability protection and cost
recovery as necessary to protect the City and mitigate the cost associated with such actions.
• The term for repayment of long-term financing shall: not exceed the expected useful life of the project; include
financing payment terms at a manageable level; and, does not extend beyond functionally appropriate payment
terms.
Formatted: Indent: Hanging: 0.21"
Formatted: Tab stops: 3.38", Left
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• The City will monitor all forms of debt in conjunction with budget development throughout the year , and will
report concerns and remedies if necessary to the City Council.
• The City will ensure compliance with bond covenants, providing financial information to reporting parti es as
necessary.
• The City will comply with Government Code Section 43605 limitations on debt, which limits general obligation
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
REVENUES
• The City will encourage a stable revenue system to offset short -run fluctuations in any one revenue source, in
part through balancing revenue fluctuations to related operational fluctuations. This concept is applied in
Community Development as net operational funding is held in reserve and utilized to fund operational expenses
as needed.
• Designated and legally restricted tax and revenue funding sources will be accounted for in the appropriate funds.
General taxes and revenues not allocated by law or som e other contractual agreement to other funds are
accounted for in the General Fund. Dedicated Capital Project revenues are to be directly accounted for in the
appropriate capital project fund, within a designated project.
• A master schedule of User Fees is reviewed and presented to Council on an annual basis to adjust fees to an
appropriate level. Operating departments shall review services and the existing fees to ensure discretionary
services (not specifically waived or modified) reflect direct and rea sonable indirect costs of providing such
services.
• The City typically establishes user charges and fees at levels that recover the direct and indirect activity cost of
providing a service or product. The City also considers market rates and charges levi ed by other municipalities
of similar size for like services in establishing rates, fees, and charges. As some services have partial cost
recovery objectives (such as Recreation classes development fees and facility rentals), cost recovery ratios will
vary in accordance with policy objectives.
• The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent
follow-up procedures, and external resources as necessary.
• Donations may be accepted in accordance with the City of Saratoga Donation Policy most recently approved by
the City Council. Under the current policy, unrestricted donations of $5,000 or less may be accepted or declined
by the City Manager. Restricted donations of $500 or less may be accep ted or declined by the City Manager.
Unrestricted donations of more than $5,000 and restricted donations of more than $500 must be brought to the
City Council for consideration. The City Manager may choose to request City Council consideration of any
donation, regardless of value.
RISK MANAGEMENT POLICY
• The City is insured for up to $25 million of general liability, auto, and property damage claims through a Joint
Powers Association insurance cooperative up to $5 million, and an excess insurance provider for claims in excess
of this, up to $20 million. The City is self-insured for the first $25,000 for general liability and auto claims;
property damage up to $5,000 and third party auto claims up to $10,000.
• Workers Compensation claims are insured for the first $250,000 of coverage through the City’s participation in
a Workers Compensation risk pool. After the $250,000 limit is met, an excess insurance coverage policy is
activated. The excess coverage provides an employer liability limit of $5 mil lion per occurrence, and workers’
comp per occurrence limit of $100 million. Workers' Compensation claims are managed by a third - party
administrator.
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• The City’s role in managing both its risk management and workers comp programs is to be preventative in nature
which is accomplished through careful monitoring of losses, working closely with the third - party administrator,
proactively addressing infrastructure maintenance and potential risks, and by designing and implementing safety
programs to minimize risk and reduce losses.
TREASURY MANAGEMENT
• The City’s Investment Policy shall be brought to the Finance Committee and City Council for review, discussion,
direction, and adoption on an annual basis. California Government Code Section 53600 and City of Saratoga
Municipal Code Section 2 -20.035 require the City Council to annually review and approve the City’s Investment
Policy.
• It is the policy of the City of Saratoga to invest public funds in a manner which will provide the maximum security
with the highest investment return, while meeting the daily cash flow demands of the City and conforming to all
state and local statutes governing the investment of funds.
• Finance staff shall exercise due diligence to comply with the Investment Policy. The City currently practices
conservative and cautious investment practices by limiting its investments to the State’s Local Agency Investment
Fund (LAIF). Certificates of Deposits and high - grade investment vehicles may also be utilized under the
Investment Policy, however the Finance Committee will provide oversight, review and direction on any decisions
to move a portion of the City’s available funds into these other permitted investments. Administrative Services
Department’s Finance Division shall prepare a monthly report to the City Council that has sufficient detail to
present the financial condition of the City at month end, the cash and investments balance by fund, and fund
balances by fund type.
TRUST & AGENCY FUNDS
• The City may serve as a Fiscal Agent for an agency organization only if the purpose of the agency is related to
City operations and is in the best interest of the City.
• A legal agreement governing the Trust or Agency relationship is approved by the City Council.
• The Trust or Agency organization remains a separate entity from the City and shall not represent itself as a
component of the City.
• As the Fiscal Agent, the City may hold funds provided by the agency organization in a separate and clearly
designated fund. The fund may earn interest at the City’s investment rate.
• Depending on the level of services provided to the agency organization, the City may charge for the cost of any
and all fiscal services provided.
• Depending on the agreement, the City may purchase goods or services on behalf of the agency organization, and/
or disburse funds as directed and permitted by the agency’s by-laws and purpose. However, the City is not liable
for any of the agency organization’s debts, liabilities or actions.
•
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future use to: maintain fiscal
stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate
current and future risks.
As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a
reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a
separate City Council action – unless specifically directed by policy. Responsible fiscal stewardship also requires
adequate reserves be maintained for all known liabilities and established City Council and community directed
initiatives.
In the following Fund Balance/Reserve Policy guidelines, the descriptions include identification of the fund type and
classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, appropriate utilization
of the reserve and by what authority, and the procedure for funding the reserve initially; on an ongoing basis, or after
utilization.
FUND BALANCE AND NET POSITION
In 2009, Governmental Accounting Standards Board (“GASB”) Statement No. 54 revised fund balance classifications
for “Governmental Funds” into five specific classifications of fund balance with the intent to identify the extent to
which a specific fund balance reserve is available for appropriation and therefore spendable, or whether the fund
balance reserve is constrained by special restrictions. Government Funds for which these new rules apply include:
the General Fund, Special Revenue Funds, Capital Pro ject Funds, and Debt Service Funds.
For “Non-Governmental Funds”, equity classifications are classified as “Net Position” with sub -classifications of
Restricted or Unrestricted Net Position. A third component of a Non-Governmental Fund’s equity is “Net Investment
in Capital Assets,” which for Saratoga refers to the non -monetary portion of equity such as vehicles and equipment,
net of depreciation. Non-Governmental Fund types include Proprietary Funds (Enterprise and Internal Service Funds)
and Fiduciary Funds.
GOVERNMENTAL FUND TYPE RESERVE CLASSIFICATIONS
The Governmental Reserve classifications are defined as follows, which includes the applicable reserves that fall into
the classification.
Non-Spendable Fund Balance
Represents resources that are inherently non-spendable from the vantage point of the current period. The City does
not presently hold Non-Spendable Reserve funds.
Restricted Fund Balance
Represents fund balance that is subject to external enforceable legal restrictions. The City m aintains the following
restricted fund balances under this designation:
• General Fund: Environmental Services Fund Balance Reserve
• Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
• Debt Services Fund: Library General Obligation Bond Debt Service Fund
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• Capital Project Funds
a) Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c) Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner. The City maintains the following fund balances
under this designation:
• General Fund: Hillside Stability Reserve
• General Fund: Facility Replacement Reserve
• Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
• General Fund: Future Capital & Efficiency Project Reserve
• General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the “Unassigned” fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered “assigned” for that purpose.
• General Fund: Working Capital Reserve
• General Fund: Fiscal Stabilization Reserve
• General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flow and emergency funding at all times, the collective total of
the General Fund’s Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City’s financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget policy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
• For the Hillside Stability Reserve, loan repayment shall be made in annual contributions of $10 0,000 until
reserve balance reaches the $1 million reserve goal.
• Fiscal Stabilization loan repayments shall be made as directed by Council.
2. Annual contribution of $500,000 to Facilities Replacement Reserve.
3. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
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GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one-time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of
slide prevention and mitigation, slide repair, and associated drainage and roadwork.
Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide
requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make
emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for
emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of
the reserve shall be provided from year-end net operations in the amount of $100,000 each fiscal year until the
$1,000,000 reserve cap is reached.
Facility Replacement Reserve
The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City
Facilities (buildings/structures). Eligible uses of this reserve include both direct funding of public facility
improvements, and the servicing of related debt. Small facility building replacements, major facility renovations, and
down payment contributions toward a large facility replacement in conjunction with bond measure funding are
examples of intended Facility Replacement Reserve use s.
An initial contribution of $300,000 was established in FY 2012/13 with Council’s recommendation to continue
funding at this level, as a priority use of year -end net operations funding. Effective FY 2016/17, Council’s direction
is to increase the annual year-end contribution amount to $500,000, as funding is available. Council has set a goal to
fund the Facility Replacement Reserve to a level equal to 1/3 of the City’s insured value over the next 20 years (by
FY 2036/37) as a fiscally responsible practice to maintain city infrastructure In principle, Saratoga does not pursue
bond money to fund capital improvements, however, replacing high cost facility infrastructure requires a long -term
funding plan that may or may not be attainable through annual contributions. Therefore, the Facility Replacement
Reserve demonstrates both the City’s good faith funding effort and financial stewardship for future bond measures if
needed, as well as accumulating funding for a down payment on replacement infrastructur e to minimize bond funding
needs.
A facility’s insured value represents the initial cost of the facility decreased each year over the facility’s estimated
lifespan. Therefore, insured value represents the remaining life of the facility’s purchase cost –
it does not represent the current cost to replace a facility. The City recognizes insured value is not sufficient to fund
facility replacements, therefore annual contributions will continue as an ongoing funding obligation even after the 1/3
reserve goal is met.
Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City’s economic situation. Utilization of the reserve shall be brought to Council
for discussion and consideration as needed.
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Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived
from General Fund accumulated net operations (as available) and is therefore considered a “one -time funding source”.
Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project
fund.
Use of the reserve funding is at the Council’s discretion, but typically occurs in conjunction with the annual budget
adoption after Council conducts a comprehensive review of capital and efficiency improvemen t needs. Reserve
replenishment is dependent upon net operational savings in subsequent fiscal years.
Carryforward Reserve
Under the Assigned Fund Balance classification, the Reserve for Carryforwards represents funding held at the end of
each fiscal year for critical unexpended operating budget appropriations to be purchased in the following fiscal year,
and any remaining Council Contingency funding. The reserve is reconciled at the end of each fiscal year to both
release prior year carryforward funding and reserve current year carryforward funding into the following budget year.
Staff determines the year-end reserve amount after all fiscal year payments are finalized; the reserve amount is
conceptually appropriated by Council each year in the budget a doption resolution.
Working Capital Reserves
In accordance with the City’s cautious and conservative fiscal philosophy, the City’s general prevailing financial
policy holds that the City should fund daily operations with current resources in order to a void use of short-term
borrowing for cash flow management.
To support this policy a Working Capital Reserve is maintained that meets cash flow requirements, and in turn, ensures
the continuance of services to the public while also preserving the City’s cr edit worthiness. To provide adequate
working capital in the case of extreme circumstances, the City shall maintain, in combination with the Fiscal
Stabilization Reserve, a minimum operational reserve of 60 days of the following year’s General Fund budgete d
expenditures (net of internal service charges and transfers out), up to a maximum operational reserve amount equal to
90 days of the following year's General Fund budgeted expenditures (again, net of internal service charges and
transfers out). This reserve falls under the Unassigned Fund Balance classification.
Beginning with the FY 2016/17 budget, the Working Capital Reserve is maintained at $1 million (reduced from $2
million), and the Fiscal Stabilization Reserve in maintained at $2.5 million (incre ased from $1.5 million). At this time
a Working Capital Reserve of $1 million is sufficient for cash flow needs, however, the funding level will be assessed
on an annual basis to ensure $1 million is sufficient for cash flow needs. The $1 million funding shift to the Fiscal
Stabilization Reserve reflects a more realistic reserve usage structure – the Working Capital Reserve’s purpose is to
ensure sufficient operating cash; the reserve has no defined fund uses, repayment terms, or authorization requirement s.
On the other hand, the Fiscal Stabilization Reserve’s purpose is defined and may be called upon for critical uses in the
future. The overall 60 day General Fund operational reserve minimum requirements shall continue to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fiscal Stabilization Reserve represents a funding set -aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Services Reserve
of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council’s desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund’s budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
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Fiscal stabilization uses are defined and restricted to: 1) revenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increases of more than 5% such as from a natural disaster; or 3) an unexpected Federal,
State, County or CalPERS funding change.
Council may utilize funding at budget adoption, by ad option of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declared emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as t he City Council takes action. Reserve
appropriations are to be replenished from year -end net operations, as available, on a priority basis. The $2.5 million
Fiscal Stabilization Reserve funding level will be assessed on an annual basis to ensure this fun ding level is sufficient
in light of operational reserves and utilization needs.
Compensated Absences Reserve
Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth
expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution
payouts. Reserve funding equal to one-third of the compensated absences liability is established at year -end. Reserve
funding in excess of one-third of the liability is to be returned to the General Fund’s Other Unassigned Reserve.
Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large
payouts decrease the compensated absences liability at year-end, thereby supporting the practice of utilizing the
reserve as needed. Year-end reconciling allocations to and from the reserve are approved though Council’s budget
resolution adoption each fiscal year, with the liability and resulting reserve amounts determined as part of t he year-
end close process.
Council Discretionary Reserve
Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from
the Council’s annual appropriation. The reserve provides a mechanism to roll forwa rd remaining Council
Discretionary Funds as reserve funds are immediately re -appropriated into the following fiscal year. This allows
Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year
boundaries. Use of the reserve funding requires Council majority approval. The reserve exists at year -end only when
there are remaining unspent Council Discretionary funds at the end of the fiscal year.
Other Unassigned Reserve
The ‘Other Unassigned Reserve’ represents accumulated net operations not yet allocated to other fund balance
reserves, and by definition, fall into the Unassigned Fund Balance classification.
Other fund’s accumulated net operations are typically accounted for in an undefined re serve account in the fund – and
typically titled ‘Fund Balance Reserve’. As other funds are structured for specific uses or commitments, the fund
balance, by its distinctiveness, already has a directed purpose, whereas the General Fund is used for multipl e and
general operational purposes thereby requiring a distinction of purpose for each reserve. Council may utilize reserve
funding at budget adoption or by adoption of a budget adjustment resolution during the course of the year. Reserve
funding is replenished from year-end net operations, as available.
SPECIAL REVENUE FUND RESERVES
Landscape & Lighting Assessment District Funds
Assessment District Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental
fund, the Landscape and Lighting Assessment District Funds comply with GASB 54 fund balance classifications, and
by nature of the fund’s purpose, fund balance reserves are classified as restricted reserves.
Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed
to specified purposes (other than for debt service or capital projects.) For the City, Landscape & Lighting Assessment
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District Special Revenue Funds were established to account for each individual assessment district; thereby each fund
has its own separate fund balance reserve.
Each district’s fund balance reserve should be sufficient to provide working capital to cover operational expenses
through the first half of assessment receipts in January, therefore equitable to approximately one -half of a district’s
annual expenditure budget. The second half of receipts are received in June. Some districts may include capital
improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years
to accumulate sufficient resources for the improvement projects. As each district’s situ ation is different, a district’s
maximum fund balance shall be determined by the Public Works Director.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
DEBT SERVICE FUND RESERVES
Overview
As Debt Service Funds are classified as a governmental fund type, these Fund Balance Reserves fall under GASB 54
fund balance classifications. Debt Service Fund Reserves are classified as a ‘Restricted Reserve’ with funding
expended only for specific purposes as stipulated by the bond covenants.
Library General Obligation (GO) Bond Debt Fund
The Library General Obligation (GO) Bond Debt Fund is a Debt Service Fund established to account for the financial
resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt.
As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance
classifications. Debt Service Fund reserves are classified as a Restricted Reserve with the funding only spent for
specific purposes as stipulated by the bond covenants.
The Library GO Bond Debt Fund ensures receipts are tracked separately, and that funding is available for the GO
Bond debt service requirements.
GO Bond tax receipts are received from the County on a semi-annual basis, around the months of December and May
each year. Therefore, Aat a minimum, fiscal the year-end fund balance reserve shall be sufficient to provide working
capital to cover the semi-annual principal and interest debt payment due on August 1 st. as the GO Bond tax receipts
are received after the 1st debt payment is due. December receipts provide for the February payment. In addition, as
Bbond assessments are collected as a percentage of property values, and while increasing with property values, a slight
reserves should provide sufficient funding to compensate for potential tax fluctuations. The fund’s reserve maximum
is set at no more than one-year of budgeted annual expenditures.
The reserve balance is increased (or reduced) through setting the annual establishing assessment rates at more (or less)
than the semi-annual payments and bond services require. Therefore, use or replenishment of the reserve is approved
by Council through budget adoption, and implemented through an increased or reduced assessment rate as a result of
the fund’s net operations.
Community Facility District 2016 Arrowhead Bond Fund
The CFD 2016 Arrowhead Bond Fund was established upon the issuance of the Bond is a Debt Service Fund
established to account for the receipt of special tax assessments and related debt service payments on behalf of the
Arrowhead CFD’s bond issuance dated December 1, 2018.
CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
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Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental
fund and therefore comply with GASB 54 fund balance classifications. Because Council has directed the fund’s
appropriated funding be spent on specific capital improvement projects, the Capital Project Fund Balance Reserve is
classified as Committed Fund Balance.
Budgeted capital improvement project funding is determined by the scope of work approved by Council and remains
assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining
funds in the individual projects at year-end. As Fund Balance amounts are determined by the amount of project
completion at year-end, they cannot be standardized for minimum or maximum amounts. Fund Balance is re-
appropriated to the capital projects in the following fiscal year for the work t o be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple proje cts which roll up into the
overall fund balances but remain designated for use by project.
The CIP Street Fund receives annual funding from designated fees, reimbursements, contributions, and transfers from
other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year -
to-year. On occasion, a private grant may be received. Typically, CIP Grant Funds have a negative fund balance as
project work is conducted before reimbursement is received. Gas Tax Funds represent annual Highway User Tax and
Transportation Congestion Relief revenue allocations that are to be accounted for separately and are subject to State
audits.
Park & Trail Improvement Project Funds
Park & Trail Improvement Project Funds provide for capital improvements to the City’s neighborhood and city parks
and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park &
Trail Improvement Funds (CIP Park & Trail Fund, CIP Tree Fund, and t he CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from Park-In-Lieu fees, occasional subventions, reimbursements
and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers
from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private
grants which vary in source and amount from year-to-year. Typically, CIP Grant Funds have a negative fund balance
as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year end fund balance represents the remaining unexpended project funds (n et of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Facility Improvement Project Funds
Facility Improvement Project Funds provide for capital maintenance and improvements of the City -owned buildings
and structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility
Grant Fund) have multiple projects which roll up into the overall fund balances but remain designated for use by
project.
The CIP Facilities Fund receives annual funding from a General Fund transfer, from Theater Ticket Surcharge Fees,
and from reimbursements and contributions. The Facility Grant Fund receives revenue from grants that vary in amount
from year-to-year. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand
and then reimbursed from expenditure invoices.
Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
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Administrative & Technology Improvement Project Funds provide for major capital expenditures to improve or
enhance administrative, operational, or technology-based systems, processes, or functions. Each of the Administrative
& Technology Improvement Funds (CIP Admin & Tech Improvement Fund and the Admin & Tech Grant Fund) have
multiple projects which roll up into the overall fund balances but remain designated for use by individual project.
The CIP Administrative & Technology Improvement Fund typically receives funding from a General Fund transfer
as administrative and technology improvement focused grants are limited. If grants are received, projects typically
have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices.
Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
INTERNAL SERVICE FUND RESERVES
Overview
Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to
efficiently track costs and manage resources. Costs are then allocated back to the operational programs based on
usage to more accurately determine cost of services.
The City’s Internal Service Funds include the two Insurance funds: Risk Management and Worker s Compensation,
four Service/Support funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Building
Maintenance Funds, and three Equipment Replacement funds: the Vehicle & Equipment Replacement Fund, the
Office Technology Equipment Replacement Fund, and the Building FF&E (Furniture, Fixture, & Equipment)
Replacement Fund.
As each fund is accounted for as a separate entity, operational revenues less expenditures result in either a positive or
negative fund balance at any given point in time – Internal Service Funds are similar to the separate checking and
saving accounts a person may use for different purposes. At year end, each fund’s net balance is represented as the
“Fund Balance Reserve”.
The intent of the Internal Service Funds Reserves is to hold appropriate levels of reserves to support cash flow needs
and minimize interfund loans, not to accumulate funds in excess of expected ongoing operational costs. Reserve levels
are determined by the specific operational needs of the program, but typically will fall within 25 – 50% of annual
budgeted expenditures.
Internal Service Funds are a type of Proprietary Fund; therefore GASB 54 fund balance classification (for
Governmental Fund types) does not apply. Instead, Internal Service Fund’s financial statement reports are presented
similar to private-sector businesses and use “Restricted” and “Unrestricted Net Position” to define net operational
balances (equity/fund balance reserves).
Unrestricted Net Position allows reserve funding to be used (with Council approval) within the general scope of the
fund’s purpose. Restricted Net Position reserves are limited to a specific use, narrower than the stated purpose of the
fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training
Grant within the Liability/Risk Management Fund, must be used for qualified training purposes. Most Internal Service
Funds reserves are held in the Unrestricted Net Position category.
Liability /Risk Management Reserve Fund
The Liability/Risk Management Fund’s Unrestricted Net Position reserve s upports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. Most claims are covered under the insurance risk pool JPA. The City is self -insured for up to $25,000
per General Liability and City Vehicle Auto Liability occurrence, and up to $5,000 for Property Damage and 3 rd Party
Auto Liability. Non-covered claims are paid fully by the City.
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The Liability/Risk Management program receives funding from allocations charged to covered departments, from
grant funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position or
Restricted Net Position for specific purposes. Requests for use of reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished
from the Fund’s net operations in subsequent years.
Workers Compensation Fund
The Workers Compensation Fund’s Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. The purpose of the Workers' Compensation program is to provide insurance benefit coverage for
employee work-related illness and/or injuries through its membership in a shared risk pool. The risk pool provides
coverage up to $250,000, and excess insurance provides coverage over this amount up to $10 million.
The Workers Compensation program receives funding from allocations charged to covered departments, from grant
funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position, or
Restricted Net Position for grant funding. Requests for use of the reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished
from the Fund’s net operations in subsequent years.
Office Support Fund
The Office Support program provides a centralized cost center for administrative office support expenses, including
photocopy machine leases, postage machines, shared office machines, and the associated maintenance and repair
services, postage, paper, and copier supplies. For efficiency, office support costs are managed collectively and charged
back to departmental programs on a use-basis allocation. Accumulated net operations are held in the Office Support
Fund for working capital cash flow.
The reserve is funded from the allocations charged to covered departments. At year end, unspent funding flows into
Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the
Fund’s net operations in subsequent years.
Information Technology Services Fund
Information Technology Services provide for the delivery of techno logy-based services throughout the City’s
operations, including maintenance of the City’s information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud -based technology, and support of all
existing information technology as well as new technology initiatives. For technology oversight, security, and
efficiency, information technology costs are managed collectively and charged back to departmental programs on a
service-based allocation to fund the program.
Funding for the program comes from these allocations charged to covered departments. At year end, unspent funding
flows into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Serv ices
Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund’s
net operations in subsequent years.
Vehicle & Equipment Maintenance Fund
The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City’s fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer’s rec ommendations and safety
requirements.
To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the
year. The reserve is replenished from the Fund’s net operations in subsequent years.
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Facility Maintenance Fund
The Building Maintenance program provides for the custodial, maintenance, and non -major repairs and building
improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Additionally, the
program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease
agreements. To fund the program, total costs are allocated back to
departmental programs primarily based on building space usage. General and public use is allocated to the Non -
Departmental program.
Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes
from the allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net
Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing
chargeback funding levels higher or lower than bu dgeted expenditures. The reserve is replenished from the Fund’s
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset’s
lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful
life. Initial purchases are paid for through a department’s operational budget. If the purchased item is for ongoing
use, the Vehicle & Equipment Replacement program appropriates an annual allocation for the replacement of the
vehicles and equipment based on the asset’s cost and years of life. Final determination for replacement of the asset is
determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset.
The reserve is funded from allocations charged to covered departments and represents accumulated funding, less
amounts expended for asset replacement. At year end, unspent funding is held in Unrestricted Net Pos ition. The
reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in
accordance with replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumula ted funding over an asset’s lifespan to
be used for the replacement of office technology-based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructure, and various other related equipment. Replacement costs are charge d back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department’s operational
budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the asset’s cost and years of life.
The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to
provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the
allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget
adoption or by a Council approved budget adjustment resolution during the year. The re serve is replenished from the
Fund’s net operations in subsequent years.
Facility Furniture, Fixtures & Equipment (FFE) Replacement Fund
The Facility FF&E Fund accumulates funding over an asset’s lifespan to be used for the replacement of furniture –
such as tables, chairs, and cubicle partitions; for fixtures - such as kitchen appliances, sound equipment, lighting, for
equipment - such as HVAC units, boilers, and generators; and for facility infrastructure – such as roof, door, window,
and floor/carpeting replacement.
Initial purchases for new assets may be paid for through the Operating Budget or through the Capital Budget. Annual
replacement charges are charged -back to the supported department programs with full replacement funding to be
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accumulated over the asset’s estimated lifetime. Final determination for replacement of the asset is determined
through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset. The reserve
is intended to be maintained at a level sufficient to provide replacement funding in accordance with replacement
schedules.
Requests for use of the accumulated reserve funding are approved by Council through budget adoption, or if an
unplanned situation occurs, by a Council approved budget adjustment resolution during the fiscal year. The reserve
is replenished by replacement charge allocations in subsequent years.
TRUST AND AGENCY FUNDS
Overview
Trust and Agency Funds represent funds held on behalf of other agencies, and as such are held at the agency’s direction
and discretion. The City does not establish funding levels or have authority to approve use or replenishment of Trust
and Agency Reserve Funds. As this authority rests with the agency’s board, the City does not establish Trust and
Agency Fund Reserve Fund policies.
Beginning July 1, 2018, the City agreed to act as the Fiscal Agent for the West Valley Clean Water Program Authority.
As a result, revenue and expenditure activity and fund balance amounts will appear in the City’s financial statement s,
and future year budgeted amounts will reflect full use of available funds to reflect the agency’s ability to expend
funding as desired.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, nomination, and project approval process, and if successful, into the Capital Budget
as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately below, until the tracks converge for CIP
project assessment preparation.
STAFF PROJECT DEVELOPMENT
1. CIP Project Initiation
As a function of staff’s day-to-day work, infrastructure improvements and large-scale repairs and maintenance
are identified as potential capital improvement projects. These are often highly-visible tangible public assets such
as street repaving, or park and trail improvements. However, many CIP projects are less noticeable, including
facility roof repairs, tree planting, or ADA enhancements. Projects may also be administrative or technology
improvements, and hence invisible to the general public, such a s code updates/revisions, process improvements,
software implementations, or economic vitality programs.
Staff is to discuss the CIP project idea with the appropriate staff or City Manager for feedback and refinement.
Ultimately, projects need clearly defined boundaries to identify project requirements, specifications, and
resources. While this is not always feasible in the initial stages of project development, the understanding that a
project will eventually require a clear and specific scope will en courage better preparation for discussing the
project idea and moving it through the nomination process. After receiving initial approval, staff moves into the
idea development stage.
2. Idea Development
To move the idea forward, staff will need to analyze and articulate the project’s scope, political impacts, priority
factors, resource requirements, and any other relevant considerations.
a. Project Scope – Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the project’s purpose and definition, and may include cost -benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If the project is ongoing infrastructure maintenance or a program project, this too should also
be clearly noted. In some cases, project scope may be defined by exclusions – statements about what the
project will not accomplish or produce. Additionally, constraints or restrictions may identify project
limitations.
Project Scope defines a commitment to produce a b ody of work or end-product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
b. Political Considerations - Knowledge of historical information, which attests to the necessity of
Council/staff communication is of vital importance in project development. Determine whether this project
has come up for consideration before, or why was it not completed previously. Are there lessons to be learned
from a past project proposal?
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Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly supportive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been
completed in another part of the city? Determine why this project should be considered a priority over others,
and whether the project’s cost or benefits would be supported by the community.
c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor.
Council’s role is to determine which projects are of higher priority than others since there will never be
enough money or resources to do every project. Decision criteria may inclu de factors such as:
• Health and Safety Issues
• Imminent failure of structure/system
• Short-term cost of repair vs. long-term cost of replacement
• Availability of external or dedicated funding
• Efficiencies
• Inter-governmental agency support
• Federal or State mandates
• Business or community support
• Impacts if project is not completed
A project’s priority is also affected by the severity of the criteria. For instance, a project that falls under the
“Imminent Failure of Structure/System” criteria may be an extremely dangerous situation in need of
immediate repair, or low danger of minor importance and simply remedied by removal. Another example
would occur with Federal or State mandated projects. There may be little impact as to whether the mandate
is met, or there may be severe fines for lack of timely completion. As a result, project priority is based on
the overall assessment of the circumstances; many factors contribute to priority decisions and Council cannot
rely upon a clear hierarchical order upon which to base their decisions.
d. Project Resources - In the City’s project development discussions, resources typically refer to financial
funding. However, resources may also refer to staff time, equipment and materials, community/stakeholder
participation or support, space requirements, information technology services, or some other type of support
or contribution.
Funding plays a critical role in project development. In many cases, lower priority projects may be approved
ahead of higher priority projects simply because there is designated funding available for the lower priority
projects. The ability to bring designated funding (such as a grant award) with a project proposal greatly
increases the likelihood that the proposed project is approved. Overall, projects that request undesignated
Capital Project Reserve funding are more competitive due to funding limitations and the number of projects
competing for the same pot of funds.
An additional component of project resource considerations are the unstate d resources (identified above)
required in project construction or implementation. For instance, staff time is limited and time spent working
on one project prevents staff time being spent on another project. Project timing and staff time requirements
are therefore an important component of the project that Council may wish to review.
e. Other Considerations - There are numerous other factors not mentioned above that are also taken into
consideration when assessing a project idea. For example, can the City afford the ongoing operating budget
increases to maintain or implement the project? Does the project contribute toward economic vitality? Are
there environmental concerns? Does it enhance the community’s art, education, or cultural resources? Does
the project provide operational efficiencies or cost savings? Are there risk management or legal liability
issues? Possibly the project requires development be staged in phases? Is there strong community interest
in this project? Each project will differ, meaning analysis is specific to the circumstances, and diligent
research and thought should be put into developing project scope and justification.
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In summary, the overall goal of idea development is to identify, quantify, and assess the project
comprehensively. This effort is intended to ensure that a proposed project is well -thought-out, developed,
and articulated thereby enabling the City Manager and Council to make educated and rational decisions.
3. City Manager Approval
Staff is to propose the project idea to the City Manager for approval. If approved, the project is moved onto the
CIP Project Candidate List. Staff is to notify the Administrative Services Director of the project’s approval and
provide pertinent project information.
Staff will prepare written narratives with project scope, justification, fiscal impacts, cost estimates, timelines, etc.
as necessary for Council Retreat assessment package.
CITY COUNCIL PROJECT DEVELOPMENT
Council Members are often the recipients of residents’ suggestions for capital project work. Depending on the
topic, Council Members can take these opportunities to: 1) educate the residents on why a project may not be
feasible; or 2) provide residents with information on how to contact City staff with their requests to determine
feasibility; or 3) Council may support the project suggestion and decide to act as a proponent for the project by
guiding it through the Capital Project Nomination process:
1. Nomination
To move a project idea onto the CIP Candidate List, a Council Member is to propose the idea to fellow Council
Members at the end of a City Council Meeting during the Council Items session and request that it be put on the
CIP Candidate List for review during the next upcoming CIP budget cycle.
2. Idea Concurrence
A second Council Member must concur with the request to move the project idea onto the Capital Project
Candidate List.
3. Follow-up
A nomination to the Capital Project Candidate List is to be recorded in the City Council minutes and acted upon
as a follow-up item. City Manager will notify Council Member of project nomination (to clarify/verify
understanding of project scope and of the assignment to a staff member. Staff member will comp lete Candidate
List step requirements, including: preparation of project scope narrative and justification, fiscal impacts, cost
estimates, timelines, etc. as required for Council Retreat assessment package.
CIP PROJECT ASSESSMENT
1. Assessment Package
In preparation for the annual Capital Project Assessment, Finance will consolidate the CIP Project Candidates,
along with proposed changes to current CIP projects, and the current year’s CIP Unfunded Project List into an
assessment package for Council’s review. The Capital Project Assessment review provides a forum to assess all
projects at one time. These assessment package will include:
● A review of available funding
● All project activity summary list (projects with/without encumbrances)
● Existing projects in the current year’s CIP
● Proposed changes to existing projects
● The current CIP Unfunded List
● Proposed changes to projects on the CIP Unfunded List
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● New projects on the CIP Candidate List
● Review of requests in conjunction with funding sources
2. Capital Project Assessment
The City Council’s review of the capital project assessment package is to be held annually, early in the budget
development cycle, in late January or early February. In addition to reviewing the assessment package, the
Council will also review currently funded capital projects that have unencumbered funds to determine if the
project will continue in the following fiscal year.
In their review, Council may request revisions to a project’s scope, funding, or other component. However,
changes that redefine a proposed project must be Council’s consensus direction. During the assessment review
process, as projects are assessed, they are either:
● Rejected
● Accepted, or
● Modified and Accepted
At the conclusion of the assessment review, Council will prioritize accepted projects and designate project
funding. Projects placed on the Funded List will be brought forward to the upcoming Budget Study Session. The
remainder will be placed on the CIP Unfunded Project List.
NOTE: Rejected project ideas may be nominated for another attempt to become an approved project in the
following year(s), but must again go through the project development and assessment process.
3. Budget Study Session
Updated CIP funding availability and project revisions will be reviewed a final time with Council. Council will
conduct a final assessment and provide consensus direction to staff for inclusion in the upcoming Proposed Budget
Hearing to be held in May.
CIP PROJECT FUNDING
1. Proposed Budget Hearing
The final Proposed Capital Budget with the recommended project funding will be brought to the City Council
Budget Public Hearing in May. Council is to provide any final comments or direction for budget adoption.
2. Budget Adoption
The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the
final summaries. Council is to adopt the budget at this time, with budget funding effective on July 1 st of that year.
3. Funding Process Follow-up
Approved CIP projects that do not receive funding allocations will be assigned to the next budget year’s CIP
Unfunded List. The list will be included in the budget document, and assessed again during the following year’s
Capital Project Nomination and Assessment Process. The new CIP Unfunded List has a life span of one budget
cycle.
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SARATOGA CITY COUNCIL
MEETING DATE:February 1, 2019
DEPARTMENT:City Manager’s Office
PREPARED BY:Crystal Bothelio, Deputy City Manager
SUBJECT:Future City Work Efforts
RECOMMENDED ACTION:
Receive report on significant City initiatives expected in the coming years and direct staff
accordingly.
BACKGROUND:
At the August 1, 2018 City Council Meeting, Vice Mayor Miller requested discussion of the City’s
long-term plans, including significant City initiatives and work items anticipated in the future.
These initiatives are listed in Attachment A and include projects that are expected to require
considerable resources in terms of staff time or funding, will draw political or public attention,
and/or will have lasting impacts on the community or the City as an organization. The projected
completion year for each work effort is identified in the attachment. These completion dates are
best guesses and may be adjusted. Additionally, many of the work efforts identified in the list will
span multiple years.
ATTACHMENTS:
Attachment A –Significant City of Saratoga Work Efforts
33
Page 1
Significant City of Saratoga Work Efforts
DEPARTMENT EFFORT COMPLETE
City Manager's Office Communications Audit 2019
Community Development General Plan Update 2019
Community Development Adoption of Clean Energy Reach Codes 2019
Finance & Admin. Services Labor Negotiations 2019
Finance & Admin. Services Personal Rules & Policies Update 2019
Finance & Admin. Services SB 1343 Harassment Training Implementation 2019
Finance & Admin. Services E-Governance Plan 2019
Finance & Admin. Services Intranet Implementation 2019
Finance & Admin. Services Comprehensive Finance Policy Project Development 2019
Public Works Prospect Road Improvements 2019
Public Works Fruitvale/Allendale Avenue Intersection Improvements 2019
Public Works Quito/Pollard Open Space Improvements 2019
Public Works Saratoga Village to Quarry Park Walkway - Phase I Design 2019
Public Works Saratoga-to-the-Sea Trail Design 2019
Public Works Citywide Accessibility Needs Assessment 2019
Public Works Citywide Signal Upgrade Project Phase II 2019
Public Works Bocce Ball Court 2019
Public Works El Camino Grande Storm Drain Pump 2019
Public Works Big Basin Way Sidewalk Repairs 2019
Recreation & Facilities Community Development Lobby Remodel 2019
Recreation & Facilities Emergency Operations Plan Update 2019
City Manager's Office Crisis Communications Plan Update 2020
City Manager's Office Development of Style Guide & Document Templates 2020
Community Development Heritage Orchard Master Plan Update 2020
Community Development Parks-in-Lieu Fee Update 2020
Community Development Building Code Update 2020
Finance & Admin. Services Citywide Classification & Compensation Study 2020
Finance & Admin. Services Volunteer Program Administrative Policies & Procedures 2020
Finance & Admin. Services IT Governance Best Practices Implementation 2020
Finance & Admin. Services IT Security Plan 2020
Finance & Admin. Services IT Infrastructure/Operations Plan 2020
Finance & Admin. Services Budget/CAFR Document System Implementation 2020
Finance & Admin. Services Emergency Financial Operations Procedures 2020
Finance & Admin. Services Electronic Payment & Invoicing Implementation 2020
Public Works Village Crosswalk & Sidewalk Rehabilitation 2020
Public Works Saratoga-to-the-Sea Trail Construction 2020
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Page 2
DEPARTMENT EFFORT COMPLETE
City Manager's Office Communications Assessment 2021
Community Development Mountain Winery Annexation 2021
Community Development TRAKiT Updates 2021
Community Development Formation of RHNA Subregion 2021
Public Works Fourth Street Bridge Widening 2021
Public Works Quito Road Bridges 2021
Public Works Landfill Negotiations 2021
City Manager's Office Website Design Refresh 2022
Community Development Adoption of Housing Element Update 2022
Finance & Admin. Services IT Master Plan 2022
Finance & Admin. Services IT Disaster Recovery Plan 2022
Public Works Hauler Negotiations 2024
Public Works Compliance with SB 1383/State Organics Requirements 2025
Public Works Compliance with Clean Water Program/State Requirements TBD
Public Works Guava Court/Fredericksburg Crossing & Railroad Mitigation TBD
35
SARATOGA CITY COUNCIL
MEETING DATE: February 1, 2019
DEPARTMENT: Finance & Administrative Services
PREPARED BY: Dennis Jaw, Finance Manager
SUBJECT: FY 2019/20 Capital Improvement Plan (CIP) Budget Prioritization Process
Preview
RECOMMENDED ACTION:
Receive report on FY 2019/20 Capital Improvement Plan (CIP) project recommendations.
BACKGROUND:
As part of the process to adopt the FY 2019/20 Capital Improvement Plan, staff prepares a package of
project recommendations based on recognized needs identified by the City Council and City Departments.
At the City Council Retreat, staff will provide a preview and explanation of the CIP Prioritization Process
for projects as described in Attachment A, as well as narratives for all current, nominated and unfunded
projects. These projects are presented in the following categories:
1. Projects Recommended to be Closed
2. Current Projects with Additional Funding Requests
3. Nominated Projects
4. Unfunded Projects
5. Projects with no Recommended Changes
At the CIP Budget Study Session, Council will discuss and provide collective direction on project
prioritization and funding.
ATTACHMENTS:
Attachment A – FY 2019/20 CIP Prioritization Process and Diagram
Attachment B – FY 2019/20 CIP Project Activity Summary for All Projects
Attachment C – FY 2019/20 CIP Funding Schedule Pending Prioritization
Attachment D – Narratives for Projects Recommended to be Closed
Attachment E – Narratives for Current Projects with Additional Funding Requests
Attachment F – Narratives for Nominated Projects
Attachment G – Narratives for Unfunded Projects
Attachment H – Narratives for Current Projects with No Recommended Changes
36
CIP PRIORITIZATION PROCESS
1. Before starting the prioritization, the Council will be provided with the following materials to
assist with the prioritization process:
CIP Project Activity Summary for All Projects
CIP Funding Schedule Pending Prioritization
Project Narratives for All projects in the following categories:
o Current Projects Recommended to be Changed/Closed
o Current Projects with Additional Funding Requests
o Nominated Projects
o Unfunded Projects
o All other continuing or ongoing projects, by category
2. Council will review CIP Project Activity Summary for All Funds and identify projects to be
moved into the Recommended to be Changed/Closed category.
3. Council will review projects which are Recommended to be Changed/Closed and make one
of the following selections for each project:
Close project
Move to Unfunded Projects category
Accept recommended change (i.e. consolidation, change in scope, etc.)
No change to project status
4. Council will review projects with Additional Funding Requests and Nominated Projects
and make one of the following selections for each project:
Reject proposal
Move to Unfunded Projects category
Consider for funding
5. Council will review Unfunded Projects and make one of the following selections for each
project:
Remove from CIP (move to Rejected/Closed)
Consider for funding
No change to project status
6. Council will prioritize projects considered for funding based on financial constraints and
make one of the following selections for each project:
Reject proposal
Move to Unfunded Projects category
Fund project
7. Verification of Council consensus on Accepted Recommended Project Changes and projects
that have been selected to be Rejected/Closed, Unfunded, and Funded.
37
PRIORITIZATION DIAGRAM
REJECTED/
CLOSED UNFUNDED
FUNDING REQUESTS &
NOMINATED PROJECTS
CONSIDER FOR
FUNDING
RECOMMENDED
PROJECT CHANGES
REJECTED/
CLOSED UNFUNDED
FUNDING REQUESTS &
NOMINATED PROJECTS
CONSIDER FOR
FUNDING
ACCEPTED
PROJECT CHANGES
REJECTED/
CLOSED UNFUNDED FUNDING REQUESTS &
NOMINATED PROJECTS FUNDED
ACCEPTED
PROJECT CHANGES
Recommended Project Change Unfunded Capital Project Funding Request/Nominated ProjectWHITEBOARD PHASE 1WHITEBOARD PHASE 2WHITEBOARD PHASE 338
Street ImprovementsProject Activity SummaryProject # Project Name FY 16/17 Actual FY 17/18 Actual FY 18/19 Estimated Open Encumbrances 12/31/18 Estimated Available Balances 6/30/19 9111‐003 Annual Roadway Improvements 1,366,319 722,107 2,843,187 623,372 1,002,525 9121‐001 Roadway Safety & Traffic Calming 36,060 5,109 160,405 102,379 ‐ 9122‐006 * Prospect Road Improvements 177,496 2,217,437 3,910,793 2,047,893 166,981 9122‐007 * Citywide Signal Upgrade Project ‐ Phase II ‐ ‐ 404,035 5,000 98,759 9122‐008 Big Basin Way Turnaround ‐ 15,719 23,082 3,513 60,113 9122‐010 Fruitvale/Allendale Intersection Imps ‐ ‐ 70,000 ‐ 180,000 9141‐005 Infrastructure Maintenance and Repairs 165,850 258,388 264,280 ‐ ‐ 9142‐005 * Saratoga Avenue Sidewalks ‐ 26,749 30,000 ‐ ‐ 9142‐011 Village Sidewalk & Pedestrian Enhance‐P2 68,243 ‐ 75,865 75,865 ‐ 9142‐014 Big Basin Way Sidewalk Repairs ‐ ‐ 183,990 ‐ ‐ 9142‐015 El Camino Grande Storm Drain Pump 480 14,239 19,663 19,663 358,606 9142‐017 Long Term Trash Plan Capture Devices ‐ ‐ ‐ ‐ 17,000 9142‐019 * Saratoga Village C/W & S/W Rehabilitation ‐ ‐ ‐ ‐ 44,000 9142‐020 Quito Road Sidewalk Improvements ‐ 1,350 6,630 ‐ 42,020 9152‐001 * 4th Street Bridge Widening ‐ 1,421 150,000 ‐ 69,837 9152‐002 Quito Road Bridges ‐ ‐ 77,373 77,373 165,052 9152‐004 * Quito Road Bridges ‐ ROW 27,148 25,151 307,168 1,635 33,654 9153‐003 Annual Retaining Wall Maint & Repairs 31,045 316,818 60,652 25,652 181,485 9171‐002 Quito Road Undergrounding Project ‐ ‐ ‐ ‐ ‐ 1,872,641 3,604,487 8,587,122 2,982,345 2,420,033 Project is Completed or Recommended to be Closed* Grant funding not included in Estimated Available Balances
39
Park Trail ImprovementsProject Activity SummaryProject # Project Name FY 16/17 Actual FY 17/18 Actual FY 18/19 Estimated Open Encumbrances 12/31/18 Estimated Available Balances 6/30/19 9211‐001 Park, Trail, Grounds, and Medians R&R‐ 77,261 123,358 ‐ ‐ 9211‐002 CityWide Tree Replanting 36,256 13,361 71,753 19,075 ‐ 9211‐010 Park & Trail Safety Improvements ‐ ‐ 43,000 9,218 ‐ 9212‐001 Tree Dedication Program ‐ ‐ ‐ ‐ ‐ 9219‐002 Quito/Pollard Road Open Space Imps ‐ ‐ 75,000 5,675 ‐ 9222‐004 Hakone Gardens Infrastructure Imps 7,922 24,900 100,000 ‐ 109,613 9222‐007 Hakone Gardens Koi Pond Imps ‐ 224,980 189,568 18,327 ‐ 9226‐004 Quarry Park Walkway Clearing ‐ ‐ 50,000 ‐ ‐ 9274‐002 Guava Ct/Fredericksburg Entrance 24,524 46,937 98,971 66,005 448 9277‐004 Saratoga Village to Quarry Park Walkway‐ 28,311 88,689 76,050 33,000 9278‐001 * Saratoga‐to‐the‐Sea Trail ‐ 42,314 354,222 351,452 221,417 68,702 458,064 1,194,561 545,801 364,478 Project is Completed or Recommended to be Closed* Grant funding not included in Estimated Available Balances
40
Facility Improvements Project Activity SummaryProject # Project Name FY 16/17 Actual FY 17/18 Actual FY 18/19 Estimated Open Encumbrances 12/31/18 Estimated Available Balances 6/30/19 9321‐016 CDD Lobby Remodel ‐ ‐ 9,500 6,430 140,500 9322‐001 Theater Improvements 55,675 42,833 3,751 ‐ 101,939 9331‐008 Electrical Panel Upgrade ‐ 54,586 58,966 ‐ 46,448 9331‐009 Community Center Stage Renovation ‐ ‐ 90,000 90,000 ‐ 9331‐010 Bocce Ball Court ‐ ‐ 70,000 5,311 ‐ 9333‐007 Senior Center Entrance Remodel ‐ ‐ ‐ ‐ 50,000 9372‐001 Library Exterior Maintenance Projects 4,900 20,570 5,000 ‐ ‐ 60,575 117,990 237,217 101,740 338,887 Project is Completed or Recommended to be Closed41
Administrative Technology ImprovementsProject Activity SummaryProject # Project Name FY 16/17 Actual FY 17/18 Actual FY 18/19 Estimated Open Encumbrances 12/31/18 Estimated Available Balances 6/30/19 9412‐004 Document Imaging ‐ Combined 18,743 12,967 12,263 3,230 ‐ 9413‐002 City Website/Intranet Redesign 2,692 64,768 16,949 ‐ ‐ 9415‐001 CDD Technology Management 23,556 17,782 18,586 ‐ 91,715 9415‐002 TRAK‐iT Software System Upgrade 10,350 5,000 27,383 ‐ ‐ 9442‐001 LLD Initiation Match ‐ ‐ ‐ ‐ 25,000 9442‐002 Horseshoe Beautification ‐ 350 2,700 1,575 21,950 9443‐002 Citywide Accessibility Needs Assessment ‐ ‐ 112,500 ‐ 11,005 9451‐002 General Plan Updates 25,000 84,526 270,989 198,745 125,000 9452‐003 Village Visioning 10,977 8,864 46,420 21,660 33,738 9491‐001 Risk Management Mitigation Project 35,703 ‐ 518 ‐ 38,895 127,020 194,258 508,308 225,210 347,303 Project is Completed or Recommended to be Closed42
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
1
PROJECTS RECOMMENDED TO BE
CHANGED/CLOSED
NARRATIVES
43
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
2
Project
Title Request
Funding
Available
1 Big Basin Way Turnaround Close. Project complete.60,113
2 Long Term Trash Plan Capture Devices Close. West Valley Clean Water Program developing green/clean water infrastructure
that may result in different priorities.17,000
3 Hakone Gardens Koi Pond Imps Close. Project complete.-
4 Joe's Trail at Saratoga De Anza Close. Final reimbursements processed.33,997
5 Quarry Park Walkway Clearing Close. Project complete.-
6 Electrical Panel Upgrade Close. Project complete.46,448
7 Community Center Stage Renovation Close. Project complete.-
8 City Website/Intranet Redesign Website complete. Staff is recommending a shift in the project scope to focus on the
intranet portion of the project.-
9 TRAK-iT Software System Upgrade Close. Project complete.-
10 Village Visioning Close. Project complete.33,738
191,296$
RECOMMENDED TO BE CHANGED/CLOSED CIP PROJECT LIST
FY 2019/2020
PARK & TRAIL IMPROVEMENT PROJECTS
STREET IMPROVEMENT PROJECTS
TOTALS
FACILITY IMPROVEMENT PROJECTS
ADMINISTRATIVE PROJECTS
44
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
3
STREET IMPROVEMENT PROJECTS
45
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
4
ROADWAY SAFETY PROJECTS
Project Name Big Basin Way Turnaround Project Number 9122-008
Department Public Works Project Manager John Cherbone
Description This project will fund the design of a turnaround on Big Basin Way to improve traffic circulation
through Saratoga Village.
Location The Turnaround is located just past the corner of 6th Street and Big Basin Way.
Project
Background
Vehicles travelling westbound on Big Basin Way through Saratoga Village towards Hakone
Gardens have limited opportunities to turnaround after passing 6th Street. The City has received
numerous complaints about drivers attempting to turnaround after 6th Street, disrupting traffic
or creating a hazard. This project would improve traffic circulation in the Saratoga Village area
and reduce traffic disruptions and hazards.
This project is complete and recommended to be closed.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $1,654
will be incorporated into the Fiscal Year 2019/20 operating budget.
46
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
5
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase Complete Begin preparing design and plans
Begin Bid Process August 2018 Solicit bids from qualified contractors
Contract Award October 2018 Award contract for construction
Estimated Construction Start November 2018 Construction begins
Estimated Completion Date December 2018 Construction complete
BIG BASIN WAY TURNAROUND 9122-008
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 50,000 132,000 182,000 - - - - - 182,000
TOTAL REVENUES 50,000 132,000 182,000 - - - - - 182,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Consultant/Contract Svs 15,719 2,924 18,643 - - - - - 18,643
Construction Expenses - 20,158 20,158 - - - - - 20,158
Transfers Out 34,281 108,918 143,200 - - - - - 143,200
TOTAL EXPENDITURES 50,000 132,000 182,000 - - - - - 182,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance - - - - - - -
Revenues & T/I 50,000 132,000 182,000 - - - - - 182,000
Expenditures & T/O 50,000 132,000 182,000 - - - - - 182,000
TOTAL BALANCE - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
47
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
6
ROADWAY SAFETY PROJECTS
Project Name Big Basin Way Turnaround Project Number 9122-008
Department Public Works Project Manager John Cherbone
Description This project will fund the design of a turnaround on Big Basin Way to improve traffic circulation
through Saratoga Village.
Location The Turnaround is located just past the corner of 6th Street and Big Basin Way.
Project
Background
Vehicles travelling westbound on Big Basin Way through Saratoga Village towards Hakone
Gardens have limited opportunities to turnaround after passing 6th Street. The City has received
numerous complaints about drivers attempting to turnaround after 6th Street, disrupting traffic
or creating a hazard. This project would improve traffic circulation in the Saratoga Village area
and reduce traffic disruptions and hazards.
This project is complete and recommended to be closed.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $1,654
will be incorporated into the Fiscal Year 2019/20 operating budget.
48
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
7
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase Complete Begin preparing design and plans
Begin Bid Process August 2018 Solicit bids from qualified contractors
Contract Award October 2018 Award contract for construction
Estimated Construction Start November 2018 Construction begins
Estimated Completion Date December 2018 Construction complete
BIG BASIN WAY TURNAROUND 9122-008
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 50,000 132,000 182,000 - - - - - 182,000
TOTAL REVENUES 50,000 132,000 182,000 - - - - - 182,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Consultant/Contract Svs 15,719 2,924 18,643 - - - - - 18,643
Construction Expenses - 20,158 20,158 - - - - - 20,158
Transfers Out 34,281 108,918 143,200 - - - - - 143,200
TOTAL EXPENDITURES 50,000 132,000 182,000 - - - - - 182,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance - - - - - - -
Revenues & T/I 50,000 132,000 182,000 - - - - - 182,000
Expenditures & T/O 50,000 132,000 182,000 - - - - - 182,000
TOTAL BALANCE - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
49
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
8
PARKS & TRAILS PROJECTS
50
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
9
PARK PROJECTS
Project Name Hakone Gardens Koi Pond
Improvements
Project Number 9222-007
Department Public Works Project Manager John Cherbone
Description This project funds improvements to the Koi Pond at Hakone Gardens.
Location This project is located at Hakone Gardens.
Project
Background
In May 2016, the City Council approved the Hakone Gardens Master Plan.
A part of the development of the Master Plan included an analysis of the Koi Pond. The study
determined that the water filtration system needs replacement for the health of the Koi Pond
ecosystem. In addition to the plumbing, mechanical, and electrical upgrades needed for the
filtration system, the project will also include a structure to house all of the necessary
equipment.
The filtration improvements will sustain oxygen flow for the approximately 20 koi living in the
pond and will reduce the algae levels in the pond.
A $110,000 transfer from Park In-lieu funds, a $100,000 contribution from the Santa Clara
County Board of Supervisors, a $96,548 transfer from the Hakone Gardens Miscellaneous
Improvements Project, and a $43,000 transfer from the CIP Reserve funds this project.
This project was completed in November 2018 and is recommended to be closed.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of $7,414
will be incorporated into the Fiscal Year 2019/20 operating budget.
51
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
10
PARK PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase September 2017 Prepare plans and specifications
Begin Bid Process March 2018 Council approves plans and authorizes bidding for project
Contract Award May 2018 Council awards contract
Estimated Construction Start June 2018 Construction begins
Estimated Completion Date November 2018 Construction is complete
HAKONE GARDENS KOI POND IMPROVEMENTS 9222-007
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Donations/Contribution 100,000 - 100,000 - - - - - 100,000
Transfers In - General Fund 139,548 65,000 204,548 - - - - - 204,548
TOTAL 239,548 65,000 304,548 - - - - - 304,548
PARK IN-LIEU FEES FUND
Transfers In - Other CIP 110,000 - 110,000 - - - - - 110,000
TOTAL 110,000 - 110,000 - - - - - 110,000
TOTAL REVENUES 349,548 65,000 414,548 - - - - - 414,548
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Materials & Supplies 17,050 50,979 68,029 - - - - - 68,029
Consultant/Contract Svs 40,847 18,135 58,982 - - - - - 58,982
Project Equip & Fixtures 850 - 850 - - - - - 850
Construction Expenses 65,554 111,134 176,688 - - - - - 176,688
TOTAL 124,300 180,248 304,548 - - - - - 304,548
PARK IN-LIEU FEES FUND
Materials & Supplies 100,680 - 100,680 - - - - - 100,680
Construction Expenses - 9,320 9,320 - - - - - 9,320
TOTAL 100,680 9,320 110,000 - - - - - 110,000
TOTAL EXPENDITURES 224,980 189,568 414,548 - - - - - 414,548
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 115,248 - - - - -
Revenues & T/I 239,548 65,000 304,548 - - - - - 304,548
Expenditures & T/O 124,300 180,248 304,548 - - - - - 304,548
Ending Balance 115,248 - - - - - - - -
PARK IN-LIEU FEES FUND
Beginning Balance 9,320 - - - - -
Revenues & T/I 110,000 - 110,000 - - - - - 110,000
Expenditures & T/O 100,680 9,320 110,000 - - - - - 110,000
Ending Balance 9,320 - - - - - - - -
TOTAL BALANCE 124,568 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
52
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
11
TRAIL PROJECTS
Project Name Joe’s Trail at Saratoga De Anza Project Number 9274-001
Department Public Works Project Manager Macedonio Nunez
Description This project developed an existing dirt pathway adjacent to the Union Pacific Railroad line into
a 1.3 mile paved bicycle and walking trail.
Location The 1.3 mile trail is located along an existing PG&E right-of-way corridor positioned parallel and
adjacent to the Union Pacific Railroad line between Saratoga-Sunnyvale Road and Saratoga
Avenue. The trail crosses two creeks (Rodeo Creek and Saratoga Creek) and two roadways (Cox
Avenue and Glen Brae Drive).
Project
Background
This project developed a trail that was used informally by local residents for walking and bicycle
riding. The surface of the trail consists of decomposed granite, creating a smoother and safer
surface by removing rocks and weeds in the pathway. Joe’s trail is the City’s first bicycle trail.
The project also included trail corridor improvements, such as a small parking area with
approximately 5 parking spaces and a trail-staging site with access from Saratoga-Sunnyvale
Road, re-vegetation along the trail corridor, and construction of pedestrian bridges over Rodeo
Creek and Saratoga Creek. The trail connects to existing bike lanes along Saratoga-Sunnyvale
Road, Cox Avenue, and Saratoga Avenue. Funding comes from several sources:
Design of the trail was paid for by a Valley Transportation Authority grant and a private
donation, which included a stipulation that the trail include the first name of the donor’s
spouse. Formally known as the “De Anza Trail”, the City Council adopted the new name “Joe’s
Trail at Saratoga De Anza” in 2007.
A Federal Congestion Management and Air Quality (CMAQ) matching grant funds construction
of Joe’s Trail, with the remainder of the donation covering the City’s matching fund
requirement. The final project reimbursements were processed in Fiscal Year 2018/19 and
the project is now recommended to be closed.
Operating
Budget Impacts
Administrative staff costs for project oversight of $7,132 will be incorporated into the Fiscal
Year 2018/19 operating budget.
53
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
12
TRAIL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Design Phase June 2004 Prepare plans and specifications
Contract Award February 2010 Council awards contract
Estimated Construction Start June 2010 Construction project begins
Estimated Completion Date November 2011 Project will be closed upon final reimbursements
JOE’S TRAIL AT SARATOGA DE ANZA 9274-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Transfers In - General Fund 33,997 - 33,997 - - - - - 33,997
TOTAL 33,997 - 33,997 - - - - - 33,997
GRANT FUND
Federal - CMAQ to VTA 1,363,343 - 1,363,343 - - - - - 1,363,343
Local - VTA DeAnza Trail Grant 379,988 - 379,988 - - - - - 379,988
Private - DeAnza Trail Grant 280,641 - 280,641 - - - - - 280,641
TOTAL 2,023,973 - 2,023,973 - - - - - 1,363,343
TOTAL REVENUES 2,057,970 - 2,057,970 - - - - - 1,397,340
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Transfers Out - 33,997 33,997 - - - - - 33,997
TOTAL - 33,997 33,997 - - - - - 33,997
GRANT FUND
Salary & Benefits 81,364 - 81,364 - - - - - -
Site Acquisition & Prep 612,066 - 612,066 - - - - - -
Materials & Supplies 1,035 - 1,035 - - - - - 1,035
Fees & Expenses 20,679 - 20,679 - - - - - 20,679
Consultant/Contract Svs 135,778 - 135,778 - - - - - 135,778
Construction Expenses 1,160,241 - 1,160,241 12,809 - - - - 1,173,050
TOTAL 2,011,163 - 2,011,163 12,809 - - - - 1,330,543
TOTAL EXPENDITURES 2,011,163 33,997 2,045,160 12,809 - - - - 1,364,540
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 33,997 - - - - -
Revenues & T/I 33,997 - 33,997 - - - - - 33,997
Expenditures & T/O - 33,997 33,997 - - - - - 33,997
Ending Balance 33,997 - - - - - - - -
GRANT FUND
Beginning Balance 12,809 12,809 - - - -
Revenues & T/I 2,023,973 - 2,023,973 - - - - - 2,023,973
Expenditures & T/O 2,011,163 - 2,011,163 12,809 - - - - 2,023,973
Ending Balance 12,809 12,809 12,809 - - - - - -
TOTAL BALANCE 46,806 12,809 12,809 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
54
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
13
PARK PROJECTS
Project Name Quarry Park Pond Walkway Clearing Project Number 9226-004
Department Public Works Project Manager John Cherbone
Description This project would clear a walkway around the pond at Quarry Park.
Location This project is located at Quarry Park.
Project
Background
The 64-acre Quarry Park officially opened on October 31, 2015. Before the park opened, the
Quarry Park Master Plan was created to help guide improvements to the park and to create a
local and regional open space destination. One of the features of the park is a seasonal pond.
The Master Plan calls for habitat restoration and beautification of the pond, including addition
of a walkway around the pond area. This project will create a trail around the perimeter of
Quarry Park pond by clearing overgrown brush and vegetation.
This project will be completed by June 2019 and is recommended to be closed.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $13,183 will be incorporated into the Fiscal Year 2019/20 operating budget.
This project will have continuing operational impacts as the path will require ongoing
maintenance.
55
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
14
PARK PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Estimated Construction Start July 2018 Begin work
Estimated Completion Date June 2019 Work complete
QUARRY PARK POND WALKWAY CLEARING 9226-004
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
PARK IN-LIEU FEES FUND
Park in Lieu Fees - - - - - - - - -
Transfers In - Other CIP - 50,000 50,000 - - - - - 50,000
TOTAL REVENUES - 50,000 50,000 - - - - - 50,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
PARK IN-LIEU FEES FUND
Salary & Benefits - 34,589 34,589 - - - - - 34,589
Materials & Supplies - 1,047 1,047 - - - - - 1,047
Construction Expenses - 14,363 14,363 - - - - - 14,363
TOTAL EXPENDITURES - 50,000 50,000 - - - - - 50,000
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
PARK IN-LIEU FEES FUND
Beginning Balance - - - - - -
Revenues & T/I - 50,000 50,000 - - - - - 50,000
Expenditures & T/O - 50,000 50,000 - - - - - 50,000
Ending Balance - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
56
CITY OF SARATOGA
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15
FACILITY IMPROVEMENTS
57
CITY OF SARATOGA
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16
COMMUNITY CENTER
Project Name Community Center/Senior Center
Electrical Panel Upgrade
Project Number 9331-008
Department Facilities Project Manager Thomas Scott
Description This project funds the installation of a new, code-compliant main electrical panel with transfer
switches to service the Community Center/Senior Center building.
Location This project is located in the Senior Center maintenance closet.
Project
Background
The existing General Electric main switchboard (MSB) located in the Senior Center side of the
Community Center that serves both facilities is dated and is unable to meet the electricity
demands of the building. As a result, fuses are regularly overloaded during peak hours. When
completed, the new panel will meet the building’s energy and distribution demands. The
increase in capacity will also allow for the use of a portable emergency generator in the case of
a power outage and the potential installation of roof-mounted solar panels.
In FY 2016/17, $120,000 was allocated for this project from the CIP reserve.
The Saratoga Area Senior Coordinating Council (SASCC) is currently developing and raising
funds for a remodel of the Senior Center. The original assumption was for the upgrade to be
completed in concert with the Senior Center remodel. However, completing the panel upgrade
in advance of the Senior Center remodel will not conflict with that project’s timeline.
This project is complete and recommended to be closed.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$20,497 will be incorporated into the Fiscal Year 2018/19 operating budget.
58
CITY OF SARATOGA
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17
COMMUNITY CENTER
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase April 2018 Prepare plans and specification
Contract Award July 2018 Council awards contract
Estimated Construction Start September 2018 Construction project begins
Estimated Completion Date December 2018 Project completed
COMMUNITY CENTER/SENIOR CENTER ELECTRICAL PANEL UPGRADE 9331-008
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
Transfers In - General Fund 120,000 40,000 160,000 - - - - - 160,000
TOTAL REVENUES 120,000 40,000 160,000 - - - - - 160,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Construction Expenses 54,586 58,966 113,552 - - - - - 113,552
TOTAL EXPENDITURES 54,586 105,414 160,000 - - - - - 160,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - 65,414 - - - - - -
Revenues & T/I 120,000 40,000 160,000 - - - - - 160,000
Expenditures & T/O 54,586 105,414 160,000 - - - - - 160,000
ENDING FUND BALANCE 65,414 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
59
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
18
COMMUNITY CENTER
Project Name Community Center - MPR Stage
Renovation
Project Number
Department Recreation & Facilities Project Manager Thomas Scott
Description
Renovate the Community Center’s multipurpose room stage
Location This project is located at the Joan Pisani Community Center.
Project
Background
The current stage is approximately 20 feet by 50 feet, and about 28 inches high with a flat
drop-off front. The multipurpose room and stage is used on a consistent basis for exercise
classes, band concerts, weddings, presentation/award ceremonies, meetings, and similar
activities. Storage closets on the sides of the stage are used for supplies and equipment by
the ongoing Rotary Club and exercise class room rental organizations.
The stage is accessed on the side by steps which are narrow and not in conformity with current
code for stair tread and rise requirements. Stage access is a concern as there have been at
least two falls recently that are attributable to the configuration of the stairs. Additionally,
the lack of a ramp prevents stage access for individuals in a wheelchair or those with mobility
challenges.
This project was developed for the installation of steps along the entire front of the stage, to
create a safe and broadly accessible stairway, and to install a ramp on one side of the stage.
The adjoining storage units will need to be relocated and rebuilt to accommodate the ramp.
The other back stairway access will be rebuilt to code. It is anticipated the stage itself may
only need new flooring, that the structural elements will be salvageable.
This project is expected to be complete before the end of Fiscal Year 2018/19 and
recommended to be closed.
Operating
Budget
Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$12,249 will be incorporated into the Fiscal Year 2019/20 operating budget.
60
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19
COMMUNITY CENTER
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase July 2018 Prepare plans and specifications
Begin Bid Process September 2018 Solicit bids from qualified contractors
Contract Award November 2018 Council awards contract
Estimated Project Start Date December 2018 Construction begins
Estimated Completion Date January 2019 Construction ends
COMMUNITY CENTER MPR STAGE RENOVATION 9331-009
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
Transfers In - General Fund - 90,000 90,000 - - - - - 90,000
TOTAL REVENUES - 90,000 90,000 - - - - - 90,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Consultant/Contract Svs - 90,000 90,000 - - - - - 90,000
TOTAL EXPENDITURES - 90,000 90,000 - - - - - 90,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - - - - - - - -
Revenues & T/I - 90,000 90,000 - - - - - 90,000
Expenditures & T/O - 90,000 90,000 - - - - - 90,000
ENDING FUND BALANCE - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
61
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
20
ADMINISTRATIVE & TECHNOLOGY
PROJECTS
62
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21
INFORMATION TECHNOLOGY PROJECTS
Project Name City Intranet Project Project Number 9413-002
Department Administrative Services Project Manager Mary Furey
Description This project would develop an intranet to improve internal functions and communications.
Location The project is implemented at City Hall.
Project
Background
In 2016, the City contracted with CivicPlus to redesign the City’s website. The redesigned
website was launched in November 2017. In addition to the implementation of a new City
website, the project included development of an internal intranet site.
Currently, important documents, policies, templates, and basic information are placed on an
internally shared drive for staff use. However, these documents are sometimes duplicated with
different versions, outdated, or buried by the magnitude of departmental specific information
in the internally shared drive. Along with a structural change to implement separate
departmental drives for file sharing, the intranet would improve visibility and access to these
vital, internal citywide documents through a formally administered and maintained platform.
Additionally, the intranet will provide a one-stop access point to access web-based software,
training courses, payroll and HR forms and updates, internal surveys, newsletters, and citywide
staff communication, and possibly internal databases. An internal platform will help to ensure
current information is available and utilized on forms and documents, and that information is
both logically accessible and current, and disseminated in a consistent manner.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $1,664 will be
incorporated into the Fiscal Year 2019/20 operating budget.
63
CITY OF SARATOGA
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22
INFORMATION TECHNOLOGY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development January 2016 Define the scope of the website redesign and intranet
development with the contractor
Contract Award September 2016 City Council authorized contract
Project Start November 2016 Hold kick-off meeting with contractor to review current
design, view site examples, discuss desired outcomes and
collect information about navigational structure and design
of the website and intranet site
Website Completion November 2017 Website completed and launched
Intranet Completion December 2019 Intranet complete
CITY WEBSITE & INTRANET PROJECT 9413-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 75,000 - 75,000 - - - - - 75,000
Transfers In - Other CIP 15,000 - 15,000 - - - - - 15,000
TOTAL REVENUES 90,000 - 90,000 - - - - - 90,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 73,051 16,949 90,000 - - - - - 90,000
TOTAL EXPENDITURES 73,051 16,949 90,000 - - - - - 90,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 16,949 - - - - - -
Revenues & T/I 90,000 - 90,000 - - - - - 90,000
Expenditures & T/O 73,051 16,949 90,000 - - - - - 90,000
ENDING FUND BALANCE 16,949 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
64
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
23
INFORMATION TECHNOLOGY PROJECTS
Project Name TRAKiT Software and LandTRAK
Database Update
Project Number 9415-002
Department Administrative Services Project Manager Leo Salindong
Description This project updates the Community Development department’s software system and database
information to increase functionality, promote transparency, and maintain up-to-date land
information.
Location The updates to TRAKiT software, LandTRAK database will be implemented for use in the
Community Development Department at City Hall.
Project
Background
The City of Saratoga has utilized TRAKiT Software to administer planning applications, building
permits, land use entitlements, business licenses, encroachment permits and code enforcement
violations since 2007. With the changes in technology, rise in web-based applications, and
ongoing changes in property ownership, the current software system and database have been
receiving updates in a phased approach.
The TRAKiT software and LandTRAK database were updated to eTRAKiT 3 to bring added
functionality to customers and improve system information. This update allowed community
members to view building permits and project status, limited business license information, and
code violations on either their own or other’s property. The LandTRAK database upgrade
allowed for a connection between the City’s database system and the County Assessor’s office
database to maintain property updates on a continuous basis. The most recent update also
included a payment plugin to allow residents to submit an online application and payment for
certain permits.
A transfer from the Community Development Reserve in the General Fund funds this project.
This project is complete and recommended to be closed.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $2,516 will be
incorporated into the Fiscal Year 2019/20 operating budget.
65
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24
INFORMATION TECHNOLOGY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development May 2015 Prepare plans and specifications
Contract Award October 2015 Vendor is selected
Project Start January 2016 TRAKit upgrade project starts
Phase I Completion August 2016 eTRAKiT upgrade completion
Phase II Completion December 2016 LandTRAK update completion
Project Completed December 2018 Project Completed
TRAK-IT SOFTWARE AND LANDTRAK DATABASE UPDATE 9415-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 60,000 - 60,000 - - - - - 60,000
TOTAL REVENUES 60,000 - 60,000 - - - - - 60,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 32,617 27,383 60,000 - - - - - 60,000
Project Equip & Fixtures - - - - - - - - -
Construction Expenses - - - - - - - - -
Reimbursable Expenses - - - - - - - - -
Transfers Out - - - - - - - - -
TOTAL EXPENDITURES 32,617 27,383 60,000 - - - - - 60,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 27,383 - - - - - -
Revenues & T/I 60,000 - 60,000 - - - - - 60,000
Expenditures & T/O 32,617 27,383 60,000 - - - - - 60,000
ENDING FUND BALANCE 27,383 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
66
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
25
DEVELOPMENT IMPROVEMENT PROJECTS
Project Name Village Visioning Project Number 9452-003
Department Community Development Project Manager Debbie Pedro
Description
This project funds an update to the Village Specific Plan and related documents including
design guidelines and parking districts.
Location This project will focus efforts on Saratoga Village either on, or visible from, Big Basin Way.
Project
Background
The Village Specific Plan, adopted in 1988, was developed to recognize and preserve the
special assets and potential of the City’s downtown core business district. Twenty-seven
years has passed since the community helped develop the policy program that served as the
foundation for the Specific Plan. The process to update the Specific Plan and supporting
documents is expected to follow three phases; (1) Stakeholder and community outreach to
re-affirm or establish a vision and guiding principles, (2) Update the Specific Plan based on
the input from the outreach effort, (3) Update supporting documents such as the design
guidelines and parking districts based on the goals and polices in the updated Specific Plan.
The current goals of the Saratoga Village Specific Plan are:
1. Preserving and enhancing the small-scale, pedestrian character of the Village to
make the area more inviting to potential shoppers and diners;
2. Preserving and enhancing the architectural and landscape character of the area;
3. Improving parking and circulation;
4. Encouraging a traditional town center mix of specialty shops, restaurants,
convenience shops, services and residences; and
5. Conserving historic structures.
Goals to be considered in the update process could include, but are not limited to:
“Establishing gathering places for people to dine and socialize to help build a sense of
community” and “Encouraging alternative modes of transportation such as walking and
biking to promote a healthier lifestyle.”
The project will be completed in Fiscal Year 2018/19 and recommended to be closed.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $2,460 will be
incorporated into the Fiscal Year 2019/20 operating budget.
67
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26
DEVELOPMENT IMPROVEMENT PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development August 2015 Specific plan updates determined by Council
Contract Award September 2015 City Council awards contract
Planning Commission
Review
June 2017 Draft update reviewed by Planning Commission
City Council Review August 2017 Revised draft update reviewed by Council
Project complete March 2019 Finalize Specific Plan Update
VILLAGE VISIONING 9452-003
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 100,000 - 100,000 - - - - - 100,000
Transfers In - Other CIP 52,394 - 52,394 - - - - - 52,394
TOTAL REVENUES 152,394 - 152,394 - - - - - 152,394
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Salary & Benefits 21,232 - 21,232 - - - - - 21,232
Materials & Supplies 306 - 306 - - - - - 306
Consultant/Contract Svs 50,698 46,420 97,118 - - - - - 97,118
TOTAL EXPENDITURES 72,236 80,158 152,394 - - - - - 152,394
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 80,158 - - - - - -
Revenues & T/I 152,394 - 152,394 - - - - - 152,394
Expenditures & T/O 72,236 80,158 152,394 - - - - - 152,394
ENDING FUND BALANCE 80,158 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
68
2/1/2019
FY 2019/20 CIP Funding CIP ‐ Reserve Park In‐lieu
Risk
Management
Total Remaining Discretionary CIP Reserves 2,814,134 6,064 39,412
Less: Annual CIP Priority Projects
Roadway Safety & Traffic Calming (50,000)
Infrastructure Maintenance and Repairs (200,000)
Annual Retaining Wall Maint & Repairs (200,000)
Park, Trail, Grounds, and Medians R&R (100,000)
Risk Management Mitigation Project (50,000) 50,000
Total CIP Priority Requests (600,000) ‐ 50,000
Discretionary CIP Funding After Priority Projects 2,214,134 6,064 89,412
Plus: Project Closures
Big Basin Way Turnaround 60,113
Long Term Trash Plan Capture Devices 17,000
Joe's Trail at Saratoga De Anza 33,997
Electrical Panel Upgrade 46,448
Village Visioning 33,738
Total Project Closures 191,296 ‐ ‐
Remaining Discretionary CIP Funding 2,405,430 6,064 89,412
Nominated Projects
Automatic License Plate Reader Nominated (350,000)
Park & Trails Master Plan Nominated (100,000)
Preschool Turf Conversion Nominated (60,000)
Restroom & Shower Trailer Nominated (60,000)
Fire Protection Systems Update Nominated (3,110,000)
Community Center Improvement Program Nominated (185,000)
Total Nominated Projects (3,865,000) ‐ ‐
Additional Funding Requests
Roadway Safety & Traffic Calming Additional (25,000)
Citywide Signal Upgrade Project ‐ Phase II Additional (100,000)
Infrastructure Maintenance and Repairs Additional (50,000)
Village Sidewalk & Pedestrian Enhance‐P2 Additional (50,000)
Quito Road Sidewalk Improvements Additional (108,000)
Park & Trail Safety Improvements Additional (40,000)
Guava Ct/Fredericksburg Entrance Additional (1,290,000)
Saratoga Village to Quarry Park Walkway Additional (225,000)
Saratoga‐to‐the‐Sea Trail Additional (1,127,353)
CDD Lobby Remodel Additional (165,000)
Bocce Ball Court Additional (38,936) (6,064)
Total Additional Funding Requests (3,219,289) (6,064) ‐
Total Discretionary Funding Requests: (7,084,289) (6,064) ‐
Discretionary CIP Funding (4,678,859) ‐ 89,412
PRELIMINARY CIP OVERVIEW PENDING PRIORITIZATION
FY 2019/2020
69
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
1
PROJECTS WITH
ADDITIONAL FUNDING REQUESTS
NARRATIVES
70
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
2
Project
Title Request
Funding
Request
1 Roadway Safety & Traffic Calming Staff recommends an additional $25,000 annually to work through traffic safety
project backlog, which includes a number of more costly/complicated projects.
25,000
2 Citywide Signal Upgrade Project - Phase II Staff recommends an increase in project funding due to updated project estimates. 100,000
3 Infrastructure Maintenance and Repairs Staff recommends an additional $50,000 annually to cover costs associated with
repairing and maintaining asphalt pathways.
50,000
4 Village Sidewalk & Pedestrian Enhance-P2 Staff recommends an additional $50,000 to finish remaining sidewalk repairs and
run conduit to street lights near Blaney Plaza.
50,000
5 Quito Road Sidewalk Improvements Staff recommends an additional $108,000 to complete remaining design work. 108,000
25,000$
6 Park & Trail Safety Improvements Staff recommends an additional $40,000 to complete additional erosion control
and installation of stairs on Parker Ranch Trail.
40,000
7 Guava Ct/Fredericksburg Entrance Staff recommends an additional $1,290,000 to construct the crossing and railroad
crossing mitigation work.
1,290,000
8 Saratoga Village to Quarry Park Walkway Staff recommends an additional $225,000 to be used as a matching contribution
for a possible grant to construct the walkway.
225,000
9 Saratoga-to-the-Sea Trail Staff recommends an additional $1,127,353 to begin construction work. 1,127,353
2,682,353$
10 CDD Lobby Remodel This project will remodel the lobby area of the Community Development and
Public Works/Engineering building. Staff is requesting additional funds ($165,000)
to complete the project.
165,000
165,000$
2,872,353$
TOTAL PARKS AND TRAILS REQUESTS
PROPOSED CIP PROGRAM ADDITIONAL FUNDING REQUEST LIST
FY 2019/2020
STREET IMPROVEMENT PROJECTS
TOTAL STREET REQUESTS
PARK & TRAIL IMPROVEMENT PROJECTS
TOTAL ADDITIONAL FUNDING REQUESTS
FACILITY IMPROVEMENT PROJECTS
TOTAL FACILITY REQUESTS
71
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
3
STREET IMPROVEMENT PROJECTS
72
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
4
ROADWAY SAFETY PROJECTS
Project Name Roadway Safety & Traffic Calming Project Number 9121-001
Department Public Works Project Manager Mainini Cabute
Description In conjunction with the Traffic Safety Commission (TSC), this project funds safety and traffic
calming improvements.
Location This is a Citywide project.
Project
Background
This project is one of several priority projects identified by the City Council that receives an
annual transfer of $50,000 of City funds to make roads safer and address traffic concerns. The
Traffic Safety Commission (TSC) and staff meet on a bi-monthly basis to review and assess
traffic safety matters throughout the City. As part of this review, the TSC periodically
recommends improvements to improve safety and/or calm traffic.
Most improvements are small and fall within the scope of the operating budget. Occasionally,
more costly remediation is warranted, and roadway safety and traffic calming funds are used.
Examples include speed humps, radar signs, median chokers, bulb-outs, and enhanced
crosswalks. Additionally, the TSC reviews the Unfunded CIP traffic projects each year and
prioritizes according to safety and proximity to schools.
Projects completed in Fiscal Year 2018/19 include roadway markings on Casa Blanca Lane at La
Paz Way, Brookglen Drive, Mendelsohn Lane, Melinda Circle at Kristy Lane, Old Oak Way,
Saratoga Avenue at Fruitvale Avenue, Sea Gull Way, De Sanka Avenue, Knollwood Drive, Goleta
Avenue, and Walnut Avenue. Additionally, speed tables were installed on Allendale Avenue, a
4-way stop was placed at Big Basin Way and 4th Street, and rapid flashing beacon crosswalks
were installed at Quito Road at McCoy Avenue, Herriman Avenue at Lexington Court, and Cox
Avenue at Cumberland Drive.
Staff is recommending allocating an additional $25,000 per year to work through a growing
backlog of projects, which includes several higher cost projects.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $9,212 will be incorporated into the Fiscal Year 2019/20 operating budget.
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5
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Begin Bid Process Ongoing Invite contractors to bid on the project
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Project is completed
ROADWAY SAFETY & TRAFFIC CALMING 9121-001
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Project Reimbursements 850 - 850 - - - - - 850
Transfers In - General Fund 641,355 50,000 691,355 50,000 50,000 50,000 50,000 50,000 941,355
Transfers In - Other CIP - - - - - - - - -
TOTAL 642,205 50,000 692,205 50,000 50,000 50,000 50,000 50,000 942,205
TOTAL REVENUES 642,205 50,000 692,205 50,000 50,000 50,000 50,000 50,000 942,205
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Salary & Benefits - - - - - - - - -
Site Acquisition & Prep - - - - - - - - -
Materials & Supplies 64,837 - 64,837 - - - - - 64,837
Fees & Expenses 310 - 310 - - - - - 310
Consultant/Contract Svs 149,092 24,500 173,592 - - - - - 173,592
Project Equip & Fixtures - - - - - - - - -
Construction Expenses 317,561 135,905 453,465 50,000 50,000 50,000 50,000 50,000 703,465
Reimbursable Expenses - - - - - - - - -
Transfers Out - - - - - - - - -
TOTAL 531,800 160,405 692,205 50,000 50,000 50,000 50,000 50,000 942,205
TOTAL EXPENDITURES 531,800 160,405 692,205 50,000 50,000 50,000 50,000 50,000 942,205
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 110,404 - - - - - -
Revenues & T/I 642,205 50,000 692,205 50,000 50,000 50,000 50,000 50,000 942,205
Expenditures & T/O 531,800 160,405 692,205 50,000 50,000 50,000 50,000 50,000 942,205
Ending Balance 110,404 - - - - - - - -
TOTAL BALANCE 110,404 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
74
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
6
ROADWAY SAFETY PROJECTS
Project Name Citywide Signal Upgrade Project - Phase II Project Number 9122-007
Department Public Works Project Manager Macedonio Nunez
Description This project continues the development of a citywide smart signal upgrade project.
Location This is a Citywide project.
Project
Background
This project continues City efforts to develop an interconnected traffic signal system that
allows real-time monitoring and control of all traffic signals in the City from a cloud-based
system. In the first phase, funded through a Regional Signal Timing Program (RSTP) grant from
VTA, the City developed updated signal coordination plans during the morning, afternoon, and
evening periods for the signalized intersections in the City of Saratoga, and installed updated
signal hardware and software.
The second phase will include improvements to all 15 signalized intersections managed by the
City that will allow the City to monitor the intersections via cloud-based software in real time.
The system will also immediately notify the City when issues are detected, such as an outage.
Currently, errors are only detected when observed and reported by the public or staff in the
field. Consequently, the notification system will enable more proactive maintenance repairs.
The second phase will also include a traffic signal adaptive system for the 6 signalized
intersections on Saratoga Avenue, the City’s most traveled street. This system will allow the
signals on Saratoga Avenue to adapt to traffic conditions and adjust signal phasing in real time
to improve traffic flow.
While this project will only be implemented at signals that are managed by the City, the project
will allow for future integration with other signals in the area that are managed by other
agencies, such as the signals at the State Route 85 and Saratoga Avenue intersection managed
by Caltrans.
A $400,000 VTA grant and a $100,000 transfer from other CIP projects fund this project. An
additional $100,000 is requested in Fiscal Year 2019/20.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $13,244
will be incorporated into the Fiscal Year 2019/20 operating budget. The new system will reduce
call-out expenses for traffic signal maintenance costs, as staff will be able to manage signal-
timing changes.
75
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
7
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase February 2019 Prepare plans and specification
Begin Bid Process July 2019 Council authorizes bidding the project
Contract Awarded August 2019 Council approves vendor
Estimated Construction Start August 2019 Construction project begins
Estimated Completion Date October 2019 Project is completed
CITYWIDE SIGNAL UPGRADE PROJECT PHASE II 9122-007
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
GRANT FUNDS
VTA - Local Grant - 400,000 400,000 - - - - - 400,000
TOTAL - 400,000 400,000 - - - - - 400,000
GAS TAX FUND
Transfers In 100,000 - 100,000 - - - - - 100,000
TOTAL 100,000 - 100,000 - - - - - 100,000
TOTAL REVENUES 100,000 400,000 500,000 - - - - - 500,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
GRANT FUND EXP
Consultant/Contract Svs 965 4,000 4,965 - - - - - 4,965
Construction Expenses - 394,035 394,035 1,000 - - - - 395,035
TOTAL 965 398,035 399,000 1,000 - - - - 400,000
GAS TAX EXP
Consultant/Contract Svs 241 1,000 1,241 - - - - - 1,241
Construction Expenses - - - 98,759 - - - - 98,759
TOTAL 241 1,000 1,241 98,759 - - - - 100,000
TOTAL EXPENDITURES 1,207 399,035 400,241 99,759 - - - - 500,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP GRANT FUND
Beginning Balance (965) 1,000 - - - - -
Revenues & T/I - 400,000 400,000 - - - - - 400,000
Expenditures & T/O 965 398,035 399,000 1,000 - - - - 400,000
Ending Balance (965) 1,000 1,000 - - - - - -
GAS TAX FUND
Beginning Balance 99,759 98,759 - - - - -
Revenues & T/I 100,000 - 100,000 - - - - - 100,000
Expenditures & T/O 241 1,000 1,241 98,759 - - - - 100,000
Ending Balance 99,759 98,759 98,759 - - - - - -
TOTAL BALANCE 98,793 99,759 99,759 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
76
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
8
SIDEWALKS, CURBS & STORM DRAINS
Project Name Village Sidewalk & Pedestrian
Enhancements Phase II – Const
Project Number 9142-011
Department Public Works Project Manager Macedonio Nunez
Description This project funds the second phase of sidewalk and pedestrian safety improvement
construction in the Village.
Location This project is located on Big Basin Way between Highway 9 and 6th Street.
Project
Background
The Village is the historical downtown center of Saratoga and is the main corridor for local retail
and professional offices. Businesses found along this road include restaurants, salons, galleries,
bakeries, coffee shops, office space, and more. As a shopping and dining destination, there is a
good deal of pedestrian traffic as shoppers and diners enjoy the Village’s ambiance.
In 2008, the City entered into a contract with Gates and Associates to design improvements to
the Village that would increase pedestrian safety and the beauty of the City’s downtown area.
The design included pedestrian bulb-outs and enhanced crosswalks that will make pedestrians
more visible to drivers. Plans also included additional landscaping, benches, and bike racks.
Following the award of contract with Gates and Associates for design work, the City held two
community meetings to explain the purpose of the project and seek public input on the design
of the sidewalk and pedestrian improvements. A conceptual design was presented to the City
Council in April 2009.
Phase I of construction began in June 2010. Phase II focused on the area near Blaney Plaza. The
renovation of Blaney Plaza included, enhanced crosswalks, sidewalk and safety improvements,
and additional parking. Improvements to the sidewalk on Spur Road across from Blaney Plaza
are being considered. The improved enhancements to pedestrian safety and appearance of the
Saratoga Village may make it a more popular retail and dining destination.
A $776,000 Federal Congestion Mitigation and Air Quality (CMAQ) grant and $345,115 from
other CIP projects funded this project.
Staff is requesting an additional $50,000 for the project to complete remaining sidewalk and
lighting improvements near Blaney Plaza.
Operating
Budget
Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $1,424 will be incorporated into the Fiscal Year 2018/19 operating budget.
77
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
9
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase May 2011 Prepare plans and specifications
Design Approval February 2012 Council approves plans
Begin Bid Process April 2013 Council authorizes bidding the project
Contract Award August 2013 Council awards contract
Estimated Construction Start May 2014 Construction project begins
Estimated Completion Date September 2019 Project is completed
VILLAGE SIDEWALK & PEDESTRIAN ENHANCEMENTS PHASE II – CONSTRUCTION 9142-011
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 345,115 - 345,115 - - - - - 345,115
TOTAL 345,115 - 345,115 - - - - - 345,115
GRANT FUNDS
Federal - CMAQ via DOT 776,100 - 776,100 - - - - - 776,100
TOTAL 776,100 - 776,100 - - - - - 776,100
TOTAL REVENUES 1,121,215 - 1,121,215 - - - - - 1,121,215
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Materials & Supplies 3,505 - 3,505 - - - - - 3,505
Fees & Expenses 2,484 - 2,484 - - - - - 2,484
Consultant/Contract Svs 5,824 - 5,824 - - - - - 5,824
Construction Expenses 224,937 - 224,937 75,866 - - - - 300,803
Transfers Out 32,500 - 32,500 - - - - - 32,500
TOTAL 269,249 - 269,249 75,866 - - - - 345,115
GRANT FUND EXP
Materials & Supplies 6,837 - 6,837 - - - - - 6,837
Fees & Expenses 610 - 610 - - - - - 610
Consultant/Contract Svs 13,261 - 13,261 - - - - - 13,261
Construction Expenses 753,844 - 753,844 - - - - - 753,844
Reimbursable Expenses 1,549 - 1,549 - - - - - 1,549
TOTAL 776,100 - 776,100 - - - - - 776,100
TOTAL EXPENDITURES 1,045,349 - 1,045,349 75,866 - - - - 1,121,215
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 75,866 75,866 - - - - -
Revenues & T/I 345,115 - 345,115 - - - - - 345,115
Expenditures & T/O 269,249 - 269,249 75,866 - - - - 345,115
Ending Balance 75,866 75,866 75,866 - - - - - -
CIP GRANT FUND
Beginning Balance - - - - - - -
Revenues & T/I 776,100 - 776,100 - - - - - 776,100
Expenditures & T/O 776,100 - 776,100 - - - - - 776,100
Ending Balance - - - - - - - - -
TOTAL BALANCE 75,866 75,866 75,866 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
78
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
10
SIDEWALKS, CURBS & STORM DRAINS
Project Name Annual Infrastructure Maintenance and
Repairs
Project Number 9141-005
Department Public Works Project Manager Rick Torres
Description This project funds infrastructure maintenance related to sidewalks, curbs and gutters, storm
drains, and bridges.
Location This is a Citywide project.
Project
Background
This project is one of capital projects that the City council has designated as a priority for
capital funding, as it helps preserve and maintain critical City infrastructure on an ongoing
basis. A total of $200,000 is allocated to the project each year, as funding permits.
Sidewalks: There are approximately 17 linear miles of sidewalk in Saratoga. Sidewalk repairs
ensure that the City’s sidewalks are maintained in good condition, minimizing tripping hazards,
reducing liability risk, and preventing larger and more costly improvement projects in the
future. Approximately 35,000 square feet of sidewalk is repaired each year. In Fiscal Year
2019/20, maintenance of asphalt pathways was moved from Pavement Management Program
to the Annual Infrastructure Maintenance and Repairs project.
Curbs and Gutters: Ongoing repairs to curbs and gutters prevent flooding through improved
water runoff. Additionally, well maintained curbs and gutters improve pedestrian and bicycle
safety by reducing tripping hazards. Damage to curbs and gutters is most frequently caused by
tree roots or impact from a heavy vehicle.
Storm drains: Storm drains are inspected to identify failures, or potential failures. Sections of
storm drains that have failed, which often results in flooding, are either replaced or repaired.
Bridges: Each year Caltrans inspects all bridges in the state, including locally owned bridges,
provides repair recommendations, determines the safe load capacity of all bridges, and assists
in specifications and estimates for bridge maintenance projects.
An additional $50,000 is requested per year to cover costs associated with maintenance of
asphalt pathways.
Operating
Budget Impacts
Engineering, administrative and maintenance staff costs for project oversight and
implementation of $16,358 will be incorporated into the Fiscal Year 2019/20 operating budget.
79
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
11
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Begin Bid Phase Ongoing Solicit bids from qualified contractors
Contract Award Ongoing Award contract for construction
Estimated Construction Start Ongoing Begin construction
Estimated Completion Date Ongoing Construction complete
ANNUAL INFRASTRUCTURE MAINTENANCE AND REPAIRS 9141-005
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 488,517 200,000 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
TOTAL 488,517 200,000 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
TOTAL REVENUES 488,517 200,000 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Materials & Supplies 4,629 - 4,629 - - - - - 4,629
Fees & Expenses 2,073 - 2,073 - - - - - 2,073
Construction Expenses 417,536 264,280 681,816 200,000 200,000 200,000 200,000 200,000 1,681,816
TOTAL 424,237 264,280 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
TOTAL EXPENDITURES 424,237 264,280 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 64,280 - - - - - -
Revenues & T/I 488,517 200,000 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
Expenditures & T/O 424,237 264,280 688,517 200,000 200,000 200,000 200,000 200,000 1,688,517
Ending Balance 64,280 - - - - - - - -
TOTAL BALANCE 64,280 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
80
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
12
SIDEWALKS, CURBS & STORM DRAINS
Project Name Quito Road Sidewalk Improvements -
Design
Project Number 9142-020
Department Public Works Project Manager Emma Burkhalter
Description This project will fund the design phase of sidewalk improvements on Quito Road.
Location This project is located on Quito Road between State Route 85 and Allendale Avenue.
Project
Background
Quito Road travels from Lawrence Expressway to Highway 9. The road serves as a connection
to several local schools in Saratoga and nearby cities. Currently, there are sections of sidewalk
along the east side of Quito. However, the street lacks a continuous stretch of sidewalk.
In 2015 and 2016, the Traffic Safety Commission (TSC) received numerous complaints from
residents who felt unsafe walking along Quito Road. Subsequently, the TSC assessed Quito Road
and recommended filling sidewalk gaps. The project will include the design of new segments
of sidewalk on Quito Road and reconstruction of existing facilities to improve pedestrian safety
and access in the area.
A $50,000 allocation from the CIP reserve initially funded the design phase of this project. This
funding covered costs associated with initial planning, including topographical work of the
stretch of Quito Road from State Route 85 to Allendale Avenue. An additional $108,000 is
needed to prepare and complete design work for this project.
Construction of the project is currently unfunded and estimated a $500,000.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $534
will be incorporated into the Fiscal Year 2019/20 operating budget.
81
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
13
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase July 2018 Begin initial design phase, including topographical work
End Design Phase April 2020 Complete design phase
QUITO ROAD SIDEWALK IMPROVEMENTS 9142-020
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 50,000 - 50,000 - - - - - 50,000
TOTAL REVENUES 50,000 - 50,000 - - - - - 50,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Consultant/Contract Svs 1,350 6,630 7,980 - - - - - 7,980
Construction Expenses - - - 42,020 - - - - 42,020
TOTAL EXPENDITURES 1,350 6,630 7,980 42,020 - - - - 50,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 48,650 42,020 - - - - -
Revenues & T/I 50,000 - 50,000 - - - - - 50,000
Expenditures & T/O 1,350 6,630 7,980 42,020 - - - - 50,000
Ending Balance 48,650 42,020 42,020 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
82
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
14
PARKS & TRAILS PROJECTS
83
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
15
CITYWIDE PROJECTS
Project Name Park & Trail Safety Improvements Project Number 9211-010
Department Public Works Project Manager Kevin Meek
Description This project would make improvements at several City parks and at Parker Ranch Trail.
Location This project will be located at Brookglen Park, Foothill Park, Azule Park, Congress Springs Park,
and Parker Ranch Trail.
Project
Background
This project will add new security lighting at Azule Park, new fences at Brookglen Park, Foothill
Park, and Congress Springs Park, and a new set of stairs and bollards at Parker Ranch Trail.
Solar powered lighting at Azule Park will be located near the playground. The lighting is
intended to discourage after hours loitering in the park.
The new fencing at Brookglen, Foothill, and Congress Springs will be strategically located to
provide additional security at each of the parks by creating barriers between the park users and
vehicle traffic. The fences prevent children or objects from entering roadway that border the
parks. Proposed fences include split-rail fencing at the front of Brookglen and Foothill Parks
and a 3 to 4 foot black chain-link fence at Congress Springs Park near the baseball warm-up
area.
Additionally, the project will include installation of a new stairway and bollards at Parker Ranch
in a section where the trail grade has become very steep due to water erosion and high use.
Improvements will make the trail easier and safer for hikers to use.
Staff is recommending allocating an additional $40,000 to the project to complete additional
erosion control work on the Parker Ranch trail, as well as install more stairs on steeper
sections of the trail. If additional funds are provided, the project will be complete December
2019. If no additional funds are provided, the project is scheduled to be complete in June
2019.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $3,217 will be incorporated into the Fiscal Year 2019/20 operating budget.
This project may have operational impacts as fencing and lighting may require ongoing
maintenance, but may also reduce damage to turf resulting from vehicles driving through parks.
84
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
16
CITYWIDE PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Estimated Construction Start November 2018 Begin Work
Estimated Completion Date December 2019 Work Complete
PARK & TRAIL SAFETY IMPROVEMENTS 9211-010
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
PARK IN-LIEU FEES FUND
Park in Lieu Fees - - - - - - - - -
Transfers In - Other CIP - 43,000 43,000 - - - - - 43,000
TOTAL REVENUES - 43,000 43,000 - - - - - 43,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
PARK IN-LIEU FEES FUND
Construction Expenses - 43,000 43,000 - - - - - 43,000
TOTAL EXPENDITURES - 43,000 43,000 - - - - - 43,000
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
PARK IN-LIEU FEES FUND
Beginning Balance - - - - - -
Revenues & T/I - 43,000 43,000 - - - - - 43,000
Expenditures & T/O - 43,000 43,000 - - - - - 43,000
Ending Balance - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
85
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
17
TRAIL PROJECTS
Project Name Guava Ct/Fredericksburg Crossing &
Mitigation
Project Number 9274-002
Department Public Works Project Manager Mainini Cabute
Description This project funds the removal of the Guava Court barrier allowing access from Guava Court to
Fredericksburg Drive (Access) near Joe’s Trail.
Location This project is located at Guava Court near Fredericksburg Access at Joe’s Trail.
Project
Background
In 2007, the pedestrian crossings connecting Fredericksburg Drive and Guava Court were declared unsafe
by the California Public Utilities Commission (CPUC) and were consequently closed. Since that time, the
City of Saratoga has developed Joe’s Trail at Saratoga De Anza. In September 2012, residents living near
the Fredericksburg and Guava Court access points expressed interest in reopening the crossing. After
making improvements to resolve safety issues cited by the CPUC, the City reopened the Fredericksburg
entrance to connect to Joe’s Trail. The Guava Court entrance on the other side of the railroad tracks was
not reopened, as it requires an easement as well as pathway and safety improvements. Neighbors believe
that reopening the access point at Guava Court would eliminate the need to travel along an arterial street
and thereby provide a safer option for pedestrian and bicyclists. Additionally, re-opening the entrance
would provide a pathway to connect the Fredericksburg Drive neighborhood with Blue Hills Elementary
School.
The City reached out to Union Pacific Railroad (UPRR) and CPUC to start the process of reopening the
Guava Court access. After working with the Union Pacific Railroad and California Public Utility
Commission, the City submitted a formal application to CPUC to open a pedestrian/ bicycle crossing in
April 2017. In June, the City received a response from CPUC indicating that our application to open the
crossing met the CPUC requirements the application would be reviewed by an Administrative Law Judge
with the review period expected to last 18 months. During the review period, the CPUC changed informed
the City that there was a change in Administrative Law Judge and in October 2018 the City was informed
that the CPUC extended the review period for an additional four months. The City anticipates a decision
in March 2019.
The estimated project cost is $1.5 million including design ($227,000), construction ($1,190,000) and
citywide railroad crossing mitigation improvements required by Union Pacific Railroad ($262,000). Staff is
recommending that an additional $1,290,000 be allocated to the project in Fiscal Year 2019/20 to begin
construction on the opening and begin railroad mitigation, with allocation $162,000 in FY 2020/21 for
remaining railroad mitigation.
Funding comes from a $170,880 transfer from the CIP Reserve to complete the design and environmental
phase of this project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $4,350 will be
incorporated into the Fiscal Year 2019/20 operating budget. 86
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
18
TRAIL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase February 2018 Prepare 90% plans
Complete Design August 2018 Complete 90% plans
Begin Bid Process TBD Solicit bids from qualified contractors
Contract Award TBD Award contract for construction
Estimated Construction Start TBD Begin construction
Estimated Completion Date TBD Construction complete
GUAVA CT/FREDERICKSBURG ENTRANCE 9274-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Transfers In - General Fund 170,880 - 170,880 - - - - - 170,880
Transfers In - Other CIP - - - - - - - - -
TOTAL 170,880 - 170,880 - - - - - 170,880
TOTAL REVENUES 170,880 - 170,880 - - - - - 170,880
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Consultant/Contract Svs 71,462 98,971 170,432 - - - - - 170,432
Construction Expenses - - - 448 - - - - 448
TOTAL 71,462 98,971 170,432 448 - - - - 170,880
TOTAL EXPENDITURES 71,462 98,971 170,432 448 - - - - 170,880
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 99,418 448 - - - -
Revenues & T/I 170,880 - 170,880 - - - - - 170,880
Expenditures & T/O 71,462 98,971 170,432 448 - - - - 170,880
Ending Balance 99,418 448 448 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
87
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
19
TRAIL PROJECTS
Project Name Saratoga Village to Quarry Park Walkway Project Number 9277-004
Department Public Works Project Manager John Cherbone
Description This project would fund the design, environmental review and construction of a walkway from
Saratoga Village to Hakone Gardens and Quarry Park.
Location This project is located on Big Basin Way/Congress Springs Road between the Village and
Hakone Gardens.
Project
Background
When complete, this project will result in construction of a walkway from Saratoga Village, past
Hakone Gardens, to Quarry Park. The project will be implemented over several phases. Phase I
of the project will begin with a pathway between the Village and Hakone Gardens, phase II will
extend the walkway to the Quarry Park East Entrance, and the third and final stage will continue
the trail to the Quarry Park Main Entrance. Currently, only the design of phase 1 is funded.
Developing a pedestrian connection from the Village to Hakone Gardens and Quarry Park will
enhance and enliven Saratoga Village, as the project would help to bring foot traffic to the
Village, Hakone Gardens and Quarry Park. Additionally, the project will provide a safer path of
travel for pedestrians who are currently walking along the highway when the parking lot at
Hakone Gardens is full.
The path will also serve as a critical starting point for the Saratoga-to-Sea Trail that is part of
the Santa Clara County Trail Master Plan. The Saratoga-to-Sea Trail is to begin in Saratoga
Village, travel up to Hakone Gardens and Quarry Park, through the existing Sanborn-Skyline and
Skyline-to-the-Sea trail systems to the Pacific Ocean.
In Fiscal Year 2016/17, $50,000 was allocated from the CIP reserve and Fiscal Year 2017/18
Council authorized an additional allocation of $100,000 from Park Development fees to fund
the design of phase I of this project. Construction costs for phase I are estimated at $1.5M. Staff
is recommending an allocation of $225,000 towards construction in 2019/20 to serve as the
City’s matching contribution, should grant funding become available.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $4,722
will be incorporated into the Fiscal Year 2019/20 operating budget.
88
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
20
TRAIL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Design March 2019 Begin design and environmental review for Phase I
Design Complete July 2019 Complete design and environmental review for Phase I
Phase I Construction TBD Saratoga Village to Hakone Gardens
Phase II Construction TBD Hakone Gardens to eastern bridge
Phase III Construction TBD Eastern bridge to main entrance
Project Complete TBD Project construction for all phases complete
SARATOGA VILLAGE TO QUARRY PARK WALKWAY 9277-004
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Transfers In - General Fund 50,000 - 50,000 - - - - - 50,000
TOTAL 50,000 - 50,000 - - - - - 50,000
PARK IN-LIEU FEES FUND
Transfers In - Other CIP 100,000 - 100,000 - - - - - 100,000
TOTAL 100,000 - 100,000 - - - - - 100,000
TOTAL REVENUES 150,000 - 150,000 - - - - - 150,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Consultant/Contract Svs 17,000 - 17,000 - - - - - 17,000
Construction Expenses - - - 33,000 - - - - 33,000
TOTAL 17,000 - 17,000 33,000 - - - - 50,000
PARK IN-LIEU FEES FUND
Consultant/Contract Svs 11,311 88,689 100,000 - - - - - 100,000
TOTAL 11,311 88,689 100,000 - - - - - 100,000
TOTAL EXPENDITURES 28,311 88,689 117,000 33,000 - - - - 150,000
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 33,000 33,000 - - - -
Revenues & T/I 50,000 - 50,000 - - - - - 50,000
Expenditures & T/O 17,000 - 17,000 33,000 - - - - 50,000
Ending Balance 33,000 33,000 33,000 - - - - - -
PARK IN-LIEU FEES FUND
Beginning Balance 88,689 - - - - -
Revenues & T/I 100,000 - 100,000 - - - - - 100,000
Expenditures & T/O 11,311 88,689 100,000 - - - - - 100,000
Ending Balance 88,689 - - - - - - - -
TOTAL BALANCE 121,689 33,000 33,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
89
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
21
TRAIL PROJECTS
Project Name Saratoga-to-the-Sea Trail Project Number 9278-001
Department Public Works Project Manager John Cherbone
Description This project funds the design, environmental review and construction of a trail connecting
Quarry Park to Sanborn Park and the Skyline-to-the-Sea Trail including improvements to the 0.5
mile long trail segment in Quarry Park that will connect to the future Saratoga-to-the-Sea Trail.
Location This project begins at the southern property line of Quarry Park and ends at Sanborn Park.
Project
Background
Quarry Park opened on October 31, 2015 through the dedicated efforts of the City, Mid-
Peninsula Regional Open Space District, Santa Clara County Board of Supervisors, and County
of Santa Clara Parks and Recreation Department. For many years, there has been an effort to
connect Saratoga to the Pacific Ocean via a hiking trail, referred to as the Saratoga-to-the-Sea
Trail.
As a condition of the Quarry Park Purchasing Agreement, the City agreed to pursue a trail
crossing San Jose Water Company property adjacent to Quarry Park to serve as the starting
point of the trail. In October 2018, the City completed the process to obtain an easement to
allow the City to move forward with the Saratoga-to-the-Sea Trail. When developed, the 3.2-
mile long trail connecting Quarry Park to Sanborn Park will increase recreational hiking
opportunities for Saratoga residents and visitors.
Funding has been allocated for the design and environmental review of the trail. The City will
work in cooperation with the Mid-Peninsula Regional Open Space District. Work will also
include trail surface work, removal of bush, weed, and dead trees, and installment of signage
and safety fences on a 0.5 trail segment within Quarry Park.
The Saratoga-to-the-Sea Trail development is part of the City’s General Plan and will enhance
the region’s options for recreational activity.
A $350,000 allocation from the CIP Reserve and a $265,000 grant from the Mid-Peninsula Open
Space District fund this project. Additional funding is needed for the construction phase of this
project.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$20,346 will be incorporated into the Fiscal Year 2019/20 operating budget.
90
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
22
TRAIL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Internal Trail Development October 2017 Complete extension of trial within Quarry Park to park
boundaries
Design Begin October 2018 Begin development of trail design
Environmental Review October 2018 Conduct environmental review for trail
Design Complete April 2019 Complete trail design
Construction TBD
Project Ends TBD
SARATOGA-TO-THE-SEA TRAIL 9278-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Transfers In - General Fund 350,000 - 350,000 - - - - - 350,000
TOTAL 350,000 - 350,000 - - - - - 350,000
GRANT FUND
Local - MPOSD Grant - 267,953 267,953 - - - - - 267,953
TOTAL - 267,953 267,953 - - - - - -
TOTAL REVENUES 350,000 267,953 617,953 - - - - - 350,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Salary & Benefits 21,722 - 21,722 - - - - - -
Consultant/Contract Svs 7,800 86,269 94,069 - - - - - 94,069
Project Equip & Fixtures 917 - 917 - - - - - 917
Construction Expenses 11,876 - 11,876 221,417 - - - - 233,292
TOTAL 42,314 86,269 128,583 221,417 - - - - 328,278
GRANT FUND
Consultant/Contract Svs - 267,953 267,953 - - - - - 267,953
Construction Expenses - - - - - - - - -
TOTAL - 267,953 267,953 - - - - - 267,953
TOTAL EXPENDITURES 42,314 354,222 396,536 221,417 - - - - 596,230
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 307,686 221,417 - - - -
Revenues & T/I 350,000 - 350,000 - - - - - 350,000
Expenditures & T/O 42,314 86,269 128,583 221,417 - - - - 350,000
Ending Balance 307,686 221,417 221,417 - - - - - -
GRANT FUND
Beginning Balance - - - - - -
Revenues & T/I - 267,953 267,953 - - - - - 267,953
Expenditures & T/O - 267,953 267,953 - - - - - 267,953
Ending Balance - - - - - - - - -
TOTAL BALANCE 307,686 221,417 221,417 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
91
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
23
FACILITY IMPROVEMENTS
92
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
24
CIVIC CENTER IMPROVEMENTS
Project Name Community Development Lobby Remodel Project Number 9321-016
Department Community Development Project Manager Thomas Scott
Description This project funds the remodel on the lobby area in the Community Development Department
Location This project is located at City Hall.
Project
Background
This project will renovate the appearance of the lobby to the Community Development
Department, as well as the Public Works Engineer Division. Improvements will include a refresh
to the appearance of the lobby, including reconfiguring the counters to make them fully
accessible. Additionally, the project will expand the lobby area, which gets very crowded during
peak hours. The added space will also allow installation of a self-help station to allow visitors
to access public information and submit applications for routine permits, such as water heaters.
Staff is requesting an additional $165,000 to complete the project.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$20,415 will be incorporated into the Fiscal Year 2019/20 operating budget.
93
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
25
CIVIC CENTER IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase July 2018 Prepare plans and specifications
Begin Bid Process August 2019 Solicit bids from qualified contractors
Contract Award January 2020 Council awards contract
Estimated Construction Start March 2020 Construction begins
Estimated Completion Date July 2020 Construction ends
COMMUNITY DEVELOPMENT LOBBY REMODEL 9321-016
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
Transfers In - General Fund - 150,000 150,000 - - - - - 150,000
TOTAL REVENUES - 150,000 150,000 - - - - - 150,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Consultant/Contract Svs - 9,500 9,500 - - - - - 9,500
Construction Expenses - - - 140,500 - - - - 140,500
TOTAL EXPENDITURES - 9,500 9,500 140,500 - - - - 150,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - - 140,500 - - - - -
Revenues & T/I - 150,000 150,000 - - - - - 150,000
Expenditures & T/O - 9,500 9,500 140,500 - - - - 150,000
ENDING FUND BALANCE - 140,500 140,500 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
94
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
1
NOMINATED
CIP PROJECT NARRATIVES
95
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
2
Project
Title Request Nominee
Funding
Request
1 Automatic License Plate Reader Would install automated license plate readers at the State Route 85/Saratoga
Avenue intersection.
Kumar/Zhao 350,000
350,000$
2 Park & Trails Master Plan Would fund an update to the 1991 City of Saratoga Parks and Trails Master
Plan.
Miller/Capello 100,000
3 Preschool Turf Conversion Would convert Preschool lawn to artificial turf to reduce ongoing operations
costs associated with maintaining current lawn, which receives high traffic
and is in a shaded area.
Staff 60,000
160,000$
4 Restroom & Shower Trailer Would fund purchase of two station, fully-accessible restroom trailer with 2
toilets and 1 shower to be used in event of disaster, problems with
sewer/restroom, or at events.
Staff 60,000
5 Fire Protection Systems Update Would fund installation of fire protection systems that meet current Fire Code
requirements in all City facilities.
Staff 3,110,000
6 Community Center Improvement
Program
Would fund various improvements to the interior of the Community Center to
make the space more attractive to potential renters and usable for recreation
programs.
Capello/Miller 185,000
3,355,000$
3,865,000$ TOTALS
TOTAL STREETS NOMINATED FUNDING REQUESTS
TOTAL PARKS AND TRAILS NOMINATED PROJECTS
NOMINATED CIP PROJECT LIST
FY 2019/2020
STREET IMPROVEMENT PROJECTS
PARK & TRAIL IMPROVEMENT PROJECTS
FACILITY IMPROVEMENT PROJECTS
TOTAL FACILITY NOMINATED PROJECTS
96
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
3
STREET IMPROVEMENTS
Project Name Automated License Plate Reader Project Number
Department Public Works Department Project Manager John Cherbone
Description This project would fund installation of an automated license plate reader at State Route 85 and
Saratoga Avenue.
Location This project is located at the intersection of State Route 85 and Saratoga Avenue.
Project
Background
State Route 85 runs roughly through the middle of the City of Saratoga, with one on-ramp and off-
ramp located in City limits on Saratoga Avenue. This project would install an automated license
plate reader (ALPR) at the intersection of State Route 85 and Saratoga Avenue.
Fixed location ALPRs are camera systems that are typically mounted on a street pole and
automatically capture all license plates that come into the camera’s view. The license plate, vehicle
location, date, time, and sometimes driver and passenger images are all captured by the system and
stored on a server. The system alerts local law enforcement in real time if a vehicle that passes
through the ALPR’s range has been reported as stolen or is connected with a crime.
The ALPR system at State Route 85 and Saratoga Avenue would be configured to capture the license
plates of vehicles entering and exiting State Route 85.
This project was nominated by Council Member Kumar with the support of Council Member Zhao.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $350,000
97
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
4
PARK & TRAIL IMPROVEMENTS
Project Name Parks & Trail Master Plan Project Number
Department Public Works Department Project Manager John Cherbone
Description This project would fund an update to the City of Saratoga Park and Trail Master Plan.
Location This project is a citywide project that would encompass all City parks and trails.
Project
Background
The City’s Parks and Trail Master Plan was adopted in November 1991. The plan provided a
framework for park and trail related actions for a 10-year period. This included various capital
improvements, as well as maintenance requirements and anticipated acquisitions.
Since the adoption of the plan, much has changed with the City’s parks and trails. For example, at
the time that the plan was adopted Azule Park was unimproved and State Route 85 had yet to be
constructed. Additionally, new parks and trails have been developed since creation of the existing
plan, including the opening of Quarry Park.
This project would fund an update to the City’s existing Parks and Trail Master Plan. This would
include incorporation of new parks and trails that have been constructed or are envisioned for the
future, review of the existing City parks and trails, and development of a long-term plan for parks
and trails in the City.
This project was nominated by Vice Mayor Miller with support from Mayor Cappello.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $100,000
98
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
5
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Preschool Turf Conversion Project Number
Department Public Works Project Manager Kevin Meek
Description This project would replace existing turf at the Saratoga Community Preschool with artificial turf.
Location This project would be located at the Saratoga Community Preschool at 19655 Allendale Avenue.
Project
Background
Currently, the Saratoga Community Preschool has a small turf area in the play area located behind
the preschool. Grass has proven difficult to grow in the area due to the amount of traffic the law
receives, as well as the shaded location. Additionally, wildlife in the area regularly burrow and tunnel
in the lawn area and disrupt growth of the grass.
This project would convert the existing grass area to artificial turf. The conversion would reduce
maintenance costs, as grass has proven very difficult to grow in this space.
This project was nominated by City staff.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $60,000
99
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
6
FACILITY IMPROVEMENT PROJECTS
Project Name Restroom & Shower Trailer Project Number
Department Recreation & Facilities Project Manager Michael Taylor
Description This project would purchase a fully accessible portable restroom trailer, including a shower.
Location The trailer would be located at City Hall and equipped to be relocated to different locations as
needed.
Project
Background
In the event of a disaster, running water and sewer infrastructure may not be operational. This project
would allow for the purchase of a portable restroom/shower trailer that could be used if City
infrastructure is impacted by an emergency or for other purposes, such as City events. The trailer
would include two restroom units, one that would include a fully accessible shower and toilet.
The trailer would have storage tanks for fresh water and waste water. Additionally, the trailer would
be fully weather-proofed to sustain continued exposure to the elements, such as rain, wind, and sun
exposure, to reduce ongoing maintenance costs. The trailer also includes storage for restroom
supplies and other miscellaneous items.
Funding for this project could come from the CIP Reserve. There may also be future grant
opportunities to fund the full or part of the project cost.
This project was nominated by City staff.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $60,000
100
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
7
FACILITY IMPROVEMENT PROJECTS
Project Name Fire Protection Systems Upgrade Project Number
Department Recreation & Facilities Project Manager Thomas Scott
Description This project would fund installation of fire protection systems that meet current Fire Code
requirements in all City facilities.
Location This project is located throughout Saratoga at all City facilities.
Project
Background
The Building Standards Code or Title 24 sets forth requirements for the structural, plumbing,
electrical and mechanical systems, and for the fire and life safety, energy conservation, green design,
and accessibility and about buildings. The Building Standards Code is divided into 12 parts based
on subject, including the California Fire Code. Every three years, the State of California publishes
updated Building Standards Code requirements that are then adopted and enforced by local agencies.
The current Building Standards Code became effective January 2016 and the State is working on an
update that will become effective January 2020.
When new buildings are constructed, they are required to meet provisions of Title 24. Unless there
is major reconstruction, existing buildings are not required to maintain compliance with the Building
Standards Code after it has been updated. As a result, many of the City’s facilities do not meet the
current standards for fire protection systems in new construction.
This project would bring the fire protection systems in all City facilities into compliance with current
California Fire Code requirements.
This project was nominated by City staff at the recommendation of Vice Mayor Miller.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $3,110,000
101
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
8
FACILITY IMPROVEMENT PROJECTS
Project Name Community Center Improvement Program Project Number
Department Recreation & Facilities Project Manager Thomas Scott
Description This project would fund priority interior improvements to the Joan Pisani Community Center, as
well as a master plan to identify interior improvement needs.
Location This project is located at the Joan Pisani Community Center.
Project
Background
The Joan Pisani Community Center was originally constructed in 1968. For many years, the building
has been used jointly by the Saratoga Recreation & Facilities Department and the Saratoga Area
Senior Coordinating Council (SASCC). The Recreation side of the building is 10,217 square feet
and includes several rooms that are used for classes and programs and are also rented by the public.
While routine maintenance is performed on the interior of the Community Center, the building has
not had any major improvements in recent years and much of the interior has become dated and
worn. The Multipurpose Room receives very high use. In addition to being used for classes, the
Multipurpose Room is booked every Saturday for events, except when closed for maintenance and
repairs.
This project would fund several priority interior improvements to the Recreation side of the Joan
Pisani Community Center building to refresh the building and make it a more desirable location for
both classes and rentals. Additionally, the project would fund development of a master plan to
identify potential interior upgrades for the future, such as improvements to the Patio Room and Arts
and Crafts Room.
This project was nominated by Mayor Cappello with support from Vice Mayor Miller.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $185,000
102
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
1
UNFUNDED
CIP PROJECT NARRATIVES
103
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
2
Project
Title
Project
Description
Project
Cost
1 State Route 85/Saratoga Avenue Beautification This project would fund the beautification of the entry and exit to State Route
85 at Saratoga Avenue.
250,000
2 Saratoga/Herriman Avenues Traffic Signal This project would fund the installation of a three-way traffic signal at the
intersection of Saratoga and Herriman Avenues.
250,000
3 Beaumont Avenue Traffic Circle This project would fund the installation of a traffic circle on Beaumont Avenue 30,000
530,000$
4 Saratoga Village Creek Trail - Construction This project would fund the construction of a trail connecting to the Saratoga
Village to Quarry Park Trail along Saratoga Creek.
3,000,000
5 Norton/Villa Montalvo Emergency Route This project would fund the construction of an emergency access road
connecting the Montalvo Arts Center parking lot with Norton Road.
2,000,000
6 Joe's Trail at Saratoga De Anza - Phase II This project would fund the design and construction of a trail from Saratoga-
Sunnyvale Road to Arroyo de Arguello.
750,000
7 Quarry Park Trail Improvements This project would fund the design, environmental review, and construction of
additional trail improvements in Quarry Park.
250,000
8 Congress Springs Park - Northside Entrance This project would fund the design and construction of a trail connecting the
residential neighborhood around Cox Avenue east of State Route 85 to the
northside of Congress Springs Park.
200,000
9 ADA All-Inclusive Playground This project would fund costs related to installing all-inclusive play equipment in
an existing City playground.
200,000
10 Magical Bridges Playground This project would fund the local match to a grant for construction of an all-
inclusive playground structure.
160,000
11 Quarry Park Pond Improvements This project would fund the design, environmental review, and construction of
improvements to the pond in Quarry Park.
150,000
12 Village Clock This project would fund the installation of a clock in Saratoga Village. 150,000
13 Via Regina Trail This project would fund the construction of a pedestrian-equestrian trail
connecting Via Regina and Villa Oaks Lane.
100,000
14 Quarry Park ADA Access to Upper Terrace This project will fund the design, construction and environmental review of
ADA improvements and access to the upper terrace parking lot.
250,000
7,210,000$
15 Theater Improvements - Civic Theater Master
Plan
This project would fund the design and construction of improvements identified
in the Civic Theater Master Plan.
19,000,000
16 City Hall Courtyard This project would fund improvements to the courtyard area of City Hall. 150,000
19,150,000$
26,890,000$
FACILITY IMPROVEMENT PROJECTS
TOTAL FACILITY UNFUNDED PROJECTS
TOTALS
STREET IMPROVEMENT PROJECTS
TOTAL STREETS UNFUNDED PROJECTS
PARK & TRAIL IMPROVEMENT PROJECTS
TOTAL PARKS AND TRAILS UNFUNDED PROJECTS
104
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
3
STREET IMPROVEMENT PROJECTS
Project Name State Route 85/Saratoga Avenue
Beautification
Project Number
Department Public Works Project Manager John Cherbone
Description This project would beautify the entry and exit to State Route 85 at Saratoga Avenue.
Location This project is located at State Route 85 and Saratoga Avenue.
Project
Background
Currently, the California Department of Transportation (Caltrans) maintains the entry and exit to
State Route 85 at Saratoga Avenue. This location is the only access to State Route 85 within the city
limits of Saratoga and serves as the primary gateway to the community for residents and visitors.
The landscaping at this location is somewhat sparse and includes a few small trees that line the on
and off-ramps. This project would include installation of a new irrigation system and enhancement
of landscaping within the Caltrans right-of-way to make the area more attractive and consistent with
landscaping maintained by the City. Upon completion, regular, on-going litter removal will be
required.
This project was added to the Unfunded Capital Improvement Project list as part of the Fiscal Year
2017/18 budget.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $250,000
105
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
4
STREET IMPROVEMENT PROJECTS
Project Name Saratoga/Herriman Avenues Traffic Signal Project Number
Department Public Works Project Manager John Cherbone
Description This project would install three-way traffic signal at the intersection of Saratoga and Herriman
Avenues.
Location This project is located at the intersection of Saratoga Avenue and Herriman Avenues.
Project
Background
The Traffic Safety Commission (TSC) recommended installation of a traffic light at the intersection
of Saratoga Avenue and Herriman Avenue. The TSC made their recommendation on the basis that
a traffic signal at this location would allow vehicles a smoother transition onto Saratoga Avenue
while alleviating traffic congestion on Herriman Avenue. Especially during Saratoga High School’s
peak commuting periods in the morning and afternoon.
Traffic queues on westbound Herriman, due to vehicles attempting a left turn onto Saratoga Avenue,
consistently spill back to the bridge and beyond. Because of this backup, drivers seek alternative
routes through surrounding neighborhood streets to bypass this intersection. In order to bypass this
intersection, the data showed vehicles traveling from Herriman Avenue onto Beaumont to Glen Brae
then heading either all the way to Cox Avenue or to Scotland Drive in order to access Saratoga
Avenue via the signal at that intersection. Installing a traffic signal at Saratoga Avenue and Herriman
Avenue would allow for better traffic flow at this intersection and reduce the impact of through
traffic on the surrounding residential streets.
This project was added to the Unfunded Capital Improvement Projects list as part of the Fiscal Year
2017/18 budget.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $250,000
106
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
5
STREET IMPROVEMENT PROJECTS
Project Name Beaumont Avenue Traffic Circle Project Number
Department Public Works Project Manager John Cherbone
Description This project would reduce vehicle speed traveling on Beaumont Avenue.
Location The project is located at the intersection of Beaumont Avenue and Saratoga Vista Court.
Project
Background
Beaumont Avenue is a two-lane collector street that extends north-south between Herriman Avenue
and Glasgow Drive. The posted speed limit on Beaumont Avenue is 25 mph. Over the past decade,
there have been a handful of residents living on Beaumont Avenue or near Beaumont Avenue who
have spoken at the Traffic Safety Commission (TSC) expressing their concerns about traffic safety
and speeding vehicles in that area. In the last 2 years, the issue of speeding at Beaumont has been
discussed by the TSC at four separate meetings.
Residents have requested speed bumps, traffic signals and stops signs for that area. The City’s traffic
engineer has stated that there are not enough warrants to justify these specific traffic calming methods
at this location. In 2013, the City conducted its regularly scheduled speed survey and the 85th
percentile speeds were observed to be approximately 35 miles per hour on Beaumont Avenue
between Herriman Avenue and Glasgow Drive.
The observed speeds would indicate that the speed limit should be posted at 35 mph. The observed
speeds have increased by 2-3 miles per hour since the last speed survey was conducted in 2006. For
traffic deputies to enforce the speed in that area, the speed limits posted would have to be increased
to reflect the 85th percentile speeds. At this time, the City has not made any decisions to increase
posted speed limits at various residential collector streets. As a result, placement of a traffic circle
was recommended to reduce vehicle speeds.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $30,000
107
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
6
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Saratoga Village Creek Trail - Construction Project Number
Department Public Works Project Manager John Cherbone
Description This project would fund the construction of a trail starting at Saratoga-Sunnyvale Rd. along Saratoga
Creek to Wildwood Park and connecting to the Saratoga Village to Quarry Park Trail.
Location The project is located along Saratoga Creek running the length of Saratoga Village.
Project
Background
The Saratoga Village Creek Trail will pass through Saratoga Village parallel to Big Basin Way. The
trail is part of the City’s General Plan and has received widespread support from the community.
Trail supporters believe it will enhance and enliven Saratoga Village as the proposed trail would help
bring foot traffic to the Village, create recreational opportunities for residents and visitors, restore
the riparian habitat, and protect native flora and fauna in the Saratoga Creek area.
The trail will serve as a critical starting point for the Saratoga-to-the-Sea Trail that is part of the Santa
Clara County Trail Master Plan. Upon completion, the Saratoga-to-the-Sea Trail will connect
Saratoga Village to the Sanborn-Skyline Trail system through Hakone Gardens and Quarry Park,
and over to the Pacific Ocean.
The creek trail is anticipated to be 4 to 5 feet wide and .25 miles long with a pedestrian bridge. The
project will include replacement of non-native invasive plant species with native plants and the
removal of creek blockages that interfere with the natural migration of fish in the creek.
Funding for this project could come from the CIP Reserve, Park In-Lieu fees, and/or grant
opportunities, if available.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $3,000,000
108
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
7
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Norton/Villa Montalvo Emergency Route Project Number
Department Public Works Project Manager John Cherbone
Description This project would fund the design and construction of an emergency access road connecting the
Montalvo Arts Center parking lots with Norton Road.
Location This project is located at between Norton Road and Piedmont Road.
Project
Background
In February 2013, the City Council approved the Safety Element for the City of Saratoga. As part
of the Safety Element, the City Council approved a specific measure to improve an evacuation route
through Villa Montalvo from Norton to Piedmont Road.
City staff will work with the Santa Clara County Fire Department and Santa Clara County Office of
Emergency Services on the identification and provision of funding sources to construct this
evacuation route in the future.
Operating
Budget Impacts
Staff time associated with the oversight of this project will be incorporated into the operating budget.
Estimated Cost $2,000,000
109
CITY OF SARATOGA
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8
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Joe’s Trail at Saratoga De Anza- Phase II Project Number
Department Public Works Project Manager Macedonio Nunez
Description This project would fund the design and construction of an extension Joe’s Trail from Saratoga-
Sunnyvale Road to Arroyo De Arguello.
Location The project is located along the existing PG&E right-of-way corridor positioned parallel and adjacent
to the Union Pacific Railroad line between Saratoga-Sunnyvale Road and Arroyo De Arguello.
Project
Background
In June 2010, the City completed the first phase of Joe’s Trail at Saratoga De Anza. The 1.3-mile
paved bicycle and walking trail travels parallel to the Union Pacific Railroad line between Saratoga
Avenue and Saratoga-Sunnyvale Road. This phase of the project would continue the trail from
Saratoga-Sunnyvale Avenue to Arroyo de Arguello.
For many years, the open area next to the Union Pacific Railroad has been used informally by
residents for walking and bicycle riding. The trail will be surfaced with decomposed granite, creating
a smoother and safer surface by removing rocks and weeds in the pathway.
Funding for this project could come from Park In-Lieu fees and/or grant opportunities, if available.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $750,000
110
CITY OF SARATOGA
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9
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Quarry Park Trail Improvements Project Number
Department Public Works Project Manager Emma Burkhalter
Description This project would fund the design, environmental review, and construction of additional trail
improvements in Quarry Park.
Location This project is located at Quarry Park.
Project
Background
The 64-acre Quarry Park officially opened on October 31, 2015. Before the park opened, the Quarry
Park Master Plan was created to help guide improvements to the park and to create a local and
regional open space destination. The Master Plan calls for development of several trails throughout
the park. This project would focus on improving the existing trail system that will eventually connect
to the future Saratoga-to-the-Sea Trail.
Funding for this project could come from either the CIP reserve, Park In-Lieu fees and/or grant
opportunities, if available.
Operating
Budget Impacts Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $250,000
111
CITY OF SARATOGA
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10
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Congress Springs Park North Side
Entrance
Project Number
Department Public Works Project Manager John Cherbone
Description This project would fund the design and construction of a trail connecting the residential
neighborhood around Cox Avenue east of Highway 85 to the Northside of Congress Springs Park.
Location This project is located at Congress Springs Park.
Project
Background
This project was submitted by the Pedestrian, Equestrian, Bicycle and Trail Advisory Committee to
connect the residential neighborhood near Cox Avenue east of Highway 85 directly to the Northside
of Congress Springs Park.
Funding for this project could come from either the CIP reserve, Park In-Lieu fees and/or grant
opportunities, if available.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $200,000
112
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
11
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name ADA All-inclusive Playground Project Number
Department Public Works - Parks Project Manager Kevin Meek
Description This project would fund addition of all-inclusive playground equipment in a City park playground.
Location This project location is to be determined.
Project
Background
This project was recommended by the Youth Commission. This project would add all-inclusive
playground equipment to an existing playground to make the playgrounds accessible to children of
all abilities. Since a playground is a social space, it is important to give children of all abilities similar
experiences and the opportunity to play side by side.
Operating
Budget Impacts Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $200,000
113
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
12
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name “Magical Bridges” Playground Project Number 9211-009
Department Public Works Project Manager Kevin Meek
Description This project would fund the local match to a grant for construction of an all-inclusive playground
structure.
Location This project is located at El Quito Park.
Project
Background
The Magical Bridges Foundation is a Silicon Valley non-profit with a mission that advocates for truly
inclusive and innovative playgrounds for people of all abilities. The foundation began in 2008 and
opened their first playground in Palo Alto in April 2015. Collaborating with the Magical Bridges
Foundation would give the City access to years of research, fundraising development, design, and
construction strategies.
Based on the already existing playground in Palo Alto, the estimated cost for this project is $4,000,000.
Funding could come from a community fundraising effort, a grant, the City’s Park-in-lieu fees, or CIP
reserve. The estimated cost of the project shown below reflects the City’s estimated local match
requirement for potential grant opportunities that may develop in the future.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $160,000
114
CITY OF SARATOGA
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13
PARK & TRAIL IMPROVEMENTS
Project Name Quarry Park Pond Improvements Project Number
Department Public Works Project Manager John Cherbone
Description This project would fund the design, environmental review, and construction of improvements to the
pond at Quarry Park.
Location This project is located at Quarry Park.
Project
Background
The 64-acre Quarry Park officially opened on October 31, 2015. Before the park opened, the Quarry
Park Master Plan was created to help guide improvements to the park and to create a local and
regional open space destination. One of the features of the park is a seasonal pond. The Master Plan
calls for habitat restoration and beautification of the pond.
This project would concentrate on pond restoration by improving water quality, vegetation and
enhanced recreational opportunities. A portion of this project was funded in the Fiscal Year 2018/19
budget when the City Council allocated $50,000 from Park in-Lieu fees for a perimeter walkway and
vegetation removal.
Funding for this project could come from the CIP Reserve, Park In-Lieu fees, and/or grant
opportunities, if available.
Operating
Budget Impacts Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $150,000
115
CITY OF SARATOGA
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14
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Village Clock Project Number
Department Public Works Project Manager John Cherbone
Description This project would add a clock in Saratoga Village.
Location This project is located in Saratoga Village.
Project
Background
The Village, Saratoga’s historic downtown, is located on Big Basin Way off Saratoga-Los Gatos Road.
The Village is a destination for those looking for unique shops, fine dining, wine tasting, spa experiences
and more. The lovely downtown atmosphere with hanging flower baskets, floral displays meticulously
maintained by volunteers, and the iconic Memorial Arch helped make Saratoga a top contender in the
2015, 2016, and 2017 America in Bloom competitions.
This project would add a clock in the Village near its entry at Saratoga-Los Gatos Road and Big Basin
Way. The clock would serve to further enhance the aesthetics of Saratoga’s Village.
Because the style of the clock has not yet been determined, the cost estimate reflects the total maximum
cost anticipated. The actual costs may be lower depending on the clock. The selection of the clock could
be guided by seeking input from groups that may have a special interest in the project, such as the Public
Art Committee, Saratoga Chamber of Commerce, Saratoga Village Development Council, or America
in Bloom Committee.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for oversight and implementation is
incorporated into the operating budget. This project may have operational impacts as the clock may
require ongoing maintenance.
Estimated Cost $150,000
116
CITY OF SARATOGA
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15
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Via Regina Trail Project Number
Department Public Works Project Manager John Cherbone
Description
This project would fund the construction of a pedestrian-equestrian trail connecting Via Regina and
Villa Oaks Lane.
Location This project is located between Via Regina and Villa Oaks Lane.
Project
Background
This project is supported by the Pedestrian, Equestrian, Bicycle, and Trails Advisory Committee and
is on the City’s Trail Master Plan. The trail connection is a gap closure that benefits pedestrians and
equestrians.
Funding for this project could come from Park-in-Lieu fees.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $100,000
117
CITY OF SARATOGA
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16
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Quarry Park ADA Access to Upper Terrace
Parking Lot and Pond
Project Number 9226-003
Department Public Works Project Manager John Cherbone
Description This project will fund the design, construction and environmental review of ADA improvements and
access to the upper terrace parking lot.
Location This project is located at Quarry Park.
Project
Background
Quarry Park officially opened on October 31,2015. Before the park opened, the Quarry Park Master Plan
was developed to help guide improvements to the park and to create a local and regional open space
destination. Before the park was opened, all the phase 1 improvements in the Master Plan were
completed. Later phases of the Master Plan call for accessibility improvements in the Upper Terrance
Parking Lot area and around the seasonal pond in the park. This project would fund the construction of
the Upper Terrace Parking Lot, as well as accessibility improvements to the pond. Improvements would
include widening of the access road to the upper parking lot, accessible parking, and accessible trails to.
In Fiscal Year 2016/17, City staff initiated preliminary work and obtained proposals for design work.
Operating
Budget Impacts
Staff costs associated with the oversight of this project will be incorporated into the operating budget.
Estimated Cost $250,000
118
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17
FACILITY IMPROVEMENT PROJECTS
Project Name Theater Improvements Project Number
Department Recreation & Facilities Project Manager Michael Taylor
Description
This project would fund the design and construction of improvements identified in the Civic Theater
Master Plan.
Location This project is located at the Civic Theater.
Project
Background
The Civic Theater was built in 1964 at a cost of $168,000. The 7,436-square-foot building seats 298
people and is used on alternating Wednesdays for City Council and Planning Commission meetings.
The primary users of the facility are the South Bay Musical Theater Company and West Valley Light
Opera, two theater performance groups that rent the facility approximately 160 days per year for
rehearsals and weekend performances.
Recognizing that piece-by-piece facility improvements cannot address the building’s overall
functional limitations and condition, the City contracted with Anderson Brule Architects in June
2013 to complete a Master Plan for the Civic Theater. The plan they presented addressed expansion
of the restrooms, installation of a ticket/concession area, relocation of the control booth, backstage
dressing rooms, and replacement of the boiler and plumbing.
In December 2013, the Council initially directed staff to come back with a modified five-year
improvement plan and to complete some of the smaller improvements with the Annual Facility CIP
Funds. Subsequently, some of the lower cost improvements, including installation of an HD
projector and screen, expanded the orchestra area, and construction of an awning between the
portable dressing room and theater building, were completed. This project would fund the remaining
improvements outlined in the Master Plan.
As part of the Fiscal Year 2019/20 budget, staff recommends increasing the estimated cost from
$12 million to $19 million based on recent theater projects in the region.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $19,000,000
119
CITY OF SARATOGA
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18
FACILITY IMPROVEMENT PROJECTS
Project Name City Hall Courtyard Renovation Project Number
Department Public Works Project Manager John Cherbone
Description
This project would fund improvements to the courtyard area of City Hall
Location This project is located at City Hall.
Project
Background
The surface area of the City Hall courtyard is concrete with exposed aggregate. Over time, the
exposed aggregate concrete has developed cracks from the roots of nearby trees and other
environmental conditions have pushed up the concrete creating differences in elevation between the
concrete surface and the wood board insets creating a tripping hazard. Additionally, the surface area
becomes very slippery when wet.
This project would remove the exposed aggregate concrete and replace it with brick pavers. Brick
pavers are easier to maintain and have a rougher surface providing more grip when wet.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $150,000
120
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
1
CURRENT PROJECTS WITH NO
RECOMMENDED CHANGES
NARRATIVES
121
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CAPITAL PROGRAM – UNCHANGED PROJECTS
2
Project #Project Name
Expenditures
through 6/30/19
(All Sources)
FY 18/19
Budget
9111-003 Annual Roadway Improvements 4,931,613 2,632,456
9122-006 Prospect Road Improvements 6,455,348 4,523,270
9122-010 Fruitvale/Allendale Intersection Imps 70,000 250,000
9142-005 Saratoga Avenue Sidewalks 267,030 88,653
9142-014 Big Basin Way Sidewalk Repairs 183,990 183,990
9142-015 El Camino Grande Storm Drain Pump 41,394 378,269
9142-019 Saratoga Village C/W & S/W Rehabilitation - 382,000
9152-001 4th Street Bridge Widening 152,499 584,502
9152-002 Quito Road Bridges 1,026,177 242,425
9152-004 Quito Road Bridges - ROW 363,886 343,281
9153-003 Annual Retaining Wall Maint & Repairs 408,515 242,137
9171-001 Rule 20A Undergrounding Project - -
9171-002 Quito Road Undergrounding Project - 98,744
9211-001 Park, Trail, Grounds, and Medians R&R 476,298 123,357
9211-002 CityWide Tree Replanting 391,572 68,154
9212-001 Tree Dedication Program 7,500 23,875
9219-002 Quito/Pollard Road Open Space Imps 75,000 75,000
9222-004 Hakone Gardens Infrastructure Imps 135,387 209,613
9322-001 Theater Improvements 338,639 70,690
9331-010 Bocce Ball Court 70,000 70,000
9333-007 Senior Center Entrance Remodel - 50,000
9372-001 Library Exterior Maintenance Projects 60,000 5,000
9412-004 Document Imaging - Combined 78,673 12,263
9415-001 CDD Technology Management 93,293 110,301
9442-001 LLD Initiation Match 25,000 50,000
9442-002 Horseshoe Beautification 3,050 24,650
9443-002 Citywide Accessibility Needs Assessment 112,500 75,000
9451-002 General Plan Updates 380,515 395,989
9491-001 Risk Management Mitigation Project 70,567 39,412
TOTAL ALL PROJECTS 22,206,689 13,279,453
Current Projects with No Recommended Changes
Park & Trail Improvement Projects
Facilities Improvement Projects
Administrative & Technology Projects
Streetl Improvement Projects
122
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
3
STREET IMPROVEMENT PROJECTS
123
CITY OF SARATOGA
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4
STREET REPAIR & RESURFACING PROJECTS
Project Name Annual Roadway Improvements Project Number 9111-003
Department Public Works Project Manager John Cherbone
Description This project funds ongoing street resurfacing and maintenance to maintain the City’s
pavement infrastructure.
Location This is a Citywide project.
Project
Background
The City has a comprehensive annual Pavement Management Program (PMP) that is funded
through the Annual Roadway Improvements project. The program includes road resurfacing
and maintenance to keep the City’s single largest piece of infrastructure in good condition.
Streets are selected each year to be included in the Pavement Management Program based on
several factors, including pavement conditions, maintenance recommendations, and budgetary
constraints. This information, combined with the City Engineer’s observations and input from
residents, determines which streets are included in the annual PMP. Work included in the PMP
is a combination of regular maintenance of roadways to prevent road conditions from rapidly
deteriorating and significant repairs for streets with the highest need.
Resurfacing streets on a regular basis extends the lifetime of the roadways and minimizes the
need for larger and more costly projects in the future. Keeping the streets in good condition
also reduces liability risks and staff time required for minor repair work.
Every two to three years, an engineering consultant assesses City roads using the Paving
Condition Index (PCI). The PCI is based on a scale of 0 to 100, with the overall score used to
indicate the average of the City’s road conditions. The scale ranges from 0 for roads that have
failed to 100 for roads in excellent condition. Scores are classified into five categories: Very
Poor is scored 0-25; Poor is scored 25-49; Good is scored 50-69; Very Good is scored 70-89; and
Excellent is scored 90-100. The City’s overall PCI is 71 based on a 2017 assessment.
This project is funded in part by Santa Clara County Measure B Sales Tax and state funds from
Road Repair and Maintenance fees and Gasoline Tax proceeds. Although collection of the half-
cent Measure B sales tax began in April 2017, funds are being held in an escrow account
pending the outcome of a legal challenge.
Operating
Budget
Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $134,248 will be incorporated into the Fiscal Year 2019/20 operating
budget.
124
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5
STREET REPAIR & RESURFACING PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Begin Bid Process Ongoing Invite contractors to bid on the project
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Specified project work is completed
ANNUAL ROADWAY IMPROVEMENTS 9111-003
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
VTA-Measure B Sales Tax - 1,172,000 1,172,000 - - - - - 1,172,000
Road/Refuse Impact Fees 702,600 351,300 1,053,900 351,300 - - - - 1,405,200
Project Reimbursements 61,700 41,256 102,956 - - - - - 102,956
Transfers In - General Fund 1,475,648 75,000 1,550,648 - - - - - 1,550,648
TOTAL 2,239,947 1,639,556 3,879,503 351,300 - - - - 4,230,804
GAS TAX FUND
Gas Tax - HUTA 1,001,773 523,427 1,525,200 526,535 - - - - 2,051,735
Gas Tax - 7360 (TCR swap)199,699 116,989 316,688 268,100 - - - - 584,788
State - Loan Repayment 34,752 34,752 69,504 35,449 - - - - 104,953
Road Maintenance Repair 140,912 511,481 652,393 520,301 - - - - 1,172,694
Transfers In 572,850 - 572,850 - - - - - 572,850
TOTAL 1,949,986 1,186,649 3,136,635 1,350,385 - - - - 4,487,020
TOTAL REVENUES 4,189,933 2,826,205 7,016,138 1,701,685 - - - - 8,717,823
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Salary & Benefits 6,092 762 6,854 - - - - - 6,854
Materials & Supplies 170,367 250,000 420,367 - - - - - 420,367
Consultant/Contract Svs 5,760 14,245 20,005 - - - - - 20,005
Project Equip & Fixtures 57,060 20,273 77,333 - - - - - 77,333
Construction Expenses 1,071,451 681,163 1,752,614 1,353,631 - - - - 3,106,245
Transfers Out 600,000 - 600,000 - - - - - 600,000
TOTAL 1,910,729 966,443 2,877,172 1,353,631 - - - - 4,230,803
GAS TAX EXP
Materials & Supplies 31,833 - 31,833 - - - - - 31,833
Consultant/Contract Svs 455 5,000 5,455 - - - - - 5,455
Construction Expenses 745,409 1,871,744 2,617,153 1,350,579 - - - - 3,967,732
Transfers Out 482,000 - 482,000 - - - - - 482,000
TOTAL 1,259,697 1,876,744 3,136,441 1,350,579 - - - - 4,487,020
TOTAL EXPENDITURES 3,170,426 2,843,187 6,013,613 2,704,210 - - - - 8,717,823
Budgeted for Fiscal Year
Budgeted for Fiscal Year
125
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6
STREET REPAIR & RESURFACING PROJECTS
ANNUAL ROADWAY IMPROVEMENTS – CONT’D
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 329,218 1,002,331 - - - - -
Revenues & T/I 2,239,947 1,639,556 3,879,503 351,300 - - - - 4,230,803
Expenditures & T/O 1,910,729 966,443 2,877,172 1,353,631 - - - - 4,230,803
Ending Balance 329,218 1,002,331 1,002,331 - - - - - -
GAS TAX FUND
Beginning Balance 690,289 194 - - - - -
Revenues & T/I 1,949,986 1,186,649 3,136,635 1,350,385 - - - - 4,487,020
Expenditures & T/O 1,259,697 1,876,744 3,136,441 1,350,579 - - - - 4,487,020
Ending Balance 690,289 194 194 - - - - - -
TOTAL BALANCE 1,019,507 1,002,525 1,002,525 - - - - - -
Budgeted for Fiscal Year
126
CITY OF SARATOGA
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7
ROADWAY SAFETY PROJECTS
Project Name Prospect Road Improvements Project Number 9122-006
Department Public Works Project Manager Macedonio Nunez
Description This project will improve the Prospect Avenue corridor through the addition of roadway
medians and a variety of pedestrian and bicycle improvements.
Location Project work will occur along a 1.9-mile section of Prospect Road between Saratoga-Sunnyvale
Road and Lawrence Expressway.
Project
Background
This project will install roadway medians, sidewalks, bicycle loops, and accessible ramps to
improve the safety of Prospect Road in Saratoga. The project will physically reduce the width
of the road, channeling vehicles into defined turn lanes, reduce the threat of vehicles crossing
the center lane, and create safer pedestrian crossings. Improvements to existing pedestrian,
bicycle and VTA bus stop facilities, will enhance pedestrian accessibility and provide a safe
and convenient walking and bicycling experience. The scope of the project includes the
following:
• Installation of sidewalk at several identified gaps, and several ADA compliant ramps
at several locations along Prospect Road.
• Installation of bicycle detector loops at all the signalized intersections within the
project limits, and “Green” bike lanes at the heavily congested intersections of
Prospect Road and Saratoga Sunnyvale Road and Prospect R oad and Lawrence
Expressway.
• Installation of new bus pads and accessibility improvements at three VTA bus stops
on Prospect Road.
• Installation of several new landscaped medians and improvements to existing
medians on Prospect Road.
• A continuous Class II bicycle lane along the entire length of the segment.
A $5.28 million OBAG grant, $1 million from City Gas Tax monies, $760,000 from CIP Reserve
and reimbursement from other agencies of $230,000 will fund this project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of
$210,131 will be incorporated into the Fiscal Year 2019/20 operating budget. Once
completed, there will be a minimal increase in maintenance costs. However, the
improvements will increase safety for pedestrians, bicyclists and commuters, reduce
accidents, and, therefore, reduce liability risk. 127
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8
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase April 2015 Prepare plans and specifications
Begin Bid Process March 2017 Council authorizes bidding the project
Contract Awarded July 2017 Council approved vendor
Estimated Construction Start December 2017 Construction project begins
Estimated Completion Date July 2019 Project is completed
PROSPECT ROAD IMPROVEMENTS 9122-006
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Project Reimbursements - 229,504 229,504 - - - - - 229,504
Transfers In - General Fund 760,000 - 760,000 - - - - - 760,000
TOTAL 760,000 229,504 989,504 - - - - - 989,504
GRANT FUNDS
Federal - HSIP Grant 54,642 5,226,358 5,281,000 - - - - - 5,281,000
TOTAL 54,642 5,226,358 5,281,000 - - - - - 5,281,000
GAS TAX FUND
Transfers In 1,026,825 - 1,026,825 - - - - - 1,026,825
TOTAL 1,026,825 - 1,026,825 - - - - - 1,026,825
TOTAL REVENUES 1,841,467 5,455,862 7,297,329 - - - - - 7,297,329
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Materials & Supplies 306 - 306 - - - - - 306
Fees & Expenses 5,230 - 5,230 - - - - - 5,230
Consultant/Contract Svs - 56,971 56,971 - - - - - 56,971
Construction Expenses 8,646 751,370 760,016 166,981 - - - - 926,997
TOTAL 14,182 808,341 822,523 166,981 - - - - 989,504
GRANT FUND EXP
Fees & Expenses 40 - 40 - - - - - 40
Construction Expenses 2,188,522 2,417,438 4,605,960 675,000 - - - - 5,280,959
TOTAL 2,188,562 2,417,438 4,606,000 675,000 - - - - 5,281,000
GAS TAX EXP
Site Acquisition & Prep 60 - 60 - - - - - 60
Fees & Expenses 21,742 - 21,742 - - - - - 21,742
Consultant/Contract Svs 283,434 60,543 343,977 - - - - - 343,977
Construction Expenses 36,575 624,471 661,047 - - - - - 661,047
TOTAL 341,811 685,014 1,026,825 - - - - - 1,026,825
TOTAL EXPENDITURES 2,544,555 3,910,793 6,455,348 841,981 - - - - 7,297,328
Budgeted for Fiscal Year
Budgeted for Fiscal Year
128
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9
ROADWAY SAFETY PROJECTS
PROSPECT ROAD IMPROVEMENTS (CONTINUED)
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 745,818 166,981 - - - - -
Revenues & T/I 760,000 229,504 989,504 - - - - - 989,504
Expenditures & T/O 14,182 808,341 822,523 166,981 - - - - 989,504
Ending Balance 745,818 166,981 166,981 - - - - - -
CIP GRANT FUND
Beginning Balance (2,133,920) 675,000 - - - - -
Revenues & T/I 54,642 5,226,358 5,281,000 - - - - - 5,281,000
Expenditures & T/O 2,188,562 2,417,438 4,606,000 675,000 - - - - 5,281,000
Ending Balance (2,133,920) 675,000 675,000 - - - - - -
GAS TAX FUND
Beginning Balance 685,014 - - - - - -
Revenues & T/I 1,026,825 - 1,026,825 - - - - - 1,026,825
Expenditures & T/O 341,811 685,014 1,026,825 - - - - - 1,026,825
Ending Balance 685,014 - - - - - - - -
TOTAL BALANCE (703,088) 841,981 841,981 - - - - - -
Budgeted for Fiscal Year
129
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
10
ROADWAY SAFETY PROJECTS
Project Name Fruitvale Avenue & Allendale Avenue
Intersection Improvements
Project
Number
9122-010
Department Public Works Project
Manager
Macedonio Nunez
Description This project would make improvements to the intersections at Fruitvale Avenue and
Allendale Avenue.
Location This project is located at the intersections of Fruitvale Avenue and Allendale
Avenue.
Project
Background
Fruitvale Avenue is one of several major collector streets within the City carrying
high volumes of vehicle traffic. The intersection of Fruitvale Avenue and Allendale
Avenue serves as the primary access to West Valley College, Redwood Middle School,
the Post Office, and Saratoga City Hall. As a result, the intersection frequently
becomes congested with pedestrian and vehicle traffic on weekdays, particularly
during school commute hours.
This project would remove the right-turn slip lane at the intersection. Right-turn slip
lanes have a small island between the intersection and the right turn lane. While
these lanes are typically installed to allow vehicles to make right turns without
entering the intersection and to increase traffic flow, they can also make crossing
the street more challenging for pedestrians. It is particularly problematic in areas
near schools were students may congregate on the right-turn slip area. Removing the
right-turn slip lanes is expected to increase pedestrian visibility and slow vehicle
speeds. Removal of the slip lane will also require striping changes and relocation of
traffic signals.
Operating
Budget
Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $3,132 will be incorporated into the Fiscal Year 2019/20
operating budget.
130
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
11
ROADWAY SAFETY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase March 2019 Prepare plans and specifications
Begin Bid Process May 2019 Solicit bids from qualified contractors
Contract Award June 2019 Award contract for construction
Estimated Construction Start July 2019 Begin construction
Estimated Completion Date August 2019 Construction complete
FRUITVALE AVENUE & ALLENDALE AVENUE INTERSECTION IMPROVEMENTS 9122-010
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund - 250,000 250,000 - - - - - 250,000
TOTAL REVENUES - 250,000 250,000 - - - - - 250,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Construction Expenses - 70,000 70,000 180,000 - - - - 250,000
TOTAL EXPENDITURES - 70,000 70,000 180,000 - - - - 250,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance - 180,000 - - - - -
Revenues & T/I - 250,000 250,000 - - - - - 250,000
Expenditures & T/O - 70,000 70,000 180,000 - - - - 250,000
Ending Balance - 180,000 180,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
131
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
12
SIDEWALKS, CURBS & STORM DRAINS
Project Name Saratoga Avenue Sidewalk Project Number 9142-005
Department Public Works Project Manager Macedonio Nunez
Description This project will install new sections of sidewalk on Saratoga Avenue.
Location This project is located on Saratoga Avenue.
Project
Background
Since 1992, the City has been adding new sections of sidewalk along Saratoga Avenue, using
Transit Development Act (TDA) funds to create a continuous sidewalk between the Village
and Quito Road. Each year, approximately $25,000 of TDA grant funding is awarded. The
City generally allows these funds to accumulate over several years and identifies the pathway
sections to be completed along Saratoga Avenue.
Sidewalks offer several benefits. They provide a safe path for pedestrians, away from the
roadway. The sidewalk also allows residents in wheelchairs or other wheeled devices to
travel in the City. Furthermore, extension of the City’s sidewalk system increases the City’s
walkability and adds to the recreational opportunities available to residents.
This project has been ongoing since 1992 and will continue until all sidewalk gaps are closed.
In FY 2018/19, accessible ramps were installed at Saratoga Avenue and Seagraves Way
Work for this project is conducted by a contractor and managed by City staff.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $1,801 will be incorporated into the Fiscal Year 2019/20 operating budget.
The project will make significant improvements to pedestrian safety on Saratoga Avenue.
Extending the existing sidewalk will increase maintenance costs.
132
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
13
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Estimated Completion Date Ongoing Project is ongoing
SARATOGA AVENUE SIDEWALK 9142-005
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
GRANT FUNDS
State- MTC (TDA)260,542 65,141 325,683 24,000 - - - - 349,683
TOTAL REVENUES 260,542 65,141 325,683 24,000 - - - - 349,683
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
GRANT FUND EXP
Consultant/Contract Svs 17,013 - 17,013 - - - - - 17,013
Construction Expenses 219,291 30,000 249,291 82,653 - - - - 331,943
Reimbursable Expenses 727 - 727 - - - - - 727
TOTAL EXPENDITURES 237,030 30,000 267,030 82,653 - - - - 349,683
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP GRANT FUND
Beginning Balance 23,512 58,653 - - - - -
Revenues & T/I 260,542 65,141 325,683 24,000 - - - - 349,683
Expenditures & T/O 237,030 30,000 267,030 82,653 - - - - 349,683
Ending Balance 23,512 58,653 58,653 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
133
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
14
SIDEWALKS, CURBS & STORM DRAINS
Project Name Big Basin Way Sidewalk Repairs Project Number 9142-014
Department Public Works Project Manager Macedonio Nunez
Description This project will repair and replace sidewalk, curb, and gutter along Big Basin Way, on an as
needed basis, to reduce tripping hazards and beautify the village.
Location This project is located on Big Basin Way between 6th Street and Saratoga-Sunnyvale Road.
Project
Background
The Village is the historical downtown center of Saratoga and is the main corridor for local
retail and professional offices. Businesses found along this thoroughfare road include
restaurants, salons, galleries, wine tasting rooms, coffee shops, an eclectic mix of retailers,
offices, and more. As a shopping and dining destination, there is a good deal of pedestrian
traffic as shoppers and diners enjoy the Village’s ambiance.
This project will improve safety along this active corridor and enhance Saratoga’s pedestrian-
friendly environment through ensuring a safe and convenient walking experience. This
project provides funding for rehabilitation of any sidewalk, curb, and gutter along the
Saratoga Village that is deteriorating, or considered a potential tripping hazard.
A $163,000 STP OBAG grant and gas tax revenues of $20,990 fund this project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $4,955
will be incorporated into the Fiscal Year 2019/20 operating budget. Upon completion, costs
for minor repairs will be reduced, and liability risks will be lowered with infrastructure in new
condition and in compliance with current standards.
134
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
15
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Design Phase September 2015 Prepare plans and specifications
Contract Award March 2019 Council awards contract
Estimated Construction Start May 2019 Construction Begins
Estimated Completion Date September 2019 Project is completed
BIG BASIN WAY SIDEWALK REPAIRS 9142-014
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
GRANT FUNDS
Federal - HSIP Grant - 163,000 163,000 - - - - - 163,000
TOTAL - 163,000 163,000 - - - - - 163,000
GAS TAX FUND
Gas Tax - HUTA 20,990 - 20,990 - - - - - 20,990
TOTAL 20,990 - 20,990 - - - - - 20,990
TOTAL REVENUES 20,990 163,000 183,990 - - - - - 183,990
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
GRANT FUND EXP
Construction Expenses - 163,000 163,000 - - - - - 163,000
TOTAL - 163,000 163,000 - - - - - 163,000
GAS TAX EXP
Construction Expenses - 20,990 20,990 - - - - - 20,990
TOTAL - 20,990 20,990 - - - - - 20,990
TOTAL EXPENDITURES - 183,990 183,990 - - - - - 183,990
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP GRANT FUND
Beginning Balance - - - - - - -
Revenues & T/I - 163,000 163,000 - - - - - 163,000
Expenditures & T/O - 163,000 163,000 - - - - - 163,000
Ending Balance - - - - - - - - -
GAS TAX FUND
Beginning Balance 20,990 - - - - - -
Revenues & T/I 20,990 - 20,990 - - - - - 20,990
Expenditures & T/O - 20,990 20,990 - - - - - 20,990
Ending Balance 20,990 - - - - - - - -
TOTAL BALANCE 20,990 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
135
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
16
SIDEWALKS, CURBS & STORM DRAINS
Project Name El Camino Grande Storm Drain Pump Project Number 9142-015
Department Public Works Project Manager Poh Yee
Description This project will install a storm drain system at El Camino Grande.
Location This project is located on El Camino Grande, Saratoga-Los Gatos Road, Austin Way and
Bountiful Acres Way.
Project
Background
This is the second part of the Monte Vista Drive/El Camino Grande area storm drain
improvements. This section of the roadway receives a large amount of storm water runoff
from Monte Vista Drive and El Camino Grande. In the initial development of the area, no
storm drain system was constructed. The increase in home construction led to a decrease in
surface area that could absorb water runoff. Without a proper storm drain system in place,
flooding may occur during rain storms, resulting in erosion and possible street failure.
The drainage issues were partially resolved with the installation of a storm drain pump at
Monte Vista Drive. A second pump is needed at El Camino Grande to draw water across
Highway 9 to the closest storm drain located near Bountiful Acres Way.
A $400,000 allocation from the CIP Reserve funds this project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $9,526
will be incorporated into the Fiscal Year 2019/20 operating budget.
136
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
17
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Design Phase May 2017 Prepare plans and specifications
Begin Bid Process April 2018 Finalize plans and bid project
Estimated Construction Start April 2019 Begin Construction
Estimated Completion Date September 2019 Project Complete
EL CAMINO GRANDE STORM DRAIN PUMP 9142-015
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 400,000 - 400,000 - - - - - 400,000
TOTAL REVENUES 400,000 - 400,000 - - - - - 400,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Materials & Supplies 2,267 - 2,267 - - - - - 2,267
Consultant/Contract Svs 15,040 19,663 34,703 - - - - - 34,703
Construction Expenses 4,425 - 4,425 358,606 - - - - 363,031
TOTAL EXPENDITURES 21,731 19,663 41,394 358,606 - - - - 400,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 378,269 358,606 - - - - -
Revenues & T/I 400,000 - 400,000 - - - - - 400,000
Expenditures & T/O 21,731 19,663 41,394 358,606 - - - - 400,000
Ending Balance 378,269 358,606 358,606 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
137
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
18
SIDEWALKS, CURBS & STORM DRAINS
Project Name Saratoga Village Crosswalk & Sidewalk
Rehabilitation
Project Number 9142-019
Department Public Works Project Manager Macedonio Nunez
Description This project will improve crosswalks and sidewalks in Saratoga Village.
Location This project is located on Big Basin Way between 5th Street and 6th Street.
Project
Background
The Village, Saratoga’s historical downtown, offers shops, restaurants, salons, and office
space. The City has been making a series of improvements to the Village to make it a more
walkable destination. These improvements included installation of pedestrian bulb-outs and
enhanced crosswalks to make pedestrians more visible, as well as installation of benches, bike
racks, aesthetic improvements, and a renovation of Blaney Plaza to make the Village a more
desirable place to gather.
This project will continue improvements on Big Basin Way between 5th Street and 6th Street,
including installation bulb outs, enhanced crosswalks, decorative landscaping, and benches.
An OBAG grant of $338,000 and City matching funds from the CIP Reserve of $44,000 fund
this project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of
$10,288 will be incorporated into the Fiscal Year 2019/20 operating budget. Upon completion,
the City will be responsible for maintaining additional landscaping, bulb-outs and other
features.
138
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
19
SIDEWALKS, CURBS & STORM DRAINS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Design Phase Aug 2010 Minor revisions to Master Plan, if required
Contract Awarded Sept 2019 Award contract for construction
Estimated Construction Start Oct 2019 Begin construction
Estimated Construction End Feb 2020 Complete construction
SARATOGA VILLAGE CROSSWALK & SIDEWALK REHABILITATION 9142-019
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 44,000 - 44,000 - - - - - 44,000
TOTAL 44,000 - 44,000 - - - - - 44,000
GRANT FUNDS
Federal - CMAQ via DOT - - - 338,000 - - - - 338,000
TOTAL - - - 338,000 - - - - 338,000
TOTAL REVENUES 44,000 - 44,000 338,000 - - - - 382,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Construction Expenses - - - 44,000 - - - - 44,000
TOTAL - - - 44,000 - - - - 44,000
GRANT FUND EXP
Construction Expenses - - - 338,000 - - - - 338,000
TOTAL - - - 338,000 - - - - 338,000
TOTAL EXPENDITURES - - - 382,000 - - - - 382,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 44,000 44,000 - - - - -
Revenues & T/I 44,000 - 44,000 - - - - - 44,000
Expenditures & T/O - - - 44,000 - - - - 44,000
Ending Balance 44,000 44,000 44,000 - - - - - -
CIP GRANT FUND
Beginning Balance - - - - - - -
Revenues & T/I - - - 338,000 - - - - 338,000
Expenditures & T/O - - - 338,000 - - - - 338,000
Ending Balance - - - - - - - - -
TOTAL BALANCE 44,000 44,000 44,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
139
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
20
BRIDGE & RETAINING WALL PROJECTS
Project Name Fourth Street Bridge Widening Project Number 9152-001
Department Public Works Project Manager Macedonio Nunez
Description This project will improve and widen the 4th Street bridge in Saratoga.
Location This project is located on 4th Street near Wildwood Park.
Project
Background
The 4th Street Bridge was constructed in 1939 and crosses Saratoga Creek near the entrance to
Wildwood Park. This project will widen the bridge to accommodate a sidewalk for pedestrian
traffic, as well as make structural improvements to bring the bridge in compliance with
current standards.
A California Department of Transportation review of Saratoga bridges in 2004 listed the 4th
Street Bridge as being in “generally good condition.” There are 20 bridges located in the City,
with 9 of these bridges passing over Saratoga Creek.
A $487,000 Federal Highway Bridge Replacement and Rehabilitation (HBRR) program grant
and $100,000 allocation from the CIP Reserve currently fund this project.
This project will be completed in three phases; preliminary engineering and environmental,
right-of-way acquisition, and construction with a total estimated cost of $1.41 million. The
Preliminary Engineering and Environmental phase will include survey work, constraint
analysis, environmental review and design with an estimated cost of $284,829. The Right-of-
way acquisition phase will include the acquisition or obtaining rights to access property
needed to widen the bridge, with an estimated cost of $11,147. The Construction phase will
include work on widening the bridge with an estimated cost of $1,114,700.
The project has sufficient funding for the preliminary engineering and environmental and
right-of-way acquisition. Additional funding will be needed to complete the construction
phase of this project.
Operating
Budget Impacts
There will be no impact to the Fiscal Year 2019/20 operating budget.
140
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
21
BRIDGE & RETAINING WALL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase July 2019 Prepare plans and specifications
Right of Way Acquisition October 2019 Complete right of way negotiations and acquisition
Begin Bid Process TBD Council approves plans and authorizes bidding the
project
Contract Award TBD Council awards contract
Estimated Construction Start TBD Construction project begins
Estimated Completion Date TBD Project is completed
FOURTH STREET BRIDGE WIDENING 9152-001
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 100,000 - 100,000 - - - - - 100,000
TOTAL 100,000 - 100,000 - - - - - 100,000
GRANT FUNDS
Federal - HBBR Grant 2,336 484,664 487,000 - - - - - 487,000
TOTAL 2,336 484,664 487,000 - - - - - 487,000
TOTAL REVENUES 102,336 484,664 587,000 - - - - - 587,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Construction Expenses - 30,000 30,000 69,837 - - - - 99,837
Reimbursable Expenses 163 - 163 - - - - - 163
TOTAL 163 30,000 30,163 69,837 - - - - 100,000
GRANT FUND EXP
Salary & Benefits 1,078 - 1,078 - - - - - 1,078
Construction Expenses - 120,000 120,000 364,664 - - - - 484,664
Reimbursable Expenses 1,258 - 1,258 - - - - - 1,258
TOTAL 2,336 120,000 122,336 364,664 - - - - 487,000
TOTAL EXPENDITURES 2,499 150,000 152,499 434,501 - - - - 587,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 99,837 69,837 - - - - -
Revenues & T/I 100,000 - 100,000 - - - - - 100,000
Expenditures & T/O 163 30,000 30,163 69,837 - - - - 100,000
Ending Balance 99,837 69,837 69,837 - - - - - -
CIP GRANT FUND
Beginning Balance - 364,664 - - - - -
Revenues & T/I 2,336 484,664 487,000 - - - - - 487,000
Expenditures & T/O 2,336 120,000 122,336 364,664 - - - - 487,000
Ending Balance - 364,664 364,664 - - - - - -
TOTAL BALANCE 99,837 434,501 434,501 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
141
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
22
BRIDGE & RETAINING WALL PROJECTS
Project Name Quito Road Bridges Project Number 9152-002
Department Public Works Project Manager Macedonio Nunez
Description This project funds the preliminary engineering and environmental and construction phases of
the removal and replacement of two bridges on Quito Road.
Location This project is located on two sections of Quito Road between Sobey Road and Vessing Road.
Project
Background
Periodically, the California Department of Transportation (Caltrans) conducts assessments of
bridges in Saratoga. Caltrans rated the two bridges on Quito Road between Sobey Road and
Vessing Road as needing replacement. Additionally, the bridges are not wide enough to meet
current Caltrans standards for roadway size.
This project will rebuild the bridges, bringing the width of the Quito Road bridges in
compliance with State roadway standards, which will ultimately increase safety for people
using Quito Road.
Both bridges pass over San Tomas Creek, which flows through Saratoga, Campbell, Los Gatos,
Monte Sereno, San Jose, and Santa Clara. As these two bridges fall along the city limit lines of
Saratoga and Los Gatos and along the San Tomas Creek, Los Gatos, Saratoga, and the Santa
Clara Valley Water District all share in the boundaries and responsibilities.
As Saratoga holds the primary share of allocated responsibility, the City agreed to manage
this bridge replacement project. There is a total of 20 bridges in Saratoga. Four of these
bridges pass over San Tomas Creek.
The total cost of this project is approximately $5.01 million over three phases. Funding to
remove and replace the existing bridges comes primarily from a $4.12 million Federal
Highway Bridge Replacement and Rehabilitation (HBRR) Program Grant, and allocated grant
match contributions of approximately $300,000 apiece through a co-operative agreement
between the Santa Clara Valley Water District, Los Gatos, and Saratoga.
Design work is complete. The City is now in the process of acquiring right-of-way from
residential properties before construction can commence.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $4,445
will be incorporated into the Fiscal Year 2019/20 operating budget.
142
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
23
BRIDGE & RETAINING WALL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase January 2013 Prepare plans and specifications
End Design Phase October 2014 Plans and specifications complete
Contract Award May 2020 Council awards contract
Estimated Construction Start July 2020 Construction project begins (pending right-of-way acquisitions)
Estimated Completion Date August 2021 Project is completed
QUITO ROAD BRIDGES 9152-002
BRIDGE & RETAINING WALL PROJECTS
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Project Reimbursements 188,318 77,510 265,828 - - - - - 265,828
Transfers In - General Fund 155,659 - 155,659 - - - - - 155,659
Transfers In - Other CIP 15,023 - 15,023 - - - - - 15,023
TOTAL 358,999 77,510 436,510 - - - - - 436,510
GRANT FUNDS
Federal - HBBR Grant 671,600 - 671,600 - - - - - 671,600
TOTAL 671,600 - 671,600 - - - - - 671,600
GAS TAX FUND
Gas Tax - HUTA 129,000 - 129,000 - - - - - 129,000
TOTAL 129,000 - 129,000 - - - - - 129,000
TOTAL REVENUES 1,159,599 77,510 1,237,109 - - - - - 1,237,109
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Site Acquisition & Prep 19,356 - 19,356 - - - - - 19,356
Materials & Supplies 165 - 165 - - - - - 165
Fees & Expenses 485 - 485 - - - - - 485
Consultant/Contract Svs 45,237 77,373 122,610 - - - - - 122,610
Construction Expenses 89,333 - 89,333 157,967 - - - - 247,300
Reimbursable Expenses 714 - 714 - - - - - 714
Transfers Out 45,880 - 45,880 - - - - - 45,880
TOTAL 201,169 77,373 278,543 157,967 - - - - 436,510
GRANT FUND EXP
Site Acquisition & Prep 104,513 - 104,513 - - - - - 104,513
Materials & Supplies 660 - 660 - - - - - 660
Fees & Expenses 207 - 207 - - - - - 207
Consultant/Contract Svs 182,798 - 182,798 - - - - - 182,798
Construction Expenses 366,685 - 366,685 - - - - - 366,685
Reimbursable Expenses 16,737 - 16,737 - - - - - 16,737
TOTAL 671,600 - 671,600 - - - - - 671,600
GAS TAX EXP
Site Acquisition & Prep 11,375 - 11,375 - - - - - 11,375
Materials & Supplies 87 - 87 - - - - - 87
Fees & Expenses 413 - 413 - - - - - 413
Consultant/Contract Svs 110,039 - 110,039 - - - - - 110,039
Construction Expenses - - - 7,085 - - - - 7,085
TOTAL 121,915 - 121,915 7,085 - - - - 129,000
TOTAL EXPENDITURES 994,684 77,373 1,072,057 165,052 - - - - 1,237,109
Budgeted for Fiscal Year
Budgeted for Fiscal Year
143
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
24
QUITO ROAD BRIDGES 9152-002
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 157,830 157,967 - - - - -
Revenues & T/I 358,999 77,510 436,510 - - - - - 436,510
Expenditures & T/O 201,169 77,373 278,543 157,967 - - - - 436,510
Ending Balance 157,830 157,967 157,967 - - - - - -
CIP GRANT FUND
Beginning Balance - - - - - - -
Revenues & T/I 671,600 - 671,600 - - - - - 671,600
Expenditures & T/O 671,600 - 671,600 - - - - - 671,600
Ending Balance - - - - - - - - -
GAS TAX FUND
Beginning Balance 7,085 7,085 - - - - -
Revenues & T/I 129,000 - 129,000 - - - - - 129,000
Expenditures & T/O 121,915 - 121,915 7,085 - - - - 129,000
Ending Balance 7,085 7,085 7,085 - - - - - -
TOTAL BALANCE 164,915 165,052 165,052 - - - - - -
Budgeted for Fiscal Year
144
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
25
BRIDGE & RETAINING WALL PROJECTS
Project Name Quito Road Bridges – ROW Acquisition Project Number 9152-004
Department Public Works Project Manager Macedonio Nunez
Description This project funds the fair market value acquisition of a minimal amount of right of way
easements.
Location This project is located on two sections of Quito Road between Sobey Road and Vessing Road.
Project
Background
The California Department of Transportation (CalTrans) conducted a structural assessment of
the two bridges on Quito Road between Sobey Road and Vessing Road and rated them in need
of replacement. Additionally, the bridges are not wide enough to meet current CalTrans
standards for roadway use.
Replacement and widening of the two bridges requires the acquisition of 4,532 square feet of
easements from three privately owned parcels adjoining the existing right of way. This project
funds the right-of-way acquisition needed to meet applicable bridge standards.
Both bridges pass over San Tomas Aquinas Creek, which flows from the San Francisco Bay in
Santa Clara, through San Jose, Campbell, Los Gatos, Monte Sereno, and heads in Saratoga. The
two bridges cross the San Tomas Aquinas creek along the city limits of Saratoga and Los
Gatos, therefore the cities of Saratoga and Los Gatos, along with the Santa Clara Valley Water
District all share in the boundaries and responsibilities of bridge maintenance. A cooperative
agreement between the three agencies has been executed with Saratoga named as the lead
agency.
A $354,120 Federal Highway Bridge Replacement and Rehabilitation (HBBR) Program Grant
and $45,880 from the three cooperating agencies fund this phase of the project.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $9,209
will be incorporated into the Fiscal Year 2019/20 operating budget.
145
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
26
BRIDGE & RETAINING WALL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Contract Award April 2016 Award contract
Right of Way Acquisition April 2016 Begin right-of-way negotiations
Estimated Completion Date July 2019 Project complete
QUITO ROAD BRIDGES – ROW ACQUISITION 9152-004
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 45,880 - 45,880 - - - - - 45,880
TOTAL 45,880 - 45,880 - - - - - 45,880
GRANT FUNDS
Federal - HBBR Grant 51,021 303,100 354,121 - - - - - 354,121
TOTAL 51,021 303,100 354,121 - - - - - 354,121
TOTAL REVENUES 96,901 303,100 400,001 - - - - - 400,001
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Site Acquisition & Prep 4,400 5,720 10,120 - - - - - 10,120
Fees & Expenses 89 - 89 - - - - - 89
Consultant/Contract Svs 1,783 - 1,783 - - - - - 1,783
Construction Expenses - - - 33,654 - - - - 33,654
Reimbursable Expenses 233 - 233 - - - - - 233
TOTAL 6,506 5,720 12,226 33,654 - - - - 45,880
GRANT FUND EXP
Site Acquisition & Prep 33,964 301,448 335,412 - - - - - 335,412
Fees & Expenses 687 - 687 - - - - - 687
Consultant/Contract Svs 13,765 - 13,765 - - - - - 13,765
Construction Expenses - - - 2,460 - - - - 2,460
Reimbursable Expenses 1,796 - 1,796 - - - - - 1,796
TOTAL 50,213 301,448 351,661 2,460 - - - - 354,121
TOTAL EXPENDITURES 56,718 307,168 363,886 36,114 - - - - 400,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 39,374 33,654 - - - - -
Revenues & T/I 45,880 - 45,880 - - - - - 45,880
Expenditures & T/O 6,506 5,720 12,226 33,654 - - - - 45,880
Ending Balance 39,374 33,654 33,654 - - - - - -
CIP GRANT FUND
Beginning Balance 808 2,460 - - - - -
Revenues & T/I 51,021 303,100 354,121 - - - - - 354,121
Expenditures & T/O 50,213 301,448 351,661 2,460 - - - - 354,121
Ending Balance 808 2,460 2,460 - - - - - -
TOTAL BALANCE 40,182 36,114 36,114 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
146
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
27
BRIDGE & RETAINING WALL PROJECTS
Project Name Annual Retaining Wall Maintenance &
Repairs
Project Number 9153-003
Department Public Works Project Manager Emma Burkhalter
Description This project will fund the maintenance and repairs of city-owned retaining walls.
Location This is a Citywide project.
Project
Background
The City is responsible for retaining walls throughout the City. These retaining walls help
prevent soil erosion, provide stability for hillsides, and prevent surface runoff from
obstructing roadways.
In Fiscal Year 2016/17, winter storms caused damage to retaining walls in various locations in
the City. Rather than funding projects individually, the City Council created the Annual
Retaining Wall Maintenance & Repairs capital project to maintain existing retaining walls,
monitoring them for signs of failure, and make repairs as needed. This project is one of
several capital projects identified as a priority by the City Council and receives $200,000 each
year, depending on funding availability.
Retaining walls with active failures on Pierce Road, Mount Eden Road, Palomino Way, and
Saratoga Heights will be monitored and prioritized during the 2019/20 Fiscal Year.
An annual $200,000 transfer from the General Fund funds this project.
Operating
Budget Impacts
Engineering, administrative and maintenance staff costs for project oversight and
implementation of $7,945 will be incorporated into the Fiscal Year 2019/20 operating budget.
147
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
28
BRIDGE & RETAINING WALL PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Begin Bid Process Ongoing Invite contractors to bid on the project
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Specified work is completed
ANNUAL RETAINING WALL MAINTENANCE AND REPAIRS 9153-003
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Transfers In - General Fund 390,000 200,000 590,000 200,000 200,000 200,000 200,000 200,000 1,590,000
TOTAL REVENUES 390,000 200,000 590,000 200,000 200,000 200,000 200,000 200,000 1,590,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Fees & Expenses 1,039 - 1,039 - - - - - 1,039
Consultant/Contract Svs 69,858 25,652 95,510 - - - - - 95,510
Construction Expenses 276,966 35,000 311,966 381,485 200,000 200,000 200,000 200,000 1,493,451
TOTAL EXPENDITURES 347,863 60,652 408,515 381,485 200,000 200,000 200,000 200,000 1,590,000
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 42,137 181,485 - - - - -
Revenues & T/I 390,000 200,000 590,000 200,000 200,000 200,000 200,000 200,000 1,590,000
Expenditures & T/O 347,863 60,652 408,515 381,485 200,000 200,000 200,000 200,000 1,590,000
Ending Balance 42,137 181,485 181,485 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
148
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
29
UTILITY UNDERGROUNDING PROJECTS
Project Name Rule 20A Undergrounding Project Project Number 9171-001
Department Public Works Project Manager Poh Yee
Description This project will fund undergrounding of utilities in Saratoga.
Location One or more locations for this project are to be determined.
Project
Background
Each year, Pacific Gas & Electric (PG&E) allocates undergrounding work credits to Saratoga and
other municipalities to provide funding for undergrounding utilities. The credits for these
allocations are provided through PG&E’s Rule 20A program, which is an electric tariff filed
with the California Public Utilities Commission. Because of the Rule 20A program, PG&E is
able to annually fund relocation of approximately 30 miles of overhead utilities underground.
Rule 20A funding comes from electricity rate payers.
Before Rule20A work credits can be used, proposed undergrounding projects must be
approved by PG&E. Projects must reduce an unusually heavy concentration of overhead power
lines, be conducted on arterial streets with high pedestrian or vehicular traffic, or be done on
roads that are in a civic, recreational, or scenic area.
Due to the very high cost of undergrounding, Saratoga has been collecting Rule 20A credits to
allow for a more substantial undergrounding project in the City.
Operating
Budget Impacts
Moving overhead utilities underground will make the City more attractive and will reduce
safety risks associated with down power lines. As fallen power lines can be especially
problematic during winter storms, undergrounding the lines would reduce emergency staff
costs and liability. Project management costs for this project will be included in the operating
budget when it becomes active. There is no impact to the Fiscal Year 2019/20 Operating
Budget.
149
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
30
UTILITY UNDERGROUNDING PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase TBD Prepare plans and specifications in conjunction with PG&E
Estimated Construction Start TBD PG&E begins construction
Estimated Completion Date TBD PG&E completes construction
RULE 20A ELECTRIC UNDERGROUND CONVERSION PROJECTS 9171-001
As of June 2, 2017, $3,765,917 of work credit funding is available from PG&E for utility undergrounding work
funded and completed by PG&E. Additional funds accumulate each year. The City does not receive cash funds for
this work; therefore the work credit amount is not included in the CIP financial schedules.
150
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
31
UTILITY UNDERGROUNDING PROJECTS
Project Name Quito Road Undergrounding Project Project Number 9171-002
Department Public Works Project Manager Poh Yee
Description This project will fund undergrounding of utilities on Quito Road in Saratoga.
Location Undergrounding work would take place on Quito Road near Twin Creeks Road.
Project
Background
Several years ago, because of fees collected for a subdivision, the City received funds to
underground utilities on Quito Road near Twin Creeks Road. In recent years, municipalities
and Pacific Gas & Electric (PG&E) have started moving overhead utility lines underground.
Moving overhead utilities underground improves aesthetics and safeguards the City’s power
infrastructure during severe weather events, such as winter storms. Fallen trees and/or tree
limbs frequently result in downed power lines and power loss during storms.
Due to the high costs of undergrounding, transferring the overhead utilities at this location
will have to be incorporated into a larger undergrounding project.
Operating
Budget Impacts
There will be no impact to the Fiscal Year 2019/20 operating budget.
151
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
32
UTILITY UNDERGROUNDING PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase TBD Prepare plans and specifications
Begin Bid Process TBD Council approves plans and authorizes bidding the
project
Contract Award TBD Council awards contract
Estimated Construction Start TBD Construction project begins
Estimated Completion Date TBD Project is completed
QUITO ROAD UNDERGROUNDING PROJECT 9171-002
Prior FY Total
Year 2018/19 Funded Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP STREET FUND
Community Benefit Asses.98,744 - 98,744 - - - - - 98,744
TOTAL REVENUES 98,744 - 98,744 - - - - - 98,744
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP STREET FUND EXP
Construction Expenses - - - 98,744 - - - - 98,744
TOTAL EXPENDITURES - - - 98,744 - - - - 98,744
Prior FY
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP STREET FUND
Beginning Balance 98,744 98,744 - - - - -
Revenues & T/I 98,744 - 98,744 - - - - - 98,744
Expenditures & T/O - - - 98,744 - - - - 98,744
Ending Balance 98,744 98,744 98,744 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
152
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
33
PARKS & TRAILS PROJECTS
153
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
34
CITYWIDE PROJECTS
Project Name Annual Park, Trails, Grounds, & Medians
Repair & Replacement
Project Number 9211-001
Department Public Works Project Manager Kevin Meek
Description This project annually funds infrastructure maintenance and replacement related to parks,
trails, grounds, and medians.
Location This is a citywide project.
Project
Background
Annual maintenance and replacement of infrastructure related to parks, trails, grounds, and
medians helps to keep them beautiful and functioning properly for the enjoyment of Saratoga
residents. This project is one of the priority projects identified by the City Council and
receives an annual transfer of $100,000 from the CIP Reserve, as funding permits.
Parks: Infrastructure at parks includes, but is not limited to, playground equipment,
restroom and concessions buildings, fencing, tennis and basketball courts, playfields,
drinking fountains, pathways, and parking lots.
Trails: Trail infrastructure includes pathways, signage, irrigation systems, ramps and parking
lots.
Grounds: Grounds infrastructure is located at properties including the Civic Center, Saratoga-
Prospect Center, Library, and Blaney Plaza.
Medians: Medians infrastructure includes irrigation systems located at medians throughout
the City.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$39,461 will be incorporated into the Fiscal Year 2019/20 operating budget.
154
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
35
CITYWIDE PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare project plans and request bids for work contracted out
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Project is completed
ANNUAL PARKS, TRAILS, GROUNDS, AND MEDIANS MAINTENANCE & REPAIRS 9211-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
AB 8939 Bev Container Grant 22,059 - 22,059 - - - - - 22,059
CIP Project Reimbursements 64,068 - 64,068 - - - - - 64,068
Donations/Contribution - - - - - - - - -
Transfers In - General Fund 355,000 100,000 455,000 100,000 100,000 100,000 100,000 100,000 955,000
Transfers In - Other CIP 17,476 - 17,476 - - - - - 17,476
TOTAL 458,603 100,000 558,603 100,000 100,000 100,000 100,000 100,000 1,058,603
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Site Acquisition & Prep 2,094 - 2,094 - - - - - -
Materials & Supplies 16,001 - 16,001 - - - - - 16,001
Fees & Expenses 50 - 50 - - - - - 50
Project Equip & Fixtures 77,261 4,360 81,621 - - - - - 81,621
Construction Expenses 257,533 118,998 376,531 100,000 100,000 100,000 100,000 100,000 876,531
Transfers Out 82,305 - 82,305 - - - - - 82,305
TOTAL 435,245 123,358 558,603 100,000 100,000 100,000 100,000 100,000 1,056,509
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 23,358 - - - - -
Revenues & T/I 458,603 100,000 558,603 100,000 100,000 100,000 100,000 100,000 1,058,603
Expenditures & T/O 435,245 123,358 558,603 100,000 100,000 100,000 100,000 100,000 1,058,603
Ending Balance 23,358 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
155
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
36
CITYWIDE PROJECTS
Project Name City-wide Tree Replanting Program Project Number 9211-002
Department Public Works Project Manager Kevin Meek
Description This ongoing project provides for the upkeep of the City’s urban forest through the planting
of City trees and shrubbery, installation of irrigation for new plantings, tree maintenance, and
removal of damaged trees on City property.
Location This is a Citywide project.
Project
Background
To mitigate the loss of the urban forest, the City assesses fines for unpermitted tree removal
and related violations, and then uses these funds to reforest the City. Fines provide the
funding for the cost to plant new trees and shrubbery and if needed, to install irrigation to
sustain the new plantings on public property. Staff sometimes complete citywide tree
replanting work; however, larger-scale projects may be contracted out to tree and landscape
contractors.
The Citywide Tree Replanting Program offsets tree planting and related maintenance
expenses that are funded through the City’s operating budget. Additionally, maintaining the
City’s urban tree canopy adds to Saratoga’s attractiveness and increases its desirability. To
some degree, this helps to generate higher property values and consequently higher property
tax revenues received by the City.
In Fiscal Year 2016/17, the program supported the 2020 by 2020 Tree Planting Challenge.
The goal of this program is to plant 2,020 trees by the year 2020. The City is offering to share
the cost of planting up to two trees in the front yard of Saratoga residents. The City pays
approximately $105 per tree and residents can expect to pay $95 to $135 depending upon the
type of tree selected.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$10,911 will be incorporated into the Fiscal Year 2019/20 operating budget.
156
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
37
CITYWIDE PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare project plans and request bids if work is contracted
out
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Project is completed
CITYWIDE TREE REPLANTING PROGRAM 9211-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
TREE FINE FUND
Tree Fines 184,965 3,600 188,565 - - - - - 188,565
Tree Dedication Program - - - - - - - - -
MS Foundation Grant - - - - - - - - -
Transfers In - General Fund 203,007 - 203,007 - - - - - 203,007
Transfers In - Other CIP - - - - - - - - -
TOTAL REVENUES 387,973 3,600 391,573 - - - - - 391,573
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
TREE FINE FUND
Materials & Supplies 20,284 - 20,284 - - - - - 20,284
Consultant/Contract Svs 23,521 19,075 42,596 - - - - - 42,596
Construction Expenses 276,015 52,679 328,694 - - - - - 328,694
TOTAL EXPENDITURES 319,819 71,754 391,573 - - - - - 391,573
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
TREE FINE FUND
Beginning Balance 68,154 - - - - - -
Revenues & T/I 387,973 3,600 391,573 - - - - - 391,573
Expenditures & T/O 319,819 71,754 391,573 - - - - - 391,573
Ending Balance 68,154 - - - - - - - -
TOTAL BALANCE 68,154 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
157
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
38
CITYWIDE PROJECTS
Project Name Tree Dedication Program Project Number 9212-001
Department Public Works Project Manager Kevin Meek
Description This program provides a 50% matching grant for the cost of trees purchased through the Tree
and Bench Dedication Program.
Location This is a Citywide project.
Project
Background
The City of Saratoga’s Tree and Bench Dedication program allows members of the public to
purchase trees or benches for dedication purposes. Trees dedicated through this program are
planted on City property, either in City parks, along Saratoga trails, or on City medians. The
cost to purchase a 15 gallon tree through the dedication program is $500.
In July 2010, the City Council set aside $25,000 for tree dedications to encourage the public to
participate in the program. The funding reduces the cost to dedicate trees by 50% and is
expected to help fund the planting of 100 trees. Reducing the cost of dedicating a tree is
intended to help maintain and expand the City’s urban forest.
Management of the program is performed by City staff and planting is typically contracted
out. On average, the City receives 3 to 5 tree dedication applications per year.
Operating
Budget Impacts
Parks and administrative staff costs for project implementation and oversight of $5,850 will
be incorporated into the Fiscal Year 2019/20 operating budget.
158
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
39
CITYWIDE PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Application Phase Ongoing Member of the public submits a Tree Dedication Program
application
Tree Planting Coordination Ongoing Staff works with the applicant to determine type of tree to be
planted and where it will be placed; tree dedication invoice is
processed
Tree Planting Ongoing Tree is planted and project is complete
TREE DEDICATION PROGRAM 9212-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
TREE FINE FUND
Tree Dedication Program 3,875 125 4,000 - - - - - 4,000
MS Foundation Grant 750 - 750 - - - - - 750
Transfers In - Other CIP 25,625 1,125 26,750 - - - - - 26,750
TOTAL 30,250 1,250 31,500 - - - - - 31,500
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
TREE FINE FUND
Construction Expenses 7,500 - 7,500 24,000 - - - - 31,500
TOTAL EXPENDITURES 7,500 - 7,500 24,000 - - - - 31,500
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
TREE FINE FUND
Beginning Balance 22,750 24,000 - - - - -
Revenues & T/I 30,250 1,250 31,500 - - - - - 31,500
Expenditures & T/O 7,500 - 7,500 24,000 - - - - 31,500
Ending Balance 22,750 24,000 24,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
159
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
40
PARK PROJECTS
Project Name Quito Road/Pollard Road Open Space
Improvements
Project Number 9219-002
Department Public Works Project Manager Kevin Meek
Description This project would create a new park by making improvements to the open space area at the
corner of Quito Road and Pollard Road.
Location This project is located at Quito Road and Pollard Road.
Project
Background
This project would make improvements to the open space area at the corner of Quito Road
and Pollard Road, locally referred to as No Name Park. The property is an excess right-of-way
area owned by the City and is roughly a half acre in size. The project would include
beautification, a meditation garden, landscaping improvements with drought tolerant and/or
native species, pathway enhancements, and irrigation. With the improvements, the area would
also be officially designated as a park.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and
implementation of $20,521 will be incorporated into the Fiscal Year 2019/20 operating
budget. This project may have operational impacts that may require ongoing maintenance.
160
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
41
PARK PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase August 2018 Prepare plans and specifications
Estimated Construction Start May 2019 Begin construction
Estimated Completion Date September 2019 Construction complete
QUITO RD/POLLARD RD OPEN SPACE IMPROVEMENTS 9219-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
PARK IN-LIEU FEES FUND
Park in Lieu Fees - - - - - - - - -
Transfers In - Other CIP - 75,000 75,000 - - - - - 75,000
TOTAL REVENUES - 75,000 75,000 - - - - - 75,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
PARK IN-LIEU FEES FUND
Consultant/Contract Svs - 9,285 9,285 - - - - - 9,285
Construction Expenses - 65,715 65,715 - - - - - 65,715
TOTAL EXPENDITURES - 75,000 75,000 - - - - - 75,000
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
PARK IN-LIEU FEES FUND
Beginning Balance - - - - - -
Revenues & T/I - 75,000 75,000 - - - - - 75,000
Expenditures & T/O - 75,000 75,000 - - - - - 75,000
Ending Balance - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
161
CITY OF SARATOGA
CAPITAL PROGRAM – UNCHANGED PROJECTS
42
PARK PROJECTS
Project Name Hakone Gardens Infrastructure
Improvements
Project Number 9222-004
Department Public Works Project Manager Poh Yee
Description This project will fund infrastructure improvements at Hakone Gardens.
Location Projects will take place at various locations throughout Hakone Gardens.
Project
Background
Hakone Gardens, a city-owned eighteen-acre park nestled in the foothills just outside of
Saratoga Village, is maintained and operated by the Hakone Foundation, a non-profit
organization that seeks to promote a deeper understanding of Japanese and general Asian
culture through the preservation of the oldest Japanese-style residential garden in the
Western Hemisphere.
In May 2016, the City Council approved the Hakone Gardens Master Plan. During the
development of the Plan a number of deferred maintenance projects that required more than
simple maintenance or repairs were identified. Project examples include well pump
replacement, wood damage mitigation, pest control, and garden, electrical, and lighting
improvements.
Initial funding for this project came from a $125,000 allocation from the CIP reserve. These
funds have been use for the replacement of railings, lighting and fixtures, painting or public
restrooms, and other repairs. Past improvements included the replacement of the Cultural
Center deck railings. Planned improvements include the reconstruction of the Upper Wisteria
Pavilion and maintenance projects identified in the master plan.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$3.431 will be incorporated into the Fiscal Year 2019/20 operating budget.
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PARK PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Contract Award Ongoing Award contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Specified project work is completed
HAKONE GARDENS INFRASTRUCTURE IMPROVEMENTS 9222-004
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP PARK FUND
Transfers In - General Fund 125,000 - 125,000 - - - - - 125,000
TOTAL 125,000 - 125,000 - - - - - 125,000
PARK IN-LIEU FEES FUND
Transfers In - Other CIP - 120,000 120,000 - - - - - 120,000
TOTAL - 120,000 120,000 - - - - - 120,000
TOTAL REVENUES 125,000 120,000 245,000 - - - - - 245,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP PARK FUND
Fees & Expenses 507 - 507 - - - - - 507
Consultant/Contract Svs 7,415 - 7,415 - - - - - 7,415
Construction Expenses 27,465 - 27,465 89,613 - - - - 117,078
TOTAL 35,387 - 35,387 89,613 - - - - 125,000
PARK IN-LIEU FEES FUND
Consultant/Contract Svs - 100,000 100,000 - - - - - 100,000
Reimbursable Expenses - - - 20,000 - - - - 20,000
TOTAL - 100,000 100,000 20,000 - - - - 120,000
TOTAL EXPENDITURES 35,387 100,000 135,387 109,613 - - - - 245,000
Prior FY Total
Year 2018/19 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP PARK FUND
Beginning Balance 89,613 89,613 - - - -
Revenues & T/I 125,000 - 125,000 - - - - - 125,000
Expenditures & T/O 35,387 - 35,387 89,613 - - - - 125,000
Ending Balance 89,613 89,613 89,613 - - - - - -
PARK IN-LIEU FEES FUND
Beginning Balance - 20,000 - - - -
Revenues & T/I - 120,000 120,000 - - - - - 120,000
Expenditures & T/O - 100,000 100,000 20,000 - - - - 120,000
Ending Balance - 20,000 20,000 - - - - - -
TOTAL BALANCE 89,613 109,613 109,613 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
163
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FACILITY IMPROVEMENTS
164
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CIVIC CENTER IMPROVEMENTS
Project Name Civic Theater Annual Improvements Project Number 9322-001
Department Recreation & Facilities Project Manager Thomas Scott
Description This project funds various improvements to the Civic Theater.
Location Projects are located within the Civic Theater at the Saratoga City Hall campus.
Project
Background
Two theater groups and other local groups lease the Civic Theater for rehearsals and
performances. The theater groups have three productions per year that show for
approximately six weeks each and use by other groups varies.
To keep the theater in optimal operating condition and offset maintenance expenses resulting
from use of the theater for performances, a $2.50 per ticket surcharge is collected on each
ticket sold and is then subsequently remitted to the City to fund improvements. The
surcharge totals approximately $30,000 to $40,000 per year.
Each year, the two groups that primarily use the Civic Theater work with staff to identify
improvement priorities. Improvements are made on an ongoing basis and in the past have
included installation of a movie screen, fully accessible seating, new doors and stage flooring.
Regular improvements to the Civic Theater ensure that it remains an attractive venue for
audiences and theater groups. The productions of the theater groups draw visitors to
Saratoga, which helps to support the local economy, as audience members often visit Saratoga
restaurants and shops before or after attending shows. Most theater improvements are
performed by contractors and supervised by staff.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$10,279 will be incorporated into the Fiscal Year 2019/20 operating budget.
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CIVIC CENTER IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase Ongoing Prepare plans and specifications
Begin Bid Process Ongoing Solicit bids from qualified contractors
Contract Award Ongoing Council awards contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Project is completed
THEATER IMPROVEMENTS 9322-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
Theater Ticket Surcharge 405,577 35,000 440,577 35,000 35,000 35,000 35,000 35,000 615,577
TOTAL REVENUES 405,577 35,000 440,577 35,000 35,000 35,000 35,000 35,000 615,577
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Materials & Supplies 40,414 3,751 44,165 - - - - - 44,165
Construction Expenses 294,474 - 294,474 136,939 35,000 35,000 35,000 35,000 571,413
TOTAL EXPENDITURES 334,888 3,751 338,639 136,939 35,000 35,000 35,000 35,000 615,577
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - 70,690 101,939 - - - - -
Revenues & T/I 405,577 35,000 440,577 35,000 35,000 35,000 35,000 35,000 615,577
Expenditures & T/O 334,888 3,751 338,639 136,939 35,000 35,000 35,000 35,000 615,577
ENDING FUND BALANCE 70,690 101,939 101,939 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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COMMUNITY CENTER
Project Name Bocce Ball Court Project Number 9331-010
Department Public Works Project Manager John Cherbone
Description
This project would fund the installation of a bocce ball court at the Senior
Center/Community Center.
Location This project is located at the Joan Pisani Community Center/Senior Center patio.
Project
Background
This project would install two bocce ball courts and seating in the patio area shared by the
Senior Center and Joan Pisani Community Center. The bocce ball courts would provide
visitors to the Senior Center with the opportunity to engage in social interaction and
participate in a light physical activity that helps maintain mobility. Bocce ball also requires
strategic planning and promotes healthy competition. Community Center renters will also
have access to the two bocce ball courts.
This project was originally added to the Capital Improvement Program as a
recommendation from several America in Bloom volunteers as an opportunity for a
community beautification project. The Senior Center has raised approximately $22,000 in
support of this project.
Staff is recommending an additional $215,000 for the project to cover costs associated
with construction.
Operating
Budget
Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$9,527 will be incorporated into the Fiscal Year 2019/20 operating budget.
167
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COMMUNITY CENTER
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase August 2018 Prepare plans and specifications
Estimated Project Start Date April 2019 Begin construction
Estimated Completion Date October 2019 Construction complete
BOCCE BALL COURT 9331-010
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
CIP Project Contributions - 22,000 22,000 - - - - - 22,000
Transfers In - General Fund - 48,000 48,000 - - - - - 48,000
TOTAL REVENUES - 70,000 70,000 - - - - - 70,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Consultant/Contract Svs - 6,716 6,716 - - - - - 6,716
Construction Expenses - 63,285 63,285 - - - - - 63,285
TOTAL EXPENDITURES - 70,000 70,000 - - - - - 70,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - - - - - - - -
Revenues & T/I - 70,000 70,000 - - - - - 70,000
Expenditures & T/O - 70,000 70,000 - - - - - 70,000
ENDING FUND BALANCE - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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COMMUNITY CENTER
Project Name Senior Center Entrance Remodel Project Number 9333-007
Department Public Works Project Manager John Cherbone
Description
This project will renovate the exterior entrance and walkways to the Saratoga Senior
Center
Location The project is located at the Saratoga Senior Center.
Project
Background
The Saratoga Senior Center, operated by the Saratoga Area Senior Coordinating Council
(SASCC), is attached to the Joan Pisani Community Center. SASCC leases the Senior Center
space and provides services to older adults in the community via contract with the City.
The Senior Center offers a variety of classes and programs that keep the City’s older
adults active, social, and happy. Additionally, SASCC operates the Adult Care Center that
serves less independent older adults. The Adult Care Center is open to individuals who are
50 years or older, need assistance with activities of daily living, and are not able to
participate in other active senior programs.
The Senior Center has two dedicated entrances, one that brings visitors to the Senior
Center Lobby and another to the Adult Care Center. Currently, the entrances to the Senior
Center include two ramps and sparse landscaping. This project would contribute to the
remodel of the entrance, which could include façade improvements, landscaping changes,
new signage, or walkway enhancements.
Timing of the project will be coordinated with the Senior Center remodel project being led
by SASCC.
Operating
Budget
Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$6,805 will be incorporated into the Fiscal Year 2019/20 operating budget.
169
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COMMUNITY CENTER
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase TBD Begin development of project design
Begin Bid Process TBD Request project construction bids
Contract Award TBD Award contract to responsive bidder
Estimated Project Start Date TBD Begin construction
Estimated Completion Date TBD Complete construction
SENIOR CENTER ENTRANCE REMODEL 9333-007
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
Transfers In - General Fund - 50,000 50,000 - - - - - 50,000
TOTAL REVENUES - 50,000 50,000 - - - - - 50,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Construction Expenses - - - 50,000 - - - - 50,000
TOTAL EXPENDITURES - - - 50,000 - - - - 50,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - - 50,000 - - - - -
Revenues & T/I - 50,000 50,000 - - - - - 50,000
Expenditures & T/O - - - 50,000 - - - - 50,000
ENDING FUND BALANCE - 50,000 50,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
170
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LIBRARY BUILDING PROJECTS
Project Name Library Building Exterior Maintenance Project Number 9372-001
Department Recreation & Facilities Project Manager Thomas Scott
Description This project funds improvements to the exterior of the Saratoga Library.
Location The Saratoga Library is located at 13650 Saratoga Avenue.
Project
Background
The Saratoga Library is a City owned property leased by the Santa Clara County Library Joint
Powers Authority. Under the current 30-year lease (effective 2003), the County is responsible
for maintaining the interior and exterior of the building. However, the County agreed to pay
the City $5,000 on an annual basis to oversee and perform certain maintenance work to
ensure the building’s exterior is maintained in accordance with City standards. Typically,
several years of payments are accumulated before proceeding with a maintenance project.
Unexpended funds are capped at $25,000.
The exterior maintenance work is primarily performed by contractors and managed by staff.
Performing on-going maintenance to the exterior of the Saratoga Library keeps the building in
good operating condition and prevents higher costs associated with deferred maintenance.
Exterior maintenance projects range from siding to roof repairs and painting. In Fiscal Year
2010/11, the southern exposure of the library was re-stained, and in Fiscal Year 2012/13, the
entire exterior was re-stained. In Fiscal Year 2017/18, repairs and re-staining of the north and
east facing walls were completed.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $758 will be
incorporated into the Fiscal Year 2019/20 operating budget.
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LIBRARY BUILDING PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase Ongoing Prepare plan and specifications
Begin Bid Process Ongoing Solicit bids from qualified contractors
Contract Award Ongoing Council awards contract
Estimated Construction Start Ongoing Construction project begins
Estimated Completion Date Ongoing Project is completed
LIBRARY BUILDING EXTERIOR MAINTENANCE 9372-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP FACILITIES FUND
CIP Project Reimbursements 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
TOTAL REVENUES 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP FACILITIES FUND
Construction Expenses 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
TOTAL EXPENDITURES 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - - - - - - - -
Revenues & T/I 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
Expenditures & T/O 55,000 5,000 60,000 5,000 5,000 5,000 5,000 5,000 85,000
ENDING FUND BALANCE - - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
172
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ADMINISTRATIVE & TECHNOLOGY
PROJECTS
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INFORMATION TECHNOLOGY PROJECTS
Project Name Document Imaging Project Project Number 9412-004
Department City Manager’s, Community
Development,
Public Works
Project
Managers
Debbie Bretschneider,
Shaheen Sarwari
Description This project converts paper documents into an electronic document archiving system.
Location This project is located at City Hall.
Project
Background
In 1999, the City implemented a program to convert paper and microfiche documents into
digitized format and subsequently purchased Laserfiche, an electronic document
management system. Creating electronically indexed copies of City documents helps to
ensure records are maintained permanently, allows for more efficient and effective document
searches, and enables staff to more promptly reply to public records requests.
Since 1999, current documents are scanned or saved into Laserfiche. However, with almost
50 years of paper documents and microfilm history to be converted to digital format, staff
utilizes an outside vendor for scanning. In 2005, the City Council approved funding for
Public Works documents that date back to the 1950’s, including a large quantity of oversized
records, maps, and blueprints. In 2008, the City Council approved additional funding to
convert older Community Development records and microfilm records to electronic format.
This included approximately 30 years of building permit records and 40 years of planning
application records on microfilm that required conversion. The City Manager’s Office
received funding on a year-to-year basis or scanned records in-house.
As a significant amount of staff time is required to prepare the assortment of documents for
scanning, conduct quality assessments of the scanned records, and then input them into the
City’s document management system, funding is used only as staff time permits. Quality
control is an essential component of this project; hence the project proceeds at a slow pace
and is expected to encompass numerous years to complete. Therefore, as each department is
performing the same function, has the same goal, and uses the same contract vendor, the
three separately funded document imaging projects were combined into one project in FY
2014/15 to allow the available funding to be shared and thereby increase processing
flexibility between the three departments.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $1,329 will be
incorporated into the Fiscal Year 2019/20 operating budget. Upon implementation of this
project there will be significant staff time savings and increased transparency as documents
will be permanently preserved, categorized, and readily accessible.
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INFORMATION TECHNOLOGY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Complete Document Imaging project scope defined
RFP & Bid Process Complete Contract RFP prepared and sent out to bid
Contract Award Complete Vendor selected and contract is finalized and approved
Project Start Ongoing Vendor document imaging process begins
Estimated Project
Completion Ongoing Vendor document imaging process completed
DOCUMENT IMAGING PROJECT 9412-004
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 78,673 - 78,673 - - - - - 78,673
TOTAL REVENUES 78,673 - 78,673 - - - - - 78,673
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 66,410 12,263 78,673 - - - - - 78,673
TOTAL EXPENDITURES 66,410 12,263 78,673 - - - - - 78,673
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 12,263 - - - - - -
Revenues & T/I 78,673 - 78,673 - - - - - 78,673
Expenditures & T/O 66,410 12,263 78,673 - - - - - 78,673
ENDING FUND BALANCE 12,263 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
175
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INFORMATION TECHNOLOGY PROJECTS
Project Name Development Technology Management Project Number 9415-001
Department Community Development Project Manager Debbie Pedro
Description This project accounts for technology fee revenues and expenditures in support of converting,
managing, and maintaining development documents.
Location The project is implemented primarily at City Hall. Some technology services are performed
offsite at contract service locations.
Project
Background
In 2008, the Community Development Department initiated a Document Scanning Fee to
offset costs associated with converting development documents into a digitized format and
maintaining them in perpetuity, with the assistance of software and document management
systems. As this effort developed over time, it became clear that technology fees and
expenses should be more clearly identified and tracked to ensure proper funding is assessed.
For that purpose, the current fee and expenditure structure shifted from the operating budget
to the capital budget to isolate the functions, clarify the nexus, and track dedicated revenues
for multi-year operational expenses. Revenues include the current Document Technology Fee,
while expenditures include vendor provided document conversion costs, geographic
information system support services, annual TrakiT development software license fees, and
software training and support services. After further study, additional related expenditures
may also be accounted for in this project.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $4,380 will be
incorporated into the Fiscal Year 2019/20 operating budget. Revenues collected to support
project expenditures are accounted for directly in this project.
176
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INFORMATION TECHNOLOGY PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Complete Identified scanning, software, and GIS service functions
RFP & Bid Process Complete Council approved contract services
Contract Award Complete Council awarded contract services contracts
Project Start July 2008 Technology fee structure implemented
Estimated Project
Completion
Ongoing Development technology services provided in perpetuity
DEVELOPMENT TECHNOLOGY MANAGEMENT 9415-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Technology Fee 155,008 30,000 185,008 30,000 30,000 30,000 30,000 30,000 335,008
TOTAL REVENUES 155,008 30,000 185,008 30,000 30,000 30,000 30,000 30,000 335,008
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 74,706 18,586 93,293 - - - - - 93,293
Construction Expenses - - - 121,715 30,000 30,000 30,000 30,000 241,715
TOTAL EXPENDITURES 74,706 18,586 93,293 121,715 30,000 30,000 30,000 30,000 335,008
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 80,301 91,715 - - - - -
Revenues & T/I 155,008 30,000 185,008 30,000 30,000 30,000 30,000 30,000 335,008
Expenditures & T/O 74,706 18,586 93,293 121,715 30,000 30,000 30,000 30,000 335,008
ENDING FUND BALANCE 80,301 91,715 91,715 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
177
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COMMUNITY PROGRAMS
Project Name Citywide LLD Initiation Match Program Project Number 9442-001
Department Public Works Project Manager John Cherbone
Description This project provides matching funds for initial landscaping improvements to encourage
neighborhood associations to enter into a Landscape and Lighting District arrangement with
the City.
Location This is a Citywide project.
Project
Background
This project represents a $50,000 contribution of City funds to be provided to new Landscape
and Lighting Districts (LLD) on a 50 percent match basis, up to $25,000, toward initial
improvements to be completed at the onset of the new LLD. The program is intended to
encourage residents to form a neighborhood assessment district by matching the district’s
initial assessment with funds from the City, thereby enabling the quick implementation of
landscape and/or lighting improvements within a newly formed district.
Improvements are typically made along City arterials leading into a neighborhood, thereby
providing a beautiful gateway entrance. District assessments will fund the subsequent
upkeep of the improvements, including water, lighting, and landscape maintenance costs.
Grant funding matches of up to a maximum of $25,000 per district initiation will be
transferred to a new LLD upon district agreement and receipt of initial assessments. LLD
expenditures will not be accounted for directly in this project.
To date, the program has supported the development of the following new districts;
Allendale, Covina, and Brookglen. Improvements included entryway beautification,
landscaping, signage, lighting and irrigation.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $1,483 will be
incorporated into the Fiscal Year 2019/20 operating budget.
178
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COMMUNITY PROGRAMS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development July 2014 Program parameters established and funded
Project Start July 2014 Capital budget funding available for new districts
District Formation Ongoing New Districts formed with award of grant funding
Project Implementation Ongoing Funding distributions utilized for district improvements
Estimated Project Completion Ongoing Program funding fully disbursed
CITYWIDE LLD INITIATION MATCH PROGRAM 9442-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 76,000 - 76,000 - - - - - 76,000
TOTAL REVENUES 76,000 - 76,000 - - - - - 76,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Construction Expenses 25,000 - 25,000 25,000 - - - - 50,000
Transfers Out 1,000 25,000 26,000 - - - - - 26,000
TOTAL EXPENDITURES 26,000 25,000 51,000 25,000 - - - - 76,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 50,000 25,000 - - - - -
Revenues & T/I 76,000 - 76,000 - - - - - 76,000
Expenditures & T/O 26,000 25,000 51,000 25,000 - - - - 76,000
ENDING FUND BALANCE 50,000 25,000 25,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
179
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60
COMMUNITY PROGRAMS
Project Name Horseshoe LLD Beautification Project Project Number 9442-002
Department Public Works Project Manager John Cherbone
Description This project provides funds for minor beautification projects.
Location This project is located at Horseshoe Drive and Highway 9.
Project
Background
During Fiscal Year 2014/15, the City received payment from a cellular service provider as a
result of the installation of a cell phone tower within the Horseshoe Landscaping and Lighting
District. The provider made initial improvements, including planting trees to screen the
cellular site equipment, and agreed to pay the City for landscape maintenance.
This project is funded by a contribution from a cellular service provider in the amount of
$25,000. The project will be ongoing until the funds are expended.
Operating
Budget Impacts
This project will have no impact on the Fiscal Year 2019/20 operating budget.
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61
COMMUNITY PROGRAMS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development Ongoing Prepare plans and specifications
Estimated Project Start Ongoing Project begins
Estimated Project Completion Ongoing Project complete
HORSESHOE LLD BEAUTIFICATION PROJECT 9442-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
CIP Project Contribution 25,000 - 25,000 - - - - - 25,000
TOTAL REVENUES 25,000 - 25,000 - - - - - 25,000
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Construction Expenses 350 2,700 3,050 21,950 - - - - 25,000
TOTAL EXPENDITURES 350 2,700 3,050 21,950 - - - - 25,000
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 24,650 21,950 - - - - -
Revenues & T/I 25,000 - 25,000 - - - - - 25,000
Expenditures & T/O 350 2,700 3,050 21,950 - - - - 25,000
ENDING FUND BALANCE 24,650 21,950 21,950 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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COMMUNITY PROGRAMS
Project Name Citywide Accessibility Needs Assessment Project Number 9443-002
Department Public Works Project Manager John Cherbone
Description This project would assess compliance with accessibility requirements for City parking areas,
traffic signals, and buildings.
Location This is a Citywide project.
Project
Background
There are a number of regulations that help ensure people with disabilities can access
buildings, parks, parking, and other facilities. For example, there are specifications
establishing minimum ratios of accessible parking spaces in parking lots and requirements
for minimum width for parking spaces and access aisle to provide individuals in wheelchairs
or with mobility limitations with sufficient room to exit or enter vehicles.
This project would assess the City’s compliance with accessibility requirements across City
parking lots, including those owned or leased by the City, traffic signals, and buildings.
Additionally, the project would outline implementation strategies to bring the City into
compliance with accessibility requirements, if necessary.
Operating
Budget Impacts
Administrative and maintenance staff costs for oversight and implementation of this project
of $1,229 will be incorporated into the Fiscal Year 2019/20 operating budget. This project
may have operational impacts on future operating budgets as the assessment may
recommend various improvements.
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COMMUNITY PROGRAMS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development August 2018 Program parameters established and funded
Contract Award December 2018 Award contract
Estimated Project Start February 2019 Begin assessment
Estimated Completion Date June 2019 Assessment complete
CITYWIDE TRANSPORTATION NEEDS ASSESSMENT 9443-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - Other CIP - 123,505 123,505 - - - - - 123,505
TOTAL REVENUES - 123,505 123,505 - - - - - 123,505
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Construction Expenses - 112,500 112,500 11,005 - - - - 123,505
TOTAL EXPENDITURES - 112,500 112,500 11,005 - - - - 123,505
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - - 11,005 - - - - -
Revenues & T/I - 123,505 123,505 - - - - - 123,505
Expenditures & T/O - 112,500 112,500 11,005 - - - - 123,505
ENDING FUND BALANCE - 11,005 11,005 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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DEVELOPMENT IMPROVEMENT PROJECTS
Project Name General Plan and Planning Update Project Number 9451-002
Department Community Development Project Manager Debbie Pedro
Description This project collects funding to hire consultants for updates to the City’s General Plan and
Advanced Planning policy documents over multi-year contract periods.
Location This is a Citywide project.
Project
Background
The General Plan and Advanced Planning policy document contains approved long range
policies of acceptable land uses for the city. Each city adopts and periodically updates its
General Plan and Advanced Planning policy documents to guide the long term growth and
land development of the community. The General Plan and Advance Planning policy
documents are the foundation for establishing goals, purpose, zoning and activities to ensure
compatibility and continuity throughout the city.
As the legislature requires a city’s zoning and subdivision approvals be consistent with their
adopted General Plan, updates to the General Plan must be made in conjunction with
development related code changes. Development fees are collected to provide the funding
needed to meet this requirement as a result of changing land uses in the community. Fees are
initially collected in the operating budget and then transferred from the General Fund to the
General Plan Update CIP on an annual basis.
Government Code dictates that the General Plan contain seven mandatory elements: land use,
circulation, housing, conservation, open space, noise, and safety. As each of these elements
require technical expertise, consultants and attorneys are retained to assist with the updates.
Additionally, the State Planning Law also allows for Specific Plans to serve as “mini-General
Plans” for predesignated and defined planning areas such as the City’s Hillsides or The
Village. Most communities update their Specific Plans overtime in conjunction with periodic
updates of their General Plan and sub-elements.
Updates to the Circulation, Open Space/Conservation, and Land Use Elements are scheduled
to be completed by 2019. On December 20, 2017, The City Council allocated an additional
$57,909 to the project to fund the costs associated with these updates.
Operating
Budget Impacts
Administrative staff costs for project oversight and implementation of $16,068 will be
incorporated into the Fiscal Year 2019/20 operating budget.
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DEVELOPMENT IMPROVEMENT PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development TBD Allocate funding to update General Plan Elements, code,
and policy documents as needed:
Prior updates/amendments completed:
May 1983 – Introduction with Land Use Element
Aug 1988 – Noise Element
Aug 1988 – Area Plans
Jun 1994 – Hillside Specific Plan (amendment)
Jun 2007 – Open Space and Conservation Element
Apr 2010 – Saratoga Village Specific Plan (amendment)
Nov 2010 – Circulation and Scenic Highway Element
Feb 2013 – Safety Element
Nov 2014 – Housing Element
Element/Plan Updates Ongoing Update General Plan Elements and long-range plans as
needed on an ongoing basis.
GENERAL PLAN UPDATE CIP 9451-002
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
General Plan Update Fee 400,000 100,000 500,000 100,000 100,000 100,000 100,000 100,000 1,000,000
Transfers In - General Fund 57,909 - 57,909 - - - - - 57,909
TOTAL REVENUES 457,909 100,000 557,909 100,000 100,000 100,000 100,000 100,000 1,057,909
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 109,526 270,989 380,515 - - - - - 380,515
Construction Expenses - - - 225,000 100,000 100,000 100,000 100,000 625,000
TOTAL EXPENDITURES 161,920 270,989 432,909 225,000 100,000 100,000 100,000 100,000 1,057,909
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 295,989 125,000 - - - - -
Revenues & T/I 457,909 100,000 557,909 100,000 100,000 100,000 100,000 100,000 1,057,909
Expenditures & T/O 161,920 270,989 432,909 225,000 100,000 100,000 100,000 100,000 1,057,909
ENDING FUND BALANCE 295,989 125,000 125,000 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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66
SAFETY IMPROVEMENT PROJECTS
Project Name Risk Management Project Funding Project Number 9491-001
Department Recreation & Facilities/ND Project Manager Michael Taylor
Description This project will address liability issues, including accessibility requirements and hazard
mitigation, on a priority basis.
Location This is a Citywide project.
Project
Background
Per Council policy, this project receives an annual priority allocation to address a variety of
liability issues.
The City’s Risk Management Committee has created a list of priority projects in partnership
with the City’s insurance provider. The City systematically works through these projects
based on priority and updates the list as needed. The intent of the project is to mitigate risk
and eliminate potential hazards before accidents occur. The project also demonstrates that
the City is pro-actively addressing potential liabilities in a timely manner.
Accessibility improvements to City facilities, such as buildings, parks, and playgrounds
include; installation of accessible play equipment, installation of accessible customer service
counters, construction of ramps and handrails, and installation of accessibility signage.
Hazard mitigation projects include the removal of dead or storm-damaged trees, removal of
tripping hazards, and other unanticipated risks as they arise.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of
$3,349 will be incorporated into the Fiscal Year 2019/20 operating budget. This project will
reduce the potential for liability lawsuits by demonstrating the City’s intent address potential
liabilities within a reasonable amount of time, as funding is available.
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SAFETY IMPROVEMENT PROJECTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Program Initiation July 2012 Council approved Annual ADA Mitigation program
Project Development Ongoing Identify and assess ADA Mitigation issues and projects
Risk Management Projects Ongoing Projects, training, installations, repairs addressed and
completed
RISK MANAGEMENT PROJECT FUNDING 9491-001
Prior FY Total
Year 2018/19 Funding Project
REVENUES Funded Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 300,000 50,000 350,000 50,000 50,000 50,000 50,000 50,000 600,000
Transfers In - Other CIP 4,462 - 4,462 - - - - - 4,462
TOTAL REVENUES 304,462 50,000 354,462 50,000 50,000 50,000 50,000 50,000 604,462
Prior FY Total
Year 2018/19 Expended Project
EXPENDITURES Expended Actuals To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Materials & Supplies 10,419 518 10,937 - - - - - 10,937
Consultant/Contract Svs 11,900 - 11,900 - - - - - 11,900
Construction Expenses 47,730 - 47,730 88,895 50,000 50,000 50,000 50,000 336,625
Transfers Out 80,000 165,000 245,000 - - - - - 245,000
TOTAL EXPENDITURES 150,050 165,518 315,567 88,895 50,000 50,000 50,000 50,000 604,462
Prior FY Total
Year 2018/19 Project
Activity Actuals Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 154,412 38,895 - - - - -
Revenues & T/I 304,462 50,000 354,462 50,000 50,000 50,000 50,000 50,000 604,462
Expenditures & T/O 150,050 165,518 315,567 88,895 50,000 50,000 50,000 50,000 604,462
ENDING FUND BALANCE 154,412 38,895 38,895 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
187
SARATOGA CITY COUNCIL
MEETING DATE:February 1, 2019
DEPARTMENT:Community Development Department
PREPARED BY:Debbie Pedro, Community Development Director
SUBJECT:Housing Legislation
On overview of past and upcoming efforts related to housing, including recently adopted housing
legislation,will be presented at the Council Retreat.Topics of discussion will include:
1.Review of Saratoga’s Housing Element implementation.
2.Review and update on the 2017 housing bills.
3.Anticipated new housing legislation that would affect Saratoga.
Attachment:
A.–Housing Element Appendix B
188
B-1
Appendix B: Residential Land Resources
A. Sites to Accommodate the 2014-2022 RHNA
State law requires each jurisdiction in California to demonstrate the availability of
adequate sites through appropriate zoning and development standards and the
availability of public services and facilities. These available sites must provide the
necessary policy and regulatory guidance to accommodate a variety of housing types
at a variety income levels. The City must demonstrate through policies and regulations
that the estimated capacity of adequate sites will be able to accommodate the
projected housing need for the 2015-2023 Planning Period.
The State Department of Finance (DOF) is responsible for projecting the total State-wide
housing demand, with the State Department of Housing and Community Development
(HCD) apportioning this demand to each of the State’s regional governing bodies. This
demand represents the number of additional units needed to accommodate the
anticipated growth in the number of households, to replace expected demolitions and
conversions of housing units to non-housing units, and to achieve a future vacancy rate
that allows for healthy functioning of the housing market.
The Association of Bay Area Governments (ABAG) is the Metropolitan Planning
Organization (MPO), for determining and allocating the region’s projected new housing
demand to municipalities within the MPO’s jurisdiction. The allocation of projected
housing demand is divided into four income categories:
x Very Low-Income: 0 percent to 50 percent of the area median income;
x Low-Income: 51 percent to 80 percent of the area median income;
x Moderate-Income: 81 percent to 120 percent of the area median income; and
x Above Moderate-Income: more than 120 percent of the median income.
Pursuant to AB 2634 (Statutes of 2006), the City of Saratoga must also address the
projected housing need for Extremely Low-Income (ELI) households. ELI households are
defined as households earning less than 30 percent of the area’s median income. The
projected Extremely Low-Income need can be assumed as 50 percent of the total need
for Very Low-Income households.
Through the Regional Housing Needs Assessment (RHNA) process, regional-level housing
growth needs are allocated to individual cities and counties comprising the Metropolitan
Planning Organization (MPO). The allocation takes into account factors such as market
demand for housing, employment opportunities, the availability of suitable sites and
public facilities, commuting patterns, type and tenure of housing need, and others. In
determining a jurisdiction’s share of new housing needs by income category, the
allocation is adjusted to avoid an over-concentration of lower income households in any
one jurisdiction. 189
B-2
The current RHNA prepared by the Association of Bay Area Governments (ABAG) allocates
housing needs for the period from January 1, 2014 to October 31, 2022. The RHNA identifies
439 units as the city of Saratoga’s share of the region’s housing for the 2015-2023 planning
period. This section documents the availability of sites for future development and the
adequacy of these sites to address Saratoga's regional housing needs. The City plans to
fulfill its share of regional housing needs through:
x Residential projects in process with occupancy post January 1, 2014;
x Vacant and underutilized sites currently zoned for residential and mixed use
development; and
x Second units.
1. Projects in Process
a. Approved Units
Several residential projects with development entitlements will contribute towards
addressing Saratoga's housing needs. Projects range in size from several small 2 to 3 unit
projects to a 12 unit condominium development, and will provide a total of 23 new units.
As indicated in Table B-1, all of these units are market rate and would thus be suitable for
Above Moderate Income households.
Table B-1. Approved Units
Table B-1
Approved Units
APN Address Total Net
Parcels
Affordability Category
403-24-008 13686 Quito Road 3 Above Moderate
503-25-013 14639 Big Basin Way 2 Above Moderate
397-27-029 20440 Arbeleche Lane 3 Above Moderate
503-25-015 14651 Big Basin Way 3 Above Moderate
386-30-037 & -038 12250 Saratoga Sunnyvale Road 12 Above Moderate
Total 23
Source: City of Saratoga
b. Approved Subdivisions
In addition to the projects with entitlements described above, as of March 2014, the City
has approved 10 new single family residential parcels which remain to be developed.
Given current market demand, the City anticipates applications for these units to be
approved and the units to be constructed within the 2015-2023 Housing Element planning
period. Table B-2 shows the locations of these pending units. These units would be
affordable to Above Moderate income households.
190
B-3
Table B-2. Approved Subdivisions
Table B-2
Approved Subdivisions
APN Address Total Net
Units
Affordability Category
503-10-006 22700 Mount Eden Road 2 Above Moderate
503-82-006 Paramount Drive 6 Above Moderate
510-06-005 19370 Saratoga Los Gatos Road 2 Above Moderate
Total 10
Source: City of Saratoga Community Development Department
2. Sites Capacity to Meet Regional Share Goals
To enable the City of Saratoga to meet RHNA goals, the City must evaluate its capacity
to provide available sites to meet projected future housing needs. Subtracting the 33 units
in approved projects and subdivisions described above, the City has a remaining RHNA
need of 406 units. The City must demonstrate it has or will make available adequate sites
with appropriate zoning and development standards and with services and facilities to
accommodate the remaining RHNA need.
As presented in the following section, the City has identified sufficient vacant and
underutilized sites to accommodate its regional growth needs, and will adopt
supplemental zoning and development standards to specifically encourage and
facilitate housing for lower income households.
a. Vacant Land
Most of the vacant land in the city of Saratoga is located in hillside areas. Table B-3
summarizes the vacant land in the city currently zoned for residential use. It is assumed the
estimated capacity of 77 dwelling units would provide residential units suitable to Above-
Moderate Income households.
191
B-4
Table B-3. Vacant Land Inventory
Table B-3
Vacant Land Inventory
Land Use Category Zoning No. of
Parcels Acreage Average
Density
Projected
Dwelling
Units
Hillside Conservation Residential
(RHC) HR 31 160.6
1 du/parcel/
6 du/acre
min
411
Hillside Open Space (OS-H) HR 2 12.8 1 du/parcel 2
Medium Density Residential (M-
10) R-1-10,000 9 1.9 1 du/parcel 9
Medium Density Residential (M-
12.5) R-1-12,500 2 1.2 1 du/parcel 2
Medium Density Residential (M-
15) R-1-15,000 1 0.4 1 du/parcel 1
Low Density Residential (RLD) R-1-20,000 3 2.5 1 du/parcel 3
Very Low Density Residential
(RVLD) R-1-40,000 18 31.8 1 du/parcel 18
Total 66 283.9 77
1Density Based on City of Saratoga preliminary application review
Source: City of Saratoga
b. Prospect Road Candidate C-N(RHD) Sites for Mixed-Use Development
As part of the 2007-2014 Housing Element, the City identified six adjoining parcels located
on Prospect Road between Saratoga Avenue and Lawrence Expressway suitable for multi-
family development. These parcels were rezoned from Commercial Neighborhood (CN)
to Commercial Neighborhood Residential High Density C-N(RHD) during the 2007-2014
planning cycle to encourage mixed-use development with a minimum net density
standard of 20 du/ac, allowing units to be counted towards the City’s lower income site
requirement pursuant to the default densities specified under AB 2348. Mixed-use
development is permitted by right in the in the C-N(RHD) district.
The potential development capacity was planned at 87 dwelling units on the identified
underutilized sites utilizing the 20 du/ac density standard. The City has determined that
these parcels can accommodate additional development beyond 20 du/ac given the
density of existing development in the vicinity. Parcels in the city of San Jose border the
candidate sites on three sides. City of San Jose development regulations for this area allow
residential densities starting at 55 du/ac. To make this accommodation the City of
Saratoga will modify the existing C-N(RHD) ordinance to allow for increased height from 30
feet to 35 feet and increase the permitted number of stories from two to three in order to
allow mixed-use development with a residential density of at least 30 du/ac. There is
potential to develop 183 units on the sites utilizing the 30 du/ac density standard. Table B-
4 describes the realistic development capacity for each of the six parcels.
192
B-5
Table B-4. Prospect Road Candidate C-N(RHD) Sites
Table B-4
Prospect Road Candidate C-N(RHD) Sites
Parcel APN Existing Use
Description
Acres General
Plan
Zoning Existing
Square
Footage
Proposed
Density
(Minimum)
Capacity
(# of
units)
Notes
1 386-10-
043
Retail,
Restaurant,
Personal
Services
2.27 CR CN(RHD) 23,021 30 du/ac 68
Potential for
lot
consolidation
2 386-10-
004 Personal
Services 1.00 CR CN(RHD) 9,357 30 du/ac 30
3 386-10-
055 Personal
Services 0.29 CR CN(RHD) 5,147 30 du/ac 8
4 386-10-
056 Office 0.70 CR CN(RHD) 3,081 30 du/ac 21
5 386-10-
006 Retail 0.93 CR CN(RHD) 11,381 30 du/ac 28
6 386-10-
007
Retail, Personal
Services,
Office
0.93 CR CN(RHD) 14,527 30 du/ac 28
Sub-Total 6.12 Sub-Total 183
Acreage reduction for
potential accommodation of
emergency shelter
0.3 Total
173
Source: City of Saratoga Community Development Department
Exhibit B-1 on the following page shows the location of the Prospect Road sites, as well as
Saratoga Village and Gateway candidate sites described later in this chapter.
193
B-6
Exhibit B-1. Housing Opportunity Sites
194
B-7
Prospect Road Sites Realistic Capacity
Existing uses within the six underutilized parcels consist of single-story retail, fast food
restaurant and carwash uses surrounded by parking. The uses are located in older single
story structures built between the 1960s and 1980’s. The structures are characterized by
outdated architectural styles consisting of flat roofs with interior court parking offering
limited retail exposure.
These sites are well-suited for higher density residential development. The parcels are
located along a major transportation corridor and easily accessed by bus transit with
proximity to an expressway. Across from these parcels is a grocery store, retail mall and
high school. The parcels contain adequate infrastructure to support residential
development and no environmental constraints have been identified with the potential
to limit residential development.
The six parcels are located near higher
density developments in the neighboring city
of San Jose. These projects illustrate the
development trends occurring in the area.
The City of Saratoga adopted ordinance
amendments to permit mixed-use with high
density residential on these six Candidate
Sites under the new C-N(RHD) zoning district
(15-19.035). The minimum residential density is
20 units per net acre conforming to the
design standards of the Mixed-Use ordinance
(15-58). This C-N(RHD) district also
accommodates emergency shelters, transitional housing, and supportive housing for
homeless individuals and families. To further encourage development of mixed-use high
density housing in Saratoga, this Housing Element update includes policy actions that
amend the existing zoning standards for these parcels to allow for increased densities at
a minimum of 30 dwelling units per net acre with height allowance increases of three
stories and 35 feet. This Housing Element update continues to include policy actions to
support partnerships with the development community to provide housing opportunities
for lower income households; and encourage lot consolidation of smaller parcels.
Consistent with SB 2, the City has adopted provisions for Emergency Shelters within the C-
N(RHD) zoning district. In order to reserve C-N(RHD) acreage for potential emergency
shelter use, the City has reduced the total acreage on these six parcels available for
mixed use development by 0.3 acres and reduced the corresponding unit potential by
ten units. The City has determined that there is a potential capacity of 173 dwelling units
on these parcels given the following considerations:
x Site size,
x Accommodation of ground floor commercial uses fronting the street,
x Recent development trends occurring in the area,
x Availability of adequate infrastructure and services,
x Acreage reduction for emergency shelters, and
Existing development at the Prospect Road Site
195
B-8
x Ordinance amendments to require a minimum net density of 30 du/ac.
c. Saratoga Village Center Candidate Sites for Mixed-Use Development
The City has identified two adjoining parcels with potential for residential development on
Big Basin Way (known as the historic Saratoga Village). These parcels are located between
Highway 9 and Third Street, and are zoned Commercial Historic District 1 (CH-1). Mixed-use
development is a conditionally permitted use in this zone. The potential redevelopment
capacity for these parcels was determined through an evaluation of the longstanding
retail vacancies at the site, past development interest in the site and existing capacity
under current zoning regulations. The site can accommodate 22 units at a density of 20
dwelling units per net acre with a mix of commercial uses. Table B-5 describes the realistic
development capacity for each of the three parcels that make up the site. Exhibit B-1
shows the location of the three parcels.
Table B-5. Village Sites Inventory
Table B-5
Village Sites Inventory
Parcel APN Existing Use
Description
Acres General
Plan
Zoning Existing
Square
Footage
Proposed
Density
(Min.)
Capacity
(#of units)
Notes
1 517-09-015 Retail,
Personal
Service
1.04 CR CH-1 15,914 20 du/ac 21 Lots under
same
ownership
2 517-09-047 Personal
Service
.08 CR CH-1 3,400 20 du/ac 1
Total 1.12 Total 22
Source: City of Saratoga Community Development Department
Saratoga Village Center Sites Realistic Capacity
Existing uses within the two underutilized parcels consist of retail and service uses setback
from the street and surrounded by parking. The uses are located in single story structures
built in the 1950’s and 1960’s. The structures have been predominately vacant for a number
of years following the discontinued operation of a small grocery market. The shopping
center is characterized by outdated ranch style architecture and building orientation that
provides limited retail exposure. The large surface parking lot in the front of the property is
inconsistent with the development pattern and character of the Village along Big Basin
Way.
196
B-9
The City reviewed an application for mixed-use
development on the site in 2009 that included
25 residential units and 21,571 square feet of
commercial space. For economic reasons the
development was not pursued at that time.
However, the City has determined that the
current market conditions and the site’s prime
location near the gateway of the downtown
make the site well suited for increased
commercial density mixed with medium density
residential development.
The City had determined that the Saratoga Village Center sites are suitable for
development of 22 units. The sites are located in close proximity to other multi-family
development, bus transit and Highway 9.
d. Saratoga Gateway Candidate Sites for Mixed-Use Development
The City has identified four adjoining parcels with potential for residential development on
Saratoga-Sunnyvale Road (known as the Gateway Area). These parcels are located on
the west side of Saratoga-Sunnyvale Road to the north of the Southern Pacific Railroad
line, and are zoned Commercial Visitor (C-V). Mixed-use development is a conditionally
permitted use in this zone. The City has determined the potential redevelopment capacity
for these parcels based on the underutilized nature of the site, past and current
development trends in the vicinity, and existing capacity under current zoning regulations.
The site can accommodate 65 units at a density of 15 dwelling units per acre with a mix of
commercial uses. The unit potential was determined through an evaluation of the site’s
proximity to a moderate density housing development located adjacent to the site, and
the development trend within the city’s Gateway Area of housing units located behind a
new commercial building. Table B-6 describes the realistic development capacity for each
of the four parcels that make up the site. Exhibit B-1 shows the location of the four parcels.
Existing development at Saratoga Village Center
197
B-10
Table B-6. Gateway Sites Inventory
Table B-6
Gateway Sites Inventory
Parce
l
APN Existing Use
Description
Acres
(net)
General
Plan
Zoning Existing
Square
Footage
Proposed
Density
Capacity
(#of
units)2
Notes
1 366-
12-
072
Mini
Storage
3.221 CR CV 104,526 15 du/ac 36 Potential
for lot
console-
dation 2 366-
12-
054
Retail 1.02 CR CV 12,330 15 du/ac 11
3 366-
12-
065
Funeral
Home
1.03 CR CV 11,288 15 du/ac 11
4 366-
12-
066
Retail .58 CR CV 5,870 15 du/ac 7
Total Total 65
1Includes deduction for 25’ creek bank setback
2 Includes deduction of land area for horizontal mixed use
Source: City of Saratoga Community Development Department
Gateway Sites Realistic Capacity
Existing development on the four underutilized parcels consists of retail and service uses
setback from the street and surrounded by parking. The buildings are all single story
structures built in the late 1960’s and the mid 1980’s. The structures on the sites contain: a
public storage business, a funeral home, and various service and retail businesses. The
center is characterized by outdated ranch style architecture and building orientation and
setbacks that provides limited retail exposure.
The City has determined that the
market conditions and the site’s
location near similarly approved mixed-
use development on Sunnyvale-
Saratoga Road in the Gateway Area
make the site suitable for higher density
residential and commercial mixed-use
development. The site is located on a
major transportation corridor that is
easily accessed by bus transit.
Therefore, the City has determined
these 65 units to be affordable to
moderate income households.
Existing development at Gateway Site
198
B-11
e. Fellowship Plaza
The City has identified Fellowship Plaza as
having the greatest potential to
accommodate the RHNA need for Very Low
and Low Income households. The retirement
community is currently comprised of 150
independent living apartments for seniors.
The Conditional Use Permit for Fellowship
Plaza allows for the development of a
minimum of 75 additional units affordable to
Very Low- and Low-Income households
located within a 10.5 acre parcel. The
Conditional Use Permit specifies that
development of these units is by-right without
discretionary action beyond Design Review at a minimum of 20 du/ac.
Table B-7. Fellowship Plaza Retirement Community
Table B-7
Fellowship Plaza Retirement
Community
APN Address Existing Use Acres General
Plan
Zoning
397-12-016 14500 Fruitvale Ave. Fellowship
Plaza
10.53 CFS R-1 – 40,000
Source: City of Saratoga
f. Second Unit Potential
City records show that a total of 65 Second Dwelling Units were constructed between 2001
and 2014, with 22 approved during the most recent 2007-2014 planning period (Table 2-
20). The City anticipates that demand for future Second Dwelling Unit permits will increase
with modifications to the City’s Second Unit Ordinance through adoption of the 2015-2023
Housing Element. Ordinance modifications will include elimination of the minimum unit size
and reductions to the requirements for minimum lot size. To further encourage second unit
development, the City will prepare an informational brochure as part of an overall
program to encourage second unit development. Taking into consideration the strong
support for second units expressed at the Housing Element community workshops, and past
construction achievements, the City anticipates receiving applications for an average of
4 to 5 second units per year. The City’s goal is to achieve 35 Second Dwelling Units over the
course of the eight year planning period.
Fellowship Plaza
199
B-12
A survey (Craigslist May 9, 2014 & May 20, 2014) of second unit rentals in Saratoga and
surrounding cities showed rents ranging from $850 to $2,000, with a median rent for a 1
bedroom of $1,600 and $1,360 for a studio. These rents are in the range of Very Low to
Moderate affordability for Santa Clara County. Based on feedback from owners of second
units, City staff understands that a large percentage of second units are occupied rent
free by family members or domestic workers. The City does not maintain records on rents
for second units other than deed restricted units. Surveys done in San Mateo County for the
nearby cities of Woodside, Portola Valley, Los Altos Hills, and Hillsborough indicate that
between 62 and 74 percent of all second units are available to Very Low or Extremely Low
households. These cities are demographically similar to Saratoga. In Saratoga, the majority
of recently constructed second units have utilized the floor area and site coverage bonus
provisions which require that the unit be deed restricted for rent to below market rate
households. During the 2007-2014 Housing Element Cycle, the City issued permits for 18
second units, 13 of which were deed restricted second units. The City estimates that the
deed restricted units would be available for Low income households and the non-deed
restricted units would be available for Moderate income households.
3. Sites Summary
State Housing Element Law requires local governments to prepare an inventory of land
suitable for residential development, including vacant sites, sites having the potential for
redevelopment, and an analysis of the relationship of zoning, public facilities, and services
to these sites. The inventory of land suitable for residential development must be used to
identify sites that can be developed for housing within the planning period. In terms of
evaluating the adequacy of these sites to address the affordability targets established by
the RHNA, State Housing Element law provides for the use of “default densities” to assess
affordability. Based on its population, Saratoga falls within the default density of 20
units/acre for providing sites affordable to Very Low- and Low-Income households. For
Moderate-Income households, a threshold of 12 units/acre is used to reflect a reasonable
density for achieving moderate income development.
Table B-8 summarizes the City of Saratoga’s capacity to meet RHNA goals.
200
B-13
Table B-8. Sites Summary
Table B-8
Sites Summary
Very Low-
Income1
Low-
Income
Moderate-
Income
Above
Moderate-
Income
Total
2014-2022 RHNA Need 147 95 104 93 439
Approved Units/
Subdivisions
0 0 0 33 33
Vacant Land Capacity 0 0 0 77 77
C-N(RHD) Candidate
Sites
173 0 0 173
Saratoga Village Center
Sites
0 22 0 22
Saratoga Gateway
Sites
65 65
Fellowship Plaza
Retirement
Community
75 0 0 75
Second Unit Potential 18 17 35
TOTAL Unit Potential 283 87 110 480
1The Extremely Low-Income need is assumed to be 50 percent of the Very Low-Income allocation = 73 units.
Source: City of Saratoga
B. Assisted Units “At-Risk” of Conversion
The State Housing Element Law requires jurisdictions to analyze government-assisted
housing that is eligible for conversion from lower income to market rate housing over the
next 10 years. State Law identifies housing assistance as a rental subsidy, mortgage
subsidy, or mortgage insurance to an assisted housing development. Government
assisted housing converts to market rate housing for a number of reasons including
expiring subsidies, mortgage repayments, or expiration of affordability restrictions .
This section will address:
x An inventory of assisted housing units that are “at-risk” of converting
to market rate housing;
x An analysis of the costs of preserving and/or replacing these units;
x Resources that could be used to preserve “at-risk” units;
x Program efforts for preservation of at-risk housing units; and
x Quantified objectives for the number of “at-risk” units to be
preserved during the Housing Element Planning Period.
201
B-14
1. Inventory of At-Risk Units
As presented in Table B-9 below, Saratoga has two rent-restricted affordable housing
projects within its jurisdiction. Fellowship Plaza, owned by the not-for-profit California Odd
Fellows Foundation, provides 150 apartments for very low income seniors. Saratoga Court
Senior Apartments was acquired in 1982 by the non-profit Mid-Peninsula Housing Coalition
(Mid-Pen) and provides 20 very low income independent living units for seniors; the City of
Saratoga provided Mid-Pen with $274,000 in CDBG funds to assist in the acquisition.
Both of these projects are considered
potentially at-risk of conversion during the
ensuing ten years due to expiring use restrictions
and Section 8 contracts subject to periodic
renewals. However, both projects are owned
and managed by non-profit organizations that
have a public purpose to develop and
maintain affordable housing for low income
and special needs populations; and are thus
considered at low risk of conversion.
Table B-9. Publicly Assisted Rental Housing
Table B-9
Publicly Assisted Rental Housing
Project/ Name/
Address
Housing
Type # Units Owner Name
Deed
Restriction
Source
Potential
Conversion
Date
Fellowship Plaza
14520 Fruitvale
Ave.
Senior 150
Odd Fellows
Foundation
(Non-profit)
Sec 202
Sec 8 contract
3/2020
3/2014
Saratoga Court
18855 Cox Ave. Senior 20 Mid-Peninsula Housing
(Non-profit)
Sec 8 NC,
CDBG
Sec 8 contract
1/2019
2/2018
Source: California Housing Partnership, March 2014
2. Preservation and Replacement Costs
As both at-risk projects in Saratoga are already owned by non-profit entities, their
conversion to market rate rentals is highly unlikely. Nonetheless, as the HUD Section 8
contracts and/or capital subsidies have the potential to expire within the next ten years,
for purposes of the Housing Element, these projects are technically considered at potential
risk of conversion.
Preservation or replacement of Saratoga's at-risk projects can be achieved in two primary
ways: 1) provision of rental assistance using other sources of funds; or 2) replacement or
Saratoga Court Complex
202
B-15
development of new affordable rental units. These options are discussed below, along with
a general cost estimate for each.
a. Rental Assistance
The long-term availability of funding at the federal level for Section 8 contract renewal is
uncertain. If terminated, rent subsidies using alternative State or local funding sources
could be used to maintain affordability. Subsides could be structured similar to the Section
8 program, whereby HUD pays the owners the difference between what tenants can
afford to pay (30% household income) and what HUD establishes as the Fair Market Rent
(FMR).
The feasibility of this alternative, in the case of the property owners, depends on their
willingness to continue to accept rental vouchers and limit rents to fair market levels. Non-
profit owners are more likely to be willing to accept other rent subsidies, while for-profit
owners will compare the negotiated rents to market rents.
As depicted in Table B-10, the cost of providing rent subsidies to all 170 at-risk units in
Saratoga (the difference between HUD Fair market Rents and maximum affordable rents
for very low income households) is generally estimated at $516,000 per year, translating to
roughly $10 million in subsidies over a 20-year period.
Table B-10. Annual Rent Subsidies Required to Preserve At-risk units
Table B-10
Annual Rent Subsidies Required to Preserve At-Risk Units
Number of
Bedrooms
Number
of Units
2013
Voucher
Payment
Standard
Household
Size
Household
Income
(50%AMI)
Maximum.
Affordable
Rent
Per Unit
Subsidy
Total
Monthly
Subsidy
Total
Annual
Subsidy
1 bdrm 170 $1,315 2 person $42,450 $1,061 $253 $43,000 $516,000
Source: Santa Clara Housing Authority 2013 Voucher Payment Standards; State HCD 2013 Income Limits. Table
calculated by Karen Warner Associates, Inc.
b. Replacement Cost
Saratoga may consider the cost of unit replacement with new construction. Construction
cost estimates include per unit land costs and all hard and soft costs associated with
construction. The analysis assumes the replacement units are garden-style apartments
with parking provided on-site, with an average construction cost of $150 per square foot;
podium style development is typically twice the cost. Square footage estimates are
based on the average unit size per the prevailing sales in the region. Land costs have
been estimated based on a handful of multi-family property sales in Saratoga over the
past several years, which average $100 per square foot.
203
B-16
Table B-11. Replacement Costs of At-Risk Units
Table B-11
Replacement Costs of At-Risk
Units
Unit Size Costs per Square
Foot
Average Square
Foot/Unit
Replacement Cost
per Unit
Replacement Cost
for 170 At-Risk Units
1 bedroom $250 775 $194,000 $33 million
Notes:
1Based on the prevailing market conditions. Units assumed as garden-style apartments with on-site parking.
2Based on average square footage reported by RealFacts.
3 Assumes $150 per square foot construction costs and $100 per square foot multi-family land costs.
c. Cost Comparison
Given their non-profit ownership, it is highly unlikely that either of the two “at risk” projects
will convert to market-uses. Nevertheless, the above analysis attempts to estimate the cost
of preserving the at-risk units under various options. The annual cost of providing rental
subsidies required to preserve the 170 assisted units is relatively low at $516,000. However,
long-term affordability of the units cannot be ensured in this manner, unless it was
structured as a one-time rent buy-down. The option of acquiring or developing 170
replacement units is very costly at an estimated $33 million and constrained by a variety of
factors, including limited purchase opportunities of large multi-family properties and the
scarcity of land for new development. The best option to preserve the at-risk units thus
appears to be the purchase of affordability covenants through a one-time rent buy-down.
3. Resources for Preservation
A variety of programs exist to assist cities acquire, replace, or subsidize at-risk affordable
housing units. The following summarizes financial resources available to the City of
Saratoga.
i. Federal Programs
x HOME Investment Partnership – HOME funds are granted by formula basis
from HUD to increase the supply of decent, safe, sanitary, and affordable
housing to lower income households. Eligible activities include new
construction, acquisition, rental assistance and rehabilitation.
x Section 8 Rental Assistance Program – The Section 8 Rental Assistance
program provides rental assistance payments to owners of private, market
rate units on behalf of very low-income tenants.
x Section 811/202 Program (Supportive Housing for Person with
Disabilities/Elderly) – Non-profit and consumer cooperatives can receive no 204
B-17
interest capital advances from HUD under the Section 202 program for the
construction of very low-income rental housing for seniors and persons with
disabilities. These funds can be used in conjunction with Section 811, which
can be used to develop group homes, independent living facilities and
immediate care facilities. Eligible activities include acquisition, rehabilitation,
new construction and rental assistance.
ii. State Programs
x California Housing Finance Agency (CalHFA) Multifamily Programs – CalFHA’s
Multifamily Programs provide permanent financing for the acquisition,
rehabilitation, and preservation or new construction of rental housing that
includes affordable rents for low- and moderate- income families and
individuals. One of the programs is the Acquisition Finance Program, which is
designed to facilitate the acquisition of at-risk affordable housing
developments and provide low cost funding to preserve affordability.
x Low Income Housing Tax Credit (LIHTC) – This program provides tax credits to
individuals and corporations that invest in low-income rental housing. Tax
credits are sold to those with high liability and proceeds are used to create
housing. Eligible activities include new construction, rehabilitation and
acquisition of properties.
x California Community Reinvestment Corporation (CCRC) – The California
Community Reinvestment Corporation is a multi-family affordable housing
lender whose mission is to increase the availability of affordable housing for
low-income families, seniors, and residents with special needs by facilitating
private capital flow from its investors for debt and equity to developers of
affordable housing. Eligible activities include new construction, rehabilitation
and acquisition of properties.
iii. Local Programs
x Monitoring At-Risk Units – Through the Community Development Department,
the City continually monitors the eligibility of affordable housing to convert to
market-rate housing. Constant monitoring allows the City to anticipate the
timeframe by which affordability covenants would expire, allowing the City to
implement various resources to ensure the continued affordability of the
housing units.
iv. Qualified Entities
The following lists qualified entities who are interested in purchasing government-
subsidized multi-family projects within Santa Clara County.
x Affordable Housing Foundation
x BRIDGE Housing Corporation 205
B-18
x Cambrian Center, Inc.
x Charities Housing Development Corporation
x Christian Church Homes of Northern California, Inc.
x Community Home Builders and Associates
x Community Housing Developers, Inc.
x Matinah Salaam
x Mid-Peninsula Housing Coalition
x Palo Alto Housing Corporation
x Palo Alto Senior Housing Project, Inc.
x Satellite Housing, Inc.
x South County Housing, Inc.
a. Quantified Objectives
Housing Element law requires that cities establish the maximum number of units that can
be preserved over the planning period. Two assisted projects with a total of 170 units are
at-risk of converting to market-rate housing within the planning period. Should either of
these properties lose their current funding subsidies and be at real risk of conversion, the
City of Saratoga will explore appropriate funding opportunities to assist in their
preservation.
206
SARATOGA CITY COUNCIL
MEETING DATE: February 1, 2019
DEPARTMENT: City Manager’s Office
PREPARED BY: Crystal Bothelio, Deputy City Manager
SUBJECT: Public Safety
RECOMMENDED ACTION:
Consider implementation suggestions for the Public Safety Task Force recommendations and
confirm Neighborhood Watch Grant funding levels.
BACKGROUND:
This fall, the City Council received the Public Safety Task Force’s recommendations and directed
staff to include the recommendations on the City Council Retreat agenda for discussion and
consideration. Additionally, the Council asked the Finance Committee to review the Neighborhood
Watch Grant Program in advance of the Retreat. On January 16, 2019, the Finance Committee
reviewed the Grant Program and recommended no changes. This would keep the overall program
budget at $18,000 and individual grant amounts of $300 per group for Fiscal Year 2019/20.
Neighborhood Watch Grant Funding
The Neighborhood Watch Grant Program was approved by the City Council in 2016. Through the
program, registered Neighborhood Watch groups may request a grant of $300 per group once per
fiscal year. Grants are issued on a first-come, first-served basis until funding runs out. Groups are
asked to file a report describing use of the grant before the end of the fiscal year but are not required
to submit receipts or an itemized list of expenses. Additionally, there are currently no penalties in
place if a group fails to file a report with the City.
Fiscal Year Total Funding # Grants Awarded Amount Awarded Reports Filed
2016/17 $15,000 29 $6,300 19
2017/18 $18,000 33 $9,800 21
2018/19 $18,000 32 $9,550 12
Commonly reported uses of the grant include the required annual gathering, cameras, signage, and
miscellaneous supplies and materials. As of January 18, 2019, 49 of the 70 Neighborhood Watch
groups registered with the City reported an annual gathering in 2018. The groups that failed to
report gatherings will no longer be registered as a Neighborhood Watch group and therefore will
not be eligible for the Neighborhood Watch Grant. Staff created a map showing the groups that 207
reported a 2018 gathering (color) and those that failed to report a gathering and are no longer
registered as a Neighborhood Watch group (black).
While the City did see the total number of Neighborhood Watch groups decline because of the
requirement to hold and report a gathering once per calendar year, staff recommends that the City
Council maintain this requirement. Although several Neighborhood Watch groups already hold
regular events and activities, the new requirement spurred many groups to socialize and interact
for the first time since holding their orientation. The relationships that develop from these
Neighborhood interactions strengthen the Neighborhood Watch program and the ability of
neighbors to support the efforts of law enforcement by reporting suspicious activity.
Staff has been very proactive in communicating the requirement to hold and report at least 1
gathering per calendar year to remain registered. Outreach started immediately after the Council
approved the Task Force recommended change at the May 16, 2018 City Council Meeting. This
included announcements at the City-hosted Neighborhood Watch lead gathering, multiple email
communications sent directly to Neighborhood Watch leads, phone calls to leads, and information
shared repeatedly through social media, the Neighborhood Watch email newsletter, and the
quarterly public safety postcard mailed to all residents
208
Public Safety Task Force’s Recommendations
The Public Safety Task Force was created in February 2017 and tasked with developing
recommendations to improve safety in the City of Saratoga for Council consideration before the
Task Force’s sunset on November 30, 2018. The Task Force developed eleven recommendations
which are included as Attachment A. Staff has identified several suggestions to implement the
Task Force recommendations below.
Most of the Task Force recommendations are aimed at increasing the amount of public safety-
related communications, increasing the audience of City safety messaging, and creating a clear
consistent message. Therefore, staff has grouped those recommendations and implementation
suggestions under Communication & Outreach.
Reestablish the Public Safety Task Force:
In alignment with the Task Force’s recommendation, staff suggests forming a new Public Safety
Task Force with the mission to review the City’s Community Wildfire Protection Plan and
recommend improvements/additions to the City Council, present the City Council with
recommended strategies to strengthen wildfire hazard mitigation and emergency preparedness
efforts in Saratoga, and serve as community ambassadors on these efforts. With roughly half of
the City at risk for wildfire (map of fire hazard zones included as Attachment B) and the recent
devastation caused by California wildfires, reestablishing the Task Force with a focus on wildfire
and emergency preparedness will bolster efforts of both the City and Santa Clara County Fire
Department and help engage the community on this important subject.
As with the original Task Force, staff recommends formation of a 5-member group that serves for
a limited period starting in March 2019 and terminating in November 2020 (total 20 months).
Additionally, members could be nominated by each member of the City Council. Given the more
limited scope of the new Task Force, staff would also advise a bimonthly meeting schedule.
Conduct Biannual Lead Get Togethers:
In discussions with Neighborhood Watch leads over the fall, many expressed a desire for the City
to continue hosting the biannual Neighborhood Watch lead events. Consequently, staff does
recommend continued funding for these events. Funding is available for a spring 2019 gathering.
If the City Council provides direction to continue the gatherings, funding will be added to the
Fiscal Year 2019/20 budget for these events.
Communications & Outreach:
Several Task Force recommendations centered on increased safety communications. In response,
staff has already increased the distribution of the Neighborhood Watch email newsletter from
quarterly to monthly.
Recommendations also included development of clear, consistent branding of the City’s
Neighborhood Watch materials. To that end, Neighborhood Watch branding has been revamped
to more prominently display the City name and seal and the City recently published
outreach/communication guidelines for leads.
209
Staff has found that the quarterly public safety postcard is an effective communication tool for
sharing safety-related information with Saratoga residents. Accordingly, staff agrees with the Task
Force recommendation to continue mailing the quarterly public safety postcard in Fiscal Year
2019/20.
The Task Force also recommended continuing the Safety Fair to educate residents about safety-
related services and products, as well as bring greater awareness to governmental and non-profit
service providers in the public safety field. However, there were no commercial sponsors of the
event to share information about safety-related products or services available for purchase.
Additionally, attendance at the event was limited. While the event may build a following over
time, it may be more efficient and effective to share information about public safety resources and
services by capitalizing on safety-related activities instead of holding a standalone event. Funding
is available in the Fiscal Year 2018/19 budget for a Safety Fair, if the City Council would like to
provide direction to continue organizing this event.
Another recommendation from the Task Force included creation of a City email account for each
Neighborhood Watch that would auto forward to the lead(s) for the group. This recommendation
dovetails with direction provided by the Council in 2018 to require each group to provide public
contact information to be shared on the City’s website and mailed via postcard to each resident
residing in a Neighborhood Watch group with the group name and boundaries. In conversations
with the City’s leads, several leads shared their discomfort and unwillingness to share their names
and/or any form of contact information (including generic email accounts created for a group). As
of January 18, 2019, only 14 groups have provided public contact information.
In an effort to respect the privacy concerns of the City’s leads and also meet the desire of both the
City Council and Task Force to make leads more accessible to the community, staff recommends
creating of an online form that would allow the public to send messages to the City’s leads without
revealing individual names or contact information.
If the City Council approved this alternative, postcards mailed to residents in Neighborhood Watch
groups would include the name of their group, a map showing the group boundaries, and a web
address for the contact form. A link to the contact form would also be accessible from the Ci ty
website and the Neighborhood Watch map.
Staff is also recommending that the City Council maintain the requirement prohibiting overlapping
boundaries. Overlapping boundaries create confusion for residents and may also result in
duplication of effort. During the fall, staff called all the City’s Neighborhood Watch Leads to
remind them of program changes, get updates on the different groups, and work towards
eliminating any overlapping boundaries. Most groups with overlapping boundaries were open to
making boundary adjustments. As a result, staff was able to work with residents to eliminate most
crossover. Some groups, particularly small close-knit groups, noted that they did not want to adjust
their boundaries or be absorbed into a larger group. Following discussions with leads and with the
groups that are no longer registered with the City because of failing to report 2018 gatherings,
there is only 1 remaining instance of overlapping boundaries. Staff is optimistic about resolving
this remaining occurrence.
210
SUMMARY OF IMPLEMENTATION SUGGESTIONS:
In total, staff has identified 6 implementation suggestions for City Council consideration. These
are listed below.
1. Maintain requirement for Neighborhood Watch groups to hold and report 1 gathering per
calendar year to remain registered
2. Reestablish the Public Safety Task Force (March 2019 through November 2020) with a
focus on wildfire and emergency preparedness
3. Continue biannual lead get togethers
4. Continue mailing quarterly public safety postcard to all Saratoga residents
5. Create Neighborhood Watch Lead Contact Form as an alternative to requiring each group
to provide public contact information or creating City email accounts for each group
6. Maintain requirement prohibiting overlapping Neighborhood Watch boundaries
ATTACHMENTS:
Attachment A – Public Safety Task Force Recommendations
Attachment B – Fire Hazard Zone/Wildland Urban Interface Map
211
Public Safety Task Force Recommendations
Presented to the City Council November 7, 2018
1. Extend the term of the Task Force beyond November 2018 with new members.
2. Post a weekly public safety tip on Nextdoor.
3. Create a formalized Neighborhood Watch Orientation, which is required as part of the
registration process, that is led by a member of trained team of individuals that could
include staff, volunteers, or Task Force Members.
4. Conduct the Safety Fair annually.
5. Conduct biannual Neighborhood Watch lead gatherings.
6. Continue mailing quarterly public safety postcards to all households in Saratoga.
7. Send a letter from the City to Neighborhood Watch leads to express appreciation for their
service to the community.
8. Use the City seal or clear branding for Neighborhood Watch messages from the City.
9. Establish the City as the only source of Neighborhood Watch messaging.
10. Create guidelines for Neighborhood Watch leads who are sharing and distributing
information to their neighbors, such as what to share, when to share, and how to share.
11. Create City issued email accounts for all Neighborhood Watch groups that can be setup to
automatically redirect emails to Neighborhood Watch lead(s).
212
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SAFETY ELEMENT
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Exhibit 7
0 1,500 3,000750 Feet
Prepared by RBF Consulting: 12/04/2012
Sources: City of Saratoga - Zoning Map (2010) Wildland-Urban Interface Fire Area Map (2009) : ESRI Terrain Basemap
County of Santa Clara - CityLimits (2010) StreetEdge (2009) : CA Dept of Forestry and Fire Protection (2007)
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213
SARATOGA CITY COUNCIL
MEETING DATE:February 1, 2019
DEPARTMENT:City Manager’s Office
PREPARED BY:James Lindsay,City Manager
SUBJECT:City Council Priorities
RECOMMENDED ACTION:
Discuss and provide any additional direction on City Council’s priorities.
BACKGROUND:
On December 19, 2018, the City Council held a study session on City Council Goals for 2019.
During the discussion, the City Council discussed priorities for the City’s Commissions, and
reviewed the Council’s Strategic Goals and Objectives.This item will provide the opportunity to
further consider and finalize discussion on the City Council’s priorities at the Retreat.
ATTACHMENTS:
Attachment A –Commission Responsibilities
214
Commission Responsibilities – Page 1 of 6
COMMISSION RESPONSIBILITIES
HERITAGE PRESERVATION COMMISSION
CITY CODE 13-10.050 – POWERS AND DUTIES
The Heritage Commission shall be advisory only to the City Council, the Planning Commission and the
agencies and departments of the City and shall establish liaison and work in conjunction with such
authorities to implement the purposes of this Chapter. The Heritage Commission shall have the following
powers and duties:
(a) Conduct, or cause to be conducted, a comprehensive survey of properties within the boundaries
of the City for the purpose of establishing the Heritage Resource Inventory. To qualify for inclusion
in the Heritage Resource Inventory, a property must satisfy any one or more of the criteria listed
in Section 13-15.010 of this Chapter. The Inventory shall be publicized and periodically updated,
and a copy thereof shall be kept on file in the Planning Department.
(b) Recommend to the City Council specific proposals for designation as a historic landmark, heritage
lane or historic district.
(c) Recommend to the appropriate City agencies or departments projects and action programs for
the recognition, conservation, enhancement and use of the City's heritage resources, including
standards to be followed with respect to any applications for permits to construct, change, alter,
remodel, remove or otherwise affect such resources.
(d) Review and comment upon existing or proposed ordinances, plans or policies of the City as they
relate to heritage resources.
(e) Review and comment upon all applications for building, demolition, grading or tree removal
permits involving work to be performed upon or within a designated historic landmark, heritage
lane or historic district, and all applications for tentative map approval, rezoning, building site
approval, use permit, variance approval, design review or other approval pertaining to or
significantly affecting any heritage resource. The Commission’s comments shall be forwarded to
the City agency or department processing the application within thirty days after receiving the
request for such comments.
(f) Investigate and report to the City Council on the availability of federal, state, county, local or
private funding sources or programs for the rehabilitation and preservation of heritage resources.
(g) Cooperate with county, state and federal governments and with private organizations in the
pursuit of the objectives of heritage conservation.
(h) Upon the request of a property owner or occupant and at the discretion of the Heritage
Commission, render advice and guidance on the conservation, rehabilitation, alteration,
decoration, landscaping or maintenance of any heritage resource; such voluntary advice and
guidance shall not impose any regulation or control over any property.
(i) Participate in, promote and conduct public information and educational programs pertaining to
heritage resources.
(j) Perform such other functions as may be delegated to it by resolution or motion of the City Council.
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Commission Responsibilities – Page 2 of 6
LIBRARY COMMISSION
RESOLUTION NO. 16-043 – BASIC RESPONSIBILITIES & DUTIES
BASIC RESPONSIBILITIES
The Library Commission shall serve as a senior advisory and liaison body. Its basic responsibilities shall
include the following:
1. Provide counsel and recommendations on Library policies, budgets, plans and procedures to the
Saratoga City Council, the City staff, and the Santa Clara County Library staff and Saratoga Library
Supervisor.
2. Identify and bring to the attention of the Ci ty Council, the City staff, and the Santa Clara County
Library staff (as appropriate) present and prospective issues and questions relating to Library
operation.
3. Participate, along with other appropriate governmental units, in explaining and interpreting
matters pertaining to Library operation to Library users, Library support groups, and the general
public.
4. Perform such other activities as may be directed by the Saratoga City Council.
DUTIES
In carrying out its basic responsibilities, the Library Commission shall perform the following duties:
1. Hold formal meetings as required (see preceding Section on "Administration”).
2. Maintain communications with the City Council, the City staff, the Santa Clara County Library staff,
and the Saratoga Library Supervisor on matters that have a significant impact on the Library's
budget and operation.
3. Outreach to different community groups to inform them of library services and to receive
suggestions on improving Library operation.
4. Maintain within the Commission a continuity of knowledge of the Library, its operation and its
problems.
5. Keep generally informed on technical developments that could have a bearing on the Library's
operation.
6. Participate in the general planning of the library's operation and in the planning of events related
to the Library.
7. Work with "Friends of the Saratoga Libraries" and other support groups as may be desirable in
the planning of their activities.
8. Promote optimal utilization of the library space, and encourage service mindedness on the part
of all having to do with providing Library service to the public.
9. Engage the Saratoga Library Youth Advisory group in matters concerning use of the Library and
programs.
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Commission Responsibilities – Page 3 of 6
PARKS AND RECREATION COMMISSION
RESOLUTION NO. 432 – POWERS & DUTIES
The powers of the Parks and Recreation Commission are advisory only and it shall render all reports and
recommendations directly to the City Council, unless otherwise directed by the Council. The Commission
does not constitute a planning agency with the terms and meaning of Government Code Section 65100
of the State of California. The Commissions' powers and duties, in such advisory capacity to the City
Council, shall include the following:
(a) to recommend a parks and recreation program, and the programming and implementation thereof, to
the Council;
(b) advise the Council specifically on design, use, development, financing, care and maintenance of parks
and playgrounds; landscaping along thoroughfares and other City streets; walkways, pathways,
equestrian paths, streambeds, protection and promulgation of trees, and such other matters as may
be requested by the Council.
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Commission Responsibilities – Page 4 of 6
PLANNING COMMISSION
CITY CODE 2-15.030 POWERS & DUTIES
The Planning Commission is hereby designated as the planning agency of the City, as described in Section
65100 of the Government Code, and shall exercise the functions of a planning agency as prescribed in
Section 65101 of the Government Code. The Planning Commission shall also exercise the powers and
perform the duties conferred upon it by this Code and assigned to it from time to time by the City Council.
GOVERNMENT CODE 65100
There is in each city and county a planning agency with the powers necessary to carry out the purposes
of this title. The legislative body of each city and county shall by ordinance assign the functions of the
planning agency to a planning department, one or more planning commissions, administrative bodies or
hearing officers, the legislative body itself, or any combination thereof, as it deems appropriate and
necessary. In the absence of an assignment, the legislative body shall carry out all the functions of the
planning agency.
GOVERNMENT CODE 65101
(a) The legislative body may create one or more planning commissions each of which shall report directly
to the legislative body. The legislative body shall specify the membership of the commission or
commissions. In any event, each planning commission shall consist of at least five members, all of
whom shall act in the public interest. If it creates more than one planning commission, the legislative
body shall prescribe the issues, responsibilities, or geographic jurisdiction assigned to each
commission. If a development project affects the jurisdiction of more than one planning commission,
the legislative body shall designate the commission which shall hear the entire development project.
(b) Two or more legislative bodies may:
(1) Create a joint area planning agency, planning commission, or advisory agency for all or prescribed
portions of their cities or counties which shall exercise those powers and perform those duties
under this title that the legislative bodies delegate to it.
(2) Authorize their planning agencies, or any components of them, to meet jointly to coordinate their
work, conduct studies, develop plans, hold hearings, or jointly exercise any power or perform any
duty common to them.
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Commission Responsibilities – Page 5 of 6
TRAFFIC SAFETY COMMISSION
RESOLUTION NO. 05-032 – MISSION
The exclusive mission of the Traffic Safety Commission shall be to investigate, review, and analyze issues,
and make recommendations to the City Council and City staff regarding traffic safety. The Commission
shall work to increase awareness of, and attention to, the traffic safety needs of the community by
improving communications and involvement between the community, and the City government on
services, needs and programs.
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Commission Responsibilities – Page 6 of 6
YOUTH COMMISSION
RESOLUTION NO. 18-056, SECTION 2
SECTION 2: The powers of the Youth Commission are advisory only, and it shall render all reports and
recommendations directly to the City of Council, unless otherwise directed by the Council. The
Commissioners’ powers and duties, in such advisory capacity to the City Council, shall include the
following:
(a) To develop and recommend guidelines involving the concerns of youth and the programming
and implementation thereof, to the Council;
(b) Advise the Council generally on matters which concern youth and specifically on the various
aspects of the city matters related to youth as may be requested by Council.
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SARATOGA CITY COUNCIL
MEETING DATE:February 1, 2019
DEPARTMENT:City Manager’s Office
PREPARED BY: James Lindsay, City Manager
SUBJECT:Mission & Statement of Values Review
RECOMMENDED ACTION:
Review the Mission and Statement of Values and provide direction as needed.
REPORT SUMMARY:
The City Council at the December 19, 2018 Council Priorities study session requested a review of
the Mission Statement and Statement of Values be added to the Annual Retreat agenda for
discussion. These statements were last reviewed January 2010.
ATTACHMENTS:
A. Mission & Statement of Values
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CITY OF SARATOGA
Mission Statement
Provide essential municipal services which protect health, safety and welfare, and satisfy the
community’s desires to maintain its quality of life and property values while practicing fiscal
responsibility.
Statement of Values
The City of Saratoga strives to maintain a high quality of life for its residents through careful
planning and infrastructure maintenance, through activities to build community, and by
providing opportunities for extensive citizen participation in community issues. Succinctly, the
statement of values for our City is that:
Saratoga is a Community….
Where the common good prevails;
Where the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where local commerce provides a vibrant presence in the Village and the other
commercial areas;
Where the orientation is toward the family;
Where homes and neighborhoods are safe and peaceful;
Where government is inclusive and values community involvement;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where value is placed on an attractive, well maintained and well planned community;
Where government provides high quality, basic services in a cost effective manner;
Where a small town, picturesque, residential atmosphere is retained;
Where the arts and cultural activities which serve the community and the region are
promoted;
Where neighbors work together for the common good;
Where leadership reflects community goals; and
Where, because of the forgoing, the citizens and the families of Saratoga can genuinely
enjoy being a part of and proud of this special community.
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