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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 7 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 8 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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. 9 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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 10 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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. 11 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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. 12 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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. 13 INTRODUCTION SECTION - PROPOSED CHANGES SUP 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. 14 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 7 • 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 15 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 8 • 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. 16 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 9 • 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. • Formatted: No bullets or numbering, Tab stops: Not at 0.39" 17 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 10 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 18 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 11 • 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. 19 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 12 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. 20 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 13 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. 21 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 14 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 22 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 15 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 23 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 16 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 24 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 17 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. 25 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 18 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. 26 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 19 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 27 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 20 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. Formatted: Space After: 6 pt, Line spacing: Multiple 1.1 li, Border: Bottom: (Single solid line, Auto, 0.5 pt Line width) Formatted: Font: Bold Formatted: Justified, Don't add space between paragraphs of the same style, Line spacing: Multiple 1.05 li Formatted: Font: 11 pt 28 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 21 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? 29 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 22 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. 30 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 23 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 31 INTRODUCTION SECTION - PROPOSED CHANGES SUP CITY OF SARATOGA ● FISCAL YEAR 2018/19 OPERATING & CAPITAL BUDGET 24 ● 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. 32 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 34 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 CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 15 FACILITY IMPROVEMENTS 57 CITY OF SARATOGA CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CITY OF SARATOGA CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CITY OF SARATOGA CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CITY OF SARATOGA CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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 CITY OF SARATOGA CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED 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. 73 CITY OF SARATOGA CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CITY OF SARATOGA CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CAPITAL PROGRAM - UNFUNDED PROJECTS 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 CITY OF SARATOGA 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 CAPITAL PROGRAM – UNCHANGED PROJECTS 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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 CAPITAL PROGRAM – UNCHANGED PROJECTS 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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. 162 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 43 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 44 FACILITY IMPROVEMENTS 164 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 45 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. 165 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 46 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 166 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 47 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 48 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 168 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 49 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 50 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 51 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. 171 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 52 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 53 ADMINISTRATIVE & TECHNOLOGY PROJECTS 173 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 54 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. 174 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 55 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 56 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 57 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 58 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 59 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 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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. 180 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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 181 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 62 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. 182 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 63 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 183 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 64 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. 184 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 65 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 185 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 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. 186 CITY OF SARATOGA CAPITAL PROGRAM – UNCHANGED PROJECTS 67 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 Saratoga Sunnyvale Rd.Pierce Rd. S a r a t o g a L o s G a t o s R d . ( H W Y 9 )Basin WayM t . E d e n Rd. Big MontalvoRd.PiedmontRd.Oak St.6thSt . Bohlm a n R d. Cox Ave.Saratoga Sunnyvale Rd.Pierce Rd.Fruitvale Ave.S a r a t o g a L o s G a t o s R d . ( H W Y 9 ) Sobey Rd.Saratoga Ave.Basin WayMiller Ave.M t . E d e n Rd. Big Douglas Ln. Congress Spring Rd. (HWY 9)MontalvoRd.PiedmontRd. Allendale Ave. P o r t o s D r . Glen Brae Dr.Quito Rd.Prospect Rd.Chester Ave.CUPERTINO SAN JOSE LOS GATOSLawrence Expy.SARATOGA LOS GATOS UNINCORPORATED SANTA CLARA COUNTYOak St.6thSt . Bohlm a n R d. Legend Very High High Moderate Wildland-Urban Interface Saratoga City Limits Saratoga Sphere of Influence Surrounding City Boundaries SAFETY ELEMENT Fire Hazard Zones 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) C IT Y OFSA R ATO G A Fire Station S 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. 215 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. 216 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. 217 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. 218 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. 219 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. 220 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 221 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. 222