HomeMy WebLinkAbout02-28-2020 amended Agenda packetSaratoga City Council Meeting Agenda –February 28, 2020 – Page 1 of 2
SARATOGA CITY COUNCIL
SPECIAL MEETING
FEBRUARY 28, 2020
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 *
Times below are approximate. Items may be heard earlier or later than estimated.
8:30 AM Continental Breakfast & Coffee
ROLL CALL
ORAL COMMUNICATIONS ON NON-AGENDIZED ITEMS
Any member of the public may address the City Council for up to three (3) minutes on matters
not on the Agenda. The law generally prohibits the City Council from discussing or taking action
on such items. However, the Council may instruct staff accordingly.
9:00 AM Finance Review
Recommended Action:
Receive staff report on Budget Process Calendar, Fiscal Policy Statements, FY
2019/20 Mid-Year Budget status, and Five-Year Forecast.
10:15 AM BREAK
10:30 AM Vehicle Miles Traveled Methodology
Recommended Action:
Receive staff report and provide direction as needed.
11:15 AM FY 2020/21 Capital Improvement Plan (CIP) Budget Prioritization Process
Preview
Recommended Action:
Receive information about the CIP Budget prioritization process and direct staff
accordingly.
12:15 PM LUNCH PROVIDED
1:00 PM Strategic Goals, Mission Statement, and Statement of Values Review
Recommended Action:
Review the Strategic Goals, Mission Statement, and Statement of Values and
direct staff accordingly.
Saratoga City Council Meeting Agenda –February 28, 2020 – Page 2 of 2
1:30 PM Village Parking District Improvements
Recommended Action:
Receive the presentation and direct staff to return with a work plan to address the
deferred maintenance and infrastructure needs of the Village Parking Districts at
a regular City Council meeting.
2:30 PM BREAK
2:45 PM 2019 Legislative Updates
Recommended Action:
Accept staff report and provide direction to staff.
3:45 PM 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 February 24, 2020 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 February 2020 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 408.868.1269. 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 28, 2020
DEPARTMENT:Finance & Administrative Services
PREPARED BY: Mary Furey, Administrative Services Director
SUBJECT: Finance Review: Budget Calendar, Fiscal Policy Statements, Mid-Year
Budget Status, and Five-Year Forecast
RECOMMENDED ACTION:
Receive staff report on Budget Process Calendar, Fiscal Policy Statements, FY 2019/20 Mid-
Year Budget status, and Five-Year Forecast.
REPORT SUMMARY:
1.Budget Process Calendar –Attachment A is a summary budget calendar that identifies the
Council’s budget process and meeting dates for the FY 2020/21 Operating and Capital
Budgets.
2.Fiscal Policy Statements – Attachment B and C are copies of the FY 2019/20 Adopted Fiscal
Policy Statements, with proposed redline changes. Attachment B includes the redline mark-
ups to illustrate the areas changed, while Attachment C is a clean version of the modified
Fiscal Policy Statements for readability.
Fiscal Policies are the foundation of 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. This year includes extensive statement changes to reflect the ongoing
development of comprehensive financial planning documents.
Councilmembers may provide additional comments or suggestions on the current proposed
policies to the Administrative Services Director by March 13, 2020. These suggestions will
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be brought to the Finance Committee for review, and accepted suggestions will be
incorporated and brought back to Council at the Budget Study Session (currently scheduled
for April 27, 2020) for final direction.
Approved Fiscal Policy Statement 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.
3.FY 2019/20 Mid-Year Budget Status – A Mid-Year Budget Status review will be presented
at the Council Retreat for the current fiscal year’s revenue and expenditure year-end
projections. This review allows Council the opportunity to seek more detailed explanations
for further clarification on current year revenues, expenditures, and trends. This year, as
current year revenues and expenditures are closely following budget expectations, and no
budget adjustment requests are proposed, staff will not submit a formal Mid-Year Report at
the following City Council meeting.
4.Five-Year General Fund Forecast – The Forecast schedule presents a summary-level view
of historical financial activity, current year projected activity and estimated outcomes, and
projected revenues and expenditures based on information known at this time. 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 that it provides a perspective that can identify anticipated
financial impacts that need consideration. In addition, this longer-term summary view
illustrates the significance of revenue and expenditure trends, and how together this shapes
the City’s financial health. With a five-year projection, the assumptions are fairly reliable,
and provides time to develop strategies for corrections, if needed, in the ongoing effort to
achieve long-term sustainability. As the proposed budget is developed, additional financial
data will evolve to align with operational workplans, funding, and current and long-term
priorities.
The Five-Year Forecast worksheet will be presented at the retreat in conjunction with specific
budgetary explanations and future impacts.
ATTACHMENTS PROVIDED:
A. Council Budget Adoption Calendar
B. FY 2019/2020 Adopted Fiscal Policy Statements with Redline Mark-up
C. FY 2020/21 Draft Proposed Fiscal Policy Statements Clean Version
ATTACHMENTS TO BE PROVIDED IN COUNCIL RETREAT BINDER:
D. Draft Mid-Year Budget Status
E. Five-Year Forecast
F. Forecast Assumptions
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Attachment A
2/28/2020 CITY COUNCIL RETREAT
●FISCAL POLICIES: Recieve proposed changes to Fiscal Policy Statements for review
of recommended additions, deletions, and/or changes
●MID-YEAR REVIEW: Review current fiscal year financial status, with 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.
●PUBLIC SAFETY SERVICES: Affirm Sheriff's Office service levels for the following
fiscal year, alternately, discuss proposed staffing or service changes for upcoming
budget year.
●CIP FUNDING & PROJECT REVIEW: Receive report on project funding requests,
nominated projects, and next fiscal year's funding availability.
3/4/2020 CITY COUNCIL STUDY SESSION (before/after Council meeting)
●CIP STUDY SESSION: Review CIP funding availability, closed projects, unfunded
project list, current CIP project funding requests, and new nominated projects.
Council discussion to prioritize project funding.
4/27/2020 CITY COUNCIL STUDY SESSION
●OPERATING AND CAPITAL BUDGET STUDY SESSION: Review preliminary proposed
FY 2020/21 Operating Budget and FY 2020/21-2024/25 Capital Budget.
Provide final direction for proposed budget hearing.
5/6/2020 CITY COUNCIL MEETING
●FEE SCHEDULE UPDATE: Review FY 2020/21 proposed fee schedule changes, to be
incorporated into proposed budget workplans.
6/3/2020 CITY COUNCIL MEETING
●PROPOSED OPERATING AND CAPITAL BUDGET HEARING: Receive staff report and
presentation on FY 2020/21 proposed Operating Budget and FY 2020/21-2024/25
Capital Budget.
6/17/2020 CITY COUNCIL MEETING
●BUDGET ADOPTION: Receive/adopt Budget Adoption staff report and resolution.
Receive/adopt Gann Limit Report and Resolution. Receive/adopt FY 2020/21
Investment Policy, GO Bond Rate and Arrowhead Bond assessments.
7/1/2020 FISCAL YEAR 2020/21 BEGINS
Council's Budget Adoption Calendar
FY 2020/21
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CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 11
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FISCAL MANAGEMENT POLICY STATEMENTS
The City of Saratoga With both a general management philosophy and Council goal to practices fiscal responsibility,
the City of Saratoga’s through conservative and cautious financial management is achieved through responsible, and
cautious, sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of
resources. PThese 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 prepares its Long-
Term Financial Plan.
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 impact budgetary decision making 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 Planning
• Development Related Financial Policies
• Expenditures and Purchasing
• Fixed Assets and Infrastructure
• Internal Service Funds
• Investments
• Long-Term Debt
• Long-Term Financial Planning
• Pension Funding
• Revenues
• Risk Management
• Treasury Management
• Trust & Agency Policies
• User Fees
GENERAL FINANCIAL PRINCIPLES
• The City shall ensure prudent financial practices are incorporated into operational procedures to ensure fiscal
integrity and safeguard the City’s assets.
• The City’s fiscal policies are structured to ensure fiscal responsibility, accountability, transpar ency, 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 as Council Policies, and administrative and operational
level functions approved by the City Manager as Administrative Policies.
• Proposed revisions to the Fiscal Management Policy Statements and Council Policies are reviewed by the Finance
Committee and then provided to the entire City Council at the annual Council Retreat. Council members are
asked to provide comments and concerns regarding or suggestions for revisions to the Mayor or City Manager
Administrative Services Director 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 areseek 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
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INTRODUCTION SECTION
CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 12
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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.
• 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 and infrastructure at the same level and
quality required by its citizens.
• The City Council’s financial, operational, 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 gover nmental agencies and joint power associations to achieve 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 a nd 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.
• The City shall develop and incorporate long -term financial planning tools into operational practices to promote
strategic analysis and prioritization of financial resources in decision making. Strategic operational masterplans
shall incorporate infrastructure purpose and use, current and future needs, infrastructure maintenance, repair,
and/or replacement schedules, funding, and other related issues for consideration.
• All City infrastructure should be tracked through inventorying all current assets, location, program responsibility,
asset costs and lifespan, Replacement timelines, maintenance schedules, and funding needs and availability are
integral to establishing a broader capital improvement plan. Future infrastructure needs and funding plans Long-
term perspectives Infrastructure (Roadway infrastructure, bridges, retaining walls, storm drains, streetlights, etc.),
Parks Vehicles, Equipment, Facility Fixtures and Equipment, and Technology infrastructure should all have
inventory Assets,
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 provid es 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, oOperating Bbudget development, and capital funding appropriations.
• Budgets are prepared on the same basis of accounting used for financial reporting: governmental fund types
(General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting;
proprietary funds (Internal Service Funds) and fiduciary funds (Custodial Funds) are budgeted under the accrual
basis of accounting.
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INTRODUCTION SECTION
CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 13
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• 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, Additionally, a minimal base amount of $500,000 is
to remains in the Unassigned Fund Balance Reserve at year-end to provide the first layer of fiscal protection a
buffer for unanticipated operational shortfalls or 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, VTA Measure B funding, road impact assessment
revenues; project revenues and reimbursements; community benefit assessments; and federa l, state, local, and
private grants.
• In practice, budgeted revenues are conservatively stated, and budgeted expenditures are funded at the full level
required to meet 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 typically 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
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’s adopted budget shall comply with State law that limits annual budget expenditures to the annual
determination of the City’s appropriation limit calculated in accordance with Article XIIIB of the Constitution of
the State of California. Known as the Gann Limit, the City Council 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, depart ments,
programs, and projects as needed to effectively operateimplement the adopted budget, provided no change is
made to the the fund’s total appropriation amount is not provided for any one fund changed. An example would
be to backfill a vacant salaried position with a contract service, therefore shifting budgeted funds from wage and
benefit appropriations to an operating expense expenditure within the Operating Expense General Fund
appropriations. 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 with 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, pr ioritizing 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.
• The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
Unexpended Council Discretionary appropriations are carried forward into the following fiscal year.
•
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INTRODUCTION SECTION
CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 14
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• In FY 2014/15 CalPERS notified the City that the City’s Unfunded Accrued Liability obligation of $7.7 million
(as of 6/30/2015) was to be repaid over a thirty (30) year payment plan. In accordance with the City’s responsible
fiscal stewardship objective, approximately 43% of the outstanding liability was immediately paid from current
year net operations and expendable reserve funding to significantly reduce the financing portion of the obligation.
Council also established an alternative repayment policy to contribute an annual amount approximately equal to
the annual amount due at the five-year mark to both lower the overall total long -term cost of the liability and to
stabilize the annual payment. This is expected to shorten the payment period to approximately 15 years and
maintain fiscal stability into the future. Subsequently, CalPERS revised their UAL estimates significantly as a
result of actuarial changes and further investment losses. The City’s UAL grew significantl y necessitating an
increase in the annual UAL excess contribution amount from $500,000 to $750,000 effective FY 2017/18. Then,
as a result of CalPERS making further discount rate revisions, Council again increased the annual UAL
contribution amount effective FY 2018/19, bringing the total budgeted annual payment to $1,000,000 in the effort
to continue the accelerated payoff schedule.
• The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
Unexpended appropriations are carried forward into the following fiscal year.
• In recognition that many planning and building services are provided primarily for individual and monetary
benefit rather than for the community’s benefit, the Community Development Department sets planning
application and building permit fees to recover full cost of the service provided. A number of services provided
by the department are not fee based, hence the department overall is not full -cost recovery based.
AUDITING AND FINANCIAL REPORTING
• California State statutes require an annual financial audit of the City’s financial records a nd 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 to be included in
the City’s Comprehensive Annual Financial Report (CAFR) testifying to the financial report’s conformance with
accounting principles.
• Additional financial reports issued by th e Auditor’s may include: Singe Audit Report (annual report of federal
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, apply 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 conjunction with the year -
end close
State required Annual Debt Transparency Report for any debt issued after January 21, 2017
California Debt and Investment Advisory Commission’s (CDIAC) Mello-Roos Community Facilities
District (CFD) Fiscal Status Report for CFD bond debt
Quarterly SMIP (Seismic Motion) fee reconciliation reports; CASp (ADA Acc essibility) 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
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INTRODUCTION SECTION
CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 15
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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 for 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 February each year to provide a
comprehensive financial overview of the current year’s bud get 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 PLANNING
• The Capital Improvement Plan is an ongoing process through which the City identifies, prioritizes, and develop s
a multi-year workplan for major capital expenditures and their associated funding sources, in the effort to
improve and maintain the City of Saratoga’s roadways, parks, and facility infrastructure. Non-infrastructure
projects may also be included in the CIP under the Administrative & Technology programs if they are one-time,
operational efficiency, technology, or multi-faceted administrative projects.
• Generally, CIP improvements are major expenditures that have a multi -year life span and result in becoming
City assets. The City’s standard definition of a Capital Improvement Plan project is for the construction,
acquisition, rehabilitation or non-routine maintenance work that generally costs $25,000 or more with a useful
life of at least 5 years at a fixed location. The City also includes projects under $25,000 if they include staged
or ongoing improvement projects, or if they are significant multi-year projects.
• Capital Planning is developed and prioritized through infrastructure and operational assessments of asset
maintenance plans, urgent mitigation needs to prevent structure or system failures, health and safety issues,
federal or state mandates, availability of city and external funding, efficiencies, impacts if project not completed,
business or community input/demand, and short-term vs long term cost of replacement considerations.
• The Capital Improvement Plan includes funded capital improvement projects planned for completion in the next
five years, with cost estimates based on current year dollars. Project estimates are updated as needed, due to
price changes, design specifications, or project scope adjustmen ts.
• Departmental staff research and prepare project proposals for review by Department Directors. Directors meet
with the City Manager to identify and collaborate on approved proposals. Additionally, City Council members
propose projects which staff also research and prepare project proposals. Finalized project proposals are brought
to Council for review. Council then collectively directs which project proposals are to be funded and included
in the following year’s proposed Capital Improvement Plan budget. Council also determines if a proposed
project is put on the Unfunded Project List and brought back the next year for consideration, or if a project is
rejected.
• TheA 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 funding is adopted annually to authorize current year
appropriations, which includes any remaining funds appropriated in the prior year ’s CIP. .
• The CIP is categorized into programs by project type. The four programs includeare: Street Improvements, Park
& Trail Improvements, Facility Improvements, and Administrative & Technology Improvements.
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CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 16
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• All projects within the CIP programs are appropriated, managed, and tracked as separate funding entities, with
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 financial summary
information updated with each published budget document.
• 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 s for of the Capital Project
Reserve fund for the subsequent fiscal year is reviewed at Council’s Annual Retreat in late January/early
February, with and preliminary allocation direction voted upon given by consensus of the City Council at a
follow-up the AnnualBudget Study Session in March or April. This direction is presented at the Proposed Budget
Hearing in late May or early June, with Council Retreat. Final CIP funding direction is determined provided by
Council with Bat budget Aadoption in June.
• 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 allocations are guidelines to shall bbe reviewed by Council for final CIP bBudget direction each
fiscal year:
$2500,000 – Annual Infrastructure Maintenance & Repairs (for Sidewalk , Storm Drains, Curb & Gutter,
and Bridge Maintenance)
$2100,000 – Annual Retaining Wall Maintenance Parks, Trails, Grounds & Median Replacement &
Repairs Project
$100,000 – Annual Parks, Trails, Grounds & Median Replacement Funding
$ $ 7550,000 – Roadway Safety and Traffic Calming
$ 50,000 – Risk Management and Mitigation Projects
$100,000 – Annual Parks, Trails, Grounds & Median Project$ 25,000 – City Art Program
• 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 cit y streets at an average 70 PCI rating. On occasion, separate
street specific resurfacing projects are established that due to funding requirements; they also contribute toward
this goal. In FY 2016/17, Council established The a $2 ARM&R project was originally established with a $1
million minimum annual funding goal. Funding comes primarily 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 CIP 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
• Most planning and building services are provided for business and individual benefit rather than for the general
community’s benefit. As such, the Community Development Department planning application and building
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permit fees are established at rates to recover the full cost of the service provided. However, a number of services
provided by the department are not fee based (code compliance, event permits, etc.), hence the department overall
is not full-cost recovery based.
• 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 contra ct. Contracts are valid run for 10 years
and are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of
Williamson Act contracts entered into each year.
• The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. The property must be privately owned and on a local, state, or national
register of historic places. After the initial 10-year contract expires, the contract may extend one year annually
unless either party elects to non-renew.
Since the agreement reduces the property tax assessment, the City receives a smaller share of property tax revenue
in comparison to a property that is assessed at market value. Per State law, the County Assessor is required to
recalculate each individual property’s tax assessment each year, based upon a variety of stated market factors.
This results in reductions that are specific to each property, with some benefiting more than others. 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, service reductions, or with
Council approval, budget adjustments to increase the program budget. , 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 Cont ract 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 rRecords rRetention pPolicy and schedule.
• Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically identified as approved called out in the adopted budget or excluded under the Purchasing
Policy.
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• 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 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 expenserepair 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
operational infrastructure, such as City buildings infrastructure, fixtures, and equipment, vehicles, and public
works equipment, and technology related 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 re tained to provide information for preparation of
financial statements in accordance with GAAP and, with emphasis placed on compliance with completion of
GASB 34 requirements.
• Infrastructure management systems are to be developed and maintained to provide long-term range financial and
operational planning. These shall include various rRoadway sSystem management programs, sStorm dDrain
sSystem management plans, bBridge replacements, sStreet sSignal sSystem 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 system assetss are tracked and funded
to be maintained through the Operating Budget’s Internal Service Replacement Fund, whereas annual
appropriations in the Information Technology Services program budget operating budget or departmental
program budgets are to funds most ongoing license, maintenance, and security costs.
• indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
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 maintenance 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, equipment, 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 City 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.
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• Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses,
depreciation, and fund balance reserve policy objectives.
• indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
INVESTMENTS
• The City maintains a detail-level Council approved Investment Policy that outlines the goals of fiscal security
and investment risk levels allowed to achieve the City’s stated security restrictions and investment objectives.
The Investment Policy is brought to Council for review and adoption each year, just prior to the begin ning
of the fiscal year.
• The policy shall comply with the State’s California Debt and Investment Advisory Commission (CDIAC)
guidelines for the practice of public finance.
• Fund Reserves and excess operational funding reside in the State managed Local Agency Investment Fund
(LAIF) unless expressly approved by the City Council’s Finance Committee to invest in other vehicles
approved in the City’s Investment Policy.
• The City’s Finance & Administrative Services Department shall oversee Treasury functions and submit a
monthly Treasurer’s Report to report on City funds , investments, and interest earnings.
LONG-TERM DEBT
• The City maintains a Council approved Debt Policy to provide clear direction on debt issuance. Existing debt
shall comply with all legal and reporting requirements to ensure the City is in compliance with State regulations,
GASB guidelines, and transparency efforts.
• The City shall seek to maintain a high credit rating through sound financial practices as a foundational financial
objectivepractice, in order to obtain the lowest possible borrowing cost, and maintain financial responsiblityand
to maximize borrowing costs.
• The City does not incur debt for operation al purposess or capital improvements as a standard practice. except
uUnder extraordinary circumstances, the City may seek and with citizen support. Under these circumstances
the City will seek voter approval for General Obligation (GO) Bond Debt for city-wide major infrastructure
rehabilitation, or through Community Facility District Bonds for specific community desired infrastructure
improvements.
• 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 distinct area is seeking to improve private or cooperatively owned
infrastructure, such as private roads or water system cooperatives. A special district may also be established to
improve publicly owned infrastructure, such as a neighborhood park or a parking lot.
• For special district debt offerings, tThe 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:l not exceed the expected useful life of the project or extend
beyond functionally appropriate payment terms. Additionally, ; include financing payment terms must be
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established at a manageable funding level or reasonable assessment level; and, does not extend beyond
functionally appropriate payment terms.
• The City shall 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 if needed.
• The City will ensure compliance with bond covenants, providing financial information to reporting parties as
required under the terms of the contract or State lawnecessary.
• 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.
LONG-TERM FINANCIAL PLANNING
• City policy is to develop, build upon, and incorporate long-term financial planning processes into a
comprehensive plan that provides Council, staff, and the public with the resources to understand issues
impacting the City’s financial condition, and the t ools with which to make informed decisions.
• The City’s Long-Term Financial Plan (LTFP) is to ultimately include various analyses and documents that
support financial planning efforts, including a financial forecast and analysis, fiscal policies, revenu e
descriptions and trend analysis, an annual pension review, the City’s Strategic Plan, the Capital Improvement
Plan and funding analysis, Information Technology Strategic Plan, and numerous asset and infrastructure
master plans. While the financial trend analysis and forecast is the foundation of the LTFP, the entirety of
the various documents provide a comprehensive outlook on many operational fronts.
• Long-Term Financial Planning is an ongoing event that begins at the Council Retreat to review Strategic Plan
goals and the current financial situation at the mid-year point, and as the starting point for the following years
budget process. Trends, critical or concerning issues, policy changes, new initiatives and priorities, new
resource requirements, and potential impacts and opportunities a re reviewed, and financial projections for
the future are presented. Direction is compiled into the following year’s budgets, and plans are updated
throughout the year, as needed.
• Council shall review a General Fund revenue, expenditure, and financial position forecast of at least five-
years, to garner a longer-term perspective of current fiscal expectations and fairly reliable projected fiscal
impacts so as to anticipate or mitigate operational changes for the near future. Because funds other than the
General Fund are both specific and limited in nature, they are not currently included in the annual review.
However, staff shall assess the funds and incorporate any items of concern into the forecast discussion.
• Revenues shall be described, documented, and properly classified with historical trend analysis and known
upcoming impacts built into forecast projections. Projections should be conservative , with those revenues of
a more volatile nature projected with a greater conservative weight than those known to be consistent and
dependable. Additional factors, such as unsustainable growth, shall also be identified and folded into the
projections with caution.
• Expenditures are classified by category in summary, but forecast by individual programs application in detail.
This methodology allows for greater specificity and accuracy in workplan expectations, while providing a
broader view of trends. These trends are utilized for longer perspectives in the forecast analysis, strategic
planning, asset management, capital prioritization and funding decisions, and funding gap analyses within
the LTFP.
• A Reserve Analysis is conducted to review and recommends appropriate levels of reserves per the needs of
the reserve purpose, the priority of the reserve over other needs, and compliance with GFOA
recommendations and legal requirements.
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PENSION FUNDING
• In the pursuit of prudent fiscal practices and long-term financial sustainability, the City seeks to mitigate the
overall cost of pension benefits, and prior year liabilities. Several strategies are utilized, which includes lower
tier pension benefits, lump sum prepayments, and accelerated payments.
• The City has three Miscellaneous Employee Pension Plan tiers:
Tier I for employees hired up to May 12, 2012
Tier II for employees hired on/after May 12, 2012, and “Classic” employees hired on/after January 1, 2013
Tier III/PEPRA, for employees entering into the CalPERS pension plan system on/after January 1, 2013
Tier I provides a 2% at 55 pension benefit. Tier II provides a 2% at 60 pension benefit. Tier III/PEPRA provides
a 2% at 62 pension benefit.
• In FY 2014/15, with CalPERS change to their pension funding methodology, Council paid off a large portion of
the UAL liability, and then established an alternative to CalPERS 30-year repayment policy to contribute an
annual amount approximately equal to double the minimum Annual Required Contribution (ARC) due at the five-
year mark. The intent was to lower the overall cost of the liability , but also to shorten the payment period to 15
years and maintain fiscal stability by establishing a set payment amount. Detailed information is provided in the
Financial Summaries Staffing Information section.
• Council also established a practice to pay Tier II and Tier III UAL amounts in full each year, to eliminate future
unfunded liabilities for the growing segments of employees. This amount is minimal each year as the actuarial
determined rates are in line with current actuarial factors, until actuarial factors are modified.
• The City’s goal is to fund pension liabilities near or at 100% to reduce unfunded liability payments to minimal
payments each year. Currently, Tier II and III unfunded accrued liability payments are minimal, if any, and paid
in full each year in alignment with this policy, however the Tier I pension unfunded accrued liability is understood
to be a long-term goal.
• A review of the City’s Unfunded Accrued Liability and CalPERS annual actuarial report will be brought to the
Finance Committee for review and analysis each year, along with CalPERS Pension liability projection tools as
they become available.
• In addition to the City’s policy to reduce the Tier I UAL through additional discretionary payments each year, a
115 Trust may be established to prefund future year’s CalPERS liability payments. The 115 Trust is used to hold
dedicated reserve funding in a higher investment-return vehicle, while also setting aside the funds that are
designated for recession planning. Council direction will determine when to use th ese funds as part of the annual
budget adoption process, or during the course of the fiscal year , if necessary.
REVENUES
• Revenue funding is designed to ensure services that provide city-wide benefit such as public safety, infrastructure
maintenance, and city administration are provided for by general revenue sources such as taxes,
intergovernmental revenues, and interest. Services where a customer determines the use, such as for planning
services and building permits, are financed through user fees, service charges, and assessments directly linked
to the level of services provided.
• To provide the Saratoga community with services and maintain infrastructure, ongoing reviews of operations are
conducted to assess revenue leakage. If applicable, assessments or charges are pursued, and user fees are
implemented for cost recovery.
• Designated and legally restricted tax and revenue funding sources will be accounted for in the appropriate funds.
General taxes and revenues not allocated by law or some other contractual agreement to other funds are
accounted for in the General Fund. Funds dDedicated for specific cCapital Pimprovements roject revenues are
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to be directly accounted for in the appropriate Ccapital project Improvement Plan fund, within a designated
project. An example is VTA Measure B Sales Tax is deposited directly to the Annual Roadway Improvement
Project in the Street CIP Fund.
• 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 reasonable 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 levied by ot her municipalities
of similar size for like services in establishing rates, fees, and charges. As some services have partial cost
recovery objectives (such as development fees), 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. Categories of Revenues include Taxes,
Intergovernmental, Fees/Licenses/Permits, Charge for Services, Interest Income, Rental Income, Other Sources,
Internal Service Fund charges, and Capital Improvement Revenues.
• While a diversification of revenue funding is desired, the City only pursues additional funding streams that are
in alignment with the City’s overall goal to support and protect the Saratoga community. The City does not enter
into profit-making enterprises that service select user groups, but rather seeks to engage in cost -recovery
activities or taxpayer-funded services that maintain or enhance the Saratoga community as a whole.
• Tax revenues are reliable funding streams, with most tax revenues steadily increasing at a slow but steady pace.
Almost 80% of tax revenue comes from Property Tax, with Sales Tax, Franchise Fees, Transient Occupancy
Tax, Business License Tax, and Construction Tax making up the remainder . As Property Tax comprises about
44% of Total Operating Revenue, there is a significant dependency on this revenue stream. Hence, the City
tracks these revenues closely, and makes budgetary projections and adjustments in line with Property Tax
fluctuations. And, with this revenue growth is expected to decrease in future years, the City budgets revenue
increases conservatively to help restrain expenditure growth.
• City will seek to obtain grants that support the City’s priorities and provide a benefit, however grant requirements
are taken into consideration to assess immediate and long-term costs and benefits to the City. Grants are brought
to the Council for approval.
•
• 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 accepted 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 considerati on of any
donation, regardless of value.
• The City follows a vigilant policy of collecting local taxes and revenues due to the City through persistent follow -
up procedures, however efficiency of collections is paramount, and external resources are used as needed . An
example of this practice is the City’s Business License audit engagement where a consultant is utilized to both
educate and ensure companies doing businesses within Saratoga are paying their business license tax.
•
In FY 2014/15 CalPERS notified the City that the City’s Unfunded Accrued Liability obligation of $7.7 million
(as of 6/30/2015) was to be repaid over a thirty (30) year payment plan. In accordance with the City’s responsible
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fiscal stewardship objective, approximately 43% of the outstanding liability was immediately paid from current
year net operations and expendable reserve funding to significantly reduce the financing portion of the obligation.
Council also established an alternative repayment policy to contribute an annual amount approximately equal to
the annual amount due at the five-year mark to both lower the overall total long -term cost of the liability and to
stabilize the annual payment. This is expected to shorten the payment period to approx imately 15 years and
maintain fiscal stability into the future. Subsequently, CalPERS revised their UAL estimates significantly as a
result of actuarial changes and further investment losses. The City’s UAL grew significantly necessitating an
increase in the annual UAL excess contribution amount from $500,000 to $750,000 effective FY 2017/18. Then,
as a result of CalPERS making further discount rate revisions, Council again increased the annual UAL
contribution amount effective FY 2018/19, bringing the t otal budgeted annual payment to $1,000,000 in the effort
to continue the accelerated payoff schedule.
RISK MANAGEMENT POLICY
• The City is insured for up to $25 million of general liability, auto, and property damage claims through a Bay
Area Joint Powers Association insurance cooperative (PLAN JPA). Claim coverage consists of up to $5 million
from the JPA, and a following $20 million from 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 pro vides an employer liability limit of $5 million per occurrence, and workers’
comp per occurrence limit of $100 million. Workers' Compensation claims are managed by the PLAN JPA as a
third-party administrator (TPA).
• 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, participating in training, proactively addressing infrastructure mainten ance and potential risks,
and by designing and implementing safety programs to minimize risk and reduce losses.
• Claims against the City are submitted to and addressed in conjunction with the City’s pooled liability JPA
administrator in a timely matter. Responses are carried out Adverse claims are also pursued for restitution.
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 S tate’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
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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 organizat ion, 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.
USER FEES
• The City allows for discretion in the use of general taxes to meet the cost of services tha t provide a larger public
benefit, such as code enforcement, and to recover the full or partial cost of services that largely or solely benefit
individuals, such as a building permit.
• In some cases, fees are established with a goal to discourage the use o f a service, such as a false alarm fee that
results in the dispatch of a public safety officer. The fee may be structured to accelerate with usage, but allows
for a level of leniency initially for this service with the understanding that co st recovery goals are not met.
• A master schedule of User Fees is reviewed and presented to Council on an annual basis to allow for the
adjustment of discretionary service and rental fees. If an adjustment is needed, a request to increase or decrease
the fee is brought to Council as a Public Hearing, and becomes effective 60 days (or later if stated) following
approval of the fee adjustment. Typically, fee adjustments are brought to Council in late April for a July 1st
effective date, however a stand-alone fee adjustment may be brought to Council at any time throughout the year.
• The City’s overall goal is to establish user charges and fees at levels that fully recovers the direct and indirect
activity cost of providing a service or product. However, market rates and charges levied by other municipalities
(of similar size) for like services are taken into consideration when establishing rates, fees, and charges. As some
services have partial cost recovery objectives, cost recovery ratios will vary in accordance with policy objectives.
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future us e 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 Project 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 restrict ions. The City maintains the following
restricted fund balances under this designation:
• General Fund: Environmental Services Fund Balance Reserve
• Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
• Debt Services Fund: Library General Obligation Bond Debt Service Fund
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• Capital Project Funds
a) Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c) Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner. The City maintains the following fund balances
under this designation:
• General Fund: Hillside Stability Reserve
• General Fund: Facility Replacement Reserve
• Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
• General Fund: Future Capital & Efficiency Project Reserve
• General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the “Unassigned” fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered “assigned” for that purpose.
• General Fund: Working Capital Reserve
• General Fund: Fiscal Stabilization Reserve
• General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flow and emergency funding at all times, the collective total of
the General Fund’s Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City’s financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget policy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1. Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
• For the Hillside Stability Reserve, loan repayment shall be made in annual contributions of $100,000 un til
reserve balance reaches the $1 million reserve goal.
• Fiscal Stabilization loan repayments shall be made as directed by Council.
2. Annual contribution of $500,000 to Facilities Replacement Reserve.
3. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
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GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one -time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraord inary 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 uses.
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 thro ugh 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 in frastructure 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 pur chase cost –
it does not represent the current cost to replace a facility. The City recognizes insured value is not sufficient to fund
facility replacements, therefore annual contributions will continue as an ongoing funding obligation even after the 1/3
reserve goal is met.
Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City’s economic situation. Utilization of the reserve shall be brought to Council
for discussion and consideration as needed.
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Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvemen t 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 transf er 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 improvement needs. Rese rve
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 adoption resolu tion.
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 avoid use of sh ort-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 credit worthines s. 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 budgeted
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 und er 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 (increased 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 requirements.
On the other hand, the Fiscal Stabilization Reserve’s purpose is defined and may be called upon for critical uses in the
future. The overall 60-day General Fund operational reserve minimum requirements shall continue to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fiscal Stabilization Reserve represents a funding set -aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Services Reserve
of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council’s desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund’s budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
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Fiscal stabilization uses are defined and restricted to: 1) revenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increase 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 adoption of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declared emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve
appropriations are to be replenished from year-end net operations, as available, on a priority basis. The $2.5 million
Fiscal Stabilization Reserve funding level will be assessed on an annual basis to ensure this funding 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 Res erve.
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 the year -
end close process.
Council Discretionary Reser ve
Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from
the Council’s annual appropriation. The reserve provides a mechanism to roll forward remaining Council
Discretionary Funds as reserve funds are immediately re-appropriated into the following fiscal year. This allows
Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year
boundaries. Use of the reserve funding requires Council 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 allocat ed 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 reserve 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 multiple 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.
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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 wit h 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 comm itted
to specified purposes (other than for debt service or capital projects.) For the City, Landscape & Lighting Assessment
District Special Revenue Funds were established to account for each individual assessment district; thereby each fund
has its own separate fund balance reserve.
Each district’s fund balance reserve should be sufficient to provide working capital to cover operational expenses
through the first half of assessment receipts in January, therefore equitable to approximately one -half of a district’s
annual expenditure budget. The second half of receipts are received in June. Some districts may include capital
improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years
to accumulate sufficient resources for the improvement projects. As each district’s situation is different, a district’s
maximum fund balance shall be determined by the Public Works Director.
Requests for use of the reserve are approved by Council through budget ado ption 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
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. At a minimum, the year -end fund balance reserve shall be sufficient to provide
working capital to cover the semi-annual principal and interest debt payment due on August 1 st as the GO Bond tax
receipts are received after the 1 st debt payment is due. December receipts provide for the February payment. In
addition, as bond assessments are collected as a percentage of property values, reserves should provide sufficient
funding to compensate for tax fluctuations. The fund’s reserve maximum is set at no more than one -year of budgeted
annual expenditures.
The reserve balance is increased (or reduced) through est ablishing 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.
Arrowhead Community Facility District Bond Debt Fund
In 2016, the City agreed to act as the fiduciary agent for the Arrowhead Community Facility District’s bond issuance
to fund the community’s water system infrastructure. The bond was finally issued in December 2018, and participants
in the bond issuance began assessment payments in FY 2018/19. The annual debt service assessment is to cover the
cost of the bond’s principal and interest payments, and the associated administrative costs. The fund’s reserves are
comprised of funds collected less bond costs. As flat dollar amount assessments are set rather than percentage rates,
the CFD Bond Debt assessments do not generate excess fund balance as does the G O Bond Debt Fund.
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CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental
fund and therefore comply with GASB 54 fund balance classifications. 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 to be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple proj ects 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 T ax 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 the CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from 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 (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Facility Improvement 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 r eceives 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.
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Year end fund balance represents the remai ning unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
Administrative & Technology Improvement Project Funds provide for major capital expenditures to improve or
enhance administrative, 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 Workers Compensation,
four Service/Support funds: Office Support, IT Services, Vehicle & Equipment Maintenance, and Buildi ng
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 “Unrestri cted 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 a re 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 qual ified training purposes. Most Internal Service
Funds reserves are held in the Unrestricted Net Position category.
Liability /Risk Management Reserve Fund
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The Liability/Risk Management Fund’s Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. Most claims are covered under the insurance risk pool JPA. The City is self -insured for up to $25,000
per 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.
The Liability/Risk Management program receives funding from allocations charged t o 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 thro ugh
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 ben efit 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 f or 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 adjus tment resolution during the year. The reserve is replenished from the
Fund’s net operations in subsequent years.
Information Technology Services Fund
Information Technology Services provide for the delivery of technology -based services throughout the City’s
operations, including maintenance of the City’s information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud-based technology, and support of all
existing information technology as well as new technology initiatives. For technology oversight, security, and
efficiency, information technology costs are managed collective ly 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. Accu mulated net operations are held in the Information Technology Services
Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during the yea r. The reserve is replenished from the Fund’s
net operations in subsequent years.
Vehicle & Equipment Maintenance Fund
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The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City’s fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer’s recommendations and safety
requirements.
To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Counci l approved budget adjustment resolution during the
year. The reserve is replenished from the Fund’s net operations in subsequent years.
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 budgeted expenditures. The reserve is replenished from the Fund’s
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
The Vehicle and Equipment Replacement Fund Balanc e 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 ite m 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 replacem ent. At year end, unspent funding is held in Unrestricted Net Position. The
reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in
accordance with replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset’s lifespan to
be used for the replacement of office technology -based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructure, and various other related equipment. Replacement costs are charged back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department’s operational
budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the 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
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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.
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
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 Coun cil 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 & AGENCY FUND RESERVES
Overview
Trust and Agency Funds are created to enable City’s to assist associated agencies with fund management needs. Trust
Funds are established to hold another entity’s funds and ensure the proper management of their money. Agency Funds
are established to receive and disburse another entity’s money, as directed by the associated entity.
The City does not currently have any Trust Funds but has set up two Agency Funds: West Valley Clean Water
Program; and the Arrowhead CFD Project Fund. Because the Agency Funds manage their own money, the City of
Saratoga does not develop Reserve Policies for Agency Funds.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, nomination, and project approval process, and if successful, into the Capital Budget
as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately below, until the tracks converge for CIP
project assessment preparation.
STAFF PROJECT DEVELOPMENT
1. CIP Project Initiation
As a function of staff’s day-to-day work, infrastructure improvements and large-scale repairs and maintenance
are identified as potential capital improvement projects. These are often highly -visible tangible public assets such
as street repaving, or park and trail improvements. However, many CIP projects are less noticeable, including
facility roof repairs, tree planting, or ADA enhancements. Projects may also be administrative or technology
improvements, and hence invisible to the general public, such a s code updates/revisions, process improvements,
software implementations, or economic vitality programs.
Staff is to discuss the CIP project idea with the appropriate staff or City Manager for feedback and refinement.
Ultimately, projects need clearly defined boundaries to identify project requirements, specifications, and
resources. While this is not always feasible in the initial stages of project development, the understanding that a
project will eventually require a clear and specific scope will en courage better preparation for discussing the
project idea and moving it through the nomination process. After receiving initial approval, staff moves into the
idea development stage.
2. Idea Development
To move the idea forward, staff will need to analyze and articulate the project’s scope, political impacts, priority
factors, resource requirements, and any other relevant considerations.
a. Project Scope – Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the project’s purpose and definition, and may include cost -benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If the project is ongoing infrastructure maintenance or a program project, this too should also
be clearly noted. In some cases, project scope may be defined by exclusions – statements about what the
project will not accomplish or produce. Additionally, constraints or restrictions may identify project
limitations.
Project Scope defines a commitment to produce a b ody of work or end-product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
b. Political Considerations - Knowledge of historical information, which attests to the necessity of
Council/staff communication is of vital importance in project development. Determine whether this project
has come up for consideration before, or why was it not completed previously. Are there lessons to be learned
from a past project proposal?
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Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly supportive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been
completed in another part of the city? Determine why this project should be considered a priority over others,
and whether the project’s cost or benefits would be supported by the community.
c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor.
Council’s role is to determine which projects are of higher priority than others since there will never be
enough money or resources to do every project. Decision criteria may inclu de factors such as:
• Health and Safety Issues
• Imminent failure of structure/system
• Short-term cost of repair vs. long-term cost of replacement
• Availability of external or dedicated funding
• Efficiencies
• 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 o f 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 techno logy 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 avai lable for the lower priority
projects. The ability to bring designated funding (such as a grant award) with a project proposal greatly
increases the likelihood that the proposed project is approved. Overall, projects that request undesignated
Capital Project Reserve funding are more competitive due to funding limitations and the number of projects
competing for the same pot of funds.
An additional component of project resource considerations are the unstated resources (identified above)
required in project construction or implementation. For instance, staff time is limited, and time spent working
on one project prevents staff time being spent on another project. Project timing and staff time requirements
are therefore an important component of the proje ct 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 cont ribute 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
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in this project? Each project will differ, meaning analysis is specific to the circumstances, and diligent
research and thought should be put into developing project scope and justification.
In summary, the overall goal of idea development is to identify, quantify, and assess the project
comprehensively. This effort is intended to ensure that a proposed project is well -thought-out, developed,
and articulated thereby enabling the City Manager and Council to make educated and rational decisions.
3. City Manager Approval
Staff is to propose the project idea to the City Manager for approval. If approved, the project is moved onto the
CIP Project Candidate List. Staff is to notify 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 pro ponent 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 d uring 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 complete Candidate
List step requirements, including: preparation of pr oject 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 wil l 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 asse ss all
projects at one time. These assessment package will include:
● A review of available funding
● Existing projects in the current year’s CIP
● Proposed changes to existing projects
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● The current CIP Unfunded List
● Proposed changes to projects on the CIP Unfunded List
● New projects on the CIP Candidate List
● Review of requests in conjunction with funding sources
2. Capital Project Assessment
The City Council’s review of the capital project assessment package is to be held annually, early in the budget
development cycle, in late January or early February. In addition to reviewing the assessment package, the
Council will also review currently funded capital projects that have unencumbered funds to determine if the
project will continue in the following fiscal year.
In their review, Council may request revisions to a project’s scope, funding, or other component. However,
changes that redefine a proposed project must be Council’s consensus direction. During the assessment review
process, as projects are assessed, they are either:
● Rejected
● Accepted, or
● Modified and Accepted
At the conclusion of the assessment review, Council will prioritize accepted projects and designate project
funding. Projects placed on the Funded List will be brought forward to the upcoming Budget Study Session. The
remainder will be placed on the CIP Unfunded Project List.
NOTE: Rejected project ideas may be nominated for another attempt to become an approved project in the
following year(s), but must again go through the project development and assessment process.
3. Budget Study Session
Updated CIP funding availability and project revisions will be reviewed a final time with Council. Council will
conduct a final assessment and provide consensus direction to staff for inclusion in the upcoming Proposed Budget
Hearing to be held in May.
CIP PROJECT FUNDING
1. Proposed Budget Hearing
The final Proposed Capital Budget with the recommended project funding will be brought to the City Council
Budget Public Hearing in May. Council is to provide any final comments or direction for budget adoption.
2. Budget Adoption
The Operating and Capital Budgets are brought to Council in June with all final direction incorporated into the
final summaries. Council is to adopt the budget at this time, with budget funding effective on July 1 st of that year.
3. Funding Process Follow-up
Approved CIP projects that do not receive funding allocations will be assigned to the next budget year’s CIP
Unfunded List. The list will be included in the budget document, and assessed again during the following year’s
Capital Project Nomination and Assessment Process. The new CIP Unfunded List has a life span of one budget
cycle.
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FISCAL MANAGEMENT POLICY STATEMENTS
The City of Saratoga practices fiscal responsibility through conservative financial management, and cautious,
sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources.
Policies and controls represent long-standing accounting, budgeting, debt, investment, and reserve principles and
practices, and are the foundation upon which the City prepares its Long-Term Financial Plan.
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 impact budgetary decision making 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.
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 Planning
Development Related Financial Policies
Expenditures and Purchasing
Fixed Assets and Infrastructure
Internal Service Funds
Investments
Long-Term Debt
Long-Term Financial Planning
Pension Funding
Revenues
Risk Management
Treasury Management
Trust & Agency Policies
User Fees
GENERAL FINANCIAL PRINCIPLES
The City shall ensure prudent financial practices are incorporated into operational procedures to ensure fiscal
integrity and safeguard the City’s assets.
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 as Council Policies, and administrative and operational
level functions approved by the City Manager as Administrative Policies.
Proposed revisions to the Fiscal Management Policy Statements and Council Policies are reviewed by the Finance
Committee and then provided to the entire City Council at the annual Council Retreat. Council members are
asked to provide comments or suggestions for revisions to the Administrative Services Director 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 seek to maintain the City’s fiscal health, preserve essential services,
reduce financial risk, and support short and long-term administrative, financial, and operational goals in a
financially judicious manner. Long-term financial and infrastructure planning and the annual adoption of a
structurally balanced budget provides the foundation to these long-term financial goals. The City shall promote
and implement strong internal financial controls to manage risks and monitor the reliability and integrity of
financial transactions and operational activities.
Financial information shall be provided in a relevant, thorough, and timely manner, to effectively communicate
the City’s financial status to the Council, citizens, employees, and all other interested parties.
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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 essential services and infrastructure at the level and quality
required by its citizens.
The City Council’s financial, operational, 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 achieve 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.
The City shall develop and incorporate long-term financial planning tools into operational practices to promote
strategic analysis and prioritization of financial resources in decision making. Strategic operational masterplans
shall incorporate infrastructure purpose and use, current and future needs, infrastructure maintenance, repair,
and/or replacement schedules, funding, and other related issues for consideration.
All City infrastructure should be tracked through inventorying all current assets, location, program responsibility,
asset costs and lifespan, Replacement timelines, maintenance schedules, and funding needs and availability are
integral to establishing a broader capital improvement plan. Future infrastructure needs and funding plans Long-
term perspectives Infrastructure (Roadway infrastructure, bridges, retaining walls, storm drains, streetlights, etc.),
Parks Vehicles, Equipment, Facility Fixtures and Equipment, and Technology infrastructure should all have
inventory Assets,
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: governmental fund types
(General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting;
proprietary funds (Internal Service Funds) and fiduciary funds (Custodial 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.
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Additionally, a minimal base amount of $500,000 remains in the Unassigned Fund Balance Reserve at year-end
to provide the first layer of fiscal protection for unanticipated operational shortfalls or 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, VTA Measure B funding, road impact assessment
revenues; project revenues and reimbursements; community benefit assessments; and federal, state, local, and
private grants.
In practice, budgeted revenues are conservatively stated, and budgeted expenditures are funded at the full level
required to meet annual operational and capital improvement goals. With effectively managed revenue streams
and efficient use of resources, fiscal year-end operational budget surpluses are typically 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
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’s adopted budget shall comply with State law that limits annual budget expenditures to the appropriation
limit calculated in accordance with Article XIIIB of the Constitution of the State of California. Known as the
Gann Limit, the City Council 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 effectively operate, provided the fund’s total appropriation amount is not
changed. An example would be to backfill a vacant salaried position with a contract service, therefore shifting
budgeted funds from wage and benefit appropriations to an operating expense expenditure within the Operating
Expense appropriations. 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 with 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.
The City Council appropriates $50,000 annually to a ‘Council Discretionary account’ to provide Council with
funding for unplanned expenditures. Council direction and consensus approval is required to utilize these funds.
Unexpended Council Discretionary appropriations are carried forward into the following fiscal year.
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 to be included in
the City’s Comprehensive Annual Financial Report (CAFR) testifying to the financial report’s conformance with
accounting principles.
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Additional financial reports issued by the Auditor’s may include: Singe Audit Report (annual report of federal
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, apply 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 conjunction with the year-
end close
State required Annual Debt Transparency Report for any debt issued after January 21, 2017
California Debt and Investment Advisory Commission’s (CDIAC) Mello-Roos Community Facilities
District (CFD) Fiscal Status Report for CFD bond debt
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 for 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 February 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 PLANNING
The Capital Improvement Plan is an ongoing process through which the City identifies, prioritizes, and develops
a multi-year workplan for major capital expenditures and their associated funding sources, in the effort to
improve and maintain the City of Saratoga’s roadways, parks, and facility infrastructure. Non-infrastructure
projects may also be included in the CIP under the Administrative & Technology programs if they are one-time,
operational efficiency, technology, or multi-faceted administrative projects.
Generally, CIP improvements are major expenditures that have a multi-year life span and result in becoming
City assets. The City’s standard definition of a Capital Improvement Plan project is for the construction,
acquisition, rehabilitation or non-routine maintenance work that generally costs $25,000 or more with a useful
life of at least 5 years at a fixed location. The City also includes projects under $25,000 if they include staged
or ongoing improvement projects, or if they are significant multi-year projects.
Capital Planning is developed and prioritized through infrastructure and operational assessments of asset
maintenance plans, urgent mitigation needs to prevent structure or system failures, health and safety issues,
federal or state mandates, availability of city and external funding, efficiencies, impacts if project not completed,
business or community input/demand, and short-term vs long term cost of replacement considerations.
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The Capital Improvement Plan includes funded capital improvement projects planned for completion in the next
five years, with cost estimates based on current year dollars. Project estimates are updated as needed, due to
price changes, design specifications, or project scope adjustments.
Departmental staff research and prepare project proposals for review by Department Directors. Directors meet
with the City Manager to identify and collaborate on approved proposals. Additionally, City Council members
propose projects which staff also research and prepare project proposals. Finalized project proposals are brought
to Council for review. Council then collectively directs which project proposals are to be funded and included
in the following year’s proposed Capital Improvement Plan budget. Council also determines if a proposed
project is put on the Unfunded Project List and brought back the next year for consideration, or if a project is
rejected.
The 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 CIP funding is adopted annually to authorize current year
appropriations, which includes any remaining funds appropriated in the prior year’s CIP.
The CIP is categorized into programs by project type. The four programs include: Street Improvements, Park
& Trail Improvements, Facility Improvements, and Administrative & Technology Improvements.
All projects within the CIP programs are appropriated, managed, and tracked as separate funding entities, with
each project’s financial status reported on a monthly basis in the Treasurers Report.
Project updates are recorded in the annual Capital Budget, with narrative, timeline, and financial summary
information updated with each published budget document.
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. Uses for the Capital Project
Reserve fund is reviewed at Council’s Annual Retreat in late January/early February, with preliminary allocation
direction voted upon by Council at a follow-up Budget Study Session in March or April. This direction is
presented at the Proposed Budget Hearing in late May or early June, with Final CIP funding direction determined
by Council with Budget Adoption in June.
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 allocations are guidelines to be reviewed by Council for budget direction each fiscal year:
$250,000 – Annual Infrastructure Maintenance & Repairs (for Sidewalk , Storm Drains, Curb & Gutter,
and Bridge Maintenance)
$200,000 – Annual Retaining Wall Maintenance & Repairs
$100,000 – Annual Parks, Trails, Grounds & Median Replacement Funding
$ 75,000 – Roadway Safety and Traffic Calming
$ 50,000 – Risk Management and Mitigation Projects
$ 25,000 – City Art Program
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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 that also contribute toward this goal. In FY 2016/17, Council
established a $2 million minimum annual funding goal. Funding comes primarily from dedicated Gas Tax
Revenue and Solid Waste Services contract assessed Vehicle Impact Fees. This CIP project 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
Most planning and building services are provided for business and individual benefit rather than for the general
community’s benefit. As such, the Community Development Department planning application and building
permit fees are established at rates to recover the full cost of the service provided. However, a number of services
provided by the department are not fee based (code compliance, event permits, etc.), hence the department overall
is not full-cost recovery based.
The Williamson Act, also known as the California Land Conservation Act, was passed by the California
Legislature in 1965 to encourage rural & agricultural landowners to keep their land undeveloped. When
landowners 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 are valid for
10 years and are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number
of Williamson Act contracts entered into each year.
The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement
with property owners to allow reduced property tax payments in return for the restoration and continued
maintenance of their historic property. The property must be privately owned and on a local, state, or national
register of historic places. After the initial 10-year contract expires, the contract may extend one year annually
unless either party elects to non-renew.
Since the agreement reduces the property tax assessment, the City receives a smaller share of property tax revenue
in comparison to a property that is assessed at market value. Per State law, the County Assessor is required to
recalculate each individual property’s tax assessment each year, based upon a variety of stated market factors.
This results in reductions that are specific to each property, with some benefiting more than others. 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, service reductions, or with
Council approval, budget adjustments to increase the program budget.
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.
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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 Record Retention Policy and schedule.
Services, supplies, and fixed asset purchases exceeding $25,000 must be authorized by the City Council, unless
purchase is specifically identified as approved in the adopted budget or excluded under the Purchasing Policy.
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 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 expense 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, and through Internal Service Fund programs to both
maintain and replace operational infrastructure, such as City buildings, fixtures, and equipment, vehicles and
public works equipment, and technology related 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 and compliance with GASB 34 requirements.
Infrastructure management systems are to be developed and maintained to provide long-term financial and
operational planning. These shall include various roadway system management programs, storm drain system
management plans, bridge replacements, street signal system replacements, and all other infrastructure categories
that require significant financial resources to fund eventual replacement needs.
Information Technology software, hardware, and auxiliary equipment and system assets are tracked and funded
through the Operating Budget’s Internal Service Replacement Fund, whereas annual appropriations in the
Information Technology Services program budget funds most ongoing license, maintenance, and security costs.
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
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 maintenance 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, equipment, and
building fixtures in an ongoing manner.
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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 City 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.
indebtedness to an aggregate 15% of the assessed value of all real and personal property of the City.
INVESTMENTS
The City maintains a detail-level Council approved Investment Policy that outlines the goals of fiscal security
and investment risk levels allowed to achieve the City’s stated security restrictions and investment objectives.
The Investment Policy is brought to Council for review and adoption each year, just prior to the beginning
of the fiscal year.
The policy shall comply with the State’s California Debt and Investment Advisory Commission (CDIAC)
guidelines for the practice of public finance.
Fund Reserves and excess operational funding reside in the State managed Local Agency Investment Fund
(LAIF) unless expressly approved by the City Council’s Finance Committee to invest in other vehicles
approved in the City’s Investment Policy.
The City’s Finance & Administrative Services Department shall oversee Treasury functions and submit a
monthly Treasurer’s Report to report on City funds, investments, and interest earnings.
LONG-TERM DEBT
The City maintains a Council approved Debt Policy to provide clear direction on debt issuance. Existing debt
shall comply with all legal and reporting requirements to ensure the City is in compliance with State regulations,
GASB guidelines, and transparency efforts.
The City shall seek to maintain a high credit rating through sound financial practices as a foundational financial
objective, in order to obtain the lowest possible borrowing cost, and maintain financial responsiblity.
The City does not incur debt for operational purposes or capital improvements as a standard practice. Under
extraordinary circumstances, the City may seek voter approval for General Obligation (GO) Bond Debt for city-
wide major infrastructure rehabilitation, or through Community Facility District Bonds for specific community
desired infrastructure improvements.
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 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 districts. This may occur
when a neighborhood or distinct area is seeking to improve private or cooperatively owned infrastructure, such
as private roads or water system cooperatives. A special district may also be established to improve publicly
owned infrastructure, such as a neighborhood park or a parking lot.
For special district debt offerings, the City shall require full liability protection and cost recovery as necessary
to protect the City and mitigate the cost associated with such actions.
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The term for repayment of long-term financing shall not exceed the expected useful life of the project or extend
beyond functionally appropriate payment terms. Additionally, financing payment terms must be established at
a manageable funding level or reasonable assessment level.
The City shall monitor all forms of debt in conjunction with budget development throughout the year, and will
report concerns and remedies to the City Council if needed.
The City will ensure compliance with bond covenants, providing financial information to reporting parties as
required under the terms of the contract or State law.
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.
LONG-TERM FINANCIAL PLANNING
City policy is to develop, build upon, and incorporate long-term financial planning processes into a
comprehensive plan that provides Council, staff, and the public with the resources to understand issues
impacting the City’s financial condition, and the tools with which to make informed decisions.
The City’s Long-Term Financial Plan (LTFP) is to ultimately include various analyses and documents that
support financial planning efforts, including a financial forecast and analysis, fiscal policies, revenue
descriptions and trend analysis, an annual pension review, the City’s Strategic Plan, the Capital Improvement
Plan and funding analysis, Information Technology Strategic Plan, and numerous asset and infrastructure
master plans. While the financial trend analysis and forecast is the foundation of the LTFP, the entirety of
the various documents provide a comprehensive outlook on many operational fronts.
Long-Term Financial Planning is an ongoing event that begins at the Council Retreat to review Strategic Plan
goals and the current financial situation at the mid-year point, and as the starting point for the following years
budget process. Trends, critical or concerning issues, policy changes, new initiatives and priorities, new
resource requirements, and potential impacts and opportunities are reviewed, and financial projections for
the future are presented. Direction is compiled into the following year’s budgets, and plans are updated
throughout the year, as needed.
Council shall review a General Fund revenue, expenditure, and financial position forecast of at least five-
years, to garner a longer-term perspective of current fiscal expectations and fairly reliable projected fiscal
impacts so as to anticipate or mitigate operational changes for the near future. Because funds other than the
General Fund are both specific and limited in nature, they are not currently included in the annual review.
However, staff shall assess the funds and incorporate any items of concern into the forecast discussion.
Revenues shall be described, documented, and properly classified with historical trend analysis and known
upcoming impacts built into forecast projections. Projections should be conservative, with those revenues of
a more volatile nature projected with a greater conservative weight than those known to be consistent and
dependable. Additional factors, such as unsustainable growth, shall also be identified and folded into the
projections with caution.
Expenditures are classified by category in summary, but forecast by individual programs application in detail.
This methodology allows for greater specificity and accuracy in workplan expectations, while providing a
broader view of trends. These trends are utilized for longer perspectives in the forecast analysis, strategic
planning, asset management, capital prioritization and funding decisions, and funding gap analyses within
the LTFP.
A Reserve Analysis is conducted to review and recommends appropriate levels of reserves per the needs of
the reserve purpose, the priority of the reserve over other needs, and compliance with GFOA
recommendations and legal requirements.
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PENSION FUNDING
In the pursuit of prudent fiscal practices and long-term financial sustainability, the City seeks to mitigate the
overall cost of pension benefits, and prior year liabilities. Several strategies are utilized, which includes lower
tier pension benefits, lump sum prepayments, and accelerated payments.
The City has three Miscellaneous Employee Pension Plan tiers:
Tier I for employees hired up to May 12, 2012
Tier II for employees hired on/after May 12, 2012, and “Classic” employees hired on/after January 1, 2013
Tier III/PEPRA, for employees entering into the CalPERS pension plan system on/after January 1, 2013
Tier I provides a 2% at 55 pension benefit. Tier II provides a 2% at 60 pension benefit. Tier III/PEPRA provides
a 2% at 62 pension benefit.
In FY 2014/15, with CalPERS change to their pension funding methodology, Council paid off a large portion of
the UAL liability, and then established an alternative to CalPERS 30-year repayment policy to contribute an
annual amount approximately equal to double the minimum Annual Required Contribution (ARC) due at the five-
year mark. The intent was to lower the overall cost of the liability, but also to shorten the payment period to 15
years and maintain fiscal stability by establishing a set payment amount. Detailed information is provided in the
Financial Summaries Staffing Information section.
Council also established a practice to pay Tier II and Tier III UAL amounts in full each year, to eliminate future
unfunded liabilities for the growing segments of employees. This amount is minimal each year as the actuarial
determined rates are in line with current actuarial factors, until actuarial factors are modified.
The City’s goal is to fund pension liabilities near or at 100% to reduce unfunded liability payments to minimal
payments each year. Currently, Tier II and III unfunded accrued liability payments are minimal, if any, and paid
in full each year in alignment with this policy, however the Tier I pension unfunded accrued liability is understood
to be a long-term goal.
A review of the City’s Unfunded Accrued Liability and CalPERS annual actuarial report will be brought to the
Finance Committee for review and analysis each year, along with CalPERS Pension liability projection tools as
they become available.
In addition to the City’s policy to reduce the Tier I UAL through additional discretionary payments each year, a
115 Trust may be established to prefund future year’s CalPERS liability payments. The 115 Trust is used to hold
dedicated reserve funding in a higher investment-return vehicle, while also setting aside the funds that are
designated for recession planning. Council direction will determine when to use these funds as part of the annual
budget adoption process, or during the course of the fiscal year, if necessary.
REVENUES
Revenue funding is designed to ensure services that provide city-wide benefit such as public safety, infrastructure
maintenance, and city administration are provided for by general revenue sources such as taxes,
intergovernmental revenues, and interest. Services where a customer determines the use, such as for planning
services and building permits, are financed through user fees, service charges, and assessments directly linked
to the level of services provided.
To provide the Saratoga community with services and maintain infrastructure, ongoing reviews of operations are
conducted to assess revenue leakage. If applicable, assessments or charges are pursued, and user fees are
implemented for cost recovery.
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 contractual agreement to other funds are accounted for in the
General Fund. Funds dedicated for specific capital improvements are accounted for in the appropriate Capital
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Improvement Plan fund, within a designated project. An example is VTA Measure B Sales Tax is deposited
directly to the Annual Roadway Improvement Project in the Street CIP Fund.
Categories of Revenues include Taxes, Intergovernmental, Fees/Licenses/Permits, Charge for Services, Interest
Income, Rental Income, Other Sources, Internal Service Fund charges, and Capital Improvement Revenues.
While a diversification of revenue funding is desired, the City only pursues additional funding streams that are
in alignment with the City’s overall goal to support and protect the Saratoga community. The City does not enter
into profit-making enterprises that service select user groups, but rather seeks to engage in cost-recovery
activities or taxpayer-funded services that maintain or enhance the Saratoga community as a whole.
Tax revenues are reliable funding streams, with most tax revenues steadily increasing at a slow but steady pace.
Almost 80% of tax revenue comes from Property Tax, with Sales Tax, Franchise Fees, Transient Occupancy
Tax, Business License Tax, and Construction Tax making up the remainder. As Property Tax comprises about
44% of Total Operating Revenue, there is a significant dependency on this revenue stream. Hence, the City
tracks these revenues closely, and makes budgetary projections and adjustments in line with Property Tax
fluctuations. And, with this revenue growth is expected to decrease in future years, the City budgets revenue
increases conservatively to help restrain expenditure growth.
City will seek to obtain grants that support the City’s priorities and provide a benefit, however grant requirements
are taken into consideration to assess immediate and long-term costs and benefits to the City. Grants are brought
to the Council for approval.
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 accepted 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.
The City follows a vigilantpolicy of collecting local taxes and revenues due to the City through persistent follow-
up procedures, however efficiency of collections is paramount, and external resources are used as needed. An
example of this practice is the City’s Business License audit engagement where a consultant is utilized to both
educate and ensure companies doing businesses within Saratoga are paying their business license tax.
RISK MANAGEMENT POLICY
The City is insured for up to $25 million of general liability, auto, and property damage claims through a Bay
Area Joint Powers Association insurance cooperative (PLAN JPA). Claim coverage consists of up to $5 million
from the JPA, and a following $20 million from an excess insurance provider. 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 million per occurrence, and workers’
comp per occurrence limit of $100 million. Workers' Compensation claims are managed by the PLAN JPA as a
third-party administrator (TPA).
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,
participating in training, proactively addressing infrastructure maintenance and potential risks, and by designing
and implementing safety programs to minimize risk and reduce losses.
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Claims against the City are submitted to and addressed in conjunction with the City’s pooled liability JPA
administrator in a timely matter. Responses are carried out Adverse claims are also pursued for restitution.
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.
USER FEES
The City allows for discretion in the use of general taxes to meet the cost of services that provide a larger public
benefit, such as code enforcement, and to recover the full or partial cost of services that largely or solely benefit
individuals, such as a building permit.
In some cases, fees are established with a goal to discourage the use of a service, such as a false alarm fee that
results in the dispatch of a public safety officer. The fee may be structured to accelerate with usage, but allows
for a level of leniency initially for this service with the understanding that cost recovery goals are not met.
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A master schedule of User Fees is reviewed and presented to Council on an annual basis to allow for the
adjustment of discretionary service and rental fees. If an adjustment is needed, a request to increase or decrease
the fee is brought to Council as a Public Hearing, and becomes effective 60 days (or later if stated) following
approval of the fee adjustment. Typically, fee adjustments are brought to Council in late April for a July 1
st
effective date, however a stand-alone fee adjustment may be brought to Council at any time throughout the year.
The City’s overall goal is to establish user charges and fees at levels that fully recovers the direct and indirect
activity cost of providing a service or product. However, market rates and charges levied by other municipalities
(of similar size) for like services are taken into consideration when establishing rates, fees, and charges. As some
services have partial cost recovery objectives, cost recovery ratios will vary in accordance with policy objectives.
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FUND BALANCE RESERVE POLICIES
Prudent financial management dictates that the City reserve a portion of its funds for future use to: maintain fiscal
stability; ensure the continued orderly operation of government and provision of services to residents; and to mitigate
current and future risks.
As a general budget precept, the City Council decides when and whether to appropriate available funds to and from a
reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a
separate City Council action – unless specifically directed by policy. Responsible fiscal stewardship also requires
adequate reserves be maintained for all known liabilities and established City Council and community directed
initiatives.
In the following Fund Balance/Reserve Policy guidelines, the descriptions include identification of the fund type and
classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, appropriate utilization
of the reserve and by what authority, and the procedure for funding the reserve initially; on an ongoing basis, or after
utilization.
FUND BALANCE AND NET POSITION
In 2009, Governmental Accounting Standards Board (“GASB”) Statement No. 54 revised fund balance classifications
for “Governmental Funds” into five specific classifications of fund balance with the intent to identify the extent to
which a specific fund balance reserve is available for appropriation and therefore spendable, or whether the fund
balance reserve is constrained by special restrictions. Government Funds for which these new rules apply include:
the General Fund, Special Revenue Funds, Capital Project 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 maintains the following
restricted fund balances under this designation:
General Fund: Environmental Services Fund Balance Reserve
Special Revenue Funds: Landscape & Lighting Assessment Districts Fund Balances
Debt Services Fund: Library General Obligation Bond Debt Service Fund
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Capital Project Funds
a)Park in Lieu Funds
b) Highway User Tax Allocation Fund (Gas Tax)
c)Capital Project Grant Funds
Committed Fund Balance
Represents fund balance constrained by limitations the government imposes upon itself at its highest level of decision
making and remains binding unless removed in the same manner. The City maintains the following fund balances
under this designation:
General Fund: Hillside Stability Reserve
General Fund: Facility Replacement Reserve
Capital Improvement Plan Funds: Capital Improvement Project Fund Balance Reserve
Assigned Fund Balance
Represents fund balance identified by Council for an intended use; however as no legal obligations exist, the funds
may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General
Fund reserves under this designation:
General Fund: Future Capital & Efficiency Project Reserve
General Fund: Carryforward Reserve
Unassigned Fund Balance
Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is
not yet directed to a specific purpose. Only General Fund reserves can be designated under the “Unassigned” fund
balance classification. Other fund types are by nature structured for specific purposes, hence the fund balances are
therefore considered “assigned” for that purpose.
General Fund: Working Capital Reserve
General Fund: Fiscal Stabilization Reserve
General Fund: Other Unassigned Fund Balance Reserve
Fund Balance Ratios
To ensure the City maintains available working cash flow and emergency funding at all times, the collective total of
the General Fund’s Assigned and Unassigned Reserves shall be sustained at a minimum of 20% of General Fund
expenditure appropriations, net of transfers out.
GENERAL FUND YEAR-END ALLOCATIONS
After the City’s financial records are finalized and audited, with legal obligations and liability reserves funded,
revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. A base amount of
funding, as set by budget policy, is to remain in the Other Unassigned Fund Balance Reserve, with the remainder
distributed in the following order:
1.Repayment of Fund Balance Reserve loans - back to established levels (e.g. borrowing from/usage of the Fiscal
Stabilization or Hillside Stability Reserves).
For the Hillside Stability Reserve, loan repayment shall be made in annual contributions of $100,000 until
reserve balance reaches the $1 million reserve goal.
Fiscal Stabilization loan repayments shall be made as directed by Council.
2.Annual contribution of $500,000 to Facilities Replacement Reserve.
3.Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve.
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GENERAL FUND RESERVES
Environmental Services Reserve
Under the Restricted Fund Balance classification, the Environmental Services Reserve represents revenues collected
under a prior funding structure for environmental purposes, and is therefore restricted for use in funding environmental
program costs such as clean water programs, street sweeping, and storm drain cleaning services. Per policy, the
Environmental Service Reserve is being utilized through annual budget appropriations of $50,000.
The Environmental Services Reserve originated from a one-time funding structural change and therefore will not be
replenished when depleted.
Hillside Stability Reserve
Under the Committed Fund Balance classification, a Hillside Stability Reserve of $1 million is set aside to provide
funding for unanticipated or unforeseen emergency or extraordinary costs related to hillside degradation, inclusive of
slide prevention and mitigation, slide repair, and associated drainage and roadwork.
Use of the reserve requires an analysis be prepared and presented to Council for approval, or in the event of a landslide
requiring immediate emergency work, the Public Works Director may direct use of up to 10% of the reserve to make
emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for
emergency work which exceeds operational funding provided for in the Operations Budget. Upon use, refunding of
the reserve shall be provided from year-end net operations in the amount of $100,000 each fiscal year until the
$1,000,000 reserve cap is reached.
Facility Replacement Reserve
The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City
Facilities (buildings/structures). Eligible uses of this reserve include both direct funding of public facility
improvements, and the servicing of related debt. Small facility building replacements, major facility renovations, and
down payment contributions toward a large facility replacement in conjunction with bond measure funding are
examples of intended Facility Replacement Reserve uses.
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 infrastructure to minimize bond funding
needs.
A facility’s insured value represents the initial cost of the facility decreased each year over the facility’s estimated
lifespan. Therefore, insured value represents the remaining life of the facility’s purchase cost –
it does not represent the current cost to replace a facility. The City recognizes insured value is not sufficient to fund
facility replacements, therefore annual contributions will continue as an ongoing funding obligation even after the 1/3
reserve goal is met.
Changes in annual contributions and the reserve goal amount shall be determined by Council during the budget
process, in line with changes in the City’s economic situation. Utilization of the reserve shall be brought to Council
for discussion and consideration as needed.
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Future Capital & Efficiency Projects Reserve
Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects
shall reserve funding for as yet undefined capital and efficiency improvement projects. Reserve funding is derived
from General Fund accumulated net operations (as available) and is therefore considered a “one-time funding source”.
Funds are held in this reserve until Council reviews funding requests and approves a use or transfer to a capital project
fund.
Use of the reserve funding is at the Council’s discretion, but typically occurs in conjunction with the annual budget
adoption after Council conducts a comprehensive review of capital and efficiency improvement 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 adoption 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 avoid 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 credit 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 budgeted
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 (increased 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 requirements.
On the other hand, the Fiscal Stabilization Reserve’s purpose is defined and may be called upon for critical uses in the
future. The overall 60-day General Fund operational reserve minimum requirements shall continue to be met.
Fiscal Stabilization Reserve
Under the Unassigned Fund Balance classification, the Fiscal Stabilization Reserve represents a funding set-aside to
provide temporary financing for budget stabilization caused by fiscal downturns, unanticipated extraordinary
expenditures related to a natural disaster or calamity, or from an unexpected liability or funding decrease created by a
legislative action. Effective July 1, 2016, the Fiscal Stabilization Reserve funding level increased by a $1 million
transfer from the Working Capital Reserve, up to $2.5 million. As of FY 2018/19, the Development Services Reserve
of $650,000 was integrated into the Fiscal Stabilization Reserve to reflect the Council’s desire to review citywide
operational priorities and needs as a whole rather than segmented sections. This brought the Fiscal Stabilization
Reserve up to $3,150 million; approximately 15% of the General Fund’s budgeted operations. Together, these funding
shifts provide a focused but flexible reserve funding purpose and utilization structure.
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Fiscal stabilization uses are defined and restricted to: 1) revenue declines lasting more than one year and equal to more
than 5% of either property tax, the combined total of other taxes, or General Fund revenues in total; 2) an unanticipated
extraordinary operational increase 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 adoption of a budget adjustment resolution during the course of
the year, or after a Federal, State, or locally declared emergency. In the event a locally declared emergency takes
place, the City Manager has the authority to spend funds until such time as the City Council takes action. Reserve
appropriations are to be replenished from year-end net operations, as available, on a priority basis. The $2.5 million
Fiscal Stabilization Reserve funding level will be assessed on an annual basis to ensure this funding 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 the year-
end close process.
Council Discretionary Reserve
Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from
the Council’s annual appropriation. The reserve provides a mechanism to roll forward remaining Council
Discretionary Funds as reserve funds are immediately re-appropriated into the following fiscal year. This allows
Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year
boundaries. Use of the reserve funding requires Council 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 reserve 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 multiple 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.
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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
District Special Revenue Funds were established to account for each individual assessment district; thereby each fund
has its own separate fund balance reserve.
Each district’s fund balance reserve should be sufficient to provide working capital to cover operational expenses
through the first half of assessment receipts in January, therefore equitable to approximately one-half of a district’s
annual expenditure budget. The second half of receipts are received in June. Some districts may include capital
improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years
to accumulate sufficient resources for the improvement projects. As each district’s situation is different, a district’s
maximum fund balance shall be determined by the Public Works Director.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
DEBT SERVICE FUND RESERVES
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. At a minimum, the year-end fund balance reserve shall be sufficient to provide
working capital to cover the semi-annual principal and interest debt payment due on August 1st 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 bond assessments are collected as a percentage of property values, reserves should provide sufficient
funding to compensate for tax fluctuations. The fund’s reserve maximum is set at no more than one-year of budgeted
annual expenditures.
The reserve balance is increased (or reduced) through establishing assessment rates at more (or less) than the semi-
annual payments and bond services require. Therefore, 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.
Arrowhead Community Facility District Bond Debt Fund
In 2016, the City agreed to act as the fiduciary agent for the Arrowhead Community Facility District’s bond issuance
to fund the community’s water system infrastructure. The bond was finally issued in December 2018, and participants
in the bond issuance began assessment payments in FY 2018/19. The annual debt service assessment is to cover the
cost of the bond’s principal and interest payments, and the associated administrative costs. The fund’s reserves are
comprised of funds collected less bond costs. As flat dollar amount assessments are set rather than percentage rates,
the CFD Bond Debt assessments do not generate excess fund balance as does the GO Bond Debt Fund.
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CAPITAL IMPROVEMENT PROJECT FUND RESERVES
Overview
Capital Improvement Project (CIP) Funds account for the acquisition and maintenance of major capital assets other
than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental
fund and therefore comply with GASB 54 fund balance classifications. 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 to be completed.
Street Improvement Projects Funds
Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street
Improvement Fund (CIP Street Fund, CIP Grant Fund, and Gas Tax Fund) has multiple projects which roll up into the
overall fund balances, but remain designated for use by project.
The CIP Street Fund receives annual funding from 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 the CIP Park & Trail Grant Fund) have multiple
projects which roll up into the overall fund balances, but remain designated for use by project.
The CIP Park & Trail Fund receives annual funding from 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 (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Facility Improvement 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.
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Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund
Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption.
Administrative & Technology Improvement Funds
Administrative & Technology Improvement Project Funds provide for major capital expenditures to improve or
enhance administrative, 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 Workers 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
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The Liability/Risk Management Fund’s Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the programs, based on operational
risk factors. Most claims are covered under the insurance risk pool JPA. The City is self-insured for up to $25,000
per General Liability and City Vehicle Auto Liability occurrence, and up to $5,000 for Property Damage and 3rd Party
Auto Liability. Non-covered claims are paid fully by the City.
The Liability/Risk Management program receives funding from allocations charged to covered departments, from
grant funding, and from claim reimbursements. At year end, unspent funding flows into Unrestricted Net Position or
Restricted Net Position for specific purposes. Requests for use of reserve balance are approved by Council through
budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished
from the Fund’s net operations in subsequent years.
Workers Compensation Fund
The Workers Compensation Fund’s Unrestricted Net Position reserve supports cash flow needs and minimizes
interfund loans. Appropriate levels are maintained through service chargebacks to the 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 technology-based services throughout the City’s
operations, including maintenance of the City’s information systems and infrastructure, program implementation,
streaming video, internet, landline, and wireless communications systems, cloud-based technology, and support of all
existing information technology as well as new technology initiatives. For 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 Services
Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption
or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund’s
net operations in subsequent years.
Vehicle & Equipment Maintenance Fund
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The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City’s fleet
and major equipment to ensure all vehicles and equipment comply with manufacturer’s recommendations and safety
requirements.
To fund the program, vehicle & equipment replacement costs are charged back to the departmental programs based
on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance Fund for working
capital cash flow. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of the reserve
are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the
year. The reserve is replenished from the Fund’s net operations in subsequent years.
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 budgeted expenditures. The reserve is replenished from the Fund’s
net operations in subsequent years
Vehicle & Equipment Replacement Reserve
The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset’s
lifespan, to be used for the replacement of the vehicle or equipment at the end of its useful
life. Initial purchases are paid for through a department’s operational budget. If the purchased item is for ongoing
use, the Vehicle & Equipment Replacement program appropriates an annual allocation for the replacement of the
vehicles and equipment based on the asset’s cost and years of life. Final determination for replacement of the asset is
determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset.
The reserve is funded from allocations charged to covered departments and represents accumulated funding, less
amounts expended for asset replacement. At year end, unspent funding is held in Unrestricted Net Position. The
reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in
accordance with replacement schedules.
Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget
adjustment resolution throughout the year. The reserve is replenished from the Fund’s net operations in subsequent
years.
Office Technology Equipment Replacement Fund
The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset’s lifespan to
be used for the replacement of office technology-based equipment such as desktop computers and monitors, laptops
and tablets, network infrastructure, and various other related equipment. Replacement costs are charged back to the
departments based on assigned equipment costs. Initial purchases are paid for through a department’s operational
budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual
allocation for the replacement of the equipment based on the 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
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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.
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
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 & AGENCY FUND RESERVES
Overview
Trust and Agency Funds are created to enable City’s to assist associated agencies with fund management needs. Trust
Funds are established to hold another entity’s funds and ensure the proper management of their money. Agency Funds
are established to receive and disburse another entity’s money, as directed by the associated entity.
The City does not currently have any Trust Funds but has set up two Agency Funds: West Valley Clean Water
Program; and the Arrowhead CFD Project Fund. Because the Agency Funds manage their own money, the City of
Saratoga does not develop Reserve Policies for Agency Funds.
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CIP PROJECT PROCESS POLICY
This procedural policy defines how a project moves through the CIP Budget Funding process: from the initial project
idea, through project development, nomination, and project approval process, and if successful, into the Capital Budget
as a funded project.
The CIP project development stage of the policy takes different tracks, depending upon whether the project idea is
staff driven or Council nominated. These two paths are discussed separately below, until the tracks converge for CIP
project assessment preparation.
STAFF PROJECT DEVELOPMENT
1.CIP Project Initiation
As a function of staff’s day-to-day work, infrastructure improvements and large-scale repairs and maintenance
are identified as potential capital improvement projects. These are often highly-visible tangible public assets such
as street repaving, or park and trail improvements. However, many CIP projects are less noticeable, including
facility roof repairs, tree planting, or ADA enhancements. Projects may also be administrative or technology
improvements, and hence invisible to the general public, such as 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 encourage better preparation for discussing the
project idea and moving it through the nomination process. After receiving initial approval, staff moves into the
idea development stage.
2.Idea Development
To move the idea forward, staff will need to analyze and articulate the project’s scope, political impacts, priority
factors, resource requirements, and any other relevant considerations.
a.Project Scope – Scope may include the description, project size and location parameters, project purpose,
and goals or deliverables, such as products, services or results. Project justifications and assumptions should
support the project’s purpose and definition, and may include cost-benefit analysis, risk assessments, funding
availability, or even community desirability factors.
The scope should clearly state if a project is to be funded and/or completed in phases rather than as a singular
body of work. If the project is ongoing infrastructure maintenance or a program project, this too should also
be clearly noted. In some cases, project scope may be defined by exclusions – statements about what the
project will not accomplish or produce. Additionally, constraints or restrictions may identify project
limitations.
Project Scope defines a commitment to produce a body of work or end-product with the resources provided
under the stated assumptions. The written scope helps to manage expectations and provide clarity to the
involved parties, reduce confusion and failure, prevent scope creep, and provide transparency to the
community.
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 whywas it not completed previously. Are there lessons to be learned
from a past project proposal?
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Another consideration includes knowing whether a project might be controversial. Is there a segment of the
community strongly opposed to, or strongly supportive of this specific project? Will this project prompt
demand for further funding or resources? Have similar projects been
completed in another part of the city? Determine why this project should be considered a priority over others,
and whether the project’s cost or benefits would be supported by the community.
c.Priority Factors -Project priority is an important consideration in the CIP approval decision factor.
Council’s role is to determine which projects are of higher priority than others since there will never be
enough money or resources to do every project. Decision criteria may include factors such as:
Health and Safety Issues
Imminent failure of structure/system
Short-term cost of repair vs. long-term cost of replacement
Availability of external or dedicated funding
Efficiencies
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 unstated resources (identified above)
required in project construction or implementation. For instance, staff time is limited, and time spent working
on one project prevents staff time being spent on another project. Project timing and 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
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in this project? Each project will differ, meaning analysis is specific to the circumstances, and diligent
research and thought should be put into developing project scope and justification.
In summary, the overall goal of idea development is to identify, quantify, and assess the project
comprehensively. This effort is intended to ensure that a proposed project is well-thought-out, developed,
and articulated thereby enabling the City Manager and Council to make educated and rational decisions.
3.City Manager Approval
Staff is to propose the project idea to the City Manager for approval. If approved, the project is moved onto the
CIP Project Candidate List. Staff is to notify 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 complete 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
●Existing projects in the current year’s CIP
●Proposed changes to existing projects
62
INTRODUCTION SECTION
CITY OF SARATOGA ● FISCAL YEAR 2020/21 OPERATING & CAPITAL BUDGET 128
●The current CIP Unfunded List
●Proposed changes to projects on the CIP Unfunded List
●New projects on the CIP Candidate List
●Review of requests in conjunction with funding sources
2.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 1st 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.
63
SARATOGA CITY COUNCIL
MEETING DATE:February 28, 2020
DEPARTMENT:Public Works Department
PREPARED BY:Mainini Cabute, Environmental Programs Administrator
SUBJECT:Vehicle Miles Traveled (VMT) Methodology
RECOMMENDED ACTION:
Receive staff report and provide direction as needed.
BACKGROUND:
See Attachment A for background information provided by Fehr and Peers regarding Senate Bill
743 and the state’s intent contained in the statute. Fehr and Peers will give a slide presentation
during the meeting.
ATTACHMENTS:
Attachment A –Fehr and Peers Memorandum on SB743
64
160 W. Santa Clara Street | Suite 675 | San José, CA 95113 | (408) 278 -1700 | Fax (408) 278-1717
www.fehrandpeers.com
Memorandum
Date: February 14, 2020
To: Nicole Johnson, City of Saratoga
From: Franziska Church, Fehr & Peers
Subject: Senate Bill (SB) 743 – Background and the State’s Intent
SJ19-1954
Senate Bill 743 Background
On September 27, 2013, Governor Jerry Brown signed SB 743 into law and started a process
intended to fundamentally change transportation impact analysis as part of CEQA compliance.
These changes include elimination of auto delay, level of service (LOS), and other similar measures
of vehicular capacity or traffic congestion as a basis for determining significant impacts. The law
directed the Governor’s Office of Planning and Research (OPR) to update the CEQA Guidelines to
include new criteria (e.g., metric s) for determining the significance of transportation impacts.
OPR selected vehicle miles of travel (VMT) as the transportation impact metric, recommended its
application statewide, and submitted updates to the CEQA Guidelines that were certified by the
Natural Resources Agency in December 2018. As of January 1, 2019, vehicle LOS is no longer to
be used as a measure of transportation impact for land use projects and land use plans although
lead agencies have been granted a grace period until January 1, 202 0 to opt-in to implementing
these changes. Lead agencies may also continue to use LOS (and similar metrics) for
transportation project impact analysis outside of CEQA.
To help aid lead agencies with SB 743 implementation, OPR produced the Technical Advisory on
Evaluating Transportation Impacts in CEQA (December 2018). The Technical Advisory helps lead
agencies think about the variety of implementation questions they face with res pect to shifting to
a VMT metric. The guidance is not a recipe for SB 743 implementation since lead agencies must
still make their own specific decisions about metrics, methodology, thresholds, and mitigation.
65
Nicole Johnson
February 14, 2020
Page 2 of 2
Specifically, lead agencies, like Saratoga , adopting daily vehicle miles traveled (VMT) as a
significance threshold for environmental impact analysis must decide:
• What will be Saratoga ’s VMT metric?
• What methodology will the City use to estimate VMT?
• What is the City’s significance threshold?
• What mitigation measures does Saratoga consider feasible for VMT impacts?
The State’s Intent
When thinking about the questions listed above, it is helpful to understand the two legislative
intent statements contained in the SB 743 statute.
1) Ensure that the environmental impacts of traffic, such as noise, air pollut ion, and safety
concerns, continue to be properly addressed and mitigated through the California
Environmental Quality Act.
2) More appropriately balance the needs of congestion management with statewide goals
related to infill development, promotion of publi c health through active transportation,
and reduction of greenhouse gas emissions.
These statements are important because they provide direction to OPR and to lead agencies. For
OPR, the direction is largely about what new metrics should achieve. For lead agencies, the
direction is about expected changes in transportation analysis (and related technical areas) plus
what factors to consider for significance thresholds.
Next Steps
Fehr & Peers will be working with the City of Saratog a to implement SB 743, which includes
develop ing policy and analysis guidelines as it re lates to four questions listed above. The current
approach is to adopt SB 743 as part of General Pla n Update pr ocess.
66
160 W. Santa Clara Street | Suite 675 | San José, CA 95113 | (408) 278 -1700 | Fax (408) 278-1717
www.fehrandpeers.com
Memorandum
Date: February 14, 2020
To: Nicole Johnson, City of Saratoga
From: Franziska Church, Fehr & Peers
Subject: Senate Bill (SB) 743 – Background and the State’s Intent
SJ19-1954
Senate Bill 743 Background
On September 27, 2013, Governor Jerry Brown signed SB 743 into law and started a process
intended to fundamentally change transportation impact analysis as part of CEQA compliance.
These changes include elimination of auto delay, level of service (LOS), and other similar measures
of vehicular capacity or traffic congestion as a basis for determining significant impacts. The law
directed the Governor’s Office of Planning and Research (OPR) to update the CEQA Guidelines to
include new criteria (e.g., metric s) for determining the significance of transportation impacts.
OPR selected vehicle miles of travel (VMT) as the transportation impact metric, recommended its
application statewide, and submitted updates to the CEQA Guidelines that were certified by the
Natural Resources Agency in December 2018. As of January 1, 2019, vehicle LOS is no longer to
be used as a measure of transportation impact for land use projects and land use plans although
lead agencies have been granted a grace period until January 1, 202 0 to opt-in to implementing
these changes. Lead agencies may also continue to use LOS (and similar metrics) for
transportation project impact analysis outside of CEQA.
To help aid lead agencies with SB 743 implementation, OPR produced the Technical Advisory on
Evaluating Transportation Impacts in CEQA (December 2018). The Technical Advisory helps lead
agencies think about the variety of implementation questions they face with res pect to shifting to
a VMT metric. The guidance is not a recipe for SB 743 implementation since lead agencies must
still make their own specific decisions about metrics, methodology, thresholds, and mitigation.
67
Nicole Johnson
February 14, 2020
Page 2 of 2
Specifically, lead agencies, like Saratoga , adopting daily vehicle miles traveled (VMT) as a
significance threshold for environmental impact analysis must decide:
• What will be Saratoga ’s VMT metric?
• What methodology will the City use to estimate VMT?
• What is the City’s significance threshold?
• What mitigation measures does Saratoga consider feasible for VMT impacts?
The State’s Intent
When thinking about the questions listed above, it is helpful to understand the two legislative
intent statements contained in the SB 743 statute.
1) Ensure that the environmental impacts of traffic, such as noise, air pollut ion, and safety
concerns, continue to be properly addressed and mitigated through the California
Environmental Quality Act.
2) More appropriately balance the needs of congestion management with statewide goals
related to infill development, promotion of publi c health through active transportation,
and reduction of greenhouse gas emissions.
These statements are important because they provide direction to OPR and to lead agencies. For
OPR, the direction is largely about what new metrics should achieve. For lead agencies, the
direction is about expected changes in transportation analysis (and related technical areas) plus
what factors to consider for significance thresholds.
Next Steps
Fehr & Peers will be working with the City of Saratog a to implement SB 743, which includes
develop ing policy and analysis guidelines as it re lates to four questions listed above. The current
approach is to adopt SB 743 as part of General Pla n Update pr ocess.
68
Implementing SB 743
February 28, 2020
LOS to VMT Transition
69
City of Saratoga SB 743 Implementation
Agenda
1.LOS and VMT Defined
2.SB 743 Overview
3.Saratoga General Plan
4.VTA’s Efforts
5.VMT Evaluation Options
6.Funding Transportation Improvements
7.Next Steps
70
City of Saratoga SB 743 Implementation
What is LOS?
71
City of Saratoga SB 743 Implementation
What is VMT?
https://www.youtube.com/watch?v=UE4TJItVdJ8
72
City of Saratoga SB 743 Implementation
Project Generated VMT
73
City of Saratoga SB 743 Implementation
Project’s Effect on VMT
74
City of Saratoga SB 743 Implementation
What’s the Intent of SB 743?
Ensure that the environmental impacts of traffic,
such as noise, air pollution, and safety concerns,
continue to be properly addressed and mitigated
through the California Environmental Quality Act.
More appropriately balance the needs of
congestion management with statewide goals
related to infill development, promotion of public
health through active transportation, and
reduction of greenhouse gas emissions.
75
City of Saratoga SB 743 Implementation
What does SB 743 Do?
SB 743 eliminates level of service (LOS) as a basis for
determining significant CEQA impacts.
76
City of Saratoga SB 743 Implementation
What does SB 743 Do and Not Do?
Eliminates vehicle delay (i.e.,
LOS) as basis for determining
significant CEQA impacts
Recommends VMT as the
most appropriate measure of
transportation impacts
Other considerations may
include transit and non-
motorized travel
Affect planning, design, or
development review, except
for the CEQA process
Change the General Plan or
Congestion Management
Plan process
Change CEQA disclosure
standards
77
City of Saratoga SB 743 Implementation
Saratoga General Plan Update
Street System and Standards of Service
•Goal:Balance the safe and efficient movement of all modes
of travel ….
•Policy: Develop, implement, and update a Citywide multi-
modal transportation impact analysis (TIA) guidelines that are
complimentary VTA’s guidelines
•City TIA Guidelines could include LOS threshold for
development application purposes
78
City of Saratoga SB 743 Implementation
How Does SB 743 Relate to CEQA?
Legislation Sets intent and goals
CEQA
Statute
Sets legal requirements
for adequate
environmental analysis
Technical
Advisory
Offers
advice for
compliance
Local
Discretion
Decides
how to
implement
79
City of Saratoga SB 743 Implementation
Discretion to Implement CEQA
Metric Method
Threshold Mitigation
80
City of Saratoga SB 743 Implementation
What is VTA Doing?
VMT
Estimates
Baseline
Estimates for
County
Metric
VMT
Screening
Low VMT areas
and Transit
Priority Areas
Method
VMT
Mitigation TDM Measure
effectiveness Mitigation
81
City of Saratoga SB 743 Implementation
VTA Data
Residential
VMT Per
Capita
82
City of Saratoga SB 743 Implementation
VTA Data
Employee
VMT Per Job
83
City of Saratoga SB 743 Implementation
VMT Evaluation
1.OPR Technical Advisory: 15% below baseline
2.Consistent with AQ/GHG Goals: 16.8%
3.Consistent with GP: “VMT Growth Budget”
4.Baseline VMT: Any growth in VMT
84
City of Saratoga SB 743 Implementation
Funding Transportation
Improvements
1.Development Application Process
a)Consistency with LOS standard
2.Impact Fees (per unit/sf.)
a)VMT Based (Multi-Modal Transportation)
b)LOS Based
85
City of Saratoga SB 743 Implementation
Next Steps
•City decides on metric, method,
threshold, and mitigation
•Fehr & Peers documents final
process/guidelines
•Use VTA model for GP Analysis
•Apply in General Plan
86
City of Saratoga SB 743 Implementation
Questions?
87
SARATOGA CITY COUNCIL
MEETING DATE:February 28, 2020
DEPARTMENT:Finance & Administrative Services
PREPARED BY:Dennis Jaw, Finance Manager
SUBJECT:FY 2020/21 Capital Improvement Plan (CIP)Budget Prioritization Process
Preview
RECOMMENDED ACTION:
Receive information about the CIP Budget prioritization process and direct staff accordingly.
BACKGROUND:
As part of the process to adopt the FY 2020/21 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. Staff will also communicate the background and reasoning for the
nominated projects and additional funding requests. These projects are presented in the following
categories:
1.Projects Recommended to be Changed or Closed (Attachment D)
2.Current Projects with Additional Funding Requests (Attachment E)
3.Nominated Projects (Attachment F)
4.Unfunded Projects (Attachment G)
5.Projects with no Recommended Changes (Attachment H)
This year, staff will also compile and provide a list of projects that a need has been identified for
but are lower priority than other staff nominated projects (Attachment I). Staff recommends that
the projects on this list be placed directly into the Unfunded Projects list for future consideration.
At the CIP Budget Study Session, Council will discuss and provide collective direction on project
prioritization and funding.
88
ATTACHMENTS:
Attachment A – CIP Prioritization Process and Diagram
Attachment B – FY 2020/21 CIP Project Activity Summary for All Current Projects
Attachment C – FY 2020/21 CIP Funding Schedule Pending Prioritization
Attachment D – Narratives for Projects Recommended to be Changed or 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 – List of Current Projects with No Recommended Changes
Attachment I – List of Staff Nominated Projects to be moved to Unfunded
89
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
•List of all other continuing or ongoing projects, by category
•List of staff identified projects recommended to be moved directly to the Unfunded
Projects 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 review list of staff projects recommended to be moved directly to the Unfunded
Projects category and make one of the following selections:
•Remove project(s) from CIP (move to Rejected/Closed)
•Consider project(s) for funding
•Approve all or remaining projects to be moved to Unfunded Projects category.
7. Council will prioritize projects considered for funding based on financial constraints and
make one of the following selections for each project:
•Reject proposal
Attachment A
90
• Move to Unfunded Projects category
• Fund project
8. Verification of Council consensus on Accepted Recommended Project Changes and projects
that have been selected to be Rejected/Closed, Unfunded, and Funded.
91
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 392
Street Improvements
Project Activity Summary
Project #Project Name
FY 17/18
Actual FY 18/19 Actual
FY 19/20
Estimated
Open
Encumbrances
1/31/2020
Estimated
Available Balances
6/30/20
9111-003 Annual Roadway Improvements 722,107 2,957,167 2,895,142 694,542 11,760
9121-001 Roadway Safety & Traffic Calming 5,109 160,369 75,035 252 -
9122-006 *Prospect Road Improvements 2,217,437 2,617,789 914,430 368,202 145,555
9122-007 *Citywide Signal Upgrade Project - Phase II -76,677 522,117 45,393 -
9122-010 Fruitvale/Allendale Intersection Imps --102,262 7,638 147,738
9141-005 Infrastructure Maintenance and Repairs 258,388 226,302 287,978 32,491 -
9142-005 *Saratoga Avenue Sidewalks 26,749 32,888 30,000 - -
9142-011 Village Sidewalk & Pedestrian Enhance-P2 -60,336 1,834 - 65,530
9142-014 *Big Basin Way Sidewalk Repairs --- - 20,990
9142-015 El Camino Grande Storm Drain Pump 14,239 5,535 372,734 308,916 -
9142-019 *Saratoga Village C/W & S/W Rehabilitation - - - - 44,000
9142-020 Quito Road Sidewalk Improvements 1,350 5,280 - - 43,370
9142-021 Saratoga/Sunnyvale Sidewalks - - - - 92,183
9152-001 *4th Street Bridge Widening 1,421 - - - 99,837
9152-002 Quito Road Bridges -38,767 1,715 1,715 117,348
9152-004 *Quito Road Bridges - ROW 25,151 8,063 194 25,590 32,043
9153-003 Annual Retaining Wall Maint & Repairs 316,818 49,239 392,899 38,265 -
9171-002 Quito Road Undergrounding Project - - - - 98,744
3,604,487 6,238,412 5,596,340 1,523,004 919,098
Project is Completed or Recommended to be Closed
*Grant/Restricted funding not included in Estimated Available Balances
Attachment B
93
Parks Trails Improvements
Project Activity Summary
Project #Project Name
FY 17/18
Actual FY 18/19 Actual
FY 19/20
Estimated
Open
Encumbrances
1/31/2020
Estimated
Available Balances
6/30/20
9211-001 Park, Trail, Grounds, and Medians R&R 77,261 62,787 160,571 12,971 -
9211-002 *CityWide Tree Replanting 13,361 25,920 5,000 19,075 -
9211-010 Park & Trail Safety Improvements - 42,956 40,044 - -
9212-001 *Tree Dedication Program - - - - -
9219-002 Quito/Pollard Road Open Space Imps - 54,546 20,454 1,732 -
9222-004 Hakone Gardens Infrastructure Imps 24,900 50,765 15,675 14,375 143,173
9274-002 Guava Ct/Fredericksburg Entrance 46,937 53,897 45,474 44,250 50,047
9277-004 Saratoga Village to Quarry Park Walkway 28,311 16,294 73,811 73,811 206,584
9278-001 *Saratoga-to-the-Sea Trail 42,314 174,077 1,294,980 2,023,248 697,309
458,064 481,242 1,656,009 2,189,463 1,097,113
Project is Completed or Recommended to be Closed
*Grant/Restricted funding not included in Estimated Available Balances
94
Facilities Improvements
Project Activity Summary
Project #Project Name
FY 17/18
Actual FY 18/19 Actual
FY 19/20
Estimated
Open
Encumbrances
1/31/2020
Estimated
Available Balances
6/30/20
9321-016 CDD Lobby Remodel - 12,637 302,363 208,711 -
9322-001 *Theater Improvements 42,833 14,360 15,000 5,900 -
9322-013 PEG Funded Projects - - - - 340,789
9331-010 Garden Patio Bocce Ball Court - 4,550 280,450 - -
9331-011 Preschool Turf Conversion - - 12,500 - 12,500
9333-007 Senior Center Entrance Remodel - 2,415 8,915 8,915 188,670
9333-008 Community Center Improvement Plan - - 100,000 7,086 85,000
9372-001 **Library Exterior Maintenance Projects 20,570 - 5,000 - -
117,990 33,962 724,228 230,611 626,959
Project is Completed or Recommended to be Closed
*Available balance does not include theater ticket surcharge revenue which is restricted for theater improvements.
**Available balance does not include funds transferred per agreement with the County which is restricted for library improvements.
95
Administrative Technology Improvements
Project Activity Summary
Project #Project Name
FY 17/18
Actual FY 18/19 Actual
FY 19/20
Estimated
Open
Encumbrances
1/31/2020
Estimated
Available Balances
6/30/20
9413-002 City Website/Intranet Redesign 64,768 - - - 16,949
9415-001 *CDD Technology Management 17,782 29,961 49,505 - -
9415-003 SB2 CDD Software/ADA Grant - - 160,000 87,282 -
9442-001 LLD Initiation Match - - - - 25,000
9442-002 Horseshoe Beautification 350 2,700 2,700 1,350 19,250
9443-002 Citywide Accessibility Needs Assessment - 22,067 100,365 65,781 -
9443-003 City Art Program - - 25,000 2,923 -
9451-002 General Plan Updates 84,526 176,970 243,820 124,340 75,199
9491-001 Risk Management Mitigation Project - 165,521 88,891 - -
194,258 397,219 670,281 281,676 136,398
Project is Completed or Recommended to be Closed
*Available balance does not include Technology Fee revenue which is restricted for technology related expenses.
96
2/28/2020
CIP - Reserve Park In-lieu
Risk
Management
2,749,134 15,392 -
Roadway Safety & Traffic Calming (75,000)
Infrastructure Maintenance and Repairs (250,000)
Annual Retaining Wall Maint & Repairs (200,000)
Park, Trail, Grounds, and Medians R&R (100,000)
City Art Program (25,000)
Risk Management Mitigation Project (50,000) 50,000
(700,000) - 50,000
2,049,134 15,392 50,000
Prospect Road Improvements (40,000)
Fruitvale/Allendale Ave. Intersection Impr.(250,000)
Saratoga Village Crosswalk & Sidewalk Rehab.(45,000)
Quito Road Bridges - Project Engineering (50,000)
Annual Parks, Trails, Grounds & Medians R&R (150,000)
Saratoga Village to Quarry Park Walkway (300,000)
Guava Ct/Fredericksburg Entrance (500,000)
(1,335,000) - -
CC Reconstruction of Hakone Koi Pond (2,100,000)
CC City Hall Courtyard Accessibility Improvements (280,000)
CC Senior Center/Community Center Generator and EV Charging (500,000)
CC Village Clock (15,500)
CC Kevin Moran Park Accessible Parking (95,000)
PRC Wildwood Park Master Plan (90,000)
Safe Routes to School Needs Assessment (60,000)
Quito Road Sidewalk Gap Closure (275,000)
Mcfarland Avenue Curb & Gutter Replacement (350,000)
Saratoga-Sunnyvale Road Pathway Rehab (Cox to RRXing)(225,000)
Traffic Signal Battery Backup - Cityide (150,000)
Saratoga Heights Landslide Repair (1,950,000)
(6,090,500) - -
(7,425,500) - -
Saratoga-Sunnyvale Sidewalk Repair -
Rule 20A Undergrounding Project -
Total Nominated Projects
Total Discretionary Funding Requests:
Changes in Scope to Existing Projects (No Addtl Funding Req'd)
PRELIMINARY CIP OVERVIEW PENDING PRIORITIZATION
FY 2020/2021
Total CIP Priority Requests
Discretionary CIP Funding After Priority Projects
Additional Funding Requests for Current Projects
Total Additional Funding Requests
Nominated Projects
FY 2019/20 CIP Funding
Total Available Discretionary CIP Reserves
Less: Annual CIP Priority Projects
Attachment C
97
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
1
NARRATIVES FOR
PROJECTS RECOMMENDED TO BE
CHANGED/CLOSED
Attachment D
98
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
2
Project
Title Request
1 Citywide Signal Upgrade Project Phase II Estimated Completion J une 2020
2 El Camino Grande Storm Drain Pump Estimated Completion June 2020
3 Saratoga-Sunnyvale Sidewalk Repair Designate use of funds for Saratoga-Sunnyvale Walkway Plan (Reid to Big Basin
Way)
4 Rule 20A Undergrounding Project Designate use of credits for Saratoga Avenue Undergrounding Option #1 discussed
by the Finance Committee.
5 Park & Trail Safety Improvements Estimated Completion June 2020
6 Quito/Pollard Road Open Space Improvements Completed December 2019
7 Community Development Lobby Remodel Estimated Completion May 2020
8 Garden Patio Bocce Ball Court Completed October 2019
9 Citywide Accessibility Assessment Estimated Completion May 2020
RECOMMENDED TO BE CHANGED/CLOSED CIP PROJECT LIST
FY 2020/2021
PARK & TRAIL IMPROVEMENT PROJECTS
STREET IMPROVEMENT PROJECTS
TOTALS
FACILITY IMPROVEMENT PROJECTS
ADMINISTRATIVE PROJECTS
99
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
3
STREET IMPROVEMENT PROJECTS
100
CITY OF SARATOGA
CAPITAL PROGRAM – RECOMMENDED TO BE CHANGED/CLOSED
4
CITYWIDE SIGNAL UPGRADE PROJECT – PHASE II
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. The City
Council approved an additional $100,000 to be allocated from the CIP Reserve Fund in Fiscal Year
2019/20.
Staff is recommending closure of this project for FY 2020/21 as it is estimated to be completed
June 2020.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $31,245 will be
incorporated into the Fiscal Year 2020/21 operating budget.
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CITYWIDE SIGNAL UPGRADE PROJECT – PHASE II
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 September 2019 Construction project begins
Estimated Completion Date June 2020 Project is completed
FUNDING SCHEDULE 9122-007
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP STREET FUND
Transfers In - General Fund - 100,000 100,000 - - - - - 100,000
TOTAL - 100,000 100,000 - - - - - 100,000
GRANT FUNDS
VTA - Local Grant 1,207 398,793 400,000 - - - - - 400,000
TOTAL 1,207 398,793 400,000 - - - - - 400,000
GAS TAX FUND
Transfers In 100,000 - 100,000 - - - - - 100,000
TOTAL 100,000 - 100,000 - - - - - 100,000
TOTAL REVENUES 101,207 498,793 600,000 - - - - - 600,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Construction Expenses - 100,000 100,000 - - - - - 100,000
TOTAL - 100,000 100,000 - - - - - 100,000
GRANT FUND EXP
Consultant/Contract Svs 77,642 - 77,642 - - - - - 77,642
Construction Expenses - 322,358 322,358 - - - - - 322,358
TOTAL 77,642 322,358 400,000 - - - - - 400,000
GAS TAX EXP
Consultant/Contract Svs 241 - 241 - - - - - 241
Construction Expenses - 99,759 99,759 - - - - - 99,759
TOTAL 241 99,759 100,000 - - - - - 100,000
TOTAL EXPENDITURES 77,883 522,117 600,000 - - - - - 600,000
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance - - - - - - -
Revenues & T/I - 100,000 100,000 - - - - - 100,000
Expenditures & T/O - 100,000 100,000 - - - - - 100,000
Ending Balance - - - - - - - - -
CIP GRANT FUND
Beginning Balance (76,435) - - - - - -
Revenues & T/I 1,207 398,793 400,000 - - - - - 400,000
Expenditures & T/O 77,642 322,358 400,000 - - - - - 400,000
Ending Balance (76,435) - - - - - - - -
GAS TAX FUND
Beginning Balance 99,759 - - - - - -
Revenues & T/I 100,000 - 100,000 - - - - - 100,000
Expenditures & T/O 241 99,759 100,000 - - - - - 100,000
Ending Balance 99,759 - - - - - - - -
TOTAL BALANCE 23,324 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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EL CAMINO GRANDE STORM DRAIN PUMPS
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 Austin Way.
A $400,000 allocation from the CIP Reserve funds this project.
Staff is recommending closure of this project for FY 2020/21 as it is estimated to be completed
June 2020.
Operating
Budget Impacts
Engineering and administrative staff costs for project oversight and implementation of $18,106 will be
incorporated into the Fiscal Year 2020/21 operating budget.
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EL CAMINO GRANDE STORM DRAIN PUMPS
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 November 2019 Begin Construction
Estimated Completion Date June 2020 Project Complete
FUNDING SCHEDULE 9142-015
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 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 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Materials & Supplies 2,267 - 2,267 - - - - - 2,267
Consultant/Contract Svs 20,575 - 20,575 - - - - - 20,575
Construction Expenses 4,425 372,734 377,159 - - - - - 377,159
TOTAL EXPENDITURES 27,266 372,734 400,000 - - - - - 400,000
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance 372,734 - - - - - -
Revenues & T/I 400,000 - 400,000 - - - - - 400,000
Expenditures & T/O 27,266 372,734 400,000 - - - - - 400,000
Ending Balance 372,734 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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SARATOGA/SUNNYVALE ROAD SIDEWALKS
Project Name Saratoga/Sunnyvale Road Sidewalks Project Number 9142-021
Department Public Works Project Manager Macedonio Nunez
Description This project will design a sidewalk improvement on Saratoga/Sunnyvale Road.
Location This project is located on Saratoga/Sunnyvale Road.
Project
Background
In April 2017, the City Council approved to allow a homeowner to purchase a 19-foot wide portion of
Saratoga/Sunnyvale Road that lies along the property’s boundary, which the City was not using for
roadway purposes, for $92,183. The proceeds from the sale was assigned to be used for pedestrian
improvements along Saratoga-Sunnyvale Road.
As part of the FY 2020/21 Capital Improvement Plan, staff is recommending that the funds be
used to design a walkway on Sunnyvale-Saratoga Road from Reid Lane to Big Basin Way.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and implementation of
$5,074 will be incorporated into the Fiscal Year 2020/21 operating budget. The project will make
improvements to pedestrian safety on Saratoga/Sunnyvale Road.
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SARATOGA/SUNNYVALE ROAD SIDEWALKS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase TBD Project is ongoing
Estimated Construction Start TBD Project is ongoing
Estimated Completion Date TBD Project is ongoing
FUNDING SCHEDULE 9142-021
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP STREET FUND
Sale of Parcel - 92,183 92,183 - - - - - 92,183
TOTAL - 92,183 92,183 - - - - - 92,183
TOTAL REVENUES - 92,183 92,183 - - - - - 92,183
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Construction Expenses - - - 92,183 - - - - 92,183
TOTAL - - - 92,183 - - - - 92,183
TOTAL EXPENDITURES - - - 92,183 - - - - 92,183
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance - 92,183 - - - - -
Revenues & T/I - 92,183 92,183 - - - - - 92,183
Expenditures & T/O - - - 92,183 - - - - 92,183
Ending Balance - 92,183 92,183 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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RULE 20A UNDERGROUNDING PROJECT
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. At the January 9, 2020 Finance Committee
meeting, the Committee reviewed various undergrounding options and chose to move forward with the
opportunity to underground utilities poles on Saratoga Avenue from Fruitvale Avenue to Rossmere
Court. As part of the FY 2020-21 Capital Improvement Plan, staff is recommending that the scope
of this project be defined to proceed with the Committee’s decision
Operating
Budget Impacts
Moving overhead utilities underground will make the City more attractive and will reduce safety risks
associated with downed 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.
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RULE 20A UNDERGROUNDING PROJECT
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
FUNDING INFORMATION 9171-001
As of June 30, 2019, $3,956,198 of work credit funding is available from PG&E for utility undergrounding work funded and
completed by PG&E. The City also has the option to borrow an additional 5-years of credit accumulation, which would bring
the total available credits to $4,430,813. The City does not receive cash funds for this work; therefore the work credit amount
is not included in the CIP financial schedules.
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PARKS & TRAILS PROJECTS
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PARK & TRAIL SAFETY IMPROVEMENTS
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.
City Council approved an allocation of 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. Due to the increased funding, the project is scheduled to be complete in December 2019.
Staff is recommending closure of this project for FY 2020/21 as it is estimated to be completed
June 2020.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and implementation of
$6,257 will be incorporated into the Fiscal Year 2020/21 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.
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PARK & TRAIL SAFETY IMPROVEMENTS
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Estimated Construction Start November 2018 Begin Work
Estimated Completion Date June 2020 Work Complete
FUNDING SCHEDULE 9211-010
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP PARK FUND
Transfers In - General Fund - 40,000 40,000 - - - - - 40,000
TOTAL - 40,000 40,000 - - - - - 40,000
PARK IN-LIEU FEES FUND
Transfers In - Other CIP 43,000 - 43,000 - - - - - 43,000
TOTAL REVENUES 43,000 40,000 83,000 - - - - - 83,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP PARK FUND
Construction Expenses - 40,000 40,000 - - - - - 40,000
TOTAL - 40,000 40,000 - - - - - 40,000
PARK IN-LIEU FEES FUND
Construction Expenses 42,956 44 43,000 - - - - - 43,000
TOTAL 42,956 44 43,000 - - - - - 43,000
TOTAL EXPENDITURES 42,956 40,044 83,000 - - - - - 83,000
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP PARK FUND
Beginning Balance - - - - - -
Revenues & T/I - 40,000 40,000 - - - - - 40,000
Expenditures & T/O - 40,000 40,000 - - - - - 40,000
Ending Balance - - - - - - - - -
PARK IN-LIEU FEES FUND
Beginning Balance 44 - - - - -
Revenues & T/I 43,000 - 43,000 - - - - - 43,000
Expenditures & T/O 42,956 44 43,000 - - - - - 43,000
Ending Balance 44 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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QUITO AT POLLARD ROAD OPEN SPACE IMPROVEMENTS
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.
Staff is recommending closure of this project for FY 2020/21 as it is was completed December 2019.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs for project oversight and implementation of
$3,368 will be incorporated into the Fiscal Year 2020/21 operating budget. Ongoing maintenance for
this minimally landscaped park is expected to be less than $6,000 per year for contract services and staff
time.
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QUITO AT POLLARD ROAD OPEN SPACE IMPROVEMENTS
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 December 2019 Construction complete
FUNDING SCHEDULE 9219-002
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
PARK IN-LIEU FEES FUND
Transfers In - Other CIP 75,000 - 75,000 - - - - - 75,000
TOTAL REVENUES 75,000 - 75,000 - - - - - 75,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
PARK IN-LIEU FEES FUND
Consultant/Contract Svs 500 - 500 - - - - - 500
Construction Expenses 43,670 20,454 64,124 - - - - - 64,124
TOTAL EXPENDITURES 54,546 20,454 75,000 - - - - - 75,000
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
PARK IN-LIEU FEES FUND
Beginning Balance 20,454 - - - - -
Revenues & T/I 75,000 - 75,000 - - - - - 75,000
Expenditures & T/O 54,546 20,454 75,000 - - - - - 75,000
Ending Balance 20,454 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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FACILITY IMPROVEMENTS
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COMMUNITY DEVELOPMENT LOBBY REMODEL
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.
The City Council approved a an additional $165,000 in FY 2019/20 to complete the project. Additionally,
$60,000 the a grant provided by California Senate Bill 2 (SB2) was also appropriated for this project
during FY 2019/20.
Staff is recommending closure of this project for FY 2020/21 as it is estimated to be completed May
2020.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of $18,659 will be
incorporated into the Fiscal Year 2020/21 operating budget.
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COMMUNITY DEVELOPMENT LOBBY REMODEL
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Begin Design Phase July 2018 Prepare plans and specifications
Begin Bid Process September 2019 Solicit bids from qualified contractors
Contract Award October 2019 Council awards contract
Estimated Construction Start December 2019 Construction begins
Estimated Completion Date May 2020 Construction ends
FUNDING SCHEDULE 9321-016
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP FACILITIES FUND
Transfers In - General Fund 150,000 165,000 315,000 - - - - - 315,000
TOTAL REVENUES 150,000 165,000 315,000 - - - - - 315,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP FACILITIES FUND
Consultant/Contract Svs 12,637 - 12,637 - - - - - 12,637
Construction Expenses - 302,363 302,363 - - - - - 302,363
TOTAL EXPENDITURES 12,637 302,363 315,000 - - - - - 315,000
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - 137,363 - - - - - -
Revenues & T/I 150,000 165,000 315,000 - - - - - 315,000
Expenditures & T/O 12,637 302,363 315,000 - - - - - 315,000
ENDING FUND BALANCE 137,363 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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GARDEN PATIO BOCCE BALL COURT
Project Name Garden Patio 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.
The City Council approved a total of $263,000 in Fiscal Year 2018/19 for the project to cover costs
associated with construction.
Staff is recommending closure of this project for FY 2020/21 as it is was completed October
2019.
Operating
Budget Impacts
Administrative and maintenance staff costs for project oversight and implementation of $17,306 will
be incorporated into the Fiscal Year 2020/21 operating budget.
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GARDEN PATIO BOCCE BALL COURT
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
FUNDING SCHEDULE 9331-010
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP FACILITIES FUND
CIP Project Contributions - 22,000 22,000 - - - - - 22,000
Transfers In - General Fund 263,000 - 263,000 - - - - - 263,000
TOTAL REVENUES 263,000 22,000 285,000 - - - - - 285,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP FACILITIES FUND
Consultant/Contract Svs 4,550 - 4,550 - - - - - 4,550
Construction Expenses - 280,450 280,450 - - - - - 280,450
TOTAL EXPENDITURES 4,550 280,450 285,000 - - - - - 285,000
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP FACILITIES FUND
BEGINNING FUND BAL - 258,450 - - - - - -
Revenues & T/I 263,000 22,000 285,000 - - - - - 285,000
Expenditures & T/O 4,550 280,450 285,000 - - - - - 285,000
ENDING FUND BALANCE 258,450 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
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ADMINISTRATIVE & TECHNOLOGY
PROJECTS
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CITYWIDE ACCESSIBILITY NEEDS ASSESSMENT
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 and traffic
signals.
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, and traffic signals. Additionally, the project would outline
implementation strategies to bring the City into compliance with accessibility requirements, if necessary.
Staff is recommending closure of this project for FY 2020/21 as it is estimated to be completed
May 2020.
Operating
Budget Impacts
Administrative and maintenance staff costs for oversight and implementation of this project of $2,594
will be incorporated into the Fiscal Year 2020/21 operating budget. This project may have operational
impacts on future operating budgets as the assessment may recommend various improvements.
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27
CITYWIDE ACCESSIBILITY NEEDS ASSESSMENT
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Development August 2018 Program parameters established and funded
Contract Award August 2018 Award contract
Estimated Project Start August 2018 Begin assessment
Estimated Completion Date May 2020 Assessment complete
FUNDING SCHEDULE 9443-002
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Funding
CIP ADMINISTRATIVE FUND
Transfers In - General Fund 122,432 - 122,432 - - - - - 122,432
TOTAL REVENUES 122,432 - 122,432 - - - - - 122,432
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2019/20 2020/21 2021/22 2022/23 2023/24 Expended
CIP ADMINISTRATIVE FUND
Consultant/Contract Svs 22,067 - 22,067 - - - - - 22,067
Construction Expenses - 100,364 100,364 - - - - - 100,364
TOTAL EXPENDITURES 22,067 100,364 122,431 - - - - - 122,431
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2019/20 2020/21 2021/22 2022/23 2023/24 Activity
CIP ADMINISTRATIVE FUND
BEGINNING FUND BAL - 100,364 - - - - - -
Revenues & T/I 122,432 - 122,432 - - - - - 122,432
Expenditures & T/O 22,067 100,364 122,431 - - - - - 122,431
ENDING FUND BALANCE 100,364 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
124
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CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
NARRATIVES FOR
PROJECTS WITH
ADDITIONAL FUNDING REQUESTS
Attachment E
125
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Project
Title Request
Funding
Request
1 Prospect Road Improvements Request additional funding of $40,000 for local match of $1,075,000 grant and
anticipated non-participating grant funding. Construction would begin late Spring
2020 and end early Spring 2021.
40,000
2 Fruitvale/Allendale Ave. Intersection Impr. The revised scope o f work during design has included bio-retention basin for
green infrastructure features, landscape and irrigation which was not part of the
original scope. Scheduled construction would begin early Summer 2020 and end
late Summer 2020.
250,000
3 Saratoga Village Crosswalk & Sidewalk Rehab. Request additional $45,000 for local match for NOBAG grant to re-design the
North/West corner of Big Basin Way and 6th Street. The adjacent parking lot
driveway entrance and sidewalk is not in compliance. Also, the existing current
plans will be updated. Construction would begin late Spring 2021 and end Winter
2021.
45,000
4 Quito Road Bridges - Project Engineering Additional construction cost from 2013 Engineer estimates. Scheduled
construction would begin late Spring 2021 and end Fall 2022.
50,000
385,000$
5 Annual Parks, Trails, Grounds & Medians R&R Required for additional for park replacements through this decade (annual priorty
funding increase).
150,000
6 Saratoga Village to Quarry Park Walkway Local match for potential construction grant 300,000
7 Guava Ct/Fredericksburg Entrance Local match for potential construction grant 500,000
950,000$
1,335,000$ TOTAL ADDITIONAL FUNDING REQUESTS
TOTAL PARKS AND TRAILS REQUESTS
PROPOSED CIP PROGRAM ADDITIONAL FUNDING REQUEST LIST
FY 2020/21
STREET IMPROVEMENT PROJECTS
TOTAL STREET REQUESTS
PARK & TRAIL IMPROVEMENT PROJECTS
126
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STREET IMPROVEMENT PROJECTS
127
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CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
PROSPECT ROAD IMPROVEMENTS
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
Phase 1 of this project was completed in July 2019, which installed roadway medians, sidewalks, bicycle
loops, and accessible ramps to improve the safety of Prospect Road in Saratoga. This phase physically
reduced the width of the road, channeling vehicles into defined turn lanes, reducing the threat of vehicles
crossing the center lane, and creating 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.
Phase 2 of this project consists of Prospect Center frontage sidewalk extension improvements that will
include a new extended sidewalk bulb out to the existing sidewalk to match the layout section from the
current construction project. This will include concrete curb and gutters, a landscape park strip between
new sidewalk and curb and gutter that will include new irrigation and landscaping. Phase 2 will also
provide improvements such as new irrigation and landscaping to 3 existing medians on Prospect Rd
between Titus Ave and English Dr that had not been worked on in the Phase 1 contract.
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. Additional funding of $40,000
is requested for local match and anticipated non-participating grant funding.
Operating
Budget Impacts
Engineering and administrative staff costs of $160,322 for project oversight and implementation will be
incorporated into the Fiscal Year 2020/21 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.
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PROSPECT ROAD IMPROVEMENTS
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 (P1) December 2017 Construction project begins
Estimated Completion Date (P1) July 2019 Phase 1 is completed
Estimated Construction Start (P2) May 2020 Phase 2 begins
Estimated Completion Date (P2) May 2021 Project is completed
PROSPECT ROAD IMPROVEMENTS 9122-006
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 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 3,297,608 908,391 4,206,000 1,075,000 - - - - 5,281,000
TOTAL 3,297,608 908,391 4,206,000 1,075,000 - - - - 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 5,084,433 1,137,895 6,222,329 1,075,000 - - - - 7,297,328
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Materials & Supplies 10,380 - 10,380 - - - - - 10,380
Fees & Expenses 5,230 - 5,230 - - - - - 5,230
Consultant/Contract Svs 43,831 - 43,831 - - - - - 43,831
Construction Expenses 15,634 914,430 930,064 - - - - - 930,064
TOTAL 75,074 914,430 989,504 - - - - - 989,504
GRANT FUND EXP
Fees & Expenses 40 - 40 - - - - - 40
Construction Expenses 4,205,960 - 4,205,960 1,075,000 - - - - 5,280,960
TOTAL 4,206,000 - 4,206,000 1,075,000 - - - - 5,281,000
GAS TAX EXP
Site Acquisition & Prep 60 - 60 - - - - - 60
Fees & Expenses 21,742 - 21,742 - - - - - 21,742
Consultant/Contract Svs 296,655 - 296,655 - - - - - 296,655
Construction Expenses 562,813 - 562,813 145,555 - - - - 708,369
TOTAL 881,270 - 881,270 145,555 - - - - 1,026,825
TOTAL EXPENDITURES 5,162,344 914,430 6,076,774 1,220,555 - - - - 7,297,329
Budgeted for Fiscal Year
Budgeted for Fiscal Year
129
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6
PROSPECT ROAD IMPROVEMENTS
FUNDING SCHEDULE - CONTINUED
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance 684,926 - - - - - -
Revenues & T/I 760,000 229,504 989,504 - - - - - 989,504
Expenditures & T/O 75,074 914,430 989,504 - - - - - 989,504
Ending Balance 684,926 - - - - - - - -
CIP GRANT FUND
Beginning Balance (908,392) - - - - - -
Revenues & T/I 3,297,608 908,391 4,206,000 1,075,000 - - - - 5,281,000
Expenditures & T/O 4,206,000 - 4,206,000 1,075,000 - - - - 5,281,000
Ending Balance (908,392) - - - - - - - -
GAS TAX FUND
Beginning Balance 145,555 145,555 - - - - -
Revenues & T/I 1,026,825 - 1,026,825 - - - - - 1,026,825
Expenditures & T/O 881,270 - 881,270 145,555 - - - - 1,026,825
Ending Balance 145,555 145,555 145,555 - - - - - -
TOTAL BALANCE (77,910) 145,555 145,555 - - - - - -
Budgeted for Fiscal Year
130
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7
131
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
8
FRUITVALE & ALLENDALE AVENUE INTERSECTION IMPROVEMENTS
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 The 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 of Fruitvale Avenue and Allendale
Avenue on the corner where Redwood Middle School is located. 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 lane 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.
The additional funding of $250,000 includes funding for the scope of work added during design
which consists of a bio-retention basin to provide for green infrastructure features including
landscape and irrigation.
Operating
Budget Impacts
Engineering, administrative, and maintenance staff costs of $21,201 for project oversight and
implementation will be incorporated into the Fiscal Year 2020/21 operating budget.
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9
FRUITVALE & ALLENDALE AVENUE INTERSECTION IMPROVEMENTS
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 May 2020 Award contract for construction
Estimated Construction Start June 2020 Begin construction
Estimated Completion Date August 2020 Construction complete
FUNDING SCHEDULE 9122-010
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 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 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Consultant/Contract Svs - 2,262 2,262 - - - - - 2,262
Construction Expenses - 100,000 100,000 147,738 - - - - 247,738
TOTAL EXPENDITURES - 102,262 102,262 147,738 - - - - 250,000
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance 250,000 147,738 - - - - -
Revenues & T/I 250,000 - 250,000 - - - - - 250,000
Expenditures & T/O - 102,262 102,262 147,738 - - - - 250,000
Ending Balance 250,000 147,738 147,738 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
133
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10
SARATOGA VILLAGE CROSSWALK & SIDEWALK REHABILITATION
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 The 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.
This project has been delayed due to scheduling by Cal-Trans for the project to be obligated through a
grant. Additional funding of $45,000 is requested for the local match for a NOBAG grant to re-
design the North/West corner of Big Basin Way and 6th Street and bringing the adjacent parking
lot driveway entrance and sidewalk, into compliance. Existing current plans will be updated.
Operating
Budget Impacts
Engineering and administrative staff costs of $12,717 for project oversight and implementation will be
incorporated into the Fiscal Year 2020/21 operating budget. Upon completion, the City will be
responsible for maintaining additional landscaping, bulb outs and other features.
134
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11
SARATOGA VILLAGE CROSSWALK & SIDEWALK REHABILITATION
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Design Phase Aug 2010 Minor revisions to Master Plan
Contract Awarded April 2021 Award contract for construction
Estimated Construction Start May 2021 Begin construction
Estimated Construction End December 2021 Complete construction
FUNDING SCHEDULE 9142-019
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 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 3,141 - 3,141 - - - - - 3,141
TOTAL 3,141 - 3,141 - - - - - 3,141
TOTAL REVENUES 47,141 - 47,141 - - - - - 47,141
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP STREET FUND EXP
Construction Expenses - - - 44,000 - - - - 44,000
TOTAL - - - 44,000 - - - - 44,000
GRANT FUND EXP
Construction Expenses - - - 3,141 - - - - 3,141
TOTAL - - - 3,141 - - - - 3,141
TOTAL EXPENDITURES - - - 47,141 - - - - 47,141
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 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 3,141 3,141 - - - - -
Revenues & T/I 3,141 - 3,141 - - - - - 3,141
Expenditures & T/O - - - 3,141 - - - - 3,141
Ending Balance 3,141 3,141 3,141 - - - - - -
TOTAL BALANCE 47,141 47,141 47,141 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
135
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CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
12
QUITO ROAD BRIDGE
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 The 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.
This project will be completed in three phases with a total project estimate of $5.01 million. 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. Additional funding of $50,000 is requested for the City’s portion
of the $150,000 estimated construction costs.
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 of $7,413 for project oversight and implementation will be
incorporated into the Fiscal Year 2019/20 operating budget.
136
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13
QUITO ROAD BRIDGE
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 2021 Council awards contract
Estimated Construction Start July 2021 Construction project begins (pending right-of-way acquisitions)
Estimated Completion Date August 2022 Project is completed
FUNDING SCHEDULE 9152-002
Prior FY Total
Year 2019/20 Funded Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP STREET FUND
Project Reimbursements 188,318 - 188,318 - - - - - 188,318
Transfers In - General Fund 155,659 - 155,659 - - - - - 155,659
Transfers In - Other CIP 15,023 - 15,023 - - - - - 15,023
TOTAL 358,999 - 358,999 - - - - - 359,000
GRANT FUNDS
Federal - HBBR Grant 690,629 - 690,629 - - - - - 690,629
TOTAL 690,629 - 690,629 - - - - - 690,629
GAS TAX FUND
Gas Tax - HUTA 129,000 - 129,000 - - - - - 129,000
TOTAL 129,000 - 129,000 - - - - - 129,000
TOTAL REVENUES 1,178,628 - 1,178,628 - - - - - 1,178,628
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 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 84,003 - 84,003 - - - - - 84,003
Construction Expenses 89,333 - 89,333 119,063 - - - - 208,396
Reimbursable Expenses 714 - 714 - - - - - 714
Transfers Out 45,880 - 45,880 - - - - - 45,880
TOTAL 239,936 - 239,936 119,063 - - - - 358,999
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 1,033,451 - 1,033,451 126,148 - - - - 1,159,599
Budgeted for Fiscal Year
Budgeted for Fiscal Year
137
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
14
QUITO ROAD BRIDGE
FUNDING SCHEDULE – CONTINUED 9152-002
Prior FY
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP STREET FUND
Beginning Balance 119,063 119,063 - - - - -
Revenues & T/I 358,999 - 358,999 - - - - - 358,999
Expenditures & T/O 239,936 - 239,936 119,063 - - - - 358,999
Ending Balance 119,063 119,063 119,063 - - - - - -
CIP GRANT FUND
Beginning Balance - - - - - - -
Revenues & T/I 690,629 - 690,629 - - - - - 690,629
Expenditures & T/O 690,629 - 690,629 - - - - - 690,629
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 126,148 126,148 126,148 - - - - - -
Budgeted for Fiscal Year
138
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
15
PARKS & TRAILS PROJECTS
139
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
16
ANNUAL PARKS, TRAILS, GROUNDS & MEDIANS REPAIRS & REPLACEMENTS
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.
Staff is recommending an increase of the annual transfer in the amount of $150,000 to a total of
$250,000 per year in order to properly address all of the repair and replacement needs.
Operating
Budget Impacts
Administrative and maintenance staff costs of $25,088 for project oversight and implementation will be
incorporated into the Fiscal Year 2020/21 operating budget.
140
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17
ANNUAL PARKS, TRAILS, GROUNDS & MEDIANS REPAIRS & REPLACEMENTS
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
FUNDING SCHEDULE 9211-001
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP PARK FUND
AB 8939 Bev Container Grant 22,059 - 22,059 - - - - - 22,059
CIP Project Reimbursements 64,068 - 64,068 - - - - - 64,068
Transfers In - General Fund 455,000 100,000 555,000 100,000 100,000 100,000 100,000 100,000 1,055,000
Transfers In - Other CIP 17,476 - 17,476 - - - - - 17,476
TOTAL 558,603 100,000 658,603 100,000 100,000 100,000 100,000 100,000 1,158,603
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP PARK FUND
Site Acquisition & Prep 2,094 - 2,094 - - - - - 2,094
Materials & Supplies 16,001 - 16,001 - - - - - 16,001
Fees & Expenses 50 - 50 - - - - - 50
Project Equip & Fixtures 140,048 - 140,048 - - - - - 140,048
Construction Expenses 257,533 160,571 418,104 100,000 100,000 100,000 100,000 100,000 918,104
Transfers Out 82,305 - 82,305 - - - - - 82,305
TOTAL 498,032 160,571 658,603 100,000 100,000 100,000 100,000 100,000 1,158,603
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP PARK FUND
Beginning Balance 60,571 - - - - -
Revenues & T/I 558,603 100,000 658,603 100,000 100,000 100,000 100,000 100,000 1,158,603
Expenditures & T/O 498,032 160,571 658,603 100,000 100,000 100,000 100,000 100,000 1,158,603
Ending Balance 60,571 - - - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
141
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
18
SARATOGA VILLAGE TO QUARRY PARK WALKWAY
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 The 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 $1.4M. In FY 2019/20, the City Council
allocated $175,000 in funding from the CIP reserve towards construction to serve as the City’s matching
contribution, should grant funding become available. Additional funding of $300,000 is requested for
local match grant contribution.
Operating
Budget Impacts
Engineering and administrative staff costs of $5,399 for project oversight and implementation will be
incorporated into the Fiscal Year 2020/21 operating budget.
142
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
19
SARATOGA VILLAGE TO QUARRY PARK WALKWAY
PROJECT TIMELINE
PROJECT COMPONENT TIMELINE DESCRIPTION
Project Design March 2019 Begin design and environmental review for Phase I
Design Complete March 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
FUNDING SCHEDULE 9277-004
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP PARK FUND
Transfers In - General Fund 50,000 175,000 225,000 - - - - - 225,000
TOTAL 50,000 175,000 225,000 - - - - - 225,000
PARK IN-LIEU FEES FUND
Transfers In - Other CIP 100,000 - 100,000 - - - - - 100,000
TOTAL 100,000 - 100,000 - - - - - 100,000
TOTAL REVENUES 150,000 175,000 325,000 - - - - - 325,000
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP PARK FUND
Consultant/Contract Svs 18,416 - 18,416 - - - - - 18,416
Construction Expenses - - - 206,584 - - - - 206,584
TOTAL 18,416 - 18,416 206,584 - - - - 225,000
PARK IN-LIEU FEES FUND
Consultant/Contract Svs 26,189 - 26,189 - - - - - 26,189
Construction Expenses - - - 73,811 - - - - 73,811
TOTAL 26,189 - 26,189 73,811 - - - - 100,000
TOTAL EXPENDITURES 44,605 - 44,605 280,395 - - - - 325,000
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP PARK FUND
Beginning Balance 31,584 206,584 - - - -
Revenues & T/I 50,000 175,000 225,000 - - - - - 225,000
Expenditures & T/O 18,416 - 18,416 206,584 - - - - 225,000
Ending Balance 31,584 206,584 206,584 - - - - - -
PARK IN-LIEU FEES FUND
Beginning Balance 73,811 73,811 - - - -
Revenues & T/I 100,000 - 100,000 - - - - - 100,000
Expenditures & T/O 26,189 - 26,189 73,811 - - - - 100,000
Ending Balance 73,811 73,811 73,811 - - - - - -
TOTAL BALANCE 105,395 280,395 280,395 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
143
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
20
GUAVA/FREDERICKSBURG ENTRANCE & RAILROAD CROSSING IMPROVEMENTS
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 The 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.
The City reached out to Union Pacific Railroad (UPRR) and the CPUC to start the process of reopening the
Guava Court access. After working with UPRR and CPUC, the City submitted a formal application in April
2017 to CPUC to open a pedestrian/ bicycle crossing. In June, the City received a response that our
application met CPUC requirements and would be reviewed by an Administrative Law Judge within an 18-
month review period, which was subsequently extended for an additional four months. The CPUC approved
the application in February 2019. The approval will expire in three years, giving the City until March 2022
to complete the project.
The estimated project cost is $1.5 million including $227,000 for design work, $1,190,000 for construction
costs and citywide railroad crossing mitigation improvements required by Union Pacific Railroad of
$262,000. In FY 2019/20, the City Council elected to allocate and additional $50,000 in CIP reserve
towards the project and directed City staff to pursue grant funding. Prior funding comes from a $170,880
transfer from the CIP Reserve to complete the design and environmental phase of this project. Additional
funding of $500,000 is requested for local match grant contribution.
Operating
Budget Impacts
Engineering and administrative staff costs of $676 for project oversight and implementation will be
incorporated into the Fiscal Year 2020/21 operating budget.
144
CITY OF SARATOGA
CAPITAL PROGRAM – ADDITIONAL FUNDING REQUESTS
21
GUAVA/FREDERICKSBURG ENTRANCE & RAILROAD CROSSING IMPROVEMENTS
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
FUNDING SCHEDULE 9274-002
Prior FY Total
Year 2019/20 Funding Project
REVENUES Funded Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Funding
CIP PARK FUND
Transfers In - General Fund 170,880 50,000 220,880 - - - - - 220,880
TOTAL REVENUES 170,880 50,000 220,880 - - - - - 220,880
Prior FY Total
Year 2019/20 Expended Project
EXPENDITURES Expended Estimated To Date 2020/21 2021/22 2022/23 2023/24 2024/25 Expended
CIP PARK FUND
Consultant/Contract Svs 124,409 45,474 169,883 - - - - - 169,883
Construction Expenses 950 - 950 50,047 - - - - 50,997
TOTAL EXPENDITURES 125,359 45,474 170,833 50,047 - - - - 220,880
Prior FY Total
Year 2019/20 Project
Activity Estimated Total 2020/21 2021/22 2022/23 2023/24 2024/25 Activity
CIP PARK FUND
Beginning Balance 45,521 50,047 - - - -
Revenues & T/I 170,880 50,000 220,880 - - - - - 220,880
Expenditures & T/O 125,359 45,474 170,833 50,047 - - - - 220,880
Ending Balance 45,521 50,047 50,047 - - - - - -
Budgeted for Fiscal Year
Budgeted for Fiscal Year
Budgeted for Fiscal Year
145
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
1
NARRATIVES FOR
NOMINATED CIP PROJECTS
Attachment F
146
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
2
Project
Title Request Nominee
Funding
Request
1 Safe Routes to School Needs Assessment This project will create a traffic engineering design plan which will include
several elements aimed to promote and make bicycling and walking the
Staff 60,000
2 Quito Road Sidewalk Gap Closure
Phase 1 Allendale to Marshall Lane
This project will upgrade existing walkways and fill in gaps on both sides of
Quito Road, from Allendale Avenue to Marshall Lane, to facilitate pedestrians
and students walking to Marshall Lane Elementary.
Staff 275,000
3 Mcfarland Avenue Curb & Gutter
Replacement
This project will include approx. 3,600 square feet of driveway conforms to
new gutters
Staff 350,000
4 Saratoga-Sunnyvale Road Pathway Rehab
(Cox to RRXing)
This project will repair uplifted section of pathway from Cox avenue to Railroad
Crossing. Includes repair and adjustment to PG&E gas valves
Staff 225,000
5 Traffic Signal Battery Backup - Cityide This project will install Emergency Traffic Signal Power battery back up in case
of power outage. The upgraded systems will be able to direct connect to
backup generators.
Staff 150,000
6 Saratoga Heights Landslide Repair This project will stabilize Saratoga Heights Dr. to prevent further damage to the
road from active landslide, using a shear pin and tieback design.
Staff 1,950,000
3,010,000$
7 Kevin Moran Park Accessible Parking This project would add two accessible parking spaces along the front of the
park.
Miller/Cappello 95,000
8 Reconstruction of Hakone Koi Pond The project would include site clearing and demolition, excavating and grading,
shotcrete preparation work, shotcrete with fibers, sealing, boulder work, accent
stone materials, ADA accessibility, plumbing, drainage, irrigation, planting,
wood structures, survey staking, and geotechnical inspections.
Zhao/Miller 2,100,000
2,195,000$
9 City Hall Courtyard Accessibility
Improvements
This project would consist of removing and replacing approximately 10,000
square feet of existing exposed aggregate with decorative concrete and
removing and replacing approximately 3,500 square feet of existing pavers with
new pavers. Accessible improvements would include adding or refinishing
ramps as necessary.
Miller/Bernald 280,000
10 Senior Center/Community Center Generator
and EV Charging Stations
This project would add a backup generator that would automatically power both
the Senior Center and Community Center during an outage. Additionally, the
project would include two dual-head standard EV charging stations that would
be powered by the generator during outages.
Cappello/Miller 500,000
11 Village Clock 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.
Miller/Kumar 15,500
795,500$
12 Wildwood Park Master Plan This project would develop a Master Plan for Wildwood Park - including park
redesign, equipment/playstructure upgrades, and development of required
environmental and construction documents.
Parks and
Recreation
Committee
90,000
90,000$
6,090,500$ TOTALS
TOTAL STREETS NOMINATED FUNDING REQUESTS
TOTAL PARKS AND TRAILS NOMINATED PROJECTS
NOMINATED CIP PROJECT LIST
FY 2020/2021
STREET IMPROVEMENT PROJECTS
PARK & TRAIL IMPROVEMENT PROJECTS
FACILITY IMPROVEMENT PROJECTS
ADMINISTRATIVE PROJECTS
TOTAL FACILITY NOMINATED PROJECTS
TOTAL ADMINISTRATIVE NOMINATED PROJECTS
147
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
3
SAFE ROUTES TO SCHOOL NEEDS ASSESSMENT
Project Name Safe Routes to School Needs Assessment -
Design
Project Number
Department Public Works Department Project Manager Mainini Cabute
Description This project will fund a traffic engineering plan which would include several elements aimed to
promote bicycling and walking as the preferred travel modes to school.
Location This is a Citywide project.
Project
Background
Project elements for this design plan include:
Conceptual plan drawings of traffic safety improvements near schools, prioritized based on
safety, to promote pedestrian and bike travel
School maps, developed for each school, to show the distribution of students around the
community, identifying corridors that should be improved
An enforcement evaluation that reviews and improves signage and/or markings to allow for
effective enforcement
The anticipated cost for the project is $60,000.
Funding would come from the General Fund and possible grant funding.
If funded, the design could be completed by June 2021. Construction would be based on project
priority.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $60,000
148
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
4
QUITO ROAD SIDEWALK GAP CLOSURE – PHASE 1 ALLENDALE TO MARSHALL LANE
Project Name Quito Road Sidewalk Gap closure Project Number
Department Public Works Department Project Manager Emma Burkhalter
Description This project would fund the design and construction of a new pathway/sidewalk from Allendale to
Marshall Lane.
Location The project is located on Quito Road between Allendale and Marshall Lane.
Project
Background
This project would fund the design and construction of a new 6 ft walkway. The project also includes
upgrading existing walkways and will fill in gaps on both sides of Quito Road, from Allendale
Avenue to Marshall Lane, to facilitate pedestrians and students walking to Marshall Lane Elementary
School.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $275,000
149
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
5
MCFARLAND AVENUE CURB & GUTTER REPLACEMENT
Project Name McFarland Avenue Curb & Gutter
Replacement
Project Number
Department Public Works Department Project Manager Rick Torres
Description This project would remove and replace approximately 2,400 LF of curb and gutter.
Location The project is located on McFarland Avenue.
Project
Background
The Quito area is one of the few remaining areas in the City that uses rolled curb and gutter. Over
time, age and tree root damage have deteriorated the condition of the existing rolled curb and gutter,
impeding storm water flow. Replacement of the rolled curb and gutter with vertical curb and gutter
allows for better flow of storm water which also helps to minimize stormwater damage to the
roadway.
In 2015, Phase 1 of the McFarland Avenue Curb and Gutter Rehabilitation Project was completed.
In Phase 1, approximately half the rolled curbs and gutter along McFarland between Paseo Presada
and Devon were replaced. This second phase will replace the remaining rolled curb and gutter
section on McFarland Avenue with new vertical curb and gutter.
This Project will include removal of approx. 2400 linear feet of rolled curb and replacement with
vertical curb & gutter. Project will also include approx. 3600 sq. ft. of driveway which will conform
to the new gutters.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $350,000
150
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
6
SUNNYVALE-SARATOGA ROAD PATHWAY REHAB (COX TO RAILROAD XING)
Project Name Saratoga-Sunnyvale Road Pathway Rehab Project Number
Department Public Works Department Project Manager Rick Torres
Description This project would repair uplifted section of pathway from Cox Avenue to the railroad crossing.
Location The project is located on Cox Avenue.
Project
Background
Over time, the condition of the pathway along Saratoga Sunnyvale Road has deteriorated. Age and
tree-root damage have broken up the pathway. This project will remove and replace uplifted sections
of pathway on Sunnyvale-Saratoga Road from Cox Avenue to the Railroad Crossing. It also includes
repair and adjustment to PG&E gas valves located along the pathway being replaced.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $225,000
151
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
7
TRAFFIC SIGNAL BATTERY BACKUP
Project Name Traffic Signal Battery Backup-Citywide Project Number
Department Public Works Department Project Manager Macedonio Nunez
Description This project would fund emergency traffic signal power battery backup in case of power outage.
Location The project is citywide.
Project
Background
Most of the existing battery backup systems are not operational. The upgraded systems will be able
to direct connect to backup generators.
The project, if funded, would begin in August 2020, and would be completed by the end of October,
2020.
This project would be funded by the General Fund.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $150,000
152
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
8
SARATOGA HEIGHTS LANDSLIDE REPAIR
Project Name Saratoga Heights Landslide Repair Project Number
Department Public Works Department Project Manager Emma Burkhalter
Description This project would fund stabilization of Saratoga Heights Drive to prevent further damage from
landslides.
Location The project is located on Saratoga Heights Drive.
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 2014, Cotton Shires and Associates (CSA) installed three slope inclinometers along the
southwestern side of Saratoga Heights Road due to road distress where localized movement was
indicated. After three and a half years of monitoring and observing the inclinometers, CSA was able
to confirm the presence of an active landslide. In 2019, a shear pin and tieback design was used to
stabilize the road from the cross-slope slide.
Stabilization of Saratoga Heights Drive is needed to prevent further damage to the road from an
active landside.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $1,950,000
153
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
9
KEVIN MORAN PARK ACCESSIBLE PARKING
Project Name Kevin Moran Park Accessible Parking Project Number
Department Public Works Department Project Manager Macedonio Nunez
Description This project would add accessible parking spaces along the frontage of Kevin Moran Park.
Location The project is located at Kevin Moran Park, 12415 Scully Avenue.
Project
Background
Kevin Moran Park is just over 10 acres in size and features tennis courts, par course, bocce ball
courts, a basketball court, picnic areas, play equipment for children, and more. The park is a popular
destination for residents and visitors alike. This project would add two accessible parking spaces
along the frontage of the park. Currently, the park does not have a parking lot and has no accessible
parking spaces.
Funding for this project would total $95,000 which includes $10,000 for the design and $85,000 for
the construction of the two spaces.
If funded, construction would be scheduled to begin in the Summer of 2020 and be completed in the
Fall of 2020.
This project was nominated by Mayor Miller with the support of Councilmember Cappello.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $95,000
154
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
10
RECONSTRUCTION OF HAKONE KOI POND – PHASE 1
Project Name Hakone Koi Pond Renovation Project Number
Department Public Works Department Project Manager John Cherbone/Poh Yee
Description This project would fund renovation of the Hakone Gardens Koi Pond.
Location The project is located at Hakone Gardens, 21000 Big Basin Way.
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.
The project would include site clearing and demolition, excavating and grading, shotcrete
preparation work, shotcrete with fibers, sealing, boulder work, accent stone materials, ADA
accessibility, plumbing, drainage, irrigation, planting, wood structures, survey staking, and
geotechnical inspections.
The total cost for the Koi Pond is estimated to be $4.2 million. Phase 1 is estimated to cost $2.1
million.
This project was nominated by Councilmember Zhao with the support of Mayor Miller.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $2,100,000 for Phase I
$4,200,000 total project cost
155
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
11
CITY HALL COURTYARD ACCESSIBILITY IMPROVEMENTS
Project Name City Hall Courtyard Accessibility
Improvements
Project Number
Department Public Works Department Project Manager John Cherbone
Description This project would fund accessibility improvements to the courtyard area of City Hall by removing
uneven surfaces.
Location The project is located at City Hall, 13777 Fruitvale Avenue.
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 the concrete up forcing a change in elevation between the
concrete surface and the wood board insets thereby creating a tripping hazard.
This project would consist of removing and replacing approximately 10,000 square feet of existing
exposed aggregate with decorative concrete and removing and replacing approximately 3,500 square
feet of existing pavers with new pavers. Accessible improvements would include adding or
refinishing ramps as necessary.
Staff will ensure that the chosen materials will not become slippery when wet, will accommodate
wheelchair and walker accessibility, and will include an artistic component.
The project was incorporated into the unfunded capital budget in FY 2017/18.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $280,000
156
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
12
SENIOR CENTER/COMMUNITY CENTER GENERATOR AND EV CHARGING
STATIONS
Project Name Senior Center/Community Center
Generator and Electric Vehicle (EV)
Charging Stations
Project Number
Department Community Development/Facilities Project Manager Thomas Scott
Description This project would fund a generator for the Joan Pisani Community Center building and two dual-
head standard EV charging stations.
Location The project would be located outside the Joan Pisani Community Center building.
Project
Background
The Saratoga Senior Center serves community members that rely on power for medical purposes,
such as powered wheelchairs and medication that must be kept refrigerated. The entire Joan Pisani
Community Center also serves as a cooling and heating location during extreme weather events.
During recent PG&E Public Safety Power Shutoff events the Community Center also served as a
charging location for residents. Currently, the building cannot be connected to a backup generator
and are without power during outages, which impacts services to the community.
This project would add a backup generator that would automatically power the Senior Center, Adult
Care Center and Recreation Center during an outage. This would enable the Community Center to
continue operations and allow the Senior Center to provide services to vulnerable community
members. Additionally, the project would include two dual-head standard EV charging stations that
would be powered by the generator during outages.
The Recreation and Senior portable building units obtain power from other buildings and will not be
serviced by this project.
Grant funding may be available to offset project costs.
This project was nominated by Councilmember Cappello with the support of Mayor Miller.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $500,000
157
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
13
VILLAGE CLOCK
Project Name Village Clock Project Number
Department Public Works Department Project Manager John Cherbone
Description This project would add a clock in Saratoga Village.
Location The 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.
The style of the clock would resemble a monument style clock instead of the clock tower style.
Funding for the project would incorporate the installation, materials, power, and labor.
If funded, staff estimates that construction will begin July 2020 and be completed around November
2020.
The total project cost is estimated to be $27,500, with $12,000 anticipated from local fundraising
efforts and $15,500 from the City.
This project was nominated by Mayor Miller with the support of Councilmember Kumar. The project
was added to the City’s unfunded CIP in FY 2017/18 and removed in FY 2019/20.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $15,500 (to the City)
158
CITY OF SARATOGA
CAPITAL PROGRAM - NOMINATED PROJECTS
14
WILDWOOD PARK MASTER PLAN
Project Name Wildwood Park Master Plan Project Number
Department Public Works Department Project Manager Kevin Meek
Description This project would develop a master plan for Wildwood Park - including park redesign,
equipment/play structure upgrades, and development of required environmental and construction
documents
Location The project is related to Wildwood Park but would be conducted in City Hall.
Project
Background
Wildwood Park is a 4.1-acre park that was acquired by the City in 1968. In 1972, three of the acres
were developed including a stage, restroom (renovated in 1999), play area and equipment, paved
pathways, picnic/BBQ area and an open turf area. Later development added group picnic area,
volleyball court, horseshoe pits, and the construction of a footbridge. This year the rope on the play
equipment (installed in 2003) is scheduled to be replaced.
The Parks and Recreation Commission (PRC) met on November 14, 2019 and discussed creating a
masterplan project for the upgrade and improvement to Wildwood Park. The Commission goal is to
increase usage in the downtown area. They feel that if the park was more of a focal point for
downtown, it would attract residents and visitors to the downtown area and businesses. The current
equipment needs upgrading and some of the park features are no longer being utilized. The PRC
supports the creation of a Masterplan for the park that could be implemented as funds become
available.
The creation of a masterplan would include a conceptual plan for the park redesign, upgrades to
equipment and play structures, accessibility improvements, and development of the required
environmental documents. The project time frame is approximately one year.
Operating
Budget Impacts
Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $90,000
159
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
1
NARRATIVES FOR
UNFUNDED CIP PROJECTS
Attachment G
160
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
2
Project
Title
Project
Description
Project
Cost
1 State Route 85/Saratoga Avenue Beautification This project would fund the beautification of the entry and exit to State Route 85 at
Saratoga Avenue.
250,000
2 Saratoga/Herriman Avenues Traffic Signal This project would fund the installation of a three-way traffic signal at the
intersection of Saratoga and Herriman Avenues.
250,000
3 Automatic License Plate Reader Would install automated license plate readers at the State Route 85/Saratoga Avenue
intersection.
350,000
850,000$
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 Park & Trails Master Plan Would fund an update to the 1991 City of Saratoga Parks and Trails Master Plan. 100,000
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 Via Regina Trail This project would fund the construction of a pedestrian-equestrian trail connecting
Via Regina and Villa Oaks Lane.
100,000
12 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
6,810,000$
13 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
14 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.
60,000
15 Fire Protection Systems Update Would fund installation of fire protection systems that meet current Fire Code
requirements in all City facilities.
3,110,000
22,170,000$
29,830,000$
UNFUNDED CIP PROJECT LIST
FY 2020/21
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
161
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
3
STREET IMPROVEMENT PROJECTS
Project Name State Rte 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
162
CITY OF SARATOGA
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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 a three-way traffic signal at the intersection of Saratoga and Herriman
Avenues.
Location The 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 morning and afternoon commuting periods.
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
163
CITY OF SARATOGA
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5
STREET IMPROVEMENT PROJECTS
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 The 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
164
CITY OF SARATOGA
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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
165
CITY OF SARATOGA
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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 The 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
166
CITY OF SARATOGA
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8
PARK & TRAIL IMPROVEMENT PROJECTS
Project Name Joe’s Trail at Saratoga De Anza- Phase II Project Number
Department Public Works Project Manager Macedonio Nunez
Description This project would fund the design and construction of an extension Joe’s Trail from Saratoga-
Sunnyvale Road to Arroyo De Arguello.
Location The project is located along the existing PG&E right-of-way corridor positioned parallel and adjacent
to the Union Pacific Railroad line between Saratoga-Sunnyvale Road and Arroyo De Arguello.
Project
Background
In June 2010, the City completed the first phase of Joe’s Trail at Saratoga De Anza. The 1.3-mile
paved bicycle and walking trail travels parallel to the Union Pacific Railroad line between Saratoga
Avenue and Saratoga-Sunnyvale Road. This phase of the project would continue the trail from
Saratoga-Sunnyvale Avenue to Arroyo de Arguello.
For many years, the open area next to the Union Pacific Railroad has been used informally by
residents for walking and bicycle riding. The trail will be surfaced with decomposed granite, creating
a smoother and safer surface by removing rocks and weeds in the pathway.
Funding for this project could come from Park In-Lieu fees and/or grant opportunities, if available.
Operating
Budget Impacts Staff time associated with oversight of this project will be incorporated into the operating budget.
Estimated Cost $750,000
167
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 The 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
168
CITY OF SARATOGA
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10
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 The 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
169
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 The 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
170
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
171
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
13
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 The 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
172
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
14
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 The 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
173
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
15
FACILITY IMPROVEMENT PROJECTS
Project Name Theater Improvements Project Number
Department Recreation & Facilities Project Manager Thomas Scott
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
174
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
16
FACILITY IMPROVEMENT PROJECTS
Project Name Restroom & Shower Trailer Project Number
Department Recreation & Facilities Project Manager Thomas Scott
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
175
CITY OF SARATOGA
CAPITAL PROGRAM - UNFUNDED PROJECTS
17
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 The 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
176
Project #
Project
Title
Est. Expenditures
through 6/30/20
(All Sources)
FY 2019/20
Budget
9111-003 Annual Roadway Improvements 9,022,735 2,895,142
9121-001 Roadway Safety & Traffic Calming 767,205 75,035
9141-005 Annual Infrastructure Maintenance & Repairs 938,517 287,978
9142-005 Saratoga Avenue Sidewalks 344,179 74,261
9142-011 Village Sidewalk & Pedestrian Impr. - Phase II 1,248,915 67,364
9142-014 Big Basin Way Sidewalk Repairs 183,990 183,990
9142-020 Quito Road Sidewalk Improvements 6,630 43,370
9152-001 4th Street Bridge 2,499 101,541
9152-004 Quito Road Bridges - ROW Acquisition 64,976 335,219
9153-003 Annual Retaining Wall Maintenance and Repairs 790,000 392,899
9171-002 Quito Road Electric Underground Project - 98,744
9211-002 Citywide Tree Replanting 345,738 50,445
9212-001 Tree Dedication Program 7,500 24,125
9222-004 Hakone Gardens Infrastructure Improvements 87,452 158,848
9277-004 Saratoga Village to Quarry Park Walkway 125,517 95,521
9278-001 Saratoga-to-the-Sea Trail 1,511,371 2,024,960
9322-001 Theater Improvements 384,248 35,000
9322-013 PEG Funded Projects - 340,789
9331-011 Preschool Turf Conversion 12,500 25,000
9333-007 Senior Center Entrance Remodel 200,000 197,585
9333-008 Community Center Improvement Program 100,000 185,000
9372-001 Library Building Exterior Maintenance 65,000 10,000
9413-002 City Website/Intranet Redesign 90,000 16,949
9415-001 Development Technology Management 104,667 118,556
9415-003 SB2 CDD Software/ADA Grant 160,000 160,000
9442-001 Citywide LLD Initiation Match Program 51,000 25,000
9442-002 Horseshoe LLD Beautification 4,175 21,950
9443-003 City Art Program 25,000 25,000
9451-002 General Plan Update - CIP 498,400 319,019
9491-001 Risk Management Mitigation Project 404,462 88,891
17,546,676 8,478,181
STREET IMPROVEMENT PROJECTS
PARK & TRAIL IMPROVEMENT PROJECTS
FACILITY IMPROVEMENT PROJECTS
Current Projects with No Recommended Changes
FY 2020/2021
TOTAL ALL PROJECTS
ADMINISTRATIVE PROJECTS
Attachment H
177
Project
Title Request Nominee
Funding
Request
1 Guava Court Curb & Gutter Replacement This project would remove and replace approx. 630 LF of vertical curb and approx.
5025 sqft of roadway for landscape strip as well as reconform crown to new gutterline
and repave roadway section.
Staff 190,000
2 Saratoga Avenue at Highway 85 Interchange This project would add traffic cameras, new controllers and conflict monitors with
software to coordinate the signalized interchange timing to be more efficient.
Construction Fall 2020 to Winter 2020. 70% VTA Measure B grant. 30% Local match
from City General Fund.
Staff 150,000
340,000$
3 Big Basin Way/Blaney Trashcan Replacement This project would replace existing DuMor steel trash cans (35) and DuMor recycling
cans (16) that are in poor condition due to rust and deterioration.
Staff 95,000
4 Congress Springs Park Safety Netting This project would replace existing safety netting above the freeway wall preventing
baseballs being hit onto the freeway. The exisiting netting is fraying and the top nets
have shredded.
Staff 65,000
5 Hakone Gardens Neighbor Wood Fence
Replacement
This project would replace the wooden fence at Hakone Gardens along and beyond
the parking lot retaining wall. Existing fence has multiple rotting posts that require
frequent repairs.
Staff 40,000
6 Orchard Irrigation Replacement This project would replace above ground components of the Orchard fixed irrigation
system; primarily, the surface tubing and micro spray heads. This will also allow a
levelling of the mounds that have built up on the rows along the irrigation lines.
Staff 36,000
7 Quarry Park Maintenance Building Utility
Project
This project would provide electrical and water to the quarry shed from exisiting sub-
outs for operational and security light purposes
Staff 25,000
8 Quarry Park Upper Loop Trail This project would expand the trail system within Quarry Park. Work would be done
in-house from July 1, 2020 to June 30, 2021
Staff 25,000
286,000$
10 Saratoga Parking Districts 1-4 ADA
Rehabilitation Plan
Rehabilitation plan to improve infrastructure and accessibility of parking Districts 1-
4.
Staff 70,000
70,000$
11 Storm Drain Master Plan This project will update the City Storm Drain Master Plan by determining the
condition, age, type, and accurate location of all storm drains, drain inlets, outfalls,
and other storm drain facilities operated and mainted by the City. The majority of the
City's storm drain system is between 50 and 100 years old, and in order to plan out
infrastructure needs, it is desirable to have accurate information regarding the
system's operational integrity.
Staff 300,000
12 Citywide Master Plan Project This project would establish a priority project to accumulate funds to fund various
master plans needed by the City.
Staff 50,000
350,000$
1,046,000$ TOTALS
STAFF NOMINATED CIP PROJECT LIST TO UNFUNDED
FY 2020/2021
STREET IMPROVEMENT PROJECTS
TOTAL STREETS NOMINATED FUNDING REQUESTS
PARK & TRAIL IMPROVEMENT PROJECTS
TOTAL PARKS AND TRAILS NOMINATED PROJECTS
FACILITY IMPROVEMENT PROJECTS
TOTAL FACILITY NOMINATED PROJECTS
ADMINISTRATIVE PROJECTS
TOTAL ADMINISTRATIVE NOMINATED PROJECTS
Attachment I
178
Finance Review
179
General Fund
FY 2019/20 Budget & Year End Estimates
FY 2019/20 FY 2019/20 AdditionalREVENUESBudget Estimated Revenue
Property Tax 14,009,000 14,269,000 260,000
Sales Tax 1,100,000 1,150,000 50,000
Other Taxes 3,247,000 3,275,000 28,000
Fees, Licenses & Permits 1,841,850 1,966,501 124,651
Charges for Services 1,184,442 1,188,423 3,981
Other Revenues 1,669,227 1,739,355 70,128
Total Revenues 23,051,519 23,588,279 536,760
FY 2019/20 FY 2019/20 ExpenditureEXPENDITURES Budget Estimated Savings
Salary & Benefits 9,870,625 9,508,442 362,183
Operational Expenditures 12,987,569 12,984,215 3,354
Transfers Out 2,620,000 2,620,000 -
Total Expenditures 25,478,194 25,112,657 365,537
Budget - Transactional Net Operations (2,426,675)
(1,524,378)
Plus: Budgeted Use of Reserves
Environmental Reserve 50,000 50,000
Capital Improvement & Efficiency Reserve 2,620,000 2,620,000
TOTAL NET OPERATIONS (Sources & Uses)243,325 1,145,622
YE Estimated - Transactional Net Operations
180
General Fund
Five Year Forecast -Operations
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2024/25
Actuals Actuals Actuals Est Actuals Forecast Forecast Forecast Forecast Forecast
TOTAL SOURCES
Property Tax 12,003,942 12,963,531 14,166,178 14,269,000 14,989,840 15,420,900 15,864,700 16,321,500 16,791,700
Sales Tax 1,185,035 1,124,647 1,207,471 1,150,000 1,161,500 1,173,100 1,184,800 1,196,600 1,208,600
Franchise Tax 2,356,539 2,338,794 2,482,074 2,385,000 2,420,800 2,457,600 2,495,100 2,533,400 2,572,600
Other Taxes 857,050 960,363 896,420 890,000 977,900 989,400 1,001,000 1,012,900 1,024,900
Total Tax Revenues 16,402,566 17,387,335 18,752,143 18,694,000 19,550,040 20,041,000 20,545,600 21,064,400 21,597,800
Fees & Services 3,167,008 3,989,318 3,352,297 3,154,924 3,205,500 3,279,300 3,329,200 3,404,100 3,440,100
Other Operating Revenues 1,542,840 1,593,454 2,011,509 1,739,355 1,764,177 1,839,200 1,864,450 1,890,200 1,916,350
Total Operational Revenues 4,709,847 5,582,772 5,363,806 4,894,279 4,969,677 5,118,500 5,193,650 5,294,300 5,356,450
Transfers In 55,384 442,198 158,391 - - - - - -
TOTAL REVENUES 21,167,797 23,412,306 24,274,340 23,588,279 24,519,717 25,159,500 25,739,250 26,358,700 26,954,250
Plus Use of FB Reserves 1,420,655 1,720,155 1,477,739 2,670,000 2,799,134 743,269 369,609 258,817 359,345
TOTAL SOURCES 22,588,452 25,132,461 25,752,079 26,258,279 27,318,851 25,902,769 26,108,859 26,617,517 27,313,595
TOTAL USES
Salary & Benefits 7,171,068 7,264,949 7,617,050 8,507,500 9,246,999 9,471,741 9,702,182 9,941,053 10,186,767
UAL Payments 500,000 750,000 1,052,631 1,000,942 1,025,000 1,025,000 1,025,000 1,025,000 1,025,000
Operating Expenditures 8,996,920 8,748,344 9,626,792 10,354,991 10,761,568 11,221,662 11,878,885 12,412,954 13,149,764
Cost Allocation Charges 2,535,472 2,626,497 2,591,332 2,629,225 2,679,723 2,732,280 2,787,020 2,849,270 2,913,600
Total Operational Costs 19,203,461 19,389,790 20,887,805 22,492,657 23,713,290 24,450,683 25,393,087 26,228,277 27,275,131
Transfers Out 1,620,648 1,872,909 1,840,866 2,620,000 2,749,134 693,269 356,427 258,817 359,345
TOTAL EXPENDITURES 20,824,109 21,262,699 22,728,671 25,112,657 26,462,424 25,143,952 25,749,514 26,487,094 27,634,476
NET OPERATIONS 1,764,343 3,869,761 3,023,407 1,145,622 856,427 758,817 359,345 130,423 (320,881)
181
General Fund
Five Year Forecast -Reserves
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 FY 2022/23 FY 2022/23 FY 2024/25
Actuals Actuals Actuals Est Actuals Forecast Forecast Forecast Forecast Forecast
GENERAL FUND BALANCE RESERVES (at Year End)
Other Unassigned 2,215,744 3,834,140 3,717,847 1,693,269 1,356,427 1,258,817 859,345 630,422 309,541
Operational Reserves 2,554,578 1,718,067 3,651,287 2,749,134 756,451 369,609 258,817 359,345 -
Economic Reserves 2,923,988 3,431,708 3,160,449 7,712,802 4,949,620 5,449,620 5,949,620 5,949,620 5,949,620
Emergency Reserves 3,290,000 4,150,000 4,150,000 1,000,000 4,150,000 4,150,000 4,150,000 4,150,000 4,150,000
TOTAL FUND BALANCE 10,984,310 13,133,915 14,679,583 13,155,205 11,212,498 11,228,045 11,217,782 11,089,387 10,409,161
182
FY 2020/21 Capital Improvement Plan Budget
Prioritization Process Preview
183
Discretionary
CIP Funding
FY 2019/20 CIP Funding CIP - Reserve Park In-lieu
Risk
Management
Total Remaining Discretionary CIP Funding 2,749,134 15,392 -
Less: Annual CIP Priority Projects
Annual Priority Transfers (700,000) - 50,000
Discretionary CIP Funding 2,049,134 15,392 50,000
Less: Discretionary Funding Requests
Additional Funding Requests 1,335,000 - -
Nominated Projects 6,090,500 - -
Total Discretionary Funding Requests:(7,425,500) - -
184
Project
Categories
Projects Recommended to be Changed or Closed
Current Projects with Additional Funding Requests
Nominated Projects
Unfunded Projects
Current Projects with No Recommended Changes
Nominated Projects to Unfunded List *new*
185
Projects Recommended to be Changed or Closed
Project Title Request
Citywide Signal Upgrade Project Phase II Estimated Completion June 2020
El Camino Grande Storm Drain Pump Estimated Completion June 2020
Saratoga-Sunnyvale Sidewalk Repair Designate use of funds for Saratoga-Sunnyvale Walkway Plan (Reid to Big Basin
Way)
Rule 20A Undergrounding Project Designate use of credits for Saratoga Avenue Undergrounding Option #1 discussed
by the Finance Committee.
Park & Trail Safety Improvements Estimated Completion June 2020
Quito/Pollard Road Open Space Improvements Completed December 2019
Community Development Lobby Remodel Estimated Completion May 2020
Garden Patio Bocce Ball Court Completed October 2019
Citywide Accessibility Assessment Estimated Completion May 2020
STREET IMPROVEMENT PROJECTS
PARK & TRAIL IMPROVEMENT PROJECTS
FACILITY IMPROVEMENT PROJECTS
ADMINISTRATIVE PROJECTS
186
Additional Funding Request
Prospect Road Improvements
$40,000
Request additional funding of $40,000 for local
match of $1,075,000 grant and anticipated non-
participating grant funding. Construction would
begin late Spring 2020 and end early Spring 2021.
187
Additional Funding Request
Fruitvale/Allendale Ave. Intersection
Improvements
$250,000
The revised scope of work during design has
included bio-retention basin for green infrastructure
features, landscape and irrigation which was not
part of the original scope. Scheduled construction
would begin early Summer 2020 and end late
Summer 2020.
188
Additional Funding Request
Saratoga Village Crosswalk & Sidewalk
Rehabilitation
$45,000
Request additional $45,000 for local match for
NOBAG grant to re-design the North/West corner of
Big Basin Way and 6th Street. The adjacent parking
lot driveway entrance and sidewalk is not in
compliance. Also, the existing current plans will be
updated. Construction would begin late Spring 2021
and end Winter 2021.
189
Additional Funding Request
Quito Road Bridges –Project
Engineering
$50,000
Additional construction cost from 2013 Engineer
estimates. Scheduled construction would begin late
Spring 2021 and end Fall 2022.
190
Additional Funding Request
Annual Parks, Trails, Grounds &
Medians Repair & Rehabilitation
$150,000 (annually)
Required for additional for park replacements
through this decade (annual priority funding
increase).
191
Additional Funding Request
Saratoga Village to Quarry Park
Walkway
$300,000
Local match for potential construction grant
192
Additional Funding Request
Guava Ct/Fredericksburg Entrance
$500,000
Local match for potential construction grant
193
Council Nominated Project
Kevin Moran Park Accessible
Parking
$95,000
Nominated by Miller/Cappello
This project would add two accessible parking
spaces along the front of Kevin Moran park.
194
Council Nominated Project
Reconstruction of Hakone Koi Pond (Phase 1)
$2,100,000
Nominated by Zhao/Miller
The project would include site clearing and demolition, excavating and grading, shotcrete preparation work, shotcrete with fibers, sealing, boulder work, accent stone materials, ADA accessibility, plumbing, drainage, irrigation, planting, wood structures, survey staking, and geotechnical inspections.
195
Council Nominated Project
City Hall Courtyard Accessibility Improvements
$280,000
Nominated by Miller/Bernald
This project would consist of removing and replacing approximately 10,000 square feet of existing exposed aggregate with decorative concrete and removing and replacing approximately 3,500 square feet of existing pavers with new pavers. Accessible improvements would include adding or refinishing ramps as necessary.
196
Council Nominated Project
Senior Center/Community Center Generator and EV
Charging Stations
$500,000
Nominated by Cappello/Miller
This project would add a backup generator that would
automatically power both the Senior Center and Community
Center during an outage. Additionally, the project would include
two dual-head standard EV charging stations that would be
powered by the generator during outages.
197
Council Nominated Project
Village Clock
$15,500 (City Contribution)
Nominated by Miller/Kumar
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.
198
Committee Nominated Project
Wildwood Park Master Plan
$90,000
Nominated by the Parks and Recreation Committee
This project would develop a Master Plan for Wildwood
Park -including park redesign, equipment/play
structure upgrades, and development of required
environmental and construction documents.
199
Staff Nominated Project
Safe Routes to School Needs
Assessment
$60,000
This project will create a traffic engineering design
plan which will include several elements aimed to
promote and make bicycling and walking the
preferred travel modes to school.
200
Staff Nominated Project
Quito Road Sidewalk Gap Closure
Phase 1 (Allendale to Marshall
Lane)
$275,000
This project will upgrade existing walkways and fill
in gaps on both sides of Quito Road, from Allendale
Avenue to Marshall Lane, to facilitate pedestrians
and students walking to Marshall Lane Elementary.
201
Staff Nominated Project
Mcfarland Avenue Curb & Gutter
Replacement
$350,000
This project will include approx. 3,600 square feet
of driveway conforms to new gutters.
202
Staff Nominated Project
Saratoga-Sunnyvale Road
Pathway Rehab (Cox to Railroad
Xing)
$225,000
This project will include approx. 3,600 square feet
of driveway conforms to new gutters.
203
Staff Nominated Project
Traffic Signal Battery Backup –
Citywide
$150,000
This project will install Emergency Traffic Signal
Power battery back up in case of power outage. The
upgraded systems will be able to direct connect to
backup generators.
204
Staff Nominated Project
Saratoga Heights Landslide
Repair
$1,950,000
This project will stabilize Saratoga Heights Dr. to
prevent further damage to the road from active
landslide, using a shear pin and tieback design.
205
Saratoga
Hillside
Ground
Movement
206
Questions or Comments
207
Prospect Road Landslide
208
Continental Circle
209
Mt. Eden Road Landslide
210
Mt. Eden Erosion
211
Palomino Way
Landslide
212
Saratoga Heights Landslide
213
Pierce Road
Landslide
214
Bohlman Road
Landslide
215
SARATOGA CITY COUNCIL
MEETING DATE:February 28, 2020
DEPARTMENT:City Manager’s Department
PREPARED BY:James Lindsay,City Manager
SUBJECT:Strategic Goals, Mission Statement, and Statement of Values Review
RECOMMENDED ACTION:
Review the Strategic Goals, Mission Statement, and Statement of Values and direct staff
accordingly.
BACKGROUND:
The City Council’s Strategic Goals were reviewed in 2017 through a series of meetings. The
Mission Statement and Statement of Values were last reviewed at the City Council Retreat in 2019.
During the Retreat, the City Council requested several changes to the Mission Statement and
Statement of Values. This included grouping similarly themed elements of the Statement of
Values. These changes have been reflected in the attachment. In addition to providing direction on
the desired changes, the City Council asked staff to bring the Strategic Goals, Mission Statement,
and Statement of Values for review and to prioritize elements of the Statement of Values.
ATTACHMENTS:
Attachment A –Strategic Goals
Attachment B –Mission Statement and Statement of Values
216
City Council Strategic Goals,
Objectives, & Strategies
November 15, 2017
1.CITY LEADERSHIP
Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy
government dedicated to delivering effective high-quality leadership for the
community.
a.Responsive and accountable to the community
i.Council & staff are available to the community
ii.Provide user-friendly communication portals to enhance communication
iii.Effective interaction with the community
iv.Provide excellent customer service
v.Provide proactive communication and engagement with the public
b.Effective City Leadership
i.Municipal training for new Council Members
ii.Provide clear statements of City goals, purpose, and services
iii.Establish and observe City Council Norms of Operation
c.Organization Performance Management
i.Maintain a culture of stewardship and accountability
ii.Develop and maintain human capital
iii.Measure organizational effectiveness
iv.Foster an environment of leadership, teamwork, and innovation
v.Provide quality service to all customers both internal and external
d.Transparent Government
i.Open decision making
ii.Readily accessible documentation
iii.City representatives abide by rule of law
iv.Establish performance measures
v.Create documented, fair and transparent processes
e.Civic Engagement
i.Committees and commissions
ii.Support City sponsored community events
iii.Cultivate community managed events
217
City Council Strategic Goals, Objectives, & Strategies – Page 2
iv. Engage focus groups for community input
v. Support community-based organizations
vi. Civic outreach
vii. Seek opportunities for public art partnerships
f. Community Partnerships
i. Provide support to business community
ii. Local agency associations and joint ventures (e.g. schools, districts, cities, and
County)
iii. Non-profit group interaction and support (e.g. faith-based and community
services groups)
iv. Youth engagement
v. Neighborhood community groups
vi. Senior groups
2. FISCAL STEWARDSHIP
Ensure fiscal responsibility and transparency, proactively seeking opportunities for
improvements.
a. Strengthen the City’s Fiscal Health and Stability
i. Establish responsible, sustainable, and enforceable fiscal policies
ii. Establish and uphold effective internal controls
iii. Ensure efficient use of assets and resources
iv. Utilize long-range decision-making tools
v. Fiscal planning: Adopt a structurally balanced fiscal plan that retains the City’s
fiscal health, preserves essential services, and implements goals.
vi. Timely and accurate financial reporting in compliance with standards and
regulations
vii. Maintain excellent fiscal status
viii. Anticipate economic uncertainties inclusive of CalPERS
b. Preserve Essential Services
i. Identify core services as budgetary priorities
ii. Establish funding nexus where appropriate
iii. Control City services expansion
218
City Council Strategic Goals, Objectives, & Strategies – Page 3
c. Effectively Manage Revenue Streams
i. Ensure timely, accurate, and efficient collection of receipts
ii. Utilize audit practices to ensure collection and funding accuracy
iii. Obtain remaining Tax Equity Allocation funding
iv. Ensure City user fees are up to date
v. Support and advocate state legislation to prevent additional state takeaways
vi. Review/update rental leases
vii. Identify future/potential revenue opportunities
viii. Aggressively pursue grant funding when practicable
ix. Limit use of public debt financing
d. Expend and Use Fiscal Resources Responsibility
i. Program budget development
ii. Establish and enforce responsible contract and purchasing policies and limits
iii. Timely, accurate, and efficient expenditure practices
iv. Ongoing budget review
v. Minimize debt service expenditures
vi. Protect the City's assets from unauthorized use
e. Maintain Fund Balance Reserves
i. Establish Fund Balance Reserve Policies which strengthen fiscal viability
ii. Develop and adopt conservative balanced budgets
iii. Encourage budgetary savings where practicable
iv. Identify long-term funding requirements and practices
f. Nurture an Environment Which Attracts, Retains, and Expands Economic
Opportunities
i. Improve business retention and attraction efforts
ii. Minimize local business leakage
iii. Develop Saratoga brand as unique characteristic
iv. Support organizations that promote economic development in the City
v. Ensure a balanced community
g. Support Externally Funded Community Infrastructure Improvements
i. Encourage private industry to enhance utility infrastructure
ii. Encourage private industry to enhance technology infrastructure
219
City Council Strategic Goals, Objectives, & Strategies – Page 4
3. PUBLIC SAFETY
Provide for a safe and secure community.
a. Preservation of Life & Property
i. Partner with SCC Fire Department and County Sheriff to ensure the effective
enforcement of regulations, codes and law in order to maintain a safe and
secure community
ii. Manage SCC Sheriff's contract which provides staffing and resources to
deliver services that ensure public safety
iii. Partner with other public safety groups to maintain funding sources
iv. Implement risk management practices to enhance public safety functions
v. Provide code enforcement
vi. Utilize media for public outreach
b. Crime Prevention
i. Engage community participation in crime prevention awareness through
community forums
ii. Establish a Public Safety Task Force to improve crime prevention programs
iii. Build relationships with the community through programs like Neighborhood
Watch
c. Emergency Preparedness
i. Prepare and maintain Emergency Operations Plan
ii. With SCC Fire Emergency Operations Program, develop staff's emergency
readiness
iii. Ensure inter-agency / multi-agency coordination
iv. Enhance community safety preparations
v. Community outreach
220
City Council Strategic Goals, Objectives, & Strategies – Page 5
4. FACILITY & INFRASTRUCTURE
Maintain the City’s facilities and public infrastructure in a safe and sustainable manner
to address the functional needs of our residents in a cost-effective manner.
a. Excellent street system
i. Provide adequate funding to maintain the City’s PCI rating at a minimum of
70
ii. Pursue grant funding for roadway improvements
iii. Maintain and improve roadway safety
b. Safe, well-functioning, and beautiful roadway infrastructure
i. Maintain sidewalks and crosswalks to enhance safety
ii. Maintain safe bicycle facilities
iii. Maintain storm drain maintenance program
iv. Maintain streetlights and signals at safe and efficient operational standards
v. Enhance roadway landscaping / beautification
vi. Develop storm drain master plan
vii. Seek opportunities to increase and enhance accessibility within the City
c. Well-maintained, safe parks
i. Maintain parks and equipment at a safe and functional level
ii. Maintain playground equipment in compliance with industry standards
iii. Establish a Park Master Plan for long term sustainability
iv. Provide safety and ADA improvements
v. Provide well maintained and safe sports fields
d. Useful and safe trails and open spaces
i. Develop and improve trails throughout the City
ii. Develop and improve Quarry property to link to Saratoga-to-Sea trail
e. Clean, safe, and pleasant City facilities
i. Ensure City facilities are clean, safe, and maintained according to best
practices
ii. Establish facility and equipment replacement schedule
iii. Establish long term plan for replacement and enhancement of facilities
221
City Council Strategic Goals, Objectives, & Strategies – Page 6
iv. Upgrade facilities to be energy efficient and ADA accessible when
replacing/remodeling
f. Well-maintained vehicles and equipment
i. Follow best vehicle and equipment maintenance and replacement practices
ii. Ensure proper vehicle and equipment training and usage
5. COMMUNITY HERITAGE
Honor Saratoga’s heritage by preserving significant historic assets.
a. Enhance Policies to Maintain the City's Historic Heritage
i. Establish historic point of interest program
ii. Maintain a heritage tree program
iii. Create a Historic Preservation Handbook
iv. Provide annual training for the Historic Preservation Commission on polices
& procedures
b. Enhance Standards to Maintain Architectural Attractiveness
i. Maintain high architectural design standards for new buildings
ii. Maintain the small-town, residential atmosphere and charm
iii. Provide annual training for the Planning Commission on polices & procedures
iv. Strengthen processes to identify and mitigate blighted properties
c. Protect Saratoga’s Natural Beauty
i. Maintain Tree City USA Status
ii. Maintain Hillside Preservation Policies
iii. Maintain high standards of improvement and maintenance of City parks
6. COMMUNITY ENRICHMENT
Foster a culturally enriched and diverse culture and engaged community.
a. Enhance community vibrancy and engagement
i. Promote community events
ii. Provide City parks and facilities for community use
iii. Provide recreation programs to build community connections
222
City Council Strategic Goals, Objectives, & Strategies – Page 7
iv. Promote the community’s diversity through support of cultural events
v. Strengthen sense of community and identity through regular
communication and engagement
b. Enhance & promote quality of life in the community
i. Maintain public use places and spaces
ii. Deliver high quality and safe recreational, social, educational, and cultural
services
iii. Develop and strengthen collaborative partnerships to enhance and
promote quality of life programs, projects, and services
c. Promote health as a community value
i. Provide facilities, infrastructure, and opens spaces for physical activities
ii. Offer and encourage recreational activities
iii. Support stronger tobacco control policies and regulations
d. Cultivate organizational and leadership potential in the community
i. Publicize community organizations at Council meetings and through City
communication channels
ii. Provide leadership development roles through City commissions
iii. Promote City volunteer programs
e. Foster a business-friendly environment
i. Support policies and regulations that balance the needs of businesses and
residents
ii. Encourage family-friendly businesses in the Village
f. Become an age friendly city
i. Gain acceptance into the World Health Organization’s Age-Friendly City
Network
ii. Support improving AARP’s 8 Domains of Livability within the City to help
the community be better for people of all ages
iii. Honor and respect the generational diversity of the City’s population
223
City Council Strategic Goals, Objectives, & Strategies – Page 8
7. ENVIRONMENTAL SUSTAINABILITY
Proactively support environmental sustainability efforts.
a. Protect and optimize the City’s natural resources and environment
through sustainable practices
i. Identify and integrate responsible environmental policies into land use /
planning development ordinances
ii. Maintain the City’s forested heritage to promote and sustain semi-rural
environment
iii. Promote urban parks and forestry projects
iv. Integrate drought tolerant / low maintenance practices into City
landscaping
b. Establish and implement comprehensive, long-range environmental
sustainability goals and policies
i. Partner with other agencies to address the causes and effects of climate
change
ii. Lead by example
iii. Adopt energy efficiency best practices to reduce consumption
c. Embrace environmentally friendly practices
i. Establish and follow environmental best practices
ii. Integrate energy efficiency practices into facility maintenance
iii. Utilize energy efficiency fixtures in City infrastructure
iv. Institute energy efficiency policies and practices in equipment and vehicle
fleet
v. Utilize environmentally sustainable technology where feasible
vi. Establish recycling and waste reduction practices
vii. Participate in environmental sustainability programs
d. Educate the community on environmental issues
i. Utilize communication resources to educate the Saratoga community
ii. Promote energy efficiency programs
iii. Support environmental events
e. Reduce the City’s carbon footprint
224
City Council Strategic Goals, Objectives, & Strategies – Page 9
i. Support efforts related to AB 32
ii. Migrate vehicle fleet and equipment towards environmentally sustainable
options
iii. Migrate facility heating systems to non-carbon heating sources, where
feasible
iv. Participate in Community Choice Energy
v. Where appropriate, serve as an early adopter or enabler of technologies
that reduce carbon production or greenhouse gas emissions
225
DRAFT Mission Statement &
Statement of Values
February 2019
MISSION STATEMENT
Provide essential municipal services which protect health, safety and welfare, and satisfy
the community’s desires to maintain its quality of life 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 diversity and inclusivity are celebrated;
Where the community values, respects, and actively supports the well-being of seniors,
families, and people of all abilities;
Where neighbors and community members work together for the common good;
Where the natural beauty of the City and its hillsides is preserved;
Where historic assets are preserved and promoted;
Where value is placed on an attractive, well-maintained and well-planned community with
a small town, residential atmosphere;
Where homes and neighborhoods are safe and peaceful;
Where local businesses provide a vibrant presence in the Village and the other commercial
areas;
Where desirable recreational and leisure opportunities are provided;
Where quality education is provided and valued;
Where the arts and cultural activities that serve the community and the region are
encouraged;
Where government provides high quality, basic services in a cost-effective manner;
226
Mission Statement & Statement of Values – Page 2
Where government values community involvement;
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.
227
SARATOGA CITY COUNCIL
MEETING DATE:February 28, 2020
DEPARTMENT:City Manager’s Department
PREPARED BY:James Lindsay,City Manager
SUBJECT:Village Parking District Improvements
RECOMMENDED ACTION:
Receive the presentation and direct staff to return with a work plan to address the deferred
maintenance and infrastructure needs of the Village Parking Districts at a regular City Council
meeting.
BACKGROUND:
The City of Saratoga owns and maintains approximately 4.5 acres of land in the Village containing
over 460 parking spaces within 4 Parking Districts.The City started acquiring properties in the
1960s to form Parking District No. 1 and completed formation of the remaining districts in the
1980s.When the City initiated formation of the Parking Districts, there was a clear public desire
to have the benefiting properties cover all costs associated with construction and maintenance of
the Parking Districts.
The public interest in forming the districts is best summarized in this excerpt from City Council
Resolution 369 (1967) forming Parking District No. 1 Maintenance District:
“…the expenses of maintaining and operating the parking facilities and
appurtenances and any improvements which may hereafter be constructed,
including the cost of necessary repairs, replacement, fuel, power, electrical current,
care, supervision, and any and all other items necessary for the proper maintenance
and operation thereof, to be assessed wholly upon the lands lying within the
district benefited by and to pay the costs and expenses of said improvements,
which is the hereby determined will be benefited by said improvements…”
The property tax structure in California changed substantially in 1978 with the passage of
Proposition 13.With the passage of Proposition 13, many separate district assessments got
included into the 1% ad valorem property tax that became the standard property tax state-wide.As
a result, no additional assessment was applied to the property owners in the Village that have
benefited from the Parking Districts.
228
The City has spent millions of dollars over the past 50 years improving and maintaining the Village
Parking Districts.With no additional assessments being received, the City has not had the
financial resources to keep up with the aging infrastructure in the districts, and city-wide roadway
maintenance funds continue to be diverted towards emergency repair work in the districts.
Photos of Deferred Maintenance:
In addition to providing parking to most Village businesses, the Parking Districts also provide a
central point for solid waste and recycling pick-up. Since the shared trash enclosures in the Parking
Districts were constructed, a number of State regulations have been adopted to reduce the amount
of waste going to landfills. Some of these new requirements have resulted in greater space
requirements. For example, Assembly Bill (AB) 1826 requires businesses that generate eight cubic
yards or more of organic waste per week to separate organics into a separate collection bin. The
existing enclosures are not large enough to accommodate the new AB 1826 organic waste bins.
Photos of Undersized Solid Waste Enclosures:
229
To address the issues with the Parking Districts, staff is seeking City Council direction to prepare
a work plan to address the aging infrastructure and growing demands for new infrastructure within
the Village Parking Districts. The work plan would include financing options for the City Council
to consider in order to make necessary improvements and maintain the parking district on an
ongoing basis without diverting General Fund dollars.
ATTACHMENTS:
Attachment A – Parking District Map
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3rd StreetBig Basin WayBig Basin WaySaratoga-Sunnyva4th Street5th StreetSaratoga Creek123431Oak Street4th StreetS a ra to ga-Los G atos RoadSaratoga AvenueParking Districts´LegendBusinesses using Parking District No. 1Businesses using Parking District No. 2Businesses using Parking District No. 3Businesses using Parking District No. 4Parking District No. 2 - 57 spacesParking District No. 4 - 61 spacesParking District No. 1 - 126 spacesParking District No. 3 - 219 spacesOctober 2014Parking Counts based on Fehr & Peers 2008 Village Parking Survey, dated 6/11/08231
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SARATOGA CITY COUNCIL
MEETING DATE:February 28, 2020
DEPARTMENT:City Attorney
PREPARED BY:Richard Taylor, City Attorney
SUBJECT:2019 Legislative Update
RECOMMENDED ACTION:
Accept staff report and provide direction to staff.
BACKGROUND:
Attached is a summary of legislation adopted in 2019 that will affect City operations. During the
retreat staff will make a presentation on the housing-related legislation and be available to
answer questions concerning other legislation passed in 2019.
ATTACHMENT:
Attachment A – 2019 Legislative Update
1213309.1
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2019 Legislative Update
Community Development
SB 330 (Hancock) – Prohibits new limits on housing, restricts the number of public meetings
that may be held on new housing proposals, establishes vested rights at the time of pre-
application, and imposes other requirements to streamline housing production. Will be discussed
further at retreat.
AB 670, 587, 68, 881 & SB 13 (Various authors) – Streamlining development of accessory
dwelling units. Will be discussed further at retreat.
AB 1763 (Chiu) – Establishes increased density bonus for 100% affordable projects. Will be
discussed further at retreat.
AB 1485 (Wicks)/SB 235 (Dodd) – Amends SB 35 to further streamline processing of eligible
projects. Will be discussed further at retreat.
AB 747 (Levine) – Requires cities and counties to identify evacuation routes and their capacity,
safety, and viability under a range of emergency scenarios in the General Plan Safety Element by
January 1, 2022. (A city or county that has adopted a local hazard mitigation plan, emergency
operations plan, or other document that fulfills commensurate goals and objectives may use that
information in the safety element to comply with this requirement.)
AB 65 (Petrie-Norris) – Requires the General Plan Safety Element to identify any residential
developments in any hazard area that does not have at least two emergency evacuation routes.
Cities and counties must regularly review and update this information on the same schedule as
other safety element updates. Also expands the definition of “natural infrastructure” for climate
adaptation planning. (Initial amendment required at or prior to the next revision of the housing
element on or after January 1, 2020.)
AB 1100 (Kamlager-Dove) – Requires existing and future parking spaces served by electric
vehicle charging equipment to be counted towards compliance with local parking minimums.
This measure also requires existing and future accessible parking spaces with an access aisle
served by electric vehicle charging equipment to be counted as at least two standard automobile
parking spaces towards compliance with local parking minimums.
SB 280 (Jackson) – Not immediately applicable to Saratoga but requires HCD, at the next
triennial building standards rulemaking cycle, to investigate possible changes to the building
standards in the California Residential Code for adoption by the California Building Standards
Commission to promote aging-in-place design.
AB 1482 (Chiu)– Limits rent increases and requires just cause evictions.
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AB 1487 (Chiu) – Establishes the Bay Area Housing Finance Authority to raise, administer, and
allocate funding for affordable housing in the San Francisco Bay area and provide technical
assistance at a regional level for tenant protection, affordable housing preservation, and new
affordable housing production. The Association of Bay Area Governments (ABAG) and
Metropolitan Transportation Commission (MTC) serve as the governing board of the Authority.
AB 1486 (Ting) – Requires cities to include specified information relating to surplus lands in
their housing elements and annual progress reports (APRs), and requires HCD to establish a
database of surplus lands.
SB 85 – Clarifies that a fee may be charged by state and local entities for enforcement of
building standards adopted by the state fire marshal relating to fire, panic safety, and other
regulations.
SB 527 (Caballero) – Provides that commercial cannabis and hemp cultivation may be
designated as an agricultural use or a compatible use under the Williamson Act (WA).
Specifically, this measure defines industry hemp as an agricultural commodity. (Cannabis
provisions not applicable in Saratoga as the Saratoga code does not allow commercial cannabis
operations.)
Administrative Services
AB 147 (Burke) – Implements the United States Supreme Court holding in Wayfair by setting
the framework for the collection of state sales and use taxes from out-of-state sales by remote
retailers who have significant levels of economic activity in California, even though they do not
have a physical presence in this state.
AB 498 (Weber) – Exempts veterans from paying any local business license fees for a business
that offers or provides services if the veteran is the sole proprietor.
SB 205 (Hertzberg) – Requires cities to administer program whereby certain regulated
businesses must demonstrate enrollment with the National Pollutant Discharge Elimination
Systems (NPDES) permit program prior to the issuance or renewal of a local business license.
Public Works
AB 1768 (Carrillo) – Expands the definition of public works to include work conducted during
site assessment or feasibility studies. This measure also adds preconstruction work, including
design, site assessment, feasibility studies, and land surveying to be part of public works,
regardless of whether any further construction work is conducted for purposes of paying
prevailing wage.
AB 1633 (Grayson) – Authorizes cities within the jurisdiction of the Metropolitan Transportation
Commission (MTC) to develop and implement a traffic signal optimization plan for reducing
travel times, stops, and fuel use.
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SB 128 (Beall) – Not currently applicable to Saratoga but extends a pilot program to allow
specified jurisdictions (including Santa Clara County) to select a bidder based on best value for
construction projects in excess of $1 million. The pilot program authorizes a best value
construction contracting method to award individual annual contracts for up to $3 million for
repair, remodeling, or other repetitive work done according to unit prices. This measure sunsets
on January 1, 2025.
Community Services
SB 160 (Jackson) – Requires cities to integrate cultural competency in the next regular update to
their emergency plan and , at a minimum, describe how all cultural populations within its
jurisdiction are served by emergency notifications, evacuations, sheltering, mitigation,
prevention ,planning, and preparedness. “Cultural competence” is defined to mean the ability to
understand, communicate with, and effectively interact with people across cultures in order to
ensure that the needs of all community members are addressed, with priority given to culturally
diverse communities. It includes being respectful and responsive to the cultural and linguistic
needs of diverse population groups.
SB 190 (Dodd) – Requires the State Fire Marshall to develop (1) a model defensible space
program; (2) a Wildland-Urban Interface (WUI) Fire Safety Building Standards Compliance
training manual for use by a city or county in the enforcement of existing defensible space
provisions in law; (3) a guidance document for the maintenance of defensible space around
residential structures to be considered for adoption into the California Green Building Standards
Code; and (4) a WUI products handbook listing products and construction systems that comply
with the WUI Fire Safety building standards.
AB 827 (McCarty) – Requires commercial waste generators and organic waste generators that
provide customers access to the business, to provide, by July 1, 2020, commercial solid waste
recycling bins or organic waste recycling bins to collect materials purchased on the premises.
City Clerk
AB 1819 (Committee on Judiciary) - Allows public records act requestor to use the requester’s
equipment to copy public records on agency premises.
AB 571 (Mullin) – Sets a default contribution limits for elective county or city office at the level
established by the Fair Political Practices Commission (FPPC) for state Senate and Assembly
elections. Allows cities to impose different limits and allows for the adoption of enforcement
standards for violations of those limits.
SB 47 (Allen) – For initiatives circulated by paid circulators requires disclosure of “Official Top
Funders.”
SB 359 (Moorlach) -- Allows a referendum petition to contain an impartial summary of the
referendum instead of the full text of the ordinance or the portion of the ordinance that is the
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subject of the referendum. The summary would be drafted by the proponents of the referendum,
filed with the local elections official, and approved by the city attorney.
SB 681 (Stern) – Allows the proponent of a referendum to withdraw the referendum at any time
before the 88th day before the election, whether or not a petition has already been found
sufficient by the elections official.
AB 698 (Obernolte) – Prohibits invalidating a signature on an initiative or referendum petition
because of a variation of the signature caused by the substitution of initials for the first or middle
name, or both, of the person signing the petition.
AB 931 (Boerner Horvath) – Not directly applicable to Saratoga but starting January 1, 2030
would require, with respect to a city with a population of 50,000 or more, that the city not
appoint members of non-salaried, nonelected boards or commissions consisting of five or more
members such that individuals of the same gender identity comprise more than 60 percent of the
board or commission’s membership.
Public Safety
AB 1168 (Mullin) – Requires public safety agencies to deploy a text to 911 services that enables
an individual to text “911” for emergency services, and that is capable of accepting Short
Message Service (SMS) messages and Real-Time Text (RTT) messages.
AB 1699 (Levine) – Prohibits telecommunications providers from throttling internet traffic for
first responder agencies during an emergency.
SB 670 (McGuire) – Requires telecommunications providers to notify the Governor’s Office of
Emergency Services (CalOES) whenever there is an outage limiting the ability of customers to
make 911 calls or receive emergency notifications. This measure also requires CalOES to notify
the affected public safety answering point affected by the outage.
SB 70 (Nielsen) – Requires each electrical corporation’s wildfire mitigation plan to include
where and how it considered undergrounding electrical distribution lines in areas with the
highest wildfire risk.
SB 167 (Dodd) – Requires each electrical corporation, as part of submitting their wildfire
mitigation plans to the CPUC, to additionally include the impacts on customers who are
receiving medical baseline allowances as part of their protocols related to mitigating the public
safety impacts of disabling reclosers and deenergizing portions of the electrical distribution
system.
SB 247 (Dodd) – Requires electrical corporations, within one month of the completion of each
substantial portion of the vegetation management requirements in its wildfire mitigation plan, to
notify the CPUC’s Wildfire Safety Division. This measure also requires the Wildfire Safety
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Division to audit the completed work and requires the audit to specify any failure of the electrical
corporation to fully comply
1207760.2
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City Council Retreat–February 28, 2020
Legislative Updates
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BILLS ENACTED IN 2019
•SB 330 (“Housing Crisis Act of 2019”)
•AB 670, 587, 68, 881 & SB 13 (ADUs)
•AB 1763 (Density Bonus)
•AB 1485/SB 235 (SB 35)
•Many more (more than 20 in all)
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SB 330: HOUSING CRISIS ACT OF 2019
Amends Housing Accountability Act
Amends Permit Streamlining Act
Adds Govt. Code §66300
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HOUSING ACCOUNTABILITY ACT
Overview
Significantly modified in 2017
2019 changes
Which ordinances/policies/standards apply
Exceptions for CEQA mitigation measures, when project changes, etc.
Definition of “objective” standard (same as SB 35)
Early determination of historic resources
Limit on number of hearings
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PERMIT STREAMLINING ACT
Overview
Does not apply to ministerial permits or legislative acts (GP,
zoning amendments, specific plan, final maps, administrative
appeals)
2019 changes
Mandatory checklist
Timeline for application review, completeness, action
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GOVERNMENT CODE §66300
Prohibits enactment of development policies applicable “to land where
housing is an allowable use” that would:
Reduce density/intensity of use (unless concurrent up-zoning)
Impose moratorium absent findings of imminent threat
Impose subjective design standards established on/after 1/1/2020
Cap/limit housing units or population
Cities can prohibit/limit commercial use of land designated for residential use
(AirBnB)
Can’t approve housing project that will demolish more units than create or
demolish protected units absent findings (inc.replacement)
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SB 35: STREAMLINED HOUSING APPROVALS
Overview
2019 Changes
New eligibility criteria for Bay Area jurisdictions
Clarification on:
How to calculate square footage of mixed-use development
Duration of permits
Overlap with density bonus law/HAA
Subsequent permits
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DENSITY BONUS
Existing Law Provides Density Bonus/Waivers/Concessions for:
10% lower income/5% very low income
Senior citizen housing development and others
AB 1763 (Chiu): 100% lower income projects eligible for 80
percent bonus or unlimited if within ½ mile of major transit stop
4 incentives/concessions and 3 story height increase if within ½
mile of major transit stop
Major transit stop is intersection two or more major bus routes
with a frequency of service interval of 15 minutes or less during
the morning and afternoon peak commute periods or as
designated in regional transportation plan.
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HOUSING POLICY TRANSPARENCY
Cities must post on their websites:
•Information regarding fees, exactions, and affordability requirements applicable to proposed
housing development projects
•A development application checklist
•Current and five previous annual Mitigation Fee Act financial reports.
•Any impact fee nexus studies or cost of services studies prepared on or after January 1,
2018.
(SB 330, AB 1483)
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BAY AREA REGIONAL HOUSING FINANCE AUTHORITY
New regional authority to levy taxes and fees and issue
bonds to fund affordable housing programs, planning and
technical assistance, and infrastructure to support housing
in the Bay Area (AB 1487 –Chiu).
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ACCESSORY DWELLING UNITS
Overview
2019 Changes
AB 670: HOAs can no longer prohibit or unreasonably restrict
ADUs
AB 671: Housing Elements must incentivize and promote creation
of affordable ADUs
AB 68, AB 881, SB 13: Significant changes to city processing of
ADUs
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•Single-Family lots: Can have both JADU and ADU
•Multi-Family lots: Can convert non-habitable space
to ADUs
•No lot size requirements
•No owner occupancy requirement
•No fixing of non-conforming conditions
•Must allow 800 sf ADUs with 4-foot setbacks 16
feet high regardless of max FA
•Side and rear yard setbacks limited to four feet
•Max size: at least 850 sf or 1,000 sf
•No replacement parking for garage conversion
•No CCRs or deed restrictions
•And more……
ACCESSORY DWELLING UNITS
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HOUSING ELEMENT 2022-2030
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HOUSING ELEMENT 2022-2030
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HOUSING ELEMENT 2022-2030
PLANNING PERIOD (8 YEARS): DECEMBER 15, 2022 –DECEMBER 15, 2030
Key Milestones Deadline
HCD Issues RHND Spring 2020
Proposed RHNA methodology, draft subregion shares July 2020
Draft RHNA methodology to HCD for review November 2020
Final methodology, release draft allocation March 2021
Appeals Summer 2021
Final RHNA allocation July 2021
HCD Housing Element due date December 2022
Dates are tentative and subject to change
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Questions?
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ACCESSORY DWELLING UNITS
Questions?
Duplex v. ADU
Front Yard Setbacks
PDs/Specific Plan Areas
Size limits on streamlined units
Building Codes
150 sf for ingress/egress
Old deed restrictions
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