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FY 2014-15 Adopted Operating & Capital Budget .ilt �. 110 SAFEST CITIES IN FISCAL YEAR Y 11 a� - , 2014/15 OPERATING of 0 SARATOGA, CALIFORNIA Operating & Capital Summary Budget for Fiscal Year July 1, 2014 to June 30, 2015 City Council EmilyLo ........................................................................................................Mayor Howard Miller........................................................................................Vice Mayor Manny Cappello............................................................................. Council Member Chuck Page ................................................................................... Council Member Jill Hunter....................................................................................... Council Member fDaviPrepared under the direction of.- David d Anderson................................................................................ City Manager,retired on July 23, 2014 James Lindsay......................................................................................City Manager effective July 23, 2014 Mary Furey.................................................................................................Administrative Services Director 13777 Fruitvale Avenue, Saratoga, CA 95070 3 www.sarato ag ca.us 4 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET TABLE OF CONTENTS INTRODUCTION CityManager's Budget Message .......................................................................................................................................11 Government Finance Officers Association Budget Award.................................................................................................27 Letterfrom the City Manager.............................................................................................................................................28 History&Culture of Saratoga............................................................................................................................................29 CityCommissions...............................................................................................................................................................23 StrategicGoals&Objectives..............................................................................................................................................35 BudgetProcess Overview...................................................................................................................................................40 BudgetCalendar.................................................................................................................................................................42 Fiscal Management Policy Statements ..............................................................................................................................45 FundBalance Reserve Policies...........................................................................................................................................51 CIPProject Process Policy.................................................................................................................................................61 GannAppropriation Limit..................................................................................................................................................68 GannLimit Resolution.......................................................................................................................................................70 AnnualBudget Resolution..................................................................................................................................................71 FINANCIAL SUMMARIES & SUPPLEMENTAL INFORMATION FINANCIAL SUMMARIES Total Revenues and Expenditures TotalFund Activity Summary............................................................................................................................................77 TotalRevenues—by Fund..................................................................................................................................................78 TotalExpenditures—by Fund.............................................................................................................................................80 TotalRevenues—by Category............................................................................................................................................82 TotalExpenditure—by Category........................................................................................................................................83 General Fund Revenues and Expenditures General Fund Revenues—by Department..........................................................................................................................84 General Fund Expenditures—by Department.....................................................................................................................85 General Fund Revenues—by Category..............................................................................................................................86 General Fund Expenditures—by Category.........................................................................................................................87 General Fund Tax Revenues per Capita—Cities of Santa Clara County ...........................................................................88 General Fund Tax Revenues— 10 Year History of Key Tax Revenues..............................................................................89 General Fund—Fund Balance Activity..............................................................................................................................90 Operating Transfers Schedule of Interfund Transfers.........................................................................................................................................91 Fund Balance Total Fund Balance Activity Summary-by Fund..............................................................................................................92 Fund Balance-5 Year Comparative Balances ..................................................................................................................94 Departmental Budgets Department Revenues—by Program..................................................................................................................................96 Department Expenditures—by Program.............................................................................................................................98 5 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET Table of Contents page—2— SUPPLEMENTAL INFORMATION Employee Information Summary of Employee Salary&Benefits........................................................................................................................102 Total Funded Positions by Department............................................................................................................................106 Staffing by Department—Five Year History....................................................................................................................108 Staffingby Fund—Five Year History..............................................................................................................................109 Major Revenue Information GeneralFund Revenues....................................................................................................................................................112 Non-General Fund Revenues............................................................................................................................................118 CapitalRevenues..............................................................................................................................................................119 Long Range Financial Planning General Fund Five Year Forecast.....................................................................................................................................122 DEPARTMENTAL BUDGETS OVERVIEW Department/Program List............................................................................................................................................. 127 OrganizationChart...........................................................................................................................................................130 COUNCIL&COMMISSIONS Council&Commissions Overview..................................................................................................................................131 CityCouncil......................................................................................................................................................................135 CityCommissions.............................................................................................................................................................139 CITY MANAGER'S DEPARTMENT City Manager's Department Overview.............................................................................................................................143 CityManager's Office......................................................................................................................................................149 CityClerk.........................................................................................................................................................................153 ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Department Overview...............................................................................................................157 Finance.............................................................................................................................................................................161 HumanResources.............................................................................................................................................................165 AdministrativeServices....................................................................................................................................................169 OfficeSupport Services ...................................................................................................................................................173 InformationTechnology Services.....................................................................................................................................175 ITEquipment Replacement .............................................................................................................................................179 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview............................................................................................................183 DevelopmentServices......................................................................................................................................................187 AdvancedPlanning...........................................................................................................................................................191 CodeCompliance ............................................................................................................................................................195 Building&Inspection Services........................................................................................................................................199 6 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET Table of Contents page—3— PUBLIC WORKS DEPARTMENT PublicWorks Department Overview................................................................................................................................203 GeneralEngineering.........................................................................................................................................................207 DevelopmentEngineering................................................................................................................................................211 EnvironmentalServices....................................................................................................................................................215 Streets& Storm Drains.....................................................................................................................................................219 Parks&Landscape Maintenance......................................................................................................................................223 Vehicle&Equipment Maintenance..................................................................................................................................227 Vehicle&Equipment Replacement.................................................................................................................................231 Landscape&Lighting Districts........................................................................................................................................235 RECREATION&FACILITIES DEPARTMENT Recreation&Facilities Department Overview.................................................................................................................239 RecreationServices..........................................................................................................................................................243 TeenServices....................................................................................................................................................................247 FacilityRentals.................................................................................................................................................................251 BuildingMaintenance ......................................................................................................................................................255 PUBLIC SAFETY DEPARTMENT PublicSafety Department Overview................................................................................................................................259 PublicSafety Services......................................................................................................................................................263 EmergencyPreparedness..................................................................................................................................................269 NON-DEPARTMENTAL Non-Departmental Overview............................................................................................................................................273 GeneralAdministration....................................................................................................................................................277 LegalServices ..................................................................................................................................................................279 CommunityGrants ...........................................................................................................................................................283 CommunityEvents ..........................................................................................................................................................285 Risk Management/Liability Insurance..............................................................................................................................289 Workers Compensation Insurance....................................................................................................................................293 General Obligation Bond Debt Service............................................................................................................................297 CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Overview...............................................................................................................................303 StreetsProgram................................................................................................................................................................311 Parks&Trails Program....................................................................................................................................................391 FacilitiesProgram.............................................................................................................................................................443 Administrative Improvements Program............................................................................................................................481 7 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET Table of Contents page—4— REFERENCE SECTION FundDescriptions.............................................................................................................................................................514 Listof Funds.....................................................................................................................................................................517 Listof Programs...............................................................................................................................................................518 CityStatistics....................................................................................................................................................................521 Listof Acronyms..............................................................................................................................................................533 Glossary............................................................................................................................................................................535 8 Q INTRODUCTION SECTION 9 10 CITY HALL 13777 FRUITVALE AVENUE 0 SARATOGA, CALIFORNIA 95070 (408) 868-1200 May 21,2014 Honorable Mayor and City Council Members, The City of Saratoga finds itself in an enviable financial position this upcoming fiscal year.The proposed Fiscal Year 2014/15 budget projects a healthy net operations amount,leaving room for future year expenditure growth. However, the challenge in future years will be to contain or reduce future expenditure growth in conjunction with operational increases, which may not be controllable, such as rising pension costs, essential contract services, and utility fees. This will require Council and staff to remain diligent in their analysis of cost impacts in budgetary and operational decisions, and to continue the City's emphasis on increasing efficiency and effectiveness in all that it does. Saratoga is a beautiful residential community that residents identify with and want to keep. Saratoga's residents expect a high quality of life: safe and quiet neighborhoods, limited commercial development, excellent infrastructure and community amenities that include the City's streets and parks,and an efficient and responsive government that meets the needs of its residents. These expectations are a priority for the City Council and are used to guide development of City policy, including the budget. Due to the community's size and the philosophy of Saratoga's founding residents that government should be limited, the City offers a minimum service level model and maintains contracts for law enforcement, animal control,waste management, legal services, and a variety of other services. The City's service model is possible in large part due to the independent special districts that provide water, sewer, library, and fire services to Saratoga's residents. City staff is small and efficient,working diligently to meet the needs of its residents. Saratoga and the Santa Clara County Office of the Sheriff, which the City contracts with for public safety services,were recognized recently for their efforts to keep the City safe. Saratoga was named the safest city in California and the 12'safest city in the nation. In an effort to continually improve the safety of Saratoga, the City Council approved additional traffic enforcement hours around schools for FY 2014/15. This new funding will increase the Sheriff's Office contract by 12%from FY 2013/14. Other notable funding increases include a 13.6%increase in community grants to fund Destination Saratoga and the Village street closure event, and a 5.6% increase in internal services charges to keep pace with program growth.The 22.8%increase in materials and supplies appears large due to the small prior year expenditure base. The total increase represents many minor increases in light of several years of restricted budgets,and some one- time contingent funding budgeted for the new City Manager to use for new technology and equipment. Expenditures will not continue to grow at these rates in future years as these were one-time increases. The remainder of the proposed budget remains relatively consistent with prior year funding levels. Revenues are expected to remain fairly consistent with prior years, in line with an overall flattening revenue trend. This anticipated flattening trend comes primarily from expectations that property tax growth is beginning to plateau, and with this expectation, it is projected the City's revenue base will not keep pace with current expenditure growth. The City Council and new City Manager will need to continue the City's tradition of careful and thoughtful budgeting to ensure financial stability in future years. 11 CITY OF SARATOGA INTRODUCTION SECTION Upcoming Change After more than 13 years as the City Manager of the City of Saratoga, I announced my retirement in January 2014. My last day with the City will be in July 2014. The new City Manager will assuredly bring new ideas and perspectives to City leadership, along with a close working relationship with the Council to carry out the Council's vision and address the current and future needs and desires of Saratoga's residents. The new City Manager recruitment opened in March 2014 with the application process closing in May 2014. The executive search firm Avery and Associates is conducting the recruitment. The public has been invited to provide input through an online survey. The information obtained through the survey will assist the City Council in selecting a qualified professional for the City Manager position. The City Council is expected to appoint a new City Manager in July 2014. FINANCIAL OVERVIEW Meeting the needs and desires of Saratoga's residents is accomplished through careful budgeting on the City's part. Saratoga was not immune to the recession that hit in 2008.Overall revenues dropped significantly and the City responded quickly through service level reductions, staff furloughs, and employee salary and benefit concessions. But,as the economy and housing market have stabilized and revenue numbers have increased over the last two years, the City has been able to restore service levels, including reopening planning and building counter hours to full days, reinstating critical staff positions, increasing the Sheriff's patrol hours, and adding hillside wildfire mitigation services. Revenues The City's revenues include tax, service,and fee related funding in support of general operations,and dedicated revenues for restricted uses, such as Landscape and Lighting District revenues, and GO Bond payment assessments.General Fund revenues support general city government functions and comprise the majority of the revenue budget. The schedule below provides a high-level summary of General Fund Revenues and Transfers into the General Fund. The darkened column on the right represents the Proposed' FY 2014/15 budget. The two columns to the immediate left represent the FY 2013/14 current year budgeted and estimated revenues,and the two prior fiscal year actuals are in the first and second columns. Revenues and Funding Sources FY2011/12 FY2012/13 FY2013/14 FY2013/14 FY2014/15 % of General Fund Revenues Actuals Actuals Adjusted Estimated Proposed Budget Property Tax $ 8,279,947 $ 8,966,396 $ 9,470,400 $ 9,465,665 $ 9,763,750 53.3% Sales Tax 1,100,489 1,051,121 1,050,000 1,053,520 1,085,000 5.9% Transient Occupancy Tax 205,421 228,199 210,000 235,000 245,000 1.3% Business&Other Taxes 477,963 541,158 535,000 530,000 540,000 2.9% Franchise Fee Tax 1,852,390 2,083,704 2,059,954 2,094,715 2,105,954 11.5% Intergovernmental 274,848 391,486 392,216 443,389 433,500 2.4% Fees,Licenses&Permits 1,236,460 1,591,517 1,517,065 1,496,195 1,466,450 8.0% Charge for Services 1,732,889 1,744,112 1,907,678 1,896,058 1,887,153 10.3% Interest 44,731 28,670 46,000 29,661 25,000 0.1% Rental Income 508,647 465,460 419,175 450,624 463,508 2.5% Other Sources 516,848 544,164 466,575 508,173 296,902 1.6% Total General Fund Revenues $16,230,633 $17,635,987 $18,074,063 $18,203,000 $18,312,217 100% Fund Transfers In 205,222 106,000 106,000 106,000 - Total ReNenues&Transfers $16,435,855 $17,741,987 $18,180,063 $18,309,000 $18,312,217 12 CITY OF SARATOGA INTRODUCTION SECTION In comparing the proposed revenue budget,it is useful to understand the"Estimated"column provides the best guess for the current year revenue actuals, and the proposed budget is built with anticipated growth from the estimated amount. In cases where the City receives one-time money—such as in insurance reimbursement,the projected revenue will not grow. Typically this occurs in the Other Sources category. To provide a more complete understanding of the City's finances,the revenue categories below are reviewed in more detail in the following sub-sections. The City's largest revenue sources include property tax, sales tax, franchise fees, charges for services, and income from fees,licenses,and permits.Although some of the City's revenue sources have shown rapid growth over the last two years,others have continued to increase at a moderate pace,while a few remain at significantly reduced levels.The days of ever expanding revenue sources appear to be gone. As a result,the City has adjusted its budgeting assumptions to match the new trends that have emerged since the recession. Interest Income—The dramatic loss of interest income is the clearest example of a shift that began during the 2008 recession, and shows no signs of improvement to date. The City's funds are held in the State's Local Agency Investment Fund(LAIF). Traditionally,this investment served as a stable source of income for the City. In FY 2007/08, interest income— Interest Income at an interest rate of From Recession through Recovery Years about 5%— 100.000 615:731 brought the City 600:000 approximately 500,000 $615,000 in 400;000 62 as revenue. But by 300.000 the next year 200.000 - 7044 63 883 interest income had 100,000 44.731 28,670 29.660 257000 dropped by almost half to $362,500, 2004/03 2000f09 2009/10 2010/11 2011j12 2012/13 2013/14 2014/15 Actuals Actuals Actuals Actuals Actuals Actual Estimated Budget and then again to less than a third in the following year. By September 2009, interest rates fell below 1% and then continued to decline to less than one-half of 1%by September of 2010. Interest rates have hovered around one quarter of 1% since June 2013. The City expects to receive only$25,000 in interest income for FY 2014/15. With the Federal Reserve keeping interest rates low to provide stimulus to the economy,the LAIF return is likely to remain low for at least another two years. Sales Tax - In contrast, with Saratoga's primarily residential community having few retail or commercial districts, sales tax revenue remained relatively steady through the recession and recovery. Sales Tax is one of the City's top five General Fund revenue sources,hovering just above$1 million for the last several years,with the same forecasted Sales Tax for this next fiscal From Recession through Recovery Years year. Although 1,300,000 consumer spending 1,250,000 is slowly rising,the 1,200,000 1,150,000 S,lOQ.489 1.085.000 net effect on the 1,100,000 1,057,977 1043,034 1;051;121 1;053;520 City's budget 1S 1,050,000 990,579 1,000,000 954,574 slight. In FY 950,000 2014/15, sales tax 900,000 650,000 revenue is expected 800,000 to increase by about 2007108 2009109 2009110 2010M2011'12 2012'13 2013114 2014115 Actuals Actuals Actuals Actuals Actuals Actuals Estuuated Proposed $30000. 13 CITY OF SARATOGA INTRODUCTION SECTION Recreation Fees — Relatively steady Recreation Fees consumer spending From Recession to RecoveryYears can also be seen in 750.000 723,200 the Recreation and 7€10"000 677,000 Facilities 647,541 656,568 643,530 Department. Camp 650,000 606.221 608,331 617358 and class sign-ups 600,000 are projected to 550.000 increase slightly 500.000 with an overall 2007+'08 2008-'09 200910 201011 2011/12 201213 201314 2014,115 $42,000 rise in Amps Actuals Actuals Actuals Actuals Actual Estimated Budget revenue expected from additional in-house summer camps and increased trip/excursion revenues with ticket price increases. Rental Income-The public also regularly rents the City's facilities and parks for various activities and events, and due to the reasonableness of rental fees, rental income has remained fairly stable throughout the years. Beginning in FY 2009/10, revenue Rental Revenues picked up due to From Recession to Recovery Years the opening of the 1000000 Saratoga-Prospect center facilities. 800,000 Although rental 600;000 328;237 366;617 444,262 438;901 508,647 463 959 450;622 463,506 income decreased 400.000 slightly during the 200;000 last two years, rental income is 2007x08 2008;'09 2009!10 201011I 2011!12 201213 2013'14 2014!15 projected to increase from Actuals Actuals Actuals Actuals Actuals Actual Estimated Budget $450,624 in the current year,to$463,500 in FY 2014/15 due primarily to the addition of a regular Friday night facility rental by the San Jose Youth Philharmonic. Development Revenues-The local economy continues to show signs of stability through ongoing job growth and rising residential real estate values. The return of consumer confidence in the housing market was reflected in the Community Development Department's revenue increase of 13.6% from FY 2011/12 to FY 2012/13. However, it appears activity has begun to level out this last fiscal year as FY 2013/14 development receipts are expected to end the year with only a Development Fees 2.4% growth from From Recession through RecoveryYears the prior year. 3°000 000 253,495 1;898;774 2©20,148 2,32],860 2,360,020 2;297,700 While projections 2,500,000 for FY 2014/15 are 2,000,000 1,894,832 fl;644,993 on par with 1,50o,000 development 1.000.000 revenues prior to soo.o00 the recession, they are expected to 2007%08 2008!'09 2009,110 201011 2011x12 2012/13 2013!14 2014/15 continue to Actual Actual Actuals Actuals Actuals Actual Estimated Budget plateau. 14 CITY OF SAPATOGA INTRODUCTION SECTION On a much smaller revenue scale,the Public Works' Development Engineering activity reflects a similar trend but with stronger fluctuations. Public Works saw a 35%increase in revenues from FY 2011/12 to FY 2012/13, but expects they will see a 10%revenue decrease in FY 2013/14,and a further drop in FY 2014/15. Development revenue reductions seen in FY 2008/09 through FY 2011/12 are closely linked to the state of the economy. As the chart above illustrates,revenues were clearly impacted during these years. Fortunately some construction projects were able to continue as planned thereby mitigating some of the economic downturn effects. This was primarily due to our resident's financial stability,but also there were two small subdivisions which pulled building permits at the lowest point in the recession. Now,after several years of increases,a fairly flat revenue trend is forecast in FY 2014/15. However, the strong real estate market is expected to affect the City's budget in a different way. Housing Prices in Saratoga Saratoga is a bedroom community with slightly more than 30,000 residents. Saratoga residents enjoy their quiet neighborhoods nestled between the Santa Cruz Mountains and nearby Silicon Valley companies where many are employed.The City is also well known for its safety,beautiful streets and parks,fine dining restaurants,and excellent schools. The combination of these positive characteristics makes Saratoga a highly desirable place to live,and that is reflected in Saratoga's housing prices. In 2010,Bloomberg BusinessWeek named Saratoga as the most expensive suburb in California with a median home price of$1.4 million. That number has increased significantly in the last four years. The median home price in Saratoga has jumped by more than$500,000 to$1.95 million,the Silicon Valley Association of Realtors reported in March 2014. That number is approximately 18% higher than it was at the same time in 2013, the association stated in its report. Not surprisingly, the City's largest single Property Tax Distribution General Fund revenue source comes from (T�I)icai Distributions) property taxes. Santa Clara County SCVWD oversees the property tax collection and 1.61% distribution process on behalf of the State + of California. The County distributes the Other special property taxes paid by Saratoga property Districts �` 4.71% owners to multiple agencies and funds. Of this revenue, the City receives approximately 5.45%of the distribution— ------_City of about 2% less than other California Saratoga municipalities. In comparison, Saratoga's 5.45% school systems collectively receive r approximately 65.0% of the property tax allocation. (A more detailed discussion ' outlining the background of the reduced ' allocation is on the followingt• 1 r r Property Tax Revenue - The City will receive more than $9.7 million in General Fund property tax revenue in FY 2014/15. As in previous years, property tax revenue will account for more than 50% of the City's General Fund revenue. The strong housing market in Santa Clara County, and specifically in Saratoga, has helped buoy the City's budget while other revenue sources have remained flat or moderately increased. 15 CITY OF SARATOGA INTRODUCTION SECTION As this chart shows,the recession did not significantly impact the City's property tax revenue, due primarily to Saratoga resident's ability to remain financially viable during an economic downturn,and to the desirability and prestige associated Property Tax Revenues with living in Saratoga. From Recession through Recovery Years The main cause of the mostly flat revenue 12;000;000 946 i 5;665 9763750 stream was from 10,000,000 7,922;815 8,194,364 8.,279,947 81966,396 decreased Document 8,155;362 8,026,659 8.000.000 Transfer Tax revenue. This is a tax collected 6,000;000 when real property is 4;000;000 sold, to fund costs 200708 2008'09 200910 201011 2011;12 2012''13 2013/14 2014/15 associated With the Actuals Actuals actuals Actuals Actuals Actuals Estimated Budget transfer of ownership records. Document Transfer Tax funding decreased as property owners held onto their real estate rather than selling at low market prices. As a result, Secured and Unsecured property tax revenues remained relatively stable throughout the recession and recovery. New Funding Sources and Losses Revenue declines and takeaways over the last five or six years have led to an annual loss of what would be approximately$1 million in annual revenues in FY 2014/15 budget dollars. These revenue reductions include approximately$200,000 in Vehicle License Fee revenues taken by the State of California, $150,000 in reduced property tax due to new administrative fees levied by Santa Clara County,and$50,000 in unpaid State mandated reimbursements.This all has been in addition to the loss of$600,000 in interest income due to the drop in interest rates. Fortunately,the City has received new revenue from multiple sources. The City of Saratoga,as part of the West Valley Solid Waste Management Authority,which includes Campbell, Los Gatos, and Monte Sereno, recently renewed its contracts with West Valley Collection and Recycling (WVC&R) for solid waste and recycling services. As part of the new contract, WVC&R will be making annual payments of$450,000 to the Authority. The annual payment will be dispersed among the member cities based on population. Saratoga will receive approximately$131,000 annually. Another dedicated funding stream came about several years ago when the Authority folded several environmental program expenses into the rates, including the Household Hazardous Waste augmentation, additional street sweeping services, and the Authority's annual JPA dues. Together these account for$164,000 of reimbursed expenses. And, since FY 2012/13, Saratoga has received approximately$180,000 annually for street maintenance purposes from a voter-approved 2010 VTA measure assessing a $10 Vehicle License Fee Surcharge. While property tax revenue continues to be the City's strongest revenue source, the City receives less than its full share of the property tax allocation.With the passage of Proposition 13 in 1978,annual property tax increases due to assessed real property value were restricted to no more than 2%per year.As a result,cities with very low or no property tax rates were locked into rates that were far below the rates established in other cities. Saratoga, along with the cities of Cupertino, Los Altos Hills, and Monte Sereno, were among the cities in Santa Clara County that had no or very low property taxes. To mitigate this, legislation was passed in 1979 to bring no/low tax cities up to a statewide minimum property tax rate of 7%. However, Santa Clara County was allowed an exception that singled out the cities of Saratoga,Los Altos Hills,Cupertino,and Monte Sereno,thereby limiting the amount of property taxes these four cities were to receive. Throughout the years, the cities have launched collaborative lobbying efforts to introduce and pass legislation that would treat Saratoga, Cupertino, Los Altos Hills, and Monte Sereno like all no/low tax cities and to receive at least 7%of the property tax collected in the 16 CITY OF SARATOGA INTRODUCTION SECTION respective cities.Past efforts partially restored the takeaway,but additional work needs to be done to fully restore the property tax rate for the four cities. Expenditures The City's General Fund expenditure schedule below provides a high-level summary of General Fund Expenditures and Transfers-Out of the General Fund for the FY 2014/15 proposed budget in the far right column, the FY 2013/14 current year budgeted and estimated expenditures are the two columns to the immediate left, and the actual expenditures for the two prior fiscal years are in the first and second columns. In the FY 2014/15 proposed budget column, salaries and benefits account for almost 40% of the budgeted expenditures. The Sheriff's contract follows with slightly more than 26% of the budget. The internal service charges account for 13% of the budget and represent the City's reimbursement for support services to itself. This ranges from Workers Compensation to Vehicle & Equipment replacement allocations, to Building Maintenance charges.These expenditures are reflected as revenues in the Internal Service Funds.Consultant and Contract Services comprise 12%, and is the compilation of many separate contract services, from attorney to engineering,to janitorial services. Expenditures &Transfers Out FY2011/12 FY2012/13 FY2013/14 FY2013/14 FY2014/15 % of General FundEKpenditures Actuals Actuals Adjusted Fstimated Proposed Budget Salary&Benefits $ 6,074,360 $ 6,409,105 $ 6,850,811 $ 6,437,670 6,937,142 39.8% Materials&Supplies 163,990 188,965 241,419 242,285 296,450 1.7% Fees&Charges 708,175 738,596 791,931 812,190 847,770 4.9% Consultant&Contract Services 1,638,896 1,887,847 2,200,424 2,056,017 2,065,434 11.9% Sheriff Services 4,060,306 4,153,654 4,225,024 4,225,024 4,600,540 26.4% Meetings,Events&Training 37,783 38,946 95,145 76,769 97,400 0.6% Cornmunity Grants&Events 116,203 122,007 185,301 176,400 210,576 1.2% Fixed Assets 11,336 - - - 35,000 0.2% Internal Services Charges 1,899,748 2,033,577 2,202,853 2,202,854 2,325,389 13.4% Total Expenditures $14,710,798 $15,572,697 $16,792,908 $16,229,209 $17,415,701 100% CIP Reserve Transfers Out $ 180,000 $ 1,084,500 $ 280,880 $ 280,880 $ 1,633,345 GF Operations Transfers Out $ 100,000 $ 100,000 $ 100,000 $ 100,000 $ 200,000 Total Transfers Out 280,000 1,184,500 380,880 380,880 1,833,345 Total Expenditures&Transfers $14,990,798 $16,757,197 $17,173,788 $16,610,089 $19,249,046 In comparing the proposed budget to prior years,again it is useful to understand the"Estimated"column provides the best guess for the current year actuals, and the proposed budget is typically built with anticipated growth from the estimated amounts. The adjusted budget (adopted plus Council approved changes) provides the expenditure plan-and in total,represents the spending authority. Overall,General Fund expenditures increased 4.6%from the prior year budget.This is the result of a number of ongoing increases,service enhancements,and one-time or bi-annual cost increases.Most notable is the$300,000 addition to public safety services,which is discussed in more detail in a following section. Budgeted salary and benefits increased by $81,000 from the prior year budget. For salary and benefits,budget comparisons reflect increases more accurately than comparing the proposed budget to the current year's estimated actuals as vacancy factors and the annual$200,000 budget contingency for retirement terminations and paid-time-off payouts will fluctuate from year to year and skew the budget to actuals comparison. Salary and benefits are also discussed in more detail below. 17 CITY OF SARATOGA INTRODUCTION SECTION Another significant operating budget expenditure increase includes an additional $122,500 in internal service charges. This increase comes mainly from rising building maintenance, vehicle maintenance, and information technology costs and additional services. The election costs are also reflected as an increase in fees and charges. With three seats open, several candidates will run,thereby requiring$65,000 in budgeted election fees. As this is a bi-annual cost,the prior year comparison is zero. Additionally, one-time funding is included in the budget for new park equipment and a modest allowance for office furniture and technology for the new City Manager. The remainder of expenditures remain consistent with prior year operational funding. General Fund transfers out include$1.6 million from the Capital Improvement and Efficiency Funding Reserve to the Capital Budget, and $200,000 from current year funding to the Capital Budget. Current year funding includes $100,000 for the Annual Facility Improvement Project, and $100,000 for the General Plan Update Project. As previously noted,a number of the budget expenditure categories are reviewed in more detail in the following sub-sections to provide more information on proposed budget expenditures and trends. Salary&Benefits—With the upturn in the economy, Council established several new positions, and converted several temporary positions to full-time staff positions last year. As the new hires occurred over the course of the fiscal year, salary savings resulted from partial-year vacancies. With the reinstatement of services and stabilization of workload duties, the City will not be adding any positions this fiscal year and will be moving forward with the status quo.Budgeted salary increases reflect cost-of-living and step increases. Salary increases are mitigated in part by reductions in benefits provided to new employees.With increasing turnover in staff from retirements and the improving job market, this mitigating offset is expected to temper salary increases for the next decade. During the same time however,pension costs will increase by about 50%over the following five years with the implementation of Ca1PERS corrective actions. In an effort to bring the pension plans in line with current projections, CalPERS recently updated the plan's actuarial assumptions. Member's longevity,retirement ages, investment returns, final salary,and numerous other demographic factors were researched and recalculated into funding requirements. They also studied the actual long-term rate of return on investments and determined their 7.5%assumed return was too high. The actuarial rate of return was lowered to 7.25%,meaning there would be reduced investment earnings factored into the funding of the pension plans. This change requires employers to contribute more toward retirement benefits. In addition, investment losses that occurred during the economic downturn will begin to impact employer rates. To deal with the significant increases hitting its member agencies, CalPERS adopted a 20-year funding plan, which starts with a five-year ramp up period in which employer contribution rates will increase rates by approximately 50%. After five years,rates level out for 10 years,and then decrease for the five years at the end of the 20-year period. This ramp up period will begin in FY 2016/17. With the Governor's pension plan reform legislation, known as the California Public Employees' Pension Reform Act (PEPRA), another pension funding change will occur. Effective January 1, 2013, new CalPERS members are placed into lower benefit pension plans,making the existing CalPERS plans obsolete as members leave or retire from service. The closing of the plans will result in funding liability problems as fewer and fewer members are left to fund the ongoing pensions of the retired members.To correct this situation,CalPERS intends to combine pension plans into a one-risk pool and assign each member agency a calculated share of the liability to balance out the various plan contribution rates. The details are still being worked out,but CalPERS' current recommendation is to bill each agency an annual dollar amount rather than build it into the rates.It is unclear as to how many years the annual invoices would continue,or whether the amount would increase,decrease,or stay the same. More information is expected over the next six months. 18 CITY OF SAPATOGA INTRODUCTION SECTION Fortunately, Saratoga is able to keep its salary expenditures low as its minimal services structure incorporates contracting out many of its services. Contracting out services allows the City to increase and decrease service levels as needed—either seasonally, during economic downturns, for special projects, or to backfill positions when necessary. While contracting for services creates savings on employee and equipment expenses,the price of contract services is directly tied to changes in fuel and consumer prices and therefore also increases over time –which collectively can be significant. However,the City is able to manage service levels,thereby controlling financial impacts. Public Safety–Public safety continues to be a top priority for City Council members,residents, and the Santa Clara County Office of the Sheriff. The City has contracted with the Sheriffs Office for public safety services since Saratoga was incorporated in 1956.This partnership has been rewarding for the City in multiple ways. The City saves millions of dollars a year by contracting with the Sheriffs Office instead of employing an in- house police department. The City spent $4.2 million on the Sheriffs Office contract in FY 2013/14. That accounted for just 25.4% of the City's General Fund budget. This compares favorably to other Santa Clara County municipalities that dedicated upwards of 40%or more of their General Fund budgets on police services. While the Sheriff s Office contract cost is comparatively small,the City receives a very large return in services. The Sheriffs Office provides all the services that an internal police department would—patrol, traffic enforcement, and investigations—but with the added benefit of crime analysts, technology services, and other valuable law enforcement services on an incremental, as-needed basis. In FY 2013/14, the Sheriffs Office provided approximately 20,000 general law enforcement service hours, 2,396 traffic enforcement hours, 2,400 investigative hours, 340 reserve activity hours,and a full-time School Resources Officer. Not only does the City see considerable cost savings through its agreement with the Santa Clara County Office of the Sheriff,but crime rates have remained low. This is due in part to being part of a broader law enforcement organization. Deputies are aware of criminal activity occurring throughout the county. This broader communication alerts deputies and crime analysts to targeted areas, criminal patterns, and crime activity connections and suspects. In fact, Saratoga was recognized for its notably low crime rate in November 2013 when SafeWise.com named it the Safest City in California. The ranking was based on FBI crime rates from 2011 and the company's own research of cities with at least 20,000 residents. This honor was followed just a few months later with news that Saratoga had been named the 12th Safest City in the United States by NeighborhoodScout.com. The company released the results in February 2014. The company based its findings on the research of cities with 25,000 residents or more and the total number of property and violent crimes per 1,000 residents. Crimes included burglary, theft, motor vehicle theft, murder, rape,armed robbery,and aggravated assault. To further public safety efforts in Saratoga, the City Council approved the addition of a second traffic enforcement officer effective with the FY 2014/15 budget. The new officer will add approximately 1,800 hours of traffic enforcement in the City with an emphasis on schools,particularly during drop-off and pick-up times. The officer will attend PTA meetings to educate parents and meet with school administrators to discuss traffic flow to help alleviate traffic problems around the City's schools and create a safer environment for Saratoga's students. The additional traffic enforcement hours will cost the City $292,200 over the fiscal year. Combined with an annual increase,the Sheriffs Office contract will move up to 27%of the City's General Fund budget,which is still far less than what most surrounding municipalities are dedicating to police services. Community Grants - A sense of community and civic pride is also important to Saratoga residents, and this year's budget reflects the City's continued commitment to community building. The City has recognized the critical need for community building as the City continues to evolve. For instance, the City's population has 19 CITY OF SARATOGA INTRODUCTION SECTION remained around 30,000 for decades, but the make-up of the population has changed considerably. The 1990 U.S. Census showed that 84%of the population was Caucasian and 15%was Asian. Fast forward to the 2010 U.S. Census and those numbers were far different: 54% Caucasian and 41% Asian. Saratoga is also getting older. The number of residents 65 and over increased within 10 years from 4,859 in 2000 to 6,087 in 2010. Although just a 4% increase, Saratoga's population is expected to get older as more Baby Boomers become seniors. At the same time, Saratoga saw its youngest population of 5 years and under drop from 1,597 in 2000 to 977 in 2010—a 2.1%decrease. Building a sense of community and inclusiveness among the various cultures and ages of the City's residents has been vitally important to the City Council and it shows in the budget. Saratoga is home to a number of volunteers and community organizations that work toward serving the community and strengthening the sense of identity in the community through a variety of means. Each year the City Council approves the allocation of community grants to a few nonprofits that provide key social services to Saratoga residents. In addition to the approximately$40,000 grant provided for basic support to the Saratoga Area Senior Coordinating Council (SASCC), another $22,000 has been allocated to SASCC's Adult Care Center. The adult care services offered by SASCC provides less independent older adults with socialization, entertainment, and a variety of activities and events. The City is also granting $8,000 to West Valley Community Services, which provides a variety of services to West Valley residents, including a food pantry, transitional housing, and emergency assistance and family support services. The Catholic Charities of Santa Clara County Long Term Care Ombudsman Program will also receive $5,000. Through this program, Catholic Charities advocates for individuals living in nursing or residential care facilities and promotes the rights and well-being of these people. Grant funding will also be allocated to the Santa Clara County FireSafe Council. The FireSafe Council, which will receive $25,000, is a non-profit organization composed of individuals, public and private agencies and companies that share a common,vested interest in preventing and reducing losses from wildfires. New funds in the amount of$20,000 will also be allocated to local nonprofit Destination Saratoga, which is a group of local business owners who have joined together to help promote and brand the City and its commercial districts as an appealing destination for residents and visitors alike. The City Council continues to allocate funding to help with community events in Saratoga that are open to the public. The Council allocated$21,000 to 10 scheduled events in FY 2014/15, such as the annual Independence Day Celebration, multiple music and art events, and the Blossom Festival—which has a history dating back to the early 1900s. Internal Service Funds - Ongoing increases in staff salary & benefits, contract service costs, utilities, annual technology licenses and support, and added technology and equipment all contribute to increasing costs in the Internal Service Funds each year. In addition,with the City's reserve policies calling for Internal Service Fund reserves to be funded at a working capital level, several of the funds required an increase in the service charge- backs to right-size the fund balances. Future year increases are expected to be minimal as annual funding is adequate, and most fund balances are now in-line with reserve policies. NET OPERATIONS While there is a substantial increase from the prior year in the proposed expenditure budget, the overall long- term changes made to the organization since the recession began has developed into a sustainable operations plan which has allowed for these public safety and community funding enhancements, and the stabilization of the City's workforce and internal service funds. The below Net Operations schedule summarizes the proposed revenue and expenditure budgets discussed above to illustrate total General Fund funding sources and uses. 20 CITY OF SARATOGA INTRODUCTION SECTION Last year's General Fund budget had a proposed GENERAL FUND Net Operations of just over $600,000. Yet even with added services and increased funding Total Revenues 18,312,217 requirements in the FY 2014/15 proposed budget, Transfers In - the projected Net Operations remains very healthy Total Revenues and Transfers In 18,312,217 at $746,516. As the General Fund's current year Use offund Balance estimated Net Operations is expected to end the Enviommental Reserve 50,000 year much higher—at approximately $1.9 million Capital Project&Efficiency Reserve 1,633,345 —it is clear the City's financial structure is fiscally Total Funding Sources $ 19,995,562 sustainable under the current circumstances. Expenditues 17,415,701 However,with the knowledge that future years will Transfers Out bring the impending pension funding changes and CIP Reserve Transfer Out 1,633,345 ongoing cost of living increases,it is imperative the o City Council and staff continue to practice TTransfer Out 200,000 conservative financial practices to retain Total Funding Uses $ 19,249,046 operational sustainability. NET OPERATIONS $ 746,516 NOTABLE ACCOMPLISHMENTS IN FY 2013/14 Community Development Department Extended Counter Hours The City of Saratoga continually evaluates new ways to provide better customer service to residents. In light of recent increases in development revenues and growing demand for development and building services, the Community Development Department expanded Planning and Building counter hours in FY 2013/14. The Building Division is responsible for administering the California Building Code, plan-checking and on-site inspections. The Planning Division is focused on zoning administration and land-development review. The addition of a new Permit Technician allowed for more flexibility and greater coverage at the counters. The expanded hours have led to decreased waiting times and increased access to City services. Noise Element and Ordinance Update The City's Noise Element and Ordinance update was adopted by the City Council in April 2014. The Noise Element is one of seven mandatory General Plan elements. It is used to identify and assess noise issues in the City, as well as analyze and quantify current and projected noise levels for various sources of noise. The City held multiple community workshops and study sessions in order to receive feedback from residents and allow the Planning Commission time to review the Noise Element,which had been last adopted in 1988. Residential Design Review Handbook Update In February 2014,the City Council approved a new Residential Design Review Handbook. The handbook serves to guide homeowners, architects, and builders in designing single-family homes or remodeling existing homes in a manner that is compatible with surrounding properties. The handbook also serves as a guide for staff,the City's Planning Commission, and the City Council in the Single-Family Design Review Process. Let's Move! Initiative The National League of Cities recognized the Saratoga City Council in July 2013 for the completion of key health and wellness goals for Let's Move!Cities, Towns,and Counties(LMCTC). LMCTC is a major component of First Lady Michelle Obama's comprehensive Let's Move! initiative, which is dedicated to solving the childhood obesity epidemic within a generation. The City Council adopted a resolution in 2011 to join the Let's Move! initiative. The City's Recreation Department has taken the lead in implementing the program's goals, which involve creating policies and programs to support healthier life choices for youth in the community. The City's Parks and Recreation Commission has also hosted Let's Walk Saratoga! guided tours at Santa Clara County's Fremont Older Open Space Preserve and the City's 64-acre Saratoga Quarry Park. 21 CITY OF SARATOGA INTRODUCTION SECTION Wildfire Protection and Prevention Saratoga is one of 14 communities in Santa Clara County that has been identified as being at risk for wildfires. The City has worked closely with the Santa Clara County FireSafe Council, a non-profit organization, and the Saratoga Fire Protection District throughout the past fiscal year to educate Saratoga residents about wildfire prevention. Together,the City,FireSafe Council,and Saratoga Fire Protection District have informed residents about a free chipping service that creates defensible space around homes and roadways by clearing brush and grass. This practice slows or stops the spread of wildfires, which reduces property damage and deaths during fires. This is particularly important since a large percentage of the City is located in a high fire hazard area designated by the State of California. Fruitvale Avenue Median Beautification Project The City of Saratoga and West Valley College,a community college located in Saratoga,partnered to install an irrigation system and add landscaping to a little more than half a mile in the medians on Fruitvale Avenue. The project also included restoration of the medians and repairs to the drainage system. The project cost approximately$140,000 to complete with West Valley College contributing$90,000. The City funded$50,000 of the project through its gas tax revenue. Saratoga Quarry Park Master Plan In 2011,the City acquired the 64-acre Congress Springs Quarry property—now referred to as Saratoga Quarry Park—from Santa Clara County. The City began the process of developing a Master Plan by hiring a consultant in March 2013 to lead the effort. Four workshops were held to receive ideas and feedback from the public on the future of the property. In June 2014,the City Council approved the Master Plan. It includes plans for hiking trails,a boardwalk trail,picnic areas,staging areas,recreational facilities,event space,a grassy meadow,as well as plans to preserve important habitats and historic features on the property. Additionally, the plan allows the City of Saratoga to increase its acreage of open and recreational space and eventually provide a connection to the existing Skyline-to-the-Sea Trail. Highway 9 Safety Improvement Project:Phase II The Highway 9 Safety Improvement Project is a multi-agency collaboration among the City of Saratoga, City of Monte Sereno,and Town of Los Gatos to make Highway 9 safer for pedestrians and bicyclists. The project has been split into four phases. Phase II began in March 2012 and was managed by the City of Saratoga and included installation of pedestrian pathways along Highway 9 and a pedestrian crosswalk at Mendelsohn Lane. Other related improvements included small retaining walls,driveway modifications,signage, and striping. Median Banner Policy The City of Saratoga's Median Banner Policy was established in September 2013. The policy regulates all event banners in City medians and identifies seven locations where individuals or groups can advertise their events. The first event banners were hung in late-November 2013. The banner program has become increasingly popular among community event organizers with fifteen events advertised through the program. It is expected that the banner program's popularity and use will only grow as more community event organizers learn about it. Video Projects The City of Saratoga has produced seven videos within the last year to educate residents about major Public Works projects, street closures,and the state of the City. The videos were hosted by City Council Members and shot and edited by City staff. The videos have been uploaded to video sharing sites YouTube and Vimeo and posted on the City's website,Facebook,and Nextdoor.com. In all,the videos have been viewed approximately 1,750 times. 22 CITY OF SARATOGA INTRODUCTION SECTION NEW INITIATIVES FOR FY 2014/15 Housing Element Update The City of Saratoga's General Plan helps guide the growth and land development of the community for the short and long term. The City of Saratoga's General Plan contains six elements: land use,circulation and scenic highway, open space and conservation, safety, noise, and housing. While identifying and analyzing existing housing needs,the Housing Element also provides the primary policy guidance for local decision-making related to housing. The Housing Element Update began in February 2014 and is expected to be completed in November 2014. Multiple community workshops and study sessions have been held. This helps ensure a transparent process that gives residents the chance to be heard. Guava Court and Fredericksburg Drive Entrance In 2007, the pedestrian crossings at 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. Two years ago residents living near the area expressed interest in having the access point reopened. Residents believe that reopening the Guava Access would allow for more community engagement with families in the area. The project would reconnect the Fredericksburg Drive neighborhood with Blue Hills Elementary School. The City and the CPUC will need to have extensive discussions for this process to take place. If the easement purchase is allowed, and the CPUC gives permission to start the process of reopening,the City must also make improvements to the ramp at the opening so that it becomes ADA compliant. Staff recently secured a Transportation Fund for Clean Air grant totaling$300,000 to pay for a large portion of this project. The City is providing a match amount of$45,880. Quarry Park Master Plan Implementation: Phase I The Saratoga City Council approved the Quarry Park Master Plan in FY 2013/14. As stated above,the Master Plan includes the addition of hiking trails,picnic areas,staging areas,recreational facilities,and other amenities. This first phase of implementation would include the development of gravel parking lots and the clearing of trail paths to connect with picnic areas. NOTABLE OPERATIONAL CHANGES FOR FY 2014/15 Administrative Services An Administrative Services Division has been added to the Administrative Services Department to reorganize departmental duties and separate administrative oversight from the department's other divisions. General Plan Consultant Expenditures The General Plan consultant expenditures will be accounted for as an ongoing capital project to allow for multi- year contracts. The project is intended to retain funding for updates to the General Plan elements when directed by City Council. Approximately$100,000 of Advanced Planning fees will be redirected for this purpose each year. Development Technology The Development Technology project has been added to the CIP to better track and analyze technology funding and expenditures,with the intent to identify appropriate funding requirements. Risk Mana-e� ment Reallocated .05 FTE of the Risk Manager's staff time to the Emergency Preparedness Program to support in- house emergency operations and cost-recovery preparedness efforts. 23 CITY OF SARATOGA INTRODUCTION SECTION Legal Services Employment law legal services were relocated from Human Resources into Legal Services for accounting and budget oversight by the City Attorney. CAPITAL BUDGET HIGHLIGHTS The Capital Improvement Plan(CIP)budget is used for construction, acquisition,rehabilitation, or non-routine maintenance projects that generally cost more than $25,000 and have a lifespan of at least 5 years at a fixed location. Additionally, non-infrastructure projects may be included in the CIP under the Administrative & Technology Improvement Program if they are one-time, operational efficiency or technology, or multi-faceted administrative projects. New for FY 2014/15 is a CIP Project Process Policy. This procedural policy has been established to bring another level of transparency to the City's budgeting process. The policy defines how a project moves through the CIP budget funding process: from the initial project idea,through development—and if successful—into the CIP budget. This new Council policy is located on page 51. For this fiscal year,a total of 17 new projects are proposed to be added to the CIP budget,totaling approximately $2,652,226. CIP projects are broken down into four categories: Streets Program, Parks and Trails Program, Facility Improvements Program,and Administrative&Technology Improvements Program. Funding for the CIP budget comes from designated funding sources such as gas tax and grants, from year-end budget surpluses, and from dedicated general fund support. Some notable new projects approved by Council for the Fiscal Year 2014/15 budget are listed below. Streets Program Residential Street Over time, large tree roots damage street curbs and gutters while water, Reconstruction weather, and use deteriorate the asphalt roadways. This$300,000 project will provide the initial funding needed to reconstruct streets that have deteriorated past the point where resurfacing would provide sufficient maintenance. Long-Term Trash Plan This $30,000 project will implement the City's Long Term Trash Plan Storm Drain Capture Devices (LTTP) with the installation of 15 storm drain full-capture devices at existing storm drain catch basins in areas with high-trash density. The goal of the LTTP is to reduce litter in waterways and the impacts associated with trash in discharges from the City of Saratoga's municipal separate storm sewer system. The City believes that purchasing and installing 15 storm drain full-capture devices will effectively reduce the instances of trash entering the storm drains and flowing into the bay. Parks and Trails Program Turf Reduction Renovation The City routinely identifies turf areas in Saratoga parks that can be Program replaced with native, drought tolerant plants to save on water and maintenance costs. This $25,000 project will reduce a large turf area at Beauchamps Park. Staff anticipates $5,500 to $8,000 in cost savings per year. 24 CITY OF SARATOGA INTRODUCTION SECTION Quarry Park Right-of-Way This project would provide funding for acquisition of additional properties Property Acquisition and easements to complete the Saratoga-to-the-Sea Trail. The City would like to expand the approximately 64-acre Quarry Park to create additional trails that would ultimately link to the Saratoga-to-the-Sea Trail. In order to do so, the City must purchase additional property and easements adjacent to the Quarry Park. The Council has allocated$100,000 toward the project for FY 2014/15. Village Creek Trail— This project would include the construction of a pedestrian trail along Construction Saratoga Creek behind the downtown Village businesses. The Village Creek Trail would be .45-miles long and would be parallel to Big Basin Way. The City is seeking grant funding from the Santa Clara Valley Water District. While this project is still in its initial phases, the creek trail is expected to include two pedestrian bridges, replacement of non-native invasive plant species with native plants, and the removal of creek blockages that interfere with fish migration in the creek. Facility Improvement Program Community Center Cool This project will cost $90,000 and will include the installation of a `cool Roof Replacement roof at the Joan Pisani Community Center,replacing the current roof that is more than 25 years old. The cool roof will reflect and emit the sun's energy back to the sky instead of allowing it to enter the building as heat. This is expected to cool the building's roof by an average of 20 to 30 degrees, thereby reducing the need for costly air conditioning use. The project is expected to result in approximately 5 to 7% energy savings during summer months. Pre-School Play Structure This $40,000 project will remove the aging wooden play structure at the Civic Center Pre-School and replace it with a structure that meets accessibility standards. This would be the last of the wooden play structures in the City to be replaced with powder coated steel structures.A new powder coated steel structure would last 15 to 20 years with relatively little deterioration compared with the weathering and splintering of wooden materials. It would also provide a safer environment for users and be compliant with modern play-structure safety standards. Administrative&Technology Improvement Program Citywide LLD Initiation This project provides matching funds for initial landscaping improvements Match Program to encourage neighborhoods to enter into a Landscape and Lighting District arrangement with the City. A total of$50,000 will be allocated to the program in its first year. Through the program,the City will match half the costs to establish new Lighting and Landscaping Assessment District zones up to $25,000. The funds will cover initial costs, such as irrigation and installation of landscaping.The program is intended to encourage residents to form new assessment district zones by reducing upfront costs. Improvements are typically made along City arterials leading into a neighborhood, providing beautiful gateways to Saratoga residential areas. 25 CITY OF SARATOGA INTRODUCTION SECTION District assessments will fund the subsequent upkeep of the improvements, including water,lighting,and landscape maintenance costs. CONCLUSION Although the recession is over and the economy and housing market are improving, the City will continue its tradition of cautious budgeting. Revenues are increasing for now,but the City expects these sources of funding to plateau over the next few years. The City's careful and restrained budgeting will continue to ensure that the City does not financially overextend itself. While the addition of more traffic enforcement hours by the Santa Clara County Office of the Sheriff was a significant budgeted increase this fiscal year, the addition of patrol services will be assessed each year in alignment with available funding. As has been our practice,the City will continue to improve its service to residents in a strategic and economical manner and presents a balanced 2014/15 budget to the City Council for adoption. Respectfully submitted, Dave Anderson City Manager 26 CITY OF SARATOGA INTRODUCTION SECTION GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentation Award PRESENTED TO City of Saratoga Cahfornia For the Fiscal Year Beginning July 1,2413 L uc.odivc Dircclor 27 CITY OF SARATOGA INTRODUCTION SECTION DAVE ANDERSON Saratoga City Manager August 21, 2000 —July 23, 2014 MOM Honorable Mayor and Council Members: It has been an honor to work with you and former Council Members throughout the past 14 years. The trust and confidence Council Members have shown me over the years resulted in a true partnership between the Council and staff. We have accomplished a great deal together for the benefit of Saratoga residents. Together,we have maintained the financial stability of the City and I have had the honor of presenting 13 years worth of balanced budgets during my tenure. Furthermore, we navigated one of the worst economic recessions in history with minimal impact to the City's residents. I am also fortunate to have helped to change the culture of the Saratoga city government. It is clear to me that the values of efficiency,responsiveness, and service have been internalized by this organization and will serve as a guide for the decisions and actions of our staff in the future. As Saratoga's City Manager,I have placed an emphasis on improving the City's infrastructure,including streets, parks and facilities. As a result, Saratoga has not seen growing deferred maintenance or a crumbling infrastructure that many other jurisdictions across the country are now facing. I am especially proud that we finalized the purchase of the Quarry property during my time with the City. I am certain that Saratoga's residents will treasure it when it is opened for recreational use. I am also grateful that I had the opportunity to work with local leaders to bring groups and individuals together to solve problems and build community. The City of Saratoga has established true partnerships with the many community organizations that serve the City's residents. I feel privileged to have had the chance to help create these partnerships,which have enriched the quality of life in Saratoga. I am proud to have served Saratoga and I wish the City and its residents all the best in the future. Sincerely, Dave Anderson 28 CITY OF SARATOGA INTRODUCTION SECTION HISTORY AND CULTURE OF SARATOGA ocated in the foothills of the Santa Cruz Mountains,approximately 26 miles east of the Pacific Coast, 10 miles southwest of San Jose,and 50 miles south of San Francisco,the City of Saratoga runs along the western edge of Santa Clara (D. Berkeie LY County. Although the incorporated City Re.man Costa of Saratoga dates back only to 1956, the ��� town :;Ban San had its beginning more than a centuryDaly ir Leandro earlier when William Campbell built a �Q1 Hayuuard LpiverrnorE Alameda sawmill here in 1848 about two and one- half Pacifica miles above the present downtown `"' ` Sana , f F-o ffrSao Al village,along what is now State Highway Brunn vei rernant 9_ Having spent the winter of 1846/47 in the ' .. r R!� T abandoned adobe buildings of Mission �'`t' arlo"s ito Milpitas Santa Clara,Campbell correctly surmised califomfa II east that S'unn+yu le Foothills the settlers who were beginning to come va,r��a� , to the Santa Clara Valley would want to '° "'�e"r 84 36 Ban ~130 build sturdy wood houses,reminiscent of Saratoga .ase the homes they had left in the East. `- ' arl,pb, _SII. 33d 4 SanSanta l ClaiNMI With this belief, William CampbellElen started a sawmill operation along the Lomond stream here in 1847. It was delayed �a �",anta however after another millwright g apltola 162 constructing a sawmill at the western base t Santa r of Cruz Watsonv the Sierra mountains a hundred and fifty .. •9.??f'i"Y4' 'I San JL miles northeast found gold flakes in the American River,touching off the 1849 California Gold Rush. While no such discovery occurred here,there were later reports of copper and silver deposits in the region. Instead, for more than half a century, the wealth of the local mountains was in timber,mostly redwood,and the settlement that later became Saratoga owes its start and early development to that wealth. In 1850, Martin McCarty leased the sawmill Campbell had started, and set about to improve its access by building a road to the site. To recoup his s investment, McCarty erected a tollgate near the r present intersection of Third Street and Big Basin Way,and charged a fee for the use of the road. It was - common practice in those early days for roads to be built on a private-enterprise basis,then after a period - of time, the counties would take them over and maintain them as public thoroughfares. In McCarty's case, although the tollgate was used for only about a year, it was sufficient for the settlement to be known as Tollgate for some years afterward. 29 CITY OF SARATOGA INTRODUCTION SECTION Due to the natural resources in the area, the town had a brief >. industrial era. With the abundance of lumber products, a tannery and paper mills were built along the stream, as well as several flour mills,and a furniture factory in town. Due to the collection of mills, the settlement's post office was given the name of Bank Mills in 1 1863. Shortly thereafter,the discovery of local mineral springs with a chemical content similar to that of Congress Spring at Saratoga ' = Springs, New York, led to the renaming of the settlement to Saratoga in 1865. In the latter part of the 1800's,the area's fertile soil and available land saw the emergence of another industry - agriculture. Apricots, cherries and French prunes were particularly well-suited to Saratoga's soil and climate. During the late 1880's,the hillsides were found to be conducive to viticulture and many wineries were established. In 1890, Saratoga became the home of the world-renowned Paul Masson Winery. Convinced that the rich California soil could produce grapes for champagnes comparable `�f to those of France, the French immigrant Masson brought grape ' cuttings from his native land to plant on the hillsides. , Saratoga developed into a pleasant village as it became the trading center for the surrounding fruit-growing farms. The mountain setting and mild climate also made Saratoga a popular resort area. The elaborate resort hotel Pacific Congress Springs,flourished for almost forty years about two miles above the village,until it was destroyed by fire in 1903. The resort image lingered through succeeding years,even as agriculture became the dominant industry in Saratoga and the Santa Clara Valley. During the early 1900's, Saratoga had an enviable reputation as a highly desirable place to live. The Interurban Rapid Transit of the day began service which connected Saratoga with the rest of the Santa Clara Valley and beyond. Saratoga soon became a haven for wealthy San Franciscans who came to build elegant hillside homes overlooking the lush valley. One of these was the palatial Mediterranean-style home of the United States Senator James Phelan. His Villa Montalvo is now a center for the cultural arts. After World War II,the valley's rapid urbanization changed the character of Saratoga from agricultural to suburban. As space technology and the defense and electronics industries were established in nearby communities, Saratoga's open land soon became more valuable for homes for the rapidly growing population, than it was for fruit orchards, although some vineyards and a few scattered orchards do remain as a reminder of the bygone era. The City of Saratoga strives to maintain these = elements of its natural beauty and colorful past through careful zoning policies and historic �- preservation. 30 CITY OF SARATOGA INTRODUCTION SECTION Public interest was stirred to new heights in the mid-1950s when,with orchards giving way to subdivisions, the annexation designs of the City of San Jose became obvious. As a result of this concern, Saratogans voted to incorporate in 1956 and to establish their own city government. Saratoga Today The City of Saratoga, as it exists today, is an attractive residential community of 30,887 (January 1, 2014) known for its excellent schools and prestigious neighborhoods. The community's historic downtown district,known as "The Village",has distinctive dining, unique shops, and numerous buildings dating back to s the late 1800's and early 1900's. Saratoga residents lace an emphasis on historical and on p P preservation, retaining the quality of the city's semi-rural ambiance. The City also is home to Villa Montalvo, the former home of Senator James Duval Phelan which hosts an art gallery, an artist in residence program, concert performances, park trails and grounds. Another local gem is the former Paul Masson homestead and winery in the Saratoga foothills, now known as the "Mountain Winery". This high-end event venue features world- class concerts each spring and summer. And Hakone Gardens,as shown in the picture,is the oldest Japanese-style residential garden in the Western Hemisphere. The garden is maintained and run by the Hakone Foundation, and lies just outside of the Village offering classes, festivals,and Japanese culture. City Government The City of Saratoga was incorporated in 1956 and operates under a Council/Manager form of government. The City government receives most of its revenue from property tax, although the City's share of property tax receipts is only about 5.45%of the 1%assessment Saratoga property owners pay. This"low tax"status limits the City to providing minimal services to its residents. Staffing is low for a city this size(51.90 FTE) with many services provided on contract. In addition, with the relatively late incorporation of the city after the community had developed, many school districts and utility districts were already in place,meaning more than one pre-existing district may serve within City of Saratoga boundaries. Public safety services are provided by other governmental organizations, including the Santa Clara County Fire Department through property tax allocation agreements, and by the Santa Clara County Sheriff's Office by city contract. Animal control services are contracted with the City of San Jose. The City's departments are structured by function, and include Public Works — which oversees city infrastructure maintenance and projects, Community Development—which guides the physical growth of the City through planning, zoning, and building inspection, Recreation and Facilities — which provides recreation programs and maintains city facilities, Administrative Services—which provides oversight and support for the City's financial, administrative, and technology operations, and the City Manager's Department — which provides oversight and guidance for City functions, as well as legislative and administrative support for the City Council and Commissions. Transportation Saratoga is part of a comprehensive transportation network that links the City to other Silicon Valley cities and beyond through roadways,bikeways,and mass transit systems,including the bus and light rail systems, 31 CITY OF SARATOGA INTRODUCTION SECTION the CalTrain system, and to the Mineta International Airport in San Jose. Bus routes provide inter-city transportation needs with access to the Village, schools, the community college, and local office and shopping markets. Highway 85 runs through Saratoga,providing linkage to other area freeways and major cities. San Francisco is 47 miles north,and Santa Cruz is about 26 miles southwest. The tourist havens of Monterey and Carmel are approximately 65 and 73 miles south of Saratoga,respectively. Schools The City of Saratoga is served by 6 different schools districts, which include Saratoga Union School District, Cupertino Union School District, Campbell Union School District, Los Gatos-Saratoga High School District, Campbell Union High School District, and Fremont Union High School District. The schools in these districts that serve Saratoga residents are among the best in the nation. Saratoga High School and Monte Vista High School have been ranked by U.S.News&World Report within the top 100 schools in the country. City of Saratoga Statement of Values The City of Saratoga strives to maintain a high quality of life for its residents through careful planning and infrastructure maintenance, through activities to build community, and by providing opportunities for extensive citizen participation in community issues. Succinctly,the statement of values for our City is that: Saratoga is a Community Where the common good prevails; Where the natural beauty of the City and its hillsides is preserved; Where historic assets are preserved and promoted; Where local commerce provides a vibrant presence in the Village and the other commercial areas; Where the orientation is toward the family; Where homes and neighborhoods are safe and peaceful; Where government is inclusive and values community involvement; Where desirable recreational and leisure opportunities are provided; Where quality education is provided and valued; Where value is placed on an attractive,well maintained and well planned community; Where government provides high quality,basic services in a cost effective manner; Where a small town,picturesque,residential atmosphere is retained; Where the arts and cultural activities which serve the community and the region are promoted; Where neighbors work together for the common good; Where leadership reflects community goals; and Where,because of the forgoing, the citizens and the families of Saratoga can genuinely enjoy being a part of and proud of this special community. 32 CITY OF SARATOGA INTRODUCTION SECTION CITY COMMISSIONS Finance Committee The Finance Committee(previously termed the Finance Advisory Committee and the Finance Commission) was originally formed in 1981 to advise the City Council on financial matters pertaining to the governing of the City, as well as on the use of fiscal resources and the development of technology for the City. In 2007, the Council reconstituted the Finance Commission as a Finance Committee to review financial matters with the City's Administrative Services Director in preparation for the City Council meetings. The Committee consists of two Council members who each serve one year terms of office, and will meet monthly or on as as-needed basis. Heritage Preservation Commission The Heritage Preservation Commission functions as a liaison working in conjunction with the Council,the Planning Commission, and the agencies and departments of the City to implement the City's Heritage Preservation Ordinance. The Commission's scope includes property surveys within the boundaries of the City of Saratoga for the purpose of establishing an official inventory of heritage resources and recommending to the City council specific proposals for designation as a historic landmark, heritage lane or historic district. One member is nominated by the Saratoga Historical Foundation and two members must be trained and experienced in the field of construction and structural rehabilitation, such as a licensed architect, engineer,contractor or urban planner. Library Commission The Library Commission provides counsel and recommendations on library policies, budgets, plans and procedures to the City Council, City staff, the Santa Clara County Library staff, and the Saratoga Library Supervisor. The Library Commission has no administrative authority over the library's operations but does participate in the general planning of the library operation and library-related programs and policies. One member is nominated by the City of Monte Sereno. Parks and Recreation Commission The Parks and Recreation Commission advises the Council on a variety of matters as they relate to parks and recreation. Principally, the commission serves as a conduit between the public and the Council, assesses public input, collects information, and makes recommendations to the Saratoga City Council. After being suspended for several years, the Parks and Recreation Commission was reinstated by the Council on May 16, 2007. Pedestrian,Equestrian, and Bicycle Trails Advisory Committee It is the mission of the Pedestrian, Equestrian, and Bicycle Trails Advisory Committee to advise the city regarding the planning, acquisition, and development of trails and sidewalks and to maintain the trails network to enhance the quality of life in Saratoga. Planning Commission The Planning Commission advises the City Council on land use matters such as the General Plan and specific plans,zoning and subdivisions. The Commission plans for the future orderly physical development of the City and informs and educates the public on current land use and urban planning issues. In many areas the Planning Commission also acts as a legislative body in making determinations within the framework of applicable State laws and City ordinances. Ultimate decisions on land use reside with the City Council. Members are required by State law to file an annual statement of economic interests. Traffic Safety Commission 33 CITY OF SARATOGA INTRODUCTION SECTION The Traffic Safety Commission investigates reviews and analyzes traffic safety issues raised by the Community members and Public Safety Agencies. It provides a venue for the public to express concerns regarding traffic safety issues. The Traffic Safety Commission makes recommendations to the City regarding traffic safety. Village Ad Hoc Committee The Village Ad Hoc Committee was established at the June 18, 2008 City Council Meeting. The Council has charged the Committee with investigating economic development issues in Saratoga Village. The Committee consists of two City Council members. Youth Commission The Youth Commission is comprised of middle and high school students appointed by the City Council in two-year terms. Youth Commissioners serve as a liaison between the teen community and the City Council. 34 CITY OF SARATOGA INTRODUCTION SECTION STRATEGIC GOALS & OBJECTIVES 35 CITY OF SARATOGA INTRODUCTION SECTION CITY OF SARATOGA CITY COUNCIL'S STRATEGIC GOALS & OBJECTIVES The Saratoga City Council's Strategic Goals and Objectives support the City's vision,and mission,and represent the foundation on which Council makes decisions. The below list of goals and objectives are considered overall long-term guidance upon which shorter-term departmental objectives and general direction is developed and implemented within the City's FY 2014/15 budget workplan. I 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 B. Effective City Leadership C. Organization Performance Management D. Transparent Government E. Civic Engagement F. Community Partnerships II Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement. A Strengthen the City's Fiscal Health and Stability B. Preserve Essential Services C. Effectively manage revenue streams D. Expend and use fiscal resources responsibly E. Maintain fund balance reserves F. Nurture an environment which attracts,retains,and expands economic opportunities III Public Safety: Provide for a safe and secure community. A Preservation of life and property B. Crime Prevention C. Emergency Preparedness IV Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable,and cost effective manner. A Excellent Street System B. Safe,well-functioning, and beautiful roadway Infrastructure C. Well-maintained,safe parks D. Useful and safe trails and open space E. Clean, safe,and pleasant City facilities F. Well-maintained vehicles and equipment G. Support externally funded community infrastructure improvements 36 CITY OF SARATOGA INTRODUCTION SECTION V Community Heritage: Honor Saratoga's heritage by preserving significant historic assets. A. Enhance policies to maintain the City's historic heritage B. Enhance standards to maintain architectural attractiveness C. Protect Saratoga's natural beauty VI Community Enrichment: Foster a community with an enriched and diverse culture and engaged community. A Engaged and vibrant community B. Enhance and promote quality of life in the community C. Promote health as a community value D. Cultivate organizational and leadership potential in the community E. Foster a business-friendly environment VII Environmental Sustainability: Proactively support environmental sustainability efforts. A. Protect and optimize the City's natural resources and environment through sustainable practices B. Establish and implement comprehensive,long-range environmental sustainability goals and policies C. Embrace environmentally friendly practices D. Educate the community on environmental issues 37 CITY OF SARATOGA INTRODUCTION SECTION 38 CITY OF SARATOGA INTRODUCTION SECTION BUDGET & FINANCIAL POLICY INFORMATION 39 CITY OF SARATOGA INTRODUCTION SECTION BUDGET PROCESS OVERVIEW The City's Governmental Funds consist of the he City of Saratoga adopts an annual General Fund, Special Revenue Funds, Debt Operating and Capital Budget and an annual Service Funds, and Capital Project Funds. budget update of the five-year Capital Governmental Fund budgets are developed using Improvement Plan. The budgets contain the modified accrual basis of accounting. Under summary level information for revenue and this basis, revenues are estimated for the period if expenditure appropriations for the fiscal year they are susceptible to accrual, e.g. amounts can be beginning July IIt and ending June 30th. The budget determined and will be collected within the current documents are prepared on the same basis as the period. Principal and interest on general long-term City's financial statements, and in accordance with debt are budgeted as expenditures when due, generally accepted accounting principles(GAAP). whereas other expenditures are budgeted for liabilities expected to be incurred during the current BUDGET PURPOSE period. The Operating and Capital Summary Budget and Proprietary fund budgets are adopted using the full the Capital Improvement Plan serve as the City's accrual basis of accounting whereby revenue budget financial plan, as well as a policy document, a projections are developed recognizing revenues communications tool, and an operations guide. expected to be earned during the period, and Developed with an emphasis on long range planning, service delivery, and program expenditures are developed for expenses anticipated management, a fundamental purpose of these to be incurred in the fiscal year. The City maintains done type of proprietary fund: Internal Service documents is to provide a linkage between the Funds. services and projects the City intends to accomplish, and the resources committed to get the work done. Fiduciary funds are also budgeted under the The format of the budget facilitates this linkage by modified accrual basis. Trust funds are subject to clearlyidentifying program purpose, key projects, trust agreement guidelines, and Agency Funds are y g l g p o y p held in a custodial capacity involving only the and workplan goals, in relation to revenue and expenditures appropriations. receipt, temporary investment, and remittance of resources. Saratoga administers two agency funds. BASIS OF BUDGETING AND ACCOUNTING SUMMARY OF BUDGET DEVELOPMENT Developed on a program basis with fund level authority, the operating and capital budgets The City develops it budgets with a team-based represent services and functions provided by the budgeting approach. City Management and the City in alignment with the resources allocated Finance Department guide the process through during the fiscal year. budget development;however program budgets and workplans are developed with each department's Basis of Accounting and Budget refers to the timing director or program manager's oversight and factor concept in recognizing transactions. This expertise. This approach allows for hands-on basis is a key component of the overall financial planning and creates a clear understanding for both system because the budget determines the management and staff of a program's goals and accounting system. For example, if the budget functions to be accomplished in the next budget anticipates revenues on a cash basis,the accounting year. system must record only cash revenues as receipts. If the budget uses an accrual basis,accounting must THE DEVELOPMENT PROCESS do likewise. The City's budgeting and accounting Typically both the Operating and Capital Budget systems both use a combination of modified accrual and Capital Improvement Plan (CIP) processes and full accrual basis in the accounting and budget begin in early January with the City Council and systems. City Manager's development and refinement of initiatives and directives for the upcoming budget 40 CITY OF SARATOGA INTRODUCTION SECTION year. The Five-Year financial forecast is developed and brought to the annual Council Retreat to review. Final council-directed revisions to the proposed This forecast provides an overview of service level budget are made and the budget documents are operations as it ties to fiscal resources, and guides resubmitted to the Council for adoption, again in a the discussion for the upcoming budget direction. publicized public hearing prior to the beginning of The CIP is also reviewed during this time to the fiscal year. determine funding capabilities, project priorities, and to refine project workplans. Although the CIP Section 2-20.050(i) of Saratoga's City Code Budget is a stand-alone body of work, CIP projects requires the City Manager to prepare and submit an impact the City's ongoing operations and are annual budget to the City Council. This is therefore incorporated into the Operating and accomplished in June, when the final proposed Capital Summary Budget document through the budget is formally submitted to the Council in the resulting financial appropriations and service level subsequent public hearing. requirements. The approved resolutions to adopt the CIP and In February, the budget preparation process begins operating budgets and the appropriation limitation officially for staff. Budget assumptions, directives (Gann Limit)follow later in this section. and initiatives are provided to set the City's overall objectives and goals. Over several months, staff BUDGET AMENDMENTS identifies and analyzes program revenue and During the course of the fiscal year, economic and expenditure projections in coordination with workplan changes or unanticipated needs may Finance/Budget staff and City management. necessitate adjustments to the adopted budgets. The Capital improvement projects are assessed and City Manager is authorized to transfer refined, and CIP funding and appropriation appropriations between categories, departments, requirements are finalized. projects,and programs within a fund in the adopted budget, whereas the City Council holds the Through rounds of budget briefings and revisions, authority for budget increases and decreases and staffs final program budget and workplans are transfers between funds. developed by the end of April; operational and capital workplans are finalized, and the Finance/Budget staff prepares financial summary information for City Council review in addition to departmental budgets and workplans. BUDGET ADOPTION During the month of May,the City Council reviews the proposed Operating and Capital Summary Budget, and the Capital Improvement Plan for the five year period in a public hearing. Notice of the hearing is published in a local newspaper at least ten days prior to the Council's public hearing date. The public is invited to participate and copies of the proposed budgets are available for review on the City's website, in the City Manager's office and at the budget hearing. Under requirements established in Section 65401 of the State Government Code, the City's Planning Commission also reviews the proposed Capital Improvement Plan and reports back to the City Council as to the conformity of the plan with the City's Adopted General Plan. 41 CITY OF SARATOGA INTRODUCTION SECTION BUDGET CALENDAR December Budget Office to begin development of financial forecast and budgets for following fiscal year,including: • Draft operating budget revenue and expenditure projections • Prior fiscal year-end fund balance available for CIP January Budget Office to prepare Mid-Year Budget Report and Five-Year Financial Forecast for Council review at annual retreat For Operating Budget: • Budget Office to provide budget information to staff on budget assumptions,directives,initiatives,and goals • Budget Office and Program Managers to prepare Internal Service and Equipment Replacement Fund analyses and schedules,finalize internal service rates • Budget Office to prepare operating budget worksheets for updates, including departmental/program narratives, staffing and financial worksheets,asset and staffing requests. For Capital Budget: • Budget Office to prepare updated five-year CIP project worksheets February Budget Office and departments to review current User Fee Schedule for appropriate changes in preparation of annual updates process For Operating Budget: • Budget Office to finalize Internal Service Fund program workplans • Budget Office to prepare budget worksheets for departments,including staffing and internal service program costs • Departments to prepare draft revenue expenditure workplans For Capital Budget: • Project Managers to prepare funding, scope of work,and cost estimates for new proposed projects March For Operating Budget: • Departments to finalize budget work plans • Review proposed budgets with City Manager • Departments and Budget Office to finalize budget changes For Capital Budget: • Project Managers to determine year end CIP project estimates • City Manager to finalize new proposed CIP projects 42 � ` MEW CITY OF SARATOGA INTRODUCTION SECTION April For Operating Budget: • Departments to finalize program narratives and performance measures • Budget Office to compile final program narratives, financial and supplemental schedules, and financial budget summaries and charts for City Council Budget Study Session For Capital Budget: • Project Managers to finalize new project information for CIP submittal • Public Works Manager to bring new projects to Planning Commission meeting for General Plan conformance review City Council to hold Public Hearing for Annual User Fee Update City Council to hold Budget Study Session May For Operating&Capital Budgets: • Final budget briefing with City Manager • Budget Office to incorporate Council directed changes into proposed budgets and prepare final documents for Public Hearing presentation City Council to hold Proposed Budget Hearing June For Operating&Capital Budgets: • City Council revisions incorporated into budget documents • City Council adoption of Operating and Capital Budget • City Council adoption of Gann Appropriation Limit July/ Final document preparation of financial and supplemental schedules,charts, August/ reference materials, etc September Adopted Operating and CIP Budget documents finalized,posted on website, and distributed 43 CITY OF SARATOGA INTRODUCTION SECTION R ep ell 44 CITY OF SARATOGA INTRODUCTION SECTION FISCAL MANAGEMENT POLICY STATEMENTS As a general philosophy to practice fiscal responsibility, the City of Saratoga's conservative and cautious financial management is achieved through responsible, sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources. These policies and controls represent long-standing accounting, budgeting, debt, investment, and reserve principles and practices, and are the foundation which guides the City in maintaining its financial stability. The following general fiscal management policy statements provide an overview of financial, operational, and budgetary management and provide a guideline for fiscal operations. As many fiscal policies are administrative in nature, detail level policy direction are not included in the budget document. However, fiscal policies that rise to Council review and approval standards are incorporated into the budget document for annual adoption by Council. Council approved detail fiscal policies include the Fund Balance Reserve Policy and the Capital Project Process Policy. Others will be added as approved. The Council approved detail fiscal policies follow the Fiscal Management Statements within this policy section. General Financial Principles • The City's fiscal policies are structured to ensure fiscal responsibility, accountability, transparency, and efficient use of resources. Fiscal policies are to be reviewed,updated,and refined as necessary,with general policy level decisions brought to City Council for review and approval, and operation level functions approved by the City Manager. • The City Council's financial based goals, objectives, and policies, are incorporated into and implemented with the City's Operating and Capital Budgets. • Efforts will be coordinated with other governmental agencies and joint power associations to achieve common policy objectives, share the cost of providing governmental services, and support legislation favorable to cities at the state and federal level. • The City will seek out, apply for, and effectively administer federal, state, local, and foundation grants which address the City's current priorities and policy objectives. Appropriations and Budgetary Control • The City Council adopts an annual balanced operating budget and the first year of an integrated five-year capital improvement plan budget on an annual basis, to be effective for the fiscal year running from July Is'through June 301h. Balanced budgets present budgeted sources in excess of budgeted uses. Budgeted "Sources" include Revenues, Transfers In, and Appropriated Uses of Fund Balance. Budgeted "Uses" include Expenditures and Transfers Out. Operating and capital budgets are to align with the City's long- term financial goals. • The City's budget practices utilize long-range planning as a decision making tool, and annually adopts a structurally balanced fiscal plan that retains the City's fiscal health, preserves essential services, and supports short and long-term goals in a financially judicious manner. • Each year the Finance & Administrative Services Department provides an updated five year financial forecast to the City Council at the Annual Council Retreat(scheduled in late January or early February) 45 CITY OF SARATOGA INTRODUCTION SECTION to assist Council with formulating direction for long-range planning, operating budget development, and capital funding appropriations. • Budgets are prepared on the same basis of accounting used for financial reporting: governmental fund types (General, Special Revenue, and Debt Service) are budgeted according to the modified accrual basis of accounting; proprietary funds (Internal Service Funds) and fiduciary funds are budgeted under the accrual basis of accounting. • City policy is to fund the Operating Budget with current funding, and to fund the Capital Budget with surplus and dedicated capital funding resources. The City does not incur debt for operations or capital improvements except under extraordinary circumstances, and with citizen support. Under these circumstances the City will seek voter approval for General Obligation (GO) Bond Debt for major infrastructure rehabilitation. • In practice, budgeted revenues are conservatively stated and budgeted expenditures are comprehensive, allowing for the annual operational and capital improvement goals to be completed. With effectively managed revenue streams and efficient use of resources, fiscal year-end operational budget surpluses are available to fund future capital improvement projects and contribute to the City's fiscally responsible reserve accounts. • The City Council maintains budgetary control at the fund level; any changes in total fund appropriations during the fiscal year must be submitted to the City Council for review and Council majority approval. Operating Budget appropriations lapse at the end of each fiscal year unless specifically re-appropriated by the City Council in the following fiscal year. Capital Budget appropriations are structured as a multi-year workplan;therefore project expenditure balances are carried forward to the following fiscal year as part of the annual budget adoption until funding is exhausted or the project is completed. • The City Manager is authorized to implement the City's workplan as approved in the adopted budget. Within a specific fund, the City Manager may transfer appropriations between categories, departments, programs,and projects as needed to implement the adopted budget,provided no change is made to the total appropriation amount provided for any one fund. • Recurring expenditures are to be funded with recurring revenues, or funds specifically designated for operational use. One time expenditures may be funded with one-time revenues or fund balances. Fund balance reserves are to be used for non-recurring one-time and capital projects. • The Recreation Department cost recovery rate is to exceed the California Parks & Recreation Society's (CPRS) average cost recovery rate for all California recreation departments as established in the current CPRS benchmarking report(approximately 65%). • The Community Development Department cost recovery rate strives to attain close to full cost recovery as development and building services are primarily for individual enrichment rather than as a community enrichment function. As some aspects of the department's function provides community benefit, the general fund offsets the shortfall between revenues and expenditures. • The annual Operating Budget will include a General Fund transfer of$100,000 to the Facility Improvement CIP for minor facility improvement projects outside of typical maintenance and repair work funded through the Building Maintenance program. • The CIP Street Resurfacing/Pavement Management program has an established minimum annual funding goal of$1,000,000,with Gas Tax Revenues and Road Impact Fees as designated funding sources. • Council has designated the following capital projects as fundamental to maintaining City infrastructure on an ongoing basis, and are therefore directed to have priority for available Capital Project funding in the amount of$50,000 each year: 1. Annual Sidewalk Repairs 46 CITY OF SARATOGA INTRODUCTION SECTION 2. Annual Storm Drain Repairs 3. Roadway Safety and Traffic Calming 4. Risk Management ADA Mitigation Projects Auditing and Financial Reporting • California State statutes require an annual financial audit of the City's financial records and transactions by independent Certified Public Accountants. The City shall comply with Generally Accepted Accounting Principles(GAAP)and produce annual financial reports pursuant to Governmental Accounting,Auditing, and Financial Reporting(GAAFR)guidelines. • Weekly check registers and monthly Cash and Investment Reports will be submitted for review and approval at City Council meetings. Quarterly financial reports will provide a status update on General Fund revenues and expenditures for the first, second, and third quarters. A mid-year budget status report is presented at the City Council retreat which includes a more comprehensive review and proposed budget adjustments as appropriate. A year-end recap is to be provided after the City's annual financial audit is completed. Development Related Financial Policies • The Development Reserve was established to provide stability for multi-year project services. The reserve is funded by development revenues in excess of development expenses at fiscal year-end. The reserve is available for use in those years where a shortfall occurs; when development revenues fall below development expenses. Use of the reserve is limited to a maximum of 1/3 of the reserve balance in any given fiscal year; with planned use of the reserve rescinded up to the amount development revenues are sufficient to cover General Fund net operations. Additional information on this Development Reserve is located in the Fund Balance Reserve Policies section(page 44). • The Williamson Act,also known as the California Land Conservation Act,was passed by the California Legislature in 1965 to encourage rural&agricultural land owners to keep their land undeveloped. When land owners enter into a contract under the act, they benefit from lower property taxes, which are based on the property's current use,rather than paying market value based tax rates. In exchange,the property is to remain undeveloped and continue to function in the same manner for the duration of the contract. Contracts run for 10 years and are automatically renewed unless the farmer or rancher cancels it. The City does not limit the number of Williamson Act contracts entered into each year. • The Mills Act is State-sponsored legislation granting local governments the authority to enter into an agreement with property owners to allow reduced property tax payments in return for the restoration and continued maintenance of their historic property. Since the agreement reduces property tax assessment, the City receives a smaller share of property tax revenue in comparison to a property that is assessed at market value. The City will allow approval of up to three Mills Act Contracts per year. Expenditures and Purchasing • All expenditures shall be in accordance with the City's purchasing policy,travel policy,credit card policy, or any other applicable guidelines. • Expenditures are managed at the program level. Program managers are to ensure expenditures do not exceed the budgeted workplan and must take immediate action if at any time during the fiscal year an operating deficit is projected at year-end. Corrective actions may include expenditure reductions, or with Council approval,budget adjustments,service reductions,or service fee increases. 47 CITY OF SARATOGA INTRODUCTION SECTION • The City's current purchasing policy, (effective date of 4/23/2007)establishes purchasing authority levels, purchasing procedures, and procedural requirements, for the procurement of supplies, equipment, and services,in conformance with Federal and State codes and regulations,and City Ordinance No. 2-45. • Public Work projects governed by the State's Public Contract Code are excluded from provisions of the City's purchasing policy. • Guidelines established by the City's Purchasing Policy directs the City's departments to purchase the best value obtainable,securing the maximum benefit for funds expended,while providing all qualified vendors an equal opportunity to do business with the City. • Services and supplies purchases which exceed$5,000 require written quotes,and must be approved by the Purchasing Officer or designee, typically through the Purchase Order process. Documentation is to be retained by the department in accordance with the records retention policy and schedule. • Services and supplies purchases exceeding$25,000 must be authorized by the City Council,unless purchase type is excluded under the Purchasing Policy. Fixed Assets and Infrastructure • Tangible assets with a cost equal to or greater than $10,000 and a useful life of more than one year are considered fixed assets and added to the capitalization schedules. Repairs and maintenance of infrastructure assets will generally not be subject to capitalization unless the repair extends the useful life of the asset. • The City will sustain a long-range fiscal perspective through the use of a five-year Capital Improvement Plan designed to maintain the quality of City infrastructure, including streets, sidewalks, curbs and storm drains,lighting,building,parks, and trees. • Asset information is retained to provide information for preparation of financial statements in accordance with GAAP,with emphasis placed on completion of GASB 34 requirements. Internal Service Funds • Internal Services Funds are established to both equitably allocate operating costs to departments for support and maintenance services, 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. • Asset replacement and maintenance types of Internal Service Funds are structured to provide a consistent level of funding for asset replacement and building maintenance projects, and ensure sufficient funding is available for the regular maintenance and repair of the City's vehicles, equipment, and buildings 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 technology assets and projects, and to appropriately distribute support and maintenance costs to departments. • The Liability and Workers Compensation Insurance Internal Service Funds are to maintain adequate reserves to pay all valid self-insured claims and insurance deductibles, including those incurred but not reported,in order to keep the insurance funds actuarially sound. • Each Internal Service Fund will set recovery charges at rates sufficient to meet all operating expenses, depreciation,and fund balance reserve policy objectives. Long-Term Debt 48 CITY OF SARATOGA INTRODUCTION SECTION • Long-term Financing Debt will be confined to capital improvements or special projects that cannot be financed from current revenues, and is to be used only if the debt service requirements do not negatively impact the City's ability to meet future operating,capital, and cash reserve policy requirements. • The term for repayment of long-term financing shall not exceed the expected useful life of the project. Revenues • The City will encourage a diversified and stable revenue system to offset short-run fluctuations in any one revenue source. • Designated and legally restricted tax and revenue funding sources will be accounted for in the appropriate funds. General taxes and revenues not allocated by law or some other contractual agreement to other funds are accounted for in the General Fund. Capital project revenues are to be directly accounted for in the appropriate capital project fund,within a designated project. • 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 other municipalities of similar size for like services in establishing rates, fees, and charges. As some services have partial cost recovery objectives,cost recovery ratios will vary in accordance with policy objectives. A master schedule of User Fees is reviewed and updated each year to adjust fees to the established level. • The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent follow-up procedures,and external resources as necessary. • Unrestricted donations,gifts,and bequests to the City in excess of$5,000 must be brought to Council for approval and acceptance. All restricted donations, gifts and bequests must be submitted to the Council for approval prior to acceptance. Risk Management Policy • The City is insured for up to$25 million of general liability,auto,and property damage claims through the Association of Bay Area Government's (ABAG) Pooled Liability Assurance Network (PLAN) Corporation. The City is self-insured for the first $25,000 for general liability and auto claims; property damage after$5,000 and third party auto claims after$10,000. • Workers Compensation claims are insured for the first $250,000 of coverage through the City's participation in a Workers Compensation risk pool,known as SHARP (Shared Agency Risk Pool). After the $250,000 limit is met, an excess coverage policy is activated. The excess coverage provides an employer liability limit of $5,000,000 per occurrence, and workers' comp per occurrence limit of $100,000,000. Workers'Compensation claims are managed by a third party administrator. • The City's role in managing both its risk management and workers comp programs is to be preventative in nature which is accomplished through careful monitoring of losses, working closely with the third party administrator,and designing and implementing programs to minimize risk and reduce losses. Treasury Management • California Government Code Section 53600; City of Saratoga Municipal Code Section 2-20.035; and Section 16.0 of the City of Saratoga Investment Policy require the City Council to annually review and approve the City's Investment Policy. 49 CITY OF SARATOGA INTRODUCTION SECTION • It is the policy of the City of Saratoga to invest public funds in a manner which will provide the maximum security with the highest investment return, while meeting the daily cash flow demands of the City and conforming to all state and local statutes governing the investment of funds. • The City practices conservative and cautious investment practices through limiting its investments to the State's Local Agency Investment Fund (LAIF). LAIF's extensive professional investment staff and conservative investment practices ensure prudent financial management of the City's fiscal reserves. • The 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. 50 CITY OF SARATOGA INTRODUCTION SECTION FUND BALANCE RESERVE POLICY Prudent financial management dictates that the City reserve a portion of its funds for future use to: maintain fiscal stability; ensure the continued orderly operation of government, and provision of services to residents; and to mitigate current and future risks. As a general budget precept,the City Council decides when and whether to appropriate available funds to and from a reserve account. Use of reserve funds must be authorized by either specific direction in the annual budget, or by a separate City Council action unless specifically noted in policy. Responsible fiscal stewardship also requires adequate reserve be maintained for all known liabilities and established City Council and community directed initiatives. In the following Fund Balance/Reserve Policy overviews,the descriptions include identification of the fund type and classification, the purpose of the reserve, minimum and maximum funding goals if appropriate, guidelines on utilization of the reserve and by what authority, and the procedure for funding the reserve initially,on an ongoing basis,or after utilization. Fund Balance and Net Position 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 the City 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(Trust Funds). Currently,the City's non- governmental fund types are limited to Internal Service Funds. Governmental Fund Type Reserve Classifications The Governmental Reserve classifications are defined as follows, including the applicable reserves that fall into the classification: Non-Spendable Fund Balance Represents resources that are inherently non-spendable from the vantage point of the current period. The City does not presently hold Non-Spendable Reserve funds Restricted Fund Balance Represents fund balance that is subject to external enforceable legal restrictions. The City maintains the following restricted fund balances under this designation: • General Fund: Environmental Services Fund Balance Reserve • Special Revenue Funds: Landscape&Lighting Assessment Districts Fund Balance • Debt Service Fund: Library General Obligation Bond Debt Service Fund 51 CITY OF SARATOGA INTRODUCTION SECTION 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 Reserve • Capital Improvement Plan Funds: Capital Project Reserves Assigned Fund Balance Represents fund balance identified by Council for an intended use;however as no legal obligations exist, the funds may be re-designated and utilized for another purpose if Council chooses. The City maintains the following General Fund reserves under this designation: • General Fund: Future Capital Improvement&Efficiency Project Reserve • General Fund: Carryforward Reserve Unassigned Fund Balance Represents funding which may be held for specific types of uses or operational funding/stabilization purposes, but is not yet directed to a specific purpose. Only General Fund reserves can be designated under the"Unassigned"fund balance classification. Other fund types are by nature structured for specific purposes,hence the fund balances are therefore considered"assigned"for that purpose. • General Fund: Working Capital Reserve • General Fund: Fiscal Stabilization Reserve • General Fund: Development Services Reserve • General Fund: Other Unassigned Fund Balance Reserve Fund Balance Ratios To ensure the City maintains available working cash flow at all times,the collective total of the General Fund's Unassigned Reserves is to be sustained at a minimum of 20%of General Fund appropriations. General Fund Year-End Allocations After the City's financial records are finalized and audited,with legal obligations and liability reserves funded, revenues in excess of expenditures are closed out to the Other Unassigned Fund Balance Reserve. Funding in excess of the$500,000 that is to remain in the Other Unassigned Fund Balance Reserve will be distributed in the following order: 1. Working Capital Reserve interest allocation. 2. Repayment of Fund Balance Reserve loans-back to established levels (e.g. borrowing from the Fiscal Stabilization or Hillside Stability Reserves). 3. Annual contribution of$100,000 to Hillside Stability Reserve,until reserve balance reaches $1,000,000. 4. Annual contribution of$300,000 to Facilities Replacement Reserve. 5. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve. 52 CITY OF SARATOGA INTRODUCTION SECTION GENERAL FUND—FUND BALANCE RESERVE POLICIES 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$1,000,000 is 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. The reserve is to be increased by$100,000 each fiscal year from General Fund year-end net operations until a$1,000,000 reserve cap is reached. Use of the reserve requires an analysis be prepared and presented to Council for approval,or in the event of a landslide requiring immediate emergency work,the Public Works Director may direct use of up to 10%of the reserve to make emergency repairs and mitigate further damage until Council takes action. Reserve funding is to be used for emergency work which exceeds operational funding provided for in the Operations Budget. Upon use,refunding of the reserve shall again resume at$100,000 each fiscal year until the$1,000,000 reserve cap is reached. Facility Replacement Reserve The Facility Replacement Reserve is established to accrue funding for the major rehabilitation or replacement of City Buildings. Eligible uses of this reserve to finance the construction of critical City facilities include direct funding of public facility improvements, and the servicing of related debt. An initial contribution of $300,000 was established in FY 2012/13 with Council's recommendation to continue funding at this level as available. Annual contributions, reserve goal amount, and utilization shall be determined by Council as the City's economic situation changes. Future Capital Improvements&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. 53 CITY OF SARATOGA INTRODUCTION SECTION 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 Tax Revenue Anticipation Notes(TRANS). To support this policy a Working Capital Reserve is established to meet cash flow requirements and prevent short-term borrowing,which in turn ensures the continuance of services to the public while also maintaining the City's credit worthiness. To provide adequate working capital,the City shall maintain a minimum reserve of 60 days of the following year's General Fund budget expenditures and up to a maximum reserve amount equal to 90 days of the following year's General Fund budget expenditures. This reserve falls under the Unassigned Fund Balance classification. A Working Capital Reserve of$2,000,000 was established in April 1994. Effective June 30, 2000, interest earnings accrue to the reserve at the end of each fiscal year based on the annual LAIF rate,with the intention to increase the reserve balance amount in proportion to Operating Budget increases. Fiscal Stabilization Reserve Under the Unassigned Fund Balance classification, a Fiscal Stabilization Reserve of $1,500,000 was established to provide temporary financing for budget stabilization caused by fiscal downturns,unanticipated extraordinary expenditures related to a natural disaster or calamity,or from an unexpected liability or funding decreases created by a legislative action. Fiscal stabilization needs may occur from revenue declines(over one or more years)of more than 5%of either property tax, the combined total of other taxes, or General Fund revenues in total, or from unanticipated extraordinary operational increases of more than 5% such as from a natural disaster or unexpected Federal, State,or County funding changes. 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. Development Services Reserve Under the Unassigned Fund Balance classification,the Development Services Reserve provides fiscal stability for the Community Development Department's planning and building programs. Development projects are often multi-year activities in which revenues may be collected in one year, while project expenditures may extend over several years. This reserve represents accumulated planning and building funds from years when revenues exceeded expenditures. The reserve is subsequently utilized to offset excess planning and building program expenditures through annual budget appropriations in the years where revenues are not sufficient, thereby acting as an overall funding stabilizer for multi-year development activities. Use of reserve funding is restricted to 1/3 or the reserve balance in any given fiscal year, with Council approval. Budgeted use of the Development Reserve is to be rescinded if and to the point where development revenues are sufficient to cover General Fund net operations at year-end. Funds are added to the reserve in years where Community Development Department revenues exceed Development expenditures. 54 CITY OF SARATOGA INTRODUCTION SECTION Compensated Absences Reserve Under the Unassigned Fund Balance classification, the Compensated Absences Reserve is established to smooth expenditure fluctuations resulting from the payout of accrued leave to employees at service separation and distribution payouts. Initial reserve funding is to be established at$200,000,with a targeted goal of one- third of the compensated absences liability established at year-end. Reserve funding in excess of one-third of the liability is to be returned to the General Fund Other Unassigned Reserve. Use of the reserve occurs when total annual compensated absences payouts exceed budgeted salary funds. Large payouts decrease the compensated absences liability at year-end, thereby supporting the practice of utilizing the reserve as needed. The reserve may be replenished over a three year period. Year-end reconciling allocations to and from the reserve are approved though Council's budget resolution adoption each fiscal year,with the liability and resulting reserve amounts determined as part of the year-end close process. Council Discretionary Reserve Under the Unassigned Fund Balance classification, the Council Discretionary Reserve represents unspent funds from the Council's annual appropriation. The reserve provides a mechanism to roll forward remaining Council Discretionary Funds as reserve funds are immediately re-appropriated into the following fiscal year. This allows Council the flexibility to take advantage of unforeseen opportunities or needs without the restriction of fiscal year boundaries. Use of the reserve funding requires Council approval. The reserve exists at year-end only when there are remaining unspent Council Discretionary funds at the end of the fiscal year. Other Unassigned Reserve 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. In the General Fund, a baseline of$500,000 of accumulated net operations is to remain in the Other Unassigned Fund Balance Reserve at year end to provide a buffer for unanticipated operational shortfalls and unforeseen needs. Other fund's accumulated net operations are typically accounted for in an undefined reserve account — typically just called fund balance reserve. As the other types of funds are structured for specific uses or commitments,their fund balance already has a directed purpose,whereas the General Fund is used for multiple operational purposes thereby requiring a distinction of purpose for each reserve. Council may utilize reserve funding at budget adoption or by adoption of a budget adjustment resolution during the course of the year. Reserve funding is replenished from year-end net operations,as available. SPECIAL REVENUE FUND—FUND BALANCE RESERVE POLICIES Landscape&Lighting Assessment District Funds Assessment District Funds are Special Revenue Funds, which is a type of governmental fund. As a governmental fund, the Landscape and Lighting Assessment District Funds comply with GASB 54 fund balance classifications, and by nature of the fund's purpose, fund balance reserves are classified as restricted reserves. Special Revenue Funds account for and report the proceeds of specific revenue sources that are restricted or committed to specified purposes (other than for debt service or capital projects.) For the City, Landscape& Lighting District Special Revenue Funds were established to account for each individual assessment district; thereby each fund has its own separate fund balance reserve. Each district's fund balance reserve should be sufficient to provide working capital to cover operational expenses through the first half of assessment receipts in January, therefore equitable to approximately one- half 55 CITY OF SARATOGA INTRODUCTION SECTION of a district's annual expenditure budget. The second half of receipts are received in June. Some districts may include capital improvement projects in addition to ongoing regular maintenance resulting in fund balance increasing over the years to accumulate sufficient resources for the improvement projects. As each district's situation is different, a district's maximum fund balance shall be determined by the Public Works Director. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent years. DEBT SERVICE FUND—FUND BALANCE RESERVE POLICIES Library General Obligation(GO)Bond Debt Fund The Library General Obligation(GO)Bond Debt Fund is a Debt Service Fund established to account for the financial resources accumulated for principal, interest, and cost of issuance expenditures associated with the Library Bond Debt. As Debt Service Funds are a governmental fund type, the fund reserves fall under the GASB 54 fund balance classifications. Debt Service Fund reserves are classified as Restricted as funding can only be spent for specific purposes as stipulated by the bond covenants. The Library GO Bond Debt Fund was established to ensure receipts are tracked separately, and funding is available for the GO Bond debt service requirements. At a minimum,the year-end fund balance reserve shall be sufficient to provide working capital to cover the semi-annual principal and interest debt payment due on August 1St as GO Bond tax receipts are received after the 1St debt payment is due. December receipts provide for the February payment. As bond assessments are collected as a percentage of property values, reserves should provide sufficient funding to compensate for tax fluctuations. The fund's reserve maximum should be no more than one-year of budgeted annual expenditures. The reserve balance is increased(or reduced)through establishing assessment rates at more(or less)than the semi-annual payments and bond services require. Therefore,replenishment(or use)of the reserve is approved by Council through budget adoption and implemented through an increased(or reduced)assessment rate as a result of the fund's net operations. CAPITAL IMPROVEMENT PROJECT FUNDS—FUND BALANCE RESERVE POLICIES Overview Capital Improvement Project(CIP)Funds account for the acquisition and maintenance of major capital assets other than those financed through special assessments or enterprise funds. Capital Project Funds are a type of governmental fund and therefore comply with GASB 54 fund balance classifications. As Council directs appropriated funding be spent for specific improvement projects, the Capital Project Fund Balance Reserves are classified as Committed Fund Balance. Budgeted capital improvement project funding is determined by the scope of work approved by Council,and remains assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining funds in the individual projects at year-end. As Fund Balance amounts are determined by the point of project completion at year-end they cannot be standardized for minimum or maximum amounts. Fund Balance is re-appropriated to the capital project in the following fiscal year for the work to be completed. Street Improvement Projects Funds 56 CITY OF SARATOGA INTRODUCTION SECTION Street Improvement Project Funds provide for a safe and functional roadway and pedestrian street system. Each Street Improvement Fund(CIP Street Fund, CIP Grant Fund, and Gas Tax Fund)has multiple projects which roll up into the overall fund balances,but remain designated for use by project. The CIP Street Fund receives annual funding from fees, reimbursements, contributions, and transfers from other funds. The CIP Grant Fund receives federal, state, and local grants which vary in source and amount from year-to-year. On occasion,a private grant may be received. Typically,CIP Grant Funds have a negative fund balance as project work is conducted before reimbursement is received. Gas Tax Funds represent annual Highway User Tax and Transportation Congestion Relief revenue allocations that are to be accounted for separately and are subject to State audits. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption. Park&Trail Improvement Project Funds Park & Trail Improvement Project Funds provide for capital improvements to the City's neighborhood and city parks and plaza, the sport fields, bike and pedestrian trails, and open space areas throughout the City. Each of the Park& Trail Improvement Funds (CIP Park& Trail Fund, CIP Tree Fund, and the CIP Park& Trail Grant Fund)have multiple projects which roll up into the overall fund balances,but remain designated for use by project. The CIP Park & Trail Fund receives annual funding from subventions, occasional Park-in-Lieu fees, reimbursements and contributions, and transfers in from other funds. The Tree Fund receives revenue from tree fines and transfers from other funds upon Council direction. The CIP Grant Fund receives federal, state, local and occasional private grants which vary in source and amount from year-to-year. Typically,CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption. Facility Improvement Funds Facility Improvement Project Funds provide for capital maintenance and improvements of the City-owned buildings and structures throughout the City. Each of the Facility Improvement Funds (CIP Facilities Fund and the Facility Grant Fund) have multiple projects which roll up into the overall fund balances,but remain designated for use by project. The CIP Facilities Fund receives annual funding from a General Fund transfer,from Theater Ticket Surcharge Fees,and from reimbursements and contributions. The Facility Grant Fund receives revenue from grants that vary in amount from year-to-year. Typically,CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. Year end fund balance represents the remaining unexpended project funds (net of any negative CIP Grant Fund Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption. Administrative&Technology Improvement Funds Administrative&Technology Improvement Project Funds provide for major capital expenditures to improve or enhance administrative, technology, and operational systems, processes, or functions. Each of the Administrative & Technology Improvement Funds (CIP Admin& Tech Improvement Fund and the Admin 57 CITY OF SARATOGA INTRODUCTION SECTION &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 CEP Grant Fund Balance) which are subsequently re-appropriated by Council into the following budget year through budget adoption. INTERNAL SERVICE FUNDS—FUND BALANCE RESERVE POLICIES Overview Internal Service Funds are established to provide centralized cost centers for shared expenses and services in order to efficiently track costs and manage resources. Costs are then allocated back to the operational programs based on usage to more accurately determine cost of services. The City's Internal Service Funds include the two Insurance funds: Risk Management and Workers Compensation,four Service/Support funds: Office Support,IT Services,Vehicle&Equipment Maintenance, and Building Maintenance Funds, and two Equipment Replacement funds: the Vehicle & Equipment Replacement Fund, and the Office Technology Equipment Replacement Fund. As each fund is accounted for as a separate entity, operational revenues less expenditures result in either a positive or negative fund balance at any given point in time—Internal Service Funds are similar to the separate checking and saving accounts a person may use for different purposes. At year end, each fund's net balance is represented as the "Fund Balance Reserve". The intent of the Internal Service Funds Reserves is to hold appropriate levels of reserves to support cash flow needs and minimize interfund loans, not to accumulate funds in excess of expected ongoing operational costs. Reserve levels are determined by the specific operational needs of the program,but typically will fall within 25—50%of annual budgeted expenditures. Internal Service Funds are a type of Proprietary Fund; therefore GASB 54 fund balance classification (for Governmental Fund types) does not apply. Instead, Internal Service Fund's financial statement reports are presented similar to private-sector businesses and use"Restricted"and"Unrestricted Net Position"to define net operational balances(equity/fund balance reserves). Unrestricted Net Position allows reserve funding to be used(with Council approval)within the general scope of the fund's purpose. Restricted Net Position reserves are limited to a specific use,narrower than the stated purpose of the fund. For example, grant funding provided for a defined use, as in remaining funds from a Risk Management Training Grant within the Liability/Risk Management Fund, must be used for qualified training purposes. Most Internal Service Funds reserves are held in the Unrestricted Net Position category. Liability/Risk Management Reserve Fund The Liability/Risk Management Fund's Unrestricted Net Position reserve 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 31 Party Auto Liability. Non-covered claims are paid fully by the City. 58 CITY OF SARATOGA INTRODUCTION SECTION 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, various shared office machines, and the associated maintenance and repair services,postage,paper,and copier supplies. For efficiency, office support costs are managed collectively and charged back to departmental programs on a use-basis allocation. Accumulated net operations are held in the Office Support Fund for working capital cash flow. The reserve is funded from the allocations charged to covered departments. At year end, unspent funding flows into Unrestricted Net Position. Requests for use of excess reserve balance are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Information Technology Services Fund Information Technology Services provide for the delivery of technology based services throughout the City's operations, including maintenance of the City's information systems and infrastructure, program implementation, streaming video, internet, landline, and wireless communications systems, cloud based technology, and support of all existing information technology as well as new technology initiatives. For efficiency,information technology costs are managed collectively and charged back to departmental programs on a service-based allocation to fund the program. Funding for the program comes from these allocations charged to covered departments. At year end,unspent funding flows into Unrestricted Net Position. Accumulated net operations are held in the Information Technology Services Fund for working capital cash flow. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. Vehicle&Equipment Maintenance Fund The Vehicle & Equipment Maintenance program provides for the fuel, maintenance, and servicing of the City's fleet and major equipment to ensure all vehicles and equipment comply with manufacturer's recommendations and safety requirements. To fund the program,vehicle&equipment replacement costs are charged back to the departmental programs based on assigned usage. Accumulated net operations are held in the Vehicle & Equipment Maintenance 59 CITY OF SARATOGA INTRODUCTION SECTION 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. Building Maintenance Fund The Building Maintenance program provides for the custodial, maintenance, and non-major repairs and building improvement services for all facilities at the Civic Center, Prospect Center, and Museum Park. Additionally,the program supports the maintenance and repair needs for the tenants of City leased buildings as defined in the lease agreements. To fund the program, total costs are allocated back to departmental programs primarily based on building space usage. General and public use is allocated to the Non- Departmental program. Accumulated net operations are held in the Building Maintenance Fund for working capital cash flow. Funding comes from the allocations charged to covered departments. At year end,unspent funding flows into Unrestricted Net Position. Requests for use of the reserve are approved by Council through budget adoption or by establishing chargeback funding levels higher or lower than budgeted expenditures. The reserve is replenished from the Fund's net operations in subsequent years. Vehicle&Equipment Replacement Reserve The Vehicle and Equipment Replacement Fund Balance Reserve accounts for accumulated funding over an asset's lifespan,to be used for the replacement of the vehicle or equipment at the end of its useful life. Initial purchases are paid for through a department's operational budget. If the purchased item is for ongoing use, the Vehicle&Equipment Replacement program appropriates an annual allocation for the replacement of the vehicles and equipment based on the asset's cost and years of life. Final determination for replacement of the asset is determined through an analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset. The reserve is funded from allocations charged to covered departments and represents accumulated funding, less amounts expended for asset replacement. At year end, unspent funding is held in Unrestricted Net Position. The reserve is to be maintained at a level sufficient to provide replacement funding of vehicles and equipment in accordance with replacement schedules. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution throughout the year. The reserve is replenished from the Fund's net operations in subsequent years. Office Technology Equipment Replacement Fund The Office Technology Equipment Replacement Fund accounts for accumulated funding over an asset's lifespan to be used for the replacement of office technology based equipment such as desktop computers and monitors,laptops and tablets,network infrastructure,and various other related equipment. Replacement costs are charged back to the departments based on assigned equipment costs. Initial purchases are paid for through a department's operational budget. If the purchased item is for ongoing use, the Office Equipment Replacement program appropriates an annual allocation for the replacement of the equipment based on the asset's cost and years of life. The reserve represents accumulated funding, less amounts expended for replacements. The reserve shall be funded to provide replacement funding in accordance with replacement schedules. Funding for the reserve comes from the allocations charged to covered departments. Requests for use of the reserve are approved by Council through budget adoption or by a Council approved budget adjustment resolution during the year. The reserve is replenished from the Fund's net operations in subsequent years. 60 CITY OF SARATOGA INTRODUCTION SECTION 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. 61 CITY OF SARATOGA INTRODUCTION SECTION b. Political Considerations - Knowledge of historical information, which attests to the necessity of Council/staff communication is of vital importance in project development. Determine whether this project has come up for consideration before,or why was it not completed previously. Are there lessons to be learned from a past project proposal? Another consideration includes knowing whether a project might be controversial. Is there a segment of the community strongly opposed to,or strongly supportive of this specific project? Will this project prompt demand for further funding or resources? Have similar projects been completed in another part of the city? Determine why this project should be considered a priority over others, and whether the project's cost or benefits would be supported by the community. c. Priority Factors - Project priority is an important consideration in the CIP approval decision factor. Council's role is to determine which projects are of higher priority than others since there will never be enough money or resources to do every project. Decision criteria may include factors such as: • Health and Safety Issues • Imminent failure of structure/system • Short-term cost of repair vs. long-term cost of replacement • Availability of external or dedicated funding • Federal or State mandates • Business or community support • Impacts if project 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. 62 CITY OF SARATOGA INTRODUCTION SECTION e. Other Considerations-There are numerous other factors not mentioned above that are also taken into consideration when assessing a project idea. For example, can the City afford the ongoing operating budget increases to maintain or implement the project? Does the project contribute toward economic vitality? Are there environmental concerns? Does it enhance the community's art,education,or cultural resources? Does the project provide operational efficiencies or cost savings? Are there risk management or legal liability issues? Does this project require development be staged in phases? Is there strong community interest in this project? Each project will differ,meaning analysis is specific to the circumstances, and diligent research and thought should be put into developing project scope and justification. In summary, the overall goal of idea development is to identify, quantify, and assess the project comprehensively. This effort is intended to ensure that a proposed project is well-thought-out, developed, and articulated thereby enabling the City Manager and Council to make educated and rational decisions. 3. City Manager Approval Staff is to propose the project idea to the City Manager for approval. If approved,the project is moved onto the CIP Project Candidate List. Staff is to notify 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 for staff to complete Candidate List step requirements. Staff will prepare written narratives with project scope,justification,fiscal impacts,cost estimates,timelines,etc.as necessary for Council Retreat assessment package. 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: 63 CITY OF SARATOGA INTRODUCTION SECTION ❖ A review of available funding ❖ Existing projects in the current year's CIP ❖ Proposed changes to existing projects ❖ The current CIP Unfunded List ❖ Proposed changes to projects on the CIP Unfunded List ❖ New projects on the CIP Candidate List ❖ Review of requests in conjunction with funding sources 2. Council Retreat The Capital Project Assessment is to be held annually, prior to the start of the budget development cycle, typically at the Council Retreat Meeting that occurs in late January or early February. During the assessment review, Council will review available funding and all project requests. In their review,Council may request revisions to a project's scope,funding,or other component. However, changes that redefine a proposed project must be Council's consensus direction. As projects are assessed, they are either: Rejected Accepted,or ❖ Modified and Accepted At the conclusion of the assessment review, Council will prioritize accepted projects and designate project funding. 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 for final review. New funded projects will be presented,along with summary level budget information. Council is to provide any final comments or direction for budget adoption. 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 I It of that year. 64 CITY OF SARATOGA INTRODUCTION SECTION 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. 65 CITY OF SARATOGA INTRODUCTION SECTION R ep ell 66 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT BUDGET RESOLUTIONS 67 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT On November 6, 1979 California voters approved Proposition 4, commonly known as the Gann Spending Limitation Initiative, establishing Article XIIIB of the State Constitution. This proposition,which became effective in Fiscal Year 1980/81, mandated an appropriations (spending) limit on the amount of tax revenues that the State and most local government jurisdictions may appropriate within a fiscal year. This limit grows annually by a population and cost-of-living factor. The State Appropriation Limit was modified by two subsequent initiatives - Proposition 98 in 1988 and Proposition 111 in 1990. Proposition 98 established that tax revenues exceeding appropriation limit levels would be returned to the State or citizens through a process of refunds,rebates,or other means. Proposition 111 allowed more flexibility in the appropriation calculation factors. Only tax proceeds are subject to this limit. Charges for services, fees, grants, loans, donations and other non-tax proceeds are excluded. Exemptions are also made for voter-approved debt, debt which existed prior to January 1, 1979, and for the cost of compliance with court or Federal government mandates. The City Council adopts an annual resolution establishing an appropriations limit for the following fiscal year using population and per capita personal income data provided by the State of California's Department of Finance. Each year's limit is based on the amount of tax proceeds that were authorized to be spent in fiscal year 1978/79,with inflationary adjustments made annually to reflect increases in population and the cost of living. This State Appropriation Limit is therefore established as the amount of funds that can be appropriated from tax proceeds for that fiscal year. APPROPRIATION LIMIT CALCULATION With per capital income expected to increase next year coupled with a slight population increase, the appropriation factor is positive for FY 2014/15. The following schedule reflects historical appropriations for the prior ten years, and the calculation for the budget year: APPROPRIATION LIMIT FACTORS For Beginning County City California Ending % YE Appropriation Population Population Per Capita Appropriation Limit June 30 Limit Factor Factor Income A Limit Increase 2005 23,694,794 1.0072 1.0000 1.0328 24,471,983 3.28% 2006 24,471,983 1.0112 1.0124 1.0526 26,078,624 6.57% 2007 26,078,624 1.0118 1.0034 1.0396 27,203,516 4.31% 2008 27,203,516 1.0152 1.0138 1.0442 28,837,681 6.01% 2009 28,837,681 1.0172 1.0077 1.0429 30,592,104 6.08% 2010 30,592,104 1.0156 1.0070 1.0062 31,261,971 2.19% 2011 31,261,971 1.0126 1.0100 0.9746 30,851,813 -1.31% 2012 30,851,813 1.0089 1.0091 1.0251 31,907,666 3.42% 2013 31,907,666 1.0124 1.0070 1.0377 33,521,156 5.06% 2014 33,521,156 1.0157 1.0129 1.0512 35,790,667 6.77% 2015 35,790,667 1.0150 1.006E 0,9977 36,243,974 8.12% 68 CITY OF SARATOGA INTRODUCTION SECTION The City of Saratoga's appropriation limit for fiscal year 2014/15 is calculated as follows: FY 2014/15 Calculation % Increase in California 2013/14 2014/15 County Per Capita Appropriation Appropriation Appropriation Population Income A Factor Limit Limit 1.0150 X 0.9977 = 1.0127 X $ 35,790,667 = $ 36,243,974 As illustrated above, the total amount of tax revenues appropriated to the City in FY 2014/15 is not to exceed $36,243,974. The FY 2014/15 budget anticipates $11,610,675 in Gann designated tax revenues which equates to $24,633,299 less than, or approximately 32% of the appropriation limit. Therefore, the City's tax revenues fall substantially below the appropriation limit. APPROPRIATION TREND The City of Saratoga is an affluent suburb community, known for its excellent schools and beautiful neighborhoods,and home to many Silicon Valley executives and professionals. As a highly desirable place to live comprised of high-value homes,property values have grown significantly over the past few decades. However, with Saratoga established as a low-tax city, the City's share of property tax dollar growth has increased at a slower pace than either population or the per capita personal income growth rate since the Gann calculation was established in 1979. Together,these factors contribute to a large margin between tax revenues received and the revenue limitation established under the Gann Proposition With a long-term average tax growth rate of about 4% over the last ten years, and a very long-term appropriation growth trend of 5.3%(based on a 35 year average)there is a strong expectation the wide margin between revenue and appropriations will continue into the future. Tax Revenues to Appropriation Limit 10 Year Trend 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 20,000,000 15,000,000 10,000,000 5,000,000 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Actuals Actuals Actuals Actuals Estimated Budgeted Projected Projected Projected Projected 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Tax Revenues 9,876,798 9,873,525 10,163,343 10,716,987 11,361,236 11,738,750 12,218,865 12,718,616 13,238,808 13,780,275 Appropriation Limit 31,261,971 31,261,971 30,851,813 31,907,666 35,790,667 36,243,974 37,639,367 39,088,482 40,593,389 42,156,234 Revenue to Limit% "9 0 32% 33% 34% 32% 32% 33% 3% 33% APPROPRIATION LIMIT ADOPTION The resolution to revise the appropriation limit to $36,243,974 for FY 2014/15 was brought to Council for approval on June 4,2014. 69 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT RESOLUTION RESOLUTION NO.14.034 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA ESTABLISHING THE FISCAL YEAR 2014(15 GANN LIMIT APPROPRIATION FOR THE CITY OF SARATOGA WHEREAS,the City of Saratoga has established its Base Year Appropriation Limit as $5,961,747 in Fiscal Year 1978179;and WHEREAS, the cumulative changes to population and to the California per capita personal income since the Base Ycar established the revisod Proposition I I1 Fiscal Year 1996197 Appropriation Limit as$16,153,314,and WHEREAS,to the best of the City's knowledge and belief,the State Department of Finance figures provided to the City in response to Proposition 111 passed by the voters in June 1990,reflects the appropriate statistics relevant to the calculation of the Fiscal Year 2014115 Appropriation Limit,which includes: • County population adjustments for the year ended December 31,2013 equal to 1.50%,and • City population adjustment for the year ended December 31,2013 equal to 0.66%,and • Change in California per capita cast of living for fiscal year 2014115 equal to-0.23% NOW,THEREFORE, BE IT RESOLVED,that the City Council of the City of Saratoga hereby resolves that,based on the foregoing figures and the provisions of the Article XIIIB of the Constitution of the State of California,the following figure accurately represents the Fiscal Year 2014115 Appropriation Limit for the City of Saratoga at:$36,243,974 The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga City Council held on the 0 day of June 2014 by the following vote: AYES: Mayor Emily Lo,Vice Mayor Iloward Miller,Council Member Manny Cappello,Chuck Page,Jill Ilunter NOES: None ABSENT: None ABSTAIN: None — Emily Lo,Mayor ATTEST: D' Q_PTtLWiD — BATE: COsilal Bothelio,City Clerk 70 CITY OF SARATOGA INTRODUCTION SECTION ANNUAL BUDGET RESOLUTION RESOLUTION NO.14-035 A RESOLUTION OFTHF.CITY COUNCIL OF THE CITY OF SARATOGA TO ADOPT THE FISCAL YEAR 2014115 OPERATING&CAPITAL BUDGET WHEREAS,the City Council held a public hearing on the Proposed Operating&Capital Budget for Fiscal Year 2014115 on May 21,2014; WHEREAS,Section 2-20.050(1)of the Code of the City of Saratoga requires the City Manager to prepare:and submit the proposed annual budget to the City Council for its approval; WHEREAS,the Planting Commission will conduct an annual review of proposed new capital projects for consistency with the City's general plan;and WHEREAS,the City Manager has submitted a proposed Operating and Capital budget for FY 2014115 to the City Council;and WHEREAS,the City Council has considered and,upon consensus provided direction for modifications to the proposed budget during a public hearing;and WHEREAS,the City Council gave staff direction to adopt the Fiscal Year 2014115 Operating and Capital budgets and incorporating modifications to the proposed budget; NOW THEREFORE,HE 1T RESOLVED,that the City Council of the City of Saratoga hereby adopts the Fiscal Year 2014115 Operating&Capital Budget as shown in the Total Fuad Activity Summary schedule in the budget adoption report; AND BE IT FURTHER RESOLVED,that the final adopted budget shall include carry- forward appropriations for prior year capital projects, identified funding for specified expenditure.-,grants,and pass-through balances;that capital projects are in compliance with the General Plan;that there be carried forward from the prior year within each fund an amount sufficient to cover approved outstanding encumbrances as of June 30,2014; AND BE IT FURTHER RESOLVED,that the City Council hereby directs from changes due to more refined estimates,grant approvals,claim reimbursements, budget changes or impacts resulting from: Council approval of any meet and confe carryforwards,or added revenue and expenditures;from development fee based pass-through management compensation plan;from classification adjustments or miscellanea budget appropriations;or from further City Council consensus direction received on June 4,2014 be incorporated within the final Fiscal Year 2014115 Operating&Capital Budgets; AND BE IT FURTHER RESOLVED,that the Finance and Administrative Services Director is directed to record these changes into the City's accounting records in accordance with appropriate accounting practices. The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga City Council held on the 0 day of lune,2014,by the following vote: AYES: Mayor Emily Lc,Vice Mayor Howard Miller,Council Member Manny Cappello,Chuck Page,Jill Hunter NOES: None ABSENT: None ABSTAIN: None Emily Lo,Mayor ATTEST: Zt ,; DATE. `t D- i Ci-r1l Bothelio.City Clerk 71 CITY OF SARATOGA INTRODUCTION SECTION dp 72 ■ Will FINANCIAL SUMMARIES SUPPLEMENTAL INFORMATION 73 74 CITY OF SARATOGA FINANCIAL SUMMARIES 300 250 200 1000 150 100 50 0_q FINANCIAL SUMMARIES TOTAL FUND REVENUES AND EXPENDITURES Summary schedules which provide a high level overview of the entire operating budget, in a fund-type summary, as well as by fund-specific and category-specific summary levels. TotalFund Activity Summary..............................................................................................................................77 TotalRevenues—by Fund....................................................................................................................................78 TotalExpenditures—by Fund..............................................................................................................................80 TotalRevenues—by Category............................................................................................................................. 82 TotalExpenditures—by Category........................................................................................................................83 GENERAL FUND REVENUES AND EXPENDITURES Summary schedules which idents the General Fund operating sources and uses at the department and category levels. The Fund Balance Activity summarizes the General Fund sources and uses which impact the ending fund balance. General Fund Revenues—by Department ...........................................................................................................84 General Fund Expenditures—by Department......................................................................................................85 General Fund Revenues—by Category................................................................................................................86 General Fund Expenditures—by Category...........................................................................................................87 General Fund Tax Revenues per Capita—Cities of Santa Clara County ............................................................88 General Fund Tax Revenues— 10 Year History of Key Tax Revenues ..............................................................89 General Fund—Fund Balance Reserve Activity..................................................................................................90 TRANSFERS A schedule summarizing activity by fund, of estimated fund transfers for the prior year and budgeted for the adopted fiscal year. Schedule of Interfund Transfers...........................................................................................................................91 FUND BALANCE Fund Balance schedules, one which summarizes activity and ending fund balances to provide a quick look at the ongoing status of the individual funds, and another which provides a 5 year trend. Total Fund Balance Activity Summary—by Fund ..............................................................................................92 Fund Balance Reserve—5 Year Comparative History.........................................................................................94 75 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENTAL BUDGETS Department level schedules which provide an overview of funding source and expenditure use by each program within the department. DepartmentRevenues—by Program....................................................................................................................96 Department Expenditures—by Program...............................................................................................................98 SUPPLEMENTAL INFORMATION EMPLOYEE INFORMATION Staffing schedules which provide a summary level view of operational staffing assignments,funding, and trend over the prior five years. Summary of Employee Salary&Benefits..........................................................................................................102 Positionsby Department....................................................................................................................................106 Staffingby Department .....................................................................................................................................108 Staffingby Fund ................................................................................................................................................109 MAJOR REVENUE INFORMATION Descriptions and schedules which provide a five year historical view of the City's major revenue sources, and the forces which impact these revenues. GeneralFund Revenues .....................................................................................................................................112 Non-General Fund Revenues .............................................................................................................................118 CapitalRevenues ...............................................................................................................................................119 LONG-RANGE FINANCIAL FORECAST Summary level schedule of projected General Fund revenues and expenditures forecasted over the next five years —consistent with current assumptions and organizational structure. General Fund Five Year Financial Projection....................................................................................................122 76 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUND ACTIVITY SUMMARY FY 2014/15 Actual Revenues Expenditures Source(Use) Estimated Fund Balance & & of Fund Balance Fund Category July 1,2014 Transfers In Transfers Out Fund Balance June 30,2015 Operating Funds General Fund Reserves Environmental Services 413,182 - - (50,000) 363,182 Hillside Stability 992,934 - - 7,066 1,000,000 Capital Projects 1,928,915 - - (1,633,345) 295,570 Facility Reserve 600,000 - - 300,000 900,000 Carryforwards 118,788 - - (118,788) - WorkingCapital 2,930,184 - - - 2,930,184 Fiscal Stabilization 1,500,000 - - - 1,500,000 Development Services 705,459 - - - 705,459 Compensated Absences 223,846 - - - 223,846 Other Unassigned 2,422,326 18,312,217 (19,249,571) 1,495,067 2,980,039 Total General Fund Reserves $ 11,835,634 $ 18,312,217 $ (19,249,571) $ - $ 10,898,280 SSRecial Revenue Funds Landscape&Lighting Districts 733,831 573,731 (606,910) - 700,650 Total Special Revenue Reserves $ 733,831 $ 573,731 $ (606,910) $ - $ 700,650 Internal Service Funds Liabihty/RiskManagement 297,825 439,560 (463,117) - 274,268 Workers Compensation 281,642 210,000 (259,588) - 232,054 Office Support Services 53,121 65,000 (73,750) - 44,371 IT Services 262,069 425,000 (475,725) - 211,344 Vehicle&Equipment Maintenance 36,349 300,000 (244,177) - 92,172 Building Maintenance 199,869 875,000 (855,198) - 219,671 Vehicle&Equipment Replacement 508,880 200,000 (52,500) - 656,380 IT Equipment Replacement 152,788 65,000 (68,200) - 149,588 Total Internal Service Fund Reserves $ 1,792,543 $ 2,579,560 $ (2,492,256) $ - $ 1,879,848 Total Operating Funds $ 14,362,008 $ 21,465,508 $ (22,348,738) $ - $ 13,478,778 Debt Service 2001 Series GO Bonds 897,786 851,300 (889,985) - 859,101 Total Debt Service Funds $ 897,786 $ 851,300 $ (889,985) $ - $ 859,101 TOTAL OPERATING BUDGET $ 15,259,794 $ 22,316,808 $ (23,238,723) $ - $ 14,337,879 Capital Funds Street Projects 1,724,577 9,007,631 (10,732,208) - - Park&Trail Projects 1,028,874 959,981 (1,947,456) - 41,399 Facility Projects 206,036 705,000 (876,036) - 35,000 Administrative Projects 166,820 250,000 (416,819) - - Total Capital Funds $ 3,126,307 $ 10,922,612 $ (13,972,519) $ - $ 76,399 TOTAL ALL FUNDS $ 18,386,101 $ 33,239,420 $ (37,211,241) $ - $ 14,414,278 Capital Project funding incorporates remaining funds not yet received from the prior year,new revenue,grants to be received,and transfers-in. Prior year budgeted funds are shown as beginning fund balance carryforward amounts to which new funding is added to produce total available funding for project budgets. All available funds are appropriated as expenditures and transfers-out to allow for project encumbrances and completion. As most projects will not be fully expended in a fiscal year,remaining project balances will carry forward into the next fiscal year. 77 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY FUND FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund 16,230,633 17,635,987 18,074,063 18,268,366 $ 18,312,217 Total General Fund 16,230,633 17,635,987 18,074,063 18,268,366 18,312,217 Special Revenue Funds Landscape&Lighting Districts 491,241 483,087 486,931 521,302 523,731 Total Special Revenue Funds 491,241 483,087 486,931 521,302 523,731 Internal Service Funds Liability/Risk Management Ins 352,455 403,399 439,560 389,809 439,560 Workers Compensation Ins 219,287 244,453 225,000 217,433 210,000 Office Support Services 50,626 67,086 67,000 65,028 65,000 Information Technology Services 400,000 400,257 400,000 403,488 425,000 Vehicle&Equipment Maintenance 200,000 215,000 250,000 250,000 300,000 Building Maintenance 725,000 755,857 825,000 832,474 875,000 Vehicle&Equipment Replacement 115,715 100,000 200,000 207,050 200,000 IT Equipment Replacement 50,000 46,236 55,000 55,000 65,000 Total Internal Service Funds 2,113,083 2,232,288 2,461,560 2,420,282 2,579,560 Debt Service Funds 2001 Series GO Bond 13,387,316 892,253 861,500 901,539 851,300 Total Debt Service Funds 13,387,316 892,253 861,500 901,539 851,300 Capital Project Funds Street Projects 3,455,125 2,558,053 8,875,485 1,489,006 8,277,631 Park&Trail Projects 647,874 (57,245) 752,280 967,061 516,536 Facility Projects 39,219 113,410 139,850 131,590 225,100 Administrative Projects 5,736 162,683 - - 30,000 Total Capital Improvement Projects 4,147,954 2,776,901 9,767,616 2,587,657 9,049,267 Total Revenues 36,370,226 24,020,516 31,651,670 24,699,145 $ 31,316,075 Operating Transfers In General Fund 205,222 106,000 106,000 167,050 - Landscape&Lighting Fund - - - - 50,000 Street Capital Project Funds 400,308 661,818 235,701 234,487 730,000 Park&Trail Capital Project Funds 25 593,852 119,877 119,877 443,445 Facility Capital Project Fund 264,659 324,500 100,000 100,000 479,900 Admin Capital Project Fund 55,941 85,000 85,000 163,673 220,000 Total Transfers In 926,155 1,771,170 646,578 785,087 1,923,345 Total Revenues&Transfers In 37,296,381 25,791,686 32,298,248 25,484,232 $ 33,239,420 78 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY FUND TYPE Special Revenue Debt Service Funds Funds 1.7% 2.7% General Fund Internal 58.5% Service Funds 8.2% Capital Project Funds 28.9% FY 2014/15 TOTAL REVENUES BY FUND FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 %of Fund Actuals Actuals Adjusted Actuals Adopted Total General Fund $ 16,230,633 $ 17,635,987 $ 18,074,063 $ 18,268,366 $ 18,312,217 58.5% Special Revenue Funds 491,241 483,087 486,931 521,302 523,731 1.7% Internal Service Funds 2,113,083 2,232,288 2,461,560 2,420,282 2,579,560 8.2% Debt Service Funds 13,387,316 892,253 861,500 901,539 851,300 2.7% Capital Project Funds 4,147,954 2,776,901 9,767,616 2,587,657 9,049,267 28.9% Total Revenues by Fund $ 36,370,226 $ 24,020,516 $ 31,651,670 $ 249699,145 $ 31,316,075 100.0% Operating Fund Transfers 205,222 106,000 106,000 167,050 50,000 CIP Fund Transfers 720,933 1,665,170 540,578 618,037 1,873,345 Total Revenues&Transfers In $ 37,296,381 $ 25,791,686 $ 32,298,248 $ 25,484,232 $ 33,239,420 Note: Capital Project revenues and expenditures amounts in the current year budget reflect full appropriation for receipt and expense of capital funding to indicate the potential impact of capital projects. However, this high level of activity is not expected as most projects are completed over multiple years. Remaining project balances at year-end carryover to the following fiscal year, and are again reflected as revenue and expenditure funding. 79 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY FUND FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Expenditures by Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund $ 14,710,798 $ 15,567,935 $ 16,838,108 $ 16,137,576 17,416,226 Total General Fund 14,710,798 15,567,935 16,838,108 16,137,576 17,416,226 Special Revenue Funds Landscape&Lighting Districts 432,862 423,644 602,137 409,418 606,910 Total Special Revenue Funds 432,862 423,644 602,137 409,418 606,910 Internal Service Funds Liability/Risk Management Ins 352,603 308,096 413,106 322,043 463,117 Workers Compensation Ins 211,425 182,700 255,748 229,510 259,588 Office Support Services 55,236 54,285 65,150 35,928 73,750 Information Technology Services 374,362 375,674 460,226 422,703 475,725 Vehicle&Equipment Maintenance 219,786 227,604 232,751 224,078 244,177 Building M aintenance 732,592 771,882 800,269 817,506 855,198 Vehicle&Equipment Replacement 10,000 95,000 240,000 140,258 52,500 IT Equipment Replacement 53,844 46,678 59,200 58,530 68,200 Total Internal Service Funds 2,009,848 2,061,919 2,526,450 2,250,556 2,492,256 Debt Service Funds 2001 Series GO Bond 13,375,558 868,910 889,860 889,510 889,985 Total Debt Service Funds 13,375,558 868,910 889,860 889,510 889,985 Capital Project Funds Street Projects 3,693,733 2,832,190 10,965,985 1,853,714 10,732,208 Park&Trail Projects 948,802 290,278 1,760,099 886,168 1,947,456 Facility Projects 492,379 670,761 465,705 286,412 876,036 Administrative Projects 43,986 186,044 236,039 69,220 326,819 Total Capital Project Funds 5,178,900 3,979,272 13,427,827 3,095,514 13,882,519 Total Expenditures S 35,707,967 $ 22,901,680 $ 34,284,382 $ 22,782,574 35,287,896 Operating Transfers Out General Fund 280,000 1,184,500 380,880 380,880 1,833,345 IT Equipment Replacement to CIP 24,963 - - - - Street Capital Project Funds 324,896 572,818 225,698 225,698 - Park&Trail Capital Project Funds 25 13,852 - 59,837 - Facility Capital Projects Fund 259,841 - - - - Admin Capital Projects Fund 36,430 - 40,000 118,672 90,000 Total Operating Transfers Out 926,156 1,771,170 646,578 785,087 1,923,345 Total Expenditures&Transfers Out $ 36,634,122 $ 24,672,850 $ 34,930,960 $ 23,567,662 37,211,241 80 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY FUND TYPE Special Debt Service Revenue Funds Internal Funds 2.5% Service 1.7% Funds 7.1% General Fund 49.4% CIP Funds 39.3% FY 2014/15 TOTAL EXPENDITURES BY FUND FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 %of Fund Actuals Actuals Adjusted Actuals Adopted Total General Fund $ 14,710,798 $ 15,567,935 $ 16,838,108 $16,137,576 $17,416,226 49.4% Special Revenue Funds 432,862 423,644 602,137 409,418 606,910 1.7% Internal Service Funds 2,009,848 2,061,919 2,526,450 2,250,556 2,492,256 7.1% Debt Service Funds 920,820 868,910 889,860 889,510 889,985 2.5% Trust Funds - - - - - 0.0% Capital Project Funds 5,178,900 3,979,272 13,427,827 3,095,514 13,882,519 39.3% Total Expenditures by Fund $ 23,253,229 $ 22,901,680 $ 34,284,382 $22,782,574 $35,287,896 100.0% Operating Fund Transfers 304,963 1,184,500 380,880 380,880 1,833,345 CIP Fund Transfers 621,193 586,670 265,698 404,207 90,000 Total Expenditures&Transfers $ 24,179,384 $ 24,672,850 $ 34,930,960 $23,567,662 $37,211,241 Bond Refunding Expenditures 12,454,738 - - - - Total Funding Uses $ 36,634,122 $ 24,672,850 $ 34,930,960 $23,567,662 $37,211,241 Note: Capital Project revenues and expenditures amounts in the current year budget reflect full appropriation for receipt and expense of capital funding to indicate the potential impact of capital projects. However, this high level of activity is not expected as mostprojects are completed over multiple years. Remain ingproject balances atyear-end carryover to the followingfiscal year, and are again reflected as revenue and expenditure funding. 81 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY CATEGORY Properly Tax 11,K-5,747 Sales&Use Tax 1,085,000 Franchise Fee Tax 2,105,95 Transient Occupancy Tax 245,0001I Business/Other Taxes 540,0c 0 Fees,Licenses&Permits 1,466,45o Intergovernmental 433,500 Charge for Services 1,8877153 Interest Income 26,300 Rental Income 463,50 Other Sources 298,63. Internal Service Charges 2,579, 60 Capital Improvements 9 049,267 ~ ` "opoo A floc OO (31000 apo $,000 P0(7 10 000poo 1s oopo0 14 0001000 FY 2014/15 TOTAL REVENUES BY CATEGORY FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 % of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax 9,699,503 10,337,920 10,815,336 10,944,060 11,135,747 35.6% Sales Tax 1,100,489 1,051,121 1,050,000 941,350 1,085,000 3.5% Franchise Fee Tax 1,852,390 2,083,704 2,059,954 2,112,596 2,105,954 6.7% Transient Occupancy Tax 205,421 228,199 210,000 257,010 245,000 0.8% Business/Other Taxes 477,962 541,158 535,000 565,261 540,000 1.7% Fees,Licenses&Permits 1,236,460 1,591,517 1,517,065 1,524,041 1,466,450 4.7% Intergovernmental 313,453 447,502 392,216 466,424 433,500 1.4% Charge for Services 1,743,515 1,756,198 1,907,678 1,942,388 1,887,153 6.0% Interest Income 48,994 32,486 47,500 41,524 26,300 0.1% Rental Income 507,941 463,696 419,175 440,287 463,508 1.5% Other Sources 551,405 528,880 468,570 456,265 298,636 1.0% Operational Revenues $ 17,737,534 $ 19,062,379 $ 19,422,494 $ 19,691,206 $ 19,687,248 62.9% Internal Service Funds 2,030,000 2,181,235 2,461,560 2,420,282 2,579,560 8.2% Capital Improvements 4,147,954 2,776,901 9,767,616 2,587,657 9,049,267 28.9% Total Revenues $ 23,915,488 $ 24,020,515 $ 31,651,670 $ 24,699,145 $ 31,316,075 100.0% Fund Transfers In: 926,155 1,771,170 646,578 785,087 1,923,345 Total Revenues&Transfers $ 24,841,643 $ 25,791,686 $ 32,298,248 $ 25,484,232 $ 33,239,420 Bond Refunding Proceeds 12,454,738 - - - - Total Funding Sources $ 37,296,381 $ 25,791,686 $ 32,298,248 $ 25,484,232 $ 33,239,420 82 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY CATEGORY Salaries&Benefits 7,845,049 Materials&SuppliesF210,576 Fees&Charges1,935,511 Consultant&.. 2,698, 08 Sheriff Services 4,600, 40 Community Grants&.. Meetings &Training 101,650 Debt Service ' 889,S85 Fixed Assets 95.000 Internal Service... 14.238. 31 Capital Improvements 13,882,519 FY 2014/15 TOTAL EXPENDITURES BY CATEGORY FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 %of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salaries&Benefits 6,850,735 7,217,090 7,726,914 7,295,206 7,845,049 22.2% Materials&Supplies 382,800 395,618 478,204 446,277 534,610 1.5% Fees&Charges 1,616,183 1,578,292 1,793,658 1,375,808 1,935,511 5.5% Consultant&Contract Services 2,037,669 2,267,655 2,864,437 2,570,922 2,698,008 7.6% Sheriff Services 4,060,306 4,153,654 4,225,024 4,225,024 4,600,540 13.0% Meetings&Training 38,277 43,636 97,945 81,926 101,650 0.3% Community Grants&Events 116,203 121,318 180,501 169,725 210,576 0.6% Debt Service 920,820 868,910 889,860 889,510 889,985 2.5% Fixed Assets 21,336 95,000 240,000 129,138 95,000 0.3% Operating Expenditures 16,044,329 16,741,173 18,496,543 17,183,535 18,910,929 53.6% Internal Service Charges 2,030,000 2,181,235 2,360,012 2,360,000 2,494,448 7.1% Capital Improvements 5,178,900 3,979,272 13,427,827 3,095,514 13,882,519 39.3% Total Expenditures $ 23,253,229 $ 22,901,680 $ 34,284,382 $ 22,639,049 $ 35,287,896 100.0% Operating Transfers Out 304,963 1,184,500 380,880 380,880 1,833,345 CIP Fund Transfers Out 621,193 586,670 265,698 404,207 90,000 Total Expenditures&Transfers $ 926,156 $ 1,771,170 $ 646,578 $ 785,087 $ 1,923,345 Bond Refunding Expenditure 12,454,738 - - - - Total Funding Uses $ 369634,123 $ 24,672,850 $ 34,930,960 $ 239424,136 $ 37,211,241 83 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY DEPARTMENT Non-Departmental 75.4% Public Safety 2.2% Administrative Recreation& Services Facilities Public Warks Community 0.2% 54% 4.5% Development 12.2% FY 2014/15 GENERAL FUND REVENUES BY DEPARTMENT 2011/12 2012/13 2013/14 2013/14 2014/15 % of Departments Actuals Actuals Adjusted Actuals Adopted Total Council&Commissions $ 2,400 $ 1,200 $ - $ 1,200 S - 0.0% City Manager's Department 20,412 2,236 1,000 625 1,400 0.0% Administrative Services 49,758 51,985 51,500 47,609 45,000 0.2% Community Development 1,922,649 2,183,782 2,225,815 2,219,935 2,230,100 12.2% Public Works 587,480 967,747 900,818 1,014,993 831,960 4.5% Recreation&Facilities 852,736 875,765 1,004,750 910,597 993,150 5.4% Public Safety 694,129 682,552 473,774 447,024 405,525 2.2% Non-Departmental 12,101,067 12,870,720 13,416,406 13,626,382 13,805,082 75.4% Total General Fund Revenues $16,230,633 $17,635,987 $18,074,063 $18,268,366 $18,312,217 100.0% Fund Transfers In: 205,222 106,000 106,000 167,050 Total Operating Revenues $16,435,855 $17,741,987 $18,180,063 $18,435,416 $18,312,217 Use of Fund Balance Reserves: Carryforward Reserve 31,900 247,200 73,101 73,101 - Environmental Reserve - 50,000 50,000 50,000 50,000 CIP Reserve 80,779 1,504,944 280,880 280,880 1,633,345 Hillside Reserve - (75,000) (156,884) (216,721) - Compensated Absences - (200,000) - - - Total Operating Sources 16,548,534 19,269,131 18,427,160 18,622,676 19,995,562 84 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY DEPARTMENT Public Works 28.9% Recreation&Facilities 8.6% Community Public Safety Development 28.1% 12.8% � Administrative Non-Departmental Services CityManager's 7.4% 7.596 Department Council& 5.3% Commissions 1.3% FY 2014/15 GENERAL FUND EXPENDITURES BY DEPARTMENT 2011/12 2012/13 2013/14 2013/14 2014/15 % of Departments Actuals Actuals Adjusted Actuals Adopted Total Council&Cornnissions $ 152,149 $ 134,016 $ 251,859 $ 154,129 $ 231,083 1.3% City Manager's Department 798,582 821,984 846,094 804,146 925,453 5.3% Administrative Services 1,166,825 1,168,605 1,380,992 1,236,490 1,314,404 7.5% Community Development 1,887,796 2,046,853 2,291,680 2,181,710 2,237,950 12.8% Public Works 4,318,432 4,542,221 4,917,301 4,833,962 5,040,274 28.9% Recreation&Facilities 1,269,497 1,318,493 1,450,396 1,383,277 1,500,778 8.6% Public Safety 4,310,113 4,391,844 4,491,155 4,491,384 4,886,102 28.1% Non-Departmental 807,403 1,143,919 1,208,631 1,052,480 1,280,181 7.4% Total General Fund Exp $14,710,798 $15,567,935 $16,838,108 $16,137,576 $17,416,226 100.0% Fund Transfers Out 280,000 1,184,500 380,880 380,880 1,833,345 Total Earp&Transfers Out $14,990,798 $16,752,435 $17,218,988 $16,518,456 $19,249,571 85 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY CATEGORY PropertyTax 53.3% "--- Sales Tax 5.9% Other Sources 1.6% Transient Rental Income OccupancyTax i.3g5 2.5% Interest Business&Other 0.1% Taxes 2.9% Charge for Services Intergovt'l 10.3% Fees,Licenses& 2.4% Permits Franchise Fee Tax 8.o% 11.5% FY 2014/15 GENERAL FUND REVENUES BY CATEGORY FY2011/12 FY2012/13 FY2013/14 FY2013/14 FY2014/15 % of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax $ 8,279,947 $ 8,966,396 $ 9,470,400 $ 9,526,189 $ 9,763,750 53.3% Sales Tax 1,100,489 1,051,121 1,050,000 941,350 1,085,000 5.9% Transient Occupancy Tax 205,421 228,199 210,000 257,010 245,000 1.3% Business&Other Taxes 477,963 541,158 535,000 565,261 540,000 2.9% Franchise Fee Tax 1,852,390 2,083,704 2,059,954 2,112,596 2,105,954 11.5% Intergovernmental 274,848 416,486 392,216 466,424 433,500 2.4% Fees,Licenses&Permits 1,236,460 1,591,517 1,517,065 1,524,041 1,466,450 8.0% Charge for Services 1,732,889 1,744,112 1,907,678 1,942,388 1,887,153 10.3% Interest 44,731 28,670 46,000 40,003 25,000 0.1% Rental Income 508,647 465,460 419,175 440,287 463,508 2.5% Other Sources 516,848 519,164 466,575 452,817 296,902 1.6% Total Revenues $16,230,633 $17,635,987 $18,074,063 $18,268,366 $18,312,217 100.0% Fund Transfers In 205,222 106,000 106,000 167,050 Total Revenues&Transfers $16,435,855 $17,741,987 $18,180,063 $18,435,416 $18,312,217 Use of Fund Balance Reserves: Carryforward Reserve 31,900 247,200 73,101 73,101 - Environmental Reserve - 50,000 50,000 50,000 50,000 CIP Reserve 80,779 1,504,944 280,880 280,880 1,633,345 Hillside Reserve - (75,000) - - - Compensated Absences - (200,000) - - - Total Operating Sources 16,548,534 19,269,131 18,584,044 18,839,397 19,995,562 86 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY CATEGORY Community Grants Fixed Assets. Internal Services Events 02%ti Charges. 1.2% 134% Meetings,Events& Training 0.6% Salary&Benefits Sheriff Services 39.8% 26.4% Consultant& Contract Services Materials&Supplies 11.9% Fees&Charges 1.7% 4.9% FY 2014/15 GENERAL FUND EXPENDITURES BY CATEGORY FY2011/12 FY2012/13 FY2013/14 FY2013/14 FY2014/15 % of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salary&Benefits $ 6,074,360 $ 6,409,105 $ 6,850,811 $ 6,408,421 6,937,142 39.8% Materials&Supplies 163,990 188,965 241,419 236,925 296,450 1.7% Fees&Charges 708,175 738,596 791,931 759,799 848,295 4.9% Consultant&Contract Services 1,638,896 1,883,085 2,250,424 2,054,371 2,065,434 11.9% Sheriff Services 4,060,306 4,153,654 4,225,024 4,225,024 4,600,540 26.4% Meetings,Events&Training 37,783 38,946 95,145 80,468 97,400 0.6% Community Grants&Events 116,203 122,007 180,501 169,725 210,576 1.2% Fixed Assets 11,336 - - - 35,000 0.2% Internal Services Charges 1,899,748 2,033,577 2,202,853 2,202,844 2,325,389 13.4% Total Expenditures $14,710,798 $15,567,935 $16,838,108 $16,137,576 $17,416,226 100.0% Fund Transfers Out: 280,000 1,184,500 380,880 380,880 1,833,345 Total Expenditures&Transfers $14,990,798 $16,752,435 $17,218,988 $16,518,456 $19,249,571 87 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND TAX REVENUES CITIES OF SANTA CLARA COUNTY-TAX REVENUES PER CAPITA ■Business License Tax ■Transient Occupancy Tax ❑Sales Tax ■Property Tax Campbell Cupertino Gilroy Los Altos Los Altos Hills Los Gatos Milpitas Monte Sereno Morgan Hill Mountain View Palo Alto San Jose Santa Clara SARATOGA Sunnyvale $- $50 $100 $150 $200 $250 $300 $350 $400 $450 $500 FY 20011/12*TAX REVENUES AND PER CAPITA Proper Tax Sales Tax 1 Ci Population Amount Per capita Amount Per capita u 1 Campbell 40,860 8,737,866 214 11,777,412 288 2,578,323 63 598,342 15 Cupertino 59,022 11,966,544 203 17,326,460 294 3,112,934 53 705,420 12 Gilroy 50,178 9,131,673 182 13,833,561 276 998,743 20 555,725 11 Los Altos 29,460 13,301,920 452 2,746,374 93 1,782,018 60 442,824 15 Los Altos Hills 8,027 3,536,611 441 46,155 6 - - 186,527 23 Los Gatos 29,584 7,445,902 252 9,889,100 334 1,174,485 40 1,071,620 36 Milpitas 67,476 17,357,336 257 19,403,068 288 7,067,413 105 299,073 4 Monte Sereno 3,800 1,135,601 299 10,496 3 - - 31,487 8 Morgan Hill 39,127 6,483,130 166 6,638,381 170 1,119,491 29 160,301 4 Mountain View 75,275 26,216,000 348 15,939,000 212 4,397,000 58 220,000 3 Palo Alto 65,544 26,494,000 404 22,132,000 338 9,664,000 147 - - San Jose 972,000 317,215,000 326 154,026,000 158 22,451,000 23 41,134,000 42 Santa Clara 118,813 28,451,028 239 41,279,940 347 11,755,416 99 842,057 7 SARATOGA 30,363 8,279,947 273 1,100,489 36 205,421 7 313,984 10 Sunnyvale 142,896 43,407,026 304 31,623,449 221 7,777,583 54 1,504,737 11 Average 115,495 35,277,306 305 23,184,792 201 4,938,922 43 3,204,406 28 *Most recent information available 88 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES 10 YEAR TREND LINE OF KEY TAX REVENUES $12,000,000 $101000,000 - $8,000,000 $6,000,000 $4,000,000 $2,o00,000 LA 2004/06 20o5/o6 20o6/07 2007/08 20o8/09 2009/10 2010/11 2011/12 2012/13 2013/14 Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Esbina#ed Budgeted ■Property Tax ❑Sales Tax M Occupancy Tax ■Business License Tax Property Sales I Summary of Change from Fiscal Year Tax Tax Tax Revenues Prior Year 2004/05 Actuals $ 5,334,406 $ 1,011,721 $ 146,607 $ 298,823 6,791,557 53.3% 2005/06 Actuals $ 6,141,365 $ 988,132 $ 163,222 $ 339,648 7,632,367 12.4% 2006/07 Actuals $ 7,577,444 $ 994,680 $ 195,261 $ 303,787 9,071,172 18.9% 2007/08 Actuals $ 7,922,815 $ 1,057,977 $ 211,532 $ 290,996 9,483,320 4.5% 2008/09 Actuals $ 8,155,362 $ 1,043,034 $ 151,378 $ 321,347 9,671,121 2.0% 2009/10 Actuals $ 8,194,364 $ 954,574 $ 144,151 $ 303,990 9,597,079 (0.8%) 2010/11 Actuals $ 8,026,659 $ 990,579 $ 184,362 $ 310,273 9,511,873 (0.9%) 2011/12 Actuals $ 8,279,947 $ 1,100,489 $ 205,421 $ 313,984 9,899,841 4.1% 2012/13 Actuals $ 8,966,396 $ 1,051,121 $ 228,199 $ 197,184 10,442,900 5.5% 2013/14 Estimated $ 9,526,189 $ 941,350 $ 257,010 $ 194,084 10,918,632 10.3% 2014/15 Budgeted $ 9,763,750 $ 1,085,000 $ 245,000 $ 190,000 11,283,750 8.1% NOTES: FY 2006/07 Property Tax Revenues—Large increase reflects the ongoingpermanent addition of Property Tax revenues resulting from an increased allocation share per the State passed Tax Equity Allocation(TEA)Legislation. (Approximately $760,000 in FY2006/07). 89 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND FUND BALANCE ACTIVITY General Fund Fund Balance Activity Estimated Plus Less Sources Estimated 7/1/2014 Transfers Transfers (Uses)of 6/30/2015 General Fund Res erves: Balance Revenues In Expenditures Out Fund Balance Balance Restricted Environmental Services 413,182 (50,000) 363,182 Committed Hillside Stability 992,934 7,066 1,000,000 Assigned Capital&Efficiency Reserve 1,928,915 (1,633,345) 295,570 Facility Reserve 600,000 300,000 900,000 Carryforwards 118,788 (118,788) 0 Unassigned Worldng Capital Reserve 2,930,184 2,930,184 Fiscal Stability Reserve 1,500,000 1,500,000 Development Services 705,459 705,459 Compensated Absences 223,846 223,846 Other Unassigned 2,422,326 18,312,217 17,416,226 1,833,345 1,495,067 2,980,039 Total Fund Balance Reserves $11,835,634 $10,898,280 GENERAL FUND Reserve Activity includes: Fund Balance Reserves reflect the cumulative effect ofrevenues and other financing sources over expenditures and other financing uses. Restricted Fund Balance represents legal restrictions and obligations; Committed Fund Balance represents Council directed funding for a specific and binding use;Assigned Fund Balance represents resources that reflects the City's intended use offunds;whereas Unassigned Fund Balance includes estimated year-end fund balance not previously identified for a specific purpose,and is therefore available to buffer unplanned financial situations during the fiscal year. As year-end fund balance reflects an estimate,sound finanical practices suggest retaining a sufficient amount ofundesignated fund balance to offset unexpected revenue shortfalls and operational expenditures. The Environmental Reserve accounts for funding obligated for use in the Environmental program originally collected under the City's former solid waste agreement. The Hillside Stability Reserve reflects funding set aside for emergency roadway and retaining wall support projects. The Capital Project Reserve reflects funding designated to fund capital projects in the current or future fiscal years as ofbudget adoption. The Facility Reserve was established to accrue funding for the eventual replacement or major rehabilitation of City Buildings. Eligible uses ofthis reserve include direct funding ofpublic facility improvements,and the servicing ofrelated debt. Carryforward Reserves reflects an estimate offunding to be set-aside for Council directed,encumbered,or designated obligations that are to be paid for in the following fiscal year. The General Fund's Working Capital Reserve ensures sufficient cash flow funding for the General Fund. The reserve is adjusted at fiscal year end by interest earned on the reserve balance at L UFrates. Council Policy caps the reserve at 20%ofbudgeted appropriations. The Fiscal Stability Reserve of$1,500,000 is to be used in the case offiscal uncertainty or disaster. Upon approval from the City Council, this reserve may provide reliefin the case of State takeaways,unanticipated revenue shortfalls,unexpected expenses or natural disasters. This reserve is not adjusted for interest earnings. The Development Services Reserve reflects a funding buffer to offset the revenue highs and lows for multi-year development service obligations. Compensated Absences Reserve accrues funding to fund employee termination payouts as needed. The reserve balance is equal to one- third ofthe year-end liability. 90 CITY OF SARATOGA FINANCIAL SUMMARIES SCHEDULE OF INTERFUND TRANSFERS Estimated Estimated Budgeted Budgeted 2013/14 2013/14 2014/15 2014/15 Fund Description Transfers In Transfers Out Transfers In Transfers Out General Funds General Fund 167,050 380,880 - 1,833,345 Special Revenue Funds Landscape&Lighting Districts - - 50,000 - Capital Project Funds Street Projects 234,487 225,698 730,000 - Parks&Trail Projects 119,877 59,837 443,445 - Facility Projects 100,000 - 479,900 - Administrative Projects 163,673 118,672 220,000 90,000 Total Interfund Transfers 785,087 785,087 $ 1,923,345 $ 1,923,345 FY2014115 Interfund Transfers In Administrative CIP transfer of$50,000 to Landscape&Lighting District Capital Project Funds Transfer In of$2,173,345 is comprised of 1. $730,000 from GF CIP Reserve to CIP Street projects 2. $743,445 from GF CIP Reserve to CIP Parks projects 3. $479,900 from GF CIP Reserve to CIP Facilities projects 4. $220,000 from GF CIP Reserves to CIP Administrattive&Technology projects FY2014115 Interfund Transfers Out General Fund Transfer Out of$1,833,345 is comprised of- 1. f1. $100,000 operating transfer to the CIP Facilities Fund for projects 2. $100,000 operating transfer to the General Plan Update project 2. $730,000 CIP Reserve transfer to CIP Streets projects 3. $443,445 CIP Reserve transfer to CIP Parks projects 4. $439,090 CIP Reserve transfer to CIP Facilities projects 5. $220,000 CIP Reserve transfer to CIP Administrative&Technology projects 6. $90,000 CIP A dm in is tra tiv e Transfer Out to other CIP Projects(Play Structure and LLD Match projects) FY2013114 Interfund Transfers In General Fund Transfer In of$106,000 from Gas Tax Fund to reimburse Engineering and Administrative Services,and$61,050 transfers from Hillside slide projects back to Hillside Reserve. Capital Project Funds Transfer In of$618,037 is comprised of: 1. $234,487from CIP Reserve to CIP Streetprojects 2. $119,877 from CIP Reserve to CIP Parks projects 3. $100,000 from GF Operating Transfer to Facilities 4. $163,673 from CIP Reserves to CIP Admin projects. FY2013114 Interfund Transfers Out General Fund transfer of$380,880 is comprised of L $100,000 annual transfer to the CIP Facilities Fund for projects 2. $150,000 to CIP Streets for projects 3. $45,880 to CIP Parks for projects 4. $85,000 to CIPAdmin for Risk Management, CMO Document Imaging and Wildfire Protection projects Streets CIP transfer of$225,698 is comprised of$106,000 to General Fund and$119,698 remaining Village Pedestrian I to II and Toe's Trail. Parks&Trail CIP transfer of$59,83 7 is comprised of remaining project funding back to General Fund Administrative&Technology Improvements CIP transfer of$118,672 is comprised of remaining separate Document Imaging projects to one combined Document Imaging project. 91 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUND BALANCE ACTIVITY FY 2014/15 7/1/2014 Plus Plus Less Less Sources 6/30/2015 Estimated Revenues& Transfers Earp& Transfers (Uses)of Estimated Balance Carryfwds In Carryfwds Out Fund Bal Balance General Fund Restricted Environmental Services 413,182 (50,000) 363,182 Committed Hillside Stability 992,934 - 7,066 1,000,000 Assigned Capital&Efficiency Reserve 1,928,915 - (1,633,345) 295,570 Facility Reserve 600,000 - 300,000 900,000 Carryforwards 118,788 - (118,788) - Unassigned Working Capital Reserve 2,930,184 - 2,930,184 Fiscal Stabilization Reserve 1,500,000 1,500,000 Development Services 705,459 705,459 Compensated Absences 223,846 - - - - 223,846 Other Unassigned 2,422,326 18,312,217 17,416,226 1,833,345 1,495,067 2,980,039 Total General Fund $ 11,835,634 $ 18,312,217 $ $ 17,416,226 $ 1,833,345 $ - $ 10,898,280 Other Unassigned Fund Balance Reserves reflects the operating budget's ongoing revenues,expenditures,carryforwards,transfers in and out,and the use of fund balance reserves. Committed,Assigned,and the remaining Unassigned Reserves reflect funding held in compliance with spec fc fund balance policy and Council direction. The Restricted Reserve accounts for funding obligated for use in the Environmental program originally collected under the City's former solid waste agreement. Special Revenue Funds Landscape&Lighting Districts 733,831 523,731 50,000 606,910 700,651 Total Special Revenue Funds $ 733,831 $ 523,731 $ 50,000 $ 6069910 $ - $ $ 700,651 Special Revenue Funds account for legally restricted revenues and obilgations. Landscape&Lighting Fund budgeted expenditures typically include all available funds to allow for use in unplanned repairs if necessary,but are not anticipated to be used in full each year. Internal Service Funds Liability/Risk Management 297,825 439,560 463,117 274,268 Workers Compensation 281,642 210,000 259,588 232,054 Office Stores Fund 53,121 65,000 73,750 44,371 IT Services 262,069 425,000 475,725 211,344 Vehicle&Equip Maintenance 36,349 300,000 244,177 92,172 Building Maintenance 199,869 875,000 855,198 219,671 Vehicle&Equip Replacement 508,880 200,000 52,500 656,380 IT Equipment Replacement 152,788 65,000 68,200 149,588 Total Internal Service Funds $ 1,7929543 $ 2,579,560 $ $ 2,492,256 $ - $ $ 198799848 Internal Service Funds account provide operational costing for citywide services. Two of these funds are equipment replacement funds which charge back to departments the cost of the assets over their lifespan,to ensure replacement funding is available when required,and to charge an appropriate annual costfor the asset. Replacement Fund balances rejlectfunding accumulated to datefor asset replacement. The remaining Internal Service Funds provide for the cost of services and insurance in a fair,allocated manner. Debt Service Funds GO Bond Debt Service 897,786 851,300 889,985 859,101 Total Debt Service Funds $ 897,786 $ 851,300 $ $ 8899985 $ - $ $ 859,101 Debt Service Funds manage the repayment of City debt. The City issued a General Obligation Bond in 2001 for the library expansion project. The Fund reflects the property tax assessment receipts,and the debt principal&interest payments made during the fiscal year. Fund Balance reflects the City's reserve for this debt issuance. Currently,the assessment revenues are intentionally set less than expenditures to reduce the Fund Balance to an appropriate debt level. 92 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE ACTIVITY FY 2014/15 7/1/2014 Plus Plus Less Less Source& 6/30/2015 Estimated Revenues& Transfers Expenditures& Transfers (Use)of Estimated Balance Carryforwards In Carryforwards Out Fund Bal Balance Capital Improvement Plan Funds Street Projects 1,724,577 8,277,631 730,000 10,732,208 - Parks&Trails Projects 1,028,874 516,536 443,445 1,947,456 41,399 Facility Projects 206,036 225,100 479,900 876,036 - 35,000 Administrative Projects 166,820 30,000 220,000 326,819 90,000 Total Capital Improvement Funds $ 3,126,307 $ 9,049,267 $ 1,873,345 $ 13,882,519 $ 90,000 $ $ 76,399 The above CIP funds are included ata summary level. Capital revenues include all outstanding funding sources identified as a source offunds for projects, however not all funding is expected to become available in the fiscal year. Similarly, appropriated expenditures are not expected to be expended as most are multi-year projects. Funds will be reduced to actuals at year-end and the remaining project balance will be rolled forward. FUND BALANCE TOTALS $ 18,386,101 $ 31,316,075 $ 1,923,345 $ 35,287,896 $ 1,923,345 $ - $ 14,414,279 93 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2011 6/30/2012 6/30/2013 6/30/2014 6/30/2015 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance General Fund Restricted Environmental Services 513,182 513,182 463,182 413,182 363,182 Committed Hillside Stability 500,000 600,000 675,000 992,934 1,000,000 Assigned Capital&Efficiency Reserve 500,000 1,923,658 418,714 1,928,915 295,570 Facility Reserve - - 300,000 600,000 900,000 Carryforwards 326,900 247,201 73,101 118,788 - Unassigned Working Capital Reserve 2,903,522 2,914,426 2,923,096 2,930,184 2,930,184 Fiscal Stabilization Reserve 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Development Services 632,380 667,233 667,233 705,459 705,459 Compensated Absences - - 207,268 223,846 223,846 Uncollected Deposits 44,791 44,791 - - - Other Unassigned 563,290 518,631 2,691,081 2,422,326 2,980,039 Total General Fund Reserves 7,484,065 8,929,122 9,918,675 11,835,634 10,898,280 Special Revenue Funds Landscape&Lighting Districts 504,126 562,504 621,947 733,831 700,651 Total Special Revenue Funds 504,126 562,504 621,947 733,831 700,651 Internal Service Liability/Risk Management 134,905 134,757 230,059 297,825 274,268 Workers Compensation 224,104 231,966 293,720 281,642 232,054 Office Support Services 15,831 11,220 24,021 53,121 44,371 IT Services 231,063 256,701 281,284 262,069 211,344 Vehicle&Equipment Maintenance 42,817 23,031 10,427 36,349 92,172 Building M aintenance 208,518 200,926 184,901 199,869 219,671 Vehicle&Equipment Replacement 331,374 437,089 442,089 508,880 656,380 IT Equipment Replacement 185,567 156,760 156,318 152,788 149,588 Total internal Service Reserves 1,374,179 1,452,449 1,622,818 1,792,543 1,879,848 Debt Service 2001 Series Library GO Bonds 850,657 862,414 885,757 897,786 859,101 Total Debt Service 850,657 862,414 885,757 897,786 859,101 OPERATING BUDGET RESERVES $10,213,026 $11,806,490 $13,049,197 $1.5,259,794 $14,337,880 94 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2011 6/30/2012 6/30/2013 6/30/2014 6/30/2015 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance Capital Project Funds Street Project Funds 2,428,830 2,265,634 2,080,497 1,724,577 - Park&Trail Project Funds 956,391 655,461 887,941 1,028,874 41,399 Facility Improvement Funds 942,051 493,708 260,858 206,036 35,000 Administrative Project Funds 148,139 129,401 191,039 166,820 - Total Capital Projects Funds 4,475,411 3,544,204 3,420,335 3,126,307 76,399 TOTAL RES ERVES $14,688,437 $15,350,694 $16,469,532 $18,386,101 $14,414,279 GRAPHIC REPRESENTATION OF GENERAL FUND AND TOTAL OF ALL FUNDS 5 YEAR FUND BALANCE HISTORY,BUDGET YEAR,AND 5 YEAR TREND PROJECTION General Fund Balance --1I Total All Fund Balance 20,000,000 16,000,000 12,000,000 8,000,000 4,000,00❑ 'Noo°i`�4 vQti°1y1 ���1}'� %Qz�l' Boz° �ol+�l��' 2oi l'6 '2.01 1� '01'I�'��' moo',-') ' Note—In the above graph, the FY 2014/15 fund balance(in white)and five years forward reflect full expenditure of the Capital Budget in the first budget year, thereby causing a steep drop and a continued zero balance from that point forward. The full appropriation of the capital project budget allows for full encumbrance and completion of the projects during the fiscal year,although in most cases this will not occur and project balances will carryforward into the following fiscal year. While actual total fund balance growth has averaged 2.1%over the last ten years,future year projections represent a conservative operating and capital budget with a I%minimal growth in outlaying year's fund balances. 95 CITY OF SARATOGA FINANCIAL SUMMARIES ■ DEPARTMENT REVENUES BY PROGRAM FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Actuals Actuals Adjusted Actuals Adopted Council&Commissions General Fund Program: City Council 2,400 1,200 - 1,200 City Commissions - - - - Total Council&Commissions $ 2,400 $ 1,200 $ - $ 1,200 $ - City Manager's Department General Fund Prop-ram: City Manager's Office - 200 1,000 600 800 City Clerk 20,412 2,036 - 25 600 Total City Manager's Department $ 20,412 $ 2,236 $ 1,000 $ 625 1,400 Finance&Administrative Services Department General Fund Program: Finance 49,758 51,985 51,500 47,609 45,000 Human Resources - - - - - Administrative Services - - - - - Internal Service Funds: Office Support Services 50,626 67,086 67,000 65,028 65,000 Information Technology Services 400,000 400,257 400,000 403,488 425,000 IT Equipment Replacement 50,000 46,236 55,000 55,000 65,000 Total Finance&Admin Services $ 550,384 $ 565,564 $ 573,500 $ 571,125 600,000 Community Development General Fund Program: Development Services 591,958 524,709 522,200 560,730 534,500 Advanced Planning 169,574 226,973 245,000 228,523 250,000 Code Compliance 9,600 6,155 6,365 7,650 5,500 Building&Inspection Services 1,151,517 1,425,946 1,452,250 1,423,032 1,440,100 Total Community Development $ 1,922,649 $ 2,183,782 $ 2,225,815 $ 2,219,935 2,230,100 Public Works Department General Fund Prop-ram: General Engineering 102,822 151,388 129,883 117,702 90,250 Development Engineering 107,099 144,232 90,000 169,014 73,100 Environmental Services 23,571 203,203 178,954 190,487 185,954 Streets&Storm Drains 2,912 170,231 210,000 245,811 190,000 Parks&Landscape Maintenance 351,076 298,692 291,981 291,980 292,656 Internal Service Funds: Vehicle&Equipment Maintenance 200,000 215,000 250,000 250,000 300,000 Vehicle&Equipment Replacement 115,715 100,000 200,000 207,050 200,000 12ecial Revenue Fund: Landscape&Lighting Districts 491,241 483,087 486,931 521,302 523,731 Total Public Works Department $ 1,394,436 $ 1,765,834 $ 1,837,749 $ 1,993,345 1,855,691 96 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT REVENUES ■ BY PROGRAM FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Actuals Actuals Adjusted Actuals Adopted Recreation&Facilities Department General Fund Program: Recreation Services 614,400 641,904 746,000 662,212 718,200 Teen Services 2,758 1,626 5,500 782 5,000 Facility Rentals 235,579 232,236 253,250 247,604 269,950 Internal Service Funds: Building Maintenance 725,000 755,857 825,000 832,474 875,000 Total Recreation Department $ 1,577,736 $ 1,631,622 $ 1,829,750 $ 1,743,071 1,868,150 Public Safety General Fund Program: Public Safety Services 684,430 681,706 461,558 434,748 393,025 Emergency Preparedness 9,700 847 12,216 12,276 12,500 Total Public Safety $ 694,129 $ 682,552 $ 473,774 $ 447,024 405,525 Non-Departmental General Fund Program: General Administration 12,100,422 12,869,472 13,416,406 13,601,382 13,805,082 Legal Services - 1,248 - 25,000 - Community Grants - - - - Community Events 645 - - - - Internal Service Funds: Risk M anagement/Liabitity Ins 352,455 403,399 439,560 389,809 439,560 Workers Compensation Ins 219,287 244,453 225,000 217,433 210,000 Debt Service Funds 2001 Bond Debt Service Fund 13,387,316 892,253 861,500 901,539 851,300 Total Non-Departmental 26,060,125 14,410,824 14,942,466 15,135,163 15,305,942 Capital Improvement Projects Capital Improvement Funds Street Projects 3,455,125 2,558,053 8,875,485 1,489,006 8,277,631 Park&Trail Projects 647,874 (57,245) 752,280 967,061 516,536 Facility Projects 39,219 113,410 139,850 131,590 225,100 Administrative Projects 5,736 162,683 - - 30,000 Total Capital Improvement Projects $ 4,147,954 $ 2,776,901 $ 9,767,616 $ 2,587,657 9,049,267 Operating Transfers In General Fund 205,222 106,000 106,000 167,050 - L&L Funds - - - - 50,000 Capital Projects-Streets 400,308 661,818 235,701 234,487 730,000 Capital Projects-Parks&Trails 25 593,852 119,877 119,877 443,445 Capital Projects-Facilities 264,659 324,500 100,000 100,000 479,900 Capital Projects-Administrative 55,941 85,000 85,000 163,673 220,000 Total Operating Transfers In $ 926,155 $ 1,771,170 $ 646,578 $ 785,087 1,923,345 Total Revenues and Transfers In 37,296,381 25,791,686 32,298,248 25,484,232 33,239,420 97 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT EXPENDITURES BY PROGRAM FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Actuals Actuals Adjusted Actuals Adopted Council&Commissions General Fund Programs: City Council 126,832 104,116 221,089 124,780 188,431 City Commissions 25,317 29,900 30,770 29,349 42,652 Total Council&Commissions 152,149 134,016 251,859 154,129 231,083 City Manager's Department General Fund Programs: City Manager's Office 508,150 498,730 530,424 500,476 518,729 City Clerk 290,432 323,254 315,670 303,670 406,725 Total City Manager's Department $ 798,582 $ 821,984 $ 846,094 804,146 925,453 Administrative Services Department General Fund Programs: Finance Services 800,562 839,510 1,011,236 899,080 789,460 Human Resources 366,263 329,095 369,756 337,410 338,491 Administrative Services - - - - 186,452 Internal Service Funds: Office Stores Fund 55,236 54,285 65,150 35,928 73,750 Information Technology Services 374,362 375,674 460,226 422,703 475,725 IT Equipment Replacement 53,844 46,678 59,200 58,530 68,200 Total Administrative Services Dept $ 1,650,268 $ 1,645,242 $ 1,965,568 1,753,651 1,932,079 Community Development General Fund Programs: Development Services 822,267 925,009 980,717 955,477 936,259 Advanced Planning 144,716 115,740 275,201 254,409 157,200 Code Compliance 92,821 104,799 101,500 52,643 137,537 Building&Inspection Services 827,991 901,305 934,262 919,181 1,006,954 Total Community Development 1,887,796 2,046,853 2,291,680 2,181,710 2,237,950 Public Works Department General Fund Programs: General Engineering 469,404 476,908 498,949 502,680 548,121 Development Engineering 191,598 205,693 208,074 213,150 195,331 Environmental Services 545,492 619,024 726,189 643,314 668,139 Streets&Storm Drains 1,186,626 1,284,436 1,378,138 1,381,240 1,426,840 Parks&Landscape Maintenance 1,925,312 1,956,160 2,105,951 2,093,578 2,201,844 Internal Service Funds: Equipment Maintenance 219,786 227,604 232,751 224,078 244,177 Vehicle&Equipment Replacement 10,000 95,000 240,000 140,258 52,500 Snecial Revenue Funds: Landscape&Lighting Districts 432,862 423,644 602,137 409,418 606,910 Total Public Works Department 4,981,080 5,288,469 5,992,189 5,607,716 5,943,862 98 CITY OF SARATOGA FINANCIAL SUMMARIES ■ DEPARTMENT EXPENDITURES BY PROGRAM FY 2011/12 FY 2012/13 FY 2013/14 FY 2013/14 FY 2014/15 Actuals Actuals Adjusted Actuals Adopted Recreation&Facilities Department General Fund Proerams: Recreation Services 900,930 938,742 1,029,860 961,244 1,052,579 Teen Services 67,859 67,955 57,101 57,836 48,259 Facility Rentals 300,708 311,796 363,435 364,197 399,940 Internal Service Funds: Building Maintenance 732,592 771,882 800,269 817,506 855,198 Total Recreation Department 2,002,090 2,090,375 2,250,665 2,200,783 2,355,976 Public Safety General Fund Proerams: Public Safety Services 4,241,260 4,328,818 4,410,788 4,411,156 4,786,304 Emergency Preparedness 68,854 63,026 80,367 80,227 99,798 Total Public Safety 4,310,113 4,391,844 4,491,155 4,491,384 4,886,102 Non-Departmental General Fund Programs: General Administration 431,480 721,170 695,469 492,236 740,596 Legal Services 259,720 300,743 332,661 390,518 329,009 Community Grants 109,459 103,717 154,129 147,506 172,726 Community Events 6,744 18,290 26,372 22,219 37,850 Internal Service Funds: Liability/Risk Management 352,603 308,096 413,106 322,043 463,117 Workers Compensation 211,425 182,700 255,748 229,510 259,588 Debt Service Fund: 2001 Bond Debt Service Fund 13,375,558 868,910 889,860 889,510 889,985 Total Non-Departmental 14,746,989 2,503,626 2,767,345 2,493,543 2,892,871 Capital Improvement Funds: Street Projects 3,693,733 2,832,190 10,965,985 1,853,714 10,732,208 Park&Trail Projects 948,802 290,278 1,760,099 886,168 1,947,456 Facility Projects 492,379 670,761 465,705 286,412 876,036 Administrative Projects 43,986 186,044 236,039 69,220 326,819 Total Capital Improvement Projects 5,178,900 3,979,272 13,427,827 3,095,514 13,882,519 Operating Transfers Out General Fund 280,000 1,184,500 380,880 380,880 1,833,345 IT Equipment Replacement to CIP 24,963 - - - - Capital Projects-Streets 324,896 572,818 225,698 225,698 - Capital Projects-Parks&Trails 25 13,852 - 59,837 - Capital Projects-Facilities 259,841 - - - - Capital Projects-Administrative 36,430 - 40,000 118,672 90,000 Total Operating Transfers Out 926,156 1,771,170 646,578 785,087 1,923,345 Total Expenditures and Transfers Out 36,634,122 24,672,850 34,930,960 23,567,662 37,211,241 99 CITY OF SARATOGA FINANCIAL SUMMARIES a Til, 100 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING INFORMATION 101 CITY OF SARATOGA FINANCIAL SUMMARIES SUMMARY OF EMPLOYEE SALARY&BENEFITS The City of Saratoga's total budgeted salary and benefit expenditures are projected to total $7.85 million dollars in FY 2014/15, representing approximately 22.2% of total budgeted expenditures. Approximately $6.94 million or 88.4%of labor costs are funded in the General Fund and represent 39.8%of the General Fund's budgeted expenditures. Altogether, total budgeted salary and benefit amounts increased $118,135 from last year's budgeted amount due to cost-of-living-adjustments (COLA), employee step increases, pension cost increases, and insurance premium increases. Organizational Changes Other than a .10 FTE decrease with the elimination of a temporary position overlap, FY 2014/15 budgeted staffing remains consistent with FY 2013/14 budgeted staffing levels. Staffing levels were revised in the prior year to convert essential long-term temporary positions to benefitted positions,restructure departments,and adjust workload. Three positions were added, and one and one-half temporary positions were eliminated. The IT Technician position was converted to regular status at the beginning of the fiscal year, and the Finance Manager and Permit Technician were filled during the course of FY 2013/14, thereby generating partial year vacancy savings. FY 2014/15 expenditures will reflect a full year of salary&benefit expenditures for these two positions. Staffing levels are also expected to remain stable into the forecasted years. With large increases in pension rates looming in the future, services are expected to remain at current levels, and staff levels managed closely to ensure operations remain sustainable. Rising pension costs are discussed in more detail in a following section. Budget Strategies As a minimum-services contract city,Saratoga has long seen the benefit of minimal staffing enhanced through contract and temporary staffing on an as-needed basis. Periodic and ongoing staffing augmentation is typically seen in landscaping functions, recreation and facility services, development services, and attorney services. The City also finds that the contract service arrangement with the County Sheriff's Office provides high level police services with a cost effective service structure. While dedicated Sheriff staff is assigned to the City, Sheriff personnel and services can easily adjust as circumstances require, with high level expertise, equipment, and communication resources integrated into the smaller city service level on a day-to-day basis. The City's personnel costs have remained manageable through a couple of long-term strategies. While neighboring cities raised employee benefits to the enhanced 2.5% or 2.7% @ 55 pension plans during the economic bubble, the City's employee benefit structure remained at the sustainable 2% @55 pension plan. This will prove to be very valuable in the upcoming years as pension plan liabilities require considerable rate increases. Enhanced plan costs will increase much higher than the City's standard plan. Additionally,the City does not provide retiree health benefits to employees,thereby eliminating another very costly liability that many cities are struggling under. As a result of employee benefit restraint,the City managed to maintain core services and minimize impacts to residents and employees alike during the economic downturn. Employee layoffs and furloughs were minimized, and residents were provided a mostly consistent level of services throughout three difficult years. The added benefit of employee retention includes maintaining institutional knowledge and efficient operations. Employee Compensation and Benefits The City's salary and benefit expenditure growth will be mitigated in the years to come by employee turnover and retirements. The 2011 MOU negotiations established reduced benefits for employees hired after July 1, 2011, and State legislation enacted further reductions in retirement benefits for future employees not yet a member of the Ca1PERS pension plan system. Negotiated reductions included limited medical benefits for new employees: fixed dollar amounts of$800 per month for single coverage, $1,200 per month for double, and $1,500 per month for family coverage. Additionally, new employees fall under a reduced pension plan benefit. For`classic'Ca1PERS members hired on or after May 12,2012, a second tier CaIPERS retirement package of 2%@60 will be in effect. For new Ca1PERS members(member after January 1, 2013), a 2% @62 plan is provided. The annual savings equals the difference between the pool-specific rates times the respective second and third tier payroll. Although annual saving from implementing these new tiers will be small at first,savings are expected to increase by$200,000 to 300,000 per year in about 10 years. 102 CITY OF SARATOGA FINANCIAL SUMMARIES Salary and budget projections are prepared using known data on current employees, current MOU provisions, and California Public Employees' Retirement System (CalPERS), medical, dental, vision, long-term disability, and life insurance premiums. In some years,these projections are predictable,and in others there is fluctuation,such as when MOUS expire and new MOU provisions are scheduled to be put into place. The City does not use a vacancy factor for salary projections as typically there is very little turnover, and in most cases it is necessary to re-fill a position quickly due to the City's limited staffing. Most staff positions are at top step, and health insurance benefits are budgeted at the employee's current status(Single/Double/Family)under their chosen health insurance plan to provide more accuracy in the total salary and benefit costs. A payroll expense buffer is built into budgeted salary numbers to offset unknown cost impact which may occur,and to fund terminations,turnover or disability backfill,PTO buyouts, excess overtime,and to fund the Compensated Absences Reserve in compliance with policy,if needed at year-end. Personnel costs are comprised of salaries for full and part-time personnel,inclusive of holidays and paid time off and benefits which includes health, life and disability insurances, and retirement contributions. Annual wage increases and benefit adjustments are negotiated under each bargaining unit's Memorandum of Understanding(MOU)contract. Memorandums of Understanding Each of the three bargaining units have an MOU: 1)the Saratoga Management Association for the four Department Directors; 2)the United Brotherhood of Carpenters and Joiners of America Local Union No 2236 (UNION) for the thirteen Public Work's Corporation Yard staff, and; 3) the Saratoga Employees Association (SEA) for all other represented staff,the City's largest bargaining group with 32 full and part-time employees. The City Manager,Human Resources Manager,Finance Manager,the Streets Division and Parks Division Public Works Managers, Sr.Building Inspector,HR Technician, and hourly(un-benefited) staff are not represented by associations. The three bargaining units entered into a four year MOU agreement effective through June 30, 2015. The City Manager has a negotiated contract,and unrepresented employees fall under a separate negotiated contract. Wages Salaries are adjusted as defined by the MOUs. Effective July 1, 2012 SMO and SEA negotiated contracts provide cost of living adjustments based upon the annual average for the 12 month period of January 1 to December 31 of the U.S. Department of Labor, Bureau of Labor Statistics, "All Urban Consumers (CPI-U)" for the San Francisco- Oakland-San Jose region. The UNION negotiated contract included an hourly rate increase effective November 14, 2011 and called for a reopener if Property and Sales Tax revenues increased by more than 3%in FY 2011/12,however specific wage increase adjustments were not stated. Property and Sales Taxes did meet the 3% criteria, and the reopener calling for wage increase adjustment negotiations resulted in a one-time 1%COLA increase and an additional 1% classification adjustment for Maintenance Workers I, II, and III. Employees also agreed to take on the full 7% CalPERS employee contribution as part of the negotiated agreements. Employee Benefits The City provides medical, dental,life insurance, and long-term disability insurance to its benefitted employees and CalPERS pension plan benefits to eligible employees. Currently,the City self-funds short-term disability coverage for 75%of wages after an employee's paid time-off is exhausted,up until long-term coverage activates at six months. Employees have the option to enhance their long-term disability and life insurance plans, and to obtain vision care coverage through a group plan. The City contracts for health insurance through CalPERS, offering employees a choice between Kaiser,Blue Cross, or Blue Shield medical plans. Although CalPERS has substantial negotiating powers, health insurance premiums continue to increase rapidly each year. Since October 1, 2008, the City has contracted with Ameritas as its dental insurance provider. While Ameritas has provided excellent coverage, the City's premium rate increases are higher than expected. Staff is working with the City's broker to lower premium costs through plan coverage administration. The Principal Life and AD&D Insurance premium increases are a result of demographic changes (age/gender/salary level are all part of the risk factor analysis). The City's broker negotiated these rates down by 20% effective April 2011,but with the improvement in the economy,raised them for FY 2014/15. 103 CITY OF SARATOGA FINANCIAL SUMMARIES Pension Plans The City of Saratoga provides a Ca1PERS administered cost-sharing,multiple employee pension plan benefit plan to employees. As the City has fewer than 100 employees,the City is part of a risk pool rather than a stand-alone plan. All city benefitted employees fall into the `Miscellaneous Employees' pension pools as public safety services are provided by Santa Clara County Sheriff's Office, and fire services by Santa Clara County Fire District. Council Members have the option to join the Ca1PERS pension plan,with three of the five electing to do so. Risk Pools-Newly hired city employees were added into the"2%@55 Risk Pool"(Tier 1)pension plan pool up until May 12, 2012 when the "Miscellaneous 2% @60 Risk Pool" (Tier 2) became effective for new employees. Subsequently, the Public Employee Pension Reform Act of 2012 established new defined benefit plans to lower pension benefit costs for all California government employees. The Act requires: effective January 1,2013,all `new' miscellaneous employee members shall be placed into a "2% @62" defined benefit plan (Tier 3). `New' member status applies to new hires that are not current Ca1PERS members, or those members with a break in service of 6 months or longer. At the present time,the majority of City of Saratoga employees and Council Members fall into the Tier 1, 2% @55 risk pool plan. As of July I It,2014,the plan breakdown is: 52 in Tier 1 (85.2%),4 in Tier 2(6.6%),and 5 in Tier 3 (8.2%). This ratio will be changing each year with turnover and retirements. Pension benefit costs-The City's payment of Ca1PERS Contribution Rates is comprised of employee and employer contributions. The Employee Contribution Rates under the 2%@55,and the 2%@60 benefit plans is constant at 7%. Under the new 2%@62 plan rate,the Employer Contribution Rates will be determined each year through an actuarial valuation,with the employee responsible for approximately 50%of the cost. For the initial three years,the 2%@62 plan employee contribution was set at 6.5%,with the employer contribution set at 6.7%. These rates remain constant through June 30,2015 with an annual valuation to commence thereafter. Actuarial Assumptions - Employer rates are based on Ca1PERS' principle assumptions, including but not limited to an Investment Rate of Return and an Annual Payroll Growth Rate. Various agency-based factors such as number and age of employees, increases and decreases in employee FTEs and employee wages, as well as impacts from other agencies in the benefit plan pool are all contributing factors in the calculation. Since 2003, the established Ca1PERS actuarial assumption held that the value of its stock,bonds and other holdings would increase by 7.75%a year on average, and in fact, Ca1PERS annualized Investment Rate of Return(IRR)was slightly higher than the 7.75%target–until the economic downturn began in 2008. Since then,with returns heavily diminished, Ca1PERS staff repeatedly requested the Investment Rate of Return be adjusted. In March 2012, the Ca1PERS Board agreed to a reduction in the IRR to 7.5%, to be phased in over two years. This IRR change will impact Miscellaneous Employer Contribution Rates by increases of around 1%, and up to 2%, while most Public Safety Plan's Employer Contribution Rate will increase by 2 to 3%. This rate increase began in FY 2013/14, with Saratoga's rate increasing by approximately.6% 2%@55 2%@60 2%@62 Fiscal Employer Employer Employer Year Contribution Rate Contribution Rate Contribution Rate F FY 2010/11 I 11.863% _I _ FY 2011/12 12.856% 8.438% FY 2012/13 13.031% 8.552% F— FY 2012/13 -Revised 11.040% 8.552% 6.70% FY 2013/14 11.603% 8.768% 6.70% FY 2014/15 12.330% 8.715% 6.70% FY 2015/16 13.200%projected Not yet available Not yet available 104 CITY OF SARATOGA FINANCIAL SUMMARIES A five year history of Saratoga's employer contribution rates for the 2%@55 Risk Pool is provided in the preceding schedule,along with the new PERS employer contribution rate for FY 2014/15. The FY 2015/16 rates are projected for the 2%@ 55 plan,but are not yet available for the 2%@ 60 and 2%@ 62 plans. Of note is the change in the 2% @55 Employer Contribution Rates for FY 2012/13. The revised rate reflects an approximate 2%decrease as a result of the side fund payoff in mid-FY 2012/13. Rate Smoothing Policies—The severity of the economic downturn impacted the CalPERS portfolio's actuarial value of assets to less than 80% of the market value, which prompted actuarial staff to adjust their existing methodology. Initially,the result was a widening of the corridor for several years, with a smoothing policy that spread investment returns over a rolling 15 year period, and experience gains and losses paid over a rolling 30 year period. This methodology led to stabilized rates for the first few years,but CalPERS quickly came to understand this policy would understate risk as there was slow progress towards full funding. Additionally,the impact from rolling the smoothing and amortization periods would lead to unknown rate peaks and a lack of transparency. With the issuance of a new accounting standard that required 1) the reporting of actual pension liability, not just pension funding, and 2) favored closed periods without smoothing, CalPERS approved a further change in their amortization and smoothing policy in April of 2013. CalPERS now employs a policy that pays for all gains and losses over a fixed 30 year period,with the increases or decreases in the direct rate spread over a 5 year period—meaning rates will ramp up for five years,plateau for twenty years, and ramp down over the final 5 years. This methodology will improve the funded status in the long term and significantly reduce the probability of employer contribution rates increasing by more than 5% of payroll in a single year. The adoption of the new method will impact employer contribution rates beginning in FY 2015/16. Actuarial Assumptions—As part of CalPERS' ongoing actuarial analysis, the various demographic assumptions are reassessed on a rotating basis. The update review conducted in 2013 revealed mortality and retirement age factors changed considerably,with impacts possibly impacting payroll by as high as 2—4%of payroll. The impact to Saratoga is not yet available,but is expected to be on the lower end due to the City's participation in the lower-cost 2% @55 pension plan. The recommended update changes were adopted by CalPERS in February 2014,with changes scheduled to impact the FY 2016/17 rates. Even though the economic downturn and demographic update has impacted investment returns heavily, the "Miscellaneous 2% at 55 Risk Pool" was impacted less because the plan design was based on actuarially sound principles and experience data. Other enhanced plans(2.5g55,2.7k55 for miscellaneous,and the further enhanced plans such as 3%g50 or 55 for Public Safety)were built based on short-term assumptions,which were estimated— not realized,and ultimately proved to be fiscally unsustainable. Those plans are expected to experience much larger PERS rate increases in the coming years. Under PEPRA, the higher plan benefits will be phased out as employees leave the workforce. Summary-With the new amortization and smoothing policy,Saratoga's 2%at 55 employer pension rates are expected to increase by approximately 1.1% for FY 2015/16, and in each of the next five years to bring CalPERS, to a fully funded state. At this point,it is unclear as to whether pension rates will decrease once the plan is fully funded. It is also not clear how the new policy will impact the 2%at 60 and 2%at 62 rates. We are awaiting further information. CalPERS will provide actual rates for FY 2015/16 for all cities in the annual valuation reports to be issued in the fall of 2014. PEMHCA Section 22892 of the Public Employees' Medical and Hospital Care Act (PEMHCA), establishes contract agencies minimum monthly health premium contribution for their participating active membership. The employer contribution is adjusted annually by the board to reflect any changes in the medical care component of the CPI-U. The minimum employer contribution is$119 for calendar year 2014,and$122 for calendar year 2015. The City includes this amount in the budget as an ongoing retiree cost,which currently amounts to approximately$26,000 per year for an estimated 18 participating retirees. 105 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2011/12 2012/13 2013/14 2014/15 Full Time Equivalents(FTE) Funded Funded Funded Funded City Manager's Department City Manager 1.00 1.00 1.00 1.00 Exec Assistant to CM/Deputy City Clerk 0.90 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 Administrative Analyst UII 1.00 1.00 1.00 1.00 TOTAL FIUs 3.90 4.00 4.00 4.00 Administrative Services Department Administrative Services Director 1.00 1.00 1.00 1.00 Finance Manager - - 1.00 1.00 Accountant UII 0.90 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 Human Resources Manager 1.00 1.00 1.00 1.00 Human Resources Technician - - 0.75 0.75 Information Technology Administrator 1.00 1.00 1.00 1.00 Information Technology Technician - - 1.00 1.00 TOTAL FTE's 6.90 6.90 9.65 9.65 Community Development Department Community Development Director 1.00 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 Planner UII 2.00 2.00 2.00 2.00 Plan Check Engineer 1.00 1.00 1.00 1.00 Senior Arborist 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 - - Sr.Building Inspector/Plan Checker - - 1.00 1.00 Building Inspector 2.00 2.00 2.00 2.00 Permit Technician - - 1.00 1.00 Office Specialist 111 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 - - - TOTAL FIUs 12.00 11.00 12.00 12.00 Public Works Department Public Works Director 1.00 1.00 1.00 1.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 Assistant/Associate Engineer 1.00 1.00 1.00 1.00 Administrative Analyst UII 0.90 0.90 1.00 0.90 Office Specialist II/HI 1.75 1.75 1.75 1.75 Parks Maintenance Manager 1.00 1.00 1.00 1.00 Parks Maintenance Lead 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 - - - Parks Maintenance Worker1/II/III 5.90 6.00 6.00 6.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 2.00 2.00 Street Maintenance Specialist 1.00 1.00 - - Street Maintenance Worker 1/11/111 4.00 4.00 4.00 4.00 TOTAL FIUs 21.55 20.65 20.75 20.65 106 ■ CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2011/12 2012/13 2013/14 2014/15 Funded Funded Funded Funded Recreation&Facilities Department Recreation&Facilities Director 1.00 1.00 1.00 1.00 Senior Recreation Supervisor 1.00 - - - Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Coordinator - 2.00 2.00 2.00 Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/VI 1.90 1.00 1.00 1.00 Facility Maintenance Manager 1.00 1.00 1.00 1.00 Facility Maintenance Lead 1.00 1.00 1.00 1.00 Facility Maintenance Worker 1/11/111 2.00 2.00 2.00 2.00 TOTAL FIFs 9.50 9.60 9.60 9.60 TOTAL STAFF FM 53.85 52.15 56.00 55.90 FUNDED HOURLY STAFFING BY DEPARTMENT 2011/12 2012/13 2013/14 2014/15 Funded Funded Funded Funded City Manager's Department Student Intern - - 320 320 Executive Assistant(backfill) - - 120 136 Administrative Services Department Senior Accountant 1,200 1,200 200 - IT Technician 2,000 2,000 - - HR Technician 1,768 1,568 - - Student Interns - - 320 320 Community Development Department Student Intern 940 940 - 320 Office Specialist 111 800 800 800 940 Public Works Department Engineering Inspectors 2,760 2,760 2,760 2,760 Maintenance Workers 2,000 - - - Recreation&Facilities Department Facility Attendents 1,500 1,500 1,500 1,750 Recreation Leaders 500 500 3,335 3,300 TOTAL ANNUAL HOURS 13,468 11,268 10,295 9,846 107 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING BY DEPARTMENT Five Year History 6-a .10 So 24 10 2o10/11 2011/12 2oi2±i3 013/14 201445 ®Ciw Nfanager's Depa=ein 13Finance&Administradve Services ■Community Development n ublic Works Department i3Rcemaboo& Facilitics Dep€-tmcut TOTAL STAFF BY DEPARTMENT Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 2014/15 Funded Funded Funded Funded Funded City Manager's Department 5.55 3.90 4.00 4.00 4.00 Administrative Services 5.90 6.90 6.90 9.65 9.65 Community Development 12.00 12.00 11.00 12.00 12.00 Public Works Department 21.65 21.55 20.65 20.75 20.65 Recreation&Facilities Department 9.50 9.50 9.60 9.60 9.60 TOTAL STAFFBYDEPARTMFNT 54.60 53.85 52.15 56.00 55.90 108 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING BY FUND Five Year History 6o.00 50.00 40.00 �J II 10.00 2010111 2011./1.2 201211.3 201.3}14 2024/15 [31nt=a1 SeMCe Fund4 0 General Rind TOTAL DEPARTMENTAL STAFF BY FUND Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 2014/15 Funded Funded Funded Funded Funded General Fund City Manager's Department 5.50 3.90 4.00 4.00 4.00 Administrative Services 4.75 5.70 5.70 7.35 7.35 Community Development 12.00 12.00 11.00 12.00 12.00 Public Works 20.95 20.85 19.95 20.05 19.95 Recreation&Facilities Department 5.35 5.30 5.70 5.65 5.65 Total General Fund FTEs 48.55 47.75 46.35 49.05 48.95 Internal Service Funds City Manager's Department 0.05 - - - - Administrative Services 1.15 1.20 1.20 2.30 2.30 Public Works 0.70 0.70 0.70 0.70 0.70 Recreation Department 4.15 4.20 3.90 3.95 3.95 Total Internal Service Funds 6.05 6.10 5.80 6.95 6.95 TOTAL FTEs 54.60 53.85 52.15 56.00 55.90 109 CITY OF SARATOGA FINANCIAL SUMMARIES 110 CITY OF SARATOGA FINANCIAL SUMMARIES MAJOR REVENUE INFORMATION CITY OF SARATOGA FINANCIAL SUMMARIES MAJOR REVENUE SOURCES The City of Saratoga receives revenues from various sources which funds operations and infrastructure improvements. Commonly known revenues include property tax, sales tax,building permits,business licenses, and various service fees. Other types of revenues the City receives include facility rental fees,revenues from other governmental agencies(known as intergovernmental revenues),various assessment payments and assorted operating and capital grants. The City's revenues are used for the administration of the city, for community services, and for infrastructure maintenance and improvement. The amount of revenues therefore,provides the basis for determining the level and types of operational services that can be provided to the community. One of the analytical tools used in the revenue projection process is the City's five year financial forecast for the General Fund. This forecast is developed early in the budget process by analyzing key factors such as prior year receipts,trending,and historical correlation,as well as broad macro trends and local-specific economic data for housing prices,market turnover,unemployment reports, and other related local, state, and national reports and legislation. Emerging trends are identified by analyzing the City's financial data in conjunction with information received from the State, County, various agencies, municipal finance groups, and from staff's expertise and judgment. Together, these factors help to project budgeted revenues for the upcoming fiscal year, but are adjusted throughout the process as new information becomes available. Overall,for FY 2014/15,the City of Saratoga's Operating Budget revenues are projected to total$22.3 million, with$18.3 million of this revenue received in the General Fund. Capital Budget Revenues and Transfers In total $11.5 million,bringing total budgeted revenues to$33.8 million for the fiscal year. Outside of the General Fund, Operating Budget revenues consist primarily of Internal Service Funds service charges(approximately$2.6 million). As this revenue is derived from internal billings to the City's organization and established for cost recovery accounting purposes,these chargebacks are not included as a revenue category in the following analysis as they are not a true revenue source. Other non-General Fund Operating Budget revenues include G.O. Bond Debt Service assessments and Special Revenue property tax assessments from Landscape&Lighting Districts. Budgeted capital project revenues include all outstanding grant reimbursement appropriations, which may not be received in the current budget year, but are included in appropriations to validate budgeted project expenditures. The net effect of this project tracking method is to overstate both revenue and expenditure in the Capital Budget as many capital projects represent multi-year appropriations. Major Revenues are categorized by fund type in the following discussion: General Fund Operating Revenues, Non-General Fund Operating Revenues,and Capital Project Revenues. GENERAL FUND MAJOR REVENUES Each of the following Major Revenue sources includes descriptions of the revenue,underlying assumptions that the revenue estimates are based on, and current revenue trends. The accompanying charts illustrate five years of receipts in the darker color bars starting on the left side,with the budgeted year amount in a speckled bar on the far right. 112 CITY OF SARATOGA FINANCIAL SUMMARIES PROPERTY TAX Property tax is imposed on real property(land and permanently attached improvements such as buildings) and tangible personal property located within the City. The 1%Ad Valorem tax assessed on Saratoga residents is allocated between the State, County, and local agencies that provide services based on residency. Saratoga, a minimum services city, currently receives approximately 5.5%of the 1.0%Ad Valorem tax paid. Tax Equity Allocation - When Proposition 13 passed in 1978,property taxes were frozen at their current rate throughout the State. This action created significant problems for cities with low property tax rates. Subsequently, Section 98 of the California Revenue and Taxation Code was passed, establishing a minimum Tax Equity Allocation (TEA) of 7% of the 1.0% Ad Valorem tax as a condition for Counties to continue receiving trial court funding for their cities with low tax rates. Because Santa Clara County would receive less from trial court funding than from the additional property tax to be distributed to its four low tax cities(Saratoga, Cupertino,Los Altos Hills,and Monte Sereno),the County choose to retain the low tax rate and bypass the trial court funding. Subsequent legislation was enacted which limited the four low property tax cities in Santa Clara County to just 55% of the 7% minimum allocation. In 2006, Assembly Bill 117 repealed the 55% limit legislation,however; in order for the legislation to have no effect on the State budget and therefore bypass the Appropriation Committee, the four cities were required to continue to remit the County's ERAF rate on these funds. Unfortunately,the ERAF rate the County remits to the State is much higher at 47.7%,than the four city's ERAF rates, which range from 7.53%to 17.37 %. Although AB 117 made the four cities partially whole, the four cities continue to be treated differently than the State's other TEA cities. Efforts to bring the cities to the full 7% allocation continue. With Assembly Bill 117 returning a portion of the Tax Equity Allocation funds back to the City, Saratoga now receives approximately 5.46%of the 1.0%property tax paid by residents rather than the minimum 7.0%. In terms of revenue,the City received approximately$700,000 of additional Property Tax in FY 2007/08,which grows with the assessed tax base. Current Assumptions—During the recent four years of harsh economic conditions,property values decreased, leading most property owners to hold onto their property rather than sell at lower prices. With the reductions in market value,the Assessor's Office notified residents countywide that they would reassess properties and lower assessed valuations as appropriate. A large backlog of valuation appeals occurred causing secured property tax revenues to remain stable in FY 2009/10. However, the decrease in property sales led to a significant drop in document transfer tax and supplemental tax revenues. As the valuation backlog was addressed, lower property values were established,which resulted in further decreased property tax revenues for FY 2010/11. The County was still lowering property values in FY 2011/12 when the housing market began to pick up, thereby transfer and supplemental tax revenues increases are offset in part by lower property assessments. As shown in the chart, revenues continued this Property Tax upward trend in FY 2012/13 and continued into FY ao,v ,�ac�v 2013/14, but is expected to taper in future years with a slowing market due to 7- 0- ' increased housing prices. FY 2014/15 budgeted revenues therefore remain cautious,with growth expected at about 60% of the prior year growth. Overall, Saratoga was �114ti 14SI � ,t{II4'� +�fL ,40rk3 5114 fortunate during the economic downturn as resident's property values fared better than many other cities throughout the bay area due to its excellent schools,beautiful neighborhoods, high-value homes, and stable residency. In addition, Saratoga saw a minimum number of foreclosures as most residents have above average incomes and were able to withstand the financial contraction. 113 CITY OF SARATOGA FINANCIAL SUMMARIES SALES AND USE TAX Sales Tax is imposed on retailers selling tangible personal property in California. Use Tax is imposed on the user of a product purchased out of state and delivered for use in California. The State receives 8.25 cents and the City receives 1 cent of the 8.75 cents paid on every dollar of taxable sales in the City. Under the Triple-Flip funding realignment of 2004, the City's 1 cent portion was restructured as three-fourths of 1 cent of Sales Tax, with the remaining one-fourth of the 1 cent temporarily received as Property Tax. As Sales Tag this restructuring of the Sales Tax will revert back after the 1,200,000 ,, State pays off a bond issue,it 1,100,000 — ,1:1,1:1, continues to be accounted for J.J.J.J.J 1,000,000 ?tir=rtir= as Sales Tax. 1.1.1.1• 900,000 tif1fif1f— r•J•r•r•r 800,000 1.1.1.1• 1.1.1.1. 700,000 rZe;rZg1_ Saratoga is a residential J.J.J.J.J 1.1.1.1. 600,000 gqr;q1— community with limited JtiJ1JtiJ1J 500,000 retail sources,therefore Sales }.J.J.J.J 400,000 rZe;rZg1 and Use Tax is small in 3 00,000 ti.1.1.1•- r•r•r•r•r 200,000 1.1.1.1• comparison to other cities its J.J.J.l- ti.1.1.1 100,000 r•r•r.r.r J;f;ftif;f size. The City's Sales Tax 1.1.1.1. revenue is derived primarily �gg9tX0 �g111 g11[1L 2q1 +1� �p13114 20q 05 from stable sources, such as established restaurants, grocery and drug stores,and gas stations. In an average year,the City receives approximately$1 million in sales tax. Sales tax revenues dropped about 8% in FY 2009/10 due in large part to the State reducing its estimated payments, but also from the economic downturn and the changing environment due to online sales. Revenues returned to pre-downturn levels in FY 2011/12 due to a stabilizing economy,and has remained fairly stable. As the tax base is expected to remain static, the City does not anticipate significant growth in this revenue stream in the future. FRANCHISE FEES Fes.nchise Fees Franchise Fees are levied by 2,500,co the City on a variety of utilities. State agencies 2-OW.000 ' ` A establish franchise fee rates for utilities they regulate (2% of 1.500DOO gross revenues for gas and electricity), while other utility L000-0DO franchise fee rates are set by J•d.'Jwi State law,such as linear feet of 500-MG pipeline for water utilities. .�. J.JY•.'N The State's cable service - --Yti �1• contract was adopted by the ti vW City, which set the contract at 5% of gross revenue, with an additional 1% passed through to the Public Education & Government public television organization servicing the City. For solid waste, the West Valley cities of Saratoga, Campbell, Los Gatos, and Monte Sereno formed a Joint Powers Authority agreement under which the fee structure is established. A solid waste fee increase occurred in FY 2007/08 due to a new solid waste franchise agreement. A 9% increase in FY 2010/11 was the result of further changes in the solid waste fee contract, and a separate surcharge to fund environmental programs became effective beginning FY 2012/13. An additional $130,000 will be received annually beginning FY 2014/15 as a result of new contract negotiations. The remaining franchise fee revenue is fairly stable from year to year,and is expected to grow in line with the cost of living. 114 CITY OF SARATOGA FINANCIAL SUMMARIES TRANSIENT OCCUPANCY TAX Transient Occupancy Tax (TOT) is levied on short term rentals, such as hotel, motel, or inn guests who are occupying a rented room for 30 days or less. The City's TOT rate of 10%of the room rental rate is a tax on the occupant,not the hotel,motel, or inn. Rental operators are Transient Occupancy Tax required to collect this tax and submit it to the City on either °e'a°° a monthly or quarterly basis. 250,000 The City currently has two 2001000 f== — hotel/inns from which TOT 150,000 ® fk revenue is collected. As the =E 100,000 graph illustrates, revenue is ;:. closely aligned with the KOM economy. The economic contraction which began in = Mj FY 2008/09 resulted in a 30% �4�u4+� x�,1a111 xb11l� z�,1 13 ��1 Ita 70 15 downturn. The decrease continued into FY 2009/10, and then began to uptick slightly with the economy in FY 2010/11. FY 2011/12 reflects an increase back to the pre-downturn era. FY 2014/15 revenues are estimated at conservative levels as the economic trend for the next year anticipates slow but steady growth. BUSINESS TAXES Business Taxes are comprised of three taxes: Business License Tax;Supplemental Business License Tax(based on building permit valuations); and a Construction Tax of $1 dollar per square foot of new floor area as determined in the building permit process. Business conducted in the City of Saratoga are subject to a municipal business license tax, unless excluded by code. The tax is not regulatory; however a business must be in compliance with City regulations in order to be issued a license to operate in the City. The Supplemental Business License Tax is a Business Taxes development tax based on building permit value, thereby 6m,0410 more fairly taxing a contractor's 500OCO s use of City's infrastructure based MA on the level of construction tin.°'wig "�" {— activity. The Construction Tax is 4W000 z,�i• based on additional living space, 300;000 "r hence a tax on the potential for V i•Y S• 2.00,oco d" `'r increased residents. '•.alftiti+ 100,000 In FY 2008/09 with the waw _ ��-°••�-- perception that there were many 0 ;1 �d��1 �g11,1r MS1�� ; 1'�ILA businesses operating in Saratoga without a business license, the City contracted with a business license audit firm to bring businesses into compliance. As a result,significant additional revenue was generated through assessments of two back years and the current year. However, this audit began just as the economic downturn was severely impacting development, leading to decreases in supplemental and Construction Tax. Overall, FY 2009/10 revenue increase just offset decreases in other business tax revenues. Growth in FY 2010/11 revenue rose due to the Construction Tax on a subdivision project, whereas FY 2011/12 reflects an overall pick up in construction activity. Continued growth in construction activity increased revenues in fiscal years 2012/13 and 2013/14,and is expected to remain at this higher level in FY 2014/15. 115 CITY OF SARATOGA FINANCIAL SUMMARIES DEVELOPMENT FEES Development Fees are deemed User Fees based on the rationale that services rendered primarily benefit the requestor. Development Fee services include planning reviews, planning applications,building plan reviews, engineering reviews, building inspections, and all permits, fees and costs associated with performing these services. The services are regulatory to ensure compliance with all applicable laws, and to ensure health and safety of the community. Although the entire community benefits from an enforced regulatory program, the service requestor initiates and Development Fees benefits greatest from the development changes and 2,500,000 , , , i i should pay most, if not all of the costs. The City reviews :z,0W,000 ® ==t development and other user ® r- fees each year to determine if 1500 000 °- the established fees are `=f maintaining cost recovery 1,000,000 tiffff objectives. 500,000 By FY 2009/10, Development �tif'�.i�fLr i}tif4�ti} Fee revenues had dropped by more than $700,000 from just two years prior as a result of the credit crunch generated by the economic downturn. Even though the economy was still struggling, FY 2010/11 building permit fees increased. This was from a townhome subdivision project that began construction. In FY 2011/12 a healthy resurgence in construction activity began that continued even stronger into FY 2012/13 and FY 2013/14. FY 2014/15 is budgeted slightly lower as no large projects are scheduled, however the base level of construction activity is expected to continue. RECREATION FEES Recreation Fees are User Fees subject to cost recovery objectives as services rendered are primarily for the benefit of the requestor. Recreation Fees include various exercise, skill development, and entertainment type classes for all age groups and are available to both the Saratoga Community and non-residents. The City offers high-demand Recmdun Fm excursion trips throughout the year, and children's camps Sao'000 during the summer and winter 700-000 holidays. Recreation services 600.000 a are primarily on a fee share 500r� basis with instructors who 400;009 �— either pay a fee to hold their 300000 _ classes on the premises, or are Y4•.'} paid a portion of the fees 100000 . , �.— received for the classes. ' Residents receive a discount fee for most class or camp10d ltt � 1 categories. Recreation Fee revenue is volatile,reacting both to economic conditions and external competition. Contrary to the economic downturn,FY 2010/11 revenues increased. This was due to added classes from the relocation of a very popular dance school's program to city facilities. In the following year,FY 2011/12 revenues saw a large decrease as a result of transitioning summer camps to a consultant contract structure. In FY 2012/13,revenues 116 CITY OF SARATOGA FINANCIAL SUMMARIES increased with the partial return of the camps to in-house staff. FY 2013/14 revenues increased further as more summer camp programs were brought back,and FY 2014/15 again reflects increased services. RENTAL INCOME The City maintains numerous indoor and outdoor facilities for use by the public. This includes the Community Center, the Theater Building, the Saratoga-Prospect Center buildings, the Historical Park buildings, the many parks and sport fields in Saratoga, as well as cell tower leases for wireless communication satellite antennas on City owned property. Facility staff oversees the upkeep of the various buildings and manages the facility rentals and hourly park rentals. The Parks Division oversees the maintenance of the parks and sport fields,and manages the sport user group contracts and team use. Unlike other revenue streams, Dental Income Rental Income increased during the economic 60,000 downturn, in part due to the low cost of the facilities, but 500,000r + also from the addition of the tia• 40e;oaa ti's ti� Saratoga Prospect Center ti ti i••r•r•r•, 1~•1• facilities and two new sport 300cM user fields at Prospect High tea: and West Valley College. 100000 A FY 2012/13 drop in revenue r:1 stems from the elimination of - •s•Y the West Valley Sport Field 11 rok�'t ro� ��� ruh1 � �5 ,�� ti rentals. There were further decreases in FY 2013/14 with the loss of a cell tower lease. The consolidation of communications companies, and changes in technology are expected to continue in the future, which could further impact revenues. FY 2014/15 revenues show a slight increase due to a couple of new rental arrangements INTEREST INCOME Interest Income The City earns interest on idle funds—meaning those funds not 125,000 immediately required for disbursement, such as funds 100,000 accumulated for future use in operations and capital projects, 75,040 and on funds held as reserves for specific purposes. 50,004 Saratoga's investment policy 35,400 establishes a wide array of E Jim's rrr� authorized and suitable investments in alignment with solo, 2l3iol 241"113 2413J1A Zpk'�15 State government code; however the City's ongoing practice is to restrict investments to the Local Agency Investment Fund (LAIF), a very conservative and prudently managed investment vehicle. The City's Interest earning were a significant income source in the past, with earnings running approximately $700,000 per year. However, as the economy slipped into the Great Recession, interest rates dropped to below 1% at an astonishingly rapid pace. In addition, idle cash was reduced due to lower revenues. As a result, the City's interest earnings fell quickly,and have now remained at record lows for several years. 117 CITY OF SARATOGA FINANCIAL SUMMARIES Average cash balance and interest rates are the key factors in projecting budgeted interest income. While revenues have improved and cash balances increased,interest rates have continued at rock-bottom levels,thereby minimal change is projected for FY 2014/15 interest income. Interest rates will return to normal levels eventually,however the climb back up is expected to progress at a much slower pace than the decline. NON-GENERAL FUND OPERATING REVENUES G.O.BOND DEBT SERVICE ASSESSMENTS In March 2000, the citizens of Saratoga approved the issuance of a General Obligation Bond to pay for improvements to the City's library building. With this bond approval, property owners are to be assessed a property tax levy over thirty years to fund the debt service (principal and interest payments)resulting from the bond issuance. The levy is assessed on property tax bills as a percentage of property tax valuation, in the same manner as schools and the Water District's bonds. Deka Service Assessment In prior years, the City's tax 1,200,000 levy rate was structured to � yield a total levy amount 900,000 approximately equal to the ° fiscal year's debt service, } ' however with rising property 604,000 tax growth, receiptsk } surpassed debt service 300,000 — ,... payments each year, and the $ Debt Fund grew to exceed ffrr debt service payment f11 �t]13f1A Zt*os requirements. Since FY 2009/10, the levy calculation was structured to assess slightly less than the debt service payment requirements to reduce property owner's levies at a consistent level and thereby bring the fund balance closer to annual funding requirements. In early FY 2011/12, the G.O. Bond was refunded to take advantage of lower interest rates for the remaining twenty years of the bond term. This resulted in lower annual payments in the remaining years to come;with the levy continuing to decrease further based on both lower payments and a reduction in the fund balance. LANDSCAPE&LIGHTING ASSESSMENTS An Assessment District represents a defined group of properties which,by majority vote of the property owners, elected to authorize the City to assess levies on each parcel to pay for public improvements or services provided within a predetermined agreement for the benefit of the property owners. The City currently has 26 Assessment Districts, and continues to establish more. Some of the districts provide for street lighting services,others for landscaping services,and a few for both. Seven of the districts are funded by property tax assessments as they were in effect prior to Proposition 13. The remainder of the districts,as well as some districts with property tax assessments, agreed to tack annual levies (known as benefit assessments) onto their tax bills to pay for services. In FY 2013/14, a new type of assessment district was created to meet storm water runoff regulations. This new district provides swale maintenance for a hillside housing development for environmental purposes. District expenses are generally consistent, allowing for minor increases each year for increasing utility and service costs. On occasion, improvement projects or repairs occur which require the district to have sufficient funds on hand to pay for these major expenses. The City strives to assess the parcels at a slightly higher level than expenditures to keep a positive fund balance. 118 CITY OF SARATOGA FINANCIAL SUMMARIES As the graph shows,L&L Assessments increased in the last couple of years with the addition of the 25'and 26th L&L Districts. A slight decrease occurred in FY 2012/13 due to a reduction in assessment for a number of districts which were more L&L Assessments than adequately funded. 500,000 In future years, revenues will �s — continue to grow as assessments rise with utility 400:000 and maintenance service increases. Further, with Council's LLD Initiation 7.00:000 50/50 Grant Match Program (established in FY 2014/15), the addition of new _ 6=mJ assessment districts in FY 10Q911 1t�iti� �011I1 201411' 9 3114 �014f1 2014/15 and in future years will increase revenues further. CAPITAL PROJECT REVENUES MOTOR VEHICLE FUEL TAX(GAS TAX)REVENUES The State of California imposes excise taxes on transportations fuels, which in turn is allocated to Cities and Counties under various complex formulas. This tax allocation revenue is required to be recorded in its own account, and an annual"Streets Report"must be filed with the State each year to document how the funds were expended. State law requires all motor vehicle fuel tax funds allocated must be expended for the construction, improvements, and maintenance of public streets, which includes engineering and administrative costs necessarily incurred for the foregoing purposes. Gas Tax Revenue Gas Tax Revenues are derived from the 18 cents per gallon io,00a tax on fuel purchased within city limits, as determined by the State's allocation soo,oa tn0.Via. formulas. For Saratoga, the 4ati key factors in projecting these revenues are historical �ti,l gti:yS:3 revenues and the cost ofg as— as well as the State's `== ti projections for the year. e-ti�1:tiet Typically, as gas prices rise, �y.a0 �DX�11 11j1" 1,+t y�,3iti� +la a& gas usage tends to go down. With the anticipation that gas prices will continue to increase in the following years, coupled with the increasing number of electric and hybrid vehicles, as well as mileage increases in regular vehicles,gas tax revenues are expected to fall over the long term. The above graph illustrates the FY 2010/11 Proposition 53 permanent restructuring of gasoline tax allocations to include a separate State transportation funding known as"Prop 42 TCR"into the Gas Tax revenue structure. FY 2012/13 reflects a State take back for an error in the FY 2011/12 and 2012/13 allocations. FY 2013/14 returned to normal levels, however a shift in the State's allocation formula has reduced the City's revenues in FY 2014/15 and into the future. 119 CITY OF SARATOGA FINANCIAL SUMMARIES CAPITAL GRANT REVENUES Grants are applied for and awarded from various Federal, State, and Local agencies, and occasionally, from a private donor. Grant awards are restricted for specific purposes and often require a percentage of matching funds. The City's capital grants are primarily obtained for street maintenance and improvements,bridge repairs, traffic safety improvements,and park improvements. In the adjacent chart, the darker bars on the left reflect Capital Project Grants actual grant revenues received during each fiscal -7-ow-000 year, while the right side speckled bar represents budgeted revenues. As mentioned in the Capital 4, .c00 Program budget, budgeted 3,00c�poo EM capital project revenues ,000,000 r, reflect all known and outstanding grant award appropriations at the time of budget adoption to validate �ot �; budgeted project expenditure appropriations. The net effect of this project tracking method is to overstate both revenues and expenditures in the Capital Budget as many capital projects are in reality, multi-year appropriations. Hence, budgeted capital project grants far exceed the City's actual expectations. The City has been awarded a significant amount of grants in the last few years, however construction is not expected to commence for several years. The City received a $4.8 million OBAG grant for roadway safety improvements along Prospect and Saratoga Avenues in FY 2012/13 that, due to the project's size, will take several years to develop plans and scheduling prior to construction. Additional grants were received for Big Basin Way improvements and Trail design. Most of the remaining grants are in process and expected to be completed over the next several years. 120 CITY OF SARATOGA FINANCIAL SUMMARIES LONG RANGE FINANCIAL FORECAST 121 CITY OF SARATOGA FINANCIAL SUMMARIES LONG RANGE FINANCIAL FORECAST The Five Year General Fund Forecast schedule on the following page represents looking forward five years under static assumptions as of July 1, 2014. The forecast does not project operational changes as those are the prerogative of the City Council and management; therefore, the forecasted out-years provide revenues and expenditure data based on both conservative estimates,and current direction and assumptions. Operationally,funding allocation changes are made year by year to adjust to shifting information,resources,and circumstances. The intent of this forecast is to act as a bell-weather to identify anticipated impacts that must be addressed in the future. The General Fund serves as the City's chief operating fund. All general tax revenues and other receipts not allocated by law or some other contractual agreement to other funds are accounted for in the General Fund. Expenditures of this fund include the general operating expenses traditionally associated with governments such as city administration, development services, public works, and public safety. Overall, the General Fund accounts for and represents the main operations of the City,and is of primary importance for long-term planning. In the following years,additional financial planning information and projection assumptions will accompany the Five Year General Fund forecast. This forecast schedule represents a first step toward providing more thorough and long term financial information to the public. 122 CITY OF SARATOGA FINANCIAL SUMMARIES City of Saratoga Ge ne ral Fund Five Ye ar Fore cas t m FY2013/14 FY2014/15 FY2015/16 FY2016/17 FY2017/18 i FY2018/19 i FY2018/19 Final Budget Forecast I Forecast Forecast Forecast Forecast REVENUES i Property Tax 9,526,189 i 9,763,750 10,093,100 10,373,400 10,662,100 10,959,300 11,265,300 Sales Tax 941,350 i 1,085,000 1,060,500 1,071,100 1,081,900 1,092,700 1,103,600 Franchise Tax 2,112,596 i 2,105,954 2,170,374 2,207,500 2,245,500 2,293,700 2,343,100 Other Taxes 822,271 i 785,000 853,700 875,000 896,100 917,100 937,700 Total Tax Revenues 13,402,40613,739,704 14,177,674 14,527,000 14,885,600 15,262,800 15,649,700 Fees&Services 3,466,510 3,353,603 3,497,900 3,568,700 3,614,400 3,631,300 3,614,800 i Other Operating Revenue 1,399,451 1,098,033 1,153,330 1,201,280 1,265,220 1,353,660 1,478,800 Total Operational Revenues 4,865,960 i 4,451,636 4,651,230 4,769,980 4,879,620 4,984,960 5,093,600 Transfers In 167,050 - - - - - - TOTAL REVENUES 18,435,416 18,191,340 18,828,904 19,296,980 19,765,220 20,247,760 20,743,300 i EXPEVDR URES Salary&Benefits 6,408,421 6,937,142 7,212,675 7,547,671 7,962,170 8,403,045 8,846,467 Operating Expenditures 7,526,311 i 8,264,916 8,333,399 8,603,179 8,882,728 9,172,124 9,471,837 i Cost Allocation Charges 2,202,844 ' 2,325,390 2,371,898 2,419,350 2,467,740 2,517,100 2,567,440 Total OperationalCosts 16,137,576 i 17,527,448 17,917,972 18,570,200 19,312,638 20,092,269 20,885,744 Transfers Out 380,880 1,833,345 200,000 200,000 200,000 200,000 200,000 TOTAL EXPENDITURES 16,518,456 1 19,360,793 18,117,972 18,770,200 19,512,638 20,292,269 21,085,744 REVENUES-EXPENDITURES 1,916,960 (1,169,453) 7109932 5269780 252,582 (44,509) (3429444) Use of Fund Balance Reserve 187,260 1,802,133 50,000 50,000 50,000 50,000 50,000 NET OPERATIONS 2,104,220 632,680 760,932 576,780 302,582 5,491 292,444 FY2013/14 i FY2014/15 FY2015/16 FY2016/17 FY2017/18 i FY2018/19 i FY2018/19 Final Budget Forecast Forecast Forecast Forecast Forecast _ FUND BALANCE i Other Unassigned 2,422,326 2,866,728 4,176,771 4,453,551 4,456,132 4,161,624 3,569,180 Operational Reserves 3,166,344 1,364,211 1,314,211 1,264211 1,214,211 1,164,211 1,114,211 Economic Reserves 3,754,030 4,054,030 4,354,030 4,654,030 4,954,030 5,254,030 5,554,030 Emergency Reserves 2,492,934 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 TOTAL FUND BALANCE 11,835,634 1 109784,969 12,345,012 12,871,792 13,124,373 13,079,865 12,737,421 2014/15 Budget and Five Year Forecast 25,000,000 20,000,000 15,000,000 10,000,000 — 5,000,000 — — FY 2014/15 FY 2015/16 FY 2016/17 FY 2017/18 FY 2018/19 FY 2018/19 Fund Balance Revenue — -- Expenditure 123 CITY OF SARATOGA FINANCIAL SUMMARIES jra UDIO 12 124 Jew, DEPARTMENTAL BUDGETS 125 126 CITY OF SARATOGA DEPARTMENTAL DIRECTORY DEPARTMENTAL BUDGETS BY PROGRAM COUNCIL&COMMISSIONS Council &Commissions Overview........................................................................................................... 131 1101 City Council.................................................................................................................................... 135 1201 City Commissions...........................................................................................................................139 CITY MANAGER'S DEPARTMENT City Manager's Department Overview...................................................................................................... 143 2101 City Manager's Office..................................................................................................................... 149 2201 City Clerk........................................................................................................................................ 153 ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Department Overview......................................................................................... 157 3101 Finance Services ............................................................................................................................. 161 3301 Human Resources ........................................................................................................................... 165 3401 Administrative Services.................................................................................................................. 169 Internal Service Funds 3102 Office Support Fund........................................................................................................................ 173 3201 Information Technology Services................................................................................................... 175 3202 IT Equipment Replacement Fund .................................................................................................. 179 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview...................................................................................... 183 4101 Development Services..................................................................................................................... 187 4102 Advanced Planning......................................................................................................................... 191 4103 Code Compliance ........................................................................................................................... 195 4201 Building&Inspection Services ...................................................................................................... 199 127 CITY OF SARATOGA DEPARTMENTAL DIRECTORY PUBLIC WORKS DEPARTMENT Public Works Department Overview.........................................................................................................203 5101 General Engineering........................................................................................................................207 5102 Development Engineering...............................................................................................................211 5103 Environmental Services ..................................................................................................................215 5201 Streets& Storm Drains...................................................................................................................219 5301 Parks&Landscape Maintenance....................................................................................................223 Internal Service Funds 5202 Vehicle&Equipment Maintenance................................................................................................227 5203 Vehicle&Equipment Replacement................................................................................................231 Special Revenue Funds 5302 Landscape&Lighting Districts......................................................................................................235 RECREATION&FACILITIES DEPARTMENT Recreation Department Overview..............................................................................................................239 6101 Recreation Services.........................................................................................................................243 6102 Teen Services..................................................................................................................................247 6201 Facility Rentals ...............................................................................................................................251 Internal Service Funds 6202 Building Maintenance ....................................................................................................................255 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview..........................................................................................................259 7101 Public Safety Services.....................................................................................................................263 7102 Emergency Preparedness................................................................................................................269 NON-DEPARTMENTAL Non-Departmental Overview.....................................................................................................................273 8101 General Administration...................................................................................................................277 8201 Legal Services.................................................................................................................................279 8301 Community Grants..........................................................................................................................283 8302 Community Events..........................................................................................................................285 128 CITY OF SARATOGA DEPARTMENTAL DIRECTORY NON-DEPARTMENTAL-CONTINUED Internal Service Funds 8401 Risk Management/Liability Insurance............................................................................................289 8501 Workers Compensation Insurance..................................................................................................295 Debt Service Funds 8601 2001 Series GO Bond Debt Service Fund.......................................................................................297 129 CITY OF SARATOGA DEPARTMENTAL DIRECTORY o�SARgTo CITY OF SARATOGA ORGANIZATION CHART FISCAL YEAR 2014/1$ 1956 Cq IFOFN P Citizens of Saratoga Elected City Council Citizen Advisory Commissions City Manager City Attorney &Committees City Manager's Office 1 Admin Analyst Office of the City Clerk .50 Executive Assistant 1 City Clerk .50 Deputy City Clerk Recreation&Facilities Community Development Administrative Services Department Department Public Works Department Department Recreation&Facilities Community Development Administrative Services Director Director Public Works Director Director Recreation Services Division Planning Division Engineering Division Finance Division 1 Recreation Supervisor 1 Senior Planner 1 Sr.Civil Engineer 1 Finance Manager 2 Recreation Coordinators 2 Planners 1 Engineer .90 Accountant 1 Office Specialist 1 Arborist .90 Administrative Analyst 3 Accounting Technicians I Office Specialist .75 Office Specialist Facilities Division Building Division Streets and Fleet Division Information Technology 1 Facility Maint.Manager 1 1 Sr.Building Inspector 1 Manager-Streets and Fleet Division 1 Facility Maint. 2 Building Inspectors 2 Street Maint.Leadworker 1 IT Administrator Leadworker 1 Plan Check Engineer 4 Street Maint.Workers 1 IT Technician 2 Facility Maint.Workers 1 Permit Technician .50 Office Specialist Parks Division Human Resources Division 1 Manager-Parks I HR Manager 1 Park Maim.Leadworker .75 HR Technician 6 Park Maim.Workers .50 Office Specialist FY 2014115 FTE=55.90 130 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT COUNCIL & COMMISSIONS DEPARTMENT The Council & Commissions Department, which represents the elected and appointed officials of Saratoga, consists of the City Council and City Commissions programs. The City Council has five publicly elected members who act as the legislative body representing the residents and community of the City of Saratoga. Council Members serve four-year terms,with elections for either two or three of the seats every two years. Each December,the Mayor and Vice-Mayor are elected by their fellow Council Members to one-year terms. If a council seat is vacated during a Council term,a Council Member may be appointed to fill the vacant seat for the remainder of the term. Alternatively, the Council may hold an election to fill the Council seat. City Commissions are advisory bodies whose members are appointed by the Council. These Commissions are established to encourage residents to become involved in their community and to broaden the City's decision- making processes. City Committees are also included in this program and differ from Commissions in that these represent a smaller advisory body with more narrowly defined duties. Active Commissions and Committees effective with the adoption of the FY 2014/15 budget are as follows: • Heritage Preservation Commission • Youth Commission • Library Commission • Council Finance Committee • Parks&Recreation Commission • Pedestrian,Equestrian,Bicycle,Trails • Planning Commission Advisory Committee • Traffic Safety Commission DEPARTMENT OBJECTIVES The City Council and City Commissions represent the Saratoga community. The City Council establishes City policy and serves as the decision making body, receiving recommendations from Commissions and staff and then providing direction to the City Manager for implementation. Both the City Council and City Commissions play a key role in the implementation of the Council's Strategic Goals. Council Strategic Goal: City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community. Department Objectives: • Foster community partnerships through annual meetings between the City Council and stakeholder groups, including service organizations, cultural institutions, and other local government agencies serving Saratoga • Maintain an understanding of community needs and desires by being available to the community • Strengthen relationships with community members by attending community events • Adopt policies that encourage civic engagement and transparency and efficiency in government • Encourage civic participation in government decisions through outreach, and public meetings • Comply with open government and ethics laws,including the Brown Act and Political Reform Act 131 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT Council Strategic Goal: Fiscal Stewardship: Ensure fiscal responsibility and transparency, proactively seeking opportunities for improvement. Department Objectives: • Adopt policies that encourage conservative budgeting and protect taxpayer dollars from frivolous use • Nurture a business friendly environment through policies and incentives • Identify and protect core services as budgetary priorities Council Strategic Goal:Public Safety:Provide a safe and secure community. Department Objectives: • Encourage residents to participate in crime prevention programs, such as Neighborhood Watch • Reduce loss of life and property during a disaster by encouraging residents to participate in community-based emergency preparation, including the City's Community Emergency Response Team(CERT)and Personal Emergency Preparedness program(PEP) • Facilitate neighborhood communications on safety related matters by providing residents with communication tools, such as Nextdoor.com,AlertSCC,TIS AM Radio and KSAR TV Council Strategic Goal. Community Heritage: Honor Saratoga's heritage by preserving significant historic assets. Department Objectives: • Implement existing policies that maintain the City's historic heritage • Protect the City's natural beauty by maintaining the City's `Tree City USA' status, hillside preservation policies,and high standards of care for City parks • Appoint Commissioners to the Heritage Preservation Commission who honor Saratoga's heritage Council Strategic Goal. Community Enrichment: Foster a community with an enriched and diverse culture and engaged citizenry Department Objectives: • Build community through grant programs that promote events in Saratoga • Provide leadership development opportunities for residents through appointments to civic boards and commissions and make appointments that reflect the multicultural nature and diverse interests of the City's residents • Promote health as a community value through health-related programs and policies • Strengthen partnerships with local cultural organizations and institutions • Honor cultural diversity by participation in multicultural events Council Strategic Goal:Environmental Sustainability:Proactively support environmental sustainability efforts Department Objectives: • Adopt policies that manage and sustain the City's urban forest and support environmental programs • Adoption of responsible environmental policies,including water conservation ordinances • Reduce the City's carbon footprint and impact on the environment by adopting energy efficiency best practices and funding environmental sustainability projects, such as installation of solar panels at the City's Corporation Yard and Saratoga Library • Purchase electric vehicles(EV)for city staff use and install EV charging stations throughout the City 132 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 2,400 1,200 - 1,200 - Charge for Services - - - - - Other Sources - - - - - Pass-Through Accounts - - - - - TOTAL REVENUES 2,400 1,200 - 1,200 - EXPENDITURES Salaries and Benefits 27,345 27,119 30,198 32,419 30,264 Operating Expenditures Materials&Supplies 6,882 10,444 8,050 7,119 20,950 Fees& Charges 54,436 26,912 127,175 40,919 78,036 Consultant& Contract Service. 10,010 10,700 21,960 7,320 20,000 Meetings,Events,& Training 12,892 13,861 17,000 18,879 22,500 Total Operating Expenditures 84,220 61,917 174,185 74,236 141,486 Internal Service Charges 40,584 44,980 47,476 47,474 59,333 TOTAL EXPENDITURES 152,149 134,016 251,859 154,129 $ 231,083 DEPARTMENTAL EXPENDITURES BY PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Council $ 126,832 $ 104,116 $ 221,089 $ 124,780 $ 188,431 City Commissions 25,317 29,900 30,770 29,349 42,652 TOTAL GENERAL FUND $ 152,149 $ 134,016 $ 251,859 $ 154,129 $ 231,083 TOTAL EXPENDITURES $ 152,149 $ 134,016 $ 251,859 $ 154,129 $ 231,083 133 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT 4 e:. 134 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL The City Council is a five-member legislative body that represents the residents and community of Saratoga. The City Council operates under a Council/Manager form of government that combines the policy leadership of elected officials with the managerial expertise of an appointed City Manager. Council meetings are held on the first and third Wednesday of the month where Council actively seeks input in its decision-making process from Saratoga residents. The Council establishes direction on policy, legislative, and community matters,which are then carried out by City staff under the guidance of the City Manager. The City Council conducts meetings at least annually with all City Commissions, and community organizations that are closely affiliated with the City, including the Saratoga Chamber of Commerce, the Saratoga Area Senior Coordinating Council(SASCC),the Hakone Foundation,neighborhood associations,and the Saratoga Ministerial Association. These meetings serve to strengthen the Council's relationships with its partners in the community. In addition, the Council forms Ad Hoc subcommittees to work on specific items or meet with groups on emergent issues. An example is the Council's School Ad Hoc Subcommittee, which meets annually with the school districts that serve Saratoga. Additionally, Council Members serve as voting members on other governmental boards and Joint Power Authorities (JPAs),including the West Valley Solid Waste Management Authority and the West Valley Sanitation District. Council Members also serve on regional organizations such as Cities Association and the Peninsula division of the League of California Cities, and sub-regional associations such as the West Valley Mayors and Managers group. The WVMM's primary function is to select representation on the VTA Board and the Silicon Valley Regional Inter-Operability Authority, and acts as a forum for the discussion of issues common to the West Valley: Cities of Saratoga,Cupertino,Campbell, and the Town of Los Gatos. BUDGET OVERVIEW Revenues in the City Council Program are limited to City Council appeal fees—the City typically receives one or two per year. Expenditures include $250 monthly stipends for each of the five Council Members, funding for special events, meeting expenses, conferences, and operational supplies. Another$50,000 is budgeted for Council discretionary funds to account for unanticipated expenditures that occur during the year. Membership dues for Regional Agencies such as the Association of Bay Area Governments, the Santa Clara County Cities Association,and the West Valley Mayors and Managers Association are also included in this program budget. In the last fiscal year,the Council elected to contribute a pro-rata share toward a legislative consultant services contract with Cupertino, Monte Sereno, and Los Altos Hills to regain the City's full share of its Tax Equity Allocation (TEA). TEA is a special tax code passed by the legislature to ensure that cities with low-or-no property tax rates prior to the passage of Proposition 13 in 1978 would receive at least 7%of the property taxes collected in their city. The City received a portion of its TEA allocation in 2006. New TEA legislation was introduced again in 2013, Senate Bill 629,by State Senator Jim Beall.However,the bill did not get signed into law. Funding for a legislative consultant has been allocated again in the Fiscal Year 2014/15 budget to continue efforts to pass TEA legislation. 135 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adlusted Actuals Adopted REVENUES Fees,Licenses and Permits 2,400 1,200 - 1,200 TOTAL REVENUES 2,400 1,200 - 1,200 - EXPENDITURES Salaries and Benefits 13,818 13,554 16,634 18,854 16,700 Operating Expenditures Materials&Supplies 2,338 2,080 1,600 2,411 2,750 Fees& Charges 54,436 26,912 127,175 40,919 78,036 Consultant& Contract Services 10,010 10,700 21,960 7,320 20,000 Meetings,Events& Training 8,582 9,792 11,000 12,558 15,500 Total Operating Expenditures 75,367 49,484 161,735 63,207 116,286 Internal Service Charges 37,647 41,078 42,720 42,719 55,445 TOTAL EXPENDITURES $ 126,832 $ 104,116 $ 221,089 $ 124,780 $ 188,431 FY 2014/15 WORKPLAN PRIORITIES Fiscal Responsibility - Monitor the economy to ensure that the City's operations are in sync with market trends, adjust City finances as needed, adopt financial policies that keep the City financially sound, and proactively seek opportunities to improve the strength of the City's finances. Community Engagement - Encourage a greater sense of community among residents and increase civic engagement efforts by strengthening relationships between the City and residents, providing residents with opportunities for participation in local government, supporting community events, and proactively addressing issues of interest to the community. Local Economy - Encourage the improvement and stability of the local economy and enhance business development by creating an environment that supports the City's business community. Sustainability-Monitor current greenhouse gas emissions,water consumption, and energy use to identify and realize opportunities to make Saratoga a more sustainable community. City Ordinance Updates - Initiate the City's planning process to revise and update key City ordinances to ensure the City Code reflects Saratoga's regulatory needs and can be easily enforced. Long Term Planning-Continue efforts to update the City's General Plan,including a revision to the Housing Element. 136 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL KEY SERVICES • Represent the residents and community of Saratoga • Provide community leadership as the legislative and policy-making body • Effectively represent the City of Saratoga in coordination with other local, county, state, and federal agencies • Oversee the City's Commissions and provide support to community organizations on emergent issues • Work with the community to identify needs and issues in the City 137 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT S ^ Y Fj 138 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COMMISSIONS City Commissions and City Committees are designated bodies that provide specialized advice or other assistance to the City Council and staff. Commissioners apply for and are appointed by the City Council to serve four-year terms, except the Youth Commission, which has two-year terms. At least one City staff member is assigned to provide support to each Commission or Committee, and to ensure agenda preparation, posting, minutes, and other meeting elements are fulfilled as required under the Brown Act. Currently, there are six active Commissions and two Committees to advise the Council on Commission specific issues. These include: Heritage Preservation Commission —the primary function of this seven-member Commission is to implement the City's Heritage Preservation Ordinance by working with the Council, the Planning Commission, and City staff. The Commission is responsible for considering proposed modifications to designated historic landmarks, historic lanes, and historic districts, advising the Community Development Department about projects that may affect heritage resources, conducting property surveys to establish an official inventory of heritage resources within the City of Saratoga, recommending names for new streets to the City's building official, and recommending designation proposals to the City Council for historic landmarks, historic lanes, historic districts, and heritage trees. The Commission meets the second Tuesday of each month. Library Commission—a five-member Commission that serves as an advisory body on library policies, budgets, plans, and procedures to the City Council, City staff, and the Santa Clara County Library staff. The Library building is owned by the City but operated by the SCC Library system— a JPA. The Library Commission does not have administrative authority over Library operations, but does participate in the general operational planning and related programs and policies. The Commission meets the fourth Wednesday, every other month. Parks &Recreation Commission—this five-member Commission advises the Council on a variety of matters as they relate to parks and recreation. Principally, the Commission serves as a conduit between the public and the Council by receiving public input, collecting information, and making recommendations to the City Council. The Commission meets the second Tuesday, every other month. Planning Commission—a seven-member Commission that works to maintain the unique character of Saratoga by ensuring that the physical development of the City is consistent with the environmental, social, and economic goals set forth in the City's General Plan. The Planning Commission is also responsible for considering appeals of decisions made by the Community Development Department and acting on applications for use permits, design review, and other planning approvals. The Commission meets the second and fourth Wednesday of the month. Traffic Safety Commission — the Traffic Safety Commission investigates, reviews, analyzes, and makes recommendations to the Council on traffic safety issues raised by the community and Public Safety Agencies. The seven-member Commission provides a venue for the public to express concerns regarding traffic safety issues. This Commission meets the second Thursday of every other month. 139 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COMMISSIONS Youth Commission—this eleven-member Commission works to enhance the wellbeing of local youth, offer positive influences to teens, and provide opportunities for youth involvement in the community. Youth Commissioners serve as teen leaders, communicate with the City Council on current youth issues, and plan, promote, and participate in community events, fundraisers, social, and educational activities. The Commission is comprised of middle and high school students appointed by the City Council for two-year terms. The Commission meets the second Tuesday of each month. Finance Committee—this standing Council Committee comprised of two Council members and staff support meets monthly, or as needed, to review City financial reports and budgets and to provide feedback to both staff and Council on financial matters. Pedestrian,Equestrian,Bicycle, Trails Advisory Committee (PEBTAQ—the PEBTAC's mission is to advise the City regarding the planning, acquisition, and development of trails and sidewalks and to maintain the trails network to enhance the quality of life in Saratoga. The Committee meets the third Tuesday of each month. BUDGET OVERVIEW Revenues are not generated by City Commissions as Commissioners do not provide a service function to the public. Commissions primarily act as advisory boards, and report back to the City Council. Budgeted expenditures do include a small amount of funding for Planning Commissioner stipends. The seven Planning Commissioners are each awarded a stipend of$150 per month as a token of appreciation for the many hours they spend providing this community service. The remaining expenditures for this program are limited to training, meeting costs, and Commission specific expenditures, such as historical plaques the Heritage Preservation Commission provides for historical landmarks. Other expenses associated with the City Commissions budget may include memberships to Commissioner associations that provide training or resources. Funding for the City's annual Commissioner Recognition Dinner, which the Council holds to honor the service of the City's Commissioners, is also included in this program. Staffing costs associated with supporting the various commissions are not included in the City Commissions budget,as activities are primarily limited to support functions. For the FY 2014/15 budget, the Historic Preservation Commission (HPC) requested $12,000 in funding to carry out their commission duties appropriately. The HPC requested $2,000 to meet the Certified Local Government requirement that all commissioners and staff to the commission attend at least one training program relevant to the commission. The training will be available for Council Members, Planning Commissioners, and Museum Board members as well, and will be video-taped for future use. The HPC also requested$4,000 for reconnaissance survey level Building, Structure, and Object(BSO)records for properties already added to the Heritage Resource Inventory without a survey. And, an additional $6,000 was requested for Intensive level Department of Parks & Rec (DPR) surveys for five properties previously added to the City's Landmark List based on 1980s information. Intensive surveys use the National Register criteria and must be conducted or confirmed by an appropriately qualified professional. 140 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COMMISSIONS GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 13,527 13,564 13,564 13,564 13,564 Operating Expenditures Materials&Supplies 4,544 8,364 6,450 4,709 18,200 Meetings,Events& Training 4,310 4,069 6,000 6,321 7,000 Total Operating Expenditures 8,854 12,433 12,450 11,030 25,200 Fixed Assets - - - - - Internal Service Charges 2,937 3,902 4,756 4,755 3,888 TOTAL EXPENDITURES $ 25,317 $ 29,900 $ 30,770 $ 29,349 $ 42,652 KEY SERVICES • Provide specialized advice and assistance to Council • Broaden policy and decision making by providing additional forums for the public to provide input and testify at public hearings • Work with City staff in researching issues, collecting information, and providing recommendations to the Council 141 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT n 142 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S DEPARTMENT The City Manager's Department is comprised of the offices of the City Manager and City Clerk. The City Manager's Department supports the Council's legislative and policy interests, provides management and leadership, and direction for the City organization. The City Manager's Office also supports Commissions, interacts with community groups, fosters community relationships and provides public awareness of municipal programs,services, and goals through effective community outreach,using avenues including the City website, media relations, and the Saratogan. In addition, the City Manager's Department oversees and coordinates the Solid Waste/Recycling,and with the agencies providing contracted Public Safety and Emergency Preparedness services to the City. The Department is responsible for presenting an annual balanced fiscal year budget to City Council that reflects the most accurate revenue estimates and economic conditions at the time, assuring that City services are performed in accordance with City Council priorities and within the capabilities of the City's resources,keeping the City Council advised of the City's financial condition and the future needs of the City on an ongoing basis, providing policy analysis,and overseeing numerous contract negotiations. The Department values its relationships with the community and fosters its partnerships with the Chamber of Commerce, Saratoga Area Senior Coordinating Council, Hakone Foundation, community access television station KSAR, and the administrators of other agencies and service districts in the City, including Santa Clara County Fire,local school districts, and West Valley College. DEPARTMENT OBJECTIVES The City Manager's Office works to implement a number of the City Council's Strategic Goals.These goals are noted below and reflected in the Performance Measures. Council Strategic Goal. City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community. Department Objectives: • Ensure the City Council is fully informed about City matters, provide support to City's elected leadership,and administer implementation of Council priorities • Promote effectiveness of City operations through collaboration, open communications, efficient coordination,creative thinking,and professional development • Respond to community interests and needs by being available to the public,making meetings accessible, and establishing relationships with community members • Develop highly effective workforce to promote good governance ethics and efficiency • Support community building by coordinating City events, overseeing event grant program, and facilitating special event permits • Inform residents through proactive communications efforts, including media relations, social media, and other methods of communication • Oversee open government efforts,including compliance with the Brown Act. • Represent the City interests and involvement in regional issues 143 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT Council Strategic Goal: Fiscal Stewardship: Ensure fiscal responsibility and transparency,proactively seeking opportunities for improvement. Department Objectives: • Promote structurally balanced fiscal plan that is transparent and retains the City's fiscal health,preserves essential services,and implements Council goals • Foster environment where proactive,responsible,and transparent actions and decisions are encouraged and valued • Encourage a conservative approach to budgeting Council Strategic Goal: Public Safety: Provide a safe and secure community. Department Objectives: • Engage community members in crime prevention programs and educational efforts to decrease and discourage criminal activities • Involve the community in emergency preparedness and disaster mitigation planning to reduce loss of life and property during a disaster • Prepare for emergencies through employee training and exercises to ensure continued government operations during a crisis • Manage the Sheriff's Office contract with the City of Saratoga Council Strategic Goal: Community Enrichment:Foster a community with an enriched and diverse culture and engaged citizenry Department Objectives: • Encourage community building events in Saratoga through the community event grant program, facilitation of special event permits,and promoting local events • Use a multitude of communication methods including the website,newsletter,radio, social media, and other traditional outreach methods,to reach a diverse range of residents • Promote resident participation in leadership roles by overseeing recruitment for positions on City Commissions and Committees Council Strategic Goal:Environmental Sustainability: Proactively support environmental sustainability efforts Department Objectives: • Partner with other local agencies to address the causes and effects of climate change through changes in City policies and practices • Use City communication channels, including the website and newsletter, to inform residents of the importance of adopting more environmentally friendly practices • Support and host environmental events, such as Arbor Day or ribbon cuttings that showcase recently completed sustainable projects • Participate in regional efforts to increase sustainability of government operations 144 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT BUDGET OVERVIEW In recent years, City Manager Department staffing levels have undergone several changes due to budget constraints and subsequent restructurings, including reducing staff positions to part-time, eliminating the Assistant City Manager position,and reassigning the Human Resources Division to the Administrative Services Department. With the economy stabilizing and workload shifts settled, all part-time departmental staff were returned to full-time in FY 2012/13. In FY 2013/14,temporary staff funding was added to provide backup for the City Manager's front desk and to participate in the Regional Internship Program for a summer intern. Additionally, $10,000 of one-time temporary funding was added as a contingency for student interns in other departments. Funding for the City Manager's front desk backup and a student intern remains in the FY 2014/15 budget. Despite the increase in staff funding,the ongoing cost of staffing declined in FY 2013/14 due to employee benefit reductions negotiated under the new Memorandum of Understanding. As part of the negotiated changes, employees now pay for a portion of retirement costs, and new employee medical benefits are limited by maximum contribution caps. Salary increases in FY 2014/15 reflect cost of living and step increases. The remainder of the department's budget expenditures remains fairly consistent,with the exception of a$65,000 increase in election fees in FY 2014/15 for the November 2014 General Municipal Election. 145 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 20,023 - - - - Fees,Licenses and Permits 389 736 1,000 625 1,400 Charge for Services - - - - - Other Sources - 1,499 - - - Pass-Through Accounts - - - - - TOTAL REVENUES $ 20,412 $ 2,236 $ 1,000 $ 625 $ 1,400 EXPENDITURES Salaries and Benefits 659,368 632,409 678,564 643,182 651,073 Operating Expenditures Materials&Supplies 5,395 4,080 6,300 6,812 19,050 Fees& Charges 9,210 57,277 17,135 16,439 93,120 Consultant& Contract Services 23,297 26,720 32,800 30,266 37,500 Meetings,Events& Training 5,184 5,405 11,945 8,098 13,350 Total Operating Expenditures 43,086 93,481 68,180 61,615 163,020 Fixed Assets - - - - - Internal Service Charges 96,129 96,094 99,350 99,349 111,360 TOTAL EXPENDITURES $ 798,582 $ 821,984 $ 846,094 $ 804,146 $ 925,453 DEPARTMENTAL EXPENDITURES BY DIVISION 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Manager's Office $ 508,150 $ 498,730 $ 530,424 $ 500,476 518,729 City Clerk 290,432 323,254 315,670 303,670 406,725 TOTAL GENERAL FUND $ 798,582 $ 821,984 $ 846,094 $ 804,146 $ 925,453 TOTAL DEPT EXPENDITURES $ 798,582 $ 821,984 $ 846,094 $ 804,146 $ 925,453 146 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Exec Assistant to CM/Deputy City Clerk 0.90 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 Administrative Analyst 111 1.00 1.00 1.00 1.00 TOTAL FTFs 3.90 4.00 4.00 4.00 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - 320 320 Executive Assistant(backfill) - - 120 136 Temporary Pool Hours - - 940 - TOTAL ANNUAL HOURS - - 1,380 456 TOTAL CITY MANAGER'S DEPARTMENT STAFF 2011/12 2012/13 2013/14 2014/15 City Staff by Program Funded Funded Funded Funded City Manager's Office 2.45 2.50 2.50 2.50 City Clerk's Office 1.45 1.50 1.50 1.50 TOTALS 3.90 4.00 4.00 4.00 147 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT r 148 CITY OF SARATOGA CITY MANAGER's DEPARTMENT CITY MANAGER'S OFFICE The core services of the City Manager's Office are to: • Provide leadership,oversight, and direction for City functions • Provide comprehensive information,policy analysis,and support to the City Council • Provide support and guidance to the City's Commissions • Nurture community and intergovernmental relations • Cultivate public awareness of municipal services,programs, and activities The City Manager's Office has direct oversight responsibility for the City Clerk and coordinates with external agencies that provide Public Safety,Animal Control, Solid Waste/Recycling,Cable Television,and Emergency Preparedness services to the City. BUDGET OVERVIEW The City Manager's Office primarily provides a managerial oversight and coordination role for City operations and City Council support. Duties vary as new initiatives and needs arise. For example,with the elimination of the Code Specialist position, the Special Event permitting process was shifted to the City Manager's Office. Consequently,beginning in FY 2012/13,Special Event permit revenues are accounted for in the City Manager's Office. An estimated$800 will be collected for Special Permit Fees. The Executive Assistant position,which also functions as the Deputy City Clerk and Records Manager positions, returned to full time in FY 2012/13 to provide staff coverage equally between the City Manager's Office and the City Clerk's Office. In FY 2013/14, the City Manager's Office added temporary staff funding for backup coverage of the front desk. Overall, the City Manager's Office budget remains consistent with slight increases in certain areas that had previously seen dramatic cuts during the recession. Throughout the budget, short-term budget reductions were instituted to help the City survive the downturn in the economy. With the recent and projected growth in the economy, some of the expenditures, such as materials and training, that saw short-term reductions, are now seeing modest increases to ensure the ongoing sustainability of City operations. 149 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE GENERAL FOND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits - 200 1,000 600 800 TOTAL REVENUES $ - $ 200 $ 1,000 $ 600 $ 800 EXPENDITURES Salaries and Benefits 451,672 444,924 470,206 441,537 436,270 Operating Expenditures Materials&Supplies 4,386 3,510 4,700 4,434 16,450 Fees& Charges 3,732 3,559 4,175 3,909 5,595 Consultant& Contract Services - - - - - Meetings,Events& Training 3,076 3,494 4,545 3,800 6,400 Total Operating Expenditures 11,193 10,563 13,420 12,142 $ 28,445 Fixed Assets - - - - - Internal Service Charges 45,285 43,243 46,798 46,798 54,014 TOTAL EXPENDITURES $ 508,150 $ 498,730 $ 530,424 $ 500,476 $ 518,729 FY 2014/15 WORKPLAN PRIORITIES Public Relations - The City Manager's Office continues to improve public relations efforts through greater engagement of the local media, use of social media, and increased use of more traditional communication methods.The City Manager's Office will continue these efforts to keep residents informed of and engaged with City-related matters. Energy Efficiency Climate Action Plan-The City will continue working with the County of Santa Clara and PG&E to complete the City's Energy Efficiency Climate Action Plan. Community Events -As part of an effort to encourage events that bring people together and strengthen the City's identity, the City Manager's Office began facilitating issuance of special event permits, developed a community event grant with Council direction, and helped with event promotion by sharing information about local events on the City website, social media sites,AM radio station,and by other means. The City Manager's Office will continue this effort. Annual Budget- The City Manager's Office will continue to oversee the development of the City's annual Operating and Capital budgets for presentation to the City Council and the community, ensuring City finances, services, and projects are properly presented and budgeted. Management and Council Retreats - Organize and facilitate an annual management retreat to address organizational development and administrative policies, and to prepare for the annual City Council retreat. Organize an annual City Council retreat to facilitate policy and issue development,resulting in the generation of the City's annual work plan and, subsequently,the operating and capital budgets. 150 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT West Valley Solid Waste Management Authority(WVSWMA)—In FY 2013/14,the City Manager's Office worked with staff of the WVSWMA member agencies to recruit an executive director and negotiate a new solid waste hauler contract. City staff will continue working with WVSWMA to see to the implementation of the new hauler agreement,which took effect March 1,2014. KEY SERVICES • Provide comprehensive information,policy analysis,and support to the City Council • Provide oversight,leadership,and direction to City functions • Monitor state and federal legislation and effectively communicate the City's position on legislative proposals affecting Saratoga • Facilitate strong community and intergovernmental relations • Cultivate public awareness of municipal services,programs,and activities • Present a balanced budget to City Council each fiscal year which reflects the most accurate revenue estimates and economic conditions at the time • Assure that City services are performed in accordance with City Council priorities and within the capabilities of the City's resources • Inform the City Council,in a timely manner,of the City's financial condition and the future needs of the City on an ongoing basis CITY MANAGER'S OFFICES TAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Exec Assistant to CM/Deputy City Clerk 0.45 0.50 0.50 0.50 City Clerk - - - - Administrative Analyst I/H 1.00 1.00 1.00 1.00 T OTAL 2.45 2.50 2.50 2.50 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - 320 320 Executive Assistant(backfill) - - 120 136 Temporary Pool Hours - - 940 - TOTAL ANNUAL HOURS - - 1,380 456 151 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actual Actuals Estimated Budget 1. Ensure the City Council is fully informed about City matters and provide support to City's elected leadership. a. Meet with each member of the Council biweekly prior to City Yes Yes Yes Yes Council Meetings: b. Prepare and distribute a weekly newsletter for the City Council: 92% 92% 92% 92% c. Provide City Council with quarterly updates on priorities: 4 4 3 4 d. Provide Mayor and Council Members with presentation Yes Yes Yes Yes materials and talking points for special events,media inquiries, and presentations: 2. Promote effectiveness of City operations through collaboration, open communications,efficient coordination,creative thinking, and professional development. a. Hold weekly meetings with the City's Management team to 98% 98% 98% 98% discuss upcoming agenda items and share information: b. Make professional development and leadership training Yes Yes Yes Yes opportunities available to Directors and City staff: c. Professional Association Memberships: 10 8 7 7 3. Inform residents through proactive communications efforts, including media relations,social media,and other methods of communication. a. Produce City Newsletter,Saratogan: 3 3 3 4 b. Provide information about City news and activities on the City Yes Yes Yes Yes website,Facebook page,NeAdoor site,and AM radio station: c. Send a-mail notifications for Council agendas,Commission 95% 95% 95% 95% meeting agenda/minutes,publication of Saratogan,weekly Sheriffs Office updates and community events updates: d. Produce outreach materials,such as the Budget in Brief,that Yes Yes Yes Yes provide an overview on City operations: e. Prepare and distribute press releases on important City news: Yes Yes Yes Yes 4. Encourage community building events in Saratoga through the community event grant program,facilitation ofspecial event permits,and promoting local events. a. Facilitate and issue permits for special events: 2 11 12 12 b. Accept applications for Community Event Grant Program Information 15 23 11 not available 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actual Actuals Estimated Budget 1 Number of Council Meetings Per Year: 35 30 30 30 2 Library Commission Meetings: 6 6 6 6 3 Number of Events Funded by Community Event Grant Program 6 15 19 10 4 Events Hosted by City: 10 6 7 9 5 City of Saratoga Facebook Page Fans: 13 115 381 450 152 CITY OF SARATOGA CITY MANAGER's DEPARTMENT CITY CLERK'S OFFICE The City Clerk is responsible for meeting the legal requirements related to maintaining City records and conducting City business, as set forth in the State of California Government Code and City Municipal Code. The City Clerk is responsible for the timely indexing of resolutions,ordinances,and agreements,preparing City Council agendas and minutes,and maintaining an accurate record of all Council proceedings. Additional duties include: maintaining custody of the City Seal; administering oaths and affirmations;preparing and publishing legal notices; maintaining the Saratoga Municipal Code; processing board and commission recruitment applications; working with the Santa Clara County Registrar of Voters to conduct local elections in a fair and impartial manner; and receiving petitions and subpoenas on behalf of the City. BUDGET OVERVIEW The City Clerk oversees the City's municipal elections program. Council elections are held on even years and the last election was in November 2012,with two of the five City Council seats up for election. During election years,the total expenditures in the City Clerk's Office increase to cover the costs associated with consolidation of the election with the County of Santa Clara. Total expenditures in the City Clerk's Office will increase for FY 2014/15 due to the General Municipal Election in November 2014,with three of five City Council seats to be voted upon. 153 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 20,023 - - - - Fees,Licenses and Permits 389 536 - 25 600 Charge for Services - - - - - Other Sources - 1,499 - - - TOTAL REVENUES $ 20,412 $ 2,036 $ - $ 25 $ 600 EXPENDITURES Salaries and Benefits 207,696 187,485 208,358 201,645 214,803 Operating Expenditures Materials&Supplies 1,010 570 1,600 2,378 2,600 Fees& Charges 5,478 53,718 12,960 12,531 87,525 Consultant& Contract Services 23,297 26,720 32,800 30,266 37,500 Meetings,Events& Training 2,108 1,911 7,400 4,298 6,950 Total Operating Expenditures 31,893 82,918 54,760 49,473 134,575 Faced Assets - - - - - Internal Service Charges 50,843 52,851 52,552 52,551 57,347 TOTAL EXPENDITURES $ 290,432 $ 323,254 $ 315,670 $ 303,670 $ 406,725 FY 2014/15 WORKPLAN PRIORITIES Records Management - The City Clerk's Office will continue to manage the City's records, including converting paper documents into electronic format, adding electronic documents to the City's document management system,identifying records for final disposition, and preparing documents to be archived. Open Government - Continue implementing open government efforts, including the Brown Act, Political Reform Act,Public Records Act,and other laws or policies that promote transparent governance. City Contracts- Improve efficiency of contract approval process through implementation of contract routing software and research of electronic signature options. Records Emergency Action Plan-Complete and implement a Records Emergency Action Plan that will allow the City to protect important records and easily access critical records during a crisis. Election - Conduct the November 2014 General Municipal Election for three of the five positions on the Saratoga City Council. 154 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE KEY SERVICES • Meet legal requirements as set forth in the State of California Government Code and City Municipal Code • Maintain City records through timely indexing of resolutions,ordinances,and agreements • Prepare City Council agendas and minutes • Maintain an accurate record of Council proceedings • Maintain custody of the City Seal • Administer Oaths and Affirmations • Prepare and publish legal notices • Maintain the Saratoga Municipal Code • Ensure Fair Political Practices Commission filings are made on a timely basis • Ensure that all elected officials,appointed officials,and required staff meet mandatory AB 1234 biennial training requirements • Administer recruitment process for Commission and Outside Agency Council appointments CTI'Y CLERK S OFFICE S TAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded City Manager - - - - Exec Assistant to CM/Deputy City Clerk 0.45 0.50 0.50 0.50 City Clerk 1.00 1.00 1.00 1.00 Administrative Analyst I/II - - - - TOTAL FTU s 1.45 1.50 1.50 1.50 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - - - Executive Assistant(backfill) - - - - Temporary Pool Hours - - - - TOTAL ANNUAL HOURS - - - - 155 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actual Actuals Estimated Budget 1. Promote effectiveness of City operations through collaboration, open communications,efficient coordination,creative thinking, and professional development. a. Percentage of Regular City Council Meeting Minutes prepared 100% 100% 100% 100% and submitted to City Manager in time to be scheduled for approval on ne3a Council agenda: b. Prepare boxes of records for digital scanning: 15 9 8 8 c. Provide efficient and effective Records Management by 100% 100% 100% 100% annually reviewing documents for retention and preparation for destruction: 3. Promote resident participation in leadership roles by overseeing recruitment for positions on City Commissions and Committees. a. Number of Commission recruitments and appointments 22 15 18 13 processed: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actual Actuals Estimated Budget 1 Number of City Council minutes prepared per year 35 25 29 30 2 Number ofboxes ofCity records processed for disposal: 81 34 62 44 3 Numberofresolutions: 80 71 80 70 4 Number of ordinances: 8 14 10 5 156 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DEPARTMENT The Administrative Services Department provides oversight and support for the City's financial, human resources, administrative, and technology operations. As the department's Finance, Human Resources and Administrative Services divisions are centralized functions providing administrative, financial, and legally required citywide comprehensive support functions, they are programs within the General Fund. The department's Information Technology (IT) Services division primarily provides interdepartmental technology support at various service levels and requests from City departments and is therefore an Internal Service program, along with the City's two equipment use and replacement funds: Information Technology Equipment Replacement; and Office Support Services. These Internal Service Fund programs can be proportionately allocated for specific usage of equipment and supplies, and on a support basis for services to departments. DEPARTMENT OBJECTIVES The Administrative Services Department directly supports several of the City Council's Strategic Goals through implementation of the department's objectives, as listed below. Performance Measures in the support and service programs (programs with staffing) provide information on the Department's attainment of these objectives. Council Strategic Goal. Fiscal Stewardship: Ensure fiscal responsibility and transparency,proactively seeking opportunities for improvement. Department Objectives: • Maintain responsible, sustainable, and enforceable fiscal policies and practices • Establish and uphold effective internal controls • Maintain excellent fiscal status with efficient use of assets and resources • Utilizing long-range fiscal planning tools,prepare structurally balanced fiscal plans that retain the City's fiscal health,preserve essential services, and implement Council's goals • Provide timely and accurate financial reporting in compliance with accounting standards and regulations Council Strategic Goal: City Leadership: Provide a proactive,responsible, inclusive, respectful, transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community. Department Objectives: • Provide fair and proper administrative and personnel decisions that foster a proactive,responsible, and transparent government • Recruit,retain, and develop a highly effective workforce to promote good governance ethics • Promote organizational effectiveness through streamlined internal processes,leadership,teamwork,and innovation • Support transparent government initiatives Council Strategic Goal: Facility and Infrastructure: Maintain the City's facilities and infrastructure in a safe, secure,sustainable,and cost effective manner. 157 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT Department Objectives • Ensure technology infrastructure functions properly,is up-to-date, and secure • Provide for well-maintained,cost-effective equipment and infrastructure • Protect the City's technology related assets from unauthorized use DEPARTMENT BUDGET SUMMARY Over a significant number of years,staffing in the Administrative Services Department utilized temporary staff. With ever-increasing technology,information,and support demands,the department's workload expanded over time,and temporary staffing was needed on a constant basis. Due to the technical and confidential nature of the work,and the small size of the department resulting in broader workload scope,staff positions require long-term skill development and knowledge for optimal efficiency of mission-critical duties. Typically, temporary positions are more effective for assignments with limited scope and repetitive duties. When Ca1PERS began its strict enforcement of rules for use of retirees as temporary staff in January 2012,the department took another look at its ongoing long-term use of temporary positions, and the need for high level support and financial management backup. Subsequently, an organizational study was conducted on the department's staffing structure. The study concluded a full-time regular Finance Manager level position was required to support the Finance Division(replacing two part-time Sr. Accountant retirees), and the HR and IT Technician positions filled by long-term temporary staff should be converted to regular benefited positions in each of the respective divisions to properly reflect the staffing support required. With Council approval, the organizational changes to add a full-time Finance Manager position to the Finance Division, a part-time (.75 FTE) HR Technician position to Human Resources, and a full time (1.0 FTE) IT Technician position to Information Technology staffing became effective with the FY 2013/14 budget. This change provided the resources to refocus the Department Director's duties from direct fiscal oversight duties,to broader departmental administrative and technological improvements. With the hiring of a Finance Manager in mid-FY 2013/14, and a transference of duties over the remainder of the fiscal year, an Administrative Services Division was added to the FY 2014/15 budget. The Director's FTE was shifted out of Finance and will undertake policy and procedural development, additional long-range planning and financial communications, and the development of a city-wide administrative management tool. Another structural department change is the shift of budgeted employment law attorney services out of the Human Resources program and into the Legal Services program in the Non-Departmental section. This shift was predicated on the concept of assigning budget responsibility and oversight for legal services to the City Attorney, and aligning all legal services within the Legal Services program. The remainder of the department's General Fund operating budget is relatively steady. Finance and Human Resources functions are administrative and support oriented, therefore daily operating expenses do not vary significantly from year-to-year. The budget shift from Finance to Administrative Services is simply reflected in a realignment of expenditures between divisions,with costs holding steady at the departmental level. General Fund revenues are limited to Business License processing fees in the Finance program; the Human Resources and Administrative Services programs do not generate revenues. Internal Service Fund revenues are primarily comprised of service chargebacks to other city programs for allocated support of IT services, equipment, and office support expenses. On the expenditure side, General Fund expenditures reflect staffing costs, operational supplies and services, and internal service fund charges. Internal Service Fund expenses consist of staffing, supplies,equipment costs, leases,and annual support/license fees. 158 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 41,560 41,810 41,500 41,618 40,000 Charge for Services - - - - - Other Sources 8,198 10,175 10,000 5,991 5,000 TOTAL REVENUES $ 49,758 $ 51,985 $ 51,500 $ 47,609 $ 45,000 EXPENDITURES Salaries and Benefits 867,053 897,688 1,061,634 952,948 1,036,991 Operating Expenditures Materials&Supplies 9,651 10,631 17,100 12,610 16,750 Fees& Charges 20,701 20,449 23,045 21,704 23,715 Consultants& Contract Services 120,851 82,262 88,000 66,389 66,500 Meetings,Events& Training 8,716 11,987 44,050 35,678 20,150 Total Operating Expenditures 159,919 125,328 172,195 136,381 127,115 Fixed Assets - - - - - Internal Service Charges 139,853 145,589 147,163 147,161 150,298 TOTAL EXPENDITURES $1,166,825 $1,168,605 $1,380,992 $1,236,490 $1,314,404 DEPARTMENTAL EXPENDITURES BYDIVLSION/PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Financial Services 800,562 839,510 1,011,236 899,080 789,460 Human Resources 366,263 329,095 369,756 337,410 338,491 Administrative Services - - - - 186,452 TOTAL GENERAL FUND $1,166,825 $1,168,605 $1,380,992 $1,236,490 $1,314,404 INTERNAL SERVICE FUNDS Office Support Services 55,236 54,285 65,150 35,928 73,750 Information Technology Services 374,362 375,674 460,226 422,703 475,725 IT Replacement Fund 53,844 46,678 59,200 58,530 68,200 TOTAL INTERNAL SERVICES $ 483,443 $ 476,637 $ 584,576 $ 517,161 $ 617,675 TOTAL DEPT EXPENDITURES $1,650,268 $1,645,242 $1,965,568 $1,753,651 $1,932,079 TRANSFERS OUT IT Replacement Fund 24,963 - - - - TOTAL TRANSFERS OUT $ 24,963 $ - $ - $ - $ - TOTAL EXP&TRANSFERS OUT $1,675,230 $1,645,242 $1,965,568 $1,753,651 $1,932,079 159 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Administrative Services Director 1.00 1.00 1.00 1.00 Finance Manager - - 1.00 1.00 Accountant I/II 0.90 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 Human Resources Manager 0.95 0.90 0.90 0.90 Human Resources Technician - - 0.65 0.65 Information Technology Administrator 1.00 1.00 1.00 1.00 Information Technology Technician - - 1.00 1.00 TOTAL FTE's 6.85 6.80 9.45 9.45 2011/12 2012/13 2013/14 2014/15 Temporary Staff Ho urs Funded Funded Funded Funded Sr.Accountant 1,200 1,200 200 IT Technician 2,000 2,000 - HR Technician 1,568 1,568 - - Student Intern - - 320 320 TOTAL ANNUAL HOURS 4,768 4,768 520 320 TOTAL ADMINISTRATIVE SERVICES STAFF 2011/12 2012/13 2013/14 2014/15 I City Staff Funded Funded Funded Funded Finance 4.70 5.70 5.70 5.00 Human Resources 1.05 1.75 1.85 1.85 Administrative Services - - - 0.70 Information Technology 1.15 2.10 2.10 2.10 TOTALS 6.90 9.55 9.65 9.65 The Adminstrative Services Departmental FTE schedule includes General Fund and Internal Service staffing assigned to this department. The.10 FTE ofthe HR Manager and.]0 FTE ofthe HR Technician funded and assigned to the Workers Compensation program in the Non-Departmental section is not reflected in the department total,but is reflected in the Total Staffsehedule. 160 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCE DIVISION The Finance Division program functions to assure both legal and fiscal accountability to the public through responsible,sustainable,and enforceable fiscal policies and practices. The program provides financial oversight and the administration of accounting functions for all the City's funds and accounts; maintains the Annual Operating and Capital Budgets for fiscal and operational accountability; coordinates the annual financial audit and preparation of the Comprehensive Annual Financial Report(CAFR)to verify proper fiscal reporting;ensures all Federal, State, and County fiscal reporting requirements are fulfilled; administers the City's Accounts Payable, Accounts Receivable, Payroll and Business License functions; oversees treasury responsibilities, and provides general asset management and purchasing functions, ensuring proper practices are in place, and that fiscal and operational responsibility is upheld. BUDGET OVERVIEW The FY 2014/15 Finance Division budget reflects the anticipated revenues and expenditures associated with providing financial operations and services. Revenues are comprised of the processing and service fees collected from providing Business License services, whereas the tax revenue collected under this licensing process flows to the General Administration program in the Non-Departmental Section. Late fees continue to be earned from the ongoing compliance audit. The amount has steadily decreased over the years as the auditors have identified most of the unlicensed or delinquent businesses. Unlicensed businesses are assessed late fees to a maximum of the license amount itself, for up to three years in arrears. Processing fee revenue is expected to remain steady as a result of the ongoing business license compliance audit which began in January,2009. The Finance Division's expenditure budget reflects a decrease in staffing costs due to the shift of the Department Director to the Administrative Services program. With the addition of the Finance Manager in FY 2013/14,the responsibility for direct financial oversight was reassigned to this position, thereby releasing the Director to attend to other financial and administrative matters outside of the Finance Division responsibilities. The remainder of the division's expenditures reflect continued streamlining of operational expenses, including the elimination of bank courier services, the voluntary reduction of the Accountant from 1.0 FTE to .90 FTE, and limited funding for operating supplies,services,and training in order to reduce overall operational costs. A decrease in the financial audit budget with the elimination of the first contract year overlap reduced the Consultant and Contract Services considerably. 161 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCE DIVISION GENERAL FUND REVENUES AND EXPENDT11RES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 41,560 41,810 41,500 41,618 40,000 Charge for Services - - - - - Other Sources 8,198 10,175 10,000 5,991 5,000 TOTAL REVENUES $ 49,758 $ 51,985 $ 51,500 $ 47,609 $ 45,000 EXPENDITURES Salaries and Benefits 640,944 653,372 785,971 702,479 608,736 Operating Expenditures Materials&Supplies 7,551 6,722 15,800 11,221 14,050 Fees& Charges 9,924 9,741 11,680 9,413 11,620 Consultants& Contract Services 29,847 51,469 75,100 54,391 43,200 Meetings,Events& Training 1,766 2,200 5,700 4,595 5,350 Total Operating Expenditures 49,088 70,133 108,280 79,619 74,220 Internal Service Charges 110,530 116,006 116,985 116,983 106,504 TOTAL EXPENDITURES $ 800,562 $ 839,510 $1,011,236 $ 899,080 $ 789,460 FY 2014/15 WORKPLAN PRIORITIES Reporting Enhancements- Staff will continue to improve and publish the Comprehensive Annual Financial Report, Monthly Treasurers Reports, and Quarterly Budget Reports, with a focus on presentation, documentation, compliance requirements,and readability. Financial System-The last phase of the Financial Information System's implementation included the addition of a Personnel Budgeting module to improve the budgeting processes. Staff plans to implement this module in the coming fiscal year after web-based system training. Additionally, efforts to train all finance staff on the system's Report Writer tool will enhance system information productivity. Collection Agency Services-Staff will research and pursue options for contracting with a collection agency for uncollectible billings and deposits. 162 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCE DIVISION KEY SERVICES • Monitor the City's annual operating and capital budgets in accordance with best practices and standards • Coordinate the annual audit of the City's financial statements and preparation of the Comprehensive Annual Financial Report(CAFR) • Maintain the City's financial information system for record-keeping and reporting of all financial transactions • Provide Accounts Payable and Payroll disbursement and reporting services; Accounts Receivable invoicing, revenue collection,and cash reconcilement; and Business License Tax processing and auditing services • Provide accounting, arbitrage reporting,and claim reimbursement services for bond issues • Provide oversight of procurement functions including Purchase Order processing, financial tracking of contracts,vendor resolution issues,and proper accounting allocations FINANCE DIVISION STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Administrative Services Director 0.80 0.80 0.80 0.10 Finance Manager - - 1.00 1.00 Accountant PH 0.90 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 Human Resources Manager - - - - Human Resources Technician - - - - Information Technology Administrator - - - - Information Technology Technician - - - - TOTAL FTU s 4.70 4.70 5.70 5.00 2011/12 2012/13 2013/14 2014/15 Temporary Staff Ho urs Funded Funded Funded Funded Sr.Accountant 1,200 1,200 200 - Accountant/Budget Analyst - - - Accounting Technician - - - - TOTAL ANNUAL HOURS 1,200 1,200 200 - 163 i CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCE DIVISION 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Assure legal and fiscal accountability to the public,in compliance with established accounting standards. a. Annual Financial Statements receive an Unqualified Opinion' Yes Yes Yes Yes from the City's independent auditor: b. Comprehensive Annual Finance Reports meets the Yes Yes Yes Yes Governmental Finance Officer Association(GFOA)'Certificate of Achievement of Excellence in Financial Reporting'program standards and receives award: 2. Prepare accurate budget forecasts and workplans in compliance with standard budgeting practices. a. Percent of time actual expenditures do not exceed a fund's 100% 100% 100% Moved to Admin approved budget appropriations: services b. Governmental Finance Officer Association(GFOA)'Certificate Yes Yes Yes Moved to Admin of Achievement of Excellence in Budgeting'awarded to the services City: 3. Provide timely and accurate financial reporting within specified deadlines. a. Percent of time bank statements are reconciled to general 100% 100% 100% 100% ledger within 30 days of month-end: b. Percent of State Controller's annual financial reports completed 100% 100% 100% 100% and filed by deadlines: c. Percent of County annual financial reports completed and filed 100% 100% 100% 100% by deadlines: d. Percent of time revenue analyses are completed within 30 days 100% 100% 100% 100% of month-end: 4. Provide financial oversight and administer accounting functions for City funds and accounts. a. Percentage of Accounts Payable invoices paid accurately and 99% 100% 100% 100% on-time: b. Percentage of Payroll checks paid accurately and on-time: 100% 100% 100% 100% 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of corrections resulting from annual financial audit: 0 0 0 0 2. Number of Cash Receipt batches processed annually: 1,220 1,242 1,230 1,200 3. Number of Business Licenses issued annually: 2,124 2,234 2,240 2,200 4. Number of invoices entered into Accounts Payable system 5,760 7,494 7,320 7,350 5. Average number of Accounts Payable checks issued weekly: 49 53 50 55 6. Number of payroll checks,paycheck vouchers,and stipends 1,879 1,899 1,940 1,950 issued annually: 164 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES The Human Resources Division provides the full scope of professional,technical,and support services to attract, retain, and develop a professional and committed workforce that provides excellent internal and external customer service and promotes a safe workplace; supports the use of best practices to reduce workers' compensation claims; and, ensures that the City complies with laws and regulations regarding employment and labor relations,including establishing and monitoring the City's personnel practices and policies consistent with employment law updates. Human Resources core services include: recruitment and selection; employee and labor relations; classification and compensation; benefit design, negotiation and administration; performance management; records management; employee training (both legally mandated and discretionary); policies and procedures; employment and labor law compliance; special projects in support of City operations; and management of a variety of City programs including: Employee Recognition; "Volunteer Saratoga'; Emergency Volunteer Management; Workers Compensation, Safety and Wellness; Custodian of Records Department of Justice; and the Department of Motor Vehicles' Employee Pull Notice(EPN)program. BUDGET OVERVIEW The HR Division is staffed with .90 FTE of the Human Resources Manager(the remaining.10 FTE is included in the internal service fund for Workers Compensation Administration under the Non-Departmental Section) and.65 FTE of the Human Resources Technician(the remaining.10 FTE is included in the internal service fund for Workers Compensation Administration under the Non-Departmental Section). The Human Resources labor budget also includes .10 FTE of the Finance and Administrative Services Director for division administration oversight, and funding for a part-time temporary Intern under the Regional Internship Program. As the Human Resources program focus is to support citywide personnel related functions, there are no direct service activities which generate revenues. Ongoing expenditures include: membership in the Santa Clara County Bay Area Employee Relations Services (BAERS) (www.bayareaers.org), a joint powers agency which provides online access to relevant classification,benefits and compensation data of Northern California agencies for survey analysis and classification studies;membership with CalOpps(www.calopps.org),a public sector job board for recruiting regular, temporary, and volunteer positions; the annual Employee Tenure Recognition Event; NEOGOV online performance appraisal system annual license and software support; and contract training services. Also included in the FY 2014/15 budget is ongoing operational funding for supplies, association dues,employee and organizational training, and the employee assistance program(EAP). Employment law legal services were moved into the Non-Departmental Legal Services program during FY 2013/14 to assign budget responsibility and oversight for legal services to the City Attorney, and to align all attorney fees within the Legal Services program. However, with the announcement of the City Manager's retirement in July,2014,a budget adjustment to increase funding to employ an executive recruitment firm offset the budget decrease,meaning the FY 2014/15 budget still reflects a decrease from the prior year budget. 165 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 226,109 244,316 275,663 250,470 268,863 Operating Expenditures Materials&Supplies 2,100 3,908 1,300 1,389 1,450 Fees& Charges 10,776 10,708 11,365 12,291 11,695 Consultants& Contract Services 91,004 30,793 12,900 11,999 13,000 Meetings,Events& Training 6,950 9,787 38,350 31,083 13,650 Total Operating Expenditures 110,831 55,196 63,915 56,762 $ 39,795 Internal Service Charges 29,323 29,583 30,178 30,178 29,833 TOTAL EXPENDITURES $ 366,263 $ 329,095 $ 369,756 $ 337,410 $ 338,491 FY 2014/15 WORKPLAN PRIORITIES Staff Training- Coordinate on-site AB 1825 mandatory harassment training for employees, supervisors, and management(required every two years by law and required within six months of hire of supervisory positions). Recruitment and Selection - Conduct recruitment and selection processes in accordance with agreed upon scheduled target dates,including working with Avery&Associates in support of the executive search for a new City Manager. Negotiations/Collective Bargaining Agreements - Complete negotiations for successor Memorandum of Understanding's (MOU's) by June 30, 2015. Conduct labor and compensation research and analysis for negotiations with the City's collective bargaining units. 166 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES KEY SERVICES • Serve as Custodian of Records pursuant to Penal Code section I I102.2(b) responsible for the security, storage,administration,and destruction of employee criminal records furnished by the Department of Justice • Manage the Department of Motor Vehicles' Employer Pull Notice Program (EPN) including promoting driver safety by monitoring the driving records of employees who are required to drive a City vehicle • Develop, implement, and monitor compliance with human resources policies, monitor and maintain performance management and personnel recordkeeping systems, provide conflict resolution and performance management support services to managers and employees • Negotiate and administer Memorandum of Understandings with the City's collective bargaining units • Maintain the City's classification and compensation systems,administer benefits and benefit recordkeeping systems,provide customer service,and manage benefit contracts with third party administrators • Provide recruitment and selection services,complying with state and federal non-discrimination laws in the hiring process, including Equal Employment Opportunity (EEO), the American's with Disability Act (ADA),and similar California statutes • Oversee employee educational goals through training and professional development programs, including tuition reimbursement for eligible full-time employees and legally mandated training such as harassment in the workplace • Manage the Employee Recognition Program,including special employee commendations,annual employee recognition luncheon, service awards, and individual and team awards • Administer the "Volunteer Saratoga"program, promoting volunteerism as an important part of providing excellent services to City residents HUMAN RESOURCES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Administrative Services Director 0.05 0.10 0.10 0.10 Finance Manager - - - - Accountant PH - - - Accounting Technicians - - - - Human Resources Manager 0.95 0.90 0.90 0.90 Human Resources Technician - - 0.65 0.65 TOTAL FTU s 1.00 1.00 1.65 1.65 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded HR Technician 1,568 1,568 - - Student Intern - - 320 320 Total Annual Hours 1,568 1,568 320 320 * This schedule reflects FTEs as funded in the Human Resources Program. Portions ofFTEs assigned to Internal Service Funds or other programs,are reflected in the appropriate FTE schedules. 167 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide timely reporting and/or responses to outside agencies including CAIPERS,insurance vendors,Employment Development Department, City,State and Federal Agencies. a. Percent of time the Human Resources Division provides 100% 100% 100% 100% reports to outside agencies on or before the deadline: 2. Provide effective and efficient employee benefit contract administration. a. Manage contracts to ensure compliance with current laws, 100% 100% 100% 100% memoranda of understanding,and City policies and procedures: b. Regularly reviewing contracts to ensure theat the most cost- 100% 100% 100% 100% effective method of providing required insurances is maintained: c. Regularly reviewing contracts to ensure that they meet the 100% 100% 100% 100% needs of the organization: d. Providing contract interpretation,and acting as a liaison 100% 100% 100% 100% between the provider and the customer employee: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of recruitments conducted for regular,benefited positions. 4 3 8 2 2. Number of employment applications received and processed: 500 1,085 2,500 300 3. Total number of employees (benefited,non-benefited,and 78 77 81 80 temporary,part-time and full-time): 4. Number of participants in Volunteer Saratoga program: 160 167 191 150 5. Value of volunteer hours: $59,000 $58,503 $57,577 $50,000 6. Number of meet and confer process hours: 1,040 160 160 700 7. Number of training hours offered to employees: 36 36 36 36 168 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES The Administrative Services Division was established effective with the FY 2014/15 budget to reorganize departmental duties and separate administrative oversight functions from the other distinctly organized divisions within the Administrative Services Department. With the addition of the Finance Manager position to the department in FY 2013/14,direct fiscal oversight duties are to be transferred from the Director to the Manager,thereby allowing the Director to focus on departmental leadership and strategic administrative support matters,improving both departmental and citywide efficiencies. Under this program, efforts will include policy and procedural development, long-range forecasting, and financial communication, strategic and financial planning, coordination and development of the City's annual budgets, records management and documentation, development and implementation of administration management tools and technology related process improvements, and professional and technical assistance and support to other departments relative to financial and administrative matters. Duties will vary year by year as projects and duties are completed, and with various assignments in support of Council and City Manager initiatives and direction. BUDGET OVERVIEW The City's administrative and financial policies would be subject to a highly critical and restrictive review in the event of a disaster and cost recovery process,therefore workload priority will initially be placed on developing and revising high priority policies. Cost recovery planning will continue to be a high priority for many years, and will function as a foundation for many related improvements. Additional efforts will focus on the management and tracking of financial documents and records, the development of budget and administrative management tools as well as the development of an asset database and reassessment of internal service fund charges. With the focus on high level analytical, financial, and administrative management, budget requirements are limited. Revenues will not be generated by this program and budgeted operating expenditures will consist of staffing costs, funding for research and possible implementation of an intranet or similar administrative management tool,required office supplies,financial conference costs,and internal service charges. 169 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDTITRES Salaries and Benefits - - - - 159,392 Operating Expenditures Materials&Supplies - - - - 1,250 Fees& Charges - - - - 400 Consultants& Contract Services - - - - 10,300 Meetings,Events& Training - - - - 1,150 Total Operating Expenditures - - - - 13,100 hiternal Service Charges - - - - 13,960 TOTAL EXPENDITURES $ - $ - $ - $ - $ 186,452 FY 2014/15 WORKPLAN PRIORITIES Financial Management Policies—Working with the Council Finance Committee,staff will continue to research and develop fiscal policies to improve budgeting and accounting procedures,direction,and documentation. Cost Recovery Planning— Staff is in the beginning stages of a large, long-term project to prepare the City for financial tracking and reporting duties during and after an emergency. The fiscal year focus will be on researching and preparing emergency policies and forms in conformance with claim reimbursement requirements. Administrative Policies — Staff will research, document, and ultimately develop a comprehensive set of City-wide administrative policies. This project is also very large and will take several years to complete. Financial Records Management—Staff will finalize the conversion of permanent paper financial records into digital format and organize along with existing digital format files into a readily accessible directory library structure in the City's Laserfiche program. All files are to be brought up to date. Administrative Management Development—To provide readily accessible administrative information,and resources, the City will research options to develop an administrative management tool in preparation of implementing a citywide accessible platform. Asset Database Development—Staff will work on the development of an asset management tool to better track resources and funding requirements for budget preparation and information tracking purposes. 170 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES KEY SERVICES • Fiscal and administrative leadership • Policy and procedural development • Financial planning,long-range forecasting,and fiscal communication • Coordination,development, and ongoing improvement of the City's annual budget process and document • Professional and technical support to other departments relative to financial and administrative matters • Implementation and improvements of administrative management functions and processes • Departmental records management ADMINISTRATIVE SERVICES Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Administrative Services Director - - - 0.70 Finance Manager - - - - Accountant I/II - - - - Accounting Technicians - - - - Human Resources Manager - - - - Human Resources Technician - - - - Infonnation Technology Administrator - - - - Infonnation Technology Technician - - - - TOTAL FTE's - - - 0.70 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded Sr.Accountant - - IT Technician - - - HR Technician - - - TOTAL ANNUAL HOURS - - - - 171 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Prepare long-range fiscal and administrative analysis and decision making tools to assist Council with retaining the City's fiscal health,preserve essential services,and achieve other Council Qoals. a. Provide Council and City Management with long-range fiscal See Finance See Finance See Finance Yes planning tools in preparation of annual budget process: Pert Measure Pert Measure Pert Measure b. Keep abreast of fiscal and administrative impacts to the City See Finance See Finance See Finance Yes and connrnmicate pertinent information to City management. Pert Measure Pert Measure Perf Measure 2. Prepare accurate budget workplans in compliance with standard budgeting practices. a. Percent of time actual expenditures do not exceed a fund's See Finance See Finance See Finance 100% Pert Measure Pert Measure Pert Measure approved budget appropriations: b. Governmental Finance Officer Association(GFOA)'Certificate See Finance See Finance See Finance Yes of Achievement of Excellence in Budgeting'awarded to the Perf Measure Perf Measure Perf Measure City: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Present Mid-year Budget Review at annual Council Retreat: See Finance See Finance See Finance Yes Pert Measure Pert Measure Pert Measure 2. Present Five Year forecast at annual Council Retreat: See Finance See Finance See Finance Yes Pert Measure Pert Measure Pert Measure 3. Update fiscal and administrative policies: See Finance See Finance See Finance Yes Perf Measure Perf Measure Pert Measure 172 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT OFFICE SUPPORT SERVICES The Office Support program accounts for the photocopy equipment leases,copy supplies,postage machine lease, and postage and related fees on a centralized basis. Usage expenses are allocated back to the appropriate department for services and supplies utilized, on a quarterly basis. As this program functions primarily as a funding mechanism,personnel are not assigned to this fund,therefore fiscal year objectives,a staffing schedule, and performance measures are not included in this program. BUDGET OVERVIEW The City's Multi-Functional Devices (MFD), consisting of photocopying, scanning,and printing functions, are typically leased rather than purchased by the City based on the cost effectiveness of service contracts versus the cost of purchasing equipment. Although leasing does include built-in financing costs, the heavy usage MFDs sustain on a daily basis coupled with rapidly advancing technology improvements and cost reductions seen with these types of machines,leasing provides the City with cost efficiency and better ongoing quality. Additionally, the potential for repeated breakdowns,the cost of service contracts and quality issues with older machines makes "lease and replace"a better option than"purchase and retain". With the expiration of the MFD lease agreement in late 2013, the City entered into a new lease in February, 2014. As expected,the new machines are more advanced: they are higher quality,have increased functionality and are faster—while lease and service costs have decreased. Conversely, the City's postage machine was purchased rather than leased due to different circumstances. The postage machine is lower cost equipment with much less technology than MFDs, and typically is a more stable and reliable piece of equipment which does not require constant servicing. The postage machine was purchased in June, 2009,which included free maintenance service for the first year, and a service contract for subsequent years. The original five year maintenance agreement expired at the end of June 2014 but as the machine is operating satisfactorily, the maintenance agreement was renewed for another year. Staff does not expect to replace the postage machine next fiscal year, but has included replacement funding in the budget as a contingency. Replacement funding will be budgeted each year until a replacement machine is required. The FY 2014/15 service chargeback remains at the same level as fund balance is maintained in line with the reserve policy. Operating expenditures reflect a decease due to a lower MFD lease cost,however total budgeted expenditures are higher due to the contingency funding for the possible postage equipment replacement. 173 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT OFFICE SUPPORT SERVICES S OURCE&USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 15,831 11,220 24,021 24,021 53,121 Total Beginning Fund Balance $ 15,831 $ 11,220 $ 24,021 $ 24,021 $ 53,121 Revenues Charge for Services 10,626 12,086 12,000 10,028 10,000 Internal Service Charges 40,000 55,000 55,000 55,000 55,000 Total Revenues $ 50,626 $ 67,086 $ 67,000 $ 65,028 $ 65,000 TOTAL SOURCE OF FUNDS $ 66,457 $ 78,306 $ 91,021 $ 89,049 $ 118,121 USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures Materials&Supplies 15,991 17,233 18,500 18,323 20,000 Fees& Charges 37,281 35,951 43,650 15,323 35,750 Consultants&Contract Services 1,965 1,101 3,000 2,282 3,000 Meetings,Events& Training - - - - - Total Operating Expenditures $ 55,236 $ 54,285 $ 65,150 $ 35,928 $ 58,750 Fixed Assets - - - - 15,000 Internal Service Charges Total Expenditures $ 55,236 $ 54,285 $ 65,150 $ 35,928 $ 73,750 Operating Transfers Transfer Out - - - - - Total Operating Transfers - - - - - Ending Fund Balance Unassigned 11,220 24,021 25,871 53,121 44,371 Total Ending FundBalance $ 11,220 $ 24,021 $ 25,871 $ 53,121 $ 44,371 TOTAL USE OF FUNDS $ 66,457 $ 78,306 $ 91,021 $ 89,049 $ 118,121 KEY SERVICES • Provide postage and photocopy equipment, supplies,and fees for the City's departments • Monitor service levels and performance of copier and postage machines, maintaining and replacing equipment as needed 174 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES Information Technology Services supports the delivery of technology based services throughout the City's operations. Core services include the maintenance and support for the City's information systems,including all aspects associated with desktop computers, network maintenance and support, infrastructure, and program implementation and upgrade support. Other core duties include maintaining the City's various communication systems, including support for the streaming video technology system, and the internet, landline, and wireless communication systems, including voicemail, email, and the archiving of communication records. The IT Services program supports the upgrade of existing information technology,as well as new technology initiatives. In meeting the City's information technology needs, the IT Services program strives to continuously enhance and improve IT services, and to maintain and ensure a sound, secure,and reliable IT infrastructure. BUDGET OVERVIEW The IT Services program is funded solely through service chargebacks for operational support to the City's programs. After settling at$400,000 for several years,chargebacks will increase to$425,000 in FY 2014/15 to offset continued increases in operational costs. Staff pursues operational savings wherever possible, however IT annual license and support expenditures continue to grow each year as additional technology services are added and annual support costs increase. With the consolidation of multiple small servers into a larger server with a virtual server environment, some software and maintenance duplication costs were eliminated,providing ongoing savings. In addition,the integration of cloud-based solutions has reduced hardware costs while providing off-site capabilities. Additional increases come from the expansion of services. The City's point to point connection to the Saratoga Prospect Center will add accessibility,but increase internet service fees and equipment costs. Free wireless service at Blaney Plaza will also add to program costs. The budget includes $25,000 of contingent funding for IT support services. With the ever increasing demand driven by new technology, the breadth of knowledge and expertise necessary for implementation and support may require technology consultants who can provide high-level assistance for specialized IT projects,as well as for emergency operations backup. The City's IT consultant draws upon multiple staff in the firm with specialized training and advanced skills to implement projects and new technology,and to support and train IT staff on new technology as needed. New budget expenses this year include$5,000 for a three year network service agreement to provide service for the EV stations. The first year included free services, however the City was (unexpectedly) notified last year there would be an annual cost. A three year contract provided significant savings over the year by year contract. Another$2,500 of funding was added for EV Station repair costs. With minor repairs costing upwards of$700, contingency funding was budgeted to ensure the stations remain available. While there are variations in support and license fees and expenses from year to year,the overall budget remains steady,reflecting very little change from the prior year. 175 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ■ INFORMATION TECHNOLOGY SERVICES S OURCE&USE OF FONDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FONDS Beginning Fund Balance Unassigned 231,064 256,702 281,284 281,284 262,069 Total Beginning FundBalance $ 231,064 $ 256,702 $ 281,284 $ 281,284 $ 262,069 Revenues Other Sources - 257 - 3,488 - Intemal Service Charges 400,000 400,000 400,000 400,000 425,000 Total Revenues $ 400,000 $ 400,257 $ 400,000 $ 403,488 $ 425,000 TOTAL SOURCE OF FUNDS $ 631,064 $ 656,959 $ 681,284 $ 684,772 $ 687,069 USE OF FUNDS Expenditures Salaries and Benefits 206,092 201,378 236,916 237,911 237,559 Operating Expenditures Materials&Supplies 6,369 8,966 16,450 9,754 16,450 Fees& Charges 10,013 13,607 25,940 14,356 27,560 Consultants& Contract Services 124,456 116,045 142,413 123,217 151,390 Meetings,Events& Training 661 2,282 2,200 1,160 3,250 Total Operating Expenditures 141,501 140,900 187,003 148,486 198,650 Fixed Assets - - - - - Internal Service Charges 26,769 33,395 36,307 36,305 39,516 Total Expenditures $ 374,362 $ 375,674 $ 460,226 $ 422,703 $ 475,725 Ending Fund Balance Unassigned 256,702 281,284 221,058 262,069 211,343 Total Ending Fund Balance $ 256,702 $ 281,284 $ 221,058 $ 262,069 $ 211,343 TOTAL USE OF FUNDS $ 631,064 $ 656,958 $ 681,284 $ 684,772 $ 687,069 FY 2014/15 WORKPLAN PRIORITIES Emergency Power Backup System - The City utilizes Uninterrupted Power Supply (UPS) battery backup to allow staff time to save data and shut down computers to prevent data corruption. During electrical outages, staff powers down servers and office machines to prevent power spikes and maintain data integrity; however outages during non-working hours cannot be managed and may result in damaged equipment. IT Staff will work with Facility staff on the CIP Emergency Power project to install a back-up generator. Stanley Security Doors-Key card security access doors will be installed at Saratoga Prospect Center buildings upon completion of the center's IT Room. The doors will be managed and monitored at City Hall. 176 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES EOC Network Upgrade/Blaney Plaza Wireless—Network upgrade will include acquiring a private internet line for the EOC. Wireless connectivity will be available for both private and public connections. The public wireless connection will extend from the Saratoga Fire Station to Blaney Plaza. Interactive Voice Response—Research implementation requirements for IVR system connectivity integration to CDD's TrakIT system which would allow the public to schedule building inspections through the City's telephone system. KEY SERVICES • Maintain and support the City's information software systems, including Sungard Pentamation financial system,Trak-IT development system,Rec-Trac,LaserFiche,Agenda Manager,Granicus,and others • Maintain, support,repair, and upgrade the City's servers • Maintain and support the City's video streaming, internet, voicemail, wireless and telecommunication systems • Maintain, support, repair, upgrade, assist, and educate staff on system usage, desktop computers, printers, and technology accessories • Provide ongoing network maintenance, security, and support • Maintain and enhance the City's website and AM radio station to effectively provide public access to City information • Support the upgrade of existing technology, as well as new information technology initiatives INFORMATION TECHNOLOGY STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Administrative Services Director 0.15 0.10 0.10 0.10 Finance Manager - - - - Accountant I/H - - - - Accounting Technicians - - - - Human Resources Manager - - - - Human Resources Technician - - - - Information Technology Administrator 1.00 1.00 1.00 1.00 Information Technology Technician - - 1.00 1.00 TOTAL FM 1.15 1.10 2.10 2.10 2011/12 2012/13 2013/14 2014/15 Temp oraryStaffHours Funded Funded Funded Funded Sr.Accountant - - - IT Technician 2,000 2,000 - HR Technician - - - TOTAL ANNUAL HOURS 2,000 2,000 - - 177 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES ■ 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actual Actual Estimated Budget 1. Support the delivery oftechnology services to citizens,residents, businesses,other governmental agencies,and internal City departments. a. Percent of time online services are available to the public 97% 99% 99% 99% through the City's website and resource links: b. Percent of time network remains available during nominal 98% 98% 98% 99% business hours: c. Percent of time IT responds/resolves support requests within 98% 99% 99% 99% one working day: d. Percent of time IT responds to technology system emergency 100% 100% 100% 100% events: 2. Provide technology solution oversight and project management support to improve citywide functions. a. Number of system upgrades or modifications for which IT staff 5 5 4 8 provided project management support: b. Number of new technology sytems or equipment for which 5 6 9 6 oversight and support was provided by IT staff: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actual Actual Estimated Budget 1. Number of users supported: 72 86 88 109 2. Number of IT software applications monitored and maintained: 22 26 27 36 3. Number of network servers maintained: 16 22 20 24 4. Number of desktop systems maintained: 59 57 59 60 5. Number of laptop systems maintained: 17 17 17 14 Number of tablets maintained: 0 0 6 12 6. Number of network copiers,printers,plotters,scanners,fax 25 24 24 21 machines,and postage machines maintained: 7. Number of landlines serviced and maintained: 70 78 77 75 8. Number of cell phones and PDAs serviced and maintained: 33 25 23 22 178 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND The Information Technology Equipment Replacement Fund program provides for a consistent level of funding for the replacement of desktop computers and monitors, servers,laptops,printers, and various other technology equipment on an ongoing basis. Staff maintains a replacement schedule for City IT equipment,with estimated life plans and calculated replacement costs to determine replacement needs each year. The schedule also helps to determine an approximate annual funding level to smooth operating expenses over the years,as well as provide a more accurate cost of operations on an ongoing basis. Initially, IT equipment is purchased by the requesting department. If the equipment will be replaced on an ongoing basis, the new equipment is added to the department's replacement schedule list, and replacement charges would be adjusted for outgoing years. With the ongoing rapid changes in technology, replacement equipment may vary considerably from original equipment. Historically however, IT equipment costs have remained fairly consistent in price while the technology improves. As a result, ongoing replacement costs are not expected to increase significantly in future years. BUDGET OVERVIEW The following IT Equipment Replacement Schedule illustrates approximate annual replacement charges. Calculated by tracking citywide equipment costs and lifespan,the weighted average costs determine how much is to be set aside each year in order to have funding available for replacements at the time the equipment's lifespan is over. Chargebacks to the appropriate department "owner" is reflected in this fund as revenue, and the IT equipment scheduled for replacement for the current fiscal year is shown as expenditures. Over the years, funding requirements will adjust as equipment replacement needs are revised, projected costs are more finely determined, and if scheduled replacements are delayed due to the continued equipment functionally. The Replacement Fund chargeback costs were increased in FY 2014/15 due to more and more equipment being added to the replacement program. It should be noted however,that program expenditures will vary year by year as they are based on lifespan cycle and independent of the annual chargeback amount. Planned replacements for the budget year total $68,200 and include: $19,700 for desktops, laptops, and tablet computer replacements, $25,000 for network server replacements, $2,500 for printers, $2,000 for monitors, $9,000 for network equipment and UPS battery backups. Another $1,000 is set aside for communication equipment and$9,000 for Microsoft Office and Adobe software. 179 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND ■ SOURCE&USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 185,567 156,760 156,318 156,318 152,788 Total Beginning Fund Balance $ 185,567 $ 156,760 $ 156,318 $ 156,318 $ 152,788 Revenues ISF Charge Back Fees 50,000 46,236 55,000 55,000 65,000 Total Revenues $ 50,000 $ 46,236 $ 55,000 $ 55,000 $ 65,000 Operating Transfers Transfer In from General Fund - - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OFFUNDS $ 235,567 $ 202,996 $ 211,318 $ 211,318 S 217,788 USE OF FUNDS Expenditures Operating Expenditures Materials&Supplies 53,844 46,678 59,200 58,530 68,200 Fees& Charges - - - - - Consultants& Contract Services - - - - - Meetings,Events& Training - - - - - Total Operating Expenditures 53,844 46,678 59,200 58,530 68,200 Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures $ 53,844 $ 46,678 $ 59,200 $ 58,530 $ 68,200 Operating Transfers Transfer Out to General Fund - - - - - Transfer Out to CII' 24,963 - - - - Total Operating Transfers $ 24,963 $ - $ - $ - $ - Ending Fund Balance Unassigned 156,760 156,318 152,118 152,788 149,588 Total Ending FundBalance $ 156,760 $ 156,318 $ 152,118 $ 152,788 $ 149,588 TOTAL USE OF FUNDS $ 235,567 $ 202,996 $ 211,318 $ 211,318 $ 217,788 KEY SERVICES • Accumulate and provide annual funding for technology asset replacement • Assess IT equipment for proper replacement timing • Identify and procure best solution equipment 180 ■ CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND IT EQUIPMENT REPLACEMENT SCHEDULE Computer Systems Desktop PC 52 850 44,200 5 8,840 Workstations 7 2,000 14,000 5 2,800 Monitors 72 300 21,600 7 3,086 Laptops 10 1,500 15,000 7 2,143 Tablets 14 500 7,000 5 1,400 Software Operating Systems 63 600 37,800 5 7,560 Hardware Check Printer 1 1,500 1,500 5 300 Counter Printers 2 1,500 3,000 5 600 Plotter Printer 1 5,000 5,000 8 625 Telephone System 1 60,000 60,000 20 3,000 Desktop Batteries 58 100 5,800 3 1,933 Server Batteries 3 2,000 6,000 3 2,000 IT System Servers Nimble Storage Array Server 1 25,000 25,000 8 3,125 Exchange Server 1 10,000 10,000 5 2,000 Virtual Server Host 1 and 2 2 10,000 20,000 5 4,000 Virtual Server Host 3 1 7,000 7,000 5 1,400 Backup Server 1 7,000 7,000 5 1,400 SQL Server 1 7,000 7,000 5 1,400 Voicemail Server 1 7,000 7,000 5 1,400 Granicus Server 1 7,000 7,000 5 1,400 TrakIT Server 1 7,000 7,000 5 1,400 GIS Server 1 7,000 7,000 5 1,400 Domain Controller 1 1 5,000 5,000 5 1,000 Domain Controller 2 1 1,000 1,000 5 200 Security Door Access Server 1 1,000 1,000 5 200 WebSense Server 1 1,000 1,000 5 200 Print Server 1 1,000 1,000 5 200 File Server 1 1,000 1,000 5 200 Laserfiche Server 1 1,000 1,000 5 200 Windows Security Updates Server 1 1,000 1,000 5 200 Recreation Server 1 1,000 1,000 5 200 Adobe Server 1 1,000 1,000 5 200 GIS System(CDD) 1 1,000 1,000 5 200 Network Equipment Switch-Admin. Services/CMO 1 3,000 3,000 5 600 Switch-Community Development 1 3,000 3,000 5 600 Switch-Public Works 1 3,000 3,000 5 600 Switch-Recreation 1 3,000 3,000 5 600 Switch-Corporation Yard 1 3,000 3,000 5 600 Switch-Saratoga Prospect Center 2 3,000 6,000 5 1,200 Switch-Nimble Storage Array 2 3,000 6,000 5 1,200 Firewall-Primary 2 3,000 6,000 5 1,200 SPAM firewall 1 3,000 3,000 5 600 Network Cabling 1 25,000 25,000 20 1,250 Fiber Optic Line 1 20,000 20,000 25 800 Total Annual Funding Requirement $420,900 $65,462 181 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT �r �q z Or 182 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department guides the physical growth of the City and preserves the community's quality of life by administrating zoning regulations and providing building and inspection services, code enforcement, arborist services, and ongoing advanced planning activities that maintain the City's General Plan. The Department also supports the City's business environment through participation and funding of economic development activities. The Saratoga community provides input to the Department through the Planning Commission and Heritage Preservation Commission, and by citizen involvement in Commission and Council reviews of the General Plan and various specific plans. The Department's staff supports community participation through development review services,commission meeting preparation and support, and public hearings. DEPARTMENT OBJECTIVES The Community Development Department directly supports two of the Council's Strategic Goals through implementation of the department's objectives, as listed below. Performance measures provide feedback on the Department's progress towards meeting these objectives. Strategic Goal: City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community. Department Objectives: • Maintain staffs responsiveness and accountability to the community • Enhance transparency in departmental processes • Maintain community partnerships through support and engagement with business, residents, and all types of community groups • Encourage civic engagement and participation through the Planning Commission and Heritage Preservation Commission processes Strategic Goal: Community Heritage: Honor Saratoga's heritage by preserving significant historic assets. Department Objectives: • Administer and enforce development policies and standards to maintain a high quality of life for residents and the business community • Protect Saratoga's natural beauty DEPARTMENT BUDGET SUMMARY The Bay Area economy continues to show signs of stability though ongoing job growth and rising residential real estate values. While significant growth was reflected in the Community Development Department's 12% increase in development activity between FY 2012/13 and FY 2011/12, the pace of development activity has slowed,and FY 2013/14 revenue estimates are expected to be only 2%greater than the prior year. With this trend, projections reflect little change in the number of development reviews to be processed and building permits to be issued for the 2014/15 budget year. With activity at the public service counter remaining 183 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT steady and the number of planning applications, a forecast for future building permits, staying constant, the Development Services budget is planned at approximately the same level of activity. Budgeted projections reflect approximately the same amount of revenue for FY 2014/15 and projected expenses are aligned with estimated revenues. Beginning in FY 2014/15, the Advanced Planning budget will reflect a strategic change in funding consultant project work. Approximately $100,000 of General Plan Update Fee revenue collected each year, and ultimately utilized for consultants over multiple year service contracts, will be better served through transferring the funding to a new General Plan Update project in the Capital Budget. The Capital Budget allows funding to rollover each year; thereby funds accumulated specifically for this purpose will be available for General Plan project work as assigned. FY 2013/14 staffing changes in the Building Division have provided more flexibility throughout the department, allowing resources to shift to where they are needed most: either in building inspections, code enforcement, or plan checking. The addition of a Permit Technician position enabled the Department to open the public services counter in the afternoons Monday through Thursday where previously counter services were only offered in the morning. This additional service to the community has been very well received. Code enforcement duties are now spread among the department's staff, improving enforcement activity levels and response time. Additionally, there will be a focus on staff training in FY 2014/15, increasing and adding skills and certifications throughout the department. 184 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - hitergovemmental Revenues - - - - - Fees,Licenses and Permits 1,092,109 1,408,832 1,373,815 1,344,008 1,324,100 Charge for Services 829,356 772,506 851,000 875,152 905,000 Interest Income - - - - - Other Sources 1,184 2,444 1,000 776 1,000 TOTAL REVENUES $1,922,649 $2,183,782 $2,225,815 $2,219,935 $2,230,100 EXPENDITURES Salaries and Benefits 1,447,562 1,551,471 1,718,142 1,638,097 1,758,178 Operating Expenditures Materials&Supplies 17,109 20,828 13,650 14,995 23,250 Fees& Charges 28,622 34,440 20,174 19,968 24,030 Consultant& Contract Services 56,036 104,081 182,780 155,458 41,050 Meetings,Events& Training 3,250 2,296 8,900 5,158 19,600 Total Operating Expenditures 105,017 161,644 225,504 195,579 107,930 Fixed Assets - - - - - hiternal Service Charges 335,217 333,738 348,034 348,034 371,842 TOTAL EXPENDITURES $1,887,796 $2,046,853 $2,291,680 $2,181,710 $2,237,950 TOTAL DEPARTMENTAL EXPENDI'T'URES BYDIVISION/PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Development Services 822,267 925,009 980,717 955,477 936,259 Advanced Planning 144,716 115,740 275,201 254,409 157,200 Code Compliance 92,821 104,799 101,500 52,643 137,537 Building Inspection Services 827,991 901,305 934,262 919,181 1,006,954 TOTAL EXPENDITURES $1,887,796 $2,046,853 $2,291,680 $2,181,710 $2,237,950 185 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Community Development Director 1.00 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 Planner I/II 2.00 2.00 2.00 2.00 Senior Arborist 1.00 1.00 1.00 1.00 Plan Check Engineer 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 - - Sr.Building Inspector/Plan Checker - - 1.00 1.00 Building Inspector 2.00 2.00 2.00 2.00 Permit Technician - - 1.00 1.00 Office Specialist III 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 - - - TOTAL FrFs 12.00 11.00 12.00 12.00 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern 940 940 - 320 Office Specialist 111 800 800 800 940 TOTAL ANNUAL HOURS 1,740 1,740 800 1,260 COMMUNITY DEVELOPMENT S TAFF-BY DIVISION/PROGRAM 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Development Services 4.50 4.75 4.85 4.60 Advanced Planning 0.95 0.50 0.65 0.70 Code Compliance 1.25 0.60 0.70 0.75 Building&Inspections 5.30 5.15 5.80 5.95 TOTALS 12.00 11.00 12.00 12.00 186 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES Applicants for building and other development permits are required to comply with City codes, plans, and policies, in order to obtain the Planning Department's approval of their projects. To help facilitate development projects, Development Services assists applicants by reviewing, analyzing, and processing their applications. The process involves an assessment of a project's consistency and compliance with the City's Municipal Code, General Plan, and regulations, followed by plan checks and inspections. Depending on the project, more extensive historical, arboricultural, environmental, or geological reviews and assessments may also be required. BUDGET OVERVIEW Development Services revenues continue to fluctuate year over year. Design review applications for large remodels or the replacement of existing homes continue to make up the bulk of development activity while new conditional use permits continue to decline. Fees collected for Tree Removal Permits have also declined as projected with the newly adopted fee credit for dead and dying trees. Expenditures remain fairly constant from last year, with a slight decrease in staffing costs as a result of realignment in the allocation of staffing costs within the Department. The Planning Counter hours for walk-in service were extended to the afternoons Monday through Thursday in FY 2013/2014. The Planning and Building Counters will continue to be closed every Friday. In addition to processing development applications, Planning Division staff will continue working on major assignments from the Department's Work Plan, including the large annexation being considered along Cannon Drive, updating the General Plan Housing Element, and processing the environmental impact report for the John Henry House. The City's economic development programs will continue to be administered through Development Services in FY 2014/15, along with the Village Facade Improvement program, assisting the efforts of the Chamber of Commerce, and Destination Saratoga. And, staff will continue to support the Planning and Heritage Preservation Commissions. 187 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 82,399 97,577 80,200 72,766 48,500 Charge for Services 508,375 425,188 441,000 487,187 485,000 Other Sources 1,184 1,944 1,000 776 1,000 TOTAL REVENUES $ 591,958 $ 524,709 $ 522,200 $ 560,730 $ 534,500 EXPENDITURES Salaries and Benefits 599,786 708,748 742,028 741,411 734,016 Operating Expenditures Materials&Supplies 15,804 14,543 8,700 10,454 11,050 Fees& Charges 9,402 12,710 10,089 8,081 9,690 Consultant& Contract Services 35,652 23,450 44,200 21,406 11,550 Meetings,Events& Training 1,775 2,096 5,000 3,425 10,600 Total Operating Expenditures 62,633 52,799 67,989 43,366 42,890 Fixed Assets - - - - - Internal Service Charges 159,848 163,462 170,700 170,700 159,353 TOTAL EXPENDITURES $ 822,267 $ 925,009 $ 980,717 $ 955,477 $ 936,259 FY 2014/15 WORKPLAN PRIORITIES Code Updates - Each year staff identifies sections of the City Code that need updating to remove inconsistencies, code which is difficult to interpret, or code requiring revisions to reflect changes in state law. Specific code updates discussed at the 2014 City Council Retreat included Business Regulations, Alarm System,and Animal Regulations. Heritage Preservation Commission - Staff will be working closely with the Heritage Preservation Commission to assist them in identifying and prioritizing properties to include on the City's list of Historic Landmarks. Water Efficient Landscape Ordinance-Residential landscapes account for more than 50%of a home's water use. In FY 2013/14 the City Council directed staff to update the City's current standards for water efficient landscapes to ensure they can be applied easily and to lower the threshold to include smaller residential properties. These changes, once adopted, will help decrease water used for new landscaping throughout the City. 188 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES KEY SERVICES Planning Services • Provide on-demand services at front counter,via telephone,and through email requests • Provide support to the Planning Commission,Heritage Preservation Commission, and City Council • Provide staff support to Public Works Department for City construction projects and CIP environmental assessments Review and process the following types of applications: • General Plan and Code Amendments • Architecture and Site,Residential Development,and Subdivisions • Environmental,Variances,Rezoning,and Planned Developments • Certificates of Use and Occupancy • Sign,Banner,and Conditional Use Permits • Tree removal and"After the Fact"tree removal permits Arborist Services • Assist planners with review of project designs with respect to trees • Provide specifications to residents and contractors so that trees are protected during construction • Inspect projects prior to, during,and following construction to ensure adequate protection of trees • Provide information to the public through phone and email for general information on tree pruning, selection, care,protection,and tree removal criteria DEVELOPMENT SERVICES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Community Development Director 0.60 0.50 0.50 0.50 Senior Planner 0.70 0.65 0.65 0.60 Planner I/H 1.40 1.80 1.80 1.60 Senior Arborist 0.90 0.90 0.90 0.90 Plan Check Engineer - - - - Building Official - - - - Sr.Building Inspector/Plan Checker - - - - Building Inspector - - - - Permit Technician - - 0.10 0.10 Office Specialist III 0.90 0.90 0.90 0.90 Code Compliance Specialist - - - - TOTAL FIUs 4.50 4.75 4.85 4.60 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intem 940 940 - 320 Office Specialist III 800 800 800 940 TOTAL ANNUAL HOURS 1,740 1,740 800 1,260 189 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Facilitate the development ofland and structures consistent with City codes,plans,and policies. a. Review planning applications and provide written comment 100% 100% 100% 100% within 30 days deeming them complete or incomplete: b. Review all zone clearances from the Building Division within 2 95% 95% 96% 98% weeks: 2. Analyze and process development applications efficiently and effectively. a. Process applications to Planning Commission within an 90% 92% 95% 98% average of 4 weeks of deeming the application complete: b. Return all phone calls within 24 hours from the time received: 95% 96% 98% 98% c. Percentage of applications continued by Planning Commission: 5% 15% 15% 10% d. Percentage of applications appealed to the Planning 5% 3% 1% 2% Comnenission or City Council: e. Percentage of applications upheld by the City Council: 95% 100% 50% 100% 3. Effectively administer HUD funding ofprojects and programs targeted at households oflow and moderate income and/orfor compliance with the American with Disabilities Act. a. Number of capital projects: 2 4 3 1 b. Funds allocated to capital projects: $ 78,460 $ 149,088 $ 171,187 $ 70,100 4. Enhance community awareness of land use projects. a. Percent of notices sent within 10 days of Planning Commission 100% 100% 100% 100% meetings: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of planning projects processed: 235 231 275 240 2. Number of tree removal permits processed: 308 385 370 360 3. Number of Arborist plan reviews: 80 66 80 70 4. Number of Planning Commrission Hearings: 20 21 20 20 5. Number ofPlannning Commission Study Sessions: 15 13 15 10 6. Number of Heritage Preservation Commission Meetings: 12 12 12 12 7. Number of public input meetings for citywide programs: 2 3 5 2 8. Number of complex projects (General Plan,amendments/ 8 13 20 10 rezonings,planned developments,environmental review): 190 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING The Advanced Planning program focus is on guiding the physical development of the City by developing and updating the City's standards, regulations, Specific Plans, and General Plan. The City's General Plan is an adopted statement of policy for the physical development of the community. As such,it includes the following elements: Land Use, Housing, Circulation, Safety, Noise, Open Space, and Conservation. The City also establishes specific plans to provide additional guidance for future land use development in the plan area,with aspects such as detailed land use,design guidelines, and implementation strategies. As an example,the City of Saratoga has established a Specific Plan for the hillside areas. In order to keep the plans current, at a minimum,one element of the General Plan and/or a Specific Plan is to be updated each year. BUDGET OVERVIEW With activity levels holding steady,budgeted General Plan Update Fee revenue for FY 2014/15 is projected to remain near FY 2013/14 actual receipts of approximately $250,000. This Advanced Planning program revenue provides funding for a combination of in-house staff work and consultant services. In past years,Advanced Planning program revenues would be collected, and funding would be provided as the Council's workplan directed. Advanced Planning work involves General Plan, code, and zoning updates, as well as ongoing and anticipated annexations and updates to design guidelines. Staff conducts most of the code,zoning, and administrative work in-house,however specialized technical General Plan Update work is in part conducted by consultants. Although revenues were loosely tied to program expenditures through the annual departmental reconciliation and reserve funding, a more concrete methodology will be implemented with the budget adoption to ensure revenue fluctuations align with advanced planning expenditures. Beginning in FY 2014/15, the projected difference between General Plan Update Fees and in-house staff and operational expenses will be transferred to a new General Plan capital budget project to fund consultant services as needed. This will allow General Plan Update Fees to accumulate and be available over multiple years for use in funding consultant services for advanced planning projects. Typically, work is completed by staff and consultants on at least one of the City's General Plan Elements, however the work may cross over a fiscal year. In FY 2013/14,the Noise Element and Noise Ordinance were updated, the Residential Design Review Handbook was updated, and work began on updating the Housing Element. With the Housing Element expected to be completed in FY 2014/15, any unexpended budget funding made available in FY 2013/14 for this work will be transferred to the Capital Project at year end close. The remainder of the program's operational expenses are expected to remain at prior year levels. 191 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 169,574 226,973 245,000 228,523 250,000 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES $ 169,574 $ 226,973 $ 245,000 $ 228,523 $ 250,000 EXPEND1TURE5 Salaries and Benefits 126,992 95,000 125,868 126,746 136,657 Operating Expenditures Materials&Supplies 285 22 - - 500 Fees& Charges 3,170 2,224 1,000 1,624 1,860 Consultant& Contract Services - 2,659 132,580 110,286 500 Meetings,Events& Training - - - - - Total Operating Expenditures 3,454 4,905 133,580 111,910 2,860 Fixed Assets - - - - - Internal Service Charges 14,270 15,835 15,753 15,753 17,683 TOTAL EXPENDITURES $ 144,716 $ 115,740 $ 275,201 $ 254,409 $ 157,200 FY 2014/15 WORKPLAN PRIORITIES Annexation around Cannon Drive- This project involves the consideration of annexing approximately 207 acres along Cannon and Glen Una Drives. This consideration was required by the Santa Clara County's Local Agency Formation Commission (LAFCO) as a condition of approval of the recent annexation of the Quarry properties. Staff is planning on conducting outreach meetings during the first part of FY 2014/15 with public hearings anticipated in August and September. General Plan Housing Element Update - The State Department of Housing and Community Development (HCD) established January 31,2015 as the deadline by which all Bay Area agencies should have their updated Housing Element certified by HCD for the 2014-2022 planning period. The Planning Commission held numerous public meetings beginning in January 2014 in preparation of making a recommendation to the City Council in July 2014. The City Council is scheduled to consider the Commission's recommendation in August with final adoption scheduled in early November following HCD certification. 192 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING ADVANCED PLANNING STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Community Development Director 0.25 0.25 0.30 0.30 Senior Planner 0.20 0.25 0.25 0.30 Planner 1/II 0.50 - 0.10 0.10 Senior Arborist - - - - Plan Check Engineer - - - - Building Official - - - - Sr.Building Inspector/Plan Checker - - - - Building Inspector - - - - Permit Technician - - - - Office Specialist III - - - - Code Compliance Specialist - - - - TOTAL FTFs 0.95 0.50 0.65 0.70 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - - - Office Specialist III - - - - TOTAL ANNUAL HOURS - - - - KEY SERVICES • Maintain and apply General Plan and Specific Plan updates to development processes • Develop administrative policies,plans,and ordinances in coordination with Advance Planning updates • Prepare Department of Housing and Community Development annual report on General Plan 193 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Ensure the City's General Plan is in compliance with State of California requirements. a. General Plan complies with State's mandatory requirement to Yes Yes Yes Yes revise 5 of 7 elements within last eight years: 2. Mandatory General Plan Elements updated within last eight years. a. Housing Element: No No No Yes b. Land Use Element: No Yes Yes No c. Circulation and Transportation Element: No Yes Yes Yes d. Conservation Element: No Yes Yes No e. Open Space Element: No Yes Yes No f. Noise Element: No No Yes Yes g. Safety Element: No Yes Yes Yes 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of ordinances completed(multiple section updates): 4 6 9 6 2. General Plan Elements updated: 0 2 3 1 3. Number of General Plan amendments requested: I I 1 1 4. Annexation applications in process: 3 1 0 1 194 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE The City's Code Compliance program supports community health, safety, and welfare through zoning, planning, business license, and other regulations as reflected in the City Code. Compliance is achieved through education, enforcement of laws and codes, and through maintaining the safety and livability of neighborhoods for the citizens and business community of Saratoga. Program staff works closely with other City departments and various public agencies, including the Santa Clara County Sherriff's Office, which handles all law enforcement for the City. BUDGET OVERVIEW Budgeted revenues include fees from the administration of various special activity permits, such as Noise Exception Permits,Massage Permits,and Solicitor Permits. The Code Compliance program is being managed through the Building Division, supervised by the Senior Inspector with assistance from the City Arborist and Planning staff. Salaries, benefits, and internal services charges make up the majority of the expenditures,with minimal funding for materials, supplies,and postage. For FY 2014/15, a$2,000 contingency was added to the budget for a Hearing Officer. The Hearing Officer is a contract attorney,paid by hours of service,who will conduct a hearing in the case an appeal is requested for a code enforcement action issued by the City. The attorney is an impartial judge and does not have any other connection or working relationship with the City. The City has not had a need for a hearing officer for many years. Funding is budgeted as a contingency only. 195 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 9,600 5,655 6,365 7,650 5,500 Charge for Services - - - - - Other Sources - 500 - - - TOTAL REVENUES $ 9,600 $ 6,155 $ 6,365 $ 7,650 $ 5,500 EXPENDITURES Salaries and Benefits 63,527 95,022 93,113 44,234 108,237 Operating Expenditures Materials&Supplies - - 200 299 500 Fees& Charges 148 124 150 72 280 Consultant& Contract Services 955 - - - 2,000 Meetings,Events& Training - - - - - Total Operating Expenditures 1,103 124 350 371 2,780 Fixed Assets - - - - - Internal Service Charges 28,192 9,653 8,037 8,038 26,520 TOTAL EXPENDITURES $ 92,821 $ 104,799 $ 101,500 $ 52,643 $ 137,537 FY 2014/15 WORKPLAN PRIORITIES Abatement Priorities—Prioritize responses to code compliance cases based on the Council's adopted priorities and procedures. 196 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE KEY SERVICES • Issue Noise Exception Permits • Administer masseuse and solicitor permit programs • Enforce City regulations while educating and increasing the awareness of residents, businesses, and property owners about the City's regulations • Receive and maintain status on all violation complaints; respond to, investigate, and abate legitimate complaints • Resolve complex code and zoning violations; and administer citation appeals CODE COMPLIANCE STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Community Development Director 0.10 0.10 0.05 0.05 Senior Planner - - - - Planner PH - 0.10 - 0.10 Senior Arborist 0.05 0.05 0.05 0.05 Plan Check Engineer - - - - Building Official - 0.15 - - Sr.Building Inspector/Plan Checker - - - 0.25 Building Inspector - 0.10 0.50 0.20 Permit Technician - - - - Office Specialist III 0.10 0.10 0.10 0.10 Code Compliance Specialist 1.00 - - - TOTAL FTE's 1.25 0.60 0.70 0.75 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - - - Office Specialist III - - - - TOTAL ANNUAL HOURS - - - - 197 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Ensure properties in the City of Saratoga are used safely and are consistent with City zoning regulations. a. Percentage of complaints receiving a response within 48 hours Information 50% 60% 70% of receipt: not available 2. Ensure compliance with City regulations for permitted activities. a. Annual number of Solicitor Permits issued: 80 40 10 20 b. Annual number of Noise Permits issued: 20 30 55 40 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Annual number of new code enforcement cases: 80 29 75 70 2. Total number of Administrative Citations: 1 5 0 5 3. Cases requiring City Attorney review: 2 2 5 5 198 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING & INSPECTION SERVICES The Building & Inspection Services program is a regulatory function that protects the community's safety, health, and property rights by ensuring minimum building and zoning standards are met. The City's development ordinances and standards regulate the design, construction, quality of materials, use and occupancy of buildings, as well as the location and maintenance of all buildings within the City of Saratoga. Staff assists applicants with information concerning building regulations, disability access regulations, and other State and local ordinances, and provides plan check services in compliance with Uniform Building Codes. Staff also maintains permit tracking and plan check systems, inspects commercial and residential buildings under construction, and reviews grading plans and performs grading inspections for construction projects with significant earthwork activity. BUDGET OVERVIEW The Building & Inspection Services budget includes revenues from building permits and plan checking services. Fees are calculated based on the construction valuation of the project. Budgeted amounts are derived from an expected level of activity based on recent activity, with adjustments for additional funding if large projects are in process. Starting in FY 2014/15 the technology/document storage fee charged to each permit will be moved to a new administrative Capital Improvement Project. This will enable more effective tracking of ongoing support costs and allow funds to accumulate over fiscal years to fund system upgrades and provide for perpetual digital document storage requirements. Training in current codes, policies and procedures is an important function in quality building and code enforcement activities. Having certified building and code enforcement inspectors is necessary to maintain the high quality of the city. The proposed budget includes cost to maintain current certifications as well as training for new certifications such as property maintenance, housing, and disaster response. The International Code Council (ICC) is in the process of increasing the amount of continuing education units required to maintain current certifications. The proposed budget includes costs for meetings, code development hearings and annual business meetings for ICC and the California Association of Building Officials. Staffing in the Building Division was reorganized in FY 2013/14; budget allocated to the vacant Chief Building Official position was reallocated to help fund two new positions - Senior Inspector/Plans Examiner and Permit Technician. These new positions are providing the Building Division more staffing flexibility during swings in the development cycle by being able to allocate staff resources where they are most needed: either in building inspections, code enforcement, or plan checking. The Department Director is serving the role of the City's Chief Building Official. The Permit Technician position has enabled the Department to open the public services counter in the afternoons Monday through Thursday where previously counter services were only offered in the morning. This additional service to the community has been very well received. 199 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 830,536 1,078,628 1,042,250 1,035,068 1,020,100 Charge for Services 320,981 347,319 410,000 387,964 420,000 TOTAL REVENUES $1,151,517 $1,425,946 $1,452,250 $1,423,032 $1,440,100 EXPENDITURES Salaries and Benefits 657,257 652,702 757,133 725,706 779,268 Operating Expenditures Materials&Supplies 1,021 6,262 4,750 4,242 11,200 Fees& Charges 15,902 19,382 8,935 10,191 12,200 Consultant& Contract Services 19,429 77,971 6,000 23,766 27,000 Meetings,Events& Training 1,475 200 3,900 1,734 9,000 Total Operating Expenditures 37,827 103,815 23,585 39,932 59,400 Fixed Assets - - - - - Intemal Service Charges 132,908 144,788 153,544 153,543 168,286 TOTAL EXPENDITURES $ 827,991 $ 901,305 $ 934,262 $ 919,181 $1,006,954 FY 2014/15 WORKPLAN PRIORITIES Trak IT Building and Permit System -Continue training and efficiency building on the new Trak-IT system which links the Building program with Planning and Code Compliance functions. Complete a comprehensive update of the land track database with updated owner and land use information. Set the foundation to upgrade to an interactive voice response phone system for inspection scheduling. Plan Check Response Times-Closely monitor the time it takes to provide the first round of plan comments on a building permit application. The target response time for most replacement single family homes is four weeks. Increase over-the-counter plan check services to reduce response times. 200 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES KEY SERVICES Counter Services • Provide construction and zoning code information to developers, contractors, architects, engineers, homeowners, and the general public • Maintain permit tracking and building permit system information Plan Check Services • Perform residential and commercial building, structural, and site plan reviews under California Building Code guidelines, State regulations,and City ordinances • Provide building code information to applicants Inspection Services • Perform on-site inspections of buildings and structures under construction • Investigate housing code violations • Coordinate building permit applications with other departments and agencies BUILDING&INSPECTION SERVICES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Community Development Director 0.05 0.15 0.15 0.15 Senior Planner 0.10 0.10 0.10 0.10 Planner I/II 0.10 0.10 0.10 0.20 Senior Arborist 0.05 0.05 0.05 0.05 Plan Check Engineer 1.00 1.00 1.00 1.00 Building Official 1.00 0.85 - - Sr.Building Inspector/Plan Checker - - 1.00 0.75 Building Inspector 2.00 1.90 1.50 1.80 Permit Technician - - 0.90 0.90 Office Specialist III 1.00 1.00 1.00 1.00 Code Compliance Specialist - - - - TOTAL FTE's 5.30 5.15 5.80 5.95 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Student Intern - - - Office Specialist III - - - TOTAL ANNUAL HOURS - - - - 201 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Ensure property improvements comply with City Building Codes. a. Percentage of inspections delivered within 48 hours of request: 95% 96% 97% 98% b. Percentage of plan checks completed within 45 days of receipt: 95% 95% 96% 98% 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1 Number of Building Division permits issued: 1,400 1,817 1,800 1,700 2. Number of Over-the-Counter Plan Checks for Remodels: 250 417 475 450 3. Number of inspections performed: 4,200 4,330 5,500 5,000 4. Number of building plan checks completed: 280 262 390 350 5. Dollar value of construction permitted(in$Millions): $50.0 $79.0 $61.0 $60.0 202 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PUBLIC WORKS DEPARTMENT The Public Works Department oversees engineering and capital project functions; reviews the public's development plans for engineering and geological oversight; maintains the City's parks, trails, medians, right- of-ways, and landscape districts; repairs and maintains the roadway systems, including streets, traffic and pedestrian signals, lighting, and storm drains;provides vehicle maintenance oversight and minor maintenance; and ensures the City's environmental responsibilities are fulfilled. Public Works strives to both fulfill operational functions and fund Capital Projects with the assistance of grant funding when possible. Staff is diligent in their pursuit of grant funding on an ongoing basis. The Public Works Department also provides information and outreach to the City's residents,businesses,and the public regarding the department's activities and infrastructure projects that may affect them,and resources available to the community. The Department provides these assorted services under five main operational programs: General Engineering, Development Engineering, Environmental Services, Streets and Storm Drains, and Parks and Landscape Maintenance. Additionally, the department oversees two internal support programs: Equipment Maintenance and Equipment Replacement; and 25 separate Landscape and Lighting Assessment Districts. Public Works is integral to many of the City's services that maintain the quality of life in neighborhoods and in the business community for which Saratoga is known. DEPARTMENT OBJECTIVES The Public Works Department directly supports the City Council's Strategic Goals through implementation of the department's objectives, as listed below. Performance Measures in the service programs provide feedback on the Department's attainment of these objectives. Council Strategic Goal: Facility&Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable and cost effective manner. Department Objectives: • Maintain roadways, streetlights,and signals, and ensure safe,well-functioning roadway infrastructure (curbs, storm drains, sidewalk,medians,retraining walls) • Enhance roadway landscaping and beautification • Maintain safety standards in parks and playgrounds • Develop and maintain trails and open space • Increase public safety through traffic management • Pursue grant funding for infrastructure improvements Council Strategic Goal: Community Heritage: Honor Saratoga's heritage by preserving significant historic assets. Department Objectives: • Enhance standards to maintain a high quality of life through development review and adherence to the City's General Plan and Municipal Code • Protect Saratoga's natural beauty by maintaining parks and open space 203 ■ CITY OF SARATOGA PUBLIC WORKS DEPARTMENT • Protect and optimize the City's natural resources and environment through sustainable practices • Embrace environmentally friendly practices by supporting the Hazardous Household Waste and recycling programs • Establish recycling and waste reduction practices • Educate the community on environmental issues through collaboration with the West Valley Clean Water Program Council Strategic Goal: Fiscal Stewardship: Ensure fiscal responsibility and transparency,proactively seeking opportunities for improvement. Department Objectives: • Ensure contract rates are competitive and current • Ensure proper financial accounting on projects and contractors adhere to approved funding Council Strategic Goal: City Leadership:Provide a proactive,responsible,inclusive,respectful,transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community. Department Objectives: • Post Department and Commission information on the City's website • Maintain records and Laserfiche Department archives • Engage the public by working with the Traffic Safety Commission and community groups for large projects DEPARTMENT BUDGET SUMMARY The FY 2014/15 budget holds most operational revenues and expenditures at prior year service levels. There are slight increases in the Public Works staffing costs,Environmental Program,Fleet,and the Parks&Landscape Maintenance Program contract services. The City will see increases in trail maintenance costs for Joe's Trail, Parker Ranch, and the Saratoga Quarry Park and minor increases in vehicle maintenance. The budget will also show one-time costs for the purchase of a utility vehicle for the Saratoga Quarry Park,a new aerator to be used for all of the parks and additional refuse bins for the Historical Orchard. The Department will also see an increase in staffing costs as a result of filling an existing vacancy. Performance Measures for General Engineering, Development Engineering, Environmental Services, Streets and Storm Drains,Parks and Landscape Maintenance,and Vehicle and Equipment Maintenance are included in the operational programs. 204 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - 163,954 163,954 163,954 163,954 Intergovernmental Revenues 23,571 208,682 185,000 203,908 202,000 Fees,Licenses and Permits 94,226 130,214 91,250 118,792 90,750 Charge for Services 275,525 313,553 299,678 400,072 251,653 Interest hicome - - - - - Rental hlcome 177,993 128,447 113,803 119,158 114,103 Other Sources 16,164 22,896 47,133 9,110 9,500 TOTAL REVENUES $ 587,480 $ 967,747 $ 900,818 $1,014,993 $ 831,960 EXPENDITURES Salaries and Benefits 2,395,770 2,340,746 2,457,359 2,448,708 2,494,654 Operating Expenditures Materials&Supplies 81,899 76,516 91,700 95,011 86,550 Fees& Charges 505,901 522,736 513,818 565,785 537,175 Consultants& Contract Services 627,559 794,639 945,820 814,787 937,320 Meetings,Events& Training 6,330 4,878 7,400 8,467 9,800 Total Operating Expenditures 1,221,689 1,398,769 1,558,738 1,484,050 1,570,845 Fixed Assets - - - - 35,000 Internal Service Charges 700,973 802,705 901,204 901,203 939,775 TOTAL EXPENDHURFS $4,318,432 $4,542,221 $4,917,301 $4,833,962 $5,040,274 DEPARTMENTAL EXPENDITURES BY FUND/DIVISION/PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Engineering $ 469,404 $ 476,908 $ 498,949 $ 502,680 $ 548,121 Development Engineering 191,598 205,693 208,074 213,150 195,331 Environmental Services 545,492 619,024 726,189 643,314 668,139 Streets&Storm Drains 1,186,626 1,284,436 1,378,138 1,381,240 1,426,840 Parks&Landscape Maint 1,925,312 1,956,160 2,105,951 2,093,578 2,201,844 TOTAL GENERAL FUND $4,318,432 $4,542,221 $4,917,301 $4,833,962 $5,040,274 INTERNAL SERVICE FUNDS Equipment Maintenance 219,786 227,604 232,751 224,078 244,177 Equipment Replacement 10,000 95,000 240,000 140,258 52,500 TOTAL INTERNAL SERVICES $ 229,786 $ 322,604 $ 472,751 $ 364,336 $ 296,677 SPECIAL REVENUE FUNDS Landscape&Lighting Districts 432,862 423,644 602,137 409,418 606,910 TOTAL SPECIAL REVENUE $ 432,862 $ 423,644 $ 602,137 $ 409,418 $ 606,910 TOTAL DEPT EXPENDITURES $4,981,080 $5,288,469 $5,992,189 $5,607,716 $5,943,862 205 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PUBLIC WORKS DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 � City Staff Funded Funded Funded Funded Public Works Director 1.00 1.00 1.00 1.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 Assistant/Associate Engineer 1.00 1.00 1.00 1.00 Administrative Analyst PH 0.90 0.90 1.00 0.90 Office Specialist IFIII 1.75 1.75 1.75 1.75 Parks Maintenance Manager 1.00 1.00 1.00 1.00 Parks Maintenance Lead 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 - - - Parks Maintenance WorkerFIFIII 5.90 6.00 6.00 6.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 2.00 2.00 Street Maintenance Specialist 1.00 1.00 - - Street Maintenance Worker FIFIII 4.00 4.00 4.00 4.00 TOTAL FIE s 21.55 20.65 20.75 20.65 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 2,760 2,760 2,760 2,760 Maintenance Workers 2,000 - - - Student Intern - - - 200 TOTAL ANNUAL HOURS 4,760 2,760 2,760 2,960 TOTAL PUBLIC WORKS DEPARTMENT STAFF 2011/12 2012/13 2013/14 2014/15 City Staff by Program Funded Funded Funded Funded General Engineering 2.05 2.05 2.10 2.05 Development Engineering 0.95 0.95 0.95 0.95 Environmental Services 0.95 0.95 1.00 0.95 Streets&Storm Drains 7.60 7.60 7.60 7.60 Parks&Landscape 9.30 8.40 8.40 8.40 Vehicle Equipment Maintenance 0.70 0.70 0.70 0.70 TOTALS 21.55 20.65 20.75 20.65 206 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING The General Engineering program provides oversight for the City's engineering activities not related to private development. This includes the design, management, and administration of the Capital Improvement Plan to improve the City's public infrastructure(e.g.streets,storm drains,sidewalks,signalized intersections,parks,and medians)with an emphasis on delivering capital projects within planned schedules and budgets and department staff applying for annual grant opportunities. General Engineering operations also include traffic management, the development of Geographic Information System (GIS) data to manage the City's infrastructure, and processing annexation requests,right-of-way, and property boundary issues. BUDGET OVERVIEW The planned General Engineering program operations is consistent with the prior year's functions and service levels, providing ongoing support for the Capital Improvement Program's infrastructure maintenance and improvement objectives. Revenue is limited to encroachment permits and on occasion, reimbursements for engineering staff time spent on grant funded capital projects. General Engineering anticipates approximately $90,000 will be received for encroachment permits in FY 2014/15, slightly less than the $100,000 earned in the prior year. After completion of the grant funded CIP projects in FY 2013/14, the current CIP staff time reimbursements are completed with no reimbursements planned for FY 2014/15. General Engineering operating expenditures also reflect consistent service levels through the program, as is reflected by very little change. Beginning in FY 2008/09,the Traffic Safety Commission met every month due to a backlog of traffic safety requests. Since FY 2009/10,with the backlog cleared up,the Commission meets every other month. This reduction has led to a reduced need to engage the services of the City Traffic Engineer consultant. However, with the addition of patrol officer hours to work with the schools and traffic safety committee, it is likely City Traffic Engineer services will be utilized more in FY 2014/15. The remaining expenses are for operational office support, landscape assessment services, and VTA Congestion Management fees. 207 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING GENERAL FOND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits 93,726 131,417 90,250 117,702 90,250 Charge for Services - - - - - Other Sources 9,096 19,971 39,633 - - TOTAL REVENUES $ 102,822 $ 151,388 $ 129,883 $ 117,702 $ 90,250 EXPENDITURES Salaries and Benefits 303,421 309,708 315,310 326,784 369,857 Operating Expenditures Materials&Supplies 1,594 1,945 2,500 2,183 3,100 Fees& Charges 22,784 23,277 25,455 23,225 25,030 Consultants& Contract Services 47,759 52,145 64,500 58,103 67,000 Meetings,Events& Training 247 230 400 1,601 2,100 Total Operating Expenditures 72,384 77,597 92,855 85,111 97,230 Fixed Assets - - - - - Intemal Service Charges 93,599 89,603 90,784 90,784 81,034 TOTAL EXPENDITURES $ 469,404 $ 476,908 $ 498,949 $ 502,680 $ 548,121 FY 2014/2015 WORKPLAN PRIORITIES Capital Improvement Program Oversight- Provide plans, specifications, estimates and right-of-way plans, coordinate consultants, and administer contracts. FY 2014/15 CIP Project oversight includes Residential Street Reconstruction, Big Basin Turn Around Design, El Camino Grande Storm Drain Pump, Saratoga Hills Storm Drain Pump,Long Term Trash Plan Storm Drain Capture Devices,Turf Reduction Renovation Program,Quarry Park Master Plan Implementation-Phase I, Quarry Park Right-of-Way Acquisitions, Highway 9 Safety Project Phase IV, Guava Court Railroad Crossing, Wildcat Creek Bank Stabilization, and Village Creek Trail Construction. Traffic Management-Receive resident traffic safety concerns and investigate;using the city's Traffic Engineer and Traffic Safety Commission as needed.The Saratoga Speed Survey,which was approved by City Council in December 2013,is used to help evaluate vehicle speeding and collision concerns on Saratoga streets. Based on survey recommendations,the City will increase the Sheriff's contract in FY 2014/15 to add approximately 1,800 deputy hours for traffic control services. The Sheriff will work with the City's schools and the Traffic Safety Committee to improve traffic management,particularly around school activity. Laserfiche Document Management Project - Staff will continue to prepare the backlog of Public Works documents for scanning services,and when returned,will assess the quality of the files to ensure they are legible, complete,and correctly scanned and indexed. 208 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING KEY SERVICES • Provide assistance and information to the public regarding engineering services • Provide administrative and engineering support services for capital improvement projects including preparing bids and contracts • Perform traffic engineering analyses and manage traffic concerns • Maintain current statistics on traffic accidents,traffic volumes, speeds, and street mileage, and prepare annual reports to state and local agencies, as required • Review requests and issue encroachment permits to residents and utility companies • Review and issue oversize load permits • Process document imaging of department documents GENERAL ENGINEERING STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director 0.35 0.35 0.35 0.35 Senior Civil Engineer 0.25 0.25 0.25 0.25 Assistant/Associate Engineer 0.75 0.75 0.75 0.75 Administrative Analyst FII 0.45 0.45 0.50 0.45 Office Specialist H/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance WorkerFII/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker FIFIII - - - - TOTAL FTE's 2.05 2.05 2.10 2.05 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 2,668 2,668 2,668 2,668 Maintenance Workers - - - - Student Intern - - - 200 TOTAL ANNUAL HOURS 2,668 2,668 2,668 2,868 209 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Increase Public Safety through Traffic Management. a. Respond to traffic safety concerns fromresidents: 100% 100% 100% 100% 2. Maintain safe,well-functioning roadway infrastructure. a. Issue encroachment permits for residential projects within 3 95% 95% 100% 100% weeks of receipt of application: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of traffic concerns investigated and completed: 24 18 18 18 2. Number of encroachment permits issued: 144 180 225 200 3. Number of bids issued: 10 8 5 5 4. Number of contracts executed: 14 15 12 10 210 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING The Development Engineering Program,in coordination with the City's Community Development Department, provides services for private development projects to ensure they are constructed in accordance with City standards. Development Engineering Services includes reviewing engineering plans and specifications, subdivision maps, and lot line adjustments; issuing certificates of compliance; and, controlling encroachments in the public right-of-way connected to private developments. This program seeks to fully recover the costs associated with development services. BUDGET OVERVIEW The Development Engineering process requires applicants to provide a deposit of funds to be used for engineering work on their development applications. The deposits pay for various types of outsourced engineering services, and for in-house engineering and review work. Budgeted program revenues and expenditures reflect the in-house portion of engineering work. The outsourced portion flows into and out of a deposit account as it is received and disbursed for contract engineering services,and is therefore not recognized in the Development Engineering budget as a City revenue or expense. In FY 2013/14, revenues from private development activity continued to increase slightly, showing that the economy was beginning to recover. The City's revenue also benefited from two small subdivision projects.FY 2014/15 revenue projection continues to be optimistic,supported by the ongoing increase in private development fees. Budgeted operational expenses are minimal in this program, limited to a very small amount of office supplies, GIS and engineering services, and internal service charges. FY 2014/2015 budgeted expenditures remain consistent with prior years. 211 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING GENERAL FOND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits 500 (1,203) 1,000 1,090 500 Charge for Services 106,599 145,435 89,000 167,924 72,600 Other Sources - - - - - TOTAL REVENUES $ 107,099 $ 144,232 $ 90,000 $ 169,014 $ 73,100 EXPENDITURES Salaries and Benefits 153,390 163,747 160,121 168,400 145,894 Operating Expenditures Materials&Supplies 236 752 250 50 250 Fees& Charges 28 288 300 288 320 Consultants& Contract Services 1,495 138 4,700 1,710 4,700 Meetings,Events& Training - - - - - Total Operating Expenditures 1,759 1,178 5,250 2,047 5,270 Fixed Assets - - - - - Intemal Service Charges 36,449 40,769 42,703 42,702 44,167 TOTAL EXPENDITURES $ 191,598 $ 205,693 $ 208,074 $ 213,150 $ 195,331 FY 2014/2015 WORKPLAN PRIORITIES Development Review-Review development applications for compliance with City, State and Federal laws for public improvements in the city's right-of-way. Process private development and subdivision development plans;reviewing for geotechnical compliance,traffic impacts and compliance with NPDES permit. NPDES Compliance Review-Issue an RFQ for a consultant to review subdivision plans for compliance with the City's NPDES permit and storm water runoff improvement requirements. 212 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING KEY SERVICES • Process all final map, lot line adjustments,and Certificates of Compliance applications • Review and comment on Design Reviews and Tentative Map applications • Review initial improvement plan submittals • Process initial submittals for Geotechnical Clearance • Perform daily inspections and reporting on all land development projects • Review subdivision traffic impacts • Review subdivision compliance with NPDES permit DEVELOPMENT ENGINEERING S TAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director 0.10 0.10 0.10 0.10 Senior Civil Engineer 0.60 0.60 0.60 0.60 Assistant/Associate Engineer - - - - Administrative Analyst I/II - - - - Office Specialist I1/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker UII/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - Street Maintenance Specialist - - - Street Maintenance Worker FIVIII - - - - TOTALFTFs 0.95 0.95 0.95 0.95 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 92 92 92 92 Maintenance Workers - - - - TOTAL ANNUAL HOURS 92 92 92 92 213 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING ■ 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Maintain a high quality oflife through development review by adhering to City standards a. Percentage of development applications reviewed within 30 90% 90% 90% 90% days: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actual Actuals Estimated Budget 1. Number of development applications processed: 45 40 35 35 2. Number of development applications requiring geologic review: 15 26 12 12 214 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES Environmental Services accounts for revenue and expenditures related to administering the City's solid waste programs, promoting enviromnental services available to the City of Saratoga community, advocating Green Business practices, and ensuring the City complies with the State's environmental requirements. Under Assembly Bill 939,part of the Integrated Waste Management Act enacted in 1989,local governments are required to prepare,adopt,implement,and maintain plans to reduce waste disposal in landfills. Integrated waste management plans are to include provisions for the proper disposal of household hazardous waste; materials such as pesticides, paints, pool cleaning chemicals, fluorescent lamps, and other toxic materials that are prohibited from being disposed of in landfills. AB 939 allows jurisdictions to impose fees collected at landfills to pay for the costs associated with preparing, adopting,and implementing integrated waste management plans.In Santa Clara County,the current AB 939 fee is $4.10 per ton of garbage disposed of at landfills within Santa Clara County or taken to non-disposal facilities within the County then subsequently transported to landfills outside of Santa Clara County. Of the$4.10 per ton of waste, a total of$2.60 per ton is set aside to fund the countywide Household Hazardous Waste Collection Program. The remaining $1.50 per ton is allocated to the cities in Santa Clara County to implement AB 939 compliance activities. The portion of the AB 939 fee set aside for Household Hazardous Waste(HHW)collection is intended to fund household hazardous waste collection services for a minimum of 4%of households from each of the jurisdictions in the County. Cities must pay for the additional services incurred when more than 4%of their population uses the Household Hazardous Waste Collection Program. BUDGET OVERVIEW The Environmental Services program receives several types of revenue. The City expects to receive $22,000 from the AB 939 Refuse Surcharge program. Additional funding assistance for environmental program costs comes from the West Valley Solid Waste Joint Powers Agreement. A franchise fee surcharge charged to customers on their waste management bill is designated for funding the West Valley Solid Waste Management Authority dues,the HHW augmentation,and additional street sweeping services added in FY 2012/13. The City will receive approximately$164,000 from this surcharge revenue in FY 2014/15. In March 2014, the Authority and West Valley Collection & Recycling (WVC&R) signed a new 10 year agreement effective through February 2024.As part of the new agreement,WVC&R will make annual payments of$450,000 to the Authority for the right to hold the exclusive franchise agreement. The annual fee will be dispersed to member cities based on population,with Saratoga expected to receive just over$130,000 per year. The City budgets $50,000 to augment the household hazardous waste collection program services available to Saratoga residents. In the last few years,that has been a slight decline in the level of participation in the HHW Program by Saratoga residents. If activity continues to decrease, the City will reduce funding for this program in future years. Currently,program augmentation will allow 6%of the households to participate in the program. Other program expenses are comprised of staff time and costs associated with environmental programs and regulatory requirements. Notable expenditures include $224,000 for the Santa Clara Valley Urban Runoff Pollution Prevention Program and West Valley Clean Water Program fees,$35,000 for West Valley Solid Waste 215 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES Joint Powers Agreement dues,$50,000 for West Valley Sanitation District's storm drain cleaning,and$167,000 for Street Sweeping. The remaining costs reflect staff time and internal service charges. GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Franchise Fees - 163,954 163,954 163,954 163,954 Intergovernmental Revenues 23,571 39,249 15,000 26,533 22,000 Fees,Licenses and Permits - - - - - Charge for Services - - - - Other Sources - - - - - TOTAL REVENUES $ 23,571 $ 203,203 $ 178,954 $ 190,487 $ 185,954 EXPENDITURES Salaries and Benefits 120,500 127,964 134,023 139,583 113,707 Operating Expenditures Materials&Supplies 9,768 - - - - Fees& Charges 223,454 223,509 250,688 240,492 259,500 Consultants& Contrast Services 174,258 243,899 317,500 239,263 267,500 Meetings,Events& Training - - - - - Total Operating Expenditures 407,480 467,408 568,188 479,754 527,000 Fixed Assets - - - - - Internal Service Charges 17,512 23,651 23,978 23,977 27,432 TOTAL EXPENDITURES $ 545,492 $ 619,024 $ 726,189 $ 643,314 $ 668,139 FY 2014/15 WORKPLAN PRIORITIES Clean Water Program -Collectively, the Cities of Saratoga, Campbell, Monte Sereno, and the Town of Los Gatos participate in the Clean Water Program for administrative guidance and implementation compliance of the Regional NPDES (National Pollution Discharge Elimination System) Stormwater Permit. The Program is paid for by the participating cities and includes permit administration, public outreach, code compliance, attendance at local storm water meetings,and preparation of the City's Annual Report submitted to the Regional Water Board. Solid Waste Management-Garbage and recycling collection services in the City of Saratoga are managed by the West Valley Solid Waste Management Authority, which is comprised of 4 member agencies: Saratoga, Campbell, Los Gatos, and Monte Sereno. In December, the Authority approved a new agreement with West Valley Collection&Recycling for garbage and recycling services.The new agreement runs from March 1,2014 to February 2024. The new agreement increases the amount of materials that are accepted in the recycling, including some electronic waste, and includes provisions to convert the garbage company fleet to compressed natural gas within the first few years of the agreement. 216 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES KEY SERVICES • Provide street sweeping services for the City's streets and parking lots—in 2012 sweeping increased to twice a month on residential streets • Coordinate the West Valley Clean Water Program to fulfill the requirements of the NPDES permit • Participate in the West Valley Solid Waste Joint Powers Authority to provide waste management collection services to the community • Assist the community in resolving any issues or problems that arise with the City's contract waste hauler • Participate in community "Greening" programs, such as a-waste recycling and household hazardous waste programs • Provide storm drain cleaning ENVIRONMENTAL ENGINEERING STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director 0.10 0.10 0.10 0.10 Senior Civil Engineer 0.15 0.15 0.15 0.15 Assistant/Associate Engineer - - - - Administrative Analyst VII 0.45 0.45 0.50 0.45 Office Specialist II/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker UII/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker MUIII - - - - TOTAL FIUs 0.95 0.95 1.00 0.95 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - Maintenance Workers - - - - TOTAL ANNUAL HOURS - - - - 217 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES ■ 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 71. Provide effective oversight ofwaste collection and recycling programs. a. Tons of solid waste collected in Saratoga: 29,011 28,887 28,362 29,000 b. Tons of solid waste diverted from landfills: 17,175 16,992 16,344 16,900 c. Met State requirements for garbage diversion: Yes Yes Yes Yes 2. Meet requirements of the Non-Point Source Pollution Prevention Permit specified for City staff.- a. taffa. Percentage of regional meetings attended: 90% 90% 100% 90% b. Percentage of required reports completed and submitted by 100% 100% 100% 100% deadline: 3 Protect Saratoga's natural environment throught participation in the West Valey Clean Water Program a. Percentage of regional meetings attended: 90% 90% 100% 90% b. Respond to reports of illicit and illegal discharges_ 100% 100% 100% 100% 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1 Number of Saratoga residents participating in Countywide 767 563 550 676 Household Hazardous Waste Program: 2 Miles of streets swept per month: 275 550 550 550 3 Number of bags of garbage collected at creek clean-up events: 25 16 15 15 218 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS & STORM DRAINS The Streets and Storm Drains program provides for ongoing maintenance and minor repairs to the City's roadways, storm drains, curbs, gutters, and sidewalks to ensure the City's public infrastructure is maintained in a safe, sustainable, and cost effective manner. Program activities include small street repair projects, filling of potholes, maintenance of roadway signs, traffic markings (paint), signals, streetlights, and debris removal. Streets program staff coordinate program work with the General Engineering Division for traffic and roadway projects,and with the Parks program for weed control and storm drain work. The Streets and Storm Drains program represents the consolidation of several programs in prior year budgets. With the realignment of capital project expenses to the Capital Improvement Plan,the focus of this program was limited to ongoing street and storm drain related activities effective with the FY 2007/08 budget. This resulted in combining the former Streets Maintenance program with the Flood Control and Storm Drain program and the Gas Tax program for maintenance services, and moving contract pavement management activity to the Capital Improvement Plan. BUDGET OVERVIEW Approximately 50,000 square feet of paving is planned for FY 2014/15. While roadway resurfacing contracts and related expenses are funded in the Capital Improvement Plan, staffing costs for contract oversight and roadway maintenance services are funded through the General Fund's Street and Storm Drain Maintenance program. The remainder of the program's operating budget provides for basic operational expenses such as traffic light repairs services and electricity, street tree maintenance services, minor tools, supplies, equipment, training,and internal service charges. In FY 2012/13,the City began to receive the voter approved$10 VRF surcharge revenue designated for use in maintaining streets. The City expects this will total approximately $180,000 in FY 2014/15. The other designated street program operating revenue is the Utility Box to Grade fees, and staff estimates that it will collect approximately$10,000 in FY 2014/15. The program's expenditure budget is fairly consistent with past years except for a slight increase resulting from maintenance and supply costs.Overall,the Streets and Storm Drains Program budget provides lean and efficient support for the City's objective to provide safe, well-functioning beautiful infrastructure (curbs, storm drains, sidewalks,medians,hillside retaining walls). 219 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - 169,433 170,000 177,375 180,000 Fees,Licenses and Permits - - - - - Charge for Services 2,912 798 40,000 68,436 10,000 Other Sources - - - - - TOTAL REVENUES $ 2,912 $ 170,231 $ 210,000 $ 245,811 $ 190,000 EXPENDITURES Salaries and Benefits 842,782 854,558 903,460 922,913 936,575 Operating Expenditures Materials&Supplies 7,724 8,479 11,100 10,700 12,900 Fees& Charges 21,700 27,771 23,200 29,952 22,200 Consultants& Contract Services 38,016 60,287 70,000 47,945 70,000 Meetings,Events& Training 2,905 4,568 5,500 4,852 6,200 Total Operating Expenditures 70,345 101,105 109,800 93,449 111,300 Fixed Assets - - - - - Internal Service Charges 273,499 328,773 364,878 364,878 378,965 TOTAL EXPENDITURES $1,186,626 $1,284,436 $1,378,138 $1,381,240 $1,426,840 FY 2014/15 WORKPLAN PRIORITIES Quito Road/Paseo Olivos Storm Drain -Street staff will oversee a capital project to install two storm drains and replace the gutter and ruined asphalt at Quito Road and Paseo Olivos. This action will correct the problem of water collecting at that corner which currently creates potential traffic hazards and undermines the roadway. Pavement Management- Staff will manage various street capital projects and all maintenance work on City roadways (145 miles), storm drains (45 miles), sidewalks (15 miles), bridges (20), as well as maintaining approximately 15,000 signs and street restriping as needed. Council Policy requires $1 million of funding be designated for this purpose in the Capital Budget. The Street Division staff time is budgeted in the Operating Budget. Annual Sidewalk Replacement - Staff will continue to manage sidewalk maintenance through this capital program with$50,000 in annual funding for sidewalk replacement and trip hazard removal. Annual Storm Drain Repair- Staff will manage a capital storm drain maintenance program with $50,000 in annual funding for storm drain repairs, culvert replacements and basic storm drain upgrades (i.e.; storm drain grates and catch basins). 220 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS ■ KEY SERVICES • Maintain roadway infrastructure with minor repairs,provide roadside weed control, and conduct litter pickup and bicycle lane sweeping along arterial streets and school sites • Remove illegal signage from public right-of-ways • Resolve sight distance,obstruction,and encroachment complaints • Respond to graffiti removal requests • Inspect open channel drainage facilities to ensure blockages do not impede drainage flows • Respond to emergencies impacting roadways, drainage, and other City facilities • Provide assistance with community events, such as the Chamber of Commerce's Celebrate Saratoga, Festival,the Mustard Faire,the 4th of July event,and the Annual Village Tree Lighting • Report PG&E owned street light outages to PG&E • Repair City owned Street light outages S TREM&STORM DRAINS STAFF Full Time Equivalents(FTE)* 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director 0.25 0.25 0.25 0.25 Senior Civil Engineer - - - - Assistant/Associate Engineer 0.25 0.25 0.25 0.25 Administrative Analyst PH - - - - Office Specialist I1/III 0.40 0.40 0.40 0.40 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker FIPHI - - - - Street Maintenance Manager 0.95 0.95 0.95 0.95 Street Maintenance Lead 1.00 1.00 2.00 2.00 Street Maintenance Specialist 1.00 1.00 - - Street Maintenance Worker 1/11/111 3.75 3.75 3.75 3.75 TOTAL FM 7.60 7.60 7.60 7.60 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - Maintenance Workers - - - - TOTAL ANNUAL HOURS - - - - 221 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. To provide safe and functional roadway systems throughout the City. a. Maintain Pavement Condition Indexaverage above 70(out of 76 76 76 69 100 total points): b. Percentage of potholes repaired within 24 hours of notification: 100% 100% 100% 100% 2. Maintain safe,well functioning infrastructure: a. Storm drains cleaned and maintained to function properly and 1,300 1,300 1,300 1,300 avert damage from major storm events: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of signs installed and replaced: 960 1150 1500 1500 2. Amount of Gant funding the City received for street resurfacing: $633,700 $466,800 $0 SO 222 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS & LANDSCAPE MAINTENANCE The focus of the Parks &Landscape Maintenance program is to provide attractive, well maintained, and water efficient landscaping and turf through the management and maintenance of the City's parks,trails,open spaces, as well as the landscaped medians and islands in the roadways. Facilities within the City's parks, trails, and open spaces such as bathrooms, pedestrian lighting, walkways, playground and other recreation facilities are safe, clean, and well-maintained for residents and visitors. The Parks & Landscape Maintenance Division is responsible for maintaining 87 acres of parkland in 14 parks, and 250 acres of trails and open space areas throughout the City. The City-owned Hakone Gardens Park Japanese Garden areas are tended by a separate non-profit foundation;however the City retains maintenance of the facility's infrastructure. Currently,the City is the lead agency for a master plan study jointly funded by Hakone and the City for preservation of the historic gardens and future improvements to include a retreat center tea room. BUDGET OVERVIEW Budgeted revenues for this program are comprised of field use rental fees from sport user groups and administrative fees from Landscape&Lighting Districts for staffing oversight, engineering services, legal fees and maintenance. For FY 2014/15,maintenance costs will increase for Joe's Trail and Parker Ranch specific to trash control and park supplies. To assist with park maintenance, the City will provide small plastic waste bags and dispensers for dog owners at all parks. A new budget item is $20,000 for maintenance expenses at the newly acquired Quarry Park. There will also be a one-time increase for the purchase of a utility vehicle ($15,000) for the Saratoga Quarry Park and an aerator machine($20,000)to be used at all parks. 223 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services 166,015 167,320 170,678 163,712 169,053 Other Sources 7,068 2,925 7,500 9,110 9,500 Rental Income 177,993 128,447 113,803 119,158 114,103 TOTAL REVENUES $ 351,076 $ 298,692 $ 291,981 $ 291,980 $ 292,656 EXPENDITURES Salaries and Benefits 975,678 884,769 944,445 891,029 928,621 Operating Expenditures Materials&Supplies 62,577 65,340 77,850 82,078 70,300 Fees& Charges 237,935 247,891 214,175 271,829 230,125 Consultants& Contract Services 366,031 438,170 489,120 467,766 528,120 Meetings,Events& Training 3,177 80 1,500 2,014 1,500 Total Operating Expenditures 669,721 751,481 782,645 823,687 830,045 Fixed Assets - - - - 35,000 Internal Service Charges 279,914 319,909 378,861 378,862 408,178 TOTAL EXPENDITURES $1,925,312 $1,956,160 $2,105,951 $2,093,578 $2,201,844 FY 2014/15 WORKPLAN PRIORITIES Water Efficiency-The Parks and Landscape Maintenance Division will continue to monitor and upgrade the City's irrigation system as needed,to reduce water use through plant selection,soil management,and irrigation methods.Turf areas will continue to be investigated as potential conversion sites into native landscape,hardscape or mulched areas to reduce water usage. Calsense irrigation controllers have been installed at Beauchamps Park, Bonnet Way, and Fruitvale Avenue, to increase water efficiency. The City has also been selecting specific locations to implement turf reduction techniques. In FY 2014/15,the City plans to reduce 32,000 square feet of turf at Beauchamps Park through the capital improvement program. Playground Safety Improvements-Staff currently oversees the capital project to convert existing sand surfacing at Kevin Moran Park and Gardiner Park to Fibar (engineered wood fiber) material, as the current "Fall Zone/Impact Attenuation Guidelines"mandate. Blaney Plaza I Downtown Improvements- Staff will oversee landscape, fencing and parking improvements, and the installation of free Wi-Fi in Blaney Plaza, and landscape and irrigation renovations in the downtown parking districts.. Playground Monitoring-Monitor playgrounds on an on-going basis with regards to a 15-25 year replacement program. Replacement criteria will be based on major equipment wear and tear and changes in safety regulations on outdated structures. 224 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE KEY SERVICES • Maintain all parks,trails, and open space areas in a safe,useable, and attractive condition • Foster community awareness and support of the City's parks and open space resources • Coordinate and assist sport groups with use and care of recreational facilities • Provide assistance with community events, such as the Chamber of Commerce's Art&Wine Festival, the Mustard Faire,the 4th of July event, and the Annual Village Tree Lighting • Provide for attractive, well maintained landscaped areas with plant maintenance and functioning irrigation systems • Maintain trash receptacles throughout the City • Provide management and oversight of the City's Landscape &Lighting District contract maintenance work • Conduct monthly playground inspections to maintain safety standards • Maintain pedestrian lighting fixtures throughout City parks properties and Landscaping and Lighting Districts PARKS&LANDS CAPING STAFF Full Time Equivalents(FTE)* 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director 0.20 0.20 0.20 0.20 Senior Civil Engineer - - - - Assistant/Associate Engineer - - - - Administrative Analyst FII - - - - Office Specialist IFIII 0.50 0.50 0.50 0.50 Parks Maintenance Manager 0.95 0.95 0.95 0.95 Parks Maintenance Lead 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 - - - Parks Maintenance Worker MIMI 5.65 5.75 5.75 5.75 Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker FIFIII - - - - TOTAL FTVs 9.30 8.40 8.40 8.40 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers 2,000 - - - TOTAL ANNUAL HOURS 2,000 - - - 225 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE ■ 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Maintain safety standards in parks and playgrounds. a. Percentage of parks with playground equipment inspected 100% 100% 100% 100% monthly: 2. Protect Saratoga's natural beauty by maintaining parks and open space. a. Percentage of reports of needed park maintenance receiving 100% 100% 100% 100% response within 48 hours: b. Percentage of reports of needed trail maintenance receiving 100% 100% 100% 100% response within 48 hours: 3. Protect the environment through sustainable practices. a. Staff Maintenance workers maintaining pesticide licenses: 100% 100% 100% 100% b. Improved irrigation controllers installed to increase water 2 1 3 1 efficiency: C. Turf removed and converted to landscape orhardscape for water conservation(in square feet): 32,267 10,250 7,000 35,000 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of sport user group agreements: 12 12 12 13 2. Total acres of City parks maintained: 61 125 125 125 3. Total number of new trees planted in City parks: 124 70 40 40 4. Parks and Recreation Conuission Meetings: 6 7 7 7 226 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE & EQUIPMENT MAINTENANCE The Vehicle&Equipment Maintenance Fund is operated as an Internal Service Fund to maintain all City vehicles and equipment in accordance with manufacturers'recommendations and requirements,and to ensure all vehicles and equipment are safe and function well. Staff provides preventative maintenance and repair services; maintains the repair, ownership, warranty, and maintenance records of vehicle and equipment inventory; provides for regular cleaning of all vehicles in accordance with the City's non-point source permit; maintains sufficient fuel supplies at all times; maintains records of fuel usage; and performs monthly operational tests of emergency generators. Mechanical and body work repairs are provided through auto and equipment shops and services. BUDGET OVERVIEW Revenues from this program reflect allocated charges to departments with assigned vehicles for the cost of providing maintenance and repair services, and fueling vehicles and equipment. The chargeback increased to $275,000 for FY 2014/15 to offset the ongoing increases in total expenses. The chargeback is set higher than operating expenditure to increase fund balance reserves in line with Council policy. Current year's expenditures reflect a small increase in fuel costs, and increases in staffing and internal service charges. This budget supports Council's objective to maintain vehicles and equipment in a safe, secure, sustainable, and cost effective manner. 227 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE ■ SOURCE AND USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 42,817 23,031 10,427 10,427 36,350 Total Beginning FundBalance $ 42,817 $ 23,031 $ 10,427 $ 10,427 $ 36,350 Revenues Internal Service Charges 200,000 215,000 250,000 250,000 300,000 TOTAL REVENUES $ 200,000 $ 215,000 $ 250,000 $ 250,000 $ 300,000 Operating Transfers In Transfer In - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 242,817 $ 238,031 $ 260,427 $ 260,427 $ 336,350 USE OF FUNDS EXPENDITURES Salaries and Benefits 74,689 76,929 79,416 79,697 82,267 Operating Expenditures Materials&Supplies 69,815 63,308 63,425 58,215 64,500 Fees& Charges 5,361 5,055 6,000 5,249 6,000 Consultant& Contract Services 31,224 40,587 40,000 37,007 45,000 Meetings& Training - - - - - Fixed Assets - - - - - Internal Service Charges 38,697 41,726 43,910 43,910 46,410 Total Expenditures $ 219,786 $ 227,604 $ 232,751 $ 224,078 $ 244,177 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 23,031 10,427 27,676 36,350 92,172 Total Ending Fund Balance $ 23,031 $ 10,427 $ 27,676 $ 36,350 $ 92,172 TOTAL USE OF FUNDS $ 242,817 $ 2389031 $ 260,427 $ 260,427 $ 336,350 228 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE FY 2014/15 WORKPLAN PRIORITIES Fleet Maintenance—The Vehicle&Equipment Maintenance program tracks vehicle and equipment repair and maintenance history. Staff will continue to refine maintenance schedules and recordkeeping activities to include all City vehicle&equipment for use in replacement schedules. KEY SERVICES • Provide preventative maintenance and repairs for all City owned vehicles and equipment • Comply with State and County air quality requirements • Maintain the City's fueling system and equipment • Perform routine safety inspections to ensure safe operation of fleet VEHICLE EQUIPMENT MAINTENANCE STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Public Works Director - - - - Senior Civil Engineer - - - - Assistant/Associate Engineer - - - - Adn-inistrative Analyst I/II - - - - Office Specialist II/III 0.10 0.10 0.10 0.10 Parks Maintenance Manager 0.05 0.05 0.05 0.05 Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker UII/III 0.25 0.25 0.25 0.25 Street Maintenance Manager 0.05 0.05 0.05 0.05 Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker UIl/III 0.25 0.25 0.25 0.25 TOTAL FI'E's 0.70 0.70 0.70 0.70 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - Maintenance Workers - - - TOTAL ANNUAL HOURS - - - - 229 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide safe and functional vehicles and equipment for City use. a. Percentage of fleet vehicles receiving annual safety 100% 100% 100% 100% inspections: b. Percentage of fleet vehicles receiving annual preventative 100% 100% 100% 100% maintenance: 2. Protect natural resources through sustainable practices. a. Percentage of City vehicle fleet using alternate fuels (including 20% 17% 17% 17% hybrid vehicles): 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of vehicles maintained: 27 23 23 23 2. Number of oil changes performed per year: 50 46 50 46 3. Number of required smog checks performed per year: 13 13 11 13 230 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND The Equipment Replacement Fund provides a consistent level of funding for the replacement of vehicle and equipment assets at the end of their life span. A replacement schedule for the City's vehicles and equipment replacements over the next twenty years is maintained on an ongoing basis, with estimated life spans and calculated replacement costs to determine funding needs each year. An annual funding level expected to allow for the scheduled replacement of vehicle and equipment assets as they reach the end of their useful life is calculated to provide a smoothing of operating expenses over the years, and a more accurate reflection of the actual cost of operations through the life of the asset. With the high level of care and maintenance staff puts into the City's vehicles,the replacement schedules reflect a longer than average life span than other agencies use. The City uses eight years for most vehicles and trucks, whereas other cities use five years for general purpose vehicles. In some cases a vehicle or equipment's life span could be shorter or longer than expected, but with a replacement fund, adjustments can be made without significantly impacting the ongoing operating budget. BUDGET OVERVIEW FY 2014/15 includes a $200,000 funding chargeback to departments with vehicle and equipment ownership. This chargeback amount is higher than the approximately$170,000 weighted average requirement,however due to several years of underfunding during the economic recession,the fund's reserve fell below what was needed to maintain future purchases on schedule. As a result, a higher than required funding chargeback amount will be applied until an updated fund balance assessment is completed. In FY 2014/15, staff plans on purchasing two new pieces of equipment: a utility vehicle for the Quarry Park, which will be used for weed abatement,and an aerator machine to be used at all parks. The initial purchase for a vehicle or equipment asset is made by the ownership program (in this case, the Parks and Landscape Maintenance program), with future years replacements paid for by the Equipment & Replacement Fund. Replacement allocation charges for the new equipment will be added to this program in the year after purchase and spread over the lifetime of the asset. Only one replacement asset is to be purchased in FY 2014/15: the 24 year-old Bomag Asphalt Roller, which surpassed its life expectancy, will be replaced for approximately $45,000. Additionally, two leased electric vehicles which replaced two of the City's fleet vehicles in FY 2013/14 are paid for through this program as an alternative to purchase and replace. All remaining current year unallocated and prior year accumulated funding will remain in the fund's reserve and utilized in accordance with the planned replacement schedule. Staffing is not assigned to this program as the Internal Service Fund operates purely as a funding set-aside for vehicle and equipment replacements. 231 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND ■ SOURCE AND USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 331,373 437,088 442,088 442,088 508,880 Total Beginning Fund Balance $ 331,373 $ 437,088 $ 442,088 $ 442,088 $ 508,880 Revenues Other Sources 15,715 - - 7,050 - Internal Service Charges 100,000 100,000 200,000 200,000 200,000 Total Revenues $ 115,715 $ 100,000 $ 200,000 $ 207,050 $ 200,000 Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 447,088 $ 537,088 $ 642,088 $ 649,138 $ 708,880 USE OF FUNDS EXPENDITURES Operating Expenditures Materials&Supplies - - - - Fees& Charges - - 11,121 7,500 Consultant& Contract Services - - - Meetings,Events& Training - - - - - Fixed Assets 10,000 95,000 240,000 129,138 45,000 Internal Service Charges - - - - - Total Expenditures $ 10,000 $ 95,000 $ 240,000 $ 140,258 $ 52,500 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 437,088 442,088 402,088 508,880 656,380 Total Ending Fund Balance $ 437,088 $ 442,088 $ 402,088 $ 508,880 $ 656,380 TOTAL USE OF FUNDS $ 447,088 $ 537,088 $ 642,088 $ 649,138 $ 708,880 232 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND FY 2014/15 WORKPLAN PRIORITIES Vehicle Replacement — Purchase replacement vehicles and equipment in accordance with the FY 2014/15 replacement schedule. Alternative Vehicle Assessment — Continue program assessment of available fuel alternative vehicles to determine usability,advantages,and cost-effectiveness in city fleet. KEY SERVICES • Accumulate and provide annual funding for asset replacement • Assess vehicles and equipment for proper replacement timing • Prepare cost effectiveness study for asset replacement program 2014/15 VEHICLE& EQUIPMENT REPLACEMENT SCHEDULE Current Yr Current Asset Estimated Program Asset# Purch Vehicle /Equipment Life Assigned Cost Equipment Streets 1991 Bomag Ashpalt Roller 24 45,000 $ 45,000 233 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT 4 d 234 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE & LIGHTING DISTRICTS The City maintains 26 Landscape and Lighting Districts and one Storm Drain District throughout the City with the consent of property owners living along or within the boundaries of the Districts. The Districts are funded through property tax assessments or through property-owner approved benefit assessments. Four of the City's Districts are funded solely by property taxes, and another three Districts are funded by both property tax and benefit assessments. The remaining nineteen are funded solely by benefit assessments. Those districts funded with property tax existed prior to the passage of Proposition 13 in 1978, which froze district assessment formulas built into the tax rates at the time of passage. As property tax funding alone was not sufficient for several of the Landscape & Lighting Districts, three districts approved a benefit assessment also be levied to augment funding. The benefit assessment-based Districts are exempt from Proposition 218 requirements requiring a 2/3 majority approval, unless an increase in the approved assessment rates are requested. Section 5 of Proposition 218 provides that the measure does not apply to assessments existing as of November 1996 if the assessments were "imposed pursuant to a petition signed by the persons owning all of the parcels subject to the assessment at the time the assessment was initially imposed". Consequently,the City is not required to conduct an election of the property owners unless the City is seeking to increase the annual assessment more than the amount provided for in the existing agreement. Since the passage of Proposition 218,the City ensures annual increases are built into the assessment agreements to allow for up to 5%of assessment increases. With operational costs continuing to increase each year,an annual increase enables the City to continue to provide the same level of services. Only two of the Districts established prior to the passage of Prop 218 do not currently have this allowance for annual increases built into the agreement. SUMMARY BUDGET OVERVIEW The Landscape&Lighting District Fund budget schedule presented on the following page is a summary of the 26 separate funds. The separate fund budgets includes electricity and/or monthly landscaping service costs,and a pro-rated administrative fee for staffing administration and oversight, legal fees, and engineering services. Some budgets also include water,tree maintenance,and repair expenses. The administrative service fee expense is,in turn, a revenue to the Parks&Landscape Division program. Assessment levels reflect the continued practice of building fund balance levels for adequate cash flow and for use in future year's repairs and projects. This creates a level of protection to both ensure the funds have working capital and prevents the City from paying for unplanned costs up front, and waiting to be repaid in following years. 235 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE&LIGHTING DISTRICTS SOURCE AND USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 504,125 562,504 621,947 621,947 733,831 Total Beginning Fund Balance $ 504,125 $ 562,504 $ 621,947 $ 621,947 $ 733,831 Revenues Property Taxes 184,242 193,634 180,500 211,010 199,565 L&L Assessments 304,840 287,489 304,436 306,844 322,432 Other Sources 2,159 1,964 1,995 3,448 1,734 Total Revenues $ 491,241 $ 483,087 $ 486,931 $ 521,302 $ 523,731 Operating Transfers In Transfer in from CIP - - - - 50,000 Total Operating Transfers In $ - $ - $ - $ - $ 50,000 TOTAL SOURCE OF FUNDS $ 995,366 $1,045,591 $1,108,878 $ 1,143,249 $1,307,562 USE OF FUNDS Expenditures Operating Expenditures Materials&Supplies - - - - - Fees&Charges 267,278 286,701 277,637 265,892 281,826 Consultant&Contract Services 165,585 136,943 324,500 143,526 325,084 Total Operating Expenditures 432,862 423,644 602,137 409,418 606,910 Total Expenditures $ 432,862 $ 423,644 $ 602,137 $ 409,418 $ 606,910 Ending Fund Balance Unassigned 562,504 621,947 506,741 733,831 700,651 Total Ending Fund Balance $ 562,504 $ 621,947 $ 506,741 $ 733,831 $ 700,651 TOTALUSEOFFUNDS $ 995,366 $ 1,045,591 $ 1,108,878 $ 1,143,249 $ 1,307,562 236 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE&LIGHTING DISTRICT FY 2014/15 WORKPLAN PRIORITIES District Assessments - Staff will continue to closely monitor all Assessment District Zones for appropriate service and funding levels, and will make a determination of whether the City will proceed with a vote on assessment increases for several of the districts that currently have negative fund balances. FY 2014/15 Annual District Assessments Number of Parcel Total Total Zone# Assessment District Parcels Assessment Assessment Property Tax Lighting Districts 231 Village Lighting District 781 - - 64,650 232 Azule Lighting District 120 - - 29,580 233 Sarahills Lighting District 64 100.15 6,410 - Landscape Districts 241 Arroyo de Saratoga Landscape District 250 75.54 18,884 - 242 Bonnet Way Landscape District 41 127.29 5,219 - 243 Carnelian Glen 20 210.63 4,213 - 244 Cunningham/Glasgow Landscape District 31 294.95 9,143 - 245 Fredericksburg Landscape District 85 69.22 5,883 733 246 Greenbriar Landscape District 176 130.70 23,002 5,534 247 Kerwin Ranch Landscape District 16 778.71 12,459 - 248 Leutar Court Landscape District 9 445.67 4,011 - 249 Manor Drive Landscape District 29 89.41 2,593 3,978 251 McCartysville Landscape District 48 293.53 14,089 - 252 Prides Crossing Landscape District 864 65.15 56,286 - 253 Saratoga Legends Landscape District 15 648.83 9,732 - 254 Sunland Park Landscape District 200 81.82 16,365 - 255 Tricia Woods Landscape District 9 301.47 2,713 - Landscape&Lighting Districts 271 Beauchamps Landscape District 55 175.52 9,654 - 272 Bellgrove Landscape&Lighting District 94 800.75 75,270 - 273 Gateway Landscape&Lighting District 12 1,249.42 14,993 - 274 Horseshoe Landscape&Lighting District 52 234.35 12,186 - 275 Quito Lighting District 698 - - 57,390 276 Tollgate Landscape&Lighting District 61 170.75 10,416 - 277 Village Commercial Landscape District 132 - - 37,700 278 Westbrook Landscape&Lighting Dist 92 44.14 4,061 - Swim Drain District 291 Hill Ave Storm Water District 5 969.61 4,848 - 3,959 322,432 199,565 237 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT 4 d 238 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION & FACILITIES DEPARTMENT The Recreation&Facilities Department contributes to the quality of life in Saratoga through a wide variety of diverse activities, services, and programs for people of all ages through both the Recreation and Teen Services divisions. In addition, the Department administers the Facility Rental program for community groups and the public at the City's parks, Community Center, Warner Hutton House, and Prospect Center Buildings, as well as overseeing building maintenance for City facilities (City Hall, Corporation Yard, Theater/Council Chambers,Community Center,Warner Hutton House,and Prospect Center Buildings). Recreational services provided by the department include classes, camps, trips, programs, and activities. The benefits of these programs include building self-esteem in children and providing them opportunities to build life skills for their fixture, adding more balance to the lives of residents, promoting physical fitness, providing opportunities for social interaction, helping to reduce stress, enhancing or learning new skills, helping to eliminate loneliness in older citizens, and promoting sensitivity to cultural diversity. By offering a variety of classes, camps, trips, pre-school programs, youth and teen activities, dance programs, and fee-based special events, the Department helps create a sense of community and provides opportunities for residents to get to know their neighbors and live happier,healthier lives. The Recreation&Facilities Department's goal is to provide safe,high quality recreation services at reasonable costs. The City continues to make strides toward reducing service costs in relation to revenues. Staff continues to assess program and activity costs in relation to the community's interests and needs. While some programs and activities are not cost effective, it may be determined that community need is of greater importance. This is often the case with teen programs. DEPARTMENT OBJECTIVES The Recreation Department, through its variety of service divisions, directly supports a number of the City Council's Strategic Goals. Performance measures provide feedback on the Department attainment of these objectives. Council Strategic Goal: Community Enrichment: Foster a community with an enriched and diverse culture and engaged community. Department Objectives: • Enhance and promote healthier living in the community through providing a variety of high quality and enjoyable activities that are convenient for residents and help create an engaged and vibrant community • Develop and cultivate organizational and leadership potential in local teens through Youth Commission activities • Provide safe, affordable, clean, and enjoyable facilities for meetings, parties, receptions, and gatherings to enhance and promote quality of life 239 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT Council Strategic Goal: City Leadership: Provide a proactive, responsible, inclusive, respectful, transparent, and trustworthy government dedicated to delivering effective high quality leadership for the community Department Objectives: • Promote civic engagement in Saratoga youth through Youth Commission sponsored community events • Develop community partnerships with positive interaction through recreation programs and services Council Strategic Goal: Facility & Infrastructure: Maintain the City's facilities and public infrastructure in a safe, sustainable,and cost effective manner Department Objectives: • Provide safe, clean, cost effective facilities for community meetings, parties, receptions, and gatherings • Ensure City facilities are clean,safe,and maintained according to best practices • Mitigate risk and liability issues in City facilities • Follow environmentally friendly purchasing policies, sustainability and green building practices DEPARTMENT BUDGET SUMMARY The Department's FY 2014/15 General Fund budget reflects further adjustments to operate at a cost recovery rate which meets or exceeds the Park & Recreation departmental statewide average of approximately 65%. The FY 2012/13 staff restructuring that resulted in the elimination of a Senior Recreation Supervisor and the creation of a second Recreation Coordinator position has allowed improved coverage time to better support customer service and the department's functions, including the return of"in-house"youth camps. As a result, Recreation revenues are expected to grow slightly, with some corresponding expenditure increases for instructor services. For FY 2014/15,the cost recovery percentage is expected to be 66%. With an increased focus on implementing citywide emergency event readiness and Liability Program best practices, an additional .05 FTE of the Director position, who functions as the City's Risk Manager, is assigned to the Emergency Preparedness program to reflect actual time spent toward this endeavor. Building maintenance activities continue to be broken out from the recreation services and facility rental activities, and accounted for as an Internal Service Fund program. These functions provide citywide janitorial and building maintenance services that are allocated by square foot percentage to all departments. As facility services represent a separate function and purpose from recreation services,the Building Maintenance program is not included in the cost recovery analysis. 240 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 5,777 8,725 9,500 17,799 10,200 Charge for Services 611,321 634,760 742,000 645,114 713,000 Rental Income 235,579 232,236 253,250 247,604 269,950 Other Sources 60 45 - 81 - TOTAL REVENUES $ 852,736 $ 875,765 $1,004,750 $ 910,597 $ 993,150 EXPENDITURES Salaries and Benefits 645,755 647,904 686,714 667,895 724,998 Operating Expenditures Materials&Supplies 14,234 22,596 33,925 27,105 35,550 Fees& Charges 16,566 20,955 21,950 20,404 21,285 Consultants& Contract Services 356,282 382,334 441,900 403,490 427,900 Meetings,Events& Training 402 379 2,950 1,428 5,850 Total Operating Expenditures 387,485 426,264 500,725 452,427 490,585 Fixed Assets - - - - - Internal Service Charges 236,258 244,325 262,957 262,955 285,195 TOTAL EXPENDITURES $1,269,497 $1,318,493 $1,450,396 $1,383,277 $1,500,778 TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Recreation Services 900,930 938,742 1,029,860 961,244 1,052,579 Teen Services 67,859 67,955 57,101 57,836 48,259 Facility Rentals 300,708 311,796 363,435 364,197 399,940 TOTAL GENERAL FUNDS $1,269,497 $1,318,493 $1,450,396 $1,383,277 $1,500,778 INTERNAL SERVICES FUNDS Building Maintenance 732,592 771,882 800,269 817,506 855,198 TOTAL INTERNAL SERVICES $ 732,592 $ 771,882 $ 800,269 $ 817,506 $ 855,198 TOTAL EXPENDITURES $2,002,090 $2,090,375 $2,250,665 $2,200,783 $2,355,976 241 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION&FACILITIES DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.80 0.75 0.70 0.65 Senior Recreation Supervisor 1.00 - - - Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Coordinator - 2.00 2.00 2.00 Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist 11/1H 1.90 1.00 1.00 1.00 Facility Maintenance Manager 1.00 1.00 1.00 1.00 Facility Maintenance Lead 1.00 1.00 1.00 1.00 Facility Maintenance Worker UII/III 2.00 2.00 2.00 2.00 TOTAL FTE's 9.30 9.35 9.30 9.25 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,500 1,500 1,500 1,750 Recreation Leaders 500 500 3,335 3,300 TOTAL ANNUAL HOURS 2,000 2,000 4,835 5,050 TOTAL RECREATION&FACILITIES STAFF 2011/12 2012/13 2013/14 2014/15 City Staff by Program Funded Funded Funded Funded Recreation Services 3.65 3.90 3.85 3.85 Teen Services 0.40 0.30 0.30 0.25 Facililty Rentals 1.25 1.50 1.50 1.50 Building Maintenance 4.00 3.65 3.65 3.65 Total Recreation Staff 9.30 9.35 9.30 9.25 Staff allocations in other Department Programs Non-Departmental: Risk Management 0.20 0.25 0.30 0.30 Public Safety: Emergency Preparedness - - - 0.05 TOTALS 9.50 9.60 9.60 9.60 The Recreation Department StaffFTE schedule includes General Fund and Internal Fund programs assigned to this department. The 30%of the Recreation&Facilities Director's FTE assigned to the Risk Liability division in the Non-Departmental section,and 5%assigned to the Emergency Preparedness division in the Public Safety Department is not reflected in the department total,but is reflected in the Total Staff"schedule. 242 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES Recreation Services plans, organizes, schedules, promotes, supervises, and evaluates over 1,600 classes and activities per year. This involves managing approximately 70 independent contractors, and offering over 10,400 hours of activities at 24 different parks and facilities, offering a City-run camp program, planning 22 excursions and trips per year, conducting monthly e-mail promotional campaigns, and publishing a quarterly (seasonal)full color recreation program Activity Guide that is mailed to all residents and non-resident users. A supplemental full color 16-page summer camp guide is also published and mailed to past participants. Recreation Services also provides an independently contracted preschool program five days a week; works cooperatively with Redwood Middle School and Saratoga High School for use of their facilities for Department programs; and provides Health and Wellness and Arts and Enrichment programs with classes, workshops,demonstrations,and activities. BUDGET OVERVIEW The Recreation Services program has four program revenue sources to support services. FY 2014/15 revenues include a net of$102,000 in excursion fees, $605,000 from classes and special program fees, and $8,000 from advertisements in the Recreation Activity Guide. With the return of the in-house camp programs (summer, winter, and spring), the Department is also planning to generate about $50,000 in camp fee revenue. Staff is planning additional marketing to targeted populations for all programs. Ongoing expenditures in the Recreation Services budget include $305,000 for instructors, $80,000 for excursions, $3,500 for materials and supplies, $22,000 for recreation brochure printing (four full guides rather than three), $18,000 for mailing costs, $16,000 for credit card fees, $1,000 for off-site facility rentals, and $7,000 for the Recreation Department's RecTrac system support and software upgrades. Class revenue is tied directly to the cost for instructors as each class contract identifies the proportion of class revenue the instructor receives. The remaining ongoing expenditures are minor operational expenses and internal service charges. In FY 2012/13, the Department had an opportunity to restructure, and consequently made a few changes. These changes continue to be refined, and distribution of duties to increase efficiencies are ongoing. In FY 2014/15, the Department will reinstate an in-house camp program, develop and lead new excursions, oversee production of an enhanced activity guide, provide additional coverage at the Community Center, and increase marketing efforts through social media and increased visibility at special events. 243 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 5,777 8,725 9,500 17,799 10,200 Charge.forServices 608,623 633,179 736,500 644,413 708,000 TOTAL REVENUES $ 614,400 $ 641,904 $ 746,000 $ 662,212 $ 718,200 EXPENDITURES Salaries and Benefits 441,254 441,215 460,230 435,727 487,800 Operating Expenditures Materials&Supplies 12,985 19,607 26,600 20,419 28,400 Fees& Charges 16,553 20,535 20,850 19,803 20,985 Consultants& Contract Services 356,282 381,219 439,250 403,490 425,250 Meetings,Events& Training 102 323 2,550 1,428 5,350 Total Operating Expenditures 385,922 421,684 489,250 445,140 479,985 Fixed Assets - - - - - Internal Service Charges 73,754 75,842 80,380 80,378 84,794 TOTAL EXPENDITURES $ 900,930 $ 938,742 $1,029,860 $ 961,244 $1,052,579 FY 2014/15 WORKPLAN PRIORITIES Recreation Services - Recreation Department staff will enhance and promote recreation in the City of Saratoga by providing a variety of high quality, safe, affordable, and enjoyable activities that are convenient for residents. Staff plans a continuing audit and assessment of activities in FY 2014/15 to determine the community's desire for class offerings and identify inadvertent class duplication and/or gaps in services with competing recreation providers. Fiscal Stewardship-Recreation strives to contribute to the strength of the City's fiscal health and stability by creating a desirable environment in which independent contract instructors conduct revenue-generating events, activities, and contract classes. Staff will continue to 1) actively recruit service providers, solicit partnerships, and develop collaborations; 2) conducts activities that serve the needs of the residents of Saratoga; and 3) encourages economic development by providing facility space and promotional assistance to recreation service providers. 244 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES KEY SERVICES • Plan, organize, schedule, promote, supervise, and evaluate program classes, activities, and events for all ages • Publish recreation activity guides, fliers,brochures, etc. to market and promote recreation classes, camps, and activities • Provide approximately 1,600 classes,camps,etc. and offer 22 excursions per year • Provide an independently operated community preschool program 5 days a week • Provide Health and Fitness and Arts and Enrichment programs with age appropriate activities that build developmental assets for youth and adults that will give them life skills for the future • Collaborate with local schools and community based organizations to provide activities RECREATION SERVICES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.35 0.35 0.30 0.30 Senior Recreation Supervisor 0.90 - - - Recreation Supervisor 0.75 0.90 0.90 0.90 Recreation Coordinator - 1.90 1.90 1.90 Facility Coordinator - - - - Office Specialist IFIII 1.65 0.75 0.75 0.75 Facility Maintenance Manager - - - - Facility Maintenance Lead - - - Facility Maintenance Worker MI/III - - - - TOTAL FWs 3.65 3.90 3.85 3.85 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders 500 500 3,335 3,300 TOTAL ANNUAL HOURS 500 500 3,335 3,300 245 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Promote healthy lifestyles and personal growth through organized recreation activities. a. Offer a variety of new and ongoing recreation activities: 1612 993 1190 1250 b. Percentage of recreation class participants which agreed 100% 100% 100% 100% recreation activities contribute to healthy lifestyle and personal growth: c. Number of Recreation Activity Guides published each year 3 3 4 4 which include"Healthy Lifestyle" educational infomlation: 2. Partner with the community to improve the quality oflife for children,teens,adults,and families. a. Number of independent instructors providing quality 79 60 55 60 recreation activities: b. Percentage of Saratoga"households"using online registration 18% 19% 22% 22% software to register for recreation activites: c. Percentage of recreation class participants which agreed activities met or exceeded expectations: 100% 100°/" 100% 100% 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of recreation activity hours offered: Information not 6,561 7,107 7,500 available 2. Number ofparticipant registrations: Information not 51121 5,675 6,000 available 3. Number of online regestrations: 909 950 896 950 246 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES Staff assigned to Teen Services oversee the Youth Commission program the City Council re-established in 1988 to play a key role in all City-sponsored programs for Teens in Saratoga. The Youth Commission is an 11 member commission with a focus to enhance the well-being of local youth, offer positive influences to teens, and provide opportunities for youth involvement in the community. The Commission is comprised of middle and high school students appointed by the City Council for two-year terms,with the commissioners serving as teen leaders, communicating with the City Council on current youth issues, and planning, promoting, and participating in community events, fundraisers, social, and educational activities. Staff members oversee and guide all these activities. Teen Services staff and the Youth Commission work together to: sponsor teen-oriented activities; administer the Youth Commission training; and sponsor three to four special events each year. Teen Services also provides supervision and oversight of teen volunteer opportunities. The goal of the Teen Services program is to provide education,community involvement, and recreation opportunities for all teens in Saratoga,regardless of school or district. The connection with the Youth Commission helps to provide an opportunity and training ground for teens to serve as positive role models in the community: to encourage teens throughout the City to become active, contributing citizens; and, to function as a training camp for future community leaders by developing the youth's leadership skills. BUDGET OVERVIEW Revenues for the Teen Services program is minimal, coming from a few Youth Commission generated programs and activities. The FY 2014/15 Teen Services expenditure budget reflects reduced staffing with .05 FTE of the Director's time moved out of the program as recreation staff has become more experienced. Teen Services duties are primarily limited to overseeing the Youth Commission program. Operating expenditures are minimal, however with Council's request that Youth Commission members attend more community events,the materials, supplies,and printing costs budget has increased for FY 2014/15. 247 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT M TEEN SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services 2,698 1,581 5,500 701 5,000 Other Sources 60 45 - 81 - TOTAL REVENUES S 2,758 $ 1,626 S 5,500 $ 782 S 5,000 EXPENDITURES Salaries and Benefits 56,791 57,261 44,783 45,437 35,046 Operating Expenditures Materials&Supplies 156 306 825 1,078 1,825 Fees& Charges 7 78 100 78 100 Consultants& Contract Services - - 150 - 150 Meetings,Events& Training - - - - - Total Operating Expenditures 163 384 1,075 1,156 $ 2,075 Internal Service Charges 10,905 10,310 11,243 11,243 11,138 TOTAL EXPENDITURES $ 67,859 $ 67,955 $ 57,101 $ 57,836 $ 48,259 FY 2014/15 WORKPLAN PRIORITIES Leadership Training — The Teen Services program will participate in the annual CPRS District IV YAC Attack (Youth Advisory Conference) and collaborate with the neighboring Cupertino, Monte Sereno and Los Gatos' Youth Commissions during FY 2014/15 in sponsoring special events for local teens, building developmental assets and providing leadership training and opportunities for teens and youth in Saratoga. Community Outreach—Teen Services will increase efforts to reach out to young Saratogans; to bring a wider representation of schools to Youth Commission sponsored events (e.g. Walk One Week), provide information about the Commission while participating in downtown events such as St. Paddy's Day, Tree Lighting Ceremony, Witchy Walk-a-Bout, and to partner with the community to provide opportunities for teens and youth to become more involved and connected with their hometown. 248 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES KEY SERVICES • Provide activities and special events for pre-teens and teens in the community • Provide opportunities and a"training ground" for teens to learn leadership skills and become contributing citizens to the community • Liaison with Youth Commission to communicate the interests of the youth population to the City • Build the developmental assets of the youth of Saratoga through ongoing evaluations and assessments of the needs of local teens to determine new programming • Provide supervision and oversight of teen volunteer opportunities TEEN SERVICES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.10 0.10 0.05 Senior Recreation Supervisor 0.05 - - - Recreation Supervisor 0.25 0.10 0.10 0.10 Recreation Coordinator - 0.10 0.10 0.10 Facility Coordinator - - - - Office Specialist Il/III - - - - Facility Maintenance Manager - - - - Facility Maintenance Lead - - - - Facility Maintenance Worker 1/II/111 - - - - TOTAL FTE's 0.40 0.30 0.30 0.25 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Facility Attendents - Recreation Leaders - - TOTAL ANNUAL HOURS - - - - 249 ■ CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Partner with the community to improve the quality oflife for a. Percentage of time Recreation staff member attends Youth 100% 100% 100% 100% Commission meetings: b. Percentage of teens in satisfaction survey which agree 100% 100% 100% 100% recreation activities met or exceeded expectations in improving quality of life: c. Provide teen volunteer opportunity hours: 700 700 1000 1300 2. Promote healthy lifestyles and personal growth through organized recreation activities. a. Percentage of teens participating in satisfaction survey which 100% 100% 100% 100% agreed recreational activities contributed to healthy lifestyle and personal growth: b. Practice and contribute to"Developmental Assets"for teens 100% 100% 100% 100% as measured by survey: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of teen-age volunteer service hours offered: 700 700 1100 1300 2. Number of teen-age volunteers supervised:. 14 11 19 33 250 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS The Facility Rentals program makes available City facilities for private individuals, non-profit, or for-profit- based groups to use for receptions, parties, events, meetings, workshops, or other community activities. The Facility Rental program reflects only those revenues and expenditures related to the cost of renting and making available City facilities. BUDGET OVERVIEW Facility Rental Program revenues are expected to bring in about $108,000 for Community Center rentals, another$7,000 for Senior Center rentals, and $7,000 for the Warner Hutton House. The Civic Center Theater will bring in approximately $55,000 and the Saratoga Prospect Center buildings another $75,000. Revenue projections for the Saratoga Prospect Center reflect an expected increase in income after the Friendship Hall building has become increasingly more recognized for its rental potential, particularly for dances. Plot rentals at the Community Garden at El Quito Park are expected to bring in another $4,000, and day-use rentals from the City's parks(exclusive of sport user agreements)will bring in around$14,500 over the year. Expenditures for this program reflect staffing by: the Facility Coordinator, whose function is to market and rent the facilities; portions of other Recreation & Facilities Department staff to assist with oversight and facility duties; and temporary facility attendant staff for overseeing use of the facilities during evening and weekend events. Over time, temporary staffing expenses are anticipated to increase as the need for facility attendants to supervise rental activities at the Saratoga Prospect Center increases. Direct costs for this program are minimal, with $8,500 budgeted for operational supplies. Another $1,000 is now budgeted for ASCAPBMI fees if needed as a result of copyrighted music played at events. The program's largest expense is for internal service charges as Facility Rentals accounts for a large percentage of building maintenance expenses. FY 2014/15 saw a significant increase in these service charges as building maintenance costs increased$50,000 citywide. Other ongoing costs are expected to grow minimally in future years. 251 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Rental income 235,579 232,236 253,250 247,604 269,950 Pass-Through Accounts - - - - - TOTAL REVENUES $ 235,579 $ 232,236 $ 253,250 $ 247,604 $ 269,950 EXPENDITURES Salaries and Benefits 147,709 149,427 181,701 186,732 202,152 Operating Expenditures Materials&Supplies 1,093 2,684 6,500 5,609 5,325 Fees& Charges 7 342 1,000 523 200 Consultants& Contract Services - 1,115 2,500 - 2,500 Meetings,Events& Training 300 55 400 - 500 Total Operating Expenditures 1,400 4,196 10,400 6,132 8,525 Internal Service Charges 151,599 158,173 171,334 171,334 189,263 TOTAL EXPENDrIVRFS $ 300,708 $ 311,796 $ 363,435 $ 364,197 $ 399,940 FY 2014/15 WORKPLAN PRIORITIES Environmental Sustainability- The Facility Rental division will continue implementing environmental best practices to promote sustainability, educating and encouraging all users to follow existing green building practices for facility and park rentals. Facility Rentals - Recreation & Facilities Department staff will provide high quality, safe, affordable, clean, and enjoyable facilities that are convenient to residents for meetings, parties, receptions, and gatherings in a safe, sustainable,and cost effective manner. 252 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS KEY SERVICES • Provide safe,pleasant, and clean facilities for use by the general public • Provide safe,pleasant, and clean facilities for use for key City services(e.g.meetings) • Support tenant needs in the leased buildings • Enforce environmentally friendly purchasing and sustainability policies • Provide safe and affordable venues for community use at the Saratoga Community Center, Civic Theater, Senior Center, and Prospect Center facilities FACILITY RENTALS STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.05 0.05 0.05 Senior Recreation Supervisor 0.05 - - - Recreation Supervisor - - - - Recreation Coordinator - - - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist WWI 0.25 0.25 0.25 0.25 Facility Maintenance Manager - 0.10 0.10 0.10 Facility Maintenance Lead 0.10 0.10 0.10 0.10 Facility Maintenance Worker F11/III 0.15 0.40 0.40 0.40 TOTAL FTV s 1.25 1.50 1.50 1.50 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,500 1,500 1,500 1,750 Recreation Leaders - - - - TOTAL ANNUAL HOURS 1,500 1,500 1,500 1,750 253 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide safe,functional,and attractive City buildings for community use and enjoyment ofthepublic. a. According to facility rental survey,the percentage of 1000/0 100% 100% 100% visitors who felt their visit to the facility was clean, comfortable,and safe: c. Percentage of customers which agreed facilities met or 1000/0 100% 100% 100% exceeded expectations: 2. Provide safe,functional,and attractive City buildings for the provision of City services. a. Percentage of surveyed visitors which agreed the facility 100% 100% 100% 100% was clean,comfortable,and safe: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of facility rental applications processed: 394 572 725 800 2. Number of fee-based and no-charge(for City meetings, 8,322 13,250 16,900 18,000 events,etc.)facility rental hours for public use: 3. Average dollars per receipt: $420 $198 $197 $200 254 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND Building Maintenance provides services to ensure City facilities are clean, safe and functional for the general public and employee use. This program is a citywide support function for custodial, maintenance, repair services, and building improvements for all facilities at the Civic Center, Prospect Center, and Museum Park, and supports the needs of the tenants of City leased buildings as defined in lease agreements (e.g. Senior Center). Building Maintenance staff plans, schedules, and manages minor and major building facility maintenance,repair, and improvement projects. The Building Maintenance staff ensures the City's facilities are in a clean, safe, and usable condition at all times for employees and the general public. Custodial services such as vacuuming, trash removal, window washing, restroom cleaning, carpet cleaning, and floor stripping and sealing, are all on a regular schedule. Regular preventative maintenance services are also on a schedule,which includes items such as painting, roof maintenance, pest control, emergency generator testing and upkeep, HVAC, and alarm servicing. Other maintenance repair services such as electrical and plumbing repairs are contractually provided on an as needed basis. The Building Maintenance program monitors citywide facility expenses such as water,sewer,electricity and natural gas utilities, maintenance, and janitorial supplies. City departments are charged an allocated amount to recognize the cost associated with the custodial and building maintenance to more fully account for operational expenses associated with providing these services. BUDGET OVERVIEW With the implementation of Internal Service Funds with the FY 2007/08 budget, the Building Maintenance program incorporated staffing and expenses associated with facility custodial and maintenance services, and the revenues earned from charging back to the departments into one cost program. With five years of history- based data on the actual expenses, minor revisions are included in the FY 2014/15 budget to better reflect actual amounts. The Internal Service Fund charge-backs were increased this fiscal year due to ongoing facility maintenance increases from aging facilities, increases in usage, and service cost increases. Program expenditures include ongoing facility supplies, utility and janitorial expenses, and contract services for maintenance and repairs. For example,the addition of the Saratoga Prospect Center buildings in FY 2010/11 resulted in increased usage, thereby significantly increasing supplies and maintenance costs. Continued efforts to "go green" are also reflected in the costs of maintenance supplies and equipment, as biodegradable supplies often are more expensive. Staffing costs increased with rising usage and cost of living increases. Internal Service Costs were increased to reflect an addition of staff office space. 255 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND SOURCE&USE OF FUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning FundBalance Unassigned 208,518 200,926 184,901 184,901 199,869 Total Beginning FundBalance $ 208,518 $ 200,926 $ 184,901 $ 184,901 $ 199,869 Revenues Other Sources - 5,858 - 7,474 - Internal Service Charges 725,000 749,999 825,000 825,000 875,000 Total Revenues $ 725,000 $ 755,857 $ 825,000 $ 832,474 $ 875,000 Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 933,518 $ 956,782 $1,009,901 $1,017,375 $1,074,869 USE OF FUNDS Expenditures Salaries and Benefits 441,563 450,377 457,652 481,910 484,952 Operating Expenditures Materials&Supplies 37,101 37,040 39,650 40,244 44,450 Fees& Charges 116,827 123,050 122,300 130,680 134,750 Consultant& Contract Services 72,703 89,274 103,500 87,809 107,500 Meetings,Events& Training 32 54 600 298 1,000 Internal Service Charges 64,365 72,087 76,567 76,565 82,546 Total Expenditures $ 732,592 $ 771,882 $ 800,269 $ 817,506 $ 855,198 Operating Transfers Transfer Out to General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 200,926 184,901 209,632 199,869 219,671 Total Ending FundBalance $ 200,926 $ 184,901 $ 209,632 $ 199,869 $ 219,671 TOTAL USE OF FUNDS $ 933,518 $ 956,782 $1,009,901 $1,017,375 $1,074,869 256 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND FY 2014/15 WORKPLAN PRIORITIES Facility and Infrastructure Project Management— Facility staff will oversee services to undertake planned facility improvement projects to ensure City facilities are clean, safe, and maintained according to best practices, such as installing a new facility access control system (door lock system) at Saratoga Prospect Center; as well as perform emergency repairs and improvements. ADA Compliance- Staff will mitigate risk and liability issues in City facilities by installing ADA compliant signage in all City facilities, install ADA-compliant automatic doors at Prospect Center and the Community Center through a CDBG funded grant. Environmental Sustainability- Staff will continue ongoing energy savings projects such as installing energy saving HVAC and appliances and follow environmentally friendly purchasing policies, sustainability and green building practices. KEY SERVICES • Provide buildings that are clean, safe,and usable for the general public and City employees • Follow environmentally friendly purchasing policies, sustainability,and green building practices • Maintain facilities on a regular schedule to provide efficient and cost effective maintenance BUILDING MAINTENANCE STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.25 0.25 0.25 0.25 Senior Recreation Supervisor - - - - Recreation Supervisor - - - - Recreation Coordinator - - - - Facility Coordinator - - - - Office Specialist I1/II1 - - - - Facility Maintenance Manager 1.00 0.90 0.90 0.90 Facility Maintenance Lead 0.90 0.90 0.90 0.90 Facility Maintenance Worker UIFUI 1.85 1.60 1.60 1.60 TOTAL FTE's 4.00 3.65 3.65 3.65 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders - - - - TOTAL ANNUAL HOURS - - - - 257 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND ■ 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide safe,functional,and attractive City buildings for the enjoyment of the public and to house the provision of City services. a. Percentage of surveyed visitors who agreed the facility was 95% 100% 100% 100% clean,comfortable,and safe: 2. Provide safe and functional, City buildings using environmentally sensitive and cost-effective practices. a. Quarterly preventative maintenance of all City HVAC systems: 100% 100% 100% 100% b. Six-day per week cleaning of all City facilities including 100% 100% 100% 100% emptying trash,vacuuming,mopping,and cleaning windows, etc.: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of work orders received: 3,300 3,642 3,500 3,500 2. Number of work orders completed: 3,270 3,586 3,400 3,400 258 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY DEPARTMENT The Public Safety Department is comprised of two safety-oriented programs: the Public Safety Services Program, which focuses on providing day-to-day law enforcement services; and the Emergency Preparedness Program,which prepares the City for infrequent large-scale disaster and emergency occurrences. The Public Safety Department represents multiple external agencies that protect the community and provide emergency response as needed. The City of Saratoga contracts for law enforcement services with the Santa Clara County Sheriff's Office. This includes Cal-ID program services and administrative support through their West Valley sub-station,with deputies and staff dedicated to the cities of Saratoga,Cupertino, and the Town of Los Altos Hills. The division's captain represents the Chief of Police for all of the cities. Animal control services are provided on contract by the City of San Jose Animal Care and Services Division (SJACS). Fire protection services are provided to Saratoga residents by Santa Clara County Fire District(SCCFD), however they also provide the cities with dedicated staff for coordinating emergency response services. The City is also a member of Silicon Valley Regional Interoperability Authority. The Authority has undertaken the mission to design and implement a comprehensive countywide public safety radio communications system. For FY 2014/15, the funding formula calls for Saratoga to be billed directly. In subsequent fiscal years it is proposed that the City would be charged through the Sheriff's Office contract as the charge for services migrates from a jurisdiction basis to a user fee basis. The Emergency Preparedness Program provides funding for the operational cost associated with the preparation of the city's and community's emergency response efforts in the event of a significant earthquake, fire, or other natural or man-made disaster, and coordinates with emergency services agencies to prepare residents for self-sufficiency and proper response to emergency events. To this end,the City plans and trains for various situations in an effort to employ best practices; determine outstanding needs; create awareness; and educate City staff about their emergency response duties. The Emergency Preparedness Program is supported by SCCFD personnel who: develop the City's Emergency Operations Plan and checklists; assist with the formation of an Emergency Operations Center (EOC); and train City staff and the community in Emergency Preparedness via the planning and supervision of drills and exercises. The City Council has identified the maintenance of basic Public Safety as their number one service priority. This includes traffic,patrol, and general law enforcement, and educating the community on crime prevention, traffic safety, and emergency response. The Public Safety Services Program supports the Council's priorities through the Sheriff's Office contract, and for Emergency Preparedness through programs in coordination with the Santa Clara County Fire Department and Office of Emergency Services. As external agencies provide the operational and managerial staffing for these Public Safety programs, city staff assignments are limited to cost recovery planning efforts. DEPARTMENT OBJECTIVES Council Strategic Goal. Public Safety: Provide for a safe and secure community. Department Objectives: • Preservation of life and property: Ensure effective enforcement of regulations,codes and law in order to maintain a safe and secure community 259 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT • Crime Prevention: Build relationship and engage community participation in crime prevention awareness,and implement crime prevention programs • Emergency Preparedness: Prepare and maintain Emergency Operations Plan; develop staff and community's emergency awareness and readiness; and ensure inter-agency/multi-agency coordination and preparedness DEPARTMENT BUDGET SUMMARY The Public Safety Department's Budget consists of two program divisions, Public Safety Services and Emergency Preparedness. The two division's operational functions are primarily staffed by external agencies under a contract service arrangement. In past years, City staff was not assigned to this department. However, with the need to develop cost recovery preparations, .05 FTE of the Risk Manager is assigned to the Emergency Preparedness program in FY 2014/15. Departmental revenues are primarily related to Sheriff Services. This includes funding from Public Safety Tax, the annual SLESF/COPS Grant, Vehicle Abatement Fees, Vehicle Code Bail &Fines, Parking Citations, and False Alarm Fines. The Sheriff's Contract is structured to bill the City monthly based on an annual estimate. After reconciling service costs at year-end, the Sheriff's Office issues the City a reimbursement if expenditures are less than the estimated annual fee. As this refund amount is undeterminable, the City does not include a projection in the budget. Additional Public Safety revenue is received from the San Jose Animal Control Services for fees collected from Saratoga residents for licensing fees, impound, quarantine, and boarding fees. Emergency Preparedness program revenues are limited to grant reimbursements, which in recent years are limited to FEMA's 50-50 matching EMPG grants. Public Safety Services program expenditures consist mainly of administrative fees and contract service charges for Sheriff Services, Cal-ID, and the San Jose Animal Services contract. The Sheriff Services expenditure is the only area of significant budget growth from year to year. Emergency Preparedness expenditures are typically very stable from year to year however the last two years there was a notable increase: FY 2013/14 saw additional expenditures with the reinstatement of the EMPG Grant Match Program; and FY 2014/15 reflects additional funding for staff costs in support of added Cost Recovery preparations. 260 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 209,955 186,507 207,216 244,766 227,500 Fees,Licenses and Permits - - - - - Charge for Services 16,687 23,270 15,000 22,051 17,500 Other Sources 467,487 472,776 251,558 180,207 160,525 TOTAL REVENUES $ 694,129 $ 682,552 $ 473,774 $ 447,024 $ 405,525 EXPENDITURES Salaries and Benefits - - - - 12,384 Operating Expenditures Materials&Supplies 14,400 16,262 31,432 31,150 41,000 Fees& Charges 36,659 39,422 43,334 42,534 45,634 Consultants& Contract Services 4,237,249 4,325,820 4,405,688 4,407,188 4,781,204 Meetings,Events& Training 209 140 300 111 300 Total Operating Expenditures 4,288,517 4,381,644 4,480,754 4,480,983 4,868,138 Fixed Assets 11,336 - - - - Internal Service Charges 10,260 10,200 10,401 10,401 5,580 TOTAL EXPENDITURES $4,310,113 $4,391,844 $4,491,155 $4,491,384 $4,886,102 DEPARTMENTAL EXPENDITURES BY DIVISION/PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Public Safety Services $ 4,241,260 $ 4,328,818 $ 4,410,788 $ 4,411,156 $ 4,786,304 Emergency Preparedness 68,854 63,026 80,367 80,227 99,798 GENERAL FUND PROGRAMS $4,310,113 $4,391,844 $4,491,155 $4,491,384 $4,886,102 261 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY DEPARTMENT STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Risk Manager - - - 0.05 Total FIE's - - - 0.05 TOTAL FTE's 2011/12 2012/13 2013/14 2014/15 Temporary Staff' Funded Funded Funded Funded Total Annual Hours - - - - TOTAL PUBLIC SAFETY STAFF 2011/12 2012/13 2013/14 2014/15 City Staff by Program Funded Funded Funded Funded Public Safety - - - - Emergency Preparedness - - - 0.05 TOTALS - - - 0.05 NOTE The Risk Manager FTE in FY2014115 shown in the schedule above is staffed by the Recreation&Facilities Director,and accounted for in the Recreation&Facilities Department in the Total FTE summary as the Public Safety Department is primarily an external services department. 262 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES Since the City's incorporation in 1956, the City has contracted for public safety services with the Santa Clara County Sheriff's Office rather than employ a much more expensive alternative of in-house police services. The City has found this option to be extremely satisfactory as the Sheriff's department provides services and competencies associated with a large police department without the full-time expense. So satisfactory that in 2013 the City was lauded as"the safest city in California",and in 2014 the"12'safest city in the nation." The current contract with the Sheriffs Office provides basic patrol, traffic, and law enforcement services. Services have increased and decreased over the years, based on need and funding. After additional Supplemental Law Enforcement Services Fund(SLESF)funding became available in FY 2005/06,the contract was enhanced to fund an additional officer whose functions include school traffic enforcement, support for the Neighborhood Watch program, crime prevention assistance, citizen mediation, and limited school support. In FY 2007/08, additional property tax revenues from the passage of AB 117 allowed the Council to augment the Sheriffs contract further by adding a school resource officer and increasing patrol service hours. Economic restraints required reductions in patrol hours in FY 2011/12,however with the recent turnaround, an additional 1800 hours for traffic enforcement were added back in the FY 2013/14 budget to focus on heavy traffic times and locations such as schools. The City also contracts with San Jose Animal Care and Services Division (SJACS) for animal shelter related services, including: the pick-up of stray, injured, or dead animals; complaint investigations; shelter for abandoned, impounded, lost, or stray animals; quarantine and testing of animals; medical services; and licensing of animals. BUDGET OVERVIEW While General Fund revenue is the primary funding source for Public Safety, designated revenue is received from two statewide funding sources and several operational revenues. The Supplemental Law Enforcement Services Fund (SLESF) provides the City with a $100,000 grant to be used for the enhancement of public safety services. Under the Governor's FY 2011/12 State Budget, SLESF funding was initially eliminated, however through a swap where the State took the City's VLF revenues in exchange; it was "permanently" reinstated. The SLESF grant funding is specifically targeted for the added School Resource Officer position. Another$105,000 is expected from an allocated share of the State's Public Safety Sales Tax(Proposition 172). Budgeted revenues for False Alarm Fines,Vehicle Code Bails and Fines,and Parking Citations are expected to bring in approximately $170,000 for the year, and another $17,500 is expected from the San Jose Animal Control Agency's charges to Saratoga residents for boarding, licenses,and fines. The City's contract for Public Safety services with the Santa Clara County Sheriffs Office calls for annual increases based on the lesser of either personnel increases, or CPI plus 2%,with the increase in Ca1PERS rates added on to this. Years of escalating Ca1PERS increases and decreasing revenues from the economic downturn resulted in annual increases which far exceeded the City's ability to continue funding the contract at the same service level. With some minor reductions in service, a restructuring of how services are billed, and County negotiated personnel cost reductions, the Sheriffs Office was able to decrease the contract amount in FY 2011/12,which minimized the impact in following years. 263 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES The remaining budgeted Public Safety expenditures include minor operational costs for data ticket forms and supplies, and county administrative fees for parking tickets. The Cal-ID program, run by the Santa Clara County's Sheriff's Office,provides fingerprint identification services. Additional budget appropriations in the Public Safety Program support animal related services through a contract with the City of San Jose. The Animal Control Services contract became effective on July 1, 2004 with an initial annual fee of$155,000 for the first three years. The contract states the fee is to increase every third year based on a formula using the lesser of either 1) the total of the Urban Wages and Clerical Workers for the San Francisco-Oakland-San Jose CPI increases for each of the prior three years plus 1.5%per year, or 2)the total of the rise in San Jose Animal Control Officers for the prior three years. The contract's third three year rate increase was effective July 1, 2013. With the City of San Jose's pension and salary reform over the last few years, the total comp growth of 2% was the lower of the contract increase factors. The new annual rate effective for FY 2013/14 through FY 2016/17 is set at$180,164. City staffing costs are not included in this program as all operational and managerial duties are performed either by Santa Clara County Sheriff's Office or City of San Jose Police or Animal Care & Services Division staff. The City of Saratoga is limited to oversight and coordination functions only. 264 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 200,255 185,660 195,000 232,490 215,000 Charge for Services 16,687 23,270 15,000 22,051 17,500 Other Sources 467,487 472,776 251,558 180,207 160,525 TOTAL REVENUES $ 684,430 $ 681,706 $ 461,558 $ 434,748 $ 393,025 EXPENDITURES Operating Expenditures Fees& Charges 4,011 2,998 5,100 3,968 5,100 Consultants& Contract Services 4,237,249 4,325,820 4,405,688 4,407,188 4,781,204 Total Operating Expenditures 4,241,260 4,328,818 4,410,788 4,411,156 4,786,304 Intemal Service Charges - - - - - TOTAL EXPENDITURES $4,241,260 $4,328,818 $4,410,788 $4,411,156 $4,786,304 FY 2014/15 WORKPLAN PRIORITIES Traffic Enforcement—Additional patrol hours added in FY 2014/15 will increase traffic enforcement efforts near Saratoga schools in an effort to ease congestion and continue traffic calming. Deputies will also continue responding to and investigating vehicle accidents on both public and private property including "off street parking facilities"when requested by a driver or when injuries are involved. School Resource Officer— SRO Deputy will continue regular presence on school campuses and amongst the students. The SRO will maintain continuous communication with school administration and staff, and will provide educational services and programs for students that meet their needs and expectations, as well as liaison for law enforcement services as needed. Speed Law Violation Reduction Program — Continue to participate in and maintain relationships with the Traffic Safety Commission, and to identify the most effective locations to deploy the City's radar trailers with the goal of educating motorists of the speed limits on some of the City's more problematic locations where a percentage of drivers have a propensity to speed. The combination of education and enforcement is intended to reduce the amount of speed violators within the City of Saratoga. 265 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES KEY SERVICES • Law enforcement services including traffic management, patrol and code enforcement, response to calls for service and traffic incidents • Public education and participation in community, school,and neighborhood groups • Crime prevention, deputy response, investigation, resolution of criminal cases, and subsequent participation in the prosecution of offenders • Records management functions including processing deputy reports and citations, criminal and traffic warrants, and fingerprinting services • Coordination of Emergency Response activities with the SCC Fire District and City staff PUBLIC SAFETY SERVICES STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Risk Manager - - - - TOTAL FIE s - - - - 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded TOTAL ANNUAL HOURS - - - - 266 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. For effective protection of life and property,ensure a safe and secure community through diligent enforcement ofregulations, codes and law. a. Priority I calls(serious emergency and public hazard): 58 40 53 55 b. Priority H calls(immediate response,but non-emergency): 2,858 2,718 2,800 2,800 c. Priority III calls(non-emergency): 1,925 1,826 2,000 2,000 2. Provide Public Safety service response in a timely,professional manner. Meet or exceed service goals. a. Average response to Priority I calls for service: 3.98 min 5.41 min 6.00 min 6.00 min b. Average response to Priority H calls for service: 7.15 min 6.90 min 10.00 min 10.00 min c. Average response to Priority III calls for service: 10.48 min 10.82 min 20.00 min 20.00 min 3. Promote Crime Prevention awareness and educate community in the protection oftheir neighborhood and property. a. Prepare and provide city staff with weekly reports of crime 100% 100% 100% 100% activity in the city: b. Provide community with crime prevention tips and weekly 100% 100% 100% 100% reports on city website: c. Educate residents through participation in community events 18 18 20 20 and Neighborhood Watch meetings: 4. Ensure Sheriffs Office responsiveness to community needs by documenting and providing response turnaround time to responsible parties. a. Processing of criminal reports: 3 days 3 days 3 days 3 days b. Processing of collision reports for involved parties: 7 days 7 days 7 days 7 days c. Processing of collision reports for insurance companies: 7 days 7 days 7 days 7 days 5. Develop Sheriffs Office Emergency Preparedness to provide public safety leadership in the event ofemergency situations. a. Number of Emergency Operation Plan trainings,drills,or Information 1 2 1 activies to enhance Emergency Preparedness skills: not available 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Radio calls for service received in the city: 11,200 10,804 11,000 11,000 2. Total number of crime reports taken: 1,050 1,106 1,200 1,200 3. Total number of collision reports taken: 250 230 250 250 4. Total number of cases filed with the DA for prosecution: 950 1,064 1,050 1,050 5. Total number of cases assigned to Detectives: 2,100 2,175 2,275 2,275 267 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT 4 G' 268 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS The City of Saratoga is responsible for coordinating emergency response efforts in the event of a significant earthquake, fire, natural or man-made disaster. To prepare for this responsibility, City staff work in conjunction with the Sheriff's Office and Santa Clara County Fire Department (SCCFD) to plan and prepare for emergency situations. The SCCFD provides Emergency Services Coordinators to the West Valley Region (Cupertino, Campbell, Los Gatos, Monte Sereno, and Saratoga) to develop emergency plans and train City staff and community members. This includes the City's Emergency Operations Plan (EOP), maintenance of the City's Emergency Operations Center(EOC), acquisition and maintenance of supplies and equipment, and development of City's emergency volunteer programs (Saratoga Community Emergency Response Team, Saratoga Medical Reserve Corps,and the Saratoga Amateur Radio Association). The City Emergency Operations Plan is reviewed annually and updated as needed. An annual exercise is held to train staff in the activities associated with the Emergency Operations Center. Community Emergency Response Team(CERT)classes are offered through the Recreation Department with instructors from SCCFD. BUDGET OVERVIEW The Emergency Preparedness program's operational expenses are funded by the General Fund, and in some years is supplemented with grant funding. FEMA's EMPG grant program was re-established in FY 2012/13 as a 50%reimbursable federal program administrated by the County through the State's Emergency Management Agency. The grant is restricted to eligible expenses which require multiple approvals prior to utilization. Saratoga is expected to be awarded approximately$12,500 in grant matching funds for FY 2014/15 to be used for regional,countywide directed projects. In past years, expenditures in this program were limited as the Emergency Preparedness Coordinator is provided and fully funded by Santa Clara County Fire. However, beginning FY 2014/15, expenditures increased by allocating .05 FTE of the City's Risk Manager's time to this program to begin the development and implementation of cost recovery documentation practices. In the event of a disaster, this effort will prove to be an invaluable foundation for the City's emergency response cost recovery. Additional operational costs for emergency preparedness support include $4,500 to ensure EOC telephone lines are restored on a priority basis in the event of a disaster or emergency situation so that City staff have satellite telephone communication services to sustain external communications. An additional $5,000 is set aside to fund the ongoing effort to obtain needed emergency preparedness supplies, $2,000 for Records Emergency Action Plan supplies, and $300 for meeting costs associated with the Community Emergency Response Team(CERT)volunteer training program. The City will also contribute about $35,000 to the Silicon Valley Regional Interoperability Authority (SVRIA). SVRIA is comprised of eighteen Santa Clara County jurisdictions, representing some thirty law enforcement, fire and emergency medical services agencies which have formed a partnership to enhance inter- agency coordination and communication between the public safety agencies. To participate in the emergency communications organization, agencies are required to pay an allocated share of the funding. At a later date, when the authority is implemented,the organization will be incorporated into the SCC Sheriff's Office. 269 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 9,700 847 12,216 12,276 12,500 TOTAL REVENUES $ 9,700 $ 847 $ 12,216 $ 12,276 $ 12,500 EXPENDI'T'URES Salaries and Benefits - - - - 12,384 Operating Expenditures Materials&Supplies 14,400 16,262 31,432 31,150 41,000 Fees& Charges 32,648 36,424 38,234 38,566 40,534 Consultants& Contract Services - - - - - Meetings,Events& Training 209 140 300 111 300 Total Operating Expenditures 47,257 52,826 69,966 69,826 81,834 Fixed Assets 11,336 - - - - Intemal Service Charges 10,260 10,200 10,401 10,401 5,580 TOTAL EXPENDITURES $ 68,854 $ 63,026 $ 80,367 $ 80,227 $ 99,798 FY 2014/15 WORKPLAN PRIORITIES Emergency Operations Plan - The Emergency Operations Plan is comprised of individual topic specific plans. Plans to be developed or updated include a Mass Care/Shelter Operations Plan, a Spontaneous Volunteer Plan, a Community Wildfire Preparedness Plan, and a Donations Management Plan, as additions to a revised City Emergency Operations Plan. Emergency Operation Training - Train appropriate staff on infrastructure issues(water, waste water, natural gas, and electricity) which occur during a disaster to ensure staff has a strong knowledge of potential issues and how to resolve them. Large Animal Relocation Plan -The City recently annexed unincorporated land in the Mt. Eden area. This area features narrow roads and is highly prone to fire. Numerous properties in this area have significant populations of large animals, such as horses. The annexation resulted in the need for a temporary relocation plan for these animals in the event of a disaster. SCCFD staff will prepare a Large Animal Relocation Plan to incorporate into the Emergency Operations Plan as a result of the annexation. EOC Internet Services - To ensure EOC operational readiness, a dedicated internet service connection and wireless antenna will be installed in the EOC in FY 2014/15 for the City's EOC staff. The Fire Department has allowed City staff to use their internet service connection for EOC exercises in the past,but in the event of an actual emergency or the need for secure lines, a separate service provides the City with direct access to the internet,with additional wireless connectivity to Blaney Plaza. Cost Recovery Preparedness - Complete photo-documentation and fixed asset inventories for each City facility and their amenities to help ensure accurate cost recovery in the event of a disaster. Address numerous emergency policies and practices to better prepare the city for reimbursable operational activities. 270 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS KEY SERVICES • Prepare and update Emergency Operations Plan for the City • Train City staff and community members on emergency preparedness • Maintain EOC, equipment, and technology to ensure Saratoga is in compliance with Federal, State, and County standards and requirements • Plan and supervise emergency drills and exercises • Oversee Emergency Management Planning and Community Emergency Response Team grants for the City • Develop and implement disaster event preparation practices for proper cost recovery documentation purposes EMERGENCY PREPAREDNESS STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Risk Manager - - - 0.05 TOTAL FWs - - - 0.05 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded TOTAL ANNUAL HOURS - - - - 271 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Develop emergency readiness of City staffand community members through disaster training and exercise programs. a. CERT Training Courses available to community members: Yes Yes Yes Yes b. Coordinate community outreach to heighten awareness of Yes Yes Yes Yes emergency preparedness programs and needs: c. Prepare emergency preparedness and public education Yes Yes Yes Yes materials: d. Coordinate training of City Staff in personal preparedness and Yes Yes Yes Yes EOC functions: 2. Maintain the City's Emergency Operations Center in a state of readiness. a. EOC radios,emergency telephones,and computers available Yes Yes Yes Yes and periodically tested to ensure emergency communication needs: b. Prepare,test,and revise emergency response and recovery Yes Yes Yes Yes policies,plans,and procedures: 3. Maintain effective liaisons with local,state,and national emergency management organizations. a. Participates in and/or maintains communication with local, Yes Yes Yes Yes state,or national emergency preparedness organizations: b. Remain current on technology and emergency management Yes Yes Yes Yes trends: 4. Ensure inter-agency/multi-agency coordination and communication for disaster planning and responses. a. hater-agency technology and emergency equipment tested and Yes Yes Yes Yes maintained: b. Staff attends emergency management meetings and training Yes Yes Yes Yes programs: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. Number of annual community disaster training exercises: 3 3 3 3 2. Number of annual disaster training exercises for City staff: 2 1 2 2 3. Number of CERT training courses offered per year: 2 4 4 4 272 CITY OF SARATOGA NON DEPARTMENTAL NON-DEPARTMENTAL The Non-Departmental Section is a collection of programs which are independent of City service and support functions. This collection includes the General Administration program,Legal Services,Community Grants and Events funding programs,the Risk Management/Liability and Workers Compensation Insurance programs,and the General Obligation(GO)Bond Debt Service Fund. The Non-Departmental section accounts for non-operational receipts(such as tax revenues,interest,retiree and unemployment expenses, assessment taxes, and audit recovery fees) and general expenses (such as citywide insurance,contractual legal services,grant funding to outside agencies,and debt service funding). In prior years, the Non-Departmental Section also included accounting for the two Trust Funds held on behalf of other organizations: 1) the Library's 2001 Series Bond's remaining funds for capital improvements, and; 2) the Community Access Television Foundation savings funds. DEPARTMENTAL BUDGET SUMMARY The Non-Departmental Section's General Administration program accounts for the majority of the City's revenues. Property Tax, Sales Tax, Transient Occupancy Tax, Business License Tax, Franchise Fees, Vehicle License Fees, and other city-based General Fund revenues are accounted for within the General Administration Program as these receipts represent allocations to the City which are not based on departmental functions. Similarly,expenses in this program are general city expenses which are not based on or provided by departmental services,including retiree insurance premiums,unemployment fees,business license and sales tax audit recovery fees,and non-exempt assessment taxes. The Legal Services program represents attorney time and expenses from external firms for citywide and general services. Community Grants and Community Events are funding programs for city allocations to external agencies and non-profit groups. Non-Departmental programs are not directly related to a specific department's operational oversight, hence staffing is non-existent or very limited. Only the insurance programs: Risk Management and Workers Compensation include City staffing allocations due to the in-house processing requirements associated with insurance management and claims. These programs are structured as Internal Service Funds which charge back centralized expenses to departments based on usage and risk allocations. Staffing for these programs are represented in the insurance programs for funding purposes,but are included in the staff's home department in the FTE summaries to represent departmental oversight rather than funding. The GO Bond Debt Service Fund accounts for receipts and payments associated with the City's voter approved 2001 bond debt approved to remodel and enlarge the Library Building. Due to historically low interest rates,it became financially advantageous to refund(refinance)the bond in FY 2011/12. The bond's terms remains the same — debt payments will finish in twenty years, however the refunding allowed Saratoga taxpayers to buy down a portion of the principal while taking advantage of lower interest rates,thereby lowering annual payments and saving almost $2.7 million dollars over the next twenty years. With this refunding, the 2001 bond was retired,and a 2011 bond was established. As the Non-Departmental Section represents a collection of unrelated programs,notable budget impacts will be discussed in separate sections. The following schedule shows total revenues and expenditures. 273 CITY OF SARATOGA NON DEPARTMENTAL GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes 11,916,209 12,706,624 13,161,400 13,238,451 13,575,750 Intergovernmental Revenues 21,299 21,297 - 17,750 4,000 Fees,Licenses and Permits - - - - Charge for Services - 22 - - - Interest Income 44,731 28,670 46,000 40,003 25,000 Rental Income 95,075 104,778 52,122 73,526 79,455 Other Sources 23,754 9,329 156,884 256,652 120,877 TOTAL REVENUES $12,101,067 $12,870,720 $13,416,406 $13,626,382 $13,805,082 Operating Transfers In 205,222 106,000 106,000 167,050 TOTALREVENUE&TRANSFERS] $12,306,289 $12,976,720 $13,522,406 $13,793,432 $13,805,082 EXPENDITURES Salaries and Benefits 31,508 311,768 218,200 25,171 228,600 Operating Expenditures Materials&Supplies 14,419 27,609 39,262 42,122 53,350 Fees& Charges 36,080 16,406 25,300 32,046 25,300 Consultant& Contract Services 267,918 310,183 356,500 394,497 354,500 Meetings,Events& Training 800 - 2,600 2,650 5,850 Community Grants&Events 116,203 122,007 180,501 169,725 210,576 Total Operating Expenditures 435,421 476,205 604,163 641,040 649,576 Internal Service Charges 340,474 355,946 386,268 386,268 402,005 TOTAL EXPENDITURES $ 807,403 $ 1,143,919 $ 1,208,631 $ 1,052,480 $ 1,280,181 Operating Transfers Out 280,000 1,184,500 380,880 380,880 1,833,345 TOTAL EXP&TRANSFERS OUT $ 1,087,403 $ 2,328,419 $ 1,589,511 $ 1,433,360 $ 3,113,526 274 CITY OF SARATOGA NON DEPARTMENTAL TOTAL NON-DEPARTMENTAL EXPENDITURES BY PROGRAM 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Administration 431,480 721,170 695,469 492,236 740,596 Legal Services 259,720 300,743 332,661 390,518 329,009 Connrnmity Grants 109,459 103,717 154,129 147,506 172,726 Community Events 6,744 18,290 26,372 22,219 37,850 TOTAL GENERAL FUND $ 807,403 $ 1,143,919 $ 1,208,631 $ 1,052,480 $ 1,280,181 INTERNAL SERVICES FUNDS RiskManagement 352,603 308,096 413,106 322,043 463,117 Workers Compensation 211,425 182,700 255,748 229,510 259,588 TOTAL INTERNAL SERVICES $ 564,028 $ 490,796 $ 668,854 $ 551,553 $ 722,705 DEBT SERVICE FUNDS General Obligation Bond 13,375,558 868,910 889,860 889,510 889,985 TOTAL DEBT SERVICE FUNDS $13,375,558 $ 868,910 $ 889,860 $ 889,510 $ 889,985 TOTAL DEPT EXPENDITURES $14,746,989 $ 2,503,626 $ 2,767,345 $ 2,493,543 $ 2,892,871 TRANSFERS OUT General Fund 280,000 1,184,500 380,880 380,880 1,833,345 TOTAL TRANSFERS OUT $ 280,000 $ 1,184,500 $ 380,880 $ 380,880 $ 1,833,345 TOTAL EXP&TRANSFERS OUT $15,026,989 $ 3,688,126 $ 3,148,225 $ 2,874,423 $ 4,726,216 275 CITY OF SARATOGA NON DEPARTMENTAL NON-DEPARTMENTAL STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.25 0.30 0.30 Human Resources Manager 0.05 0.10 0.10 0.10 Human Resources Technician - - 0.10 0.10 TOTAL FTE's 0.25 0.35 0.50 0.50 2011/12 2012/13 2013/14 2014/15 Temporary Staff Hours Funded Funded Funded Funded HR Technician 200 - - - TOTAL ANNUAL HOURS 200 - - - 276 CITY OF SARATOGA NON DEPARTMENTAL GENERAL ADMINISTRATION The General Administration program represents revenues and expenditures that are generated as a result of being a governmental entity rather than from departmental operations. Tax Revenues, Intergovernmental Revenues, Interest, and Rental Income are the primary non-service based revenue sources for the City, and account for approximately 70% of the City's Total General Fund Operating Revenues each year. General Administration expenditures are minimal in comparison, as program expenditures are limited to funding citywide general expenses and internal service charges for general use areas or non-departmental functions. BUDGET OVERVIEW General Fund revenues are expected to continue the economic recovery trend which began in spring of 2012. Property Tax revenues rose significantly with the resurgence in the housing market. Two years later,homes in Saratoga are continuing to sell, sometimes with multiple offers and at above asking price. This resurgence was substantiated in May, 2012 with the increase in Transfer Tax revenue, and since then, with the rapid drop in countywide foreclosures and rising home prices. There are signs that the growth has slowed,but homes continue to sell as the transfer tax remains steady. Sales Tax revenue receipts however, are an enigma. Despite the improving economy, FY 2012/13 revenue receipts were lower than the prior year. This was primarily due to allocation corrections, but receipts also dropped slightly due to increasing online sales. The City's Sales Tax auditors expect FY 2013/14 revenues to be slightly higher, and FY 2014/15 a little more again. With limited retail and business in Saratoga, Sales Tax is expected to remain fairly flat into the future. Business License Tax revenues associated with licensing a business are also expected to remain flat, whereas the supplemental license tax portion based on building construction permits saw a large increase in FY 2012/13 in alignment with the growth in building permit revenues. The supplemental Business License is expected to be only slightly more in 2014/15 as the growth rate has appeared to slow down. Transient Occupancy Tax receipts, considered an indicator of economic strength,began to show improvement late in FY 2011/12, and has held steady since. Receipts are expected to remain steady through FY 2014/15. Franchise Fee Taxes however, have brought mixed messages. Gas and Electric Fees decreased slightly while water and cable continue a slow but steady growth. Solid Waste jumped significantly in FY 2012/13,however a timing difference contributed to the difference so actual receipts are not evident. On a less optimistic note, interest income continues its long journey at historic lows, without relief in sight. The City's investments are limited to the LAIF investment pool which for the last six years, has wallowed in the lowest rates of their 35 year history. With a steady pace below 1%since July of 2009,interest income is expected to remain low during FY 2014/15. As the General Administration program represents non-service functions,staffmg is not assigned to the program and hence does not include workplan priorities or key services. Budgeted appropriations represent general expenses, such as retiree medical insurance administration fees,unemployment insurance charges, funding for employee termination, and retirement payouts, Sales Tax and Business License audit finder's fees, and several Internal Services charges which account for general public usage of the building maintenance expenses, most notably an allocation for the Civic Theater/Council Chambers and the Civic Center buildings. The General Administration program also contains all Transfers In and Transfers Out for the General Fund. 277 CITY OF SARATOGA NON DEPARTMENTAL GENERAL ADMINISTRATION GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Tastes Property Tax 8,279,947 8,966,396 9,470,400 9,526,189 9,763,750 Sales Tax 1,100,489 1,051,121 1,050,000 941,350 1,085,000 Transient Occupancy Tax 205,421 228,199 210,000 257,010 245,000 Business License Tax 313,984 336,298 320,000 336,911 330,000 Other Taxes 163,979 204,859 215,000 228,350 210,000 Franchise Tax 1,852,390 1,919,750 1,896,000 1,948,642 1,942,000 Intergovernmental Revenues 21,299 21,297 - 17,750 4,000 Interest Income 44,731 28,670 46,000 40,003 25,000 Rental Income 95,075 104,778 52,122 73,526 79,455 Other Sources 23,108 8,103 156,884 231,652 120,877 TOTAL REVENUES $12,100,422 $12,869,472 $13,416,406 $13,601,382 $13,805,082 Operating Transfers In 205,222 106,000 106,000 167,050 TOTAL REV&TRANSFERS IN $12,305,644 $12,975,472 $13,522,406 $13,768,432 $13,805,082 EXPENDITURES Salaries and Benefits 31,508 311,768 218,200 25,171 228,600 Operating Expenditures Materials&Supplies 13,119 26,401 38,662 40,280 52,750 Fees& Charges 36,080 16,406 25,300 32,046 25,300 Consultant&Contract Services 11,313 12,526 26,500 7,882 27,000 Meetings& Training 800 - 2,600 2,650 5,850 Total Operating Expenditures 61,312 55,334 93,062 82,858 110,900 Internal Service Charges 338,659 354,068 384,207 384,207 401,096 TOTAL EXPENDITURES $ 431,480 $ 721,170 $ 695,469 $ 492,236 $ 740,596 Operating Transfers Out 280,000 1,184,500 380,880 380,880 1,833,345 TOTAL EXP&TRANSFERS OUT $ 711,480 $ 1,905,670 $ 1,076,349 $ 873,116 $ 2,573,941 278 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES The City of Saratoga contracts with the firm Shute,Mihaly&Weinberger LLP to provide City Attorney services, advice,and representation on legal matters to ensure City actions and activities are legally sound. Additionally, the City utilizes the Wittwer&Parkins LLP firm for land use/development attorney services as needed,Mouser Law Firm for employment law, and occasionally other legal firms for specialized services. The City Attorney firms pursue or defend the City in litigation matters as directed by the City Council,manage litigation costs,and provide the City with a monthly status report of all outstanding litigation,case updates,and potential lawsuits. The City Attorney: reviews all proposed ordinances and resolutions requiring City Council action to ensure proper format and content;reviews staff reports for reasoned and sound commentary;identifies policy options and alternatives;and provides direction,recommendations,and appropriate summaries consistent with Council requirements. Other contract city attorney services include: review and recommendations on legislative issues; recommendations on environmental review requirements and preparation of environmental review documents; review of bid requests, vendor contract documents, purchase and sale agreements, code enforcement matters, and the preparation and/or review of contractual agreements with other agencies. Employment Law services include policy development,human resources oversight,and negotiation services as needed. The City Attorney attends the bi-monthly City Council meetings,and special City Council sessions as needed. Overall,the Legal Services function provides support to the City Council's Strategic Goals for a transparent and ethical City government,in conformance with and abiding by the rule of law. BUDGET OVERVIEW The legal program does not typically include budgeted revenues; however services reimbursements may occur during the course of the year if the City provides legal representation, such as in development lawsuits. Additionally, applicants who have development applications in process under the deposit fee development process are required to reimburse the City for billed legal services if the project utilizes attorney time for appeals in the Planning Commission or City Council meetings. Reimbursements would also result from applicants requesting research and information from the City,or from legal services related to environmental reviews. As these occurrences are not common,revenues are not anticipated nor budgeted. Budgeted expenditures are primarily comprised of regular on-going City Attorney services, with some contingency funding for litigation expenditures,based on the City Attorney's estimate of outstanding and future litigation. Effective FY 2013/14,employment law services were moved to the Legal Service program to assign budget responsibility and oversight for legal services to the City Attorney, and to align all attorney fees within the Legal Services program. The City Attorney occupies an office when on-site;therefore a small allocation of building maintenance internal service charge expense is also included. 279 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services 22 - - Other Sources 1,226 - 25,000 TOTAL REVENUES $ - $ 1,248 $ - $ 25,000 - EXPENDITURES Operating Expenditures Materials&Supplies 1,300 1,208 600 1,842 600 Fees& Charges - - - - - Consultant& Contract Services 256,605 297,658 330,000 386,615 327,500 Total Operating Expenditures 257,905 298,865 330,600 388,457 328,100 Internal Service Charges 1,815 1,878 2,061 2,061 909 TOTAL EXPENDITURES $ 259,720 $ 300,743 $ 332,661 $ 390,518 $ 329,009 FY 2014/15 WORKPLAN PRIORITIES Housing Element Update and Annexation — Assist Community Development staff with Council directed workplan that includes consideration of annexing additional properties around Canon Drive and updating the General Plan's Housing Element. Risk Management—Work with staff to identify and implement Best Practices to mitigate risk in City operations and administer claims. City Contracts —Update the City's standard contract templates to incorporate best practices and reduce risk liability. City Codes and Ordinances—Work with staff on the annual code update including modifications to both animal and business regulations. Public Records Access—Work with the City Clerk's office to streamline public access to routinely requested public records. Public Works—Work with Public Works department staff on environmental review and regulatory compliance for major public works projects. 280 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES KEY SERVICES • Provides sound legal advice for the City and represents the City regarding litigation matters • Attends City Council meetings to provide legal guidance • Drafts and/or reviews staff reports,resolutions, and proposed ordinances • Prepares and/or reviews contractual agreements with other agencies • Reviews and makes recommendations on legislative issues • Reviews bid requests,vendor contract documents,and purchase and sale agreements • Provides legal advice on code enforcement matters • Provides legal advice on employment law matters • Makes recommendations on environmental review requirements and preparation of environmental review documents 281 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Review staffreports,resolutions,and proposed ordinances to ensure City is in compliance with legal requirements and applicable laws,and performing in a transparent and ethical manner. a. Number of staff reports and resolutions drafted or reviewed: 22 22 25 25 b. Number of ordinances drafted or reviewed: 7 14 9 10 2. Ensure legal documents protect the City's interests and are in compliance with Federal,State,and City requirements. a. Number of agreements/contracts using standard forms 75 75 75 80 reviewed: b. Number of agreements/contracts using non-standard forms 21 18 20 15 prepared or reviewed: 73. Reduce legal and financial consequences ofpotential litigation against the City. a. Percentage of potential litigation issues resolved prior to court 85% 90% 95% 85% action: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget Irl. Number of City Council meetings or study sessions attended: 23 24 22 24 72. Number of multi-agency agreements prepared: 7 5 4 4 282 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY GRANTS The Community Grants program was established to consolidate the City's grant support to outside agencies into one program, thereby retaining historical funding reference. The City allocates grant funding to local organizations to support the services these groups provide to the Saratoga community, including the Saratoga Chamber of Commerce for business support,the public access television station KSAR 15 for public information broadcasts of council and commission meetings,and the Saratoga Area Senior Coordinating Council(SASCC) for operational support of the Senior Center. The Senior Center provides an assortment of services— such as Blood Pressure Checks, Podiatric Checks, Tax Assistance, Vision Screening, Hearing Tests, Senior Nutrition Programs, Fifty-Five Alive Driving Program, Flu Shots, and other non-cost-recovery services that the senior population finds valuable. In past years,the Community Grant program included funding from both the City and the Federal Community Development Block Grant(CDBG)program's allocation for Human Service grants. In FY 2011/12,Santa Clara County revised the CDBG grant program's funding process to both determine which organization would receive a grant,and to pay the recipients directly. With this change,CDBG Public Service Grants are no longer included in the Community Grants budget. Grant amounts listed reflect City funding provided to service groups and non-profit organizations. The City also contributes in-kind services, such as building space and utilities to the Saratoga Area Senior program,as well as staff support,rental and permit waivers, sheriff services,or street sweeping. BUDGET OVERVIEW As the SASCC program is dependent on City and CDBG grant funding,the City Council continued to award the majority of the General Fund's Public Service grant allocation to SASCC ($22,000) to help support the adult day care program. The remainder of the City's Public Service Grant was split between two non-profit group programs which deliver other types of support to the Saratoga community: West Valley Community Services ($8,000)for food and housing assistance,and;Catholic Charities Ombudsmen($5,000)which acts as advocates for residents in long-term care facilities. The City also provides ongoing annual funding to support the SASCC senior program,the KSAR community access channel,the Saratoga Chamber of Commerce,and United Way's 211 Call Center. The Saratoga Chamber of Commerce grant increased in beginning FY 2013/14 in support of the Chamber providing additional economic development and tourism activities. The KSAR grant award was also increased to more fully support the service the Community television group provides to the City of Saratoga. New grant funding includes a$25,000 grant to the SCC FireSafe Council to provide fuel reduction services for Saratoga residents. This five year program began in FY 2013/14, and is considered a vital service to residents due to the high fire danger resulting from the drought. A grant to Destination Saratoga began in FY 2014/15,to provide funding to promote tourism and encourage economic vitality in the Saratoga Village. The distribution of grant funding for FY 2014/15 and three prior years is illustrated in the Grant Schedule on the following page. 283 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY GRANTS GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Operating Expenditures Materials&Supplies - - - - - Fees& Charges - - - - - Consultant& Contract Service,- Meetings ervice:Meetings&Training - - - - - Community Grants 109,459 103,717 154,129 147,506 172,726 Total Operating Expenditures 109,459 103,717 154,129 147,506 172,726 Internal Service Charges - - - - - TOTAL EXPENDITURES $ 109,459 S 103,717 $ 154,129 $ 147,506 $ 172,726 COMMUNITY GRANTS SCHEDULE 2011/12 2012/13 2013/14 2014/15 Grants Grants Grants Grants Community Services Support SASCC Service Support 21,000 21,000 21,000 21,000 SASCC Supplemental Support 18,000 18,000 18,000 18,540 Adult Daycare Support 1,422 20,000 22,000 22,000 KSAR Community Access Grant 26,000 26,650 33,600 35,000 Chamber of Commerce Annual Support 12,384 9,567 21,790 16,186 SCC FireSafe Council-Fuel Reduction Services - - 25,000 25,000 Destination Saratoga - - - 20,000 Silicon Valley Wildlife Service Support 1,425 - - - Shady Shakespeare Theater Co. 1,375 - - - West Valley Community Services 14,691 3,250 8,000 8,000 Children's Health Insurance Assistance 7,037 - - - United Way 211 Funding 2,000 2,000 2,000 2,000 Catholic Charities Ombudsmen Funding 4,125 3,250 5,000 5,000 Total Community Services Support Grants 109,459 103,717 156,390 172,726 284 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS The City Council established the Community Event Program to build a stronger sense of community. The Community Event program budget consolidates the funding allocated for both the City's sponsored events and event grants provided to various community organizations. While the community events are supported and promoted by the City, it is the external community organizations and volunteers who are primarily responsible for staffing and organizing most of these events. Support funding occurs at many different levels including small events to celebrate days of recognition; such as Memorial Day and the Fourth of July; and Arbor Day to support the City's tree heritage. More festive celebrations include the Blossom Festival to celebrate Saratoga's orchard heritage, the Village's Holiday Tree Lighting Ceremony to celebrate the start of the holiday season; and the Chamber's annual festival to celebrate the historic Saratoga Village. The City also sponsors celebrations in honor of cultures, such as the Bollywood Dance and Sister City events, as well as events for facility openings or groundbreakings to increase awareness of a new or improved community facility, and to publicly thank supporters and contributors. BUDGET OVERVIEW On an annual basis, Council considers requests for funding and in-kind support through a Special Event Grant Process where event organizers speak to the Council at a City Council meeting about their event and request community event grants. The City established a streamlined process for Special Event Permits to improve customer service delivery. For FY 2014/15, Council set aside $21,400 for community events grants. Funds will be used for a variety of expenses associated with the community events, including food, entertainment, park rental fees, the cost of a park attendant, permits and licenses, additional sanitary units, security, signage, or many other event-related expenses. Additional funding is included in the Community Events budget for the City Sponsored events, including a Village street closure event, the Arbor Day Celebration, Wildwood Movie Night, and Facility or Park&Trail grand openings. A complete list of event funding is displayed in the schedule following the program budget. 285 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS ■ GENERAL FUND REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources 645 - - - TOTAL REVENUES $ 645 $ - $ - $ - $ - EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Community Grants&Events 6,744 18,290 26,372 22,219 37,850 Total Operating Expenditures 6,744 18,290 26,372 22,219 37,850 Internal Service Charges - - - - - TOTAL EXPENDITURES $ 6,744 $ 18,290 $ 26,372 $ 22,219 $ 37,8.50 286 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS COMMUNITY EVENT GRANT SCHEDULE 2011/12 2012/13 2013/14 2014/15 Grants Grants Grants Grants Chamber of Commerce Events Annual Village Festival - 4,684 - - Holiday Wine Stroll - 2,173 2,518 3,100 Community Celebrations Neighborhood Block Party Supp - - - - Month of the Child Celebration - - - - Montalvo Celebrations 769 - Mustard Faire/Blossom Festival - 3,924 4,600 4,500 Sister City Events - - 618 3,400 Music FestivaUEvents - 1,896 1,645 - Bollywood - 1,000 1,300 1,200 Food&Wine Events - 835 1,440 - Celebrating Service Events 3,515 - 520 - Saratoga Grammar School Reunion - - 118 - Library Events (various) - 2,000 1,380 2,800 Unallocated Funding - 773 - - Holiday Celebrations Memorial Day Event(Banner) - 750 750 900 Odd Fellows Easter Event 500 - - - Fourth of July Event 1,225 - 1,984 1,900 SASCC Health Fair - - 2,380 3,600 Total Community Event Grants 5,240 18,035 20,022 21,400 Annual Sponsored Events Roadway Events - - - 250 Parks, Trails, Open Space Events 56 - - 250 Facility Events - 17 500 - Village Tree Lighting Event - - 2,000 2,000 Village Street Closure Event - - - 10,000 Outdoor Movie Nights 1,202 238 3,600 3,600 Arbor Day Celebration 246 - 250 250 Total Annual Sponsored Events 1,504 254 6,350 16,350 Total Community Event Funding 6,744 18,290 26,372 37,750 287 CITY OF SARATOGA NON DEPARTMENTAL a s 288 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT / LIABILITY FUND The City is a member of the Association of Bay Area Government (ABAG) insurance pool (PLAN), a self- insurance program established in 1986 which provides general liability, auto, property insurance, and risk management services to thirty(30) cities within the Bay Area. Each member chooses a self-insured retention ranging from$25,000 to$250,000,which is reflected in premium rates. The insurance pool pays claims up to a limit of$5 million. To provide further protection, the association purchases another $15 million of excess insurance coverage, for a total of$20 million per occurrence limit. Coverage provides protection for Bodily Injury,Property Damage,Personal Injury,and Public Officials Errors and Omissions claims,and minimizes the City's exposure to losses as a result of City policy or actions. The City's annual premium allows for a self- coverage retention level of$25,000 per occurrence. The City submits claim information to the ABAG agency, and ABAG staff follows up with other parties and insurance firms,acting as the City's insurance agent and third party administrator. In addition,ABAG provides risk management policy guidelines to effectively identify and analyze risks, implement best practices to minimize risks,trainings,and grant incentives for safety programs. BUDGET OVERVIEW The Risk Management/Liability Fund is an Internal Service Fund program for which the cost of the program is primarily funded with service charge-backs to the departments. Charge-backs in turn, allocate the cost of the program to the departments to more fully recognize operational costs. Other revenues in the Risk Liability Fund programs include ABAG grant reimbursements and claim reimbursements. Program expenditures consist primarily of the Risk Manager's staff time, insurance premiums, ABAG grant expenses,and$25,000 for the city-paid portion of non-reimbursable claim expenses. If substantial claim losses should occur, a budget adjustment would be brought to Council. A pass-through liability program solely for reimbursable claim expenses is included in a separate pass-through program in this fund. As a cost saving measure,ABAG PLAN reduced the amount of grants available, and has required a 50%match for some risk management expenses. Grants expenses will fall under the$2,500 Training Grant and the reduced $6,693 Program Grant. Training Grant funds will be used for Risk Manager (Public Administration Risk Management Association [PARMA], the Public Risk Management Association [PRIMA] conferences, and Playground Safety(MPSI)training. Program Grant funds will be split between small safety improvements and hazard mitigation. Premiums increased by 8% in FY 2013/14, and are expected to increase somewhere between 5 and 15%in FY 2014/15. This is based in part to an increase in property values as determined by a City-owned property appraisal completed in March 2013, and in part due to general liability and service cost increases—with the expectation that the increases will be mitigated by the City's reduction in liability risks over the last few years, as testified through the ABAG scorecard and claims history. As premium information is not available until after the budget is prepared, estimates reflect a more conservative,higher amount. 289 CITY OF SARATOGA NON DEPARTMENTAL M RISK MANAGEMENT/LIABILITY SUMMARY OF REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 134,905 134,757 230,059 230,059 297,825 Total Beginning Fund Balance $ 134,905 $ 134,757 $ 230,059 $ 230,059 $ 297,825 Revenues Intergovernmental Revenues 34,318 26,562 14,560 9,907 14,560 Fees,Licenses and Permits - - - 128 - Other Sources 18,137 1,837 50,000 4,774 50,000 Internal Service Charges 300,000 375,000 375,000 375,000 375,000 Total Revenues $ 352,455 $ 403,399 $ 439,560 $ 389,809 $ 439,560 TOTAL SOURCE OF FUNDS $ 487,360 $ 538,156 $ 669,619 $ 619,868 $ 737,385 USE OF FUNDS Expenditures Salaries and Benefits 43,634 58,864 72,037 61,513 74,305 Operating Expenditures Materials&Supplies 30,158 26,540 14,560 9,907 14,560 Fees& Charges 24,710 8,192 75,200 534 87,750 Consultant& Contract Services 2,221 - - - - Meetings& Training - - - - - Insurance Premiums 251,581 214,130 251,000 249,780 286,000 Internal Service Charges 298 371 309 309 502 Total Expenditures $ 352,603 $ 308,096 $ 413,106 $ 322,043 $ 463,117 Ending Fund Balance Unassigned 134,757 230,059 256,513 297,825 274,268 Total Ending FundBalance $ 134,757 $ 230,059 $ 256,513 $ 297,825 $ 274,268 TOTAL USE OF FUNDS $ 487,360 $ 538,156 $ 669,619 $ 619,868 $ 737,385 290 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY FY 2014/15 WORKLOAD PRIORITIES Risk Management: Employ the Risk Management Committee to identify and mitigate hazards throughout City to reduce loss exposures. Conduct quarterly Safety Meetings to identify safety issues and increase safety awareness. ABAG Grant Management: Utilize ABAG program grant to attend public agency risk management training and implement best practice safety standards to improve citywide safety. KEY SERVICES • Facilitate implementation of risk management best practices to increase public and staff's safety, and reduce the City's liabilities • Facilitate claim processing and reimbursements for the City,in coordination with the staff,the City Manager,and the City Attorney RIS K MANAGEMENT S TAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.25 0.30 0.30 Human Resources Manager - - - - Human Resources Technician - - - - TOTAL FTE's 0.20 0.25 0.30 0.30 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded HR Technician - - - - TOTAL ANNUAL HOURS - - - - 291 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide timely,comprehensive Risk Management services to the City to reduce liability and claims costs. a. Contracts reviewed for compliance with Liability Insurance 100% 100% 100% 100% requirements within 48 hours of receipt: b. Number of Liability Claims processed within 48 hours of 100% 100% 100% 100% receipt: c. Quarterly City-owned facility inspections conducted: 100% 100% 100% 100% 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1 Number of ABAGrisk management annual goals established and 6 6 9 10 maintained: 2 Number of monthly inspections and reporting--streets,sidewalks, 12 12 12 12 urban forest,parks,buildings,and equipment: 3 Number of Liability Claims received: 15 8 6 5 292 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION FUND The City's Workers Compensation Program provides insurance benefit coverage for employee work-related illnesses and/or injuries. The City has been a member of the Association of Bay Area Government's (ABAG) Shared Risk Pool (SHARP) since January 1, 1989. SHARP is a self-funded public agency insurance pool providing workers compensation coverage for six public entities that are too small to self-insure independently (Cities of Saratoga and American Canyon,ABAG,and the Towns of Ross,Los Altos Hills,and Portola Valley). SHARP is liable for City of Saratoga claims up to a per occurrence self-insurance retention(SIR)of$250,000. SHARP members jointly purchase excess insurance to cover claims exceeding the SIR through the Local Agency Workers' Compensation Excess(LAWCX)Joint Powers Authority. The Human Resources Division manages the workers compensation processes according to the California State Department of Industrial Relations(DIR)regulations,serves as the liaison between the City and SHARP's third party administrator(TPA)York Insurance Services Group,monitors the TPA's performance,periodically meets with the TPA to provide guidance and direction on behalf of the City, and works with the injured worker in developing a return to work plan to hold down the workers' compensation costs. There are three major categories of workers compensation claims: 1)Medical only claims are claims that involve little or no time lost from work(3 days or less)and no disability payments;2)Indemnity claims,which tend to be more serious injuries, and thus provide payments for lost wages for three or more days lost from work until full recovery after an injury;and 3)Indemnity claims which involve permanent disabilities. Permanent disability benefits(either permanent total disability or permanent partial disability)are paid to workers who never recover their full functions after an injury. The TPA investigates, accepts,or denies claims. If the TPA accepts medical only claims,the City pays for any lost time (3 days or less). If the TPA accepts indemnity claims, the TPA uses the California Labor Code to decide the type of disability,the percentage of disability,the payment amount, and the period of payment. The TPA issued payments are funded through SHARP. BUDGET OVERVIEW The annual revenue appropriation for this fund is limited to service charge-backs to departments based on department experience factors,and ABAG grants to promote worker health and safety. In FY 2014/15,a$10,000 Wellness and Safety Grant from ABAG will be used for wellness promotion and training,and for safety training specifically related to the Illness and Injury Prevention Program (IIPP) such as the development of safety standards and compliance audit programs. Program costs covered in the internal service rates include program staff time, insurance premiums, and the expenditure side of the wellness and safety grants. Approximately$28,800 of staff time is budgeted to account for.10 FTE of the Human Resource Manager position and.10 FTE of the Human Resources Technician position. Staff time is required to manage various program functions, including workers compensation, safety,wellness, ergonomics, and contracts. The reimbursable ABAG SHARP Wellness and Safety Grant expenditures are budgeted for$10,000,and$600 is available for ergonomic evaluations as required during the year. As premium information is not available until after the proposed budget is prepared, expense amount reflects a conservative estimate that is updated with the final budget. 293 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION SUNIMARY OF REVENUES AND EXPENDITURES 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning FundBalance Unassigned 224,103 231,966 293,719 293,719 281,642 Total Beginning FundBalance $ 224,103 $ 231,966 $ 293,719 $ 293,719 $ 281,642 Revenues Intergovernmental Revenues 4,287 4,453 25,000 17,433 10,000 Other Sources - - - - - Internal Service Charges 215,000 240,000 200,000 200,000 200,000 Total Revenues $ 219,287 $ 244,453 $ 225,000 $ 217,433 $ 210,000 TOTAL SOURCE OF FUNDS $ 443,390 $ 476,419 $ 518,719 $ 511,152 $ 491,642 USE OF FUNDS Expenditures Salaries and Benefits 10,395 20,437 30,082 25,753 28,824 Operating Expenditures Materials&Supplies 4,699 7,865 25,000 14,381 10,000 Fees& Charges 3 78 - 78 80 Consultant& Contract Service: 619 620 600 343 600 Meetings& Training - - - - - Insurance Premiums 195,587 153,620 200,000 188,889 220,000 Operating Expenditures 200,908 162,184 225,600 203,691 230,680 Internal Service Charges 122 79 66 66 84 Total Expenditures $ 211,425 $ 182,700 $ 255,748 $ 229,510 $ 259,588 Ending FundBalance Unassigned 231,966 293,719 262,971 281,642 232,054 Total Ending Fund Balance $ 231,966 $ 293,719 $ 262,971 $ 281,642 $ 232,054 TOTAL USE OF FUNDS $ 443,390 $ 476,419 $ 518,719 $ 511,152 $ 491,642 294 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION FY 2014/15 WORKLOAD PRIORITIES Wellness Program Initiative-Continue Wellness Program Initiative (funded by ABAG Grant)to successfully minimize the exposure to incidents which may cause loss to the City or injury to its employees. The Wellness Program Initiative provides benefits to employees to increase productivity,reduce absenteeism,result in health care costs reductions, and improve morale. Return to Work, Modified Duty Program — To the extent possible and as needed, HR, department directors, managers,and line supervisors will proactively identify light duty assignments for injured employees,to ensure the proposed work is compatible with restrictions that are expected to be imposed by an injured employee's physician. Injury and Illness Prevention Program (IIPP)—Coordinate training in support of the IIPP. WORKERS COMPENSATION STAFF Full Time Equivalents(FTE) 2011/12 2012/13 2013/14 2014/15 City Staff Funded Funded Funded Funded Recreation&Facilities Director - - - - Human Resources Manager 0.05 0.10 0.10 0.10 Human Resources Technician - - 0.10 0.10 TOTAL FTE's 0.05 0.10 0.20 0.20 2011/12 2012/13 2013/14 2014/15 Temporary Staff Funded Funded Funded Funded HR Technician 200 - - TOTAL ANNUAL HOURS 200 - - - 295 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION KEY SERVICES • Minimize the City's exposure to losses through employee work safety, wellness, and ergonomic training programs • Manage the workers compensation processes according to the California State Department of Industrial Relations(DIR)regulations • Serve on Association of Bay Area Government's (ABAG) Shared Risk Pool (SHARP) Board and provide oversight of third party administrator(TPA) • Review injury and illness trends • Mandatory reporting of injury and illness records(OSHA log 300)and recordkeeping • Review injury and illness trends • Communicate workplace safety and health practices and ensure workplace incidences(injuries,exposures,or illnesses)are reported, investigated,and that corrective actions are taken promptly 2011/12 2012/13 2013/14 2014/15 Performance Objectives and Measures Actuals Actuals Estimated Budget 1. Provide effective,efficient,and timely claims administration, working closely with supervisors,injured workers and workers compensation insurance carrier. a. Managing workers compensation claims process and reporting 100% 100% 100% 100% requirements to ensure compliance with current workers compensation laws and City policies and procedures: b. Regularly inspect injury claim files to insure they are up to 100% 100% 100% 100% date,including all applicable information is in the file: c. Keep procedures up to date and ensure employees have been 100% 100% 100% 100% trained and are well-versed in the claims process: 2011/12 2012/13 2013/14 2014/15 Activity and Workload Highlights Actuals Actuals Estimated Budget 1. New claims(based on date of claim): 3 2 1 0 2. Closed claims (based on date closed): 6 2 0 0 3. Number of open clairns to date(since FY 1998/99): 249 251 251 251 4. Number of closed claims to date(since FY 1998/99): 246 248 248 248 5. Lost time in full workdays: 0 14 0 0 296 CITY OF SARATOGA NON DEPARTMENTAL GENERAL OBLIGATION BOND DEBT SERVICE FUND More than two-thirds of the electors of the City voting at a general municipal election held on March 7, 2000 approved the issuance of$15 million dollars of General Obligation Bonds to improve,renovate,and expand the Saratoga Community Library. The Series 2001 General Obligation Bonds were subsequently issued by the City of Saratoga pursuant to Chapter 4 of Division 4 of Title 4 of the California Government Code, and a resolution of the Saratoga City Council authorizing the issuance of the Bonds. Bonds constitute general obligations of the City, and the vote to approve the bond authorized the establishment of a property tax levy to fund debt service payments. The property tax levy is added to Saratoga property owner's annual property tax bill,collected by the County Assessor,and subsequently remitted to the City. The 2001 GO Bond's principal and interest on the bonds was established to be payable on February 1 and August 1 of each year,commencing February 1,2002,and ending August 1,2031. However,with interest rates falling to historic lows in the fall of 2010,Council requested the 2001 GO Bonds be refunded. The refunding was completed with the refunding effective date held until the ten year anniversary date,August 1, 2011 to eliminate the premium penalty. As with the 2001 GO Bonds,principal and interest for the new 2011 GO Bonds are payable on February 1 and August 1 of each year, commencing February 1, 2012 and ending August 1, 2031. The refunding will save Saratoga taxpayers approximately$2.7 million over twenty years. The Bank of New York Western Trust Company acts as Saratoga's fiscal agent to administer the debt servicing of the bonds. To ensure compliance with IRS Code and US Treasury Obligations,NBS Government Services provides services related to arbitrage rebate calculations and consulting services. NBS will also assist in compliance with the annual disclosure regulations of the SEC continuing disclosure Rule 15c.2-12. BUDGET OVERVIEW The Debt Service Fund budget appropriations are restricted to revenues and expenditures solely related to the servicing of the General Obligation Bond. The City does not assume an administrative fee, or assign staff for the management of the bond's debt service. The FY 2014/15 revenue budget reflects total levy assessments at less than the annual scheduled debt service. This underfunding is designed to reduce the fund balance reserve over time, to approximately $700,000; representing the cash needed for the August principal and interest bond payment. The levy rate is set to allow a slow, steady reduction through a stable levy rate. With property values increasing, rates were lowered in FY 2013/14, and then lowered again for FY 2014/15 to accomplish this goal. Budgeted expenditures reflect principal and interest payments, fees for continuing disclosure services, and financial advisor fees for the refunding. 297 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY GO BOND DEBT SERVICE SOURCE&USE OFFUNDS 2011/12 2012/13 2013/14 2013/14 2014/15 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 850,656 862,414 885,756 885,756 897,785 Total Beginning FundBalance $ 850,656 $ 862,414 $ 885,756 $ 885,756 $ 897,785 Revenues Taxes 930,474 890,401 860,000 900,018 850,000 Interest 2,104 1,852 1,500 1,521 1,300 Other Sources 12,454,738 - - - - Total Revenues $13,387,316 $ 892,253 $ 861,500 $ 901,539 $ 851,300 TOTAL SOURCE OF FUNDS $14,237,972 $ 1,754,666 $1,747,256 $ 1,787,295 $1,749,085 USE OF FUNDS Expenditures Operating Expenditures - - - - - Debt Service 13,375,558 868,910 889,860 889,510 889,985 Total Expenditures $13,375,558 $ 868,910 $ 889,860 $ 889,510 $ 889,985 Operating Transfers Transfer Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 862,414 885,756 857,396 897,785 859,100 Total Ending Fund Balance $ 862,414 $ 885,756 $ 857,396 $ 897,785 $ 859,100 TOTALUSEOFFUNDS $14,237,972 $ 1,754,666 $1,747,256 $ 1,787,295 $1,749,085 298 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY GO BOND DEBT SERVICE LIBRARY GO BOND DEBT SERVICE City of Saratoga 2011 Series General Obligation Bonds Debt Schedule August August February Fiscal Year Bond Fiscal Interest Annual Interest Interest Annual Debt Principal Year Rate Principal Payment Payment Interest Service Balance @ YE Bond Refunding Date-August 1,2011 - - 11,995,000 2011/12 2.000% - - 228,211 228,211 228,211 11,995,000 2012/13 2.000% 455,000 208,518 203,968 412,485 867,485 11,540,000 2013/14 2.000% 485,000 203,968 199,118 403,085 888,085 11,055,000 2014/15 2.000% 495,000 199,118 194,168 393,285 888,285 10,560,000 2015/16 2.000% 500,000 194,168 189,168 383,335 883,335 10,060,000 2016/17 3.000% 475,000 189,168 182,043 371,210 846,210 9,585,000 2017/18 3.000% 485,000 182,043 174,768 356,810 841,810 9,100,000 2018/19 4.000% 500,000 174,768 164,768 339,535 839,535 8,600,000 2019/20 4.000% 525,000 164,768 154,268 319,035 844,035 8,075,000 2020/21 4.000% 545,000 154,268 143,368 297,635 842,635 7,530,000 2021/22 3.000% 565,000 143,368 134,893 278,260 843,260 6,965,000 2022/23 4.000% 580,000 134,893 123,293 258,185 838,185 6,385,000 2023/24 4.000% 610,000 123,293 111,093 234,385 844,385 5,775,000 2024/25 4.000% 630,000 111,093 98,493 209,585 839,585 5,145,000 2025/26 3.500% 655,000 98,493 87,030 185,523 840,523 4,490,000 2026/27 3.500% 685,000 87,030 75,043 162,073 847,073 3,805,000 2027/28 3.700% 705,000 75,043 62,000 137,043 842,043 3,100,000 2028/29 4.000% 730,000 62,000 47,400 109,400 839,400 2,370,000 2029/30 4.000% 760,000 47,400 32,200 79,600 839,600 1,610,000 2030/31 4.000% 790,000 32,200 16,400 48,600 838,600 820,000 2031/32 4.000% 820,000 16,400 - 16,400 836,400 - TOTAIS 11,995,000 2,601,993 2,621,686 5,223,678 17,218,678 Total Bond Principal 11,995,000 Total Bond Interest 5,223,678 Total Cost of Bond 17,218,678 299 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY GO BOND DEBT SERVICE LEGAL DEBT MARGIN The California Government Code Section 43605 states: A city shall not incur an indebtedness for public improvements which exceeds in the aggregate 15 percent of the assessed value of all real and personal property of the city. Within the meaning of this section, "indebtedness"means bonded indebtedness of the city payable from the proceeds of taxes levied upon taxable property in the city. This schedule calculates the City of Saratoga's legal debt margin by determining the 15% debt limit and comparing this limit to the City's outstanding debt at the end of the fiscal year so as to determine the difference between the two. Only certain types of debt are subject to the legal debt limit, most prominently General Obligation Bond debt. Therefore while this schedule recognizes all types of long-term debt, the total debt is reduced by that debt not subject to the legal debt limit, as well as amounts held in sinking funds for debt repayment. The City's debt structure is comprised of one General Obligation Bond. LEGAL DEBT MARGIN COMPUTATION FY2014/15 Assessed Secured Property Valuation for FY2013/14 $ 11,512,016,116 Debt Limitation(15%of assessed value) 15% Bonded Debt Limit $ 1,726,802,417 Outstanding Bonded Debt at 6/30/12 2011 Series General Obligation Bond 11,065,000 TOTAL Outstanding Debt $ 11,065,000 LESS Debt not subject to limit: Special Assessment Bonds - Special Revenue Bonds - Certificate of Participation Debt - Amounts held in Sinking Funds - TOTAL Debt not subject to limit: $ - Amount of Debt Subject to Limit $ 11,065,000 LEGAL DEBT MARGIN $ 1,715,737,417 300 CAPITAL IMPROVEMENT PLAN BUDGETS 301 302 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN CIP OVERVIEW The City of Saratoga's FY 2014/15 — 2018/19 Capital Improvement Plan (CIP) represents an ongoing process through which the City identifies, prioritizes, and develops a multi-year plan for major capital expenditures and their associated funding sources, to improve and maintain the City of Saratoga's roadways,parks, facilities, and other infrastructure. Generally CIP improvements are major expenditures that have a multi-year life, and result in becoming City assets. As a city is comprised of diverse infrastructure,the CIP is structured under four separate program areas in which projects are categorized by infrastructure type. This includes: Streets Program; Parks & Trails Program; Facilities Program; and an Administrative & Technology Improvement Program. The discrete program areas allow for further sub-classifications of projects the City is undertaking, and the tracking of resources expended for these purposes. The four programs are structured as follows: • Streets Program—includes projects which develop and maintain the City's roadway system to provide safe and efficient traffic flows while minimizing traffic movement and noise through residential neighborhoods; street lighting for traffic safety at intersections and throughout public streets; infrastructure development and maintenance of street surfaces, storm drain systems, curbs, gutters and sidewalks; bridges and retaining walls; and roadway landscaping to maintain the quality streetscapes of the Saratoga community. Gas Tax revenues, including the reclassified Prop 142/TCR allocations and Refuse Impact Fees are dedicated funding sources for the Streets Program,with total revenues in excess of$1 million per year. Funding for projects may also come from prior year General Fund savings, from development projects requiring mitigation of impacts, from partnerships with other jurisdictions, or from federal, state, and local grants as either part of statewide initiatives or through grant applications based on specific City proj ects. • Parks & Trails Program - includes projects to develop and improve parks and sport fields, park structures, trails, the city plaza park, and various citywide tree planting and maintenance. Dedicated funding for the Parks Program includes a Park Development Fee collected when a development project subdivides property, and from Tree Fines collected from un-permitted tree removals. Funding may also come from prior year General Fund savings,from grants and park bond funds,and from donations. Park projects may, on occasion, include community volunteer services for minor construction and clean-up projects. • Facility Program - includes projects for purchasing, constructing or making capital repairs to City buildings, structures, and equipment. City buildings include the Civic Center and Chamber/Theater Building, the Senior/Community Center and auxiliary structures,the Corporation Yard and structures, the North Campus, the Historical Buildings including the Saratoga Museum, the McWilliams House, and the Book-Go-Round. Funding is not specifically designated for this capital program; allocations generally come from General Fund prior year savings or grant funds applied to qualified improvements, such as Community Development Block Grant funds for ADA improvements. 303 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN • Administrative& Technology Improvements Program —includes projects which provide operational efficiencies and improvements in the administration of City services. Administrative & Technology Improvement Projects typically include major expenditures for new systems or system upgrades, new technology equipment or services, and one-time and/or multi-year administrative projects such as converting a decades-long accumulation of microfiches, building plans, and legal documents; the development of business and community incentives;the implementation of risk management programs; and for non-recurring operational improvement projects. Revenues for administrative projects may come from the City's Internal Service Replacement Funds, from grants, or from prior year General Fund savings. CAPITAL PROGRAM GUIDELINES The standard definition of a Capital Improvement Plan (CIP) project is for construction, acquisition, rehabilitation, or non-routine maintenance work that generally costs $25,000 or more with a minimum useful life of 5 years at a fixed location. The City also includes projects under $25,000 in the CIP if they qualify as staged or ongoing improvement projects, or if they are significant multi-year projects. Additionally, non-infrastructure projects may be included in the CIP under the Administrative & Technology programs if they are one-time, operational efficiency, technology, or multi-faceted administrative projects. The CIP endeavours to identify all funded capital improvements planned for completion within the next five years,with cost estimates based on current year dollars. Project estimates are updated each year based upon current design specifications and bid prices. Equipment, operating, and maintenance costs incurred as an outcome of CIP projects are to be identified and included in the operating budget. Under direction from the City Manager,the Public Works Department takes the lead in the preparation of most street and park projects for consideration in the current Capital Improvement Plan,and the Recreation and Facilities Department takes the lead in most Facility Program projects. Capital Administrative & Technology projects typically are recommended by the City Manager, Administrative Services, or Community Development departments as they represent non-infrastructure projects. The CIP Procedure Process Policy guides proposed projects through a proposal preparation and review process, including a review by the Planning Commission to ensure projects are consistent with the City's General Plan prior to Council's final budget review. The entire Capital Budget is presented to the City Council for final review at the Budget Hearing in May,with budget approval scheduled in June. This summary overview of the GIP budget reflects the City's capital projects plan and estimated project status as of the year end. The CIP schedules reflect estimated unexpended fund balance at the beginning of the fiscal year, the estimated funding to be received during the fiscal year (by category), and the full appropriation of all available funds to allow for either completion of projects or large encumbrances for multi-year projects . The Capital Improvement Plan also includes a number of unfunded capital projects which were brought to the Planning Commission and approved for conformance with General Plan guidelines. These planned projects will be brought to Council for budget approval at a later time,when resources becomes available. The following pages contain summary schedules and graphs illustrating the program budgets by project category and by fund for the four CIP Programs, and a list of unfunded projects. 304 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Park&Trail Program 13.9% Streets Facility Program Program 76.8% 6.3% Admin& Tech Program 3.O% CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Adopted Category FY2014/15 % Streets Street Repair&Resurfacing $ 1,253,850 9.0% Roadway Safety Projects 6,605,343 47.3% Street Landscaping&Beautification 45,036 0.3% Sidewalk,Curbs &Storm Drains 1,855,660 13.3% Bridge&Retaining Walls 873,575 6.3% Utility Undergrounding Projects 98,744 0.7% Total Streets 10,732,208 76.8% Parks &Trails Citywide Projects 154,787 1.1% Park Projects 1,109,575 7.9% Trail Projects 683,093 4.9% Total Parks &Trails 1,947,456 13.9% Facility hnprovements Citywide Projects 275,301 2.0% Civic Center Improvements 456,061 3.3% Saratoga Prospect Center Improvements 130,000 0.9% Village Historical Building Improvements 3,703 0.0% Library Building Improvements 10,970 0.1% Total Facility Improvements 876,036 6.3% Administrative&Technology hnprovements Information Technology Projects 112,207 0.8% Comnninity Enhancement Programs 50,000 0.4% Development Programs 125,421 0.9% Administrative Enhancement Programs 129,192 0.9% Total Administrative&Technology Improvements 416,819 3.0% TOTAL CIP BUDGET BY PROJECT CATEGORY $ 13,972,519 100% 305 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Streets Gas Parks&Trail Tree Fund Tax Fund Facility CIP 12.6% 13.9% Fund 5.8% Facility Grant Fund 0.5% Admin CIP Fund, Streets Grant 2.5% Fund Streets CIP 52.4% Fund 11.,9% CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Adopted Category FY2014/15 % Streets 411 Streets CIP Fund 1,659,203 11.9% 431 Streets Gant Fund 7,316,487 52.4% 481 Streets Cas Tax Fund 1,756,517 12.6% Total Streets 10,732,208 76.8% Park&Trails 412 Parks &Trails CIP Fund - 0.00/0 421 Parks &Trails Tree Fund 1,947,456 13.9% 432 Parks &Trails Gant Fund - 0.00/0 Total Park&Trails 1,947,456 13.9% Facility Improvements 413 Facility CIP Fund 805,936 5.8% 433 Facility Gant Fund 70,100 0.5% Total Facilitylmprovements 876,036 6.3% Administrative&Technology Improvements 414 Admin&Tech CIP Fund 416,819 3.0% 434 Admin&Tech Gant Fund - 0.00/0 Total Administrative&Technololgy 416,819 3.0% TOTAL CIP BUDGET BY FUND 13,972,518 100% 306 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN UNFUNDED PROJECTS CIP UNFUNDED LIST FY 2014/15 Project -7Project Project Title Descriptions Cost STREET IMPROVEMENT PROJECTS I Quito Road Sidewalk Improvements The project would fund sidewalk improvements on Quito Road between 150,000 Highway 85 and Allendale Avenue. 2 Big Basin Way Turn Around Design&Construction of a turn around at the end of the Village to improve 500,000 circulation through the Village. The budget increased due to the expected cost of a Caltrans report and approval process. 3 El Quito Curb&Gutter Ongoing project for the repair and replacement of curbs and gutters in the El 150,000 Quito neighborhood. TOTAL STREETS UNFUNDED PROJECTS $ 800,000 PARK&TRAIL IMPROVEMENT PROJECTS 4 Saratoga Creek Trail Construction of pedestrian trail along Saratoga Creek behind Village businesses. 250,000 The trail would start at SS Rd and continue to Wildwood Park. A potential grant would fund construction. Design of the trail is currently in process and funded by a SCVWD grant and City match. 5 Village to Hakone Trail Design and contraction of a trail along Big Basin Way from Village to Hakone 120,000 Gardens. 6 Congress Springs Park North Side Construct a trail connecting residential neighborhood around Cox Avenue east 100,000 Entrance of Highway 85 to northside of Congress Springs Park. 7 Via Regina Trail Construct a Pedestrian-Equestrian trail that would connect Via Regina and Villa 60,000 Oaks Lane. 8 Norton/Villa Montalvo Emergency Route Construct an emergency access road connecting the parking lot of Montalvo 1,000,000 Arts Center and Norton Road. 9 Joe's Trail at Saratoga de Anza Develop a trail from Saratoga-Sunnyvale to Arroyo de Arguello,includes costs 600,000 for design,environmental,acquiring easements and construction. TOTAL PARKS AND TRAILS UNFUNDED PROJECTS $2,130,000 FACILITY IMPROVEMENT PROJECTS 10 Theater Improvements Theater improvements include:design and construction of: ticket/concession 1,000,000 area in lobby; backstage dressing room;restroom annex;relocation of control booths;and replacement of boiler and plumbing. 11 Solar Panels at City Hall Install Solar Panels on City Hall Admin Bldg to provide increased efficiency and 120,000 energy savings.Quarterly preventative maintenance will be included as part of regular staff duties.Pay back on this installation will be possibly 20 years. 12 Windows at Public Works Install double pane windows in the west facing windows in Public Works 40,000 offices.This project will improve temperature efficiencies,reduce sound,and increase energy savings. Current windows are recycled single pane windows which were installed when the building was originally built,and are no longer operable. 13Renovate Existing Stage at Community This project would provide ADA accessibility and improve storage and safety at 70,000 Center the Community Center Multi-Purpose Room Stage.There are no ongoing costs for this project.Rotary may provide$1Ok grant. 14 Community Development Lobby Remodel A lobby redesign to allow customers to remain at a single location while 100,000 appropriate staff members respond to the customer's location during the planning and building customer process,resulting in improved efficiencies and customer service. 15 Corporation Yard Gate Replace existing front gate with security gate system and access controls for 60,000 the gate and doors at the Corporation Yard.Improvements would increase the security and accountability of the Corporation Yard. TOTAL FACILITY UNFUNDED PROJECTS $1,390,000 TOTALS $4,320,000 307 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN 308 STREET IMPROVEMENT PROGRAM 309 310 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREETS PROGRAM PROGRAM DIRECTORY STREET PROGRAM SUMMARY PAGE Program Summary 313 Project List Summary 314 Project Funding Summary 315 STREET REPAIR AND RESURFACING PROJECTS 9111-001 Annual Street Resurfacing&Maintenance 318 9113-001 Residential Street Reconstruction 322 ROADWAY SAFETY PROJECTS 9121-001 Roadway Safety&Traffic Calming 326 9121-003 ADA Signal Lights&Curb Cut-outs 328 9122-001 Highway 9 Safety Improvements—Phase II 330 9122-004 Highway 9 Safety Improvements—Phase III 332 9122-005 Highway 9 Safety Improvements—Phase IV 336 9122-006 Prospect/Saratoga OBAG Improvements 338 9122-007 Citywide Signal Upgrades Project-Phase H 340 9122-008 Big Basin Way Turnaround 342 STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS 9138-001 Village LED Streetlights 346 SIDEWALK,CURBS&STORM DRAIN PROJECTS 9141-001 Annual Sidewalk Repairs 350 9141-002 Annual Storm Drain Upgrades 352 9142-004 Village Sidewalk&Pedestrian Enhancements 354 9142-005 Saratoga Avenue Sidewalk 356 9142-010 Village Sidewalk,Curb&Gutter Improvements Phase H—Design 358 9142-011 Village Sidewalk Curb&Gutter Improvements Phase H—Construction 360 9142-012 Arroyo de Arguello Outfall Repair 362 9142-013 Quito Road Storm Drain Project 364 9142-014 OBAG Big Basin Way Sidewalk,Curb&Gutter Repair 366 9142-015 El Camino Grande Storm Drain Repair 368 9142-016 Saratoga Hills Storm Drain Improvements 370 9142-017 Long Term Trash Plan Storm Drain Capture Devices 372 9142-018 Wildcat Creek Outfall Repairs 374 311 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE AND RETAINING WALLS 9152-001 Fourth Street Bridge 378 9152-002 Quito Road Bridge Replacement 380 STREET UNDERGROUNDING PROJECTS 9171-001 Rule 20 Electric Undergrounding Conversion Projects 384 9171-002 Quito Road Electric Undergrounding Project 386 312 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET PROGRAM SUMMARY The Capital Improvement Plan's Streets Program provides for a safe and functional roadway and pedestrian street system. Projects within the Street Program are classified by their primary scope of work into six project categories: • Street Resurfacing,Repair&Maintenance Projects • Roadway Safety Improvements • Street Landscape&Beautification Improvements • Sidewalks,Curbs& Storm Drain Improvements • Bridge&Hillside Support Projects • Utility Undergrounding Projects Street Resurfacing, Repair& Maintenance Projects—consist of projects that primarily repave and improve roadway surfaces. Projects include resurfacing for neighborhood, collector, and arterial streets on a priority basis. Funding is added to the ongoing street resurfacing project each year as available. Individual Street Repair&Resurfacing projects may be established when grants are provided for specifically identified sections of roadway. Roadway Safety Improvements — consists of projects that improve roadway safety factors. Roadway safety improvement projects include small site-specific improvement items that include signs, striping, and curbs as directed by the Traffic Safety Commission; ADA projects for accessibility enhancements, such as curb ramps and audible signals; refuge lanes for traffic merging; railroad crossing improvements; radar feedback signs; and larger safety projects, such as the bicycle and pedestrian safety improvements made to Highway 9. Street Landscape & Beautification Improvements— consist of projects that improve the visual component of streets. This includes median landscape improvements, city entrance signs, tree lighting, sidewalk furniture, and accessories such as trash receptacles and news rack stands. Sidewalk, Curbs, Gutters & Storm Drains — consist of sidewalk improvement and repair projects; curb, gutter, and storm drain improvements; and pedestrian safety improvement projects. These projects are both general and specific, depending on funding sources. Bridge & Hillside Support Projects—consist of projects that repair, replace, or rehabilitate deficient bridge structures or provide support for hillside roadways. Bridge structures fall under the guidance of federal and state regulations, and are often funded by these regulatory agencies, such as Caltrans or the Federal Highway Bridge Replacement and Rehabilitation Program (HBBR). Hillside Support projects are generally funded through transfers from the General Fund. Utility Undergrounding Projects — consist of projects that move aboveground utilities underground, such as electric, cable, and telephone lines. Funding for these projects varies, but a significant funding source is Pacific Gas, & Electric's Rule 20A Program. The following pages include a list of the Street Program's capital projects, summary funding by account classification, and individual project pages for each of the funded projects in this capital program. 313 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM PROJECT LIST SUMMARY Py FY Total Expended 2013/14 Expended Budgetedfor Fiscal Year Project STREETS PROJECTEXPFNDITURESUMMARY To Date Estimated To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expenditure Street Repair&Resurfacing Projects 9111-001 Annual Street Resurfacing 6,769,663 864,265 7,633,928 953,850 1,015,000 1,015,000 1,015,000 1,015,000 12,647,777 9112-004 Prop 1B Grant Funded Resurfacing - 466,818 466,818 Closed - - - - 466,818 9113-001 Residential Street Construction - - - 300,000 - - - - 300,000 Roadway Safety Improwments 9121-001 Roadway Safety&Traffic Calming 358,696 81,904 440,600 50,755 50,000 50,000 50,000 50,000 691,355 9121-003 CDBG-ADA Signal Lights - 71,337 - - - - 71,337 9122-001 Highway 9 Safety Improvements-Phase It 1,278,945 196,892 1,475,837 157,912 1,633,749 9122-004 Highway 9 Safety Improvements-Phase lII 525,297 - 525,297 24,514 525,297 9122-005 Highway 9 Safety Improvements-Phase IV - 1,000,000 1,000,000 9122-006 Prospect/Saratoga OBAGImprovements 4,750,825 4,750,825 9122-007 Citywide Signal Upgrade Project Phase II 500,000 500,000 9122-008 Big Basin Way Turn Around 50,000 50,000 Street Landscape&Beautification Projects 9133-001 Fruitvale Avenue Median 125,954 17,940 143,894 Closed 143,894 9138-001 Village LED Streetlights 404,227 - 404,227 45,036 449,263 Sidewalks,Curbs&Gutters 9141-001 Annual Sidewalk Repairs 351,351 41,898 393,250 89,437 50,000 50,000 50,000 50,000 682,686 9141-002 Annual Storm Drain Repairs 273,512 39,101 312,613 60,899 50,000 50,000 50,000 50,000 573,512 9142-001 E1 Quito Curb&Gutter 194,983 37,552 232,535 Closed - - - - 232,535 9142-004 Village S/W&Pedestrian Enhancemts 1,009,036 119,698 1,128,735 114,875 1,243,610 9142-005 Saratoga Avenue Sidewalk 105,908 7,663 113,571 34,150 147,721 9142-010 Village SW/C/G-Phase IIDesign 186,427 - 186,427 13,363 113,571 9142-011 Village SW/C/G Phase II Construction 37,153 62,502 99,655 1,018,946 1,118,601 9142-012 Arroyo de Arguello Outfall Repair - - - 70,000 70,000 9142-013 Quito Road/Pasco Olives Storm Drain 40,000 40,000 9142-014 OBAG SCG Sidewalk Repair 183,990 183,990 9142-015 El Camino Grande Storm Drain Pump 150,000 150,000 9142-016 Saratoga Hills Storm Drain Improvements 10,000 10,000 9142-017 Long Term Trash Plan Capture Devices 30,000 30,000 9142-018 Wildcat Creek Outfall Repair 40,000 40,000 Bridges&Retaining Walls 9152-001 4th Street Bridge - 585,922 585,922 9152-002 Quito Road Bridges 586,800 140,935 727,736 287,653 1,015,389 9154-002 Parking District#3 Storm Damage Repair 42,620 1,167 43,787 Closed 43,787 Utility Undergrounding Project 9171-001 Rule 20A Fund Project - - - - - 9171-002 Quito Road Undergrounding Project 98,744 98,744 Total Project Expenditures 12,250,573 2078,335 14,328,908 10,732,208 1,165,000 1,165,000 1,165,000 1,165,000 29,610,382 With the addition of the following six new projects, there are a total of twenty-seven active funded projects for FY 2014/15: • Residential Street Reconstruction • Wildcat Creek Outfall Repairs • OBAG Big Basin Way Turn Around • El Camino Grande Storm Drain Pump • Saratoga Hills Storm Drain Improvements • Long Term Trash Plan Storm Drain Capture The following five projects were finalized or discontinued in FY 2013/14: • Prop 1B Grant Resurfacing • El Quito Curb & Gutter • Fruitvale Avenue Median • Parking District#3 Storm Damage Repair • Village SW/C/G Phase II-Design 314 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREETS FUND State Roadway Allocations 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 1,990,633 62,989 2,053,622 65,000 65,000 65,000 65,000 65,000 2,378,622 CIP Project Reimbursements 192,608 11,506 204,114 64,258 - - - - 268,371 Contributions/Assessments 938,684 - 938,684 - - - - - 938,684 Transfer In-General Fund 1,420,392 148,787 1,569,179 730,000 150,000 150,000 150,000 150,000 2,899,179 Transfer In-Other CIP 693,449 85,701 779,150 - - - - - 779,150 Transfer In-L&L 213,178 - 213,178 - 213,178 GRANT FUND Federal Grants 2,446,353 407,601 2,853,954 2,425,417 5,279,372 State Grants 913,109 41,821 954,930 4,492,966 5,447,896 Local Grants 20,000 (11,506) 8,494 400,000 408,494 Transfer In-Other CIP 466,818 - 466,818 - 466,818 GAS TAX FUND Gas Tax Revenue 3,974,504 976,594 4,951,098 829,990 950,000 950,000 950,000 950,000 9,581,088 Transfer In-Other CIP 480,676 - 480,676 - - - - - 480,676 TOTAL REVENUES 14,331,070 1,723,493 16,054,562 1 9,007,631 1,165,000 1,165,000 1,165,000 1,165,000 29,722,193 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREETS FUND Salary&Benefits 329,616 96,856.24 426,472 - - - - - 426,472 Site Acquisition&Prep 17,290 2,065.74 19,356 19,356 Materials&Supplies 184,318 64,090.44 248,409 248,409 Fees&Expenses 31,903 2,718.98 34,622 34,622 Consultant/Contract Svs 356,319 109,040.84 465,360 465,360 Construction Expenses 3,420,192 347,961.12 3,768,153 1,659,203 215,000 215,000 215,000 215,000 6,287,356 Reimbursable Expenses 4,634 (2,776.06) 1,858 - - - - - 1,858 Transfers Out 454,719 119,698.29 574,417 574„417 GRANT FUND Salary&Benefits 41,766 5,546 47,312 47,312 Site Acquisition&Prep 69,161 8,263 77,423 77,423 Materials&Supplies 143,439 7,497 150,936 150,936 Fees&Expenses 18,978 726 19,704 19,704 Consultant/Contract Svs 644,993 130,799 775,792 775,792 Construction Expenses 2,071,787 647,862 2,719,649 7,316,487 10,036,136 Reimbursable Expenses 25,683 2,776 28,459 - 28,459 Transfers Out 466,818 - 466,818 466,818 GAS TAX FUND - Materials&Supplies 29,215 50,805 80,019 80,019 Fees&Expenses 2,075 655 2,730 2,730 Consultant/Contract Svs 10,330 - 10,330 10,330 Project Equip&Fixtures 44,790 - 44,790 - 44,790 Construction Expenses 3,246,549 378,829 3,625,378 1,756,517 950,000 950,000 950,000 950,000 9,181,895 Transfers Out 636,000 106,000 1 742,000 1 - - - - - 742,000 TOTAL EXPENDITURES 12,250,573 2,079,413 14,329,985 10,732,208 1,165,000 1,165,000 1,165,000 1,165,000 29,722,193 FY Total 2013/14 Estimated Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activit BEGINNING BALANCE 2,080,497 1,724,577 - - - - Revenues&Transfers In 14,331,070 1,723,493 16,054,562 9,007,631 1,165,000 1,165,000 1,165,000 1,165,000 29,722,193 Expenditures&Transfers Out 12,250,573 2,079,413 14,329,985 10,732,208 1,165,000 1,165,000 1,165,000 1,165,000 29,722,193 ENDING BALANCE 2,080,497 1,724,577 1,724,577 - - - - - 315 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM a r� a 316 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR & RESURFACING PROJECTS 317 of ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS CITYWIDE Project Name Street Resurfacing&Maintenance Project Number 9111-001 Department Public Works Project Manager John Cherbone Description This is an ongoing project for street resurfacing and maintenance to maintain the City's pavement infrastructure. Location This is a Citywide project that is conducted throughout the fiscal year. Project Every two to three years, an engineering consultant conducts an assessment of City roads using the Background Paving Condition Index (PCI). The PCI is based on a scale of 0 to 100, with the overall score used to indicate the average of the City's road conditions. The scale ranges from 0 for roads which have failed, to 100 for roads in excellent condition. Scores are classified into five categories: Category Score "Very Poor" 0-25 "Poor" 25-49 "Good" 50-69 "Very Good" 70-89 "Excellent" 90-100 The City uses this assessment to prioritize and schedule streets and arterial roads in the worst condition for resurfacing. With a total of 135 miles of roadway in Saratoga, most street resurfacing work is performed by contractors; staff conducts minor repairs to roadways when practical. Resurfacing streets on a regular basis extends the lifetime of the roadways and minimizes the need for larger and more costly projects in the future. Keeping the streets in good condition also reduces liability risks and staff time for minor repairs. In-house project management and oversight is funded through the General Fund under the Engineering and Street Program staff time in the Operating Budget. Operating Engineering,administrative,and maintenance staff time for oversight and implementation of the various Budget projects is incorporated into the operating budget. Impacts 318 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE PROJECT I 1NENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans andspecifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Specified project work is completed ANNUAL STREET RESURFACING 9111-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND State DOT Prop 42(TCR) 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 1,990,633 62,989 2,053,622 65,000 65,000 65,000 65,000 65,000 2,378,622 Project Reimbursements 70,649 - 70,649 - - - - - 70,649 Transfers In-General Fund - - - Transfers In-Other CIP 44,074 - 44,074 - - - - - 44,074 TOTAL 2,686,021 62,989 2,749,010 65,000 65,000 65,000 65,000 65,000 3,074,010 GRANT FUNDS Federal-STPL - - - - - - - - - State-Prop 1B 466,818 466,818 466,818 TOTAL 466,818 - 466,818 - - - 466,818 GAS TAX FUND Gas Tax-HUTA 3,014,092 553,031 3,567,123 345,000 500,000 500,000 500,000 500,000 5,912,123 Gas Tax-7360(TCR swap) 960,412 423,564 1,383,976 335,000 450,000 450,000 450,000 450,000 3,518,976 Transfers In 320,676 (644,825) (324,149) - - - - - (324,149) TOTAL 4,2959180 331,769 49626,949 680,000 950,000 950,000 950,000 950,000 9,106,950 TOTALREVINUES 7,448,019 394,758 7,842,777 745,000 1,015,000 1,015,000 1,015,000 1,015,000 12,647,777 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CH'STREET FUND EXP Salary&Benefits 329,616 93,585 423,201 - - - - - 423,201 Materials&Supplies 76,270 47,164 123,434 123,434 Fees&Expenses 12,555 2,064 14,619 14,619 Consultant/Contract Svs 79,790 38,245 118,035 1189035 Construction Expenses 1,645,223 148,950 1,794,173 102,147 65,000 65,000 65,000 65,000 2,156,321 Transfers Out 238,400 - 238,400 - - - - - 238,400 TOTAL 2,381,854 330,009 2,711,862 102,147 65,000 65,000 65,000 65,000 3,074,010 GRANT FUND EXP Transfers Out 466,818 - 466,818 - - - - - 466,818 TOTAL 466,818 - 466,818 - - - 466,818 GAS TAX EXP Materials&Supplies 22,126 50,805 72,930 - 72,930 Fees&Expenses 2,075 655 2,730 - 2,730 Consultant/Contract Svs 10,330 - 10,330 - 10,330 Project Equip&Fixtures 23,662 - 23,662 - 23,662 Construction Expenses 3,226,799 376,796 3,603,595 851,702 950,000 950,000 950,000 950,000 8,255,297 Transfers Out 636,000 106,000 742,000 - - - - - 742,000 TOTAL 3,920,991 534,256 49455,247 851,702 950,000 950,000 950,000 9509000 99106,950 TOTAL EXPENDITURES 6,769,663 864,265 7,633,928 953,850 1,015,000 1,015,000 1,015,000 1,015,000 12,647,777 319 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS ANNUAL STREET RESURFACING-CONTINUED 9111-001 Prior FY Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 304,167 37,147 - - - - - Revenues&T/I 2,686,021 62,989 2,749,010 65,000 65,000 65,000 65,000 65,000 3,074,010 Expenditures&T/O 2,381,854 330,009 2,711,862 102,147 65,000 65,000 65,000 65,000 3,074,010 Ending Balance 304,167 37,147 37,147 - - - - - - GRANT FUND Beginning Balance - - Revenues&T/I 466,818 466,818 466,818 Expenditures&T/O 466,818 466,818 466,818 Ending Balance - - - - - - - GAS TAX FUND Beginning Balance 374,189 171,702 - - - - - Revenues&T/I 4,295,180 331,769 4,626,949 680,000 950,000 950,000 950,000 950,000 9,106,949 Expenditures&T/O 3,920,991 534,256 4,455,247 851,702 950,000 950,000 950,000 950,000 9,106,949 Ending Balance 374,189 171,702 171,702 - - - - - - TOTAL BALANCE 678,356 208,850 208,850 - - - - 320 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM i t9 „F1 i 321 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS s CITYWIDE y. Project Name Residential Street Reconstruction Project Number 9113-001 Department Public Works Project Manager John Cherbone Description This project will reconstruct streets which have deteriorated beyond the scope of annual resurfacing maintenance methods. Location Residential streets identified for reconstruction include Harper Avenue, Palmtag Drive, Brookview Drive, McFarland Avenue, and Devon Avenue. Other streets will be added to the list depending on construction costs and available funding. Project This project represents an initial$300,000 commitment of City funds that will repair severely damaged Background streets which cannot be maintained by resurfacing methods. Over the years, curbs and gutters are damaged by impacts and large tree roots, and the asphalt covered roadways deteriorate from water runoff, weather, and everyday vehicle use. If streets are not maintained in a timely manner, or if circumstances deteriorate streets rapidly, severe damage may occur. Costs to repair streets vary depending on the type of repair and the dimensions of the specific street. Street reconstruction requires removing and replacing curbs and gutters, constructing a new roadway to allow for proper drainage, and repaving the asphalt roadway. The City plans to repair one major street each year. Operating Staff time for project management and oversight are incorporated into the operating budget. Budget Impacts Reconstructed streets will reduce operating budget impacts as short term repairs will be eliminated. 322 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase N/A Bcgin Design Prepare Agreements September 2014 Prepare Agreement Estimated Construction Start October 2014 Begin Construction Estimated Completion Date March 2015 Project is Complete RESIDENTIAL STREET CONSTRUCTION 9113-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CII'S TREET FUND Transfers In-General Fund 300,000 - - - - 300,000 TOTALREVENUES - - 300,000 - - - - 300,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP S TREET FUND Salary&Benefits - - - - - Site Acquisition&Prep - Materials&Supplies Fees&Expenses Consultant/Contract Svs - Project Equip&Fixtures - - Construction Expenses 300,000 300,000 TOTAL EXPENDITURES - - - 300,000 - - - 300,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 300,000 300,000 Expenditures&T/O 300,000 300,000 ENDING BALANCE - - - - - - - - 323 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 324 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS 325 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS BUMP CITYWIDE 1� Project Name Roadway Safety&Traffic Calming Project Number 9121-001 Department Public Works Project Manager Mainini Cabute Description In conjunction with the Traffic Safety Commission (TSC), this project funds traffic calming improvements that include the installation of roadway devices which enhance pedestrian and roadway safety. Location This is a Citywide project;locations vary depending on prioritized projects for the year. Project This project represents an annual transfer of $50,000 of City funds in order to make roads safer. Background Projects are primarily focused on decreasing driver speed and making pedestrians more visible, resulting in the reduction of the number of accidents in the City. The Traffic Safety Commission(TSC)and staff meet on a bi-monthly basis to review and assess traffic concerns throughout the City. Concerned residents may also attend these meetings to provide input and request improvements. Most TSC recommended improvements are small and fall within the scope of the operating budget. Occasionally, more costly remediation is warranted and roadway safety and traffic calming funds are used. The most common uses of these funds are for traffic calming improvements such as speed bumps, radar signs, median chokers, and bulb-outs that slow traffic and increase pedestrian safety. Unfunded traffic projects on the CIP list are reviewed each year by the TSC and prioritized according to safety and proximity to schools. Operating Engineering, administrative, and maintenance staff time for oversight and implementation of the Budget Impacts various projects is incorporated into the operating budget. 326 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare plans and specifications -Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ROADWAY SAFETY&TRAFFIC CALMING 9121-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund 391,355 50,000 441,355 50,000 50,000 50,000 50,000 50,000 691,355 TOTALREVENUES 391,355 50,000 441,355 50,000 50,000 50,000 50,000 50,000 691,355 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP S TREET FUND Salary&Benefits - - - - - Site Acquisition&Prep - Materials&Supplies 47,852 15,875 63,727 63,727 Fees&Expenses 310 - 310 310 Consultant/Contract Svs 72,624 34,296 106,920 - 106,920 Project Equip&Fixtures - - - - - Construction Expenses 237,910 31,732 269,642 50,755 50,000 50,000 50,000 50,000 520,397 TOTAL EXPENDITURES 358,696 81,904 440,600 50,755 50,000 50,000 50,000 50,000 691,355 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE 32,659 755 - - - - - Revenues&T/I 391,355 50,000 441,355 50,000 50,000 50,000 50,000 50,000 691,355 Expenditures&T/O 358,696 81,904 440,600 50,755 50,000 50,000 50,000 50,000 691,355 ENDING BALANCE 32,659 755 1 755 1 - - - - - - 327 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS CITYWIDE 6� J Project Name ADA Signal Lights&Curb Cut-outs Project Number 9121-003 Department Public Works Project Manager Macedonio Nunez Description This project will complete ADA improvements to existing signalized intersections throughout Saratoga. Location This project will upgrade the 15 signalized intersections with traffic signals throughout the City. Project Pushbuttons at the City's 15 signalized intersections will be replaced with"vibrotactile"buttons for the Background visually impaired. A vibrotactile type of pedestrian signal has pushbuttons that vibrate when the "WALK"signal is on,indicating to visually impaired pedestrians when to cross the street. This project will also improve the intersection's ramps, curbs, and crosswalks to comply with ADA requirements. Crosswalks will be added or repainted where needed; and ramps and curbs will be rebuilt to meet accessibility standards. These improvements will reduce City liability associated with pedestrian accidents. Improvements and upgrades will be performed by contractors. As Community Development Block Grant(CDBG)funding becomes available,more intersections will be upgraded until all City signalized intersections have been completed. Operating Engineering staff time for project design and oversight will be incorporated into the operating budget. Budget Impacts 328 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare plans and specifications —Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ADA SIGNAL LIGHTS&CURB CUT-OUTS 9121-003 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUNDS CDBG-ADA Grant - 71,337 - - - - 71,337 TOTAL - - - 71,337 - - - 71,337 TOTAL REVENUES - - - 71,337 - - - 71,337 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUNDS Construction Expenses 71,337 - - - - 71,337 TOTAL - - 71,337 - - - - 71,337 TOTAL EXPENDITURES - - - 71,337 - - - - 71,337 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUNDS BEGINNING BALANCE - - - - - - Revenues&T/I - 71,337 71,337 Expenditures&T/O - 71,337 71,337 ENDING BALANCE - - - - - - - - 329 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM WWI ROADWAY SAFETY PROJECTS i� of Sad rmga ea ca umn Sa^da Cr or d� >yoh 'i rP S�a ho lQ .� 4.h oil - ot car0s Project Name Highway 9 Safety Improvements—Phase II Project Number 9122-001 Department Public Works Project Manager Iveta Harvancik Description A multi-agency pedestrian and bicycle safety improvement project to enhance the safety of the Highway 9 corridor,which links the communities of Saratoga,Monte Sereno,and Los Gatos. Location Improvements will be made along a 3.5 miles stretch of Highway 9 between Oak Street in Saratoga, through Monte Sereno and up to the Los Gatos Town limit, which begins just after Rose Avenue. Project work will start at the outer project limits and work inward. Project As a result of several accidents on Highway 9, Saratoga,Monte Sereno, and Los Gatos participated in Background a feasibility study to add bicycle lanes and pedestrian paths along the Highway 9 corridor. An ad hoc committee comprised of two Council members from each jurisdiction was formed to accept public input on development of a master plan for Highway 9 safety improvements. The Saratoga City Council approved the master plan in April 2007. Due to limited funding sources,the project has been divided into phases. Phase I was administered by the Town of Los Gatos and included installation of bicycle lanes on both sides of Highway 9 between Saratoga and Los Gatos. Additionally, two pedestrian-activated lighted crosswalks were installed. The improvements were completed in 2008 and were funded by a federal Congestion Mitigation and Air Quality(CMAQ)grant and matching funds from the cities. Phase II is managed by Saratoga and is partially funded from remaining Phase 1 CMAQ funds and a Highway Safety Improvement Program(HSIP) grant. Phase II will include installation of pedestrian pathways, curbs, retaining walls, driveway modifications, crosswalks, signage, and striping on Highway 9 between Saratoga and Monte Sereno. Similar improvements will be made in Phase IV. Phase III included improvements to the Austin Way and Highway 9 intersection and additional bicycle improvements on Highway 9. This phase is complete. Phase IV will complete the interior section of the project. Operating Project management, engineering oversight, and grant reporting is incorporated into the operating Budget Impacts budget. Once completed,the City anticipates increased maintenance expenses associated with upkeep of pathways,retaining walls,and curbs. However,the project will also increase safety for pedestrians, reduce accidents,and therefore reduce liability risk. 330 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION -Begin Bid Process Aril 2012 Council approves plans and authorizes bidding the project Contract Award June 2012 Council awards contract Estimated Construction Start July 2012 Construction project begins Estimated Completion Date October 2013 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS PHASE II 9122-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Project Reimbursements 22,104 11,506 33,610 54,258 - - - - 87,868 Community Benefit Assess 8,200 - 8,200 - 8,200 Transfers In-General Fund 85,960 85,960 85,960 Transfers In-Other CIP 90,000 - 90,000 - 90,000 TOTAL 206,264 11,506 217,770 54,258 - - - 272,028 GRANT FUND Federal-HSIP Grant 671,263 132,637 803,900 95,821 - 899,721 Federal CMAQ 384,334 73,991 458,325 3,675 - 462,000 Local-SCC Roads&Airport 11,506 (11,506) - - - TOTAL 1,067,103 195,122 1,262,225 99,496 - - - 1,361,721 TOTALREVENUES 1,273,367 206,628 1,479,995 153,754 - - - 1,633,749 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Salary&Benefits - 3,271 3,271 - - - - - 3,271 Fees&Expenses 1,556 91 1,647 1,647 Consultant/Contract Svs 54,323 4,519 58,842 58,842 Project Equip&Fixtures - - Construction Expenses 86,097 15,705 101,801 60,312 162,113 Transfers Out 46,154 - 46,154 - 46,154 TOTAL 188,130 23,586 211,716 60,312 - - - 272,028 GRANT FUND Salary&Benefits 23,823 5,546 29,369 - 29,369 Fees&Expenses 12,606 (91) 12,515 12,515 Consultant/Contract Svs 421,994 26,510 448,504 - 448,504 Construction Expenses 632,392 141,342 773,734 97,600 871,334 TOTAL 1,090,815 173,306 1,264,121 97,600 - - - - 1,361,721 TOTAL EXPENDITURES 1,278,945 196,892 1 1,475,837 1 157,912 - - 1,633,749 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 18,134 6,054 - - - - - Revenues&T/I 206,264 11,506 217,770 54,258 272,028 Expenditures&T/O 188,130 23,586 211,716 60,312 272,028 Ending Balance 18,134 6,054 6,054 - - - - - GRANT FUND Beginning Balance (23,712) (1,896) - Revenues&T/I 1,067,103 195,122 1,262,225 99,496 1,361,721 Expenditures&T/O 1,090,815 173,306 1,264,121 97,600 1,361,721 ,EndingBalance (23,712) (1,896) (1,896) - - - - - - INDING BALANCE (5,578) 4,158 1 1,262,225 1 - - - - - 331 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS r n, l sa a S►L�t� lOea D C� P . wgnw.y am un ray' � @° Tod 0 °f< °s ca! Project Name Highway 9 Safety Improvements-Phase III Project Number 9122-004 Department Public Works Project Manager Iveta Harvancik Description A multi-agency pedestrian and bicycle safety improvement project to enhance the safety of the Highway 9 corridor, which links the communities of Saratoga, Monte Sereno, and Los Gatos through additions of bicycle lanes and line of sight improvements. Location Austin Way and Highway 9 and other locations along Highway 9 within the city limits of Saratoga. Project This project marks Phase III of safety improvements to the Highway 9 corridor that stretches from Background Saratoga to Los Gatos. The improvements were initiated following several serious accidents on Highway 9. Phase III realigned the Austin Way and Highway 9 intersection to improve motorists view of bicyclists. The project installed a median at Austin Way, bicycle loops at the signalized intersections along the Highway 9 corridor, and widened Highway 9 in Los Gatos to accommodate a bicycle lane. The project is expected to make it safer for bicyclists traveling along this section of Highway 9. Most of the funding for this phase came from State Proposition 116 monies. Proposition 116 was a 1990 $1.852 billion bond measure that included $20 million of capital outlay for bicycle improvement projects that improve safety and convenience for bicycle commuters. Phase I of Highway 9 safety improvements was administered by the Town of Los Gatos and included installation of bicycle lanes on both sides of Highway 9 between Saratoga and Los Gatos. Additionally, two pedestrian-activated lighted crosswalks were installed. The improvements were completed in 2008 and were funded by a federal Congestion Mitigation and Air Quality(CMAQ)grant and matching funds from the cities. Phase II will be managed by the City of Saratoga and will include installation of pedestrian pathways, curbs,retaining walls,driveway modifications,crosswalks, signage,and striping between Saratoga and Los Gatos on Highway 9.Phase II improvements will be continued into Phase IV. Operating Project management, engineering oversight, and grant reporting is incorporated into the operating Budget Impacts budget. Once completed,the City anticipates increased maintenance expenses associated with upkeep of pathways,retaining walls,and curbs. However,the project will also increase safety for pedestrians, reduce accidents,and therefore reduce liability risk. 332 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT Begin Design Phase March 2011 Prepare plans and specifications Begin Bid Process October 2011 Council approves plans and authorizes bidding the project Contract Award December 2011 Council awards contract Estimated Construction Start March 2012 Construction project begins Estimated Completion Date September 2012 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS-PHASE III 9122-004 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP S TREET FUND Project Reimbursements 39,312 39,312 - - - - - 39,312 Transfers In-Other CIP 21,154 21,154 21,154 TOTAL 60,466 - 60,466 - - - - - 60,466 GRANT FUND Federal-CMAQ Grant 460,851 - 460,851 - - 460,851 State-MTC(TDA) 20,000 - 20,000 - - 20,000 Local-SCC Roads&Airport 8,494 - 8,494 - - 8,494 TOTAL 489,345 - 489,345 - - - - - 489,345 TOTAL REVENUES 549,811 - 549,811 - - - - - 549,811 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Fees&Expenses 78 78 - - - - - 78 Consultant/Contract Svs 35,873 - 35,873 - 35,873 Construction Expenses - - 24,514 24,514 Transfers Out - - - - - TOTAL 35,952 - 35,952 24,514 - - 60,466 GRANT FUND Salary&Benefits 17,943 - 17,943 - 17,943 Fees&Expenses 4,623 - 4,623 - 4,623 Consultant/Contract Svs 51,629 - 51,629 51,629 Construction Expenses 415,150 - 415,150 415,150 TOTAL 489,345 - 489,345 - - - 489,345 TOTAL EXPENDITURES 525,297 - 525,297 24,514 - - 549,811 333 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS HIGHWAY 9 SAFETY IMPROVEMENTS PHASE 11—CONTINUED 9122-004 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING FUND BAL 24,514 24,514 - - - - - Revenues&T/I 60,466 - 60,466 - 60,466 Expenditures&T/O 35,952 - 35,952 24,514 60,466 ENDING FUND BALANCE 24,514 24,514 24,514 - - - - - - GRANT FUND BEGINNING BALANCE - - Revenues&T/I 489,345 489,345 489,345 Expenditures&T/O 489,345 489,345 489,345 ENDING BALANCE - - - - - - - INDING BALANCE 24,514 24,514 489,345 - - - - 334 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ♦ is 335 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS I 1 sa a �Oga ogx Cny umrt C Hlgnway B+puslin ney y Inbructlon �° °s 0 s Project Name Highway 9 Safety Improvements—Phase IV Project Number 9122-005 Department Public Works Project Manager Iveta Harvancik Description A multi-agency pedestrian improvement project to enhance the safety of the Highway 9 corridor, which links the communities of Saratoga,Monte Sereno,and Los Gatos. Location This project will complete the improvements to pedestrian pathways started in Phase II. The interior section of the project is expected to span a 1.5 mile stretch of Highway 9 between Fruitvale Avenue in Saratoga and Grand View Avenue in Monte Sereno. Project Phase IV of this project will continue bicycle and pedestrian safety improvements to the Highway 9 Background corridor from Saratoga to Los Gatos. The improvements were initiated following several serious accidents on Highway 9. In Phase IV, pedestrian pathways, retaining walls, and pedestrian safety improvements will be constructed on Highway 9 from Fruitvale Avenue in Saratoga to Grand View Avenue in Monte Sereno. The Phase IV improvements were designed during Phase II, which included installation of pedestrian pathways, curbs, retaining walls, driveway modifications, crosswalks, signage, and striping between Saratoga and Los Gatos on Highway 9 in addition to the design work. The exact scope of work and location is to be determined. A significant portion of funding for this project will be coming from a federal Highway Safety Improvement Grant(HSIP) administered by the California Department of Transportation(Caltrans). As with Phase II of the Highway 9 safety improvements project,the City of Saratoga will be the lead agency of Phase IV.The improvement work will be contracted out. This project is funded through grants and reimbursements from other agencies. Operating Project management, engineering oversight, and grant reporting staff time for this project is Budget Impacts incorporated into the operating budget. Once completed, there will be a minimal increase in maintenance associated with the City of Saratoga's portion of this project. However, the improvements will increase safety on Highway 9 for pedestrians, bicyclists and commuters, reduce accidents,and,therefore,reduce liability risk. 336 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Bid Process November 2014 Council approves plans and authorizes bidding the project Contract Award January 2015 Council awards contract Estimated Construction Start March 2015 Construction project begins Estimated Completion Date August 2015 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS PHASE IV 9122-005 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP S TREET FUND Project Reimbursements - - 10,000 - - - - 10,000 Transfers In-Other CIP 90,000 90,000 - 90,000 TOTAL 90,000 - 90,000 10,000 - - - - 100,000 GRANT FUND Federal-HSIP Grant - - 900,000 - - - - 900,000 TOTAL - - - 900,000 - - - - 900,000 TOTAL REVENUES 90,000 - 90,000 910,000 - - - - 1,000,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses - 100,000 - - - - 100,000 TOTAL - 100,000 - - - - 100,000 GRANT FUND Construction Expenses - 900,000 - - - 900,000 TOTAL - - - 900,000 - - - - 900,000 TOTAL EXPENDITURES - - - 1,000,000 - - - - 1,000,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING FUND BAL 90,000 90,000 - - - - - Revenues&T/I 90,000 90,000 10,000 - 100,000 Expenditures&T/O - - - 100,000 - 100,000 ENDING FUND BALANCE 90,000 90,000 90,000 - - - - - - GRANT FUND BEGINNING BALANCE - - - Revenues&T/I - - 900,000 900,000 Expenditures&T/O 900,000 900,000 ENDING BALANCE - - - - - ENDING BALANCE 90,000 90,000 1 - - - 337 m CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS a Pro-spect Road Project Name Prospect/Saratoga OBAG Improvements Project Number 9122-006 Department Public Works Project Manager John Cherbone Description Improve Prospect/Saratoga Avenue (PSA) corridor through the addition of roadway medians, sidewalks,ADA ramps,bicycle loops at intersections,and increase pedestrian and bicycle access. Location Project work will occur along a 1.9 mile section of Prospect Road between Saratoga/Sunnyvale Rd and Lawrence Expressway, and along a 1.3 mile section of Saratoga Ave between Highway 85 to the City Limits to the north. Project This project will improve safety of the road by physically reducing the width of the road, channeling Background vehicles into defined turn lanes, reducing the threat of vehicles crossing the center lane, and creating safer pedestrian crossings. Improvements will also be made to existing pedestrian,bicycle and VTA bus stop facilities, thereby enhancing pedestrian accessibility and providing a safe and convenient walking and bicycling experience. The scope of the project includes the following: • Installment of sidewalk at several identified gaps, and several ADA compliant ramps at several crosswalks • Upgrades to existing signalized intersections with audible signals for the visually impaired, and repairs and ADA upgrades to existing curb ramps • Installment of bicycle detector loops at all the signalized intersections within the project limits, and "Green" bike lanes at the heavy congested intersections at Prospect Rd/Saratoga Sunnyvale Rd and Prospect Rd/Lawrence Expressway. • Installment of new bus shelters at all the VTA bus stops within the project limits total of(14) bus stops,and bus pads at all the bus stops. • A new median with landscaping will be installed between Lawrence Expressway and Saratoga Ave. • A continuous Class II bike lane is provided along the entire length of the segment. The City was awarded a $4.2 million OBAG grant, of which a $544,825 grant match funding is required. Gas Tax funds have been dedicated for this purpose. Operating City staff anticipates additional maintenance for the new median on Prospect Road will increase Budget Impacts expenses in the Operating Budget by an undetermined amount. However, the improvements will also provide safer conditions,thereby reducing liability risks. 338 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT I 1NENT TIMELINE DESCRIPTION —Begin Design Phase December 2013 Prepare plans andspecifications Begin Bid Process January 2014 Council authorizes bidding the project Contract Awarded February 2014 Council approved vendor Estimated Construction Start July 2015 Construction project begins Estimated Completion Date January 2016 Project is completed PROSPECT/SARATOGA OBAG IMPROVEMENTS 9122-006 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP GRANT FUND State-BEP Grant 4,206,000 - - - - 4,206,000 TOTAL - - 4,206,000 - - - - 4,206,000 GAS TAX FUND Transfer In-Gas Tax Fund 544,825 544,825 - 544,825 TOTAL - 544,825 544,825 - - - - - 544,825 TOTAL REVENUES - 544,825 544,825 4,206,000 - - - - 4,750,825 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP GRANT FUND Construction Expenses 4,206,000 - - - - 4,206,000 TOTAL - - - 4,2069000 - - - - 4,2069000 GAS TAX FUND Construction Expenses 544,825 544,825 TOTAL - - - 5449825 - - - - 544,825 TOTAL EXPENDITURES - - - 4,750,825 - - - - 4,750,825 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity C1 GRANT FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 4,206,000 4,206,000 Expenditures&T/O - 4,206,000 4,206,000 ENDING FUND BALANCE - - - - - - - - GAS TAX FUND BEGINNING BALANCE 544,825 - Revenues&T/I 544,825 544,825 - 544,825 Exp enditures&T/O - - 544,825 5449825 ENDING BALANCE - 544,825 544,825 - - - - - - 339 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS CITYWIDE 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 master signal system to standardize and coordinate the City's traffic signals and allow real-time monitoring and control along Saratoga's major traffic corridors. The project also allows for future regional integration. Location This is a Citywide project which will incorporate all City owned signals in Saratoga. Project The City's intersection signal timing settings were last coordinated in approximately 2001. Background Subsequently, the City of Saratoga received a Regional Signal Timing Program (RSTP) grant from VTA in 2006 to conduct a citywide signal timing study. The project included developing updated signal coordination plans during the morning, afternoon, and evening periods for the signalized intersections in the City of Saratoga. This was considered Phase I: Phase I: Upgrade hardware and software at all City signals, and provide interconnect hardware with wire and wireless technology. This phase is complete. Phase II: Install Traffic Management System, at City Hall, and communication equipment in all upgraded signals. Interconnect signals along Coordination Corridors and coordinate with the Management System. Through the use of the Traffic Management System, City engineers will be able to manage signal coordination. This project is funded by a $400,000 grant from the VTA and a $100,000 transfer from other CIP funds. Operating Engineering, administrative and staff time for oversight and implementation of the project is Budget Impacts incorporated into the operating budget. The new system will reduce call-out expenses for traffic signal repairs as signal timing changes will now be handled in-house by staff. 340 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Bid Process June 2014 Prepares stemspecifications Contract Award Jul 2014 Vendor is selected Estimated Project Start September 2014 System development and implementation Estimated Completion Date November 2014 System implementation complete CITYWIDE SIGNAL UPGRADE PROJECT PHASE II 9122-007 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUNDS Local-VTA Grant - 400,000 - - - - 400,000 TOTAL - - 400,000 - - - - 400,000 GAS TAX FUND Transfer In-Other CIP 100,000 100,000 - - - 100,000 TOTAL - 100,000 100,000 - - - - - 100,000 TOTALREVENUES - 100,000 100,000 400,000 - - - - 500,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUNDS Construction Expenses 400,000 400,000 TOTAL - - - 400,000 - - - - 400,000 GAS TAX FUND Construction Expenses - 100,000 - - - - 100,000 TOTAL - - 100,000 - - - - 100,000 TOTAL EXPENDITURES - - - 500,000 - - - - 500,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUNDS BEGINNING BALANCE - - - - - - Revenues&T/I - 400,000 400,000 E enditures&T/O - 400,000 400,000 ENDING BALANCE - - - - - - - - GAS TAX FUND BEGINNING FUND BAL - 100,000 - - Revenues&T/I 10000 100,000 - - 100,000 Expenditures&T/O - - 1 100,000 - 100,000 ENDING FUND BALANCE - 100,000 100,000 1 - - - - - - 341 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO ROADWAY SAFETY PROJECTS tR robe •1� 4 fr 2 E,�l of Project Name Big Basin Way Turnaround Project Number 9122-008 Department Public Works Project Manager John Cherbone Description This project will retain a consultant to design the conceptual phase of a turnaround and to investigate the feasibility of cost and layout of the improvements. Location The project is located near the corner of 6'Street and Big Basin Way. Project In order to improve the traffic flow on the last segment of Big Basin Way before leaving downtown,a Background feasibility study of turnaround improvements at this location, including cost and layout of this project must be conducted.The City will collaborate with Caltrans and the Traffic Safety Commission in order to develop this conceptual plan. This project is funded by a$50,000 transfer from the General Fund. Operating Staff time associated with oversight of this project is incorporated into the operating budget. Budget Impacts 342 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase N/A N/A Prepare Agreements N/A N/A Begin Conceptual Design July 2014 N/A Estimated Completion Date October 2014 N/A BIG BASIN WAY TURNAROUND 9122-008 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund - 50,000 - - - - 50,000 TOTAL REVENUES - - - 50,000 - - - - 50,000 Prior FY Total Year 2013/14 Expended Bu dge te d for Fi s cal Ye ar Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 50.000 - - - - 50,000 TOTAL EXPENDITURES - - 50,000 - - - - 50,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 50,000 50,000 Expenditures&T/O 50,000 50,000 ENDING BALANCE - - - - - - - - - 343 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 344 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS 345 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS Y Blaney Plaza -c 01 4�f1SfrP�f y` `� fj. 91- bar^ Soh 1 e - �^% N Project Name Village LED Street Lights Project Number 9138-001 Department Public Works Project Manager Macedonio Nunez Description Replacement of existing High Pressure Sodium(HPS)street lights with LED lights in the Village. Location This project is located in Saratoga Village. Project The Federal Energy Independence and Security Act of 2007 established the Energy Efficiency Background Community Block Grant (EECBG) program. The purpose of this program is to reduce fossil fuel emissions in an environmentally sustainable manner,reduce energy consumption, and improve energy efficiency in the building,transportation, and other appropriate sectors. The program received funding as a result of the passage of the American Recovery and Reinvestment Act of 2009. Large municipalities, Indian tribes, and states received a direct allocation of EECBG funds for energy efficiency projects. Each state also received money to be allocated to small cities and counties. The California Energy Commission is responsible for distributing monies to small California municipalities. Saratoga was eligible to receive just over $169,000 for cost effective energy efficiency projects. In December 2009, Council adopted a resolution authorizing use of these funds to replace the current High Pressure Sodium street lights in the Village with light-emitting diode(LED)street lights. In addition, $250,900 of the CMAQ grant awarded for Village Pedestrian Enhancements projects has been designated for this phase of village pedestrian enhancement projects. The required local match for this grant is funded from the City's CIP funds. Operating This project will reduce City expenses for electricity and staff time spent maintaining the street lights Budget Impacts in the Village. The City currently spends $5,000 per year to maintain the High Pressure Sodium lights in the Village area. The LED lights have a much longer lifespan than High Pressure Sodium lights, so regular maintenance and replacement expenses will decrease. Additionally, the City will use 50% less energy to power the street lights in the Village and switch to a lower PG&E billing rate. The City may also qualify for a small project rebate from PG&E for upgrading the Village street lights. Staff time for project oversight is included in the operating budget. 346 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Submit Grant January 2010 City submits EECBG grant application Contract Award April 2012 Award construction contract Estimated Construction Start May 2012 Construction project begins Estimated Completion Date I July 2012 Final reports submitted to the CEC Project Completion July 2013 Final vendor invoices resolved and project is complete VILLAGE LED STREET LIGHTS 9138-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CII'STREET FUND Transfers In-Other CIP 32,500 32,500 - - - - - 32,500 TOTALS TREET FUND 32,500 - 32,500 - - - - - 32,500 STREET GRANT FUND Federal-Energy Comm PT 351,699 25,207 376,906 39,856 - - - - 416,763 TOTAL GRANT FUND 351,699 25,207 376,906 39,856 - - - - 4169763 TOTAL REVENUES 384,199 25,207 409,406 39,856 - - - - 449,263 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Fees&Expenses 534 534 - - - - - 534 Construction Expenses 26,786 26,786 5,180 31,966 Transfers Out - - - TOTAL S TREET FUND 27,320 - 279320 5,180 - - - 32,500 GRANT FUND Materials&Supplies 143,439 - 143,439 - 143,439 Fees&Expenses 1,749 - 1,749 1,749 Consultant/Contract Svs 5,625 - 5,625 - 5,625 Construction Expenses 206,483 - 206,483 39,856 2465339 Reimbursable Expenses 19,611 - 19,611 - 19,611 TOTAL GRANT FUND 376,906 - 376,906 39,856 - - - - 416,763 TOTAL EXPENDITURES 404,227 - 404,227 45,036 - - - - 449,263 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity BEGINNING BALANCE 5,180 5,180 - - - - - Revenues&T/I 32,500 - 32,500 - 32,500 Expenditures&T/O 27,320 - 27,320 5,180 32,500 ENDING BALANCE 5,180 5,180 5,180 - - - - - - GRANT FUND BEGINNING BALANCE (25,207) - - Revenues&T/I 351,699 25,207 376,906 39,856 449,263 Expenditures&T/O 376,906 376,906 1 39,856 449,263 ENDING BALANCE (25,207) - - - - - - - - 347 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 348 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS 349 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS } CITYWIDE Project Name Annual Sidewalk Repairs Project Number 9141-001 Department Public Works Project Manager Rick Torres Description This project provides annual funding to maintain the City's sidewalks. Location This project is conducted at various locations throughout the City. Project Each year, staff conducts assessments of the City's sidewalks to identify areas of sidewalk in need of Background repair. Priority repair is established for damaged areas or those that present a tripping hazard. Work is conducted continuously through the year. Most work is performed by contractors; however, staff will address smaller projects or those that require immediate attention. Approximately 35,000 square feet of sidewalk is repaired each year. There are approximately 17 linear miles of sidewalk in Saratoga. Sidewalk repairs ensure that the City's sidewalks are maintained in good condition, minimizing the need for larger and more costly improvement projects in the future. Additionally, repairs to City sidewalks minimize tripping hazards and reduce liability risk. This project is funded by an annual transfer of$50,000 from the General Fund. Operating Staff time for maintenance work and project oversight of consultants is included in the operating Budget Impacts budget. 350 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Awarded Ongoing Vendor selected Estimated Construction Start I Ongoing Annual construction project begins Estimated Completion Date Ongoing Annual repairs completed ANNUAL SIDEWALK REPAIRS 9141-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-GF 381,105 50,000 431,105 50,000 50,000 50,000 50,000 50,000 681,105 Transfers In-Other CIP 1,581 - 1,581 - - - - - 1,581 TOTAL REVENUES 382,686 50,000 432,686 50,000 50,000 50,000 50,000 50,000 682,686 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Materials&Supplies - - - - - - - - Fees&Expenses 312 312 312 Consultant/Contract Svs 675 - 675 675 Project Equip&Fixtures - - - - - - Construction Expenses 350,364 41,898 392,263 89,437 50,000 50,000 50,000 50,000 681,699 Transfers Out - - - - - - - - TOTAL EXPENDITURES 351,351 41,898 393,250 1 89,437 50,000 50,000 50,000 50,000 682,686 FY Total 2013/14 Budgeted for Fiscal Year Project Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Acthity CII'STREET FUND BEGINNING FUND BAL 31,335 39,437 - - - - - Revenues&T/I 382,686 50,000 432,686 50,000 50,000 50,000 50,000 50,000 682,686 Expenditures&T/O 351,351 41,898 393,250 89,437 50,000 50,000 50,000 50,000 682,686 .ENDINGBALANCE 31,335 39,437 39,437 - - - - - - 351 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS CITYWIDE Project Name Annual Storm Drain Upgrades Project Number 9141-002 Department Public Works Project Manager Rick Torres Description This project funds repairs and upgrades to the City's storm drains. Location This project encompasses storm drains located throughout the City. Project The City's storm drain system is approximately 45 miles long with 2,600 storm drains located Background throughout the City.Maintenance work is conducted by contractors. Storm drains are inspected by the City of Saratoga Public Works Department and West Valley Sanitation District to identify failures, or potential failures. Sections of storm drains that have failed, which often results in flooding, are either replaced or repaired to prevent future failure. Frequently, corrugated metal pipe corrodes and is replaced with plastic or plastic lined pipes that are protected from rust and,therefore,have a longer lifespan. Annual upgrades and repairs to the City's storm drains helps to keep them functioning properly, thereby reducing expenses associated with failed storm drains. Failed storm drains often result in floods that can cause significant damage, including sink holes in roadways and damage to private property. Maintaining storm drains in good operating condition protects the City from these repair and liability costs. This project is funded by an annual transfer of$50,000 from the General Fund. Operating Staff time for project oversight is included in the operating budget. Budget Impacts 352 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Awarded Ongoing Vendor selected Estimated Construction Start I Ongoing Annual construction project begins Estimated Completion Date Ongoing Annual repairs completed ANNUAL STORM DRAIN UPGRADES 9141-002 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Project Reimbursement 1,413 1,413 - - - - - 1,413 Transfers In-Other CIP 10,786 - 10,786 - - - - - 10,786 Transfers In-General Fund 261,313 50,000 311,313 50,000 50,000 50,000 50,000 50,000 561,313 TOTAL REVENUES 273,512 50,000 323,512 50,000 50,000 50,000 50,000 50,000 573,512 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2011/12 2012/13 2013/14 2014/15 Expended CIP STREET FUND Salary&Benefits - - - - Site Acquisition&Prep - Materials&Supplies 2,449 2,449 2,449 Fees&Expenses 1,977 - 1,977 - 1,977 Consultant/Contract Svs - - Project Equip&Fixtures - - - - - Construction Expenses 269,085 39,101 308,186 60,899 50,000 50,000 50,000 50,000 569,085 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 2739512 39,101 312,613 60,899 50,000 50,000 50,000 50,000 573,512 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2011/12 2012/13 2013/14 2014/15 Activity CIP S TREET FUND BEGINNING FUND BAL - 10,899 - - - - - Revenues&T/I 273,512 50,000 323,512 50,000 50,000 50,000 50,000 50,000 573,512 Expenditures&T/O 273,512 39,101 312,613 60,899 50,000 50,000 50,000 50,000 573,512 ENDING FUND BALANCE - 10,899 10,899 - - - - - - 353 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS v '- Heritage Oak a BhaCow . _ PfY �S Qaks Orchard Road % - --_ 4P Project Name Village Sidewalk& Pedestrian Enhancements Project Number 9142-004 Phase I Design&Improvements Department Public Works Project Manager Macedonio Nunez Description This project funds sidewalk and pedestrian safety improvements in the Village. Location This project is located in Saratoga Village at Big Basin Way and Highway 9, Big Basin Way and Blaney Plaza,Big Basin Way and 3'Street,and Big Basin Way and 0 Street. Project In 2008, the City entered into a contract with Gates and Associates for design improvements to the Background Village that would increase pedestrian safety and the beauty of the City's downtown area. The design includes pedestrian bulb-outs and enhanced crosswalks that will make pedestrians more visible to drivers.Plans also include additional landscaping,benches,and bike racks. Following the award of the contract to Gates and Associations for design work, the City held two community meetings to explain the purpose of the project and to seek public input on the design of the sidewalk and pedestrian improvements. A conceptual design was presented to Council in April 2009 and the detailed design was completed during fiscal year 2009/10. Construction began in the same fiscal year. Once completed, the project will enhance the appearance of Saratoga Village and, as a result of significant improvements to pedestrian safety, may make it a more popular retail and dining destination. Operating The project will result in increased maintenance expenses as the City will be responsible for caring for Budget Impacts added landscaping, bulb outs, crosswalks, and other features. However, the project will also make significant improvements to pedestrian safety in the Village by increasing visibility of pedestrians. Staff time for project oversight is included in the operating budget. 354 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase October,2008 Prepare plans and specifications Begin Bid Process April,2010 Council approves plans and authorizes bidding the prof ect Contract award May,2010 Council awards contract Estimated Construction Start June,2010 Construction project begins Estimated Completion Date July,2014 Project is completed VILLAGE SIDEWALK&PEDESTRIAN IMPROVEMENTS 9142-004 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Contributions/Donations 737,846 737,846 - - - - - 737,846 Transfers In-Other CIP 80,764 80,764 80,764 TOTALS TREET FUND 818,610 - 818,610 - - - - - 818,610 GRANT FUND State MTC(TDA) 301,026 34,158 335,184 89,816 - - - - 425,000 TOTAL GRANT FUND 301,026 34,158 335,184 89,816 - - - - 425,000 TOTAL REVENUES 1,119,636 34,158 1,153,793 89,816 - - - - 1,243,610 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP S TREET FUND Materials&Supplies 33,072 33,072 - - - - - 33,072 Fees&Expenses 6,200 6,200 - 6,200 Consultant/Contract Svs 46,523 46,523 - 46,523 Construction Expenses 449,249 449,249 25,059 474,308 Reimbursable Expenses 1,143 - 1,143 - 1,143 Transfers Out 137,665 119,698 257,363 - 257,363 TOTALS TREET FUND 673,853 119,698 793,551 25,059 - - - - 818,610 GRANT FUND Consultant/Contract Svs 12,202 - 12,202 - 12,202 Construction Expenses 321,808 321,808 89,816 411,624 Reimbursable Expenses 1,174 1,174 - 1,174 TOTALGRANTFUND 335,184 - 335,184 89,816 - - - - 425,000 TOTAL EXPENDITURES 1,009,036 119,698 1,128,735 114,875 - - - - 1,243,610 Prior FY Total Year 2013/14 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 144,757 25,059 - - - - - Revenues&T/I 818,610 - 818,610 - 818,610 Expenditures&T/O 673,853 119,698 793,551 25,059 818,610 ,Ending Balance 144,757 25,059 25,059 - - - - - - GRANT FUND Beginning Balance (34,158) - - Revenues&T/I 301,026 34,158 335,184 89,816 425,000 Expenditures&T/O 335,184 - 335,184 89,816 425,000 Ending Balance (34,158) - - - - - - - ENDING FUND BALANCE 110,599 25,059 25,059 - - - - 355 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS Heritage flak z Shadnw OJk, 0 Orchard Road .o of a�+ y Project Name Saratoga Avenue Sidewalk Project Number 9142-005 Department Public Works Project Manager Macedonio Nunez Description This project will install new sections of sidewalk on Saratoga Avenue. Location New sidewalk sections will be located along Saratoga Avenue between Heritage Oak and Orchard Road. Project Since 1992,the City has been adding new sections of sidewalk along Saratoga Avenue,using Transit Background Development Act(TDA) funds to create a continuous sidewalk between the Village and Quito Road. Each year, approximately $25,000 of TDA grant funding is awarded. After several years, when sufficient amount of funds have accumulated, the City identifies the pathway sections to complete along Saratoga Avenue and uses the funding to fill these gaps. Sidewalks offer a number of benefits. They provide a safe path for pedestrians, away from the roadway. The sidewalk also allows residents in wheelchairs or other wheeled devices to travel in the City. Furthermore,extension of the City's sidewalk system increases the City's walk-ability and adds to the recreational opportunities available to residents. Work for this project is conducted by a contractor and managed by City staff. Operating On-going maintenance costs will increase with the extension of the sidewalk. Staff time for project Budget Impacts management costs is included in the operating budget. 356 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Contract Awarded Ongoing Vendor selected Estimated Construction Start Ongoing Construction project phase begins Estimated Completion Date October 2018 Project is completed SARATOGA AVENUE SIDEWALK 9142-005 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUND State MTC TDA 105,908 7,663 113,571 34,150 - - - - 147,721 TOTAL REVENUES 105,908 7,663 113,571 34,150 - - - - 147,721 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUND Consultant/Contract Svs 6,745 - 6,745 - - - - - 6,745 Construction Expenses 98,436 7,663 106,099 34,150 140,249 Reimbursable Expenses 727 - 727 - 727 TOTAL EXPENDITURES 105,908 71663 113,571 34,150 - - - - 147,721 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUND BEGINNING BALANCE - - - - - - - Revenues&T/I 105,908 7,663 113,571 34,150 147,721 Expenditures&T/O 105,908 7,663 113,571 34,150 147,721 ENDING BALANCE - - - - - - - - - 357 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza 9' _ y L0f srr — 1116 obe f,. �0e N r> Project Name Village Sidewalk & Pedestrian Enhancements Project Number 9142-010 Phase II—Design Department Public Works Project Manager Macedonio Nunez Description This project funds the design portion of the second phase of sidewalk and pedestrian safety improvements in the Village. Location This project will make improvements in Saratoga Village at Big Basin Way and Highway 9 spur at Blaney Plaza;Big Basin Way and 5'Street;Big Basin Way and 6th Street; and Big Basin Way just past Highway 9. Project In 2008, the City entered into a contract with Gates and Associates to design improvements to the Background Village that would increase pedestrian safety and the beauty of the City's downtown area. The design includes pedestrian bulb-outs and enhanced crosswalks that will make pedestrians more visible to drivers. Plans also include additional landscaping,benches,and bike racks. Following the award of contract with Gates and Associates for design work, the City held two community meetings to explain the purpose of the project and seek public input on the design of the sidewalk and pedestrian improvements. A conceptual design was presented to the City Council in April 2009. The first phase of construction started in June 2010. The second phase of construction will continue improvements along Big Basin Way. The project will add more pedestrian bulb-outs, enhanced crosswalks, and other safety improvements in the Village. Funding for this project comes from a Federal Congestion Mitigation and Air Quality(CMAQ)grant,the State,and the City. Operating This project will result in increased maintenance expenses,as the City will be responsible for caring for Budget Impacts added landscaping, bulb outs, crosswalks, and other features. However, the project will also make significant improvements to pedestrian safety in the Village by increasing visibility of pedestrians. Additionally, the enhancements to pedestrian safety and the appearance of the Saratoga Village may make it a more popular retail and dining destination. Project management costs are included in the operating budget. 358 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase May 2011 Prepare RFP Contract Awarded August 2011 Vendor selected Design Work Begins Sept 2011 Design work begins Design Approval Feb 2012 Council approves designs Estimated Completion Date November 2014 Final design work completed VILLAGE SIDEWALK&PEDESTRIAN ENHANCEMENTS PHASE II-DESIGN 9142-010 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-Other CIP 65,790 65,790 - - - - - 65,790 TOTALS TREET FUND 65,790 - 65,790 - - - - - 65,790 GRANT FUND Federal-CMAQ PT 134,000 - 134,000 - - - 134,000 TOTALGRANTFUND 134,000 - 134,000 - - - - - 134,000 TOTAL REVENUES 199,790 - 199,790 - - - - - 199,790 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Consultant/Contract Svs 52,427 52,427 - - - - - 52,427 Construction Expenses - - 13,363 13,363 TOTAL S TREET FUND 52,427 - 52,427 13,363 - - - - 65,790 GRANT FUND Consultant/Contract Svs 134,000 - 134,000 - - 134,000 TOTAL GRANT FUND 134,000 - 134,000 - - - - - 134,000 TOTAL EXPENDITURES 186,427 - 186,427 13,363 - - - - 199,790 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 13,363 13,363 - - - - - Revenues&T/I 65,790 - 65,790 - 65,790 Expenditures&T/O 52,427 - 52,427 13,363 65,790 Ending Balance 13,363 13,363 13,363 - - - - - - GRANT FUND Beginning Balance - - - - - - Revenues&T/I 134,000 - 134,000 - - - - - 134,000 Expenditures&T/O 134,000 134,000 - - - - - 134,000 JEnding Balance - - - - - - - - - INDING BALANCE 13,363 13,363 13,363 - - - - - - 359 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza 9' _ y L0f srr — Sfh� obe f,. �0e N r> Project Name Village Sidewalk & Pedestrian Enhancements Project Number 9142-011 Phase II—Construction Department Public Works Project Manager Macedonio Nunez Description This project funds the second phase of sidewalk and pedestrian safety improvement construction in the Village. Location This project is located in Saratoga Village at Big Basin Way and Highway 9 at Blaney Plaza;Big Basin Way and 5"Street;Big Basin Way and 6'Street;and Big Basin Way just past Highway 9. Project The Village is the historical downtown center of Saratoga and is the main corridor for local retail and Background professional offices. Businesses found along this road include fine restaurants, salons, galleries, home furniture show rooms, bakeries, coffee shops, banks, and delis. As a shopping and dining destination, there is a good deal of pedestrian traffic as shoppers and diners enjoy the Village's ambiance In 2008, the City entered into a contract with Gates and Associates to design improvements to the Village that would increase pedestrian safety and the beauty of the City's downtown area. The design includes pedestrian bulb-outs and enhanced crosswalks that will make pedestrians more visible to drivers. Plans also include additional landscaping,benches,and bike racks. Following the award of contract with Gates and Associates for design work, the City held two community meetings to explain the purpose of the project and seek public input on the design of the sidewalk and pedestrian improvements. A conceptual design was presented to the City Council in April 2009. Phase I of construction began in June, 2010. Phase II will continue improvements along Big Basin Way. The project will add more pedestrian bulb-outs, enhanced crosswalks, and other safety improvements in the Village. The improved enhancements to pedestrian safety and appearance of the Saratoga Village may make it a more popular retail and dining destination. Funding for this project comes from a Federal Congestion Mitigation and Air Quality(CMAQ) grant, and the City's grant match. Operating Increased maintenance costs are anticipated, as the City will be responsible for caring for additional Budget Impacts landscaping, bulb outs, crosswalks, and other features. Project management costs are included in the operating budget. 360 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Design Approval February 2012 Council approves plans Begin Bid Process April 2013 Council authorizes bidding the project Contract Award August 2013 Council awards contract Estimated Construction Start May 2014 Construction project begins Estimated Completion Date November 2014 Project is completed VILLAGE SIDEWALK&PEDESTRIAN ENHANCEMENTS PHASE II-CONSTRUCTION 9142-011 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-Other CIP 256,800 85,701 342,501 - - - - - 342,501 TOTALS TREET FUND 256,800 85,701 342,501 - - - - 342,501 GRANT FUND Federal-CMAQ PT 1,687 44,761 46,448 729,652 - - 776,100 TOTAL GRANT FUND 1,687 44,761 46,448 729,652 - - - - 776,100 TOTAL REVENUES 258,487 130,462 388,949 729,652 - - - - 1,118,601 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CH'STREET FUND Materials&Supplies 886 886 - - - - 886 Fees&Expenses 79 79 79 Consultant/Contract Svs 827 827 827 Construction Expenses 2,967 15,948 18,915 289,294 308,209 Transfers Out 32,500 - 32,500 - 32,500 TOTAL S TREET FUND 35,467 17,740 53,207 289,294 - - - 342,501 GRANT FUND Materials&Supplies - 6,837 6,837 - 6,837 Fees&Expenses 610 610 - 610 Consultant/Contract Svs - 6,354 6,354 6,354 Construction Expenses 1,687 30,961 32,647 729,652 762,299 TOTALGRANTFUND 1,687 44,761 46,448 729,652 - - - - 776,100 TOTAL EXPENDITURES 37,153 62,502 99,655 1,018,946 - - - - 1,118,601 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 221,333 289,294 - - - - - Revenues&T/I 256,800 85,701 342,501 - 342,501 Expenditures&T/O 35,467 17,740 53,207 289,294 342,501 Ending Balance 221,333 289,294 289,294 - - - - - - GRANT FUND Beginning Balance - - - Revenues&T/I 1,687 44,761 46,448 729,652 776,100 Expenditures&T/O 1,687 44,761 46,448 729,652 776,100 ,Ending Balance - - - - - - - INDING BALANCE 221,333 289,294 289,294 - - - 361 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Kresisr Drive . 9 Hilinicre Dr re — Carmel Aveivue O_ 4 .. 4 i — _ wardcllRoad. � I Project Name Arroyo de Arguello Outfall Repair Project Number 9142-012 Department Public Works Project Manager Rick Torres Description This project will replace a 36-inch rusted corrugated metal storm drain outfall pipe at Calabazas Creek. Location This project is located in Calabazas Creek, approximately 350 feet downstream (north) of Wardell Road along the western bank. Project A site assessment by Santa Clara Valley Water District (SCVWD) staff in 2011 revealed the outfall Background pipe was corroded and recommended replacement to prevent failure and erosion of creek banks due to flooding. SCVWD recommends using the Stream Maintenance Program (SMP) permit procedure to fix the outfall, and committed to providing the planning, design, and construction services similar to the Padero Court project.The new outlet pipe will extend the useful life of the storm drain structure. Although the outfall pipe and storm drain system is owned by the City of Saratoga, SCVWD offered to pay for half of the cost of repairs, as this repair would prevent the failure of the outflow pipe and subsequent stream bank erosion, which would result in an even more costly repair project. The Water District also agreed to manage the project. This project has been funded with Gas Tax revenues. Operating As the planning, design, and construction services will be managed by SCVWD, the City's Budget Impacts engineering staff time will be minimal and,therefore,will not impact the City's operating budget. 362 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase July 2012 Prepare plans and specifications—completed Estimated Construction Start August 2013 Construction Begins Estimated Completion Date October 2013 Project is complete. ARROYO DE ARGUELLO OUTFALL REPAIR 9142-012 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GAS TAX FUND Transfers In-Gas Tax Funding 70,000 70,000 - - - - - 70,000 TOTAL GAS TAX FUND 70,000 - 70,000 - - - - - 70,000 TOTAL REVENUES 70,000 - 70,000 - - - - - 70,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GAS TAX FUND Construction Expenses - 70,000 - - - - 70,000 TOTAL GAS TAX FUND - - - 70,000 - - - - 70,000 TOTAL EXPENDITURES - - 70,000 - - - - 70,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activi ty GAS TAX FUND Beginning Balance 70,000 70,000 - - - - - Revenues&T/I 70,000 - 70,000 - 70,000 Expenditures&T/O - - - 70,000 70,000 ENDING BALANCE 70,000 70,000 70,000 - - - 363 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS o o C�' 4�a� Eluck-11 Road 1 Project Name Quito Road Storm Drain Project Project Number 9142-013 Department Public Works Project Manager Rick Torres Description This project will build two storm drains and replace the curb, gutter, and ruined asphalt at Quito Road and Paseo Olivos. Location This project is located on the southwest and northwest corners of Quito Road and Paseo Olivos. Project There are currently no storm drains installed on the corner of Quito Road and Paseo Olivos. As a Background result,water collects at the corner,creating potential traffic hazards,and undermines the roadway. This project will install two new storm drains and connect them to the City of San Jose's existing storm water system. The City of Saratoga must obtain an encroachment permit from the City of San Jose before it can begin the project. This project has been funded with Gas Tax revenues. Operating Engineering, administrative and staff time for oversight and implementation of the project is Budget Impacts incorporated into the operating budget. The installation of the two storm drains will diminish the need for continuous repair of ruined asphalt and reduce City liability risk. 364 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development July 2013 Prepare Plans&Specifications Obtain Permits July 2013 Apply for Encroachment Permit from City of San Jose Contract Award July 2014 Vendor selected Estimated Construction Start August 2014 Construction project begins Estimated Completion Date November 2014 Project is complete QUITO ROAD STORM DRAIN PROJECT 9142-013 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GAS TAX FUND Transfers In Gas Tax 40,000 40,000 - - - - - 40,000 TOTAL GAS TAX FUND 40,000 - 40,000 - - - - - 40,000 TOTAL REVENUES 40,000 - 40,000 - - - - - 40,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GAS TAX FUND Construction Expenses - 40,000 - - - - 40,000 TOTAL GAS TAX FUND - - - 40,000 - - 40,000 TOTALEXPEND]TURES - - - 40,000 - - - - 40,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GAS TAX FUND Beginning Balance 40,000 40,000 - - - - - Revenues&T/I 40,000 - 40,000 - 40,000 Expenditures&T/O - 40,000 40,000 ENDING BALANCE 40,000 40,000 40,000 1 - - - - - 365 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS �. .• 61a ni�r Resta Project Name OBAG Big Basin Way Sidewalk, Curb & Project Number 9142-014 Gutter Repairs Department Public Works Project Manager John Cherbone Description This project will repair and replace sidewalk, curb, and gutter on an as needed basis along Big Basin Way to reduce tripping hazards and beautify the village. Location This project is located on Big Basin Way between 6th street and Hwy 9. Project The Village is the historical downtown center of Saratoga and is the main corridor for local retail and Background professional offices. Businesses found along this thoroughfare road include fine restaurants, salons, galleries, home furniture show rooms, wine tasting rooms, bakeries, banks, and delis. As a shopping and dining destination, there is a good deal of pedestrian traffic as shoppers and diners enjoy the Village's ambiance. This project is intended to improve patron safety along this major active corridor and enhance Saratoga's pedestrian-friendly environment through ensuring a safe and convenient walking experience. This project provides funding for removal and replacement of any sidewalk, curb, and gutter along the Saratoga Village that is deteriorating,or considered a potential tripping hazard. This project is fully funded through a$163,000 STP OBAG grant. Operating Engineering, administrative and staff time for oversight and implementation of the project is Budget Impacts incorporated into the operating budget. Staff time and material costs for minor repairs will be eliminated, and liability risks will be reduced with the infrastructure in new condition and in compliance with current standards. 366 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase December 2013 Prepare plans and specifications Prepare Agreements January 2014 Council awards contract Estimated Construction Start July 2014 Construction Begins Estimated Completion Date September 2014 Project is completed OBAG SIDEWALK,CURB&GUTTER REPAIR 9142-014 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUND State-STP OBAG Grant - 163,000 - - - - 163,000 TOTAL - - - 163,000 - - - - 163,000 TOTALREVENUFS - - - 163,000 - - - - 163,000 GAS TAX FUND Gas Tax - - - 20,990 - - - - 20,990 TOTAL - - - 20,990 - - - - 20,990 TOTAL REVENUES - - 183,990 - - - - 183,990 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUND Construction Expenses 163,000 - - - - 163,000 TOTAL - - - 163,000 - - - - 163,000 TOTAL EXPENDITURES - - 163,000 - - - - 163,000 GAS TAX FUND Construction Expenses 20,990 - - - - 20,990 TOTAL - - - 20,990 - - - - 20,990 TOTAL EXPENDITURES - - - 183,990 - - - - 183,990 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUND BEGINNING BALANCE - - - - - - Revenues&T/I - 183,990 - 183,990 Expenditures&T/O - 183,990 - 183,990 ENDING BALANCE - - - - - - - - 367 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO SIDEWALKS,CURBS&STORM DRAINS d� m �pg�` cca `off (Us �\Cmfi Sunnyside Drive Storm Da fn aye 1 Improvements III G��y� w°J a Project Name El Camino Grande Storm Drain Pump Project Number 9142-015 Department Public Works Project Manager John Cherbone Description This project will improve the existing storm drain system at El Camino Grande. Location This project is located on El Camino Grande and Saratoga-Los Gatos Road. Project This is the second part of the Monte Vista Drive/El Camino Grande area storm drain improvements. Background This section of the roadway receives a large amount of storm water runoff from Saratoga-Los Gatos Road. The capacity of the existing storm drain system is inadequate during intense storm events. Without a proper storm drain system, flooding could occur resulting in erosion and possible street failure. This project is funded by a$150,000 transfer from the General Fund. Operating Engineering and administrative staff time for project management is incorporated into the operating Budget Impacts budget. 368 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase August 2014 Bcgin Design Prepare Agreements October 2014 Prepare Agreements Estimated Construction Start November 2014 Begin Construction Estimated Completion Date December 2014 Project Complete EL CAMINO GRANDE STORM DRAIN PUMP 9142-015 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund 150,000 - - - - 150,000 TOTAL REVENUES - - - 150,000 - - - - 150,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDI'T'URES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 150,000 - - - - 150,000 TOTAL EXPENDITURES - - 150,000 - - - 150,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 150,000 150,000 Expenditures&T/O 150,000 150,000 ENDING BALANCE - - - - - - - 369 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Trinity Avenue ti{ i Avenue Storm Drain Improvements �E`d mane Project Name Saratoga Hills Storm Drain Improvements Project Number 9142-016 Department Public Works Project Manager Iveta Harvancik Description This project will improve the existing storm drain system at the corner of Saratoga Hills Road and Pontiac Avenue. Location This project is located on Saratoga Hills Road near Pontiac Avenue. Project This area receives a large amount of storm water runoff from Saratoga Hills Road and the existing Background drain inlet's capacity is inadequate to accommodate the high amount of runoff. Without a proper storm drain system,flooding could occur resulting in erosion and possible street failure. This project is funded by a$10,000 transfer from the General Fund. Operating Oversight for this improvement project is included in the Operating Budget. Ongoing maintenance Budget Impacts costs are included in the West Valley Sanitation District contract. 370 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase July 2014 Bcgin Design Phase Prepare Agreements August 2014 Prepare Agreements Estimated Construction Start October 2014 Start Construction Estimated Completion Date November 2014 Project Complete SARATOGA HILLS STORM DRAIN IMPROVEMENTS 9142-016 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund 10,000 - - - - 10,000 TOTAL REVENUES - - - 10,000 - - - - 10,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 10,000 - - - - 10,000 TOTAL EXPENDITURES - - 10,000 - - - 10,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 10,000 10,000 Expenditures&T/O - 10,000 10,000 ENDING BALANCE - - - - - - - 371 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS C, Is CITY WIDE C11r Project Name Long-Term Trash Plan Storm Drain Capture Project Number 9142-017 Devices Department Public Works Project Manager Mainini Cabute Description This project will install 15 storm drain full capture devices in areas that have the highest density of trash to implement the City's Long Term Trash Plan(LTTP). Location Identified locations include Prospect Road, sections of Saratoga-Sunnyvale near Saratoga High School and in between Sea Gull and Prospect Road, areas near Congress Springs Park and the Saratoga Village. Project The Municipal Regional Stormwater National Pollutant Discharge Elimination System (NPDES) Background Permit for Phase I communities in the San Francisco Bay (Order R2-2009-0074), also known as the Municipal Regional Permit (MRP), became effective on December 1, 2009. Provision C.10.c of the MRP requires Permittees to submit a Long-Tenn Trash Load Reduction Plan (Long-Term Plan) by February 1, 2014. Long-Term Plans must describe control measures that are currently being implemented, including the level of implementation, and additional control measures that will be implemented and/or require an increased level of implementation designed to attain a 70%trash load reduction by July 1,2017,and 100%by July 1,2022. The City of Saratoga submitted a Long-Term Trash Plan (LTTP) in compliance with MRP provision C.10.c. The goal of the Long-Term Trash Plan is to solve trash problems in receiving waters by reducing the impacts associated with trash in discharges from the City of Saratoga's municipal separate storm sewer system that are regulated by NPDES Permit requirements. The City believes that purchasing and installing 15 storm drain full capture devices will effectively reduce the instances of trash entering the storm drains and flowing into the Bay. The City developed the LTTP using a regionally consistent outline and guidance developed by the Bay Area Stormwater Management Agencies Association(BASMAA) and reviewed by San Francisco Bay Regional Water Quality Control Board staff. This project is funded by a$30,000 transfer from the General Fund. Operating This project will require a minimal amount of Street Crew time to inspect full capture devices after Budget Impacts each storm to empty out trash from the capture devices. Staff time is funded in the Operating Budget. 372 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Purchase December 2014 Purchase full capture devices Estimated Completion Date June 2014 Complete installation of capture devices LONG-TERM TRASH PLAN STORM DRAIN CAPTURE DEVICES 9142-017 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund - 30,000 - - - - 30,000 TOTALREVENUES - - - 30,000 - - - - 30,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 30,000 - - - - 30,000 TOTAL EXPENDITURES - - 30,000 - - - - 30,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 30,000 30,000 —Expenditures&T/O 30,000 30,000 .ENDINGBALANCE - - - - - 373 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MMM SIDEWALKS,CURBS&STORM DRAINS . 9 Gardiner Park o Harleigh Drive c 0 rn c Allendale Avenue Project Name Wildcat Creek Bank Stabilization Project Number 9142-018 Department Public Works Project Manager Iveta Harvancik Description Replacement of 36-inch rusted corrugated metal storm drain outfall pipe. Location This project is located at Gardiner Park. Project The City of Saratoga owns the outfall pipe and storm drain structure. Background A recent site assessment by Santa Clara Valley Water District(SCVWD)staff revealed the outfall pipe located at Gardiner Park was corroded,and subsequently recommended the outflow pipe be replaced to prevent failure and erosion of creek banks due to flooding. SCVWD recommends using the Stream Maintenance Program (SMP) permit procedure to fix the outfall, and committed to providing the planning, design, and construction services similar to the Padero Court project.The new outlet pipe will extend the useful life of the storm drain structure. Although the outfall pipe and storm drain system is owned by the City of Saratoga, SCVWD offered to pay for half of the cost of repairs, as this repair will prevent a failure which would cause stream bank erosion, which would result in an even more costly repair project. The Water District also agreed to manage the project.The Water District will manage the repair project. The City will reimburse SCVWD for the City's share of the project cost when completed. This project will be funded with Gas Tax revenues. Operating As the planning, design, and construction services will be managed by SCVWD, the City's Budget Impacts engineering staff time will be minimal and therefore will not impact the City's operating budget. 374 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Design Phase July 2014 SCVWD will design. Estimated Construction Start August 2014 Construction Begins Estimated Completion Date October 2014 Project is complete. WILDCAT CREEK OUTFALL REPAIRS 9142-018 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP STREET FUND Transfers In-General Fund 40,000 - - - - 40,000 TOTAL REVENUES - - - 40,000 - - - - 40,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 40,000 - - - - 40,000 TOTAL EXPENDrFURES - 40,000 - - - - 40,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - Revenues&T/I 40,000 40,000 Expenditures&T/O 40,000 40,000 ENDING BALANCE - - - - - 375 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 376 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE & RETAINING WALL PROJECTS 377 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO BRIDGE&RETAINING WALL PROJECTS Jew fQ e 5�i r9 Wildwood Sr Park � PN T yb 4a a`r� 0� Rer 714 s�P Pr Project Name Fourth Street Bridge Project Number 9152-001 Department Public Works Project Manager John Chcrbonc Description This project will widen the bridge at 41 Street in Saratoga. Location This project is located on 4'Street near Wildwood Park in the Saratoga Village. Project The 4' Street Bridge was constructed in 1939 and crosses Saratoga Creek near the entrance to Background Wildwood Park. This project will widen the bridge to accommodate a sidewalk for pedestrian traffic. Additionally, this project will make structural improvements to bring the bridge in compliance with current standards. A California Department of Transportation review of Saratoga bridges in 2004 listed the 4' Street Bridge as being in"generally good condition". There are 20 bridges located in the City. Nine of the bridges pass over Saratoga Creek. Funding for the project comes primarily from the Federal Highway Bridge Replacement and Rehabilitation (HBRR) program. HBRR monies account for 80% of total project costs. The remaining 20%is funded by the City. Operating Project management costs are included in the operating budget as staff time in the Engineering and Budget Impacts Streets programs. This project will increase safety for pedestrians walking across the 4'Street Bridge and subsequently reduce City liability exposure. 378 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase May 2013 Prepare plans and specifications Begin Bid Process February 2015 Council approves plans and authorizes bidding the prof ect Contract Award April 2015 Council awards contract Estimated Construction Start April 2015 Construction project begins Estimated Completion Date October 2015 Project is completed FOURTH STREET BRIDGE 9152-001 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP S TREET FUND Transfers In-General Fund 100,000 100,000 - - - - - 100,000 TOTALS TREET FUND 100,000 - 100,000 - - - - 100,000 GRANT FUND Federal-HBRR - 1,078 1,078 485,922 - - - 487,000 TOTAL GRANT FUND - 1,078 1,078 485,922 - - - - 487,000 TOTAL REVENUES 100,000 1,078 1019078 485,922 - - - - 587,000 Pri or FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses 100,000 - - - - 100,000 TOTALS TREET FUND - - - 1009000 - - - - 100,000 GRANT FUND Construction Expenses 1,078 19078 485,922 - - 487,000 TOTAL GRANT FUND - 1,078 1,078 485,922 - - - - 487,000 TOTAL EXPENDITURES - 1,078 1,078 585,922 - - - - 587,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 ActiNity CIP STREET FUND Beginning Balance 100,000 100,000 - - - - - Revenues&T/I 100,000 - 100,000 - 100,000 Expenditures&T/O - - - 100,000 100,000 Ending Balance 100,000 100,000 100,000 - - - GRANT FUND Beginning Balance - - - Revenues&T/I - 1,078 1,078 485,922 487,000 Expenditures&T/O 1,078 1,078 485,922 487,000 Ending Balance - - - - - - - INDING BALANCE 100,000 100,000 100,000 - - - 379 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO BRIDGE&RETAINING WALL PROJECTS Sobey Road 13 q a o` Vessinq Road Project Name Quito Road Bridges Project Number 9152-002 Department Public Works Project Manager Maccdonio Nunez Description This project funds removal and replacement of two bridges on Quito Road. Location This project is located on two sections of Quito Road along the border of Saratoga and Los Gatos. Project The California Department of Transportation (Caltrans) conducted a structural assessment of the two Background bridges on Quito Road and rated them in need of replacement. Additionally,the bridges are not wide enough to meet current Caltrans standards for roadway size. This project will rebuild the bridge and bring the width of the Quito Road bridges in compliance with State roadway standards,which will ultimately increase safety for people using Quito Road. Both bridges pass over San Tomas Creek,which flows through Saratoga, Campbell,Los Gatos,Monte Sereno, San Jose, and Santa Clara. As these two bridges fall along the city limit lines of Saratoga and Los Gatos and along the San Tomas Creek, Los Gatos, Saratoga, and the Santa Clara Valley Water District all share in the boundaries and responsibilities. As Saratoga holds the primary share of allocated responsibility,the City agreed to manage this bridge replacement project. There are a total of 20 bridges in Saratoga. Four of these bridges pass over San Tomas Creek. Funding to remove and replace the existing bridges comes primarily from a Federal Highway Bridge Replacement and Rehabilitation (HBRR) Program Grant, with allocated grant match contributions from the Water District,Los Gatos,and Saratoga through a co-operative agreement. Operating Engineering and administrative staff time for project management and oversight is incorporated into Budget Impacts the operating budget. 380 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase January 1996 Prepare plans and specifications Begin Bid Process December 2012 Council approves plans and authorizes bidding the prof ect Contract Award March 2016 Council awards contract Estimated Construction Start April 2016 Construction project begins Estimated Completion Date April 2017 Project is completed QUITO ROAD BRIDGES 9152-002 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP S TREET FUND Project Reimbursements 59,130 59,130 - - - - - 59,130 Transfers In-General Fund 155,659 155,659 155,659 TOTAL 214,789 - 214,789 - - - - - 214,789 GRANT FUND Federal-HBRR 442,519 129,927 572,446 99,154 671,600 TOTAL 442,519 129,927 572,446 99,154 - - - - 671,600 GAS TAX FUND Gas Tax Revenues - - - 129,000 129,000 TOTAL - - - 129,000 - - - - 129,000 TOTAL REVENUES 657,308 129,927 787,235 228,154 - - - - 1,015,389 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Site Acquisition&Prep 17,290 2,066 199356 - - - - - 19,356 Materials&Supplies - 165 165 165 Fees&Expenses - 485 485 485 Consultant/Contract Svs 14,083 31,154 45,237 - 45,237 Construction Expenses 89,333 - 89,333 59,500 148,833 Reimbursable Expenses 3,490 2,776 714 - 714 TOTAL 124,196 31,094 155,289 59,500 - - - - 214,789 GRANT FUND Site Acquisition&Prep 69,161 8,263 77,423 - 77,423 Materials&Supplies 660 660 660 Fees&Expenses 207 207 207 Consultant/Contract Svs 12,798 97,936 110,734 - 110,734 Construction Expenses 376,475 - 376,475 99,154 475,628 Reimbursable Expenses 4,171 2,776 6,947 - 6,947 TOTAL 462,605 109,842 572,446 99,154 - - - - 671,600 GAS TAX FUND Construction Expenses - - - 129,000 129,000 TOTAL - - - 129,000 - - - - 129,000 TOTAL EXPENDITURES 586,800 140,935 1 727,736 287,653 - - - - 1,015,389 381 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM QUITO ROAD BRIDGES 9152-002 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND Beginning Balance 90,593 59,500 - - - - - Revenues&T/I 214,789 - 214,789 - 214,789 Expenditures&T/O 124,196 31,094 155,289 59,500 214,789 Ending Balance 90,593 59,500 59,500 - - - - - - GRANT FUND Beginning Balance (20,085) - - Revenues&T/I 442,519 129,927 572,446 99,154 671,600 Expenditures&T/O 462,605 109,842 572,446 99,154 671,600 Ending Balance (20,085) - - - - - - - - GAS TAX FUND Beginning Balance - - Revenues&T/I 129,000 -Expenditures&T/O 129,000 - - Ending Balance - - - - - - - INDING BALANCE 70,508 59,500 59,500 - - - - - - 382 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS 383 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO UTILITY UNDERGROUNDING PROJECTS CITYWIDE Project Name Rule 20A Undergrounding Project Project Number 9171-001 Department Public Works Project Manager Macedonio Nunez Description This project will fund undergrounding of utilities in Saratoga. Location One or more locations for this project are to be determined. Project Each year, Pacific Gas & Electric (PG&E) allocates undergrounding work credits to Saratoga and Background 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. As a result 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 over the past few years to allow for a more substantial undergrounding project in the City. Operating Moving overhead utilities underground will make the City more attractive and will reduce safety risks Budget Impacts associated with down power lines. As fallen power lines can be especially problematic during winter storms, undergrounding the lines would reduce emergency staff costs and liability. Project management costs for this project will be included in the operating budget when it becomes active. 384 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase To be determined Prepare plans and specifications in conjunction with PG&E Estimated Construction Start To be determined PG&E begins construction Estimated Completion Date To be determined PG&E completes construction RULE 20A ELECTRIC UNDERGROUND CONVERSION PROJECTS As of May 31,2014, $3,479,150 of work credit funding is available from PG&E for utility undergrounding work funded and completed by PG&E. Additional funds accumulate each year. The City does not receive cash funds for this work; therefore the work credit amount is not included in the CIP financial schedules. 385 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM MWO UTILITY UNDERGROUNDING PROJECTS o MAUDE AVE. AUDN�'Y$p t. Oy O A O 4 i S x �, •� Y p"y 9 Li �i Z O ± DR. 1 Project Name Quito Road Undergrounding Project Project Number 9171-002 Department Public Works Project Manager Macedonio Nunez Description This project will fund undergrounding of utilities on Quito Road in Saratoga. Location Undergrounding work would take place on Quito Road near Twin Creeks Road. Project Several years ago, as a result of fees collected for a subdivision, the City received funds to Background underground utilities on Quito Road near Twin Creeks Road. In recent years, municipalities and Pacific Gas&Electric(PG&E)have started moving overhead utility lines underground. Due to the high costs of undergrounding,transferring the overhead utilities at this location will have to be incorporated into a larger undergrounding project. Moving overhead utilities underground will make the City more attractive and will reduce safety risks associated with down power lines. Fallen power lines can be especially problematic during winter storms. Operating Staff time associated with project management is included in the operating budget. Budget Impacts 386 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase To be determined Prepare plans and specifications Begin Bid Process To be determined Council approves plans and authorizes bidding the project Contract Award To be determined Council awards contract Estimated Construction Start To be determined Construction project begins Estimated Completion Date To be determined Project is completed QUITO ROAD UNDERGROUNDING PROJECT 9171-002 Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CEP STREET FUND —Community Benefit Assess 98,744 98,744 - - - - - 98,744 TOTAL REVENUES 98,744 - 98,744 - - - - - 98,744 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP STREET FUND Construction Expenses - 98,744 - - - - 98,744 TOTAL EXPENDITURES - - - 98,744 - - - - 98,744 FY Total 2013/14 Estimated Bu dge te d for Fi s cal Ye ar Project Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP STREET FUND BEGINNING FUND BAL 98,744 98,744 - - - - - Revenues&T/I 98,744 - 98,744 - 98,744 Expenditures&T/O - - 98,744 98,744 ENDING BALANCE 98,744 98,744 98,744 - - - - - 387 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 388 PARKS & TRAILS PROGRAM 389 390 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARKS & TRAILS PROGRAM PROGRAM DIRECTORY PARKS&TRAILS PROGRAM PAGE Program Summary 393 Project List Summary 394 Program Funding Summary 395 CITYWIDE PROJECTS 9211-001 Annual Park&Trails Repairs 398 9211-002 Tree Replanting Program 400 9211-003 Playground Safety Improvements 402 9211-005 Fibar Playground Safety Improvements 404 9211-006 Turf Reduction Program 406 9212-001 Tree Dedication Program 408 9212-002 Saratoga Monte Sereno Community Foundation Tree Dedication Program 410 9213-001 Beverage Container Grant Project 412 PARK PROJECTS 9222-001 Hakone Gardens Master Plan 416 9222-004 Hakone Gardens Upper Moon House Foundation Repairs 418 9225-003 Wildwood Park Bridge Rehabilitation 420 9226-001 Quarry Park Master Plan Implementation—Phase I 422 9226-002 Quarry Park Right-of-Way/Property Acquisition 424 TRAILS&OPEN SPACE PROJECTS 9274-001 Joe's Trail at Saratoga De Anza 428 9274-002 Guava Ct/Fredericksburg Entrance 430 9277-001 Saratoga Village Creek Trail Design 432 9277-002 Saratoga Village Creek Overlook 434 9277-003 Village Creek Trail—Construction 436 9281-002 Saratoga to the Sea Trail Master Plan Implementation 438 391 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM a 392 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARKS & TRAILS PROGRAM SUMMARY The Parks & Trails Program provides for capital improvements to the City of Saratoga's neighborhood and city parks and plaza, sports fields,bike and pedestrian trails,and open space areas throughout the city. Projects within the Parks& Trails Program are classified as General/Citywide Park Improvements, City Park Projects,Neighborhood Park Projects, Sport Park Projects, or Trail and Open Space Projects. Within the project classification, the projects are sub-classified by site. This structure allows for the tracking of resources by individual park,trail, or open space area, and by specific project work completed. General Repairs & Maintenance — include general and citywide park and trail repair projects to provide for minor projects that are not specified bodies of work to an individual site, and for citywide projects that apply to multiple sites. Projects could include fence repairs or improvements,tree removals,park furniture and equipment,lighting or irrigation enhancements, structure repairs, or various minor projects that arise to improve the infrastructure. This category also includes the Citywide Tree Replanting project which is primarily funded through tree fines and used for tree planting and irrigation throughout the City. A third subcategory is funding projects for open space contributions. City Parks—include projects which improve the larger parks which draw the entire community. This includes Wildwood Park,Hakone Gardens,Heritage Orchard Park,Blaney Plaza and the Village Historical Park. City Parks generally have features and attractions in addition to playground equipment,picnic areas,and ball courts. Neighborhood Parks — are comprised of projects for the City's smaller parks located within neighborhoods. This includes Azule Park, Beauchamps Park, Bellgrove Park, Brookglen Park, Foothill Park, Gardiner Park, Kevin Moran Park, and Ravenswood Park. Sport Parks&Facilities Projects-include improvement projects at the City's sport field type parks. These sites include Congress Springs Park,El Quito Park, and West Valley Soccer Fields. Trails & Open Space Projects —include Calabazas Creek Trail, Carnelian Glen Trail, San Marcos Open Space Trail, Joe's Trail at Saratoga De Anza,Teerlink Ranch Trail, and Trail Segment#3. The schedule on the following page summarizes the City's FY 2014/15 Parks&Trails Program capital projects and their currently funded status. 393 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PROJECT SUMMARY Prior FY Total Year 2013/14 Funded Budgetedfor Fiscal Year Project PARKS PROJECT EXPENDITURE SUMMARY Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding City Wide Projects 9211-001 Annual Park&Trail Repairs 261,726 5,611 267,337 26,038 - - - - 293,375 9211-002 CityWide Tree Replanting 195,789 23,705 219,494 50,311 269,805 9211-003 Playground Safety Improvements 29,922 3,599 33,522 16,478 50,000 9211-004 Park Restroom Improvements 17,660 39,929 57,589 closed 57,589 9211-005 Fibar Playground Safety Improvements - 35,980 35,980 4,020 40,000 9211-006 Turf Reduction Renovation Program - - - 25,000 25,000 9212-001 Tree Dedication Program 7,500 7,500 21,125 28,625 9212-002 SMSCF Tree Donation Fund - - 1,750 1,750 9213-001 AB 8939 Beverage Container Grant - 20,305 20,305 10,065 30,370 Park Projects 9221-001 Blaney Plaza Sound&Lighting Impr 18,473 6,220 24,693 closed 24,693 9222-001 Hakone Gardens Match Contribution - - - 250,000 250,000 9222-002 Hakone Gardens Driveway&Wall 169,625 310,375 480,000 closed 480,000 9222-004 Hakone Gardens UH Foundation - - - 125,000 125,000 9225-003 Wildwood Park Bridge Rehabilitation 64,501 64,501 60,499 125,000 9226-001 Quarry Park Master Plan Implementation - - 574,076 574,076 9226-002 Quarry Park ROW/Property Acquisition - - 100,000 100,000 Trail Projects 9274-001 Joe's Trail at Saratoga De Anza 1,796,378 214,785 2,011,163 202,822 2,213,985 9274-002 Guava Ct/Fredericksburg Entrance - - - 345,880 345,880 9277-001 Village Creek Trail-Design&Environ 5,000 5,000 34,000 39,000 9277-002 Village Creek Overlook 480 480 26,520 27,000 9277-003 Village Creek Trail-Construction - - 50,000 50,000 9281-002 Saratoga to Sea Quarry MasterPlan 55,132 220,996 276,128 23,872 300,000 Total Project Uqxnditures 2,557,686 946,006 3,503,692 1,947,456 5,451,148 Four new park projects are funded in FY 2014/15. These include: • Turf Reduction Program • Quarry Park Master Plan Implementation-Phase I • Quarry Park ROW/Property Acquisition • Village Creek Trail-Construction The following projects were completed in FY 2013/14,leaving a total of 19 active projects for FY 2014/15: • Park Restroom Improvements • Hakone Gardens Driveway&Wall • Saratoga to Sea Quarry Master Plan 394 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK&TRAILS PROGRAM FUNDING SUMMARY Prior FY Total Year 2013/14 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND AB 8939 Beverage Container 22,059 - 22,059 - - - - 22,059 Park In Lieu Fees 307,821 124,769 432,589 - 432,589 Transfers In-General Fund 905,000 45,573 950,573 443,445 1,394,018 Transfers In-Hillside Reserve 280,000 - 280,000 - 280,000 Transfers In-Other CIP 16,007 74,304 90,311 90,311 Transfers In-ABAG 25,000 - 25,000 25,000 TREE FUND Fines&Forfeitures 34,255 51,190 85,445 85,445 Donations/Contributions 5,375 - 5,375 5,375 Transfers In 209,360 - 209,360 209,360 PARK IN-LIEU FEES FUND Park In Lieu Fees - 372,031 372,031 372,031 GRANT FUND AB 8939 Beverage Container 8,422 8,327 16,749 - 16,749 Federal-CMAQ to VIA 1,008,825 354,518 1,363,343 36,657 1,400,000 Local-BAAQMD TFCA Grant - 300,000 300,000 Local-VIADeAnzaTrailGrant 379,988 - 379,988 - 379,988 Local-SCVWD Grant 5,480 - 5,480 60,520 66,000 Private-DeAnra Trail Grant 224,414 56,227 280,641 119,359 400,000 Transfers In 13,621 - 13,621 - 13,621 TOTAL REVENUES 3,445,627 1,086,938 4,532,566 959,981 - - 5,492,547 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project CIP PARK EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Site Acquisition&Prep 3,869 4,138 8,008 - - - - 8,008 Supplies&Expenses 27,869 3,204 31,074 31,074 Fees&Expenses 2,527 - 2,527 2,527 Consultant/Contract Svs 74,337 237,065 311,401 - 311,401 Construction Expenses 405,698 382,967 788,665 1,004,229 1,792,895 Transfers Out 38,238 59,837 98,075 - 98,075 TREE FUND Tree Supplies/Services 18,021 374 18,395 1,750 20,145 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 172,672 23,331 196,004 71,436 267,440 PARK IN-LIEU FEES FUND Construction Expenses - - - 330,631 330,631 GRANT FUND Salary&Benefits 81,129 235 81,364 - 81,364 Site Acquisition&Prep 612,066 - 612,066 612,066 Supplies&Expenses 1,035 18,357 19,393 19,393 Fees&Expenses 25,679 - 25,679 25,679 Consultant/Contract Svs 137,026 (768) 136,258 - 136,258 Construction Expenses 944,924 217,265 1,162,189 539,410 1,701,599 TOTAL EXPENDITURES 2,557,687 946,006 3,503,693 1,947,456 - - 5,451,149 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity BEGINNING BALANCE 887,940 1,028,873 - - - - - Revenues&Transfers In 3,445,627 1,086,938 4,532,566 959,981 5,492,547 Expenditures&Transfers Out 2,557,687 946,006 3,503,693 1,947,456 5,451,149 ENDING BALANCE 887,940.41 1,028,873 1,028,873 41,400 - - 41,400 395 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM 46 396 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS 397 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS G � `1 CITYWIDE Project Name Annual Park&Trail Repairs Project Number 9211-001 Department Public Works Project Manager Shawn Gardner Description This project provides funding for minor projects and repairs to City parks,trails,and open spaces. Location Projects and repairs vary throughout the year and may be located at any of the 14 City parks containing 67 acres of developed parkland,within the 13 miles of walking and hiking trails,or in the nearly 50 acres of undeveloped open space in the City. Project To address unplanned minor projects and repairs in a timely manner,the City provides capital funding Background for infrastructure maintenance. The work is limited to projects that do not exceed$5,000 and address safety matters or are of an urgent nature to prevent further damage. Past repairs have included installation of handrails along trails,placement of fibar material in playground fall areas, fence repairs,park bench replacement or repairs, improvements to retaining walls, repair or installation of park and trail signs,and other unanticipated projects. Because this funding is reserved for unexpected issues that are above and beyond regular maintenance of parks and trails, upcoming projects are not known at this time. Most projects and repair work are contracted out,with park staff providing project oversight. Funding for this project comes from General Fund transfers and minor residual Park & Trail project balance transfers. Operating This project helps to reduce Operating Budget expenses by addressing necessary repairs and Budget Impacts maintenance promptly. These repairs help to ensure the City's parks,trails, and open spaces are well- maintained,liability issues are reduced,and maintenance issues are mitigated. Ultimately,this prevents small problems from growing into larger and more costly repairs. 398 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PRODESCRIPTION Project Development Ongoing Prepare project plans and request bids for work contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL PARK&TRAIL REPAIRS 9211-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND AB 8939 Beverage Container 22,059 - 22,059 - - - - - 22,059 Park In-lieu Fees 231 (231) - - - Transfers In-General Fund 230,000 - 230,000 25,000 255,000 Transfers In-Other CIP 16,007 307 16,314 - 16,314 TOTAL REVENUES 268,297 76 268,373 25,000 - - - - 293,373 FY Total 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Site Acquisition&Prep 2,094 2,094 - - - - - 2,094 Materials&Supplies 10,260 10,260 10,260 Fees&Expenses 50 - 50 - 50 Construction Expenses 231,084 5,611 236,695 26,038 262,733 Transfers Out 18,238 - 18,238 - 18,238 TOTAL EXPENDITURES 261,726 59611 267,337 26,038 - - - - 293,375 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity BEGINNING BALANCE - 6,571 1,036 - - - - - Revenues&Transfers In 268,297 76 268,373 25,000 293,373 Expenditures&Transfers Out 261,726 5,611 267,337 26,038 293,375 ENDINGBALANCE 6,571 1,036 19036 - - - - - - 399 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS .. CITYWIDE Project Name Tree Replanting Program Project Number 9211-002 Department Public Works Project Manager Kevin Meek Description This ongoing project provides for the upkeep of the City's urban forest through the planting of City trees and shrubbery, installation of irrigation for new plantings, tree maintenance, and removal of damaged trees on City property. Location The Tree Replanting Program is a Citywide project,primarily directed toward reforesting areas within City parks and medians. Project To mitigate the loss of the urban forest,the City assesses fines for unpermitted tree removal and related Background violations,and then uses these funds to reforest the City. Fines provide the funding for the cost to plant new trees and shrubbery and if needed, to install irrigation to sustain the new plantings on public property. Citywide tree replanting work is sometimes completed by staff, but larger jobs may be contracted out to tree and landscape contractors. Operating The Citywide Tree Replanting Program offsets tree planting and related maintenance expenses that Budget Impacts would otherwise be funded through the City's operating budget. Additionally, maintaining the City's urban tree canopy adds to Saratoga's attractiveness and increases its desirability. To some degree,this helps to generate higher property values and consequently higher property tax revenues received by the City. Staff time for project oversight is funded through the Operating Budget. 400 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT1 1 DESCRIPTION Project Development Ongoing Prepare project plans and request bids if work is contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed CITYWIDE TREE REPLANTING PROGRAM 9211-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding TREE FINE FUND Fines&Forfeitures 34,255 51,190 85,445 - - - - - 85,445 Transfers In-General Fund 184,360 - 184,360 184,360 TOTALREVENUES 218,615 51,190 269,805.02 - - - - - 269,805 FY Total 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended TREE FINE FUND Materials&Supplies 18,021 374 18,395 - - - - - 18,395 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 165,172 23,331 188,504 50,311 238,815 TOTAL EXPENDITURES 195,789 23,705 219,494.00 50,311 - - - - 269,805 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity TREE FINE FUND BEGINNING BALANCE 22,826 50,311 - - - - Revenues&T/I 218,615 51,190 269,805 - 269,805 Expenditures&T/O 195,789 23,705 219,494 50,311 269,805 ENDING BALANCE 22,826 50,311 50,311 - - - - - - 401 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE Project Name Playground Safety Improvements Project Number 9211-003 Department Public Works Project Manager Kevin Meek Description This project provides funding for safety improvements in Saratoga's park playgrounds. Location This is a Citywide project. Project In 2010,the Association of Bay Area Governments(ABAG)conducted a safety assessment of Saratoga Background playgrounds. The ABAG consultant who performed the assessment visited every City playground and identified recommended safety improvement and options to improve compliance with the Americans with Disabilities Act. Priority improvements to be implemented under this project will focus on potential entrapment and protrusion issues. Standards require that playground equipment minimize hazardous situations in which clothing entrapment may occur and result in strangulation. Playground equipment identified with such hazards will be tightened, caulked, or repaired to mitigate these hazards. Protrusions will be filed, trimmed,cut,or otherwise repaired to eliminate sharp points. ABAG has also recommended that fences be installed around playgrounds to help keep children in designated play areas. ABAG Risk Management has provided a matching grant to assist with funding the safety improvements. Operating The installation of fences around playgrounds may slightly impact the Operating Budget through Budget Impacts increased maintenance requirements.However,the project will increase the safety of City playgrounds. The cost of managing this project is included in the Operating Budget. 402 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTDESCRIPTION Begin Design Phase February 2010 Prepare plans and specifications Request Cost Estimates July 2010 Seek estimates for cost of playground equipment and installation Estimated Construction Start September 2010 Construction project begins Estimated Completion Date July 2014 Project is completed PLAYGROUND SAFETY IMPROVEMENTS 9211-003 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 Transfers In-ABAG 25,000 25,000 25,000 TOTAL REVENUES 50,000 - 50,000 - - - - - 50,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Materials&Supplies 2,437 935 3,373 - - - - - 3,373 Construction Expenses 27,485 2,664 30,149 16,478 46,627 TOTAL EXPENDITURES 29,922 3,599 33,522 16,478 - - - - 50,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - 20,078 16,478 - - - - - Revenues&T/I 50,000 - 50,000 - 50,000 Expenditures&T/O 29,922 3,599 33,522 16,478 50,000 ENDING BALANCE 20,078 16,478 1 16,478 1 - - - - 403 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS P t CITYWIDE Project Name Fibar Playground Safety Improvements Project Number 9211-005 Department Public Works Project Manager Kevin Meek Description This project will replace the sand at City Park playgrounds with fibar material. Location This project will be located at playgrounds at Gardiner and Kevin Moran Parks. Project The project involves upgrading the playgrounds to current standards to comply with the American Background Disabilities Act regarding access. The fibar surface material upgrade will also improve attenuation and injury prevention. Project funding comes from a $25,000 ABAG Safety Grant and a $15,000 transfer from the Risk Management CIP project. Operating Staff time associated with project management and maintenance of this project are incorporated in the Budget Impacts Operating Budget. The City does not anticipate any additional maintenance costs from this project. 404 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Contract Award August 2013 Vendor selected Estimated Construction Start September 2013 Sand removed and Fibar installed at two separate parks Estimated Completion Date July 2014 Fibar material installed FIBAR PLAYGROUND SAFETY IMPROVEMENTS 9211-005 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-Admin CIP Fund 40,000 40,000 40,000 TOTAL REVENUES - 40,000 40,000 - - - - 40,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses 35,980 35,980 4,020 40,000 TOTAL EXPENDITURES 35,980 359980 49020 - - - - 40,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - 4,020 - - - - - Revenues&T/I 40,000 40,000 - 40,000 Expenditures&T/O 35,980 35,980 4,020 40,000 ENDING BALANCE 4,020 1 4,020 1 - - - - 405 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS rod ' GOA o r\\ O`S� �1P D� CD y Beauchamps Park Norada Court Project Name Turf Reduction Renovation Program Project Number 9211-006 Department Public Works Project Manager Kevin Meek Description This project will reduce the amount of turf at Beauchamps Park to decrease irrigation and maintenance costs. Location This project is located at Beauchamps Park. Project The City continues ongoing efforts to implement water conservation methods. Reducing the amount of Background turf in City parks and medians in places not utilized and replacing it with drought tolerant landscaping reduces irrigation and maintenance costs while increasing the park's utility for residents. Turf that slopes upward from the curb to the main field will be removed and replaced with native plants and drought tolerant landscaping. A pathway will be constructed to enhance pedestrian safety and provide greater utility of the space. This project is funded by a transfer from the General Fund. Operating Staff anticipates water savings will be approximately$5,500, and closer to$8,000 per year in total Budget Impacts cost savings with a five to six year return of investment. On-going maintenance staff time and expenses are included in the Operating Budget. 406 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Contract Award Sept.2014 Estimated Construction Start Oct.2014 Project construction is estimated to take 6 months. Estimated Completion Date April 2015 Project complete. TURF REDUCTION RENOVATION PROGRAM 9211-006 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-General Fund 25,000 - - - - 25,000 TOTALREVENUES - - 25,000 - - - 25,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses 25,000 25,000 TOTAL EXPENDITURES - 25,000 - - - - 25,000 Prior FY Total Year 2013/14 Bu dge te d for Fi s cal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - - - - - - Revenues&T/I 25,000 25,000 Expenditures&T/O 25,000 25,000 ENDING BALANCE - - - - - - 407 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE a_ Project Name Tree Dedication Program Project Number 9212-001 Department Public Works Project Manager Kevin Meek Description This program provides a 50%matching grant for the cost of trees purchased through the Tree and Bench Dedication Program. Location The Tree Dedication Program is a Citywide project. Project The City of Saratoga's Tree and Bench Dedication program allows members of the public to purchase Background trees or benches for dedication purposes. Trees dedicated through this program are planted on City property,either in City parks,along Saratoga trails,or on City medians. The cost to purchase a 15 gallon tree through the dedication program is$500. In July 2010,the City Council set aside$25,000 for tree dedications to encourage the public to participate in the program. The funding reduces the cost to dedicate trees by 50%and is expected to help fund the planting of 100 trees. Reducing the cost of dedicating a tree is intended to help maintain and expand the City's urban forest. Management of the program is performed by City staff and planting is typically contracted out. Operating Trees planted through the Tree Dedication Program will slightly increase maintenance and water Budget Impacts expenses,but the increase will be absorbed in the operating budget without impacting services. The cost of managing the program is incorporated in the Operating Budget. 408 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Application Phase Ongoing Member of the public submits an Tree Dedication Program application Tree Planting Coordination Ongoing Staff works with the applicant to determine type of tree to be planted and where it will be placed;tree dedication invoice is processed Tree Planting Ongoing Tree is planted and project is complete TREE DEDICATION PROGRAM 9212-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding TREE FINE FUND Tree Dedication Payments 3,625 3,625 - - - - - 3,625 Transfers In-Other CIP Fund 25,000 25,000 25,000 TOTAL REVENUES 28,625 - 28,625 - - - - - 28,625 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended TREE FINE FUND Construction Expenses 7,500 7,500 21,125 - - - - 28,625 Transfers Out - - - - TOTAL EXPENDITURES 7,500 - 7,500 21,125 - - - - 28,625 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity TREE FINE FUND BEGINNING BALANCE 21,125 21,125 - - - - - Revenues&T/I 28,625 - 28,625 - 28,625 Expenditures&T/O 7,500 - 7,500 1 21,125 28,625 ENDING BALANCE 21,125 21,125 21,125 1 - - - - - 409 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE a_ Project Name SMSCF Tree Dedication Grant Program Project Number 9212-002 Department Public Works Project Manager Kevin Meek Description This grant program provides an additional 25% subsidy for participants toward the cost of trees purchased through the Tree and Bench Dedication Program. Location The Saratoga-Monte Sereno Community Fund(SMSCF)Tree Dedication Grant Program is a Citywide proj ect. Project The City of Saratoga's Tree and Bench Dedication program allows members of the public to purchase Background trees or benches for dedication purposes. Trees dedicated through this program are planted on City property,either in City parks,along Saratoga trails,or on City medians.The cost to purchase a 15 gallon tree through the dedication program is$500. As noted in the Tree Dedication Program, the City Council set aside $25,000 for tree dedications to encourage the public to participate in the program.The funding reduces the cost to dedicate trees by 50% and is expected to help fund the planting of 100 trees.Reducing the cost of dedicating a tree is intended to help maintain and expand the City's urban forest. In August, 2011, the SMSCF gave the City a$2,500 matching grant to further encourage participation in the Tree and Bench Dedication Program. This additional funding will provide a 50%match for the remainder of the tree or bench dedication fee, meaning the cost was in effect, lowered to 25% of the normal fee. For example, the SMSCF grant will be used to further reduce the cost of dedication trees from$250 per tree to $125 per tree for up to 20 trees. To date, $750 has been used from this grant to offset the costs related to the Tree and Bench Dedication Program. Operating Trees planted through the Tree Dedication Program will slightly increase maintenance and water Budget Impacts expenses,but the increase will be absorbed in the operating budget without impacting services. The cost of managing the program is incorporated in the Operating Budget. 410 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Application Phase Ongoing Member of the public submit a Tree Dedication Program application Tree Planting Coordination Ongoing Staff works with the applicant to determine the type of tree to be planted and where it will be laced;tree dedication invoice is processed Tree Planting Ongoing Tree is planted and project is complete SMSCF TREE DONATION PROGRAM 9212-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding TREE FINE FUND Contributions&Donations 1,750 1,750 - - - - - 1,750 TOTAL REVENUES 1,750 - 1,750 - - - - - 1,750 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended TREE FINE FUND Materials&Supplies 1,750 - - - - 1,750 Transfers Out - - TOTAL EXPENDITURES - - - 1,750 - - - - 1,750 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity TREE FINE FUND BEGINNING BALANCE 11750 1,750 - - - - - Revenues&T/I 1,750 - 1,750 - 15750 Expenditures&T/O - - - 1,750 1,750 ENDING BALANCE 1,750 1,750 1 1,750 - - - - - I - 411 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE Project Name Beverage Container Grant Project Project Number 9213-001 Department Public Works Project Manager Kevin Meek Description This project utilizes Beverage Container Rebate grant funding for the purchase and installation of recycled plastic products,such as picnic tables and benches,in city parks. Location Park furniture and fixtures made from recycled materials are installed at various locations throughout the City. Project As part of the State's larger Integrated Waste Management Program efforts, the Department of Background Resources Recycling and Recovery(CalRecycle)provides California cities,counties,schools,and other types of local government entities grant funding through the Beverage Container Recycling Grant Program. CalRecycle funding is to be used for projects that either implement new or enhance existing programs to provide convenient beverage container recycling opportunities. Annual grant awards range from the minimal funding of$5,000,up to a maximum grant award of$250,000. The City typically receives$5,000 per year from the beverage container recycling grant program,which is used to purchase and install recycled plastic park furniture and fixtures. Funding may be accumulated for several years until replacement furniture and fixtures are needed. Operating Staff time utilized to purchase and install AB 939 recycled park furniture is incorporated into the Budget Impacts Operating Budget. 412 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PRODESCRIPTION Project Development Ongoing Prepare project workplan and request bids if work is contracted out Contract Award Ongoing Award purchase order or contract Estimated Construction Start Ongoing Construction begins Estimated Completion Date Ongoing Project is completed AB8939 BF.VF,RAGF,CONTAINER GRANT 9213-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding TREE FINE FUND AB 8939 Grant 8,422 8,327 16,749 - - - - - 16,749 Transfers In-Other CIP 13,621 - 13,621 13,621 TOTAL REVENUES 22,043 8,327 30,370 - - - - - 30,370 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended TREE FINE FUND Materials&Supplies 18,357 18,357 - - - - - 18,357 Construction Expenses 1,948 1,948 10,065 12,013 TOTAL EXPENDITURES - 20,305 1 20,305 1 10,065 - - - 30,370 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity TREE FINE FUND BEGINNING BALANCE 22,043 10,065 - - - - Revenues&T/I 22,043 8,327 30,370 - 30,370 Expenditures&T/O - 20,305 20,305 10,065 30,370 ENDING BALANCE 22,043 10,065 1 10,065 1 - - - - - - 413 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM a 414 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS 415 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Big Basin Nlay .- roil Ga �oaa yew OS Hakone Gardens �a „ Project Name Hakone Gardens Master Plan Project Number 9222-001 Department City Manager's Office Project Manager City Manager Description The Master Plan project involves an agreement between the City of Saratoga and the Hakone Foundation to develop a Retreat Center and Tea Room at Hakone Gardens. The scope of this project changed from a matching contribution project into a Master Plan in Fiscal Year 2013/14. Location The Retreat Center and Tea Room will be located at the Hakone Gardens Park. Project Hakone Gardens is a City-owned 18 acre park nestled in the hillside just outside of Saratoga Village. Background The park is maintained and operated by the Hakone Foundation, a non-profit that seeks to promote a deeper understanding of Asian and Japanese culture through the preservation of the oldest Japanese-style residential garden in the Western Hemisphere. The garden was constructed between 1917 and 1929. In 2006, the Hakone Foundation requested that the City Council allocate funds to be used to cover a portion of the cost to construct a new visitor center at Hakone Gardens. In April of 2014,the City agree to change the scope of this project to begin the design phase of the project. The process will start with the City preparing a request for proposal(RFP)for preparation of the Master Plan including preliminary engineering and architectural design of a visitor center. The agreement calls for both the City and the Foundation to deposit$150,000 into a project fund prior to the release of the RFP. Upon City approval of the Master Plan and completion of the environmental review process, the Foundation will notify the City when it wishes to proceed with final engineering design and construction of the visitor center. Preparation of the visitor center final engineering design and construction will be funded 75%by the Foundation,and 25%by the City,subject to the$250,000 limit. Funding for this project was provided by accumulated Park-in-Lieu Fees. Operating Staff time for project management and oversight is incorporated into the Operating Budget. Budget Impacts 416 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT 1 1 DESCRIPTION City Funding Dedicated August 2006 Council committed matching fund for the Hakone Gardens visitor center. Hakone Foundation raises required matching funds to receive City Matching Funds Raised Ongoing monies for construction of the Hakone Gardens visitor center Project Scope Change April,2014 Council redirects funding to be used for initial design works Begin Design Phase July,2014 Prepare preliminary plans,specifications,and environmental review Design and Construction To be determined Prepare final engineering,design,and construction HAKONE GARDEN VISITORS CENTER-MATCHING FUNDS 9222-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Park-in-Lieu 250,000 250,000 - - - - - 250,000 Transfers In-General Fund - - - TOTAL REVENUES 250,000 - 250,000 - - - - - 250,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses 250,000 - - - - 250,000 Transfers Out - - TOTAL EXPENDITURES - - - 250,000 - - - - 250,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE 250,000 250,000 - - - - - Revenues&T/I 250,000 - 250,000 - 250,000 Expenditures&T/O - - - 250,000 250,000 ENDING BALANCE 250,000 250,000 1 250,000 - - - - - I - 417 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS 4 Y t. Big Basin%NzY -- co Hakone 3 Gardens - - a Project Name Hakone Gardens Upper Moon House- Project Number 9222-004 Foundation Repairs Department Public Works Project Manager Iveta Harvancik Description This project will include foundation upgrades to the Upper Moon House at Hakone Gardens. Location The Upper Moon House sits on the slope of the Moon Viewing Hill, located on the hillside of Hakone Gardens just outside of Saratoga Village at 21000 Big Basin Way, Saratoga. Project Hakone Gardens is a City-owned 18 acre park nestled in the hillside just outside of Saratoga Village that Background is maintained and operated by the Hakone Foundation, a non-profit 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 park was constructed from 1917 to 1929 and features carefully manicured gardens that seamlessly blend nature and art with authentic tea rooms and moon-viewing retreat houses. The historic buildings are authentic Japanese-style architecture constructed in the traditional manner without nails. The Upper Moon House was built in 1917 and, as it approaches its 100t'birthday, is seeing signs of deterioration. The roof of the House is sagging and further inspection showed upgrades to the foundation were necessary to maintain the integrity of the building's roof and structural elements. Similar upgrades will also be necessary for the Lower House. Improvements to the Lower House will be funded and managed by the Hakone Foundation. This project will be managed by City and Hakone staff;construction will be contracted out.Funding for this project came from a$125,000 General Fund contribution. Operating Making improvements to the Upper Moon House at Hakone will increase the safety of the building, Budget Impacts extend its lifetime, and protect it from serious damage that may result from natural disasters. Costs resulting from management of this project are included as staff time in the Operating Budget. 418 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT 1 1 Begin Design Phase January 2015 Prepare plans and specifications Begin Bid Process March 2015 Council approves plans and authorizes bidding the project Contract Award December 2015 Council awards contract Estimated Construction Start January 2016 Construction project begins Estimated Completion Date March 2016 Project is completed HAKONE GARDENS UPPER MOON HOUSE—FOUNDATION REPAIRS 9222-004 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-General Fund 125,000 125,000 - - - - - 125,000 TOTAL REVENUES 125,000 - 125,000 - - - - - 125,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses - 125,000 - - - - 125,000 Transfers Out - - - TOTAL EXPENDITURES - - - 125,000 - - - - 125,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE 125,000 125,000 - - - - - Revenues&T/I 125,000 - 125,000 - 125,000 Expenditures&T/O - - - 125,000 125,000 ENDING BALANCE 125,000 125,000 1 125,000 1 - - - - - 419 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS J 1111)l J� 0� 3 5e� Wildwood 4�5s Park V 011� Qf gfh �f Project Name Wildwood Park Bridge Rehabilitation Project Number 9225-003 Department Public Works Project Manager Kevin Meeks Description This project will replace the decking and railings on the pedestrian bridge/walkway connecting the parking lot to Wildwood Park and return it to safe standards. Location This project is located at Wildwood Park. Project The Wildwood Park bridge crosses Saratoga Creek to connect the parking lot to the park grounds. The Background bridge was constructed in 1992. Over the years, the exposed wood planks have deteriorated and weakened,creating a safety issue.The access steps and support structures remain in good condition and do not need to be addressed with this project. Funding for this project comes from Park-in-Lieu Fees. Operating Staff time associated with project management and maintenance for this project are incorporated into Budget Impacts the Operating Budget. The bridge rehabilitation will decrease budget impacts of short term repairs that will no longer be required. 420 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT 1 INENT TIMELINE DESCRIPTION Begin Design Phase November 2013 Determine safety standard specifications Begin Bid Process December 2013 Distribute project requirements Contract Award April 2014 Select vendor Estimated Construction Start I July 2014 Install new planks Estimated Completion Date December 2014 Complete project WILDWOOD PARK BRIDGE REHABILITATION REPAIRS 9225-003 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Park In Lieu Fees 125,000 125,000 - - - - - 125,000 Transfers In-General Fund - - - TOTAL REVENUES - 125,000 125,000 - - - - - 125,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CB'PARK FUND Consultant/Contract Svs 7,162 7,162 - - - - - 7,162 Materials&Supplies 2,054 2,054 - 2,054 Construction Expenses 55,285 55,285 60,499 115,784 TOTAL EXPENDITURES 64,501 1 64,501 1 60,499 - - - - 125,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - 60,499 - - - - Revenues&T/I 125,000 125,000 - 125,000 Expenditures&T/O 64,501 1 64,501 1 60,499 125,000 ENDING BALANCE - 60,499 1 60,499 1 - - - - - - 421 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS a, _ Tnlj.9are Ra , gig ga5m W3Y Gangress Hakore ._,_.. Gardens Springs Road *AllCounty Quarry R Property go�ma„ Project Name Quarry Park Master Plan Implementation — Project Number 9226-001 Phase 1 Department Public Works Project Manager Iveta Harvancik Description This project will make initial improvements to the Quarry,including upgrading the gravel parking lots, clearing trail paths to connect with mid-level picnic areas,and restricting access to the loading structure. Location This project is located at the Saratoga Quarry west of Hakone Gardens off of Highway 9. Project In 2011, the City of Saratoga purchased the 64 acre Quarry Property located on Highway 9 near the Background Historic Saratoga Village and Hakone Gardens. The City of Saratoga has been working with the community and other interested parties via the Parks and Recreation Commission's community workshops to develop the Quarry Park Master Plan, which will guide the development of the new Saratoga Quarry Park. The City is working closely with community members to develop a park that will promote public access and recreation, encourage resource protection, and develop important local and regional trail connections. This project provides funding to implement the initial park improvements. This project is funded by Park-in-Lieu fees and a General Fund transfer. Operating This project is expected to impact the Operating Budget by utilizing staff time and increasing Budget Impacts maintenance and equipment costs. The level of staff time for maintenance duties is expected to increase in future years after initial improvements are made. Staff time for project management and oversight is also incorporated into the Operating Budget. 422 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECTDESCRIPTION Contract Award To be determined Select consultant Estimated Design Phase To be determined Begin Master Plan design and community workshops Estimated Completion Date To be determined Present Master Plan to Council for approval QUARRY PARK MASTER PLAN IMPLEMENTATION—PHASE 1 9226-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-General Fund 293,445 - - - - 293,445 TOTAL CIP FUND - - - 293,445 - - - - 293,445 PARK IN-LIEU FEES FUND Transfers In-Other CIP 280,631 280,631 TOTAL PARK IN-LIEU FEES FL - - - 280,631 - - - - 280,631 TOTAL REVENUES - - - 574,076 - - - - 574,076 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses - 293,445 - - - - 293,445 TOTAL CIP FUND - 293,445 - - - - 293,445 PARK IN-LIEU FEES FUND Construction Expenses - 280,631 - - - - 280,631 TOTAL PARK IN-LIEU FES S Ft - - 280,631 - - - - 280,631 TOTAL EXPENDITURES - - - 574,076 - - - - 574,076 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - - - - - Revenues&T/I - 574,076 574,076 Expenditures&T/O - 574,076 574,076 ENDING BALANCE - - I - - - - 423 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS .a' s.nu ern��nir Top $a5in W aY rmana a.v oar - - - sato Ro Bi9 a,y Hakone Congress Gardens ria* Springs Road County Quarry Rd. Property 'ma� Project Name Quarry Park Right-of-Way Acquisitions Project Number 9226-002 Department Public Works Project Manager John Cherbone Description This project will contribute funding toward the acquisition of additional properties or trail easements to complete the Saratoga-to-Sea Plan. Location The Saratoga Quarry is located west of Hakone Gardens off of Highway 9. Project In order to expand the Quarry Park and create additional trails, especially the Saratoga-to-Sea Trail, Background additional parcels or easements adjacent to the Quarry Park must be purchased. The property is bordered by two private parcels on its east side,private developed parcels on its south side and a large open space parcel owned by San Jose Water Company on its west side. Saratoga Creek runs along portions of the north property line. This project is funded by a General Fund transfer. Operating Staff time for project management is incorporated into the Operating Budget. Budget Impacts 424 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECTDESCRIPTION Begin Design Phase To be determined. Begin Bid Process To be determined. Contract Award To be determined. Estimated Construction Start To be determined. Estimated Completion Date To be determined. QUARRY PARK RIGHT OF WAY ACQUISITION 9226-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Park In Lieu Fees - - - - - - Transfers In-General Fund 100,000 100,000 TOTAL REVENUES - 100,000 - - - - 100,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses - 100,000 - - - - 100,000 Transfers Out - - - TOTAL EXPENDITURES 100,000 - - - - 100,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - - - - - Revenues&T/I 100,000 100,000 Expenditures&T/O - 100,000 100,000 ENDING BALANCE - - - - - - - 425 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM e:. n 426 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS 427 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS M 0 d m > y C N Cs C m 0 m `m t� �0 Project Name Joe's Trail at Saratoga De Anza Project Number 9274-001 Department Public Works Project Manager Macedonio Nunez Description This project develops an existing dirt pathway adjacent to the Union Pacific Railroad line into a 1.3 mile paved bicycle and walking trail. Location The 1.3 mile trail is located along an existing PG&E right-of-way corridor positioned parallel and adjacent to the Union Pacific Railroad line between Saratoga-Sunnyvale Road and Saratoga Avenue. The trail crosses two creeks (Rodeo Creek and Saratoga Creek) and two roadways (Cox Avenue and Glen Brae Drive). Project This project will develop the trail currently used informally by local residents for walking and bicycle Background riding. The trail will be surfaced with decomposed granite, creating a smoother and safer surface by removing rocks and weeds in the pathway. Joe's trail is the City's first bicycle trail. The project also includes trail corridor improvements, such as a small parking area with approximately 5 parking spaces and a trail staging site with access from Saratoga-Sunnyvale Road,re-vegetation along the trail corridor, and construction of pedestrian bridges over Rodeo Creek and Saratoga Creek. The trail will connect to existing bike lanes along Saratoga-Sunnyvale Road, Cox Avenue, and Saratoga Avenue. Funding comes from several sources: • Design of the trail was paid for by a Valley Transportation Authority grant and a private donation, which included a stipulation that the trail include the first name of the donor's spouse. Formally known as the"De Anza Trail",the City Council adopted the new name"Joe's Trail at Saratoga De Anza"in 2007. • Construction of Joe's Trail is funded by a Federal Congestion Management and Air Quality (CMAQ) matching grant, with the remainder of the donation covering the City's matching fund requirement. Operating This project will increase operating expenses through additional and ongoing trail maintenance Budget Impacts requirements for weed abatement, occasional re-compacting or resurfacing of the trail and parking area,and pedestrian bridge maintenance. Project oversight costs are incorporated into the Operating Budget. 428 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT 1 1 Begin Design Phase June 2004 Prepare plans and specifications Begin Bid Process February 2010 Council approves plans and authorizes bidding the project Contract Award February 2010 Council awards contract Estimated Construction Start June 2010 Construction project begins Estimated Completion Date March 2015 Project is completed and the City is awaiting final reimbursements JOE'S TRAIL AT SARATOGA DE ANZA 9274-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-Other CIP 33,997 33,997 - - - - - 33,997 TOTAL - 33,997 33,997 - - - - - 33,997 GRANT FUND Federal-CMAQ to VTA 1,008,825 354,518 1,363,343 36,657 1,400,000 Local-VTA Measure B 379,988 - 379,988 - 379,988 Private-SV Foundation 224,414 56,227 280,641 119,359 400,000 TOTAL REVENUES 1,613,228 410,744 2,023,972 156,016 - - - - 2,179,988 TOTAL REVENUES 1,613,228 444,741 2,057,969 156,016 - - - - 2,213,985 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses - 33,997 - - - - 33,997 TOTAL S TREET FUND - - - 33,997 - - - - 33,997 GRANT FUND Salary&Benefits 81,129 235 81,364 - 81,364 Site Acquisition&Prep 612,066 - 612,066 612,066 Materials&Supplies 1,035 1,035 1,035 Fees&Expenses 20,679 - 20,679 20,679 Consultant/Contract Svs 136,546 (768) 135,778 - 135,778 Construction Expenses 944,923 215,318 1,160,241 168,825 1,329,065 TOTAL GRANT FUND 1,796,378 214,785 2,011,163 168,825 - - - - 2,179,988 TOTAL EXPENDITURES 214,785 2,011,163 202,822 - - - - 2,213,985 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING FUND BAL - 33,997 - - - - Revenues&T/I 33,997 33,997 - 33,997 Expenditures&T/O - - 33,997 33,997 ENDING FUND BALANCE - 33,997 33,997 - - - - - - GRANT FUND BEGINNING BALANCE (183,150) 12,809 Revenues&Transfers In 1,613,228 410,744 2,023,972 156,016 2,179,988 Expenditures&Transfers Out 1,796,378 214,785 2,011,163 168,825 2,179,988 ENDINGBALANCE (183,150) 12,809 12,809 - - - - - - 429 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS 7, Guaira Csurl. connftl-on i I I Project Name Guava Ct/Fredericksburg Entrance Project Number 9274-002 Department Public Works Project Manager John Cherbone Description Remove Guava Court barrier and allow access from Guava Court to Fredericksburg Drive(Access)near Joe's Trail. Location This project is located at Guava Court near Fredericksburg Access at Joe's Trail. Project In 2007, the pedestrian crossings connecting Fredericksburg Drive and Guava Court were declared Background 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 having the crossing reopened. After making improvements to resolve safety issues cited by the CPUC,the City reopened the Fredericksburg entrance to connect up 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. Residents believe that reopening the access point at Guava Court would allow children and adults living in the area to travel more safely on foot and by bike between the two neighborhoods by eliminating the need to travel along an arterial street. Opening the Guava Court entrance would provide a pathway to connect the Fredericksburg Drive neighborhood with Blue Hills Elementary School and also allow for more community engagement with families in the area. Extensive discussion will need to take place between the City and the California Public Utilities Commission(CPUC)for this to be accomplished. If the easement purchase is allowed, and the CPUC gives permission to start the process of reopening the Guava Court access, the City must also make improvements to the ramp at the opening so that it becomes ADA compliant. Staff recently secured a Transportation Fund for Clean Air(TFCA) grant totaling$300,000.The City is providing a match amount of$45,880. Operating Staff time associated with project management and maintenance for this project are incorporated in the Budget Impacts Operating Budget. City staff estimates the added trail entrance would require $3,000 per year for maintenance. 430 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT 1 1NENT TIMELWE DFSCRIPTION Apply for Grant Funding Complete Grant Awarded March 2014. Begin Design Phase August 2014 Prepare plans and specifications Begin Bid Process December 2014 Council approves plans and authorizes bidding the project Contract Award January 2015 Council awards contract Estimated Construction Start March 2015 Construction project begins Estimated Completion Date June 2015 Project is completed GUAVA COURT/FREDERICKSBURG ENTRANCE 9274-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP PARK FUND Transfers In-General Fund 45,880 45,880 - - - - - 45,880 Transfers In-Other CIP - - - - - TOTAL CIP FUND - 45,880 45,880 - - - - - 45,880 GRANT FUND TFCA Grant - - 300,000 - - - - 300,000 TOTAL GRANT FUND - - 300,000 - - - - 300,000 TOTAL REVENUES - 45,880 45,880 300,000 - - - - 345,880 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Construction Expenses 45,880 - - - - 45,880 TOTAL STREET FUND - - 45,880 - - - - 45,880 GRANT FUND Construction Expenses 300,000 300,000 TOTAL GRANT FUND - - - 300,000 - - - - 300,000 TOTAL EXPENDITURES - - - 345,880 - - - - 345,880 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals 'Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING FUND BAL - 45,880 - - - - 45,880 Revenues&T/I 45,880 45,880 - 45,880 Expenditures&T/O - - 45,880 - 45,880 ENDING FUND BALANCE 45,880 45,880 - - - - - 45,880 GRANT FUND BEGINNING BALANCE - - - - - Revenues&Transfers In - 300,000 300,000 Expenditures&Transfers Out 300,000 300,000 ENDING BALANCE - - - - - - - - 431 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Blaney Plaza Wildwood �rh Park of Y �n Project Name Saratoga Village Creek Trail Design Project Number 9277-001 Department Public Works Project Manager Iveta Harvancik Description This project funds design of a trail along Saratoga Creek. Location This project is located along the portion of Saratoga Creek running the length of the Village, Saratoga's downtown area. Project The Village Creek Trail will be approximately .45 miles long, passing through the Village parallel to Background Big Basin Way. The trail is part of the City's General Plan and has received widespread support from the community. Trail supporters believe it will enhance and enliven the Village as the proposed trail would help to bring foot traffic to the Village,create recreational opportunities for residents and visitors alike,and restore the riparian habitat and protect native fauna and flora in the Saratoga Creek area. In addition to being part of the City's General Plan,the Village Creek Trail will serve as a critical starting point for the Saratoga-to-Sea Trail that is part of the Santa Clara County Trail Master Plan.The Saratoga- to-Sea Trail is to begin in Saratoga Village,travel up to Hakone Gardens through the Sanborn-Skyline trail system,and over to the Pacific Ocean. While this project is still in its initial phases and no formal conceptual plan has been developed,the creek trail is expected to be .45 miles long with two pedestrian bridges, include replacement of non-native invasive plant species with native plants, and the removal of creek blockages that interfere with fish migration in the creek. Village Creek Trail is funded by the Santa Clara Valley Water District Watershed Stewardship grant program. The required matching contribution will include staff time. Operating Staff time costs associated with developing joint use agreements,grant oversight,community outreach, Budget Impacts and project management are included in the Operating Budget. 432 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECTI I DESCRIPTION Environmental Review Begins July 2014 Environmental review and documentation begins Environmental Review Ends October 2014 Environmental review and documents filed with County Estimated Design Start January 2015 Design for the Village Creek Trail begins Estimated Design Completion March 2015 Design for the Village Creek Trail is completed Council Approval April 2015 Final conceptual design presented to the Saratoga City Council and Water District Board of Directors for approval VILLAGE CREEK TRAIL DESIGN 9277-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUND Local-SCVWD Grant 5,000 5,000 34,000 - - - - 39,000 TOTAL 5,000 5,000 34,000 - - - - 39,000 TOTALREVENUES 5,000 - 5,000 34,000 - - - - 39,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUND Fees&Expenses 5,000 5,000 - - - - - 5,000 Construction Expenses - - 34,000 34,000 TOTAL 5,000 5,000 34,000 - - - - 39,000 TOTAL EXPENDITURES 5,000 - 5,000 34,000 - - - - 39,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUND Beginning Grant Balance - - - - - - Revenues&T/I 5,000 5,000 34,000 39,000 Expenditures&T/O 5,000 5,000 34,000 39,000 ENDING BALANCE - - 349000 - - - - - 433 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Plaza Wildwood Yhs Park Se sd Way d s�dr Wig 0 oS5 e '7h 7 S/rP �f soh m Sf N eP, m Project Name Saratoga Village Creek Overlook - Project Number 9277-002 Construction Department Public Works Project Manager Iveta Harvancik Description This project funds the construction of a short trail and Saratoga Creek overlook. Location The proposed trail and overlook is located behind the property at 14435 Big Basin Way on the eastern bank of Saratoga Creek in the Village. Project The trail will begin at a City owned parking lot in the Village and end at a 60 square foot seating area Background overlooking Saratoga Creek. It will be approximately 150 feet long and 4 feet wide with two switchbacks. The trail surface will be comprised of decomposed granite and educational signage about the Saratoga Creek ecosystem will be placed near the trail and seating area. Additionally, non-native invasive plant species in the project area will be removed and replaced with native plant species. The overlook and short trail segment are part of the initial trail mapping conducted for the Village Creek Trail. This trail is part of the City's General Plan and is expected to be .45 miles long,traveling next to Saratoga Creek from Saratoga-Sunnyvale Road to 6"Street. The City has also requested grant funding from the Santa Clara Valley Water District to perform design and planning work for the Village Creek Trail. This project is partially funded by Santa Clara Valley Water District Trails and Open Space grant. The required matching fund will include City staff time. Operating If the City receives grant money from the Water District, the City's contribution to the project will Budget Impacts include staff time and noticing expenses.Staff time associated with grant oversight,community outreach, and project management are included in the Operating Budget. 434 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT 1 1 Environmental Review Begins July 2014 Environmental review and documentation begins Environmental Review Ends October 2014 Environmental review and documents filed with County Estimated Design Start January 2015 Design for the Outlook begins Estimated Design Completion March 2015 Design completed Council Approval April 2015 Final conceptual design presented to the Saratoga City Council and Water District Board of Directors for approval SARATOGA VILLAGE CREEK OVERLOOK 9277-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding GRANT FUND Local-SCVWD Grant 480 480 26,520 - - - - 27,000 TOTAL 480 480 26,520 - - - - 27,000 TOTAL REVENUES 480 - 480 26,520 - - - - 27,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended GRANT FUND Consultant/Contract Svs 480 480 - - - - - 480 Construction Expenses - - 26,520 26,520 TOTAL 480 480 26,520 - - - - 27,000 TOTAL EXPENDITURES 480 - 480 26,520 - - - - 27,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity GRANT FUND Beginning Grant Balance - - - - - Revenues&T/I 480 480 26,520 27,000 Expenditures&T/O 480 480 26,520 27,000 ENDING BALANCE - - - - - - - - 435 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Blaney Plaza wlldwood 1t$ Park S �ah Sr sod a1P 4? � 7t5 - Rte - t ro Project Name Village Creek Trail—Construction Project Number 9277-003 Department Public Works Project Manager Iveta Harvancik Description This project will fund construction of a pedestrian trail starting at Saratoga-Sunnyvale Rd along Saratoga Creek to Wildwood Park. Location The proposed trail would be constructed along the portion of Saratoga Creek running the length of the Village in Saratoga's downtown area. Project The Village Creek Trail will pass through Saratoga Village parallel to Big Basin Way. The trail is part Background of the City's General Plan and has received widespread support from the community. Trail supporters believe it will enhance and enliven the Village as the proposed trail would help to bring foot traffic to the Village, create recreational opportunities for residents and visitors alike, and restore the riparian habitat and protect native fauna and flora in the Saratoga Creek area. In addition to being part of the City's General Plan,the Village Creek Trail will serve as a critical starting point for the Saratoga-to-Sea Trail that is part of the Santa Clara County Trail Master Plan.The Saratoga- to-Sea Trail is to begin in Saratoga Village,travel up to Hakone Gardens through the Sanborn-Skyline trail system,and over to the Pacific Ocean. While this project is still in its initial phases and no formal conceptual plan has been developed,the creek trail is expected to be .45 miles long with two pedestrian bridges, include replacement of non-native invasive plant species with native plants, and the removal of creek blockages that interfere with fish migration in the creek. Initial funding for this project will come from Park-in-Lieu Fees. The City expects to receive additional grant funding from the SCVWD for the construction of the trial. The City's contribution will include staff time and noticing expenses. Designing the trail may also require the City negotiate a joint use agreement for use of District property where the proposed trail would be located. Operating Staff time for project oversight and engineering development is included in the Operating Budget. Upon Budget Impacts completion of the Village Creek Trail, occasional maintenance and repair will impact the operating budget, however this cost has not yet been determined as there may be shared costs with the Water District. 436 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Environmental Review Begins July 2014 Awaiting Grant Opportunities Estimated Design Start To be determined Estimated Design Completion To be determined Council Approval To be determined VILLAGE CREEK TRAIL-CONSTRUCTION 9277-003 Prior FY Total Year 2013/14 Funding Bu dge te d for Fi s cal Ye ar Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding PARK IN-LIEU FEES FUND Transfers In-Other CIP 50,000 50,000 TOTAL - 50,000 - - - - 50,000 TOTALREVENUES - - 50,000 - - - - 50,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended PARK IN-LIEU FEES FUND Construction Expenses 50,000 - - - - 50,000 TOTAL - 50,000 - - - - 50,000 TOTAL EXPENDITURES - 50,000 - - - - 50,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity PARK IN-LIEU FEES FUND Beginning CIP Parks Balance - - - - - Revenues&T/I 50,000 50,000 Expenditures&T/O 50,000 50,000 Ending Park Iu-Lieu Fees Balani - - - - - - ENDING BALANCE - - - - - - - 437 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Toll9ar 9}9 Sarin WaY e Ro ark -- Hakone Congress Gardens ls.. Springs Road County Quarry gid. Property Project Name Saratoga to Sea Quarry Master Plan Project Number 9281-002 Department Public Works Project Manager John Cherbone Description Develop a Master Plan (Final Management Plan) for the former Quarry Property acquired from the County of Santa Clara. Location South of Highway 9 (Congress Springs Road),west of Hakone Gardens. This property is bordered by two private parcels on its east side,private developed parcels on its south and a large open space parcel owned by San Jose Water Company on its west.Saratoga Creek runs along portions of the north property line. Project The City of Saratoga acquired this 63.35-acre property from the County of Santa Clara in 2011.As part Background of the acquisition agreement,the City dedicated a Conservation Easement over the Property in favor of Mid-Peninsula Regional Open Space District (District) and the County of Santa Clara (County). The City hopes to accomplish the following goals with the Conservation Agreement. • Assure that the Property will be retained in perpetuity in its natural scenic and open space condition. • Prevent any use of the property that will impair its open space values • Promote public access for hiking and other recreation uses The City must develop a Final Management Plan(Master Plan)for the Property in order to accomplish the purposes of the Conservation Easement. The development and implementation of this Master Plan shall be subject to County and District review and input. The Master Plan shall include the following provisions: • Promote the protection of public resources and public access for recreation • Implementation of an erosion control program • Develop the Saratoga-to-the-Sea Trail as contemplated by the City of Saratoga General Plan • Obtain any necessary regulatory approvals Operating The Final Management Plan itself will require minimal staff maintenance cost. However,maintenance Budget Impacts costs, staff time, and the potential for liability claims are expected to increase with the implementation of the Final Management Plan. 438 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECTDESCRIPTION-IF RFP Process July 2012 Retain architect to develop Master Plan Begin Design Phase September 2012 Begin conceptual design of Master Plan Complete Design Phase September 2014 Finalize Master Plan Easement September 2014 Obtain private easement from private party Begin Construction July 2015 Present the results of the initial study,related documents,and public comments to the Saratoga City Council for project approval Construction June 2016 Complete construction of I"trail SARATOGA TO THE SEA MASTER PLAN IMPLEMENTATION 9281-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding C EP PARK FUND Transfers In-General Fund 300,000 300,000 - - - - - 300,000 TOTAL REVENUES 300,000 - 300,000 - - - - - 300,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP PARK FUND Site Acquisition&Prep 1,775 4,138 5,914 - - - - - 5,914 Materials&Supplies 1,146 215 1,361 1,361 Consultant/Contract Svs 25,849 216,643 242,492 - 242,492 Construction Expenses 26,361 - 26,361 23,872 50,233 TOTAL EXPENDITURES 55,132 220,996 276,128 23,872 - - - 300,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP PARK FUND BEGINNING BALANCE - 244,868 23,872 - - - - Revenues&T/I 300,000 - 300,000 - 300,000 Expenditures&T/O 55,132 220,996 276,128 23,872 300,000 ENDING BALANCE 244,868 23,872 1 23,872 1 - - - - - 439 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM 440 FACILITY IMPROVEMENTS 441 442 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM FACILITY IMPROVEMENT PROGRAM PROGRAM DIRECTORY FACILITY IMPROVEMENT PROGRAM OVERVIEW PAGE Program Summary 445 Project List Summary 446 Project Funding Summary 447 CITYWIDE PROJECTS 9311-001 Annual Facility Improvements Funding 450 9312-002 Electronic Door Lock System 452 9314-002 Emergency Power Backup System 454 CIVIC CENTER IMPROVEMENT 9321-014 Master Switch Gear—Electrical Panel 458 9322-001 Civic Theater Improvements—Annual 460 9322-010 Civic Theater Improvements—Master Plan 462 COMMUNITY CENTER 9331-002 Community Center Cool Roofs 466 9334-003 Pre-school Play Structure 468 VILLAGE HISTORICAL BUILDING 9364-001 McWilliams House Improvement—Phase II 472 LIBRARY BUILDING 9372-001 Library Building Exterior Maintenance 476 443 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM dp i 444 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM FACILITY IMPROVEMENT PROGRAM SUMMARY The Capital Improvement Plan's Facility Improvement Program provides for capital maintenance and improvements of the City of Saratoga's buildings and structures. Projects in the Facility Program are classified by site, to capture both funding resources and site improvement information. There are further sub-classifications by building within these sites. In summary,the Facility Improvement Program categories are: • Citywide Projects • Civic Center • Community Center • Corporation Yard • Saratoga-Prospect Center • Village Historical Buildings • Library Building Civic Center — located at 13777 Fruitvale Avenue, this site classification includes the Administration Building, Development/Engineering Building,Theater/Chamber Building,and the Warner Hutton House. Community Center — located at 19655 Allendale Avenue, includes the Senior Center, the Adult Care Center, the Recreation Center,and the associated portables. Corporation Yard— located at 19700 Allendale Avenue, includes the Corporation Yard Offices, the associated open bays,and the entire fenced in parking lot complex. Saratoga Prospect Center—located at 19848 Prospect Avenue, is comprised of the Grace Building and the Friendship Hall. This sub-classification also includes grounds work associated with the site. Village Historical Park — located at 20450 Saratoga- Los Gatos Road, represents the collection of City owned historical buildings located downtown in the village. This includes the Saratoga Historical Museum, the Book-Go- Round, and the McWilliams House. All three buildings are occupied under long-term leases by community based organizations;however,the City bears some external building maintenance responsibilities. Library Building—located at 13650 Saratoga Avenue,near the corner of Saratoga Avenue and Fruitvale Avenue, and adjacent to the Heritage Orchard Park. The building is leased to the Santa Clara County Library Joint Powers Authority on a 30 year lease (effective July 2003) for use as a branch library. Capital improvements are funded with remaining bond funds from the 2001 Capital Improvement GO Bond. Exterior maintenance upkeep is funded through a$5,000 annual payment from Santa Clara County. The two schedules on the following pages list the Facility Program's capital projects and the Facility Program's summary funding by account classification. Following the summary schedules are individual project pages for each of the funded projects in this capital program. 445 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM PROJECT SUMMARY Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project FACILITY PROJECT EXPENDrrURE SUMMARY Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expenditures City Wide Projects 9311-001 Annual Facility Improvements - 46,718 46,718 139,761 - - - - 186,479 9312-002 Electronic Door Lock System-Phase II 63,123 2,904 66,028 82,096 148,123 9314-002 Emergency Power Backup-Phase It 33,975 34,010 67,985 53,445 121,430 9314-004 ADA Compliant-Public Counter 47,440 24,763 72,203 closed 72,203 9314-005 ADA Auto Doors/Ramps/Handrails - 66,695 66,695 closed 66,695 9314-006 Emergency Evacuation Plans 3,713 788 4,500 closed 4,500 9321-012 Wainscoating Rehabilitation 5,113 4,050 9,163 closed 9,163 9321-013 Drainage Improvements - 4,617 4,617 closed 4,617 Civic Center Improvements 9321-014 Master Switch Gear-Electrical Panel - - - 140,000 140,000 9322-001 Theater Improvements 180,121 13,952 194,073 66,061 35,000 35,000 35,000 35,000 400,133 9322-007 Civic Theater Master Plan - 60,000 60,000 closed - - - 60,000 9322-008 Theater Projection System 15,149 15,149 closed 15,149 9322-009 LOOP Hearing System 12,766 12,766 closed - - 12,766 9322-010 Civic Theater Master Plan Improvement - - 250,000 250,000 Warner Hutton House 9323-002 Furniture and Equipment 1,942 1,942 closed 1,942 Community Center 9331-002 Community Center Cool Roofs - - 90,000 90,000 9334-003 Preschool Play Structure - - 40,000 40,000 Village Historical Buildings 9364-001 McWilliams House Improvements 6,297 6297 3,703 10,000 Library Buildings 9372-001 Library Exterior Maintenance Projects 29,030 29,030 10,970 5,000 5,000 5,000 5,000 60,000 Total Project Expenditures 368,811 286,412 657,164 876,036 40,000 1 40,0001 40,0001 40,000 1 1,953,200 There are four new facility projects added for FY 2014/15;they are: • Master Gear Switch-Electrical Panel • Theater Master Plan Improvements • Community Center Cool Roofs • Preschool Play Structure Three Council approved projects were completed in FY 2013/14,including: • ADA Compliant Public Counter • ADA Auto Doors/Ramps/Handrails • Civic Theater Master Plan A number of small projects funded from the Annual Facility Improvements project were also completed in FY 2013/14. This project serves as a clearinghouse for ongoing annual funding for multiple minor facility improvements and repairs. During Fiscal Year 2013/14 funding was spent on the following minor projects: • Corp Yard Ladies Rest Room Remodel • Emergency Evacuation Plans • Recycling/Trash Containers • Wainscoting Rehabilitation • Theater Electrical Work • Drainage Improvements • Theater Projection System • Theater Projection System • Front Door Hardware • LOOP Hearing System Of the nineteen separate projects listed,nine were completed in FY 2013/14 leaving ten active projects. 446 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM FACILITY IMPROVEMENTS FUNDING SUMMARY Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Program REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIT FACILITIES FUND Theater Ticket Surcharge 225,001 35,132 260,133 35,000 35,000 35,000 35,000 35,000 435,133 SCC Maintenance Reimb 30,000 5,000 35,000 5,000 5,000 5,000 5,000 5,000 60,000 CIP Project Contributions - - - 115,000 - - - - 115,000 Transfers In-General Fund 250,348 66,131 316,479 439,900 - 756,379 Transfers In-Annual Facilities 42,391 33,869 76,260 - - - 76,260 Transfer In-Admin Projects 36,430 - 36,430 40,000 - 76,430 CIP GRANT FUND CDBG Grant 47,440 91,458 138,898 70,100 208,998 TOTAL REVENUES 631,610 231,590 863,200 705,000 40,000 40,000 40,000 40,000 1,728,200 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Program EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILITIES FUND Materials&Supplies 13,312 - 13,312 3,703 - - - - 17,016 Consultant/Contract Svs 15,404 788 16,192 230,000 - - - - 246,192 Construction Expenses 294,596 194,167 488,763 572,232 40,000 40,000 40,000 40,000 1,220,995 Transfers Out - - - - - - - - - TOTAL CIP FUND EXP 323,313 194,954 518,267 805,936 40,000 40,000 40,000 40,000 1,484,202 CIP GRANT FUND Consultant/Contract Svs 2,029 - 2,029 - - - - - 2,029 Construction Expenses 45,411 91,458 136,869 70,100 206,969 TOTAL GRANT FUND EXP 47,440 91,458 138,898 70,100 - - 208,998 TOTAL EXPENDITURES 370,753 286,412 657,165 876,036 40,000 40,000 40,000 40,000 1,693,200 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Program Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES FUND Beginning Balance 260,858 206,036 35,000 35,000 35,000 35,000 Revenues&T/I 584,170 140,132 724,302 634,900 40,000 40,000 40,000 40,000 1,519,202 Expenditures&T/O 323,313 194,954 518,267 805,936 40,000 40,000 40,000 40,000 1,484,202 Ending Balance 260,858 206,036 206,036 35,000 35,000 35,000 35,000 35,000 35,000 GRANT FUND Beginning Balance - - Revenues&T/I 47,440 91,458 138,898 70,100 - - - - 208,998 Expenditures&T/O 47,440 91,458 138,898 70,100 208,998 Ending Balance - - - - - - ENDING BALANCE 260,858 206,036 206,036 35,000 35,000 35,000 35,000 35,000 35,000 447 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM dp i 448 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS 449 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS 5aia Q) 5 a a� co City Hall Joan.Pisani IL Community Center Allendale Avenue Corporation Yard Project Name Annual Facility Improvement Funding Project Number 9311-001 Department Recreation&Facilities Project Manager Thomas Scott Description This project represents the annual funding provided for City-owned minor facility improvement and repair projects. Funding is reallocated from this central project to assigned facility projects throughout the year. Location Facility projects may be located at any of the City buildings, which include: the City Hall campus, Joan Pisani Community Center,Corporation Yard,Historic Park,and Saratoga Prospect Center. Project Each year, a$100,000 transfer from the General Fund to this CIP project provides funding for various Background maintenance projects at City facilities. Minor project repairs, improvements, and maintenance that improve safety are given the highest priority. Past projects have included: • Installing new site and building signs for the Prospect Center • Administration lobby remodel • Theater and City Hall alarm system replacement • Carpet replacement for Adult Daycare Center,Portable,Community Development Hallway • Replacement of 12 windows on the east side of the City Hall Administrative Building • City Hall HVAC system replacements • Corporation Yard restrooms remodeled • ADA compliant ramp for preschool portable • Copy and Break Room flooring replacement • Repair of damaged HVAC duct work Larger or more complicated projects are typically done by contractors. Smaller projects can be carried out by staff. All projects are managed by staff. The most currently completed projects are listed in the following funding schedule. Operating This project has a number of financial benefits. Ongoing maintenance and improvements help to Budget Impacts prevent larger problems and costs associated with deferred maintenance, and increase the longevity of City facilities. Safety-related maintenance reduces liability expenses. Staff time for project design and oversight is incorporated in the operating budget on an ongoing basis. 450 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL FACILITY IMPROVEMENTS 9311-001 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In-General Fund 20,348 66,131 86,479 100,000 - - - - 186,479 TOTALREVENUES 20,348 66,131 86,479 100,000 - - - - 186,479 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILITIES FUND Construction Expenses 46,718 46,718 139,761 - - - - 186,479 TOTAL EXPENDITURES - 46,718 46,718 139,761 - - - - 186,479 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Totals 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES FUND BEGINNING FUND BAL 20,348 39,761 - - - - - Revenues&T/I 20,348 66,131 86,479 100,000 186,479 Expenditures&T/O - 46,718 1 46,718 1 139,761 186,479 ENDING FUND BALANCE 20,348 39,761 1 39,761 1 - - - - - - 451 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ae yep a A d City Hall Joan Pisani Community Gaoler Allendale Avenue Corporation Yard Project Name Electronic Door Locking System Project Number 9312-002 Department Recreation and Facilities Project Manager Thomas Scott Description This project funds installation of a Stanley wireless security system to the Prospect Center's exterior doors and to update the master key system used at the Corp Yard. Location This project will be located at both buildings at the Prospect Center, the Corp Yard, a number of the Park buildings and locations used by the Streets Department. Project Currently, over half of the doors at City Hall must be manually locked or unlocked. The City plans to Background increase security of the Prospect Center campus by investing in an electronic locking security system that would eliminate the possibility of doors being left unlocked during non-working hours. Doors would be set to automatically unlock and lock based on requirements of the buildings at the Prospect Center. Subsequently,the threat of loss or damage to City property during off hours would be reduced. The Corp Yard portion of the project will be to update the Master key system used at the Corp Yard, most of the Parks buildings and at field locations around the City used by the Streets department. This Master key system has been due for a complete update of all of the existing keys for the Corp Yard system to improve the security and eliminate the concern over legacy lost keys. Operating This project will help to reduce the possibility of loss of or damage to City property that could result Budget Impacts from doors being left unlocked after hours. Following project completion, the improvements may increase maintenance expenses. Project management has already been incorporated in the City's operating budget. 452 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase July 2012 Prepare plans and specifications Begin Bid Process June 2013 Council approves plans and authorizes bidding the project Contract Award June 2013 Council awards contract Estimated Construction Start I July 2013 Construction project begins Estimated Completion Date December 2014 Project is completed ELECTRONIC DOOR LOCKING SYSTEM 9312-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In-Other CIP 3,123 3,123 - - - - - 3,123 Transfers In-General Fund 100,000 100,000 45,000 - 145,000 TOTALREVENUES 103,123 - 103,123 45,000 - - - - 148,123 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACT ITIFS FUND Construction Expenses 63,123 2,904 66,028 82,096 - - - - 148,123 TOTAL EXPENDITURES 63,123 2,904 66,028 82,096 - - - - 148,123 Prior FY Total 1W Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 40,000 37,096 - - - - - Revenues&T/I 103,123 - 103,123 45,000 148,123 Expenditures&T/O 63,123 2,904 66,028 82,096 148,123 ENDING FUND BALANCE 40,000 37,096 37,096 - - - - - 453 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS Pye�J� I ata�c9a cc City City Hall Joan Pisani LL' Community Center Allendale Avenue Corporation Yard Project Name Emergency Power Backup System Project Number 9314-002 Department Recreation&Facilities Project Manager Thomas Scott Description This project provides for the purchase and installation of an emergency power generator for the City's information technology server room and some of the City Hall buildings during PG&E power outages. Location The emergency power supply will be installed outside on a cement pad behind the Engineering Division section of the City Hall buildings. Project During power outages, a 15 kilowatt portable generator is used to supply power to the main City Hall Background campus. There is a time delay before the power from the portable generator is available - since the portable generator must be brought over to the offices from the corporation yard after an outage occurs and manually hooked up and plugged into the City's power supply. The generator does not automatically turn on to provide power to the servers when electricity goes out. While individual computers and network servers have battery backups to prevent abrupt power loss and spikes, the batteries run out of power within 10 to 30 minutes. If a network server loses power before staff shuts it down or the portable generator is installed to keep power running,data loss may occur. Additionally, the City's portable generator is not of sufficient kilowatt size to provide enough amperage to fully power the office buildings. The portable generator's capacity is limited to restoring only half of the electrical panel,providing emergency power for the computer server room and limited use of lights, copy machines, and other electrical equipment in the Administration Building; while the Planning and Engineering offices continue to be without power. Installing a permanent alternative power supply that starts automatically during power outages will provide added protection for the City's computers and network servers, while also ensuring that City operations remain active during power outages.This is especially critical during emergency situations. Installation of an emergency power supply will be performed by a contractor and supervised by staff. Operating Following installation, generator maintenance is expected to be minimal and will be conducted by Budget Impacts staff. Staff time required to oversee this project is accounted for in the operating budget. 454 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT DESCRIPTION Begin Design Phase April 2012 Prepare plans and specifications Begin Bid Process January 2013 Plans approved and distributed Contract Award June 2013 Contractor selected Estimated Construction Start I July 2013 Construction project begins Estimated Completion Date June 2015 Project completed EMERGENCY POWER BACKUP SYSTEM 9314-002 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACILITIES FUND Transfers In-General Fund 60,000 60,000 - - - - - 60,000 Transfers In-Other CIP 25,000 25,000 25,000 Transfers In-Admin Projects 36,430 36,430 36,430 TOTAL REVENUES 121,430 - 121,430 - - - - - 121,430 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILITIES FUND Consultant/Contract Svs 9,750 - 9,750 - - - - - 9,750 Construction Expenses 24,225 34,010 58,235 53,445 111,680 Transfers Out - - - - - TOTAL EXPENDITURES 33,975 34,010 67,985 53,445 - - - - 121,430 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES FUND BEGINNING FUND BAL 87,455 - 53,445 - - - - - Revenues&T/I 121,430 - 121,430 - 121,430 Expenditures&T/O 33,975 34,010 67,985 53,445 121,430 ENDING FUND BALANCE 87,455 539445 53,445 - - - - - - 455 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM 456 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENT PROJECTS 457 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS NOTICE c m Q m City Nall Joan Pisani LL Community center Allendale Avenue Corporation Yard r, Project Name Master Switch Gear—Electrical Panel Project Number 9321-014 Department Recreation&Facilities Project Manager Thomas Scott Description This project will replace the main electrical switchgear in the back of the Civic Center. Location This project is located at the Civic Theater at Saratoga City Hall campus. Project The original 500-amp switchgear (master electrical panel) was installed when the Civic Theater was Background built in 1964. In 1969,the City constructed more office space and the main breaker was changed from 500 amps to 1,000 amps in an attempt to accommodate more power usage. Although the breaker was upgraded,the switchgear remained at a 500-amp capacity. The issue was discovered in 2013 while other work was being completed as part of the City's Emergency Power Back Up Generator project. The City was informed that the switchgear was non- certifiable and unusable due to its age. This development put a halt to the Emergency Power Backup project as the generator project requires the Theater and Civic Center Administration Buildings (including the City Manager's Office, Public Works,and Community Development Department)be connected to one master electrical panel,thereby allowing a generator to supply power to all connections on the main switchgear. With funding from this project, a new 1,000-amp switchgear and breaker will be installed, simultaneously upgrading the electrical system and allowing the City to move forward with its Emergency Power Back Up Generator project. Operating Staff time required for oversight of this project is incorporated into the operating budget. Budget Impacts 458 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase April 2013 Prepare plans and specifications Begin Bid Process July 2014 Council approves plan and authorizes bidding the project Contract Award July 2014 Council awards contract Estimated Construction Start I September 2014 Construction project begins Estimated Completion Date October 2014 Project completed MASTER SWITCH GEAR—ELECTRICAL BOARD 9321-014 Prior FY Total Year 2013/14 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Funding CIP FACRITIFS FUND Transfers In-General Fund - 140,000 - - - - 140,000 TOTALREVENUES - - - 140,000 - - - - 140,000 Prior FY Total Year 2013/14 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2014/15 2015/16 2016/17 2017/18 2018/19 Expended CIP FACILITIES FUND Consultant/Contract Svs - - 140,000 - - - - 140,000 TOTAL EXPENDITURES - - - 140,000 - - - - 140,000 Prior FY Total Year 2013/14 Budgeted for Fiscal Year Project Activity Actuals Total 2014/15 2015/16 2016/17 2017/18 2018/19 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 140,000 140,000 Expenditures&T/O 140,000 - 140,000 ENDING FUND BALANCE - - - - - - - 459 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS c m Q at r, m City Nall Joan Pisani LL Community - 3y. Center Allendale Avenue f C—.1 Poration Yard Project Name Theater Improvements Project Number 9322-001 Department Recreation&Facilities Project Manager Thomas Scott Description This project funds various improvements to the Civic Theater. Location Projects are located within the Civic Theater at the Saratoga City Hall campus. Project Two theater groups and several school groups lease the Civic Theater for rehearsals and performances. Background The theater groups have three productions per year that show for approximately six weeks each and the school use varies. To keep the theater in optimal operating condition and offset maintenance expenses resulting from use of the theater for shows, a $2.00 per ticket surcharge is collected on each ticket sold and is then subsequently remitted to the City to fund improvements. The surcharge totals approximately $30,000 to$40,000 per year. Each year,the two groups that primarily use the Civic Theater work with staff to identify improvement priorities. Improvements are made on an ongoing basis and in the past have included installation of a movie screen, fully accessible seating, new doors and stage flooring. Theater improvements for the 2014/15 fiscal year will include: • New concession area in Lobby • Electrical and lighting system upgrades • Counter weight pulley track repair • Stage floor repainting • Scaffold platform parts Regular improvements to the Civic Theater ensure that it remains an attractive venue for audiences and theater groups. The productions of the theater groups draw visitors to Saratoga,which helps to support the local economy, as audience members often visit Saratoga restaurants and shops before or after attending shows. Most theater improvements are performed by contractors and supervised by staff. Operating Ongoing improvements prevent high costs associated with deferred maintenance. Staff time