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FY 2013-14 Adopted Operating & Capital Budget A I I 1956 CITY / SARATOGA IF OF, 1 • 1 EDWARD r r-. t )y � :• • DA 2013 POSTER WMIERS _ 4 - CRYSTALWANG f GRADE ESAUVANDERBECK 12TI,GRADE FISCAL YEAR 2013/14 OPUATING , CAPITAL BUDGET THE CITY OF SARATOGA IS PROUD TO BE A TREE CITY USA 01 S �4 1956 SARATOGA, CALIFORNIA Operating & Capital Summary Budget for Fiscal Year July 1, 2013 to June 30, 2014 City Council JillHunter .......................................................................................................Mayor EmilyLo ................................................................................................Vice Mayor Howard Miller................................................................................ Council Member Manny Cappello............................................................................. Council Member Chuck Page .................................................................................... Council Member Prepared under the direction of.- David Anderson.......................................................................................................... City Manager Mary Furey...............................................................Finance and Administrative Services Director 13777 Fruitvale Avenue, Saratoga, CA 95070 www.sarato ag ca.us - I CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET TABLE OF CONTENTS INTRODUCTION CityManager's Budget Message .........................................................................................................................................1 Government Finance Officers Association Budget Award.................................................................................................16 History&Culture of Saratoga............................................................................................................................................17 CityCommissions...............................................................................................................................................................21 Strategic Plan: Goals&Objectives ...................................................................................................................................23 BudgetProcess Overview...................................................................................................................................................27 BudgetCalendar.................................................................................................................................................................30 FiscalManagement Policies ..............................................................................................................................................33 FundBalance Reserve Policies...........................................................................................................................................38 GannAppropriation Limit..................................................................................................................................................49 GannLimit Resolution.......................................................................................................................................................52 AnnualBudget Resolution..................................................................................................................................................53 FINANCIAL SUMMARIES Total Revenues and Expenditures TotalFund Activity Summary............................................................................................................................................57 TotalRevenues—by Fund..................................................................................................................................................58 TotalExpenditures—by Fund.............................................................................................................................................60 TotalRevenues—by Category............................................................................................................................................62 TotalExpenditure—by Category........................................................................................................................................63 General Fund Revenues and Expenditures General Fund Revenues—by Department..........................................................................................................................64 General Fund Expenditures—by Department.....................................................................................................................65 General Fund Revenues—by Category..............................................................................................................................66 General Fund Expenditures—by Category.........................................................................................................................67 General Fund Tax Revenues per Capita—Cities of Santa Clara County ...........................................................................68 General Fund Tax Revenues— 10 Year History of Key Tax Revenues..............................................................................69 General Fund—Fund Balance Activity..............................................................................................................................70 Operating Transfers Schedule of Interfund Transfers.........................................................................................................................................71 Fund Balance Total Fund Balance Activity Summary-by Fund..............................................................................................................72 Fund Balance-5 Year Comparative Balances ..................................................................................................................74 Departmental Budgets Department Revenues—by Program..................................................................................................................................76 Department Expenditures—by Program.............................................................................................................................78 1 CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET Table of Contents page—2— FINANCIAL SUMMARIES - Continued Staffing Summary of Employee Salary&Benefits..........................................................................................................................82 TotalFunded Positions by Department..............................................................................................................................86 Staffing by Department—Five Year History......................................................................................................................88 Staffingby Fund—Five Year History................................................................................................................................89 DEPARTMENTAL BUDGETS Department/Program List.................................................................................................................................................91 OrganizationChart.............................................................................................................................................................94 COUNCIL& COMMISSIONS Council&Commissions Overview....................................................................................................................................95 CityCouncil........................................................................................................................................................................99 CityCommissions.............................................................................................................................................................103 CITY MANAGER'S DEPARTMENT City Manager's Department Overview.............................................................................................................................107 CityManager's Office......................................................................................................................................................113 CityClerk.........................................................................................................................................................................117 Human Resources(prior year schedules).........................................................................................................................121 ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Department Overview...............................................................................................................123 FinancialServices.............................................................................................................................................................127 HumanResources.............................................................................................................................................................131 OfficeSupport Services ...................................................................................................................................................135 InformationTechnology Services.....................................................................................................................................137 ITEquipment Replacement .............................................................................................................................................141 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview............................................................................................................145 DevelopmentServices......................................................................................................................................................149 AdvancedPlanning...........................................................................................................................................................153 CodeCompliance ............................................................................................................................................................157 Building&Inspection Services........................................................................................................................................161 CDBGProgram................................................................................................................................................................165 Saratoga Housing&Rehabilitation Program(SHARP)...................................................................................................167 11 CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET Table of Contents page—3— PUBLIC WORKS DEPARTMENT PublicWorks Department Overview................................................................................................................................169 GeneralEngineering.........................................................................................................................................................173 DevelopmentEngineering................................................................................................................................................177 EnvironmentalServices....................................................................................................................................................181 Streets& Storm Drains.....................................................................................................................................................185 Parks&Landscape Maintenance......................................................................................................................................189 Vehicle&Equipment Maintenance..................................................................................................................................193 Vehicle&Equipment Replacement.................................................................................................................................197 Landscape&Lighting Districts........................................................................................................................................201 RECREATION&FACILITIES DEPARTMENT Recreation&Facilities Department Overview.................................................................................................................205 RecreationServices..........................................................................................................................................................209 TeenServices....................................................................................................................................................................213 FacilityRentals.................................................................................................................................................................217 BuildingMaintenance ......................................................................................................................................................221 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview................................................................................................................................225 PublicSafety Services......................................................................................................................................................229 EmergencyPreparedness..................................................................................................................................................233 NON-DEPARTMENTAL Non-Departmental Overview............................................................................................................................................237 GeneralAdministration....................................................................................................................................................241 LegalServices ..................................................................................................................................................................243 CommunityGrants ...........................................................................................................................................................247 CommunityEvents ..........................................................................................................................................................251 Risk Management/Liability Insurance..............................................................................................................................255 Workers Compensation Insurance....................................................................................................................................259 General Obligation Bond Debt Service............................................................................................................................263 Library Capital Improvement Trust..................................................................................................................................267 KSARCommunity Access Trust......................................................................................................................................269 i1i CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET Table of Contents page—4— CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Overview...............................................................................................................................271 StreetsProgram................................................................................................................................................................277 Parks&Trails Program....................................................................................................................................................349 FacilitiesProgram.............................................................................................................................................................397 Administrative Improvements Program............................................................................................................................429 REFERENCE SECTION FundDescriptions.............................................................................................................................................................459 Listof Funds.....................................................................................................................................................................463 Listof Programs...............................................................................................................................................................464 MajorRevenue Sources....................................................................................................................................................467 CityStatistics....................................................................................................................................................................477 Listof Acronyms..............................................................................................................................................................489 Glossary............................................................................................................................................................................491 iv CITY HALL � � 13777 FRUITVALE AVENUE qw SARATOGA, CALIFORNIA 98070 (408) 868-1200 May 15,2013 Honorable Mayor and Council Members: Over the last two years, the national and state economic climates have started to show signs of recovery. According to recent economic reports published between December 2012 and February 2013, the national economy is on the mend. Recent reports by Consumer News and Business Channel News state that the private sector has added slightly more than 1.8 million jobs for the year 2012. Additionally, the Bureau of Labor Statistics data shows that the national unemployment rate fell from 8.5 percent in December 2011 to 7.8 percent in December 2012. This increase in job growth and drop in the unemployment rate is also apparent in California. As of February 2013, the unemployment rate in the State of California was at 9.7 percent, the lowest rate the State has seen since 2009. Much of the job growth in California is due to interest in social networking and handheld computing devices,resulting in new jobs in the software, entertainment and gaming sectors. There has been an increase of 26,000 new information technology jobs alone. California's personal income is projected to grow from $1,645 billion in 2011 to $1,728 billion in 2012. This growth includes approximately $7 billion of investment income from the Facebook Initial Public Offering, accounting for more than 8 percent of personal income growth in 2012. After several years of large deficits, contractions and tough spending cuts, the California economy, which is the largest in the United States and the ninth largest in the world, is starting to see improvements. Furthermore, the State has achieved a balanced budget after many years of growing deficits. The State's General Fund spending is down from its peak of$103 billion in 2007/08 to $93 billion in 2012/13, a decrease of$10 billion or 10 percent. According to Governor Brown's budget message for FY2013/14, General Fund spending in 2011/12 and 2012/13 remain at its lowest level since 1972/73. SARATOGA There are clear signs in both the private and public sectors that the economy is turning a corner and showing strong signs of recovery. This trend is also evident in Saratoga and is most visible in the growth of both the City's property tax and development fees revenues. In addition to improvements to the local economy, the City's prudent and strategic budgeting practices have kept the City afloat through the challenges of the last several years. The City has been swift and nimble in its implementation of difficult and necessary changes to ensure that it continues to operate within budget and without frivolous spending of emergency reserves. The City's practice of using contract services has also allowed the City to control its spending level based on current economic trends. Furthermore, the City has been able to rely on the stability of key revenue sources, such as sales tax revenues, franchise fees, and charge for services. As a result of the City's vigilance in responding proactively to the recession,the shift in additional revenue from property tax and development fees has allowed the City to reevaluate its current organization and make slight adjustments in specific areas with the goal of increasing quality services to Saratoga residents. 1 CITY OF SARATOGA INTRODUCTION SECTION Revenue Increase The City of Saratoga's single largest General Fund revenue source comes from property taxes, accounting for more than 50 percent of the City's General Fund revenue each year. Santa Clara County administers the property tax collection and distribution process on behalf of the State. The County distributes the property tax received from Saratoga property owners to a variety of agencies and funds, with schools receiving 54 percent of the distribution, compared to the 5 percent received by the City. The increase in Property Tax revenues is due to a combination of factors, including the increase in median sales price of homes in Saratoga, an increase in home sales in the City, and a decline in foreclosures. According to DataQuick News (DQ News), which provides real estate news, Saratoga sold 36 homes in February 2013 with the median sales price of$1,400,000. In February 2012, data shows that Saratoga sold 41 homes with the median sales price of$1,246,500, an increase of 12.31 percent. According to Zillow, there were only 387 homes sold in all of FY 2009/10 and this number dropped to 376 in FY 2010/11. A total of 433 home sales took place in FY 2011/12, and as of March 2013, there have been 317 houses in Saratoga sold during the current fiscal year-an average of 35 homes sold per month. If current housing trends continue, the City may see a comparable number of home sales in FY 2012/13 as it did in 2011/12. Due to passage of Proposition 13 in 1978, property tax rates remain at 1 percent of the purchase price and are only reassessed when there is a change in ownership or completion of new construction. The increase in median sales price of homes is advantageous for the City, because while the property tax rate does not change,the property tax amount collected from the new home owner will be higher due to the higher value of the home. Furthermore, the City receives a transfer tax when properties change ownership. Also significant are the turnovers from homes formerly covered under Proposition 13, which revert to taxation at market rate. In addition to increased property values and home sales, there is a significant reduction in foreclosure activity in Santa Clara County, dropping 20.6 percent from 2,325 in Quarter 4 of 2010 to 1,847 in Quarter 4 of 2011. The number of Notices of Default recorded on residential properties in California is currently at its lowest level since the first quarter of 2007. In Saratoga alone, foreclosures have dropped from roughly 28 homes in FY 09/10 to approximately 13 in FY 2011/12. As of March 2013,there have been 8 foreclosures in Saratoga. The decrease in foreclosures is important, because the County has had a long-standing practice of allocating the first year of gain or loss to the countywide pool rather than to the individual property and its city. As a result, the gains and losses are spread throughout the County. This was most evident a few years ago with the widespread home mortgage foreclosures prevalent in South County, which directly impacted Saratoga's property tax revenues. Property Tax 10,000,000 8,000,000 — c 6,000,000 4,000,000 2,000,000 2p08109 Z�09j10 2p10111 2011112 2012113 2p�3114 In FY 2010/11,the City collected just over$8 million in property tax revenues. In FY 2012/13,the Citysaw a notable improvement in property tax revenues. With more homes sold and rising housing prices, General Fund 2 CITY OF SARATOGA INTRODUCTION SECTION property tax revenues increased by more than 7 percent from FY2011/12. For FY 2012/13, property tax revenues will total more than $8.8 million, with a conservative estimate for almost $9 million in FY 2013/14. This represents an increase of 8.3%over 2 years-since housing began to rebound in FY2011/12. Another positive indicator that Saratoga's economic outlook is improving can be seen in the gradual increase of the development fees since FY 2009/10. Development fees are collected from residents involved in planning and building activities in order to reimburse the City for the cost of providing certain services to residents. Services subject to development fees include building design reviews; advanced planning fees to support the City's land use regulatory oversight functions; permit fees to support building construction oversight and environmental regulations, and engineering service fees for plans and specifications reviews, subdivision maps, property line adjustments, and controlling encroachments. The chart below shows the steady increase in development fee revenues over the last few years. Development Fees 2,500,000 2,000,000 _ a 1,500,000 1,000,000 �• ;:� 500,000 - The City is also seeing a healthy increase in building permit fees. In FY 2011/12, the Building counter issued 1400 permits. In FY 2012/13, an estimated 1500 building permits will be issued, and the City expects that the number of building permits issued will continue to increase in 2013/14. Additionally,the value of construction projects permitted by the City is projected to increase from$50 million in 2011/12 to an estimated$60 million in 2012/13, and to continue at this pace in FY 2013/14. While estimates remain conservative in light of the lingering economic softness, the increase in development fee revenues, building permits and value of construction projects suggest general improvements in the local economy. Structural Realignment Over the past few years, the City has made some structural changes in order to respond to the recession. Beginning in 2008,when the recession began to impact local government operations, the City of Saratoga was operating with 60.35 full time equivalent (FTE) positions. In an effort to reduce expenses, the City cut its staffing level and by 2012, the City had a total of 52.15 FTE positions, representing a decrease of 8.2 FTE positions or approximately 13 percent within five fiscal years. The City also instituted significant changes in 2011 when it negotiated new contracts with employee groups. Negotiated amendments included shifting a portion of the employee pension cost to the employees, and to control future employee costs by reducing benefit levels. New employees are hired under a 2% @ 60 pension plan or under the State's newly enacted 2% @ 63 pension plan, depending on the employee's CalPERS status. Prior to these negotiations, employees were hired under a 2%@ 55 pension plan. Medical benefits were also restructured to $800, $1,200, and $1,500 caps for new employees, with the cap amount determined by the employee's single/double/family status. Reductions and eliminations in salary and fringe benefits, such as call-out and overtime pay, paid-time off caps, and auto-allowance and longevity pay were also re-negotiated. Overall, employee salary and benefit costs were reduced by an initial $400,000 per year to revise and place controls on the City's expenditure growth to create a financial structure that can be maintained over the long-term. 3 CITY OF SARATOGA INTRODUCTION SECTION The line graph here illustrates the General Fund Revenues -+---Expenditures Revenue versus Expenditure $18,000,000 _ - Net of Transfers, and shows the results of the $17,000,000 - City's sustainability measures that went into $16,40a,000 effect in FY 2011/12. As a result of these changes, $15,000,000 actual revenues received were much greater than $14,000,000 actual expenses in both FYDa o9 do tiX tie 13 1A 2011/12 and 2012/13. The F�afl°� F�za°$f F.t 20094 VA 20�a1 f��oy�l F�zo21 4�za� f graph shows budgeted revenue and expenditure in FY 2013/14 closely aligned due to the City's policy to budget conservatively. The City's actual revenues for FY 2013/14 may be higher than currently projected. Other Revenues In addition to property taxes and fees, licenses and permits, other significant revenue sources include sales tax ($1.1 million), franchise fee tax ($2.1 million), and charge for services ($1.9 million), all of which have remained at a steady level in the last few years. FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Revenue Category Actuals Actuals Adjusted Estimated Proposed Property Tax $ 8,026,659 $ 8,279,947 $ 8,441,975 $ 8,813,242 $ 8,965,400 Sales Tax 990,579 1,100,489 1,035,000 1,036,554 1,050,000 Transient Occupancy Tax 184,362 205,421 175,000 200,000 210,000 Business&Other Taxes 448,137 477,963 455,000 535,000 535,000 Franchise Fee Tax 1,821,131 1,852,390 1,983,454 2,048,971 2,059,954 Intergovernmental 384,746 274,848 373,863 428,531 392,216 Fees,Licenses&Permits 1,156,486 1,236,460 1,380,065 1,392,873 1,392,065 Charge for Services 1,741,291 1,732,889 1,698,688 1,847,316 11855,115 Interest 63,883 44,731 45,100 40,000 46,000 Rental Income 438,901 508,647 471,182 457,371 419,175 Other Sources 485,940 516,848 634,282 573,941 268,158 Total Revenues $ 15,742,117 $ 16,230,633 $ 16,693,609 $ 17,373,799 $ 17,193,083 Sales Tax - Sales Tax revenue does not fluctuate significantly from year to year as Saratoga's tax base is comprised of a number of reputable restaurants with established clientele, a few grocery stores and gas stations, and a handful of retail stores. Economic conditions appear to have little effect on total Sales Tax Revenues. The City's tax based sales are consistently within 8 percent; further annual fluctuations are primarily due to reporting corrections and estimated adjustments. The State provides Sales Tax Revenue based on estimated revenues during the fiscal year, and then makes true-up adjustments in the following year to settle the account. As a result of the State's methodology, Sales Tax overpayments in one year are adjusted by an underpayment in the following year. Allocation corrections and changing economic environments keep estimate adjustments continuous. 4 CITY OF SARATOGA INTRODUCTION SECTION Sales tax allocation errors occur when businesses apply their sales tax receipts to the incorrect city. This sometimes occurs with franchise businesses or businesses that relocate. This occurs regularly in Saratoga when businesses move into a shopping complex on the edge of the City where the property parcels are actually within the City of San Jose,yet have a Saratoga mailing address because the property is assigned to a Saratoga Postal Office mail delivery route. When businesses are not aware the property address is for mail purposes only, they incorrectly file their sales tax returns as Saratoga based business; and subsequently, the information is corrected after the Sales Tax auditors for the cities identify the error and notify the Board of Equalization. Sales Tag 1,200,000 8 00,00 0 c.. Q : 400,000 — As the table above shows, in FY 2011/12, the Sales Tax revenues again reflected an increase, this time with steadier numbers and another positive true-up. A slight decline is shown for FY 2012/13 due to the State's estimated projections and a negative $32,000 correction adjustment, but is anticipated to hold steady in FY 2013/14 with the economy strengthening. Interest- The decline in interest income has been, and continues to be, one of the most dramatic losses for the City. Investments are restricted to conservatively managed vehicles, and in compliance with the investment policy, are held in the Local Agency Investment Fund(LAIF). Over the preceding thirty years,this investment fund traditionally served as a stable source of income for the City, however, with the economic recession, LAIF interest rates fell to historic lows. At the start of FY 2007/08, interest rates were at 5.24 percent, generating interest income of$615,731 over the course of the year. As shown in the graph below, interest revenues plummeted in FY 2008/09 with revenues dropping further over the last couple of years. Interest Income 400,000 3 00,000 200,000 _ o 100,000 o��lpq 2009110 7,01(jJ11 1011112 vj?,J13 2013f14 These interest rate decreases moved hand-in-hand with the stock market drops and credit tightening at the beginning of the recession; yet interest rates have continued at historic lows even with strengthening conditions due to the Federal Reserve's efforts to continue monetary easing through low interest rates in the effort to stimulate the economy. Expectations are that rates will increase to no more than 1 percent during the next fiscal year,and no more than 2 percent during the fiscal year after that. 5 CITY OF SARATOGA INTRODUCTION SECTION LAIF's Quarterly apportionment rate schedule from FY 2007/08 up to March 31, 2013 are shown in the following graph to illustrate the impact interest rates have on this revenue source. Quarterly Apportionment Rates September December March June 2007/08 j 5.24 j 4.96 4.18 3.11 2008/09 _ 2.77 2.54 1.91 1.51 2009/10 j 0.9 0.6 0.56 0.56 2010/11 0.51 0.46 0.51 0.48 2011/12 j 0.38 ' 0.38 0.38 0.36 1- 2012/13 0.35 0.32 1 0.28 Franchise Tax Fees — Cities are permitted to collect "Franchise Fees" as a toll from utilities and other industries for the right to traverse a city's streets or right-of-ways in the distribution of their product or services. Franchise Fees are generally levies established by the State; for example, the State-issued utility franchises provide cities with Franchise Fees equal to 5 percent of a cable company's gross revenues,and up to 2 percent of gas and electricity revenues. Water Utility franchise fees are based on the linear feet of pipeline in a city. Solid Waste Franchise Fees are established locally, if the service is contracted out rather than provided directly by the City. Saratoga is a member of the West Valley Solid Waste Management Authority, and has established a solid waste hauler Franchise Fee. Franchise Tax revenues generally remain stable through economic ups and downs, primarily due to the necessity for the services from which these fees are derived. Over the last several years, during the economic downturn, the City's solid waste fees reflect an increase. In part this was due to additional fees instituted for funding solid waste services, such as environmental programs, street sweeping services, and funding for the City's share of the cost to manage the West Valley Solid Waste Management Authority. Franchise Fees 2,500,000 2,000,000 1,500,000 1,000,000 500,000 - - 2008f44 Z0p9110 ' J If 91X112 ?, 17,113 'Ifll3jJ4 As illustrated in the above graph,Franchise Fee revenues are projected to remain flat in the FY 2013/14 budget year; with an exception for some minimal increases resulting from increased cable service fees for new technology options and a growing market demand. Expenditures In addition to the General Fund revenue constraints the City managed throughout the last five years, rising expenditures also presented a challenge. Salary and benefit costs, contract service costs, Sheriff's Office contract costs, and environmental mandates all continued to increase. 6 CITY OF SARATOGA INTRODUCTION SECTION Salaries and Benefits - In past years, annual increases associated with employee salaries and benefits were offset through annual revenue increases. This changed with the economic downturn. Revenues stalled or dropped while Ca1PERS pension costs and medical insurance premiums continued to rise, and labor costs became a notable concern. In addition, with the significant decrease in pension assets, Ca1PERS began to reevaluate their assumptions and methodologies, raising rates and announcing significant increases in years to come. At first,these increases were managed through operational reductions and staffing decreases. However, it became clear that additional measures were needed to ensure the City's long-term sustainability. FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Expenditure Category Actuals Actuals Adjusted Estimated Proposed Salary&Benefits $ 6,710,412 $ 6,074,360 $ 6,730,125 $ 6,497,210 6,867,891 Materials&Supplies 150,910 163,990 185,270 181,503 228,507 Fees&Charges 734,205 708,175 782,440 751,640 742,169 Consultant&Contract Services 1,739,829 1,638,896 2,076,941 2,055,417 2,152,344 Sheriff Services 4,253,148 4,060,306 4,153,654 4,153,654 4,225,024 Meetings,Events&Training 63,668 37,783 61,270 52,230 70,745 Community Grants&Events 165,915 116,203 127,856 124,033 155,112 Fixed Assets - 11,336 - - - Internal Services Charges 1,798,212 1,899,748 2,033,578 2,033,578 2,202,851 Total Expenditures $ 15,616,298 $ 14,710,797 $ 16,151,134 $ 15,849,265 $ 16,644,642 Fund Transfers Out: 876,983 280,000 1,184,500 1,184,500 380,880 Total Expenditures&Transfers $ 16,493,281 $ 14,990,797 $ 17,335,634 $ 17,033,765 $ 17,025,522 Salary and benefit reductions were accomplished through labor negotiations in FY 2011/12 with an estimated annual saving of approximately $400,000 from employee paid pension contributions, salary reductions, and medical and pension benefit changes for new employees. Labor costs were restructured to manageable, sustainable levels. The State's 2013 pension reform mandates will rein in labor costs even further in the long- term. Overall, operational cost increases are expected to be offset by decreases attained in the negotiated benefit cost-sharing and reductions through the years. The FTE schedule below shows the transition of benefitted staff and temporary hours from the start of the economic downturn in FY 2007/08 to the current proposed budget of FY 2013/14. TOTAL STAFF BY DEPARTMENT Full Time Equivalents(FTE) 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Funded Funded Funded Funded Funded Funded Funded City Manager's Department 6.00 6.00 5.75 5.55 3.90 4.00 4.00 Finance&Administrative Services 7.00 6.00 6.00 5.90 6.90 6.90 9.65 Community Development 14.00 14.00 12.00 12.00 12.00 11.00 12.00 Public Works Department 22.75 21.75 21.75 21.65 21.55 20.65 20.75 Recreation&Facilities Department 10.60 10.60 9.35 9.50 9.50 9.60 9.60 Total FTE Staff 60.35 58.35 54.85 54.60 53.85 52.15 56.00 Funded Hourly Stang City Manager's Department 2,040 2,400 2,500 1,568 - - 1,380 Finance&Administrative Services 2,080 4,960 3,040 3,000 4,968 4,768 520 Community Development 1,390 2,590 2,140 1,740 1,740 1,740 800 Public Works Department 3,920 3,920 5,668 5,628 4,760 2,760 2,760 Recreation&Facilities Department 6,000 6,000 3,234 4,029 2,000 2,000 4,835 Total Annual Hours 15,430 19,870 16,582 15,965 13,468 11,268 10,295 Temporary Hours converted to FTEs 7.42 9.55 7.97 7.68 6.48 5.42 4.95 Total&Converted FTEs 67.77 67.90 62.82 62.28 60.33 57.57 60.95 7 CITY OF SARATOGA INTRODUCTION SECTION Contract& Consultant Services—As a minimum service city, Saratoga contracts for a wide range of contract and consultant services, ranging from public safety to landscape maintenance, traffic engineering, street sweeping, and legal services. Consequently, Saratoga is able to maintain a lean workforce and still provide essential services. Contracting out services also 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 may increase over time, which collectively can be significant. However, the City is able to manage the service levels, thereby controlling financial impacts. New contract and consultant services for FY 2013/14 include an additional $25,000 for Fuel Reduction Services (Wildland Fire Prevention), $15,000 for parking lot and street light maintenance, and $50,000 for a consultant to begin the General Plan Housing Element Update. Other increases stem from cost and service level increases in existing services, such as additional funding for the City traffic consultant, storm drain cleaning, street and park tree maintenance services, park and median landscaping and maintenance services, and janitorial services. The most significant reduction in contract services is the elimination of$70,000 for Building Inspector back-up services. The combination of the contract services described above show a net increase of$93,400 or 4.5 percent from the prior year. Public Safety Services — The City contracts with the County of Santa Clara Sheriff's Office for law enforcement services — which is the largest contract the City maintains. This contractual relationship has existed since the City was incorporated in 1956 and has proven to be a prudent investment for the City. The County's Office of the Sheriff provides an estimated 20,060 general law enforcement service hours, 2,396 traffic enforcement hours, 2,400 investigative hours, 340 reserves activity hours, a full-time School Resource Officer, and the City's allocated share for the cost of the West Valley Substation. Because Public Safety is one of Council's highest priorities,both the City and the County strive to maintain service levels in the most cost- efficient manner. While increases are inevitable, efficiencies were achieved by aligning available resources with peak school and traffic times and sharing the cost of the School Resource Officer with the School Districts. The annual cost for these services is estimated on an annual basis,and billed to the City on a monthly basis. After year-end, actual costs are calculated and if costs are less than the estimated contract payments, the City is reimbursed for the difference. The City's decision to contract with the County's Office of the Sheriff has resulted in millions of dollars saved when compared to neighboring comparable cities which operate their own police unit. In FY 2012,the City of Saratoga paid $4.33M for Sheriff Services, equating to $144.57 per capita. In comparison, the Town of Los Gatos spends $13.71 M or 37.7 percent of its budget toward police services which total approximately$466.07 per capita. Because the Sheriffs contract accounts for 25 percent of the General Fund's operating budget, the cost is separated from the Budget's Contract Services section. The Sheriff's Services costs were reduced significantly in FY 2011/12 after the County's employee salary and benefit negotiations and pension reform measures were implemented. Estimated contract cost payments continue to be minimal, increasing only 1.7 percent in FY 2013/14 from the prior year compared to the cap of 4.39 percent that the Sheriff is allowed based on the Consumer Price Index which calculates the rate of inflation. The estimated contract cost billing amount reflects expected usage rather than billing at the higher cap amount to build in potential costs, and then subsequently reimbursing the City with large amounts. 8 CITY OF SARATOGA INTRODUCTION SECTION In addition to Sheriff Services, Public Safety Service expenditures include funding for two City of San Jose Services: the Animal Control Services contract for animal related field response, licensing, and shelter services; and for the Cal-ID program that provides fingerprint analysis services for all county law enforcement agencies. Santa Clara County Fire Department operates as a separate agency; however,it provides Emergency Preparedness staffing resources for the Saratoga community through the City. The City provides funding for related expenses to support this program, including facility and administrative support, emergency supplies and equipment,and financial contributions for the Silicon Valley Regional Interoperability Project. Environmental Mandates - Unfunded environmental mandate costs continue to increase. For example, the City participates in a joint powers authority to ensure Saratoga meets Federal and State Clean Water Act requirements. The dues for the Nonpoint Source Pollution Control Program that manages Clean Water Act requirements for the City increased from $170,000 in 2010/11 to $190,000 in 2011/12 and 2012/13, and will increase to$215,000 in FY 2013/14. FY 2013/14 OPERATING BUDGET STRUCTURAL CHANGES As a matter of practice, City management continuously evaluates the organization to make sure that it is operating smoothly and efficiently. With the City's financial outlook slowly improving, the City has taken the opportunity to restore staffing in certain areas, reorganize existing staff, and restructure contracts in order to improve service delivery. In the last few years,the City has been operating a very lean organization with employees taking on additional and varied tasks to maintain City operations as efficiently as possible. These operational adjustments worked extremely well on a short-term basis; however, the increase in employee workloads and reductions in services cannot be sustained in the long-term without sacrifices to quality of service to the public. Consequently, the City carefully evaluated staffing levels and has concluded that it will add a net total of 3.85 FTE positions. The City hired an external firm to conduct an organizational study to obtain an unbiased analysis on Finance& Administrative Services Department staffing levels. The study concluded that in order to adequately support the Director, a regular full time Finance Manager position should replace the part-time temporary Senior Accountant positions. The study also noted that the long-term temporary Human Resources and Information Technology Technician positions were integral to the Department's services and should be converted to regular benefited positions. The Finance & Administrative Services Department plans to implement these changes for fiscal year 2013/14. In addition, with the retirement of the Building Official at the end of FY 2012/13, the Community Development Department will be restructuring the Building and Inspection program. The Building Official title will shift to the Department Director and the Building Official position will be converted to a Senior Building Inspector. Savings from this conversion, along with the termination of Building Inspector contract services,will be used to support a new Permit Technician to staff the building counter. The change will allow the Senior Building Inspector to spend time in the field,while making it possible for the Building Inspectors to allocate more time to code enforcement duties. Additionally, hiring a full time Permit Technician will allow the Community Development Department to expend counter hours to 5:00 p.m.Monday through Thursday. In fiscal year 2012/13, the Recreation and Facilities Department was restructured as a result of the retirement of a Senior Recreation Supervisor and a .90 FTE Office Specialist. The Department converted the two positions to two full-time Recreation Coordinator positions, which resulted in a savings for the Department. This change also allowed the Department to manage youth camps internally instead of contracting them out. Consequently, the FY 2013/14 budget reflects the addition of 2,835 hours of temporary recreation leaders to staff the camps. The costs are projected at approximately $35,300, which will be offset by the camp fee 9 CITY OF SARATOGA INTRODUCTION SECTION revenues. This change allows the City to hire local youth who are trained in a leadership academy style program to conduct youth camps throughout the year. The City of Saratoga's total budgeted salary and benefit expenditures are projected to total $7,728,816 million dollars in FY 2013/14, representing approximately 22.6 percent of total budgeted expenditures. Budgeted salary and benefit amounts reflect a $412,323 increase from last year as a result of labor and benefit cost increases, and the additions in positions and restructuring,as noted above NOTABLE ACCOMPLISHMENTS IN FY 2012/2013 The City works tirelessly to implement the priorities outlined by the City Council while at the same time prudently managing its budget. In the past, City Council has defined a number of its strategic goals ranging from practicing fiscal stewardship,maintaining safe and beautiful city infrastructure, and providing community enrichment. Below are some of the accomplishments for FY 2012/13 that are reflective of Council's goals. Increased Transparency with Delphi Solutions In December 2012, the City partnered with Delphi Solutions, a Silicon Valley software startup, and deployed one of the most innovative municipal finance data visualization tools in the country. Using Delphi Transparency's platform,the City is able to provide the public with the ability to easily access,understand,and analyze the City's Operating Budget through a hands-on data and graphical manipulation tool. The online tool can be accessed at saratoga.delphi.us and also at the City's website at www.saratoga.ca.us/finance. Safety Element On February 20, 2013, the City Council adopted an update to the City of Saratoga General Plan Safety Element. In 2011,the City of Saratoga applied for and received a$175,000 Disaster Recovery Initiative grant from the State of California Community Development Block Grant Program to update the Safety Element of the City's General Plan. The Safety Element was originally adopted in 1987 and only minor revisions had been made since then. The updates to the Safety Element range from minor grammatical edits, changes reflecting new and/or changes in regulatory requirements, new processes in place since the previous element was prepared and adopted, and development of new exhibits to reflect current practices and conditions in the City of Saratoga.Additionally,a new ground movement potential map for the entire City was prepared. Economic Development In 2012, the Saratoga Chamber of Commerce embarked on an effort to develop a citywide brand called Destination Saratoga. Council allocated $8,000 to Destination Saratoga to support the effort to develop a citywide brand and improve marketing for Saratoga businesses. The Destination Saratoga Committee has already developed one website intended to attract tourists and visitors to Saratoga and re-energize the local business environment. The group has also sponsored several familiarization tours for local travel bloggers and travel agents. Community Events Process In Fiscal Year 2012/13,the City introduced a more formalized application process for community event grants. For years, the City has provided grants to support the efforts of Saratoga's community event organizers. The new process includes an annual application process to allow event organizers to come before the Council to request funds. Additionally, the new Community Event Grant program allows event organizers that are unable to participate in the annual application process to come before the Council at any point during the year to request event funds. The City also streamlined and improved the special event process to provide a higher level of customer service to the community. The City created clear guidelines regarding special community events. The City communicates the event requirements to the organizations early in the process so that the organizations may 10 CITY OF SARATOGA INTRODUCTION SECTION obtain all of the necessary permits, insurance, security, and equipment, as well as comply with certain Fire codes that apply to large events. This function is administered in the City Manager's Office with the coordination of the Recreation,Public Works,and Community Development departments. Improved Communication Using 1610 AM Radio In 2012, the City purchased a Work Audio Control (WAC) system to enhance its existing Alert AM Emergency Advisory System(EAS). The Alert System is designed to inform area motorists regarding Amber alerts, school incidents, flash floods, industrial accidents, terror threats, and natural disasters. The Alert System may also be used to inform motorists of street repairs, traffic hazards,recent criminal activities,public notices, travel advisories, city history, visitor information, and community events. The WAC system has simplified and improved the previous process of delivering timely news to the community. In early 2013, the City worked with The Radio Source,to develop an Internet audio link of the 1610 AM radio broadcast, which is available on the City website. Social Media Outreach In February 2012, the City Council adopted a social media policy to guide community engagement through social media sites. The term "social media" refers to the web-based and mobile technologies that allow for interactive dialogue, collaboration, and sharing. Samples of social media sites include Facebook, Twitter, and YouTube. In recent years, use of social media sites has grown dramatically and an increasing number of Americans use social media sites as their primary method for obtaining information and communicating with others. In June 2012, the City launched a City Hall Facebook page,where it communicates information about upcoming community events and important City updates. Nextdoor.corn In January 2013, the City officially launched Nextdoor.com in Saratoga. Nextdoor is a private social networking website specifically designed to build stronger and safer communities for neighborhoods by providing an online space for neighbors to introduce themselves and interact. The site is free for users and there is no cost to the City for making the social networking website available in Saratoga. Individual Nextdoor neighborhood sites throughout the City have been created to allow neighbors to meet and communicate with one another. Radar Feedback Sign on Fruitvale In the summer of 2012, a radar speed feedback sign was erected on Fruitvale Avenue near Highway 9. The City's traffic engineer recommended the feedback sign to correct speeding on Fruitvale Avenue. Based on data, speeders have been shown to slow down up to 80 percent of the time when alerted by a radar sign. Typical speed reductions are 10-20 percent and overall compliance with the posted speed limit will increase by 30-60 percent. High Grade for Effective Tobacco Control The City of Saratoga received an "A" grade from the Tobacco Free Coalition of Santa Clara County Tobacco Retail Environment Report Card in 2012. The Tobacco Free Coalition evaluates cities annually based on their effort toward complying with federal and state requirements, strength of policies that prevent tobacco sales to minors, and enforcement of laws that prohibit tobacco sales to minors. Cities also receive additional points in the report card for community education efforts, stronger local tobacco control policies affecting the retail environment and for conducting additional tobacco prevention enforcement. This is the second year that the City of Saratoga has received an A grade from the Tobacco Free Coalition of Santa Clara County and believes that this rating provides an accurate reflection of the City's efforts toward tobacco use prevention and protecting youth from tobacco. Annexation of Congress Springs Quarry Property On August 17, 2011, the City Council authorized the City's acquisition of the 68-acre Congress Springs Quarry Property from the County of Santa Clara. When the City purchased the property, it was located outside 11 CITY OF SARATOGA INTRODUCTION SECTION the City's Urban Service Area (USA). To annex the Quarry Property, the Santa Clara County Local Area Formation Commission (LAFCO) required the City to first expand the USA to include the Quarry Property before the City could then annex the property. The property was officially annexed by the City Council on April 3,2013. Highway 9 Phase 3 Pedestrian Safety Improvements In October 2012, the City completed construction of Phase 3 of the Highway 9 Pedestrian Safety Improvements. The Highway 9 Pedestrian Safety Improvement project is a multi-agency collaboration between the City of Saratoga, City of Monte Sereno, and Town of Los Gatos to make Highway 9, a state- owned scenic road, safer for pedestrians and bicyclists. The project has been implemented in several phases. The third phase began in March 2012 and included the realignment of Austin Way and Highway 9 intersection to make bicyclists more visible to motorists, installation of new medians at Austin Way, bicycle detection system at all signalized intersections, and the widening of the Highway 9 in Los Gatos to accommodate a bicycle lane. Pedestrian Crosswalks on Cox Avenue by El Quito Market In Fiscal Year 2012/13, the City installed an enhanced crosswalk on Cox Avenue near the Quito Market. The new crosswalk will include in-pavement warning lights to alert drivers when pedestrians are crossing the street. The project increases visibility of pedestrians to prevent accidents. NEW INITIATIVES FY 2013/2014 Noise Element and Ordinance Update The Noise Element is one of seven mandatory General Plan elements. It is used to identify and appraise noise issues in the City, as well as analyze and quantify current and projected noise levels for various noise sources. The current Noise Element was adopted in 1988. In FY 2012/13,the City hired a consultant to update both the Noise Element and Noise Ordinance. The update will be completed in FY 2013/14. Congress Springs Quarry Master Plan In 2011, the City acquired the Congress Springs Quarry property from Santa Clara County. The 64 acre site is located on Highway 9 near the Historic Saratoga Village and Hakone Gardens. The property was used as a quarry for mining grey-wake sandstone from approximately 1908 until 1967 and was later used by Santa Clara County as a source of aggregate road base material for County roads. When purchasing the property, the City was required to maintain the property as open space in perpetuity and must prepare a Final Management Plan (IMP) by 2016, which must include provisions that promote the protection of public resources, implement an erosion control program, promote public access for recreation, develop a portion of the Saratoga-to-the Sea Trail, and obtain any regulatory approvals necessary to allow implementation of the IMP. In March 2013, the City hired a consultant to develop a FMP and Master Plan for the property. The Master Planning process will include surveying the property, plans for trails and recreational use, plans to document and preserve the historical resources on the property, cost estimates for future design, construction, and maintenance, and environmental planning and clearance. Development of the Master Plan will include considerable opportunities for community engagement and participation by the City's Parks and Recreation Commission. Energy Efficient Climate Action Plan In 2012, the City of Saratoga partnered with the County of Santa Clara and Joint Venture Silicon Valley to develop an Energy Efficiency Climate Action Plan (EECAP). The City's EEACP will be part of the county- 12 CITY OF SARATOGA INTRODUCTION SECTION wide EECAP. The City has been working with the County of Santa Clara and its hired consultants to complete the City's EEACP,which is scheduled for completion in November 2013. Let's Move City In 2011, the City Council adopted a resolution to join the Let's Move Cities and Towns initiative. The Let's Move! campaign, led by First Lady Michelle Obama, is nationwide effort to reduce childhood obesity. Cities and towns participating in this effort are encouraged to develop long-term, sustainable approaches to reducing childhood obesity. In 2012,the National League of Cities (NLC)redefined the parameters of the program and the City recommitted to the program and the five goals defined by the NLC. The City's Recreation Department has taken the lead to implement the program goals, which involve creating policies and programs to support healthier life choices for youth in our community. Herriman and Saratoga Pedestrian Activated Crosswalk Sign In FY 2013/14, the City of Saratoga will be installing new crosswalk signaling at the corner of Herriman and Saratoga Avenues. This location has been identified by the Traffic Engineer and the Traffic Safety Commission as an area in need of traffic calming due to the number of Saratoga High School crossing at the intersection. TEA Senate Bill 629 The City continues to be actively engaged in pursuing its full measure of Tax Equity Allocation(TEA). After passage of Proposition 13 in 1978, a special tax code referred to as TEA was adopted to ensure cities that had low or no property tax rates before adoption of Proposition 13 received at least 7 percent of the property taxes collected in the respective cities. The cities of Saratoga, Los Altos Hills, Cupertino, and Monte Sereno were singled out for special legislation uniquely limiting the amount of property taxes these four cities were to receive. The City received a portion of its TEA allocation back in 2006 and in 2013 State Senator Jim Beall introduced Senate Bill 629 in an effort to garner the remaining allocation. Village Sidewalk&Pedestrian Enhancements Phase 11 In FY 2012/13, the City Council adopted final plans for the second phase of Village Sidewalk and Pedestrian Enhancements. The first phase included installation of pedestrian bulb-outs, enhanced crosswalks, and installation of bike racks and benches near 3rd Street and 4th Street in the Village. The second phase will include similar improvements near the Highway 9 Spur and 5th Street. Additionally, the project will include way-finding signage. CAPITAL BUDGET HIGHLIGHTS For Fiscal Year 2013/14, a total of seven new projects are proposed to be added to the Capital Improvement Program (CIP) budget, totaling approximately $5.65 million. Of this, approximately $4.79 million (85 percent) comes from various local and regional grants. The 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. CIP projects are broken down into four categories: Streets Program,Park and Trail Program, Facility Improvements Program, and Administrative Improvements Program. Funding for the CIP budget generally comes from grants,previous budget surpluses, and general fund transfers. This year the City prioritized its project funding criteria in the order of first maintaining safe infrastructure and then using the remaining funds to leverage important projects with significant grant funding. New projects and those added after adoption of the 2012/13 budget are listed below. 13 CITY OF SARATOGA INTRODUCTION SECTION Streets Program Village Sidewalk Repair The Village is the historic downtown center of Saratoga and serves as the main corridor for local retail and professional offices. This project will enhance the Village's pedestrian-friendly environment by improving patron safety and enhancing pedestrian accessibility by the replacement of sidewalks, curbs and gutters in Saratoga Village that are deteriorating or presenting tripping hazards. The project will total approximately $163,000 and will be funded by the Metropolitan Transportation Commission OneBayArea Grant(OBAG)program. Prospect Road—Saratoga Ave This project will cost approximately $4,750,000, of which $4,206,000 PDA Corridor, would be funded by the OBAG Grant. The City's local match share totals Pedestrian,Bicycle and Median $544,825, which would be paid from the Gas Tax Funds. This project Improvements would make roadway improvements on Prospect Road between Saratoga- Sunnyvale and Lawrence Expressway, and on Saratoga Ave between Highway 85 and the City Limits toward Lawrence Expressway. Improvements include a new median with landscaping along Prospect Road, installation of sidewalks where gaps have been identified, installation of American with Disabilities Act (ADA) compliant ramps, repairs to existing ADA ramps, installation of bicycle detector loops at signalized intersections, installation of "green" bike lanes at heavily congested intersections, addition of bus shelters, and installation of bus pads at bus stops. Citywide Signal Upgrade This project will cost approximately $500,000 and will be paid for by a Project Phase II $400,000 Regional Signal Timing Program (RSTP) grant from the Metropolitan Transportation Commission, and a $100,000 local match. This project is a continuation of the Saratoga Citywide Signal Upgrade Project--Phase 1, which is complete. This project will allow real-time monitoring and control of traffic signals along Saratoga's major traffic corridors. Park&Trails Program Wildwood Park Bridge The Council has allocated $125,000 from the Park-In-Lieu Fee revenues Rehabilitation to rebuild the pedestrian bridge/walkway connecting the parking lot to Wildwood Park.All decking and railing boards will be replaced with new material; the access steps and support structure will remain. As a result, this project will improve safety, minimize maintenance needs, and reduce Operating Budget impacts. Fibar Replacement Through this project, sand at Gardiner and Kevin Moran Park playgrounds will be replaced with fibar material. This material, which is engineered wood fiber, is fully compliant with accessibility standards for parks. The project would be funded by an Association of Bay Area Government's safety grant and the City's Risk Management/ADA Mitigation capital funds. The total project cost is estimated at$40,000. 14 CITY OF SAPATOGA INTRODUCTION SECTION Guava Court/Fredericksburg This project would remove the Guava Court barrier to allow access to Joe's Trail and re-connect the Fredericksburg Drive neighborhood with Blue Hills Elementary School. The Council has allocated $45,880 to pay for the local match toward this $400,000 project. The City has applied for Valley Transportation Authority's Bicycle Equestrian Pedestrian Grant in the amount of$354,120. Administrative Improvements Wildfire Protection Plan The Council allocated $25,000 from the CIP Reserve to create a Community Wildfire Protection Plan and to satisfy Implementation Measure SAF-4.2a of the General Plan Safety Element. The Plan will identify wildfire risks in the Wildland-Urban Interface areas and provide recommendations to prevent and reduce the threat of wildfire in Saratoga. The Plan will be developed in collaboration with the Santa Clara County FireSafe Council, Santa Clara County Fire Department, and other interested agencies. CONCLUSION After several difficult budgetary years, it appears that the City of Saratoga is turning a corner. There are a variety of indicators that suggest the economy is on the mend and steadily, if slowly, improving. The success that the City has experienced in implementing strategic budgeting practices and persevering through the recent deep recession is testimonial to the fact that the City is committed toward fiscal stewardship. It also speaks to the loyalty and flexibility of City employees and the thoughtfulness and astuteness of the Saratoga City Council. The increase in revenue projections for fiscal year 2013/14 gives the City an opportunity to fill positions that are necessary to maintain the service levels of the organization, make improvements to operations, and restore reserves. Despite the challenges of the last few years,the City is able to present a balanced budget that reflects a more optimistic future. Respectfully submitted, �� Dave Anderson City Manager 15 CITY OF SARATOGA INTRODUCTION SECTION GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget Presentotion Award PRESENTED TO City of Saratoga California For the Fiscal Year Beginning July 1, 2012 P PCL`Mcm Executive Director 16 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 cgdrg",care Berkele ' A&fb,w! a Contra Clara County. Although the incorporated City Recr loan costa AT;, C}Bkl�ltd of Saratoga dates back only to 1956, the town had its beginning more than a century earlier aaIII Fran �al '1 Francisco Leandro' when William Campbell built a sawmill here in 'C.l Haaiard ivermorE Alameda 1848, about two and one-half miles above the ,,, Pacifica 4 Frar k- rl� present downtown village, along what is now Ban �a; ar ra EK „ as Bruno Frernvnt State Highway 9. Having spent the winter of � 1846/47 in the abandoned adobe buildings of 1 'Nr Mission Santa Clara, Campbell correctly Carllt Qn =halo Milpitas surmised that the settlers who were beginning to car„ornia r ac Caasfa•-! 4 East come to the Santa Clara Valley would want to xariona) SWnnyv le Foothills build sturdy wood houses, reminiscent of the ® 35 S 130 homes they had left in the East. Saratoga i t t a m p ts,_,eI I With this belief, William Campbell started a t 334 .;ata sawmill operation along the stream here in Ivj..vteo 1847. It was delayed however after another @¢rim millwright constructing a sawmill at the western { 9} 'sante base of the Sierra mountains a hundred and fifty ` Capitols 152 miles northeast found gold flakes in the Santa Cruz k +ats o nui American River, touching off the 1849 San Ju 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 investment, McCarty erected a tollgate near the present intersection of Third Street and Big Basin = Way, and charged a fee for the use of the road. It V __ 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 - - -s - 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. 17 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 r 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 1863. Shortly thereafter, the discovery of local mineral 4 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 to those of France, the French immigrant Masson brought grape cuttings from his native land to plant on the , hillsides. a Saratoga developed into a pleasant village as it became the 71 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. 18 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 30,706 (January 1,2013) 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 the late 1800's and early 1900's. Saratoga residents place an emphasis on historical preservation, and on 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 19 CITY OF SARATOGA INTRODUCTION SECTION systems, 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. 20 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 Finance and 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. 21 CITY OF SARATOGA INTRODUCTION SECTION Traffic Safety Commission 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. 22 CITY OF SARATOGA INTRODUCTION SECTION STRATEGIC PLAN GOALS & OBJECTIVES 23 CITY OF SAPATOGA INTRODUCTION SECTION CITY OF SARATOGA STRATEGIC PLAN GOALS & OBJECTIVES The Saratoga City Council Strategic Plan's 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 annual 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 24 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 25 CITY OF SARATOGA INTRODUCTION SECTION 26 CITY OF SARATOGA INTRODUCTION SECTION BUDGET & FINANCIAL POLICY INFORMATION 27 CITY OF SARATOGA INTRODUCTION SECTION BUDGET PROCESS OVERVIEW he City of Saratoga adopts an annual The City's Governmental Funds consist of the Operating and Capital Budget and an General Fund, Special Revenue Funds, Debt annual budget update of the five-year Service Funds, and Capital Project Funds. Capital Improvement Plan. The budgets Governmental Fund budgets are developed using contain summary level information for revenue the modified accrual basis of accounting. Under and expenditure appropriations for the fiscal year this basis, revenues are estimated for the period if beginning July 1St and ending June 30th. The they are susceptible to accrual, e.g. amounts can be budget documents are prepared on the same basis determined and will be collected within the current as the City's financial statements, and in period. Principal and interest on general long-term accordance with generally accepted accounting debt are budgeted as expenditures when due, principles(GAAP). whereas other expenditures are budgeted for liabilities expected to be incurred during the BUDGET PURPOSE current 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 financial plan, as well as a policy document, a accrual basis of accounting whereby revenue budget projections are developed recognizing communications tool, and an operations guide. revenues expected to be earned during the period, Developed with an emphasis on long range and expenditures are developed for expenses planning, service delivery, and program anticipated to be incurred in the fiscal year. The management, a fundamental purpose of these documents is to provide a linkage between the City maintains one type of proprietary fund: services and projects the City intends to Internal Service Funds. accomplish,and the resources committed to get the Fiduciary funds are also budgeted under the work done. modified accrual basis. Trust funds are subject to The format of the budget facilitates this linkage by trust agreement guidelines, and Agency Funds are clearly identifying program purpose, key projects, held in a custodial capacity involving only the and workplan goals, in relation to revenue and receipt, temporary investment, and remittance of expenditures appropriations. resources. Saratoga administers two agency funds. BASIS OF BUDGETING AND ACCOUNTING SUMMARY OF BUDGET DEVELOPMENT Developed on a program basis with fund level The City develops it budgets with a team-based authority, the operating and capital budgets budgeting approach. City Management and the represent services and functions provided by the Finance Department guide the process through City in alignment with the resources allocated budget development; however program budgets during the fiscal year. and workplans are developed with each department's director or program manager's Basis of Accounting and Budget refers to the oversight and expertise. This approach allows for timing factor concept in recognizing transactions. hands-on planning and creates a clear This basis is a key component of the overall understanding for both management and staff of a financial system because the budget determines the program's goals and functions to be accomplished accounting system. For example, if the budget in the next budget year. anticipates revenues on a cash basis, the accounting system must record only cash revenues THE DEVELOPMENT PROCESS as receipts. If the budget uses an accrual basis, Typically both the Operating and Capital Budget accounting must do likewise. The City's and Capital Improvement Plan (CIP) processes budgeting and accounting systems both use a begin in early January with the City Council and combination of modified accrual and full accrual City Manager's development and refinement of basis in the accounting and budget systems. 28 CITY OF SARATOGA INTRODUCTION SECTION initiatives and directives for the upcoming budget Council as to the conformity of the plan with the year. The Five-Year financial forecast is City's Adopted General Plan. developed and brought to the annual Council Retreat to review. This forecast provides an Final council-directed revisions to the proposed overview of service level operations as it ties to budget are made and the budget documents are fiscal resources, and guides the discussion for the resubmitted to the Council for adoption, again in a upcoming budget direction. The CIP is also publicized public hearing prior to the beginning reviewed during this time to determine funding of the fiscal year. capabilities,project priorities, and to refine project workplans. Although the CIP Budget is a stand- Section 2-20.050(i) of Saratoga's City Code alone body of work, CIP projects impact the City's requires the City Manager to prepare and submit ongoing operations and are therefore incorporated an annual budget to the City Council. This is into the Operating and Capital Summary Budget accomplished in June, when the final proposed document through the resulting financial budget is formally submitted to the Council in the appropriations and service level requirements. subsequent public hearing. In February, the budget preparation process begins The approved resolutions to adopt the CIP and officially for staff. Budget assumptions, directives operating budgets and the appropriation limitation and initiatives are provided to set the City's overall (Gann Limit)follow later in this section. objectives and goals. Over several months, staff identifies and analyzes program revenue and BUDGET AMENDMENTS expenditure projections in coordination with During the course of the fiscal year, economic and Finance/Budget staff and City management. workplan changes or unanticipated needs may Capital improvement projects are assessed and necessitate adjustments to the adopted budgets. refined, and CIP funding and appropriation The City Manager is authorized to transfer requirements are finalized. appropriations between categories, departments, Through rounds of budget briefings and revisions, projects, and programs within a fund in the staff's final program budget and workplans are adopted budget, whereas the City Council holds developed by the end of April; operational and the authority for budget increases and decreases capital workplans are finalized, and the and transfers between funds. 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 29 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 30 ■ 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, August/ charts,reference materials,etc September/ October Adopted Operating and CIP Budget documents finalized, posted on website, and distributed 31 CITY OF SARATOGA INTRODUCTION SECTION 32 CITY OF SARATOGA INTRODUCTION SECTION FISCAL MANAGEMENT POLICIES The City of Saratoga manages its financial, operational,and budgetary affairs in accordance with the following general policy statements. These policies 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. Detail level fiscal policies are approved at an administrative procedural level. GENERAL FINANCIAL POLICIES: • The City Council's financial based goals, objectives, and policies will be 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. AUDITING AND FINANCIAL REPORTING: • California State statute requires an annual financial audit of the City's financial records and transactions by independent Certified Public Accountants. The city will 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 are submitted for review and approval at City Council meetings. A mid-year budget status report will be presented at the City Council retreat. APPROPRIATIONS AND BUDGETARY CONTROL: • The City Council will adopt an annual balanced operating budget and the first year of an integrated five- year capital improvement plan budget, to be effective for the fiscal year running from July l st through June 30th. Balanced budgets present budgeted Sources in excess of budgeted Uses. Budgeted "Sources" include revenues,transfers-in, and appropriated fund balance. Budgeted"Uses"include expenditures and transfers-out. Operating and capital budgets are to align with the City's long-term financial goals. • Each year the Finance Department will provide an updated five year(or longer) financial forecast to the City Council prior to Council's review of the proposed annual budgets to provide a long-range fiscal perspective to the City's economic status. • Budgets are prepared on the same basis used for financial accounting and 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. • 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 33 CITY OF SARATOGA INTRODUCTION SECTION 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 CIP Streets/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. The $300,000 of designated TEA proceeds previously transferred to the CIP Streets/Pavement Management program was reverted back to the General Fund effective with the FY 2008/09 budget. • $100,000 of TEA General Fund property tax revenues are designated for CIP Facility Improvements. • 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%). • 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: ➢ Annual Sidewalk Repairs ➢ Annual Storm Drain Repairs ➢ Roadway Safety and Traffic Calming ➢ Risk Management ADA Mitigation Projects REVENUE POLICIES: • 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. • The City establishes user charges and fees at a level that recovers the direct and indirect activity cost of providing a service or product. The City will consider market rates and charges levied by other municipalities of similar size for like services in establishing rates, fees, and charges. For services having partial cost recovery objectives, cost recovery ratios may vary according to 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. 34 CITY OF SARATOGA INTRODUCTION SECTION • 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. EXPENDITURE POLICIES: • 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. PURCHASING POLICY: • The City's current purchasing policy, with an effective date of 4/23/2007, establishes purchasing authority levels, purchasing procedures, and 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 which are 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 giving all qualified vendors an equal opportunity to do business with the City. • All purchases exceeding $5,000, up to $25,000 require written quotes and must be approved by the Purchasing Officer or designee. All purchases exceeding $25,000 must be authorized by the City Council. FIXED ASSETS AND INFRASTRUCTURE: • All assets with a cost equal to or greater than $10,000 and a useful life of more than one year will be capitalized. 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 shall provide information for preparation of financial statements in accordance with GAAP,with emphasis placed on completion of GASB 34 requirements. INTERNAL SERVICE FUNDS: • Asset replacement and maintenance Internal Service Funds are 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. 35 CITY OF SARATOGA INTRODUCTION SECTION • Internal Services Funds are established to both allocate operating costs to departments for support and maintenance services in the effort to distribute costs appropriately, and to stabilize the City's replacement and operational costs for the purpose of providing an accurate and balanced long-range fiscal perspective of the use of services and assets. • Technology and Office Equipment replacement and maintenance Internal Service Funds are to provide a consistent level of funding for the replacement of technology assets and projects, and 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 cash reserve policy objectives. 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. • 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 Finance & Administrative Services Department shall prepare and present to the City Council in sufficient detail to show the financial condition of the City at month end, the cash and investments balance by fund,and fund balances by fund type. LONG-TERM DEBT: • 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 will not exceed the expected useful life of the project. RISK MANAGEMENT POLICIES: • 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 after the first$250,000 through ABAG and an excess coverage policy. The coverage provides an employer liability limit of$5,000,000 per occurrence, and workers' comp per occurrence limit of$100,000,000. The City participates in a Workers Compensation risk pool for the first $250,000 of coverage, known as SHARP (Shared Agency Risk Pool). Workers' Compensation claims are managed by a third party administrator. 36 CITY OF SARATOGA INTRODUCTION SECTION • The City's role in managing its risk management program is to be preventative in nature which will be accomplished through careful monitoring of losses,working closely with the third party administrator, and designing and implementing programs to minimize risk and reduce losses. DEVELOPMENT RELATED FINANCIAL POLICIES • The Williamson Act, also known as the California Land Conservation Act, was passed by our California Legislature in 1965 in order to encourage rural&agricultural lands to remain undeveloped longer. 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 the same way for the duration of that contract. The 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 individual 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 is allowed to approve three Mills Act Contracts per year. 37 CITY OF SARATOGA INTRODUCTION SECTION FUND BALANCE RESERVE POLICIES Fund Balance Reserve Policies are set at the policy decision level and are therefore included in the budget each year to be approved by Council in conjunction with the budget adoption. PRINCIPLES Under a general philosophy to practice fiscal responsibility, the City of Saratoga attains conservative and cautious financial management through responsible, sustainable, and enforceable fiscal policies and internal controls to ensure prudent and efficient use of resources. 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. 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's 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,such as for the Library Building Remodeling. Additionally, 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. Prudent financial management dictates that the City reserves 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 are not authorized without 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 reserves be maintained for all known liabilities and established City Council and community directed initiatives. In the following Fund Balance/Reserve Policy overviews, the descriptions are to include identification of the fund type and classification, the purpose of the reserve, minimum and maximum funding goals (from a long- term perspective) if appropriate, guidelines on utilization of the reserve and by what authority, and how the reserve is funded on an ongoing basis, or after utilization. FUND BALANCE AND NET POSITION For Governmental Fund types, a fund's equity is the "fund balance", of which the Governmental Accounting Standards Board (GASB) Statement No. 54 defines five specific classification categories. (For reference, Governmental Funds include: the General Fund; Special Revenue Funds; Capital Project Funds; and Debt Service Funds.) The five fund balance classifications categories are intended to identify fund balance by the extent to which a specific fund balance reserve is available for appropriation and therefore spendable, or if the reserve is constrained by special restrictions,if any. 38 CITY OF SARATOGA INTRODUCTION SECTION Equity classifications for non-governmental funds are "Net Position" which is defined as Restricted or Unrestricted Net Position. A third component of a non-governmental fund's equity is "Net Investment in Capital Assets" however as this refers to a non-monetary portion of equity, it is not discussed in this policy section. 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: • Environmental Service Fund Balance—in the General Fund • Fund Balance—in the Special Assessment Funds • Fund Balance—in the Debt Service Fund 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: • Hillside Stability Reserve—in the General Fund • CIP Fund(s)Project Reserve—in the Capital Improvement Program Funds 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: • Future Capital Improvement&Efficiency Project Reserve—in the General Fund • Carryforward Reserve—in the General Fund Unassigned Fund Balance Represents funding which may be held for specific types of uses or stabilization purposes, but is not yet directed to be used for a specific purpose. Only General Fund reserves can be designated under the "Unassigned" fund balance classification. Other funds are structured for specific purposes and their fund balances are therefore considered"assigned"for that purpose. • Working Capital Reserve—in the General Fund • Fiscal Stabilization Reserve -in the General Fund • Development Services Reserve—in the General Fund • Uncollected Deposits Reserve—in the General Fund • Other Unassigned Fund Balance Reserve—in the General Fund UNASSIGNED FUND BALANCE RATIO The collective total of the General Fund's unassigned reserves is to be maintained at a minimum of 20%of the following year's General Fund appropriations. 39 CITY OF SARATOGA INTRODUCTION SECTION GENERAL FUND YEAR-END ALLOCATIONS After the City's financial records are finalized and audited,with legal obligations and liability reserves funded, the remaining revenues in excess of expenditures flow into the Other Unassigned Fund Balance Reserve. From the Other Unassigned Fund Balance, funding in excess of$500,000 will be distributed in the following order: 1. Working Capital Reserve interest allocation. 2. Repayment of Fund Balance Reserve loan back to established level(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. Remaining funds are allocated to the Future Capital Improvement and Cost Efficiency Projects Reserve. GENERAL FUND-FUND BALANCE RESERVE POLICIES Working Capital Reserve 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 is 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 created by Federal or State 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 Federal or State legislative action. 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. 40 CITY OF SARATOGA INTRODUCTION SECTION Carryforward Reserve Under the Assigned Fund Balance classification,the Reserve for Carryforwards represents funding held at the end of each fiscal year for specific unexpended operating budget liabilities to be paid in the following fiscal year. The reserve is reconciled at the end of each year to both release prior year carryforward funding and reserve current year carryforward funding into the following budget year. Staff determines the year-end reserve amount after all fiscal year payments are finalized; the reserve amount is conceptually appropriated by Council each year in the budget adoption resolution. Hillside Stability Reserve Under the Committed Fund Balance classification, a Hillside Stability Reserve of$1,000,000 is established 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 that 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 repairs and mitigate further damage until Council takes action. Reserve funding is to be used for emergency work which exceeds emergency operational funding provided for in the Operations Budget. Upon use,refunding of the reserve shall again resume at$100,000 each fiscal year. Future Capital Improvements&Efficiency Projects Reserve Under the Assigned Fund Balance classification, the Reserve for Future Capital Improvement & Efficiency Projects shall be maintained to fund as yet directed but uncommitted to specific capital and efficiency improvement projects. Funding is derived from General Fund accumulated net operations (if 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 another fund. Use of the reserve funding is at the Council's discretion, but typically occurs as part of the annual budget adoption after Council conducts a comprehensive review of capital and efficiency improvement needs. Reserve replenishment is dependent upon net operations funding in subsequent fiscal years. 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 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. 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. 41 CITY OF SARATOGA INTRODUCTION SECTION 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 Community Development Department expenditures. Compensated Absences Reserve Under the Assigned 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;the reserve and liability amounts are 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 the reserve funds are immediately re-appropriated into the following fiscal year. This mechanism 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. 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. Future annual contributions, reserve goal amount, and utilization shall be determined by Council. Other Unassigned Reserve The Other Unassigned Reserve represents accumulated net operations which are not allocated to other fund balance reserves, and by definition fall into the Unassigned Fund Balance classification. In the General Fund, approximately $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 a general use fund balance reserve as the funds are structured for specific purposes, whereas the General Fund is used for multiple operational purposes thereby requiring a distinction of purpose for each reserve. Council may utilize funding at budget adoption or by adoption of a budget adjustment resolution during the course of the year. The reserve is replenished from year-end net operations, as available. 42 CITY OF SARATOGA INTRODUCTION SECTION 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.) A Landscape & Lighting Fund is established to account for each individual assessment district; thereby each fund has its own fund balance reserve. The minimum fund balance reserve should be sufficient to provide working capital to cover operational expenses through bond debt receipts in December, which is equitable to approximately one-half of a district's annual expenditure budget. 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 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 GASB 54 fund balance classifications. Debt Service Fund reserves are classified as Restricted as it can be spent only for specific purposes as stipulated by the bond covenants. The Library GO Bond Debt Fund was established to ensure 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 ISt as GO Bond tax receipts are received after the 1St debt payment is due. The reserve balance should also include sufficient funding to compensate for possible tax fluctuations as bond assessments are based as a percentage of property values not a flat amount. 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. 43 CITY OF SARATOGA INTRODUCTION SECTION CAPITAL IMPROVEMENT PLAN FUNDS-FUND BALANCE RESERVE POLICIES Overview Capital Improvement 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 has directed the funding be spent for specific improvement projects, the Capital Project Fund Balance Reserves are classified as Committed Fund Balance. Budgeted capital improvement projects are funded for the scope of work approved by Council and remain assigned for that use until completed or reassigned by Council. Fund Balance amounts represent the total remaining funds of 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 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 road impact fees, reimbursements and 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. Typically, CIP Grant Funds have a negative fund balance as project work is conducted beforehand and then reimbursed from expenditure invoices. The Gas Tax Fund represents annual Gas Tax and TCR allocations that are to be accounted for separately and may be audited by the State. 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, and local 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 44 CITY OF SARATOGA INTRODUCTION SECTION 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 an annual General Fund transfer, from Theater Ticket Surcharge Fees, from reimbursements and contributions, and transfers from other funds. The Facility Grant Fund receives revenue from grants that varies 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 Improvement Funds Administrative Improvement Project Funds provide for major capital expenditures to improve or enhance administrative and operational systems, processes, or functions. Each of the Administrative Improvement Funds (CIP Administrative Improvement Fund and the Administrative Grant Fund) have multiple projects which roll up into the overall fund balances,but remain designated for use by individual project. The CIP Administrative Fund typically receives funding from a General Fund transfer as Administrative Grants are limited. 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. 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. 45 CITY OF SARATOGA INTRODUCTION SECTION As Internal Service Funds are a type of Proprietary Fund; 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 purpose narrower than the purpose of the fund. For example, grant funding limited to a specifically 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 occurrence. Non-covered claims are paid fully by the City. The Liability/Risk Management program receives funding from: allocations charged to covered departments, from grant funding,and from claim reimbursements. At year end,unspent funding flows into Unrestricted Net Position or Restricted Net Position for grant funding. Requests for use of the reserve balance 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. 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 throughout 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, 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 throughout 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 46 CITY OF SARATOGA INTRODUCTION SECTION 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 throughout 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 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 throughout 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. Non-departmental uses are 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 analysis of whether the cost of maintenance equals or exceeds the cost of replacing the asset. In certain situations, replacement vehicles will be leased rather than purchased. Replacement Reserve Fund allocations may be used for this type of asset replacement. 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 shall be funded to provide replacement funding of vehicles and equipment in accordance with replacement schedules. 47 CITY OF SARATOGA INTRODUCTION SECTION 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 assets 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 throughout the year. The reserve is replenished from the Fund's net operations in subsequent years. 48 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT BUDGET RESOLUTIONS 49 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 since modified by two subsequent initiatives -Proposition 98 in 1988 and Proposition 111 in 1990. Proposition 98 established the return of tax revenues exceeding appropriation limit levels 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 2013/14. 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 2004 23,092,833 1.0079 1.0029 1.0231 23,694,794 2.61% 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 2.07% 2013 31,907,666 1.0124 1.0070 1.0377 33,521,156 7.23% 2014 33,521,156 1.0157 1.0129 1.0512 35,790,667 16.01% 50 CITY OF SARATOGA INTRODUCTION SECTION The City of Saratoga's appropriation limit for fiscal year 2013/14 is calculated as follows: FY 2013/14 Calculation % Increase in California 2012/13 2013/14 County Per Capita Appropriation Appropriation Appropriation Population Income A Factor Limit Limit 1.0157 X 1.0512 = 1.0677 X $ 33,521,156 = $ 35,790,667 As illustrated above, the total amount of tax revenues appropriated to the City in FY 2013/14 is not to exceed $35,790,667. The FY 2013/14 budget anticipates $10,955,400 in Gann designated tax revenues which equates to $24,835,267 less than, or approximately 31% 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 grew significantly during the economic boom times experienced 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 for a continued wide margin between future year's revenue and appropriations. Tax Revenues to Appropriation LMt 10 Year Trend 45,000,000 40,000,000 35,000,000 :a 30,000,000 +• i� 25,000,000 + 4•• 20,000,000 •+" 15,000,000 10,000,000 5,000,000 + 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Actuals Actuals Actuals Actuals Actuals Budgeted Projected Projected Projected Projected Projected 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 Tax Revenues 10,050,407 9,860,645 9,873,525 10,163,343 10,716,987 10,955,400 11,378,759 11,823,874 12,286,402 12,767,022 13,266,444 Appropriation Limit 30,592,104 31,261,971 30,851,813 31,907,666 33,521,156 35,790,667 35,912,147 37,267,245 38,673,476 40,132,770 41,647,128 Revenue to Limit% 34% 32°10 324% 32% 32% 31% 32% 32% 324% 32% 32",, APPROPRIATION LIMIT ADOPTION The resolution to revise the appropriation limit to $35,790,667 for FY 2013/14 was brought to Council and approved on June 5,2013. 51 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT RESOLUTION RESOLUTION NO.13-037 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA ESTABLISHING THE FISCAL YEAR 2013/14 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 1978/79;and WHEREAS, the cumulative changes to population and to the California per capita personal income since the Base Year established the revised Proposition I I I 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 2013/14 Appropriation Limit, which includes: • County population adjustments for the year ended December 31,2012 equal to 1,57%,and • City population adjustment for the year ended December 31,2012 equal to 1.29%,and • Change in California per capita cost of living for fiscal year 2013/14 equal to 1.0512% 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 2013/14 Appropriation Limit for the City of Saratoga at:$35,790,667. The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga City Council held on the 5"day of June 2013 by the following vote: AYES: Council Member Chuck Page,Manny Cappello,Howard Miller,Vice Mayor Emily Lo,Mayor Jill Hunter NOES: None ABSENT: None ABSTAIN: None Jill Hunter,Mayor Attest: 10 ry ta]Sothelio,City Clerk 52 CITY OF SARATOGA INTRODUCTION SECTION ANNUAL BUDGET RESOLUTION RESOLUTION NO.13-038 A RESOLUTION OF TETE CITY COUNCIL OF THE CITY OF SARATOGA TO ADOPT THE FISCAL YEAR 2013/14 OPERATING&c CAPITAL BUDGET WHEREAS,the City Council held a public hearing on the Proposed Operating&Capital Budget for Fiscal Year 2013/14 on May 15,2013; WHEREAS,Section 2-20.050(i)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 Planning Commission has conducted an annual review of proposed new capital projects for consistency with the City's general plan;and WHEREAS,after the Planning Commission's approval of the proposed new projects the City Manager did submit a proposed budget for FY 2013/14 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 2013/14 Operating and.Capital budgets incorporating modifications to the proposed budget; NOW THEREFORE,BE IT RESOLVED,that the City Council of the City of Saratoga hereby adopts the Fiscal Year 2013/14 Operating&Capital Budget as shown in the Total Fund 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 expenditures, 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 30,2013; AND BE IT FURTHER RESOLVED, that the City Council hereby directs staff that any changes or impacts resulting from: Council approval of any meet and confer processes or management compensation plan; from classification adjustments or miscellancous corrections; from changes due to more refined estimates,grant approvals,claim reimbursements,budget carryforwards,or added revenue and expenditures; from development fee based pass-through budget appropriations;or from further City Council consensus direction received on June 5, 2013 be incorporated within the final Fiscal Year 2013114 Operating&Capital Budgets; 53 CITY OF SARATOGA INTRODUCTION SECTION AND BE IT FURTRER 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 5'"day of June,2413,by the following vote: AYES: Council Member Chuck Page,Manny Cappello,Howard Miller,Vice Mayor Emily Lo,Mayor Jill Hunter NOES: None ABSENT: None ABSTAIN: None ill Hunter,Mayor Attest: rystal othelio,City Clerk 54 CITY OF SARATOGA FINANCIAL SUMMARIES 300 250 200 150 100 50 0 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..............................................................................................................................57 TotalRevenues—by Fund....................................................................................................................................58 TotalExpenditures—by Fund..............................................................................................................................60 TotalRevenues—by Category............................................................................................................................. 62 TotalExpenditures—by Category........................................................................................................................63 GENERAL FUND REVENUES AND EXPENDITURES Summary schedules which identify 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 ...........................................................................................................64 General Fund Expenditures—by Department......................................................................................................65 General Fund Revenues—by Category................................................................................................................66 General Fund Expenditures—by Category...........................................................................................................67 General Fund Tax Revenues per Capita—Cities of Santa Clara County ............................................................68 General Fund Tax Revenues— 10 Year History of Key Tax Revenues ..............................................................69 General Fund—Fund Balance Activity................................................................................................................70 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...........................................................................................................................71 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 S year trend. Total Fund Balance Activity Summary—by Fund ..............................................................................................72 Fund Balance Reserve—5 Year Comparative History.........................................................................................74 55 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. Department Revenues—by Program....................................................................................................................76 Department Expenditures—by Program...............................................................................................................78 STAFFING 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............................................................................................................82 Positionsby Department......................................................................................................................................86 Staffingby Department .......................................................................................................................................88 Staffingby Fund ..................................................................................................................................................89 56 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUND ACTIVITY SUMMARY FY 2013/14 Estimated Revenues Expenditures Source(Use) Estimated Fund Balance & & of Fund Balance Fund Category July 1,2013 Transfers In Transfers Out Fund Balance June 30,2014 Operating Funds General Fund Reserves Environmental Services 463,182 - - (50,000) 413,182 Hillside Stability 675,000 - - 100,000 775,000 Capital Projects 418,714 - - 1,342,120 1,760,834 Facility Reserve 300,000 - - 300,000 600,000 Carryforwards 73,101 - - (73,101) - WorkingCapital 2,923,096 - - 2,923,096 Fiscal Stabilization 1,500,000 - - - 1,500,000 Development Services 667,233 - - - 667,233 Compensated Absences 207,268 - - 207,268 Other Unassigned 2,691,081 17,299,083 (17,027,285) (1,619,019) 1,343,860 Total General Fund Reserves $ 9,918,675 $ 17,299,083 $ (17,027,285) $ $ 10,190,473 Special Revenue Funds Landscape&Lighting Districts 621,947 486,931 (604,700) 504,178 Total Special Revenue Reserves $ 621,947 $ 486,931 $ (604,700) $ $ 504,178 Internal Service Funds Liability/Risk M anagement 230,059 439,560 (413,106) 256,513 Workers Compensation 293,720 210,000 (240,748) 262,972 Office Support Services 24,021 67,000 (65,150) - 25,871 IT Services 281,284 400,000 (460,226) - 221,058 Vehicle&Equipment Maintenance 10,427 250,000 (232,750) 27,677 Building M aintenance 184,901 825,000 (800,270) 209,631 Vehicle&Equipment Replacement 442,089 200,000 (240,000) 402,089 IT Equipment Replacement 156,318 55,000 (59,200) - 152,118 Total Internal Service Fund Reserves $ 1,622,818 $ 2,446,560 $ (2,511,450) $ $ 1,557,929 Total Operating Funds $ 12,163,440 $ 20,232,574 $ (20,143,435) $ - $ 12,252,580 Debt Service 2001 Series GO Bonds 885,757 861,500 (889,860) 857,397 Total Debt Service Funds $ 885,757 $ 861,500 $ (889,860) $ - $ 857,397 TOTAL OPERATING BUDGET $ 13,049,197 $ 21,094,074 $ (21,033,295) $ - $ 13,109,977 Capital Funds Street Projects 2,080,498 8,855,486 (10,935,983) - Park&Trail Projects 887,940 838,161 (1,726,101) - Facility Projects 260,857 239,850 (465,707) 35,000 Administrative Projects 191,039 97,317 (288,356) - Total Capital Funds $ 3,420,333 $ 10,030,814 $ (13,416,146) $ - $ 35,000 TOTAL ALL FUNDS $ 16,469,530 $ 31,124,888 $ (34,449,442) $ - $ 13,144,977 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. 57 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY FUND FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund 15,742,117 16,230,633 16,693,609 17,635,987 $17,193,083 Total General Fund 15,742,117 16,230,633 16,693,609 17,635,987 17,193,083 Special Revenue Funds CDBG Program Fund 300,692 - - - - SHARP Program Fund 714 - - - - Landscape&Lighting Districts 460,115 491,241 464,734 483,087 486,931 Total Special Revenue Funds 761,522 491,241 464,734 483,087 486,931 Internal Service Funds Liability/Risk Management Ins 275,014 352,455 468,527 403,399 439,560 Workers Compensation Ins 221,966 219,287 255,000 244,453 210,000 Office Support Services 38,535 50,626 67,000 67,086 67,000 Information Technology Services 400,000 400,000 400,000 400,257 400,000 Vehicle&Equipment Maintenance 200,000 200,000 215,000 215,000 250,000 Building Maintenance 732,601 725,000 750,000 755,857 825,000 Vehicle&Equipment Replacement 100,000 115,715 100,000 100,000 200,000 IT Equipment Replacement 50,000 50,000 46,236 46,236 55,000 Total Internal Service Funds 2,018,116 2,113,083 2,301,763 2,232,288 2,446,560 Debt Service Funds 2001 Series GO Bond 972,940 13,387,316 850,600 892,253 861,500 Total Debt Service Funds 972,940 13,387,316 850,600 892,253 861,500 Trust Funds Library Capital Improvement Fund - - - - - KSAR Community Access Trust 18,573 - - - Total Trust Funds 18,573 - - - - Capital Project Funds Street Projects 2,223,355 3,455,125 5,266,615 2,558,053 8,705,486 Park&Trail Projects 877,706 647,874 543,026 (57,244) 752,280 Facility Projects 47,111 39,219 217,130 113,410 139,850 Administrative Projects 5,072 5,736 175,000 162,683 12,317 Total Capital Improvement Projects 3,153,244 4,147,954 6,201,771 2,776,902 9,609,933 Total Revenues 22,666,512 36,370,226 26,512,477 24,020,516 $30,598,007 Operating Transfers In General Fund 224,550 205,222 106,000 106,000 106,000 Street Capital Project Funds 781,272 400,308 661,818 661,818 150,000 Park&Trail Capital Project Funds 198,791 25 593,852 593,852 85,880 Facility Capital Project Fund 810,418 264,659 324,500 324,500 100,000 Admin Capital Project Fund - 55,941 85,000 85,000 85,000 Total Operating Transfers In 2,015,031 926,156 1,771,170 1,771,170 526,880 Total Revenues&Transfers In 24,681,543 37,296,381 28,283,647 25,791,687 $31,124,887 58 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY FUND TYPE Special Revenue Debt Service Funds Funds 1-6% 2.8% /r Internal Service Funds General Fund 8.0% 56.2% __._......._..__..__, Capital Project Funds 3,1_x}% FY 2013/14 REVENUES BY FUND FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 %of Fund Actuals Actuals Adjusted Actuals Adopted Total General Fund $15,742,117 $16,230,633 $16,693,609 $17,635,987 $17,193,083 56.2% Special Revenue Funds 761,522 491,241 464,734 483,087 486,931 1.6% Internal Service Funds 2,018,116 2,113,083 2,301,763 2,232,288 2,446,560 8.0% Debt Service Funds 972,940 13,387,316 850,600 892,253 861,500 2.8% Trust Funds 18,573 - - - - 0.0% Capital Project Funds 3,153,244 4,147,954 6,201,771 2,776,902 9,609,933 31.4% Total Revenues by Fund $22,666,512 $36,370,226 $26,512,477 $24,020,516 $30,598,007 100.0% Operating Fund Transfers 224,550 205,222 106,000 106,000 106,000 CIP Fund Transfers 1,790,481 720,934 1,665,170 1,665,170 420,880 Total Revenues&Transfers In $24,681,543 $37,296,381 $28,283,647 $25,791,687 $31,124,887 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. 59 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY FUND FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Expenditures by Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund $ 15,616,298 $ 14,710,797 $ 16,169,359 $ 15,567,935 16,646,405 Total General Fund 15,616,298 14,710,797 16,169,359 15,567,935 16,646,405 Special Revenue Funds SHARP Program Fund 210,748 - - - - Landscape&Lighting Districts 396,379 432,862 633,929 423,644 604,700 Total Special Revenue Funds 607,127 432,862 633,929 423,644 604,700 Internal Service Funds Liability/Risk Management Ins 359,670 352,603 489,249 308,096 413,106 Workers Compensation Ins 196,454 211,425 284,684 182,700 240,748 Office Support Services 49,534 55,236 59,250 54,285 65,150 Information Technology Services 382,877 374,362 422,758 375,674 460,226 Vehicle&Equipment Maintenance 211,441 219,786 225,477 227,604 232,750 Building Maintenance 726,653 732,592 767,229 771,882 800,270 Vehicle&Equipment Replacement 4,856 10,000 95,000 95,000 240,000 IT Equipment Replacement 51,119 53,844 52,600 46,678 59,200 Total Internal Service Funds 1,982,604 2,009,848 2,396,247 2,061,919 2,511,450 Debt Service Funds 2001 Series GO Bond 1,014,876 13,375,558 869,285 868,910 889,860 Total Debt Service Funds 1,014,876 13,375,558 869,285 868,910 889,860 Trust Funds KSAR Community Access Trust 128,416 - - - - Total Trust Funds 128,416 - - - - Capital Project Funds Street Projects 2,590,294 3,693,733 7,621,249 2,832,189 10,829,983 Park&Trail Projects 649,959 948,802 1,792,111 290,278 1,726,101 Facility Projects 381,677 492,379 1,000,339 670,761 465,708 Administrative Projects 81,707 43,986 389,399 186,044 248,356 Total Capital Project Funds 3,703,637 5,178,900 10,803,098 3,979,271 13,270,147 Total Expenditures $ 23,052,958 $ 35,707,966 $ 30,871,918 $ 22,901,680 33,922,563 Operating Transfers Out General Fund 876,983 280,000 1,184,500 1,184,500 380,880 Liability/Risk Mgmt Fund 25,000 - - - - IT Equipment Replacement to CIP - 24,963 - CDBG Fund 291,071 - - Library Capital Trust Fund to CIP 351,360 - - - - Street Capital Project Funds 316,558 324,896 572,818 572,818 106,000 Park&Trail Capital Project Funds 95,000 25 231 13,852 - Facility Capital Projects Fund 59,058 259,841 - - - Admin Capital Projects Fund - 36,430 - - 40,000 Total Operating Transfers Out 2,015,031 926,156 1,757,549 1,771,170 526,880 Total Expenditures&Transfers Out $ 25,067,989 $ 36,634,122 $ 32,629,467 $ 24,672,850 34,449,443 60 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY FUND TYPE Special Revenue Debt Service Funds Internal Service Funds Funds General Fund + 49.1% CIP Funds 39.1% FY 2013/14 EXPENDITURES BY FUND FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Fund Actuals Actuals Adjusted Actuals Adopted General Fund $ 15,616,298 $ 14,710,797 $ 16,169,359 $ 15,567,935 $ 16,646,405 Special Revenue Funds 607,127 432,862 633,929 423,644 604,700 Internal Service Funds 1,982,604 2,009,848 2,396,247 2,061,919 2,511,450 Debt Service Funds 1,014,876 920,820 869,285 868,910 889,860 Trust Funds 128,416 - - - - Capital Project Funds 3,703,637 5,178,900 10,803,098 3,979,271 13,270,147 Total Expenditures by Fund $ 23,052,958 $ 23,253,228 $ 30,871,918 $ 22,901,680 $ 33,922,563 Operating Fund Transfers 1,544,415 304,963 1,184,500 1,184,500 380,880 CIP Fund Transfers Out 470,617 621,193 573,049 586,670 146,000 Total Expenditures&Transfers $ 25,067,989 $ 24,179,384 $ 32,629,467 $ 24,672,850 $ 34,449,443 Bond Refunding Expenditures - 12,454,738 - - - Total Funding Uses $ 25,067,989 $ 36,634,122 $ 32,629,467 $ 24,672,850 $ 34,449,443 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. 61 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES&TRANSFERS IN BY CATEGORY Property Tax 1o,31o,336 Sales&Use Tax 1,05 ,000 Franchise Fee Tax 2,059,954 Transient Occupancy Tax 210,000 Business/Other Taxes 535,000 Fees,Licenses&Permits 1,,-92,065 Intergovernmental 416,776 Charge for Services 1,867,115 Interest Income 49,495 Rental Income 419,175 Other Sources 318,158 Internal Service Charges 2,36o,00 Capital Improvements 97609,933 2 OOO OOO 000 OOO ()O00 POO '6 P 0 POO '10 00 OOO 1'X'000'000 FY 2013/14 REVENUES BY CATEGORY FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 %of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax 9,453,877 9,699,503 9,755,064 10,337,920 10,310,336 33.7% Sales Tax 990,579 1,100,489 1,035,000 1,051,121 1,050,000 3.4% Franchise Fee Tax 1,839,568 1,852,390 1,983,454 2,083,704 2,059,954 6.7% Transient Occupancy Tax 184,362 205,421 175,000 228,199 210,000 0.7% Business/Other Taxes 448,138 477,962 455,000 541,158 535,000 1.7% Fees,Licenses&Permits 1,156,486 1,236,460 1,380,065 1,591,517 1,392,065 4.5% Intergovernmental 726,312 313,453 432,390 447,502 416,776 1.4% Charge for Services 1,749,826 1,743,515 1,710,688 1,756,198 1,867,115 6.1% Interest Income 69,861 48,994 47,345 32,486 49,495 0.2% Rental Income 438,458 507,941 471,182 463,696 419,175 1.4% Other Sources 535,801 551,405 684,282 528,880 318,158 1.0% Operational Revenues $ 17,593,268 $ 17,737,532 $ 18,129,470 $ 19,062,379 $ 18,628,074 60.9% Internal Service Charges 1,920,000 2,030,000 2,181,236 2,181,235 2,360,000 7.7% Capital Improvements 3,153,244 4,147,954 6,201,771 2,776,902 9,609,933 31.4% Total Revenues $ 22,666,512 $ 23,915,486 $ 26,512,477 $ 24,020,516 $ 30,598,007 100.0% Fund Transfers In: 2,015,031 926,156 1,771,170 1,771,170 526,880 Total Revenues&Transfers $ 24,681,542 $ 24,841,641 $ 28,2839647 $ 25,791,686 $ 31,124,887 Bond Refunding Proceeds - 12,454,738 - - - Total Funding Sources $ 24,6819542 $ 37,296,379 $ 289283,647 $ 25,791,686 $ 31,124,887 Note: Saratoga is a minimum services contract city meaning consultants and contract services are utilized extensively to provide services to the community. Examples include: Sheriff's services, animal control services, street sweeping, and landscape maintenance services. 62 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES&TRANSFERS OUT BY CATEGORY Salaries&Benefits 7,743,994 Materials&Supplies17!3,545 450,292 Fees&Charges1,746,221 Consultant&Contract Services 2,766, 57 Sheriff Services 4,225,024 Community Grants&Events Meetings&TrainingDebt Service 860Fixed Assets240,000 Internal Service Charges 14,238,5 1 Capital Improvements 13,270,147 ypa�� �11 �p0� 0 flpD� FY 2013/14 EXPENDITURES BY CATEGORY FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 %of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salaries&Benefits 7,488,036 6,850,735 7,530,373 7,217,090 7,743,994 22.8% Materials&Supplies 370,868 382,800 422,987 395,618 450,292 1.3% Fees&Charges 1,947,920 1,616,183 1,881,675 1,578,292 1,746,221 5.1°% Consultant&Contract Services 2,119,902 2,037,669 2,742,683 2,267,655 2,766,357 8.2% Sheriff Services 4,253,148 4,060,306 4,153,654 4,153,654 4,225,024 12.5% Meetings&Training 63,799 38,277 64,070 43,636 73,545 0.2% Community Grants&Events 165,915 116,203 127,856 121,318 157,112 0.5% Debt Service 1,014,876 920,820 869,285 868,910 889,860 2.6% Fixed Assets 4,856 21,336 95,000 95,000 240,000 0.7% Operating Expenditures 17,429,320 16,044,329 17,887,583 16,741,173 18,292,405 53.9% Internal Service Charges 1,920,001 2,030,000 2,181,236 2,181,235 2,360,012 7.0% Capital Improvements 3,703,637 5,178,900 10,803,098 3,979,271 13,270,147 39.1% Total Expenditures $23,052,958 $23,253,229 $30,871,917 $22,901,679 $33,922,564 100.0% Operating Transfers Out 1,544,415 304,963 1,184,500 1,184,500 380,880 CIP Fund Transfers Out 470,617 621,193 573,049 586,670 146,000 Total Expenditures&Transfers $ 2,015,031 $ 926,156 $ 1,757,549 $ 1,771,170 $ 526,880 Bond Refunding Expenditure - 12,454,738 - - - Total Funding Uses $25,067,989 $36,634,123 $32,629,466 $24,672,849 $34,449,444 Note: Saratoga is a minimum services contract city meaning consultants and contract services are utilized extensively to provide services to the community. Examples include: Sheriff's services, animal control services, street sweeping, and landscape maintenance services. 63 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY DEPARTMENT Nan-Departmental 74.2% Public Safety 2.5% Administrative Recreation&Facilities Services 5.8% Public Works 0.3% 5.2% Community Development 11.9% FY 2013/14 REVENUES BY DEPARTMENT 2010/11 2011/12 2012/13 2012/13 2013/14 %of Departments Actuals Actuals Adjusted Actuals Adopted Total Council&Commissions $ 600 $ 2,400 $ 600 $ 1,200 $ - 0.0% City Manager's Department 20,820 20,412 13,400 2,236 . 1,000 0.0% Administrative Services 58,574 49,758 50,000 51,985 51,500 0.3% Community Development 1,734,095 1,922,649 1,962,265 2,183,782 2,050,815 11.9% Public Works 589,929 587,480 898,610 967,747 898,255 5.2% Recreation&Facilities 882,355 852,736 953,900 875,765 1,004,750 5.8% Public Safety 661,253 694,129 751,319 682,552 432,241 2.5% Non-Departmental 11,794,492 12,101,067 12,063,515 12,870,720 12,754,522 74.2% Total General Fund Revenues $ 15,742,117 $ 16,230,633 $ 16,693,609 $ 17,635,987 $ 17,193,083 100.0% Fund Transfers In: 224,550 205,222 106,000 106,000 106,000 Total Operating Revenues $ 15,966,667 $ 16,435,855 $ 16,799,609 $ 17,741,987 $ 17,299,083 Use of Fund Balance Reserves: Carryforward Reserve 68,600 31,900 247,200 247,200 73,101 Environmental Reserve 50,000 - 50,000 50,000 t 50,000 CIP Reserve 776,983 80,779 1,504,944 1,504,944 280,880 Hillside Reserve - - (75,000) (75,000) - Compensated Absences - - - (200,000) - Uncommitted Funds 95,000 - - - - Total Operating Sources $ 16,957,250 $ 16,548,534 $ 18,526,753 $ 19,269,131 $ 17,703,064 64 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY DEPARTMENT Public Works 29.1% Recreation& Facilities 8-7% I Community Public Safety Development 27-1% 13.5% Administrative Services 8 3% City Manager's Non-Departmental Department �9% 5,1% Council& Commissions 1.2% FY 2013/14 EXPENDITURES BY DEPARTMENT 2010/11 2011/12 2012/13 2012/13 2013/14 %of Departments Actuals Actuals Adjusted Actuals Adopted Total Council&Commissions $ 154,340 $ 152,149 $ 188,343 $ 134,016 $ 201,859 1.2% City Manager's Department 1,455,993 798,582 822,944 821,984 846,094 5.1% Administrative Services 795,490 1,166,825 1,253,278 1,168,605 1,389,871 8.3% Community Development 1,981,762 1,887,796 2,090,641 2,046,853 2,244,601 13.5% Public Works 4,320,463 4,318,432 4,563,265 4,542,221 4,841,300 29.1% Recreation&Facilities 1,322,152 1,269,497 1,396,144 1,318,493 1,450,395 8.7% Public Safety 4,467,738 4,310,113 4,400,463 4,391,844 4,516,155 27.1% Non-Departmental 1,118,359 807,403 1,454,281 1,143,919 1,156,130 6.9% Total General Fund Exp $ 15,616,298 $ 14,710,797 $ 16,169,359 $ 15,567,935 $ 16,646,405 100.0% Fund Transfers Out 876,983 280,000 1,184,500 1,184,500 380,880 Total Exp&Transfers Out $ 16,493,281 $ 14,990,797 $ 17,353,859 $ 16,752,435 $ 17,027,285 65 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY CATEGORY Property Tax 52.1% Sales Tax 6-1% Other Sources 1-6% Transient Occupancy Tax Rental Income 1.2% 2.4% Interest 0.3% Business&Other Taxes Chargefor Services 3.1% 10.8% Fees, Fee Tax Fees,Licenses& Intergovt'1 12.096 Permits 2.3% 8.1% FY 2013/14 REVENUES BY CATEGORY FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 %of Revenue Category Actuals Actuals Adjusted Actuals Proposed Total Property Tax $ 8,026,659 $ 8,279,947 $ 8,441,975 $ 8,966,396 $ 8,965,400 52.1% Sales Tax 990,579 1,100,489 1,035,000 1,051,121 1,050,000 6.1% Transient Occupancy Tax 184,362 205,421 175,000 228,199 210,000 1.2% Business&Other Taxes 448,137 477,963 455,000 541,158 535,000 3.1% Franchise Fee Tax 1,821,131 1,852,390 1,983,454 2,083,704 2,059,954 12.0% Intergovernmental 384,746 274,848 373,863 391,486 392,216 2.3% Fees,Licenses&Permits 1,156,486 1,236,460 1,380,065 1,591,517 1,392,065 8.1% Charge for Services 1,741,291 1,732,889 1,698,688 1,744,112 1,855,115 10.8% Interest 63,883 44,731 45,100 28,670 46,000 0.3% Rental Income 438,901 508,647 471,182 465,460 419,175 2.4% Other Sources 485,940 516,848 634,282 544,164 268,158 1.6% Total Revenues $ 15,742,117 $ 16,230,633 $ 16,693,609 $ 17,635,987 $ 17,193,083 100.0% Fund Transfers In 224,550 205,222 106,000 106,000 106,000 Total Revenues&Transfers $ 15,966,667 $ 16,435,855 $ 16,799,609 $ 17,741,987 $ 17,299,083 Use of Fund Balance Reserves: Carryforward Reserve 68,600 31,900 247,200 247,200 73,101 Environmental Reserve 50,000 - 50,000 50,000 50,000 CIP Reserve 776,983 80,779 1,504,944 1,504,944 280,880 Hillside Reserve - - (75,000) (75,000) - Compensated Absences - (200,000) - Uncommitted Funds 95,000 - - - - Total Operating Sources $ 16,957,250 S 16,548,534 S 18,526,753 $ 19,269,131 S 17,703,064 66 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY CATEGORY Internal Services Meetings,Events Charges &Training 13.2% 0.4% Sheriff Services 25.4% Salary&Benefits 41.3% Consultant& Contract Services Materials& 12.9% Fees&Charges Supplies 4.5% 1.4% FY 2013/14 EXPENDITURES BY CATEGORY FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 %of Expenditure Category Actuals Actuals Adjusted Actuals Proposed Total Salary&Benefits $ 6,710,412 $ 6,074,360 $ 6,730,125 $ 6,409,105 6,867,891 41.3% Materials&Supplies 150,910 163,990 185,270 187,300 228,507 1.4% Fees&Charges 734,205 708,175 782,440 738,596 741,931 4.5% Consultant&Contract Services 1,739,829 1,638,896 2,095,166 1,883,085 2,152,344 12.9% Sheriff Services 4,253,148 4,060,306 4,153,654 4,153,654 4,225,024 25.4% Meetings,Events&Training 63,668 37,783 61,270 41,299 70,745 0.4% Community Grants&Events 165,915 116,203 127,856 121,318 157,112 0.9% Fixed Assets - 11,336 - - - 0.0% Internal Services Charges 1,798,212 1,899,748 2,033,578 2,033,577 2,202,851 13.2% Total Expenditures $ 15,616,298 $ 14,710,797 $ 16,169,359 $ 15,567,935 $ 16,646,405 100.0% Fund Transfers Out: 876,983 280,000 1,184,500 1,184,500 380,880 Total Expenditures&Transfers $ 16,493,281 $ 14,990,797 $ 17,353,859 $ 16,752,435 $ 17,027,285 67 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 Mongan 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 9W Sales Tax Transient Occupancy Business License city Population Amount Per capita Amount Per capita Amount Per capita Amount Per capita 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 14 Sunnyvale 142,8961 43,407,026 304 31,623,449 221 7,777,583 54 1,504,737 11 Average 1 115,4951 35,277,306 305 23,184,792 201 4,938,922 43 3,204,406 28 *Most recent information available 68 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES 10 YEAR HISTORY OF KEY TAX REVENUES $12,000,000 rI $10,000,000 $8,000,000 $6,000,000 $4,000,000 kL $2,000,000 $- - 2114/,5 r &o6 moo- Fob w og bio A2kmls11Adugi�12 Awtnab3 Ern%a4 Budgeted o Property Tax ❑Salves Tax ❑Occupancy Tax ❑Business license Tax Property Sales Occupancy Business Summary of Change from Fiscal Year Tax Tax Tax License 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 $ 336,298 10,582,014 6.9% 2013/14 Budgeted $ 8,965,400 $ 1,050,000 $ 210,000 $ 320,000 10,545,400 (0.3%) NOTES: FY 2006/07 Property Tax Revenues—This is the first year the City received the ongoing permanent addition of Property Tax revenues resulting from the increased allocation share per the State passed Tax Equity Allocation (TEA)Legislation. (Approximately$760,000 in FY 200610 7) 69 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND FUND BALANCE ACTIVITY Estimated Plus Less Sources Estimated 7/1/2013 Transfers Transfers (Uses)of 6/30/2014 General FundReservxs: Balance Revenues in Expenditures Out Fund Balance Balance Restricted Environmental Services 463,182 - (50,000) 413,182 Committed Hillside Stability 675,000 - 100,000 775,000 Assigned Capital&Efficiency Reserve 418,714 - 1,342,120 1,760,834 Facility Reserve 300,000 - 300,000 600,000 Carryforwards 73,101 - (73,101) - Unassigned Working Capital Reserve 2,923,096 - - 2,923,096 Fiscal Stability Reserve 1,500,000 - - 1,500,000 Development Services 667,233 - - 667,233 Compensated Absences 207,268 - - 207,268 Other Unassigned 2,691,081 17,193,083 106,000 16,646,405 380,880 (1,619,019) 1,343,860 Total Fund Balance Reserves $9,918,675 $10,190,473 GINII2AL 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 offends; 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 finanica1 practices suggest retaining a sufficient amount ofundesignated fund balance to offset unexpected revenue shortfalls and operational expenditures. These Environmental Reserve accounts forfunding 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. Prior Year Carryforward Reserves reflects an estimate offending 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 was established July 1,1999(called Operations Reserve)at$2,000,000 to ensure sufficient cash flow funding for the General Fund. The reserve is adjusted at the end ofeach fiscal year by interest earned on the balance in the reserve at LAIF rates. Council Policy caps the reserve at 20%ofappropriations. 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 mayprovide 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. 70 CITY OF SARATOGA FINANCIAL SUMMARIES SCHEDULE OF INTERFUND TRANSFERS Estimated Estimated Budgeted Budgeted 2012/13 2012/13 2013/14 2013/14 Fund Description Transfers In Transfers Out Transfers In Transfers Out General Funds General Fund 106,000 1,184,500 106,000 380,880 Internal Service Funds Risk M anagement/Liability Ins - - - - Capital Project Funds Street Projects 661,818 572,818 150,000 106,000 Parks&Trail Projects 593,852 13,621 85,880 - Facility Projects 324,500 231 100,000 - Administrative Projects 85,000 - 85,000 40,000 Total Interfund Transfers $ 1,771,170 $ 1,771,170 $ 526,880 $ 526,880 FY2013114 Interfund Transfers In General Fund Transfer In of$106,000 from Gas Tax Fund to reimburse Engineering and Administrative Services Capital Project Funds Transfer In of$420,880 is comprised of: 1. $150,000from GFReservefor Capital to CIPStreetprojects 2. $45,880 from GF Reserve for Capital to CIP Parks projects 3. $100,000 from GF Operations to Facilities 4. $85,000 from GFReserves for Capital to CIPAdmin projects. 5. $40,000 from Adm in CIP to CIP Parks Projects FY2013114Interfund Transfers Out $380,880 transfer from the General Fund 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 CIP Admin for Risk Management, CMO Document Imaging and Wildfire Protection projects 5. $40,000 from Administrative Projects to Parks&Trails for Wildfire Protection Plan $106,000 transfer from CIP Gas Tax Fund to reimburse Engineering and Administrative Services FY2012113 Interfund Transfers In General Fund Transfer In of$106,000 from Gas Tax Fund to reimburse Engineering and Administrative Services Capital Project Funds Transfer In of$1,665,170 is comprised of: 1. $195,000 from GF Reserve for Capital to CIP Street projects 2. $580,000 from GF Reserve for Capital to CIP Parks project 3. $100,000 from GF Operations, $224,500 from GF Reserve and$231 from Annual Facilities to CIP Facilities 4.$85,000 from GF Reserves for Capital to CIP Admin projects 5. $466,818&$13,621 Transfer of Grant$'s to specific project FY2012113 Interfund Transfers Out $1,184,500 transfer from the General Fund is comprised of.- ]. f1. $100,000 annual transfer to the CIP Facilities Fund for projects 2. $195,000 to CIP Streets for projects 3. $224,500 to CIP Facilities for City Hall Emergency Power,Security System Phase III, Theater Master Plan&JP Wood Floor 4. $580,000 to CIP Parks for Saratoga to the Sea Master Plan and Hakone Hillside project 5. $85,000 to CIP Admin for Risk Management,Business Development and CMO Document Imaging Projects $572,818 is comprised of$106,000 from CIP Gas Tax Fund to reimburse Engineering and Administrative Services and a transfer from Annual Streets and Parks&Trails for specific projects 71 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUND BALANCE ACTIVITY FY 2013/14 7/1/2013 Plus Plus Less Less Sources 6/30/2014 Estimated Revenues& Transfers Exp& Transfers (Uses)of Estimated Balance Carrvfwds In Carryfwds Out Fund Bal Balance General Fund Restricted Environmental Services 463,182 (50,000) 413,182 Committed - Hillside Stability 675,000 100,000 775,000 Assigned - Capital&Efficiency Reserve 418,714 1,342,120 1,760,834 Facility Reserve 300,000 300,000 600,000 Carryforwards 73,101 (73,101) - Unassigned - Working Capital Reserve 2,923,096 2,923,096 Fiscal Stabilization Reserve 1,500,000 1,500,000 Development Services 667,233 667,233 Compensated Absences 207,268 207,268 Other Unassigned 2,691,081 17,193,083 106,000 16,646,405 380,880 (1,619,019) 1,343,860 Total General Fund $ 9,918,675 $ 17,193,083 $ 106,000 $ 16,646,405 $ 380,880 $ - $ 10,190,473 Other Unassigned Fund Balance Reservice 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 speck 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 621,947 486,931 604,700 504,178 Total Special Revenue Funds $ 621,947 $ 486,931 $ $ 604,700 $ $ $ 504,178 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 infill each year. Internal Service Funds Liability/Risk Management 230,059 439,560 413,106 256,513 Workers Compensation 293,720 210,000 240,748 262,972 Office Stores Fund 24,021 67,000 65,150 25,871 IT Services 281,284 400,000 460,226 221,058 Vehicle&Equip Maintenance 10,427 250,000 232,750 27,677 Building Maintenance 184,901 825,000 800,270 209,631 Vehicle&Equip Replacement 442,089 200,000 240,000 402,089 IT Equipment Replacement 156,318 55,000 59,200 152,118 Total Internal Service Funds $ 1,622,818 $ 2,446,560 $ $ 2,511,450 $ $ $ 1,557,929 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 ofthe assets over their lifespan,to ensure replacementfunding is available when required,and to charge an appropriate annual costfor the asset. Replacement Fund balances reflect funding accumulated to date for 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 885,757 861,500 889,860 857,397 Total Debt Service Funds $ 885,757 $ 861,500 $ $ 889,860 $ $ $ 857,397 Debt Service Funds manage the repayment of City debt. The City issued General Obligation Bonds 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. 72 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE ACTIVITY FY 2013/14 7/1/2013 Plus Plus Less Less Source& 6/30/2014 Estimated Revenues& Transfers Expenditures& Transfers (Use)of Estimated Balance Carryforwards in Carryforwards Out Fund Bal Balance Capital Improvement Plan Funds Street Projects 2,080,498 8,705,486 150,000 10,829,983 106,000 Parks&Trails Projects 887,940 752,281 85,880 1,726,101 - - Facility Projects 260,857 139,850 100,000 465,707 - 35,000 Administrative Projects 191,039 12,317 85,000 248,356 40,000 - Total Capital Improvement Funds $ 3,420,333 $ 9,609,934 $ 420,880 $ 13,270,146 $ 146,000 $ $ 35,000 The above CIPfunds are included at a 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 atyear-end and the remainingproject balance will be rolled forward. FUND BALANCE TOTALS $ 16,469,530 $ 30,598,008 $ 526,880 $ 33,922,562 $ 526,880 $ - $ 13,144,976 73 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2010 6/30/2011 6/30/2012 6/30/2013 6/30/2014 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance General Fund Restricted Environmental Services 563,182 513,182 513,182 463,182 413,182 Committed Hillside Stability 300,000 500,000 600,000 675,000 775,000 Assigned Capital&Efficiency Reserve 726,983 500,000 1,923,658 418,714 1,760,834 Facility Reserve - - - 300,000 600,000 Carryforwards 68,600 326,900 247,201 73,101 - Unassigned Working Capital Reserve 2,889,077 2,903,522 2,914,426 2,923,096 2,923,096 Fiscal Stabilization Reserve 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Development Services 632,380 632,380 667,233 667,233 667,233 Compensated Absences - - - 207,268 207,268 Uncollected Deposits 44,791 44,791 44,791 - - Other Unassigned 1,285,666 563,290 518,631 2,691,081 1,343,860 Total General Fund Reserves 8,010,679 7,484,065 8,929,122 9,918,675 10,190,473 Special Revenue Funds CDBG Program Fund (9,621) - - - SHARP Program Fund 210,033 - - - - Landscape&Lighting Districts 440,389 504,126 562,504 621,947 504,178 Total Special Revenue Funds 640,802 504,126 562,504 621,947 504,178 Internal Service Liability/Risk Management 244,562 134,905 134,757 230,059 256,513 Workers Compensation 198,592 224,104 231,966 293,720 262,972 Office Support Services 26,830 15,831 11,220 24,021 25,871 IT Services 213,940 231,063 256,701 281,284 221,058 Vehicle&Equipment Maintenance 54,258 42,817 23,031 10,427 27,677 Building Maintenance 202,569 208,518 200,926 184,901 209,631 Vehicle&Equipment Replacement 236,230 331,374 437,089 442,089 402,089 IT Equipment Replacement 186,686 185,567 156,760 156,318 152,118 Total Internal Service Reserves 1,363,667 1,374,179 1,452,449 1,622,818 1,557,929 Debt Service 2001 Series Library GO Bonds 892,593 850,657 862,414 885,757 857,397 Total Debt Service 892,593 850,657 862,414 885,757 857,397 Trust&Agency Library Capital Improvement 351,360 - - - - KSAR Trust Fund 109,842 - - - - Total Trust&Agency Reserves 461,202 - - - - OPERATING BUDGET RESERVES $11,368,943 $10,213,026 $11,806,490 $13,049,197 $13,109,977 74 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2010 6/30/2011 6/30/2012 6/30/2013 6/30/2014 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance Capital Project Funds Street Project Funds 2,331,056 2,428,830 2,265,634 2,080,498 - Park&Trail Project Funds 624,854 956,391 655,461 887,940 - Facility Improvement Funds 525,257 942,051 493,708 260,857 35,000 Administrative Project Funds 224,772 148,139 129,401 191,039 - Total Capital Projects Funds 3,705,939 4,475,411 3,544,204 3,420,333 35,000 TOTALRESERVES $15,074,882 $14,688,437 $15,350,694 $16,469,530 $13,144,977 GRAPHIC REPRESENTATION OF GENERAL FUND AND TOTAL OF ALL FUNDS 5 YEAR FUND BALANCE HISTORY,BUDGET YEAR,AND 5 YEAR TREND PROJECTION 0 General Fund Balance --El—Total All Fund Balance 20,000,000 16,000,000 12,000,000 8,000,000 4,000,000 ,610c) g110 0111 1112 211 �' 11� 11,a �l1`� 11�' 11c) 200 2� 201 X01 Ix 1.0".�a 201 2�1 X01 �01� X01 Note-FY 2013/14 fund balance (in white) and five years forward reflect the full expenditure of the Capital Budget in the first year, thereby causing a steep drop and a continued zero balance from that point forward in the graph above. The full appropriation of the capital project budget is to allow for full encumbrance and completion of the projects during the fiscal year, however in most cases this will not occur and project balances will roll forward into the following fiscal year. Future year projections represent a sustainable operating and capital budget with zero growth in outlaying year's fund balances. 75 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT REVENUES ■ BY PROGRAM FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Actuals Actuals Adjusted Actuals Adopted Council&Commissions General Fund Proeram: City Council 600 2,400 600 1,200 City Commissions - - - - Total Council&Commissions $ 600 $ 2,400 $ 600 $ 1,200 - City Manager's Department General Fund Program: City Manager's Office - - 1,000 200 1,000 City Clerk 20,820 20,412 12,400 2,036 - Total City Manager's Departmen t $ 20,820 $ 20,412 $ 13,400 $ 2,236 1,000 Finance&Administrative Services Department General Fund Program: Finance Services 58,574 49,758 50,000 51,985 51,500 Human Resources - - - - - Internal Service Funds: Office Support Services 38,535 50,626 67,000 67,086 67,000 Information Technology Services 400,000 400,000 400,000 400,257 400,000 IT Equipment Replacement 50,000 50,000 46,236 46,236 55,000 Total Finance&Administrative Services $ 547,108 $ 550,384 $ 563,236 $ 565,564 573,500 Community Development General Fund Proaram: Development Services 521,545 591,958 517,500 524,709 522,200 Advanced Planning 149,563 169,574 180,000 226,973 200,000 Code Compliance 12,491 9,600 8,265 6,155 6,365 Building&Inspection Services 1,050,497 1,151,517 1,256,500 1,425,946 1,322,250 Special Revenue Funds: CDBG Program Fund 300,692 - - - - SHARP Program Fund 714 - - - - Total Community Development $ 2,035,502 $ 1,922,649 $ 1,962,265 $ 2,183,782 2,050,815 Public Works Department General Fund Program: General Engineering 98,294 102,822 169,563 151,388 129,883 Development Engineering 177,166 107,099 85,000 144,232 90,000 Environmental Services 24,110 23,571 184,954 203,203 178,954 Streets&Storm Drains 11,560 2,912 167,431 170,231 210,000 Parks&Landscape Maintenance 278,799 351,076 291,662 298,692 289,418 Internal Service Funds: Vehicle&Equipment Maintenance 200,000 200,000 215,000 215,000 250,000 Vehicle&Equipment Replacement 100,000 115,715 100,000 100,000 200,000 Special Revenue Fund: Landscape&Lighting Districts 460,115 491,241 464,734 483,087 486,931 Total Public Works Department $ 1,350,044 $ 1,394,436 $ 1,678,344 $ 1,765,834 1,835,186 76 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT REVENUES BY PROGRAM FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Actuals Actuals Adjusted Actuals Adopted Recreation&Facilities Department General Fund Program: Recreation Services 652,281 614,400 685,500 641,904 746,000 Teen Services 4,287 2,758 5,500 1,626 5,500 Facility Rentals 225,787 235,579 262,900 232,236 253,250 Internal Service Funds: Building Maintenance 732,601 725,000 750,000 755,857 825,000 Total Recreation Department $ 1,614,956 $ 1,577,736 $ 1,703,900 $ 1,631,622 1,829,750 Public Safety General Fund Proa-am: Public Safety Services 661,253 684,430 751,319 681,706 420,025 Emergency Preparedness - 9,700 - 847 12,216 Total Public Safety $ 661,253 $ 694,129 $ 751,319 $ 682,552 432,241 Non-Departmental General Fund Proeram: General Administration 11,794,462 12,100,422 12,063,515 12,869,472 12,754,522 Legal Services 30 - - 1,248 - Community Grants - - - - - Community Events - 645 - - - Internal Service Funds: Risk Management/Liability Ins 275,014 352,455 468,527 403,399 439,560 Workers Compensation Ins 221,966 219,287 255,000 244,453 210,000 Debt Service Funds 2001 Series Bond Debt Service Fund 972,940 13,387,316 850,600 892,253 861,500 Trust&Agency Funds KSAR Community Access 18,573 - - - - Total Non Departmental $ 13,282,985 $ 26,060,125 $ 13,637,642 $ 14,410,824 14,265,582 Capital Improvement Projects Capital Improvement Funds Street Projects 2,223,355 3,455,125 5,266,615 2,558,053 8,705,486 Park&Trail Projects 877,706 647,874 543,026 (57,244) 752,280 Facility Projects 47,111 39,219 217,130 113,410 139,850 Administrative Projects 5,072 5,736 175,000 162,683 12,317 Total Capital Improvement Projects $ 3,153,244 $ 4,147,954 $ 6,201,771 $ 2,776,902 9,609,933 Operating Transfers In General Fund 224,550 205,222 106,000 106,000 106,000 Capital Projects-Streets 781,272 400,308 661,818 661,818 150,000 Capital Projects-Parks&Trails 198,791 25 593,852 593,852 85,880 Capital Projects-Facilities 810,418 264,659 324,500 324,500 100,000 Capital Projects-Administrative - 55,941 85,000 85,000 85,000 Total Operating Transfers In $ 2,015,031 $ 926,156 $ 1,771,170 $ 1,771,170 526,880 Total Revenues and Transfers In $ 24,681,543 $ 37,296,381 $ 28,283,647 $ 25,791,687 31,124,887 77 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT EXPENDITURES BY PROGRAM FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Actuals Actuals Adjusted Actuals Adopted Council&Commissions General Fund Proms City Council 130,898 126,832 157,901 104,116 171,089 City Commissions 23,442 25,317 30,442 29,900 30,770 Total Council&Commissions 154,340 152,149 188,343 134,016 201,859 City Manager's Department General Fund Proaams: City Manager's Office 695,114 508,150 485,274 498,730 530,424 City Clerk 323,836 290,432 337,670 323,254 315,670 Human Resources* 437,043 - - - - Total City Manager's Department $ 1,455,993 $ 798,582 $ 822,944 $ 821,984 846,094 Administrative Services Department General Fund Programs: Finance Services 795,490 800,562 912,356 839,510 1,014,516 Human Resources* - 366,263 340,922 329,095 375,356 Internal Service Funds: Office Stores Fund 49,534 55,236 59,250 54,285 65,150 Information Technology Services 382,877 374,362 422,758 375,674 460,226 IT Equipment Replacement 51,119 53,844 52,600 46,678 59,200 Total Administrative Services Dept $ 1,279,019 $ 1,650,268 $ 1,787,886 $ 1,645,242 1,974,448 Community Development General Fund Programs: Development Services 821,240 822,267 917,270 925,009 975,717 Advanced Planning 148,916 144,716 162,020 115,740 233,121 Code Compliance 184,066 92,821 96,967 104,799 101,500 Building&Inspection Services 827,540 827,991 914,384 901,305 934,263 Snecial Revenue Funds CDBG Program Fund - - - - - SHARP Program Fund 210,748 - - - - Total Community Development 2,192,510 1,887,796 2,090,641 2,046,853 2,244,601 Public Works Department General Fund Programs: General Engineering 465,610 469,404 471,625 476,908 493,949 Development Engineering 187,417 191,598 200,513 205,693 208,074 Environmental Services 496,370 545,492 650,264 619,024 676,188 Streets&Storm Drains 1,182,999 1,186,626 1,278,166 1,284,436 1,378,138 Parks&Landscape Maintenance 1,988,066 1,925,312 1,962,697 1,956,160 2,084,951 Internal Service Funds: Equipment Maintenance 211,441 219,786 225,477 227,604 232,750 Vehicle&Equipment Replacement 4,856 10,000 95,000 95,000 240,000 Special Revenue Funds Landscape&Lighting Districts 396,379 432,862 633,929 423,644 604,700 Total Public Works Department 4,933,140 4,981,080 5,517,671 5,288,469 5,918,751 *Human Resources moved from City Manager Department to Administrative Services Department in FY 2011112 78 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT EXPENDITURES BY PROGRAM FY 2010/11 FY 2011/12 FY 2012/13 FY 2012/13 FY 2013/14 Actuals Actuals Adjusted Actuals Adopted Recreation&Facilities Department General Fund Programs: Recreation Services 945,962 900,930 981,588 938,742 1,029,859 Teen Services 66,461 67,859 72,611 67,955 57,101 Facility Rentals 309,728 300,708 341,945 311,796 363,435 Internal Service Funds: Building Maintenance 726,653 732,592 767,229 771,882 800,270 Total Recreation Department 2,048,805 2,002,090 2,163,373 2,090,375 2,250,665 Public Safety General Fund Pro ams: Public Safety Services 4,423,899 4,241,260 4,336,785 4,328,818 4,410,788 Emergency Preparedness 43,840 68,854 63,678 63,026 105,367 Total Public Safety 4,467,738 4,310,113 4,400,463 4,391,844 4,516,155 Non-Departmental General Fund Programs: General Administration 593,948 431,480 1,024,047 721,170 696,357 Legal Services 358,496 259,720 302,378 300,743 302,661 Community Grants 156,476 109,459 107,856 103,717 130,740 Community Events 9,439 6,744 20,000 18,289 26,372 Internal Service Funds: Liability/Risk Management 359,670 352,603 489,249 308,096 413,106 Workers Compensation 196,454 211,425 284,684 182,700 240,748 Debt Service Fund: 2001 Series Bond Debt Service Fund 1,014,876 13,375,558 869,285 868,910 889,860 Trust&Agency Funds: KSAR Community Access 128,416 - - - - Total Non-Departmental 2,817,775 14,746,989 3,097,499 2,503,626 2,699,844 Capital Improvement Funds: Street Projects 2,590,294 3,693,733 7,621,249 2,832,189 10,829,983 Park&Trail Projects 649,959 948,802 1,792,111 290,278 1,726,101 Facility Projects 381,677 492,379 1,000,339 670,761 465,708 Administrative Projects 81,707 43,986 389,399 186,044 248,356 Total Capital Improvement Projects 3,703,637 5,178,900 10,803,098 3,979,271 13,270,147 Operating Transfers Out General Fund 876,983 280,000 1,184,500 1,184,500 380,880 CDBG Fund to GF&CIP 291,071 - - - - Liability/Risk Mgmt Fund 25,000 - - - IT Equipment Replacement to CIP - 24,963 - Library Capital Trust Fund to CIP 351,360 - - - - Capital Projects-Streets 316,558 324,896 572,818 572,818 106,000 Capital Projects-Parks&Trails 95,000 25 231 13,852 - Capital Projects-Facilities 59,058 259,841 - - - Capital Projects-Administrative - 36,430 - - 40,000 Total Operating Transfers Out 2,015,031 926,156 1,757,549 1,771,170 526,880 Total Expenditures and Transfers Out 25,067,989 36,634,122 32,629,467 24,672,850 34,449,443 79 CITY OF SARATOGA FINANCIAL SUMMARIES +gip n 80 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING INFORMATION g� 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 $7.74 million dollars in FY 2013/14, representing approximately 22.8% of total budgeted expenditures. Approximately $6.87 million (88.7%) of labor costs are funded in the General Fund and represent 41.3% of General Fund's budgeted expenditures. Budgeted salary and benefit amounts reflect a$213,621 increase from last year's budgeted amount due in part from the addition of 3.85 benefitted employees. An overlap to transition staff into a retiring Administrative Analyst position in the Public Works Department accounts for a one-time.10 FTE for this fiscal year. While a portion of these added position costs are offset by reductions in temporary positions and contract services, employee benefits add approximately 30% to the cost of an temporary hourly employee. In addition, several staff promotions, step increases,and COLA increases contribute to the salary increase from the prior year. Organizational Changes Benefitted Staff additions included in the Proposed FY 2013/14 budget occur in the Finance & Administrative Services and the Community Development Departments. A full-time Finance Manager position will be offset by the reduction of temporary Senior Accountant hours — although 200 hours were retained for the first year to ensure a smooth transition. The conversion of the full time-temporary IT Technician to a benefitted IT Technician and the conversion of the part-time HR Technician to a .75 HR Technician are also offset by the reduction in temporary hours. The Community Development Department will restructure the Building Division with the retirement of the Building Official. The Building Official position will be eliminated,and replaced by a Senior Building Inspector. The Senior Inspector position will provide more flexibility with a broadening of duties between Plan Check, Inspection, and Code Enforcement. The Department Director will share oversight functions with the Senior Inspector. Savings from this change will help to offset the addition of a Permit Technician. This position will provide full-time counter service, allowing the Planning and Building Counters to remain open until 5pm Monday through Thursday. The position will also assist with Code Compliance duties,and support the Inspectors. Approximately $35,300 worth of temporary hours was added for the Recreation Departments Summer Camp program. With the addition of two Recreation Coordinators last year, the Department has geared up to bring the Summer Camps back in-house,requiring additional Recreation Leader Hours. The Summer Camps were contracted out last year. The added temporary hours cost is expected to be offset by an increase in Summer Camp Revenue. Additional temporary hours were included for Summer Interns, a temporary pool for use as determined by the City Manager,and funding for several functions/positions in transition. Employee Compensation and Benefits Salary savings are expected to grow in the years to come, as a result of new benefits for employees hired after July 1, 2011. Medical benefits are limited to fixed dollar amounts for new employees: $800 per month for single coverage, $1,200 per month for double, and$1,500 per month for family coverage. For new employees hired on or after May 12,2012, a second tier Ca1PERS retirement package with 2% at 60 will be in effect. The annual savings equals the difference between the pool-specific rates times the second tier payroll. Although the expected saving from implementing this new tier will be minimal at first,such savings will slowly increase over time. Salary and budget projections are prepared using known data on current employees, current MOU provisions, and California Public Employees' Retirement System (Ca1PERS), medical, dental, vision, long-term disability, and life insurance premiums. In some years,these projections are known and stable and in others there is more fluctuation, as in the case of years in which 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 there is very little turnover due both to the economic recession,and to the necessity in most cases 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 compensated absences buffer is built into budgeted salary numbers to offset unknown cost impact which may occur,and to fund the Compensated Absences Reserve in compliance with policy,if needed at year-end. 82 CITY OF SARATOGA FINANCIAL SUMMARIES 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)contracts. Memorandums of Understanding Each of the three bargaining units have an MOU: 1)the Saratoga Management Association for the four Department Directors; 2) the Northern California Carpenter's Regional Council, Carpenters Forty Six Counties Conference Board and Their Affiliated Local Unions(UNION)for the fifteen Public Work's Corporation Yard staff, and; 3)the Saratoga Employees Association(SEA) for all other represented staff, which is the City's largest bargaining group with 36 full and part-time employees. The City Manager,the Human Resources Manager,and hourly(un-benefited) staff are not represented by associations. All three bargaining units entered into a four year MOU agreement effective from July 1, 2011 through June 30, 2015. The City Manager has a negotiated contract, and the Human Resources Manager falls under a negotiated contract for unrepresented staff. New mid-management staff will also fall under the unrepresented staff 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 calls for a reopener if Property and Sales Tax revenues increase by more than 3%,however specific wage increase adjustments are not stated. Property and Sales Taxes did meet the 3%criteria, and the reopener calling for wage increase adjustment negotiations resulted in a negotiated wage and COLA increase. Employee Benefits The City provides medical, dental,life insurance, and long-term disability insurance to its benefitted employees and Ca1PERS retirement 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 Ca1PERS, offering employees a choice between Kaiser,Blue Cross, or Blue Shield medical plans. Although Ca1PERS has substantial negotiating powers, health insurance premiums continue to increase 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 were higher than expected. Staff is currently working with the City's broker to lower premium costs through changes in plan design. 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,and rates have remained at this lowered level to date. Pension Plans The City of Saratoga's current employee pension plans are part of Ca1PERS "Miscellaneous 2% at 55 Risk Pool" and "Miscellaneous 2% at 60 Risk Pool", which are cost sharing multiple-employer defined benefit plans. Per the Public Employee Pension Reform Act of 2012, a 2% at 62 defined benefit plan will become effective for future employees defined by Ca1PERS as a "new member". A new member would apply to staff that are not current Ca1PERS members,or those who become inactive by not being actively employed for 6 months or longer. The City's payment of Ca1PERS Contribution Rates is comprised of employee and employer contributions. The Employee Contribution Rate under the 2% at 55 and 2% at 60 benefit plans is constant at 7%, while the Employer Contribution Rates are determined each year through an actuarial valuation to support the plan benefits. The 2% at 62 plan employee contribution is 6.5%,with the employer contribution set at 6.7%. This rate shall remain constant through June 30,2015. 83 CITY OF SARATOGA FINANCIAL SUMMARIES 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, Ca1PERS has utilized the assumption that the value of its stock, bonds and other holdings would increase by 7.75% a year, 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 diminishing heavily, Ca1PERS 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 increase Miscellaneous Employer Contribution Rates between 1-2%,while most Public Safety Plan's Employer Contribution Rate will increase by 2-3%. The City's rate increases will begin in FY 2013/14. In April of 2013, Ca1PERS approved a change in the amortization and smoothing policy. These changes will increase employer contribution rates in the near term,but result in lower contribution rates in the long term. Prior to this change, Ca1PERS employed an amortization and smoothing policy which spread investment returns over a 15 year period with experience gains and losses paid for over a rolling 30 year period. After this change,Ca1PERS will employ an amortization and smoothing policy that will pay for all gains and losses over a fixed 30 year period with the increases or decreases in the rate spread directly over a 5 year period. Even though the economic downturn 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. Other enhanced plans (2.5-@55,2.7g55 for miscellaneous, and the further enhanced plans such as 3%@50 or 55 for Public Safety)were built based on short-term assumptions which were estimated, not realized, and ultimately proved to be financially unsustainable. Those plans are experiencing much larger PERS rate increases in the coming years. A five year history of Saratoga's employer contribution rates for the 2%@55 Risk Pool is provided below, along with the new PERS employer contribution rate for FY 2013/14. The FY 2014/15 rates are estimated for the 2% @ 55 plan,are not yet available for the 2%@ 60 plan,and will remain at the initial rate for the 2%@ 62 plan. Most employees fall into the 2% 55 Plan. The 2% @ 60 Plan(2nd tier) went into effect on May 12, 2012 for new City employees,and will also apply to new employees who are considered`Classic' Ca1PERS members—those who do not fall under the new Public Employee Pension Reform Act(PEPRA)legislation. Under PEPRA,a new 2% @ 62 pension plan(3rd tier)went into effect on January 1,2013. 2%@55 2%@60 2%@62 Fiscal Employer Employer Employer Year Contribution Rate Contribution Rate Contribution Rate FY 2008/09 11.070% 1 FY 2009/10 11.276% F FY 2010/11 11.863% FY 2011/12 12.856% 8.438% FY 2012/13 13.031% 8.552% � R °FY 2012/13 -Revised g 11.040% 8.552% 6.70% FY 2013/14 11.603% 8.768% 6.70% 0 FY 2014/15 12.500%projected Not yet available 6.70% As shown in the above schedule,the City of Saratoga pension plan 2%@55 Employer Contribution Rates reflects an approximate 2%decrease as a result of the side fund payoff in mid-FY 2012/13. This decrease is reflected in the FY 2012/13 revised rate,and for subsequent years. 84 CITY OF SARATOGA FINANCIAL SUMMARIES With the new amortization and smoothing policy, annual increases are expected to increase rates by approximated 1% for FY 2014/15, and in each of the next five years to bring Ca1PERS to a fully funded state. At this point, it is unclear as to whether the rates will decrease once the plan is fully funded,or whether the new policy will impact the 2%at 60 and 2%at 62 rates. Ca1PERS 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 $112 for calendar year 2012, $115 for calendar year 2013, and $119 for calendar year 2014. The City includes this amount in the budget as an ongoing retiree cost,which currently amounts to approximately$20,000 per year for an estimated 15 participating retirees. 85 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2009/10 2010/11 2011/12 2012/13 2013/14 Full Time Equivalents(FTE) Funded Funded Funded Funded Funded City Manager's Department City Manager 1.00 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 0.90 - - - Exec Assistant to CM/Deputy City Cl 0.75 0.75 0.90 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 - - - Administrative Analyst I/II 1.00 0.90 1.00 1.00 1.00 Total FTEs 5.75 5.55 3.90 4.00 4.00 Finance&Administrative Services Department Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Finance Manager - - - - 1.00 Accountant I/1I 1.00 0.90 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 3.00 Human Resources Manager - - 1.00 1.00 1.00 Human Resources Technician - - - - 0.75 Information Technology Administrator 1.00 1.00 1.00 1.00 1.00 Information Technology Technician - - - - 1.00 Total FTEs 6.00 5.90 6.90 6.90 9.65 Community Development Department Community Development Director 1.00 1.00 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 1.00 Planner I/I1 2.00 2.00 2.00 2.00 2.00 Plan Check Engineer 1.00 1.00 1.00 1.00 1.00 Senior Arborist 1.00 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 - Sr.Building Inspector - - - - 1.00 Building Inspector 2.00 2.00 2.00 2.00 2.00 Permit Technician - - - - 1.00 Office Specialist II/VI 2.00 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 1.00 1.00 - - Total FTEs 12.00 12.00 12.00 11.00 12.00 Public Works Department Public Works Director 1.00 1.00 1.00 1.00 1.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 Assistant/Associate Engineer 1.00 1.00 1.00 1.00 1.00 Administrative Analyst I/11 1.00 0.90 0.90 0.90 1.00 Office Specialist II/VI 1.75 1.75 1.75 1.75 1.75 Parks Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Lead 1.00 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 1.00 1.00 - - Parks Maintenance Worker I/II/III 6.00 6.00 5.90 6.00 6.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 1.00 1.00 2.00 Street Maintenance Specialist 1.00 1.00 1.00 1.00 - Street Maintenance Worker 1/11/111 4.00 4.00 4.00 4.00 4.00 Total FTEs 21.75 21.65 21.55 20.65 20.75 86 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2009/10 2010/11 2011/12 2012/13 2013/14 Funded Funded Funded Funded Funded Recreation&Facilities Department Recreation&Facilities Director 1.00 1.00 1.00 1.00 1.00 Senior Recreation Supervisor 1.00 1.00 1.00 - - Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 Recreation Coordinator - - - 2.00 2.00 Facility Coordinator 0.60 0.60 0.60 0.60 0.60 Office Specialist II/III 1.75 1.90 1.90 1.00 1.00 Facility Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Facility Maintenance Lead 1.00 1.00 1.00 1.00 1.00 Facility Maintenance Worker MI/III 2.00 2.00 2.00 2.00 2.00 Total FTEs 9.35 9.50 9.50 9.60 9.60 TOTAL STAFF FTEs 54.85 54.60 53.85 52.15 56.00 FUNDED HOURLY STAFFING BY DEPARTMENT 2009/10 2010/11 2011/12 2012/13 2013/14 Funded Funded Funded Funded Funded City Manager's Department HR Specialists 1,600 1,568 - - Student Interns 900 - - 320 Executive Assistant(backfill) - - - 120 Temporary Pool Hours - - - - 940 Administrative Services Department Senior Accountant 960 960 1,200 1,200 200 Accountant/Budget Analyst - - - - - Accounting Technician - - - - - IT Technician 2,080 2,040 2,000 2,000 - HR Technician - - 1,768 1,568 - Student Interns - - - - 320 Community Development Department Administrative Analyst - - - - - GIS/Forestry Intern 940 940 940 940 - Planning Intern - - - - - Office Specialist II/III 1,200 800 800 800 800 Public Works Department Engineering Inspectors* 3,588 3,588 2,760 2,760 2,760 Maintenance Workers 2,080 2,040 2,000 - - Recreation&Facilities Department Facility Attendents 1,200 1,362 1,500 1,500 1,500 Recreation Leaders 2,034 2,667 500 500 3,335 Total Annual Hours 16,582 15,965 13,468 11,268 10,295 Temporary Hours converted to FTEs 7.97 7.68 6.48 5.42 4.95 Total FTEs 62.82 62.28 60.33 57.57 60.95 87 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING BY DEPARTMENT Five Year History 6o '50 40 u 10 0 ! 2009/lo 2010/11 2011/12 2012/13 2013!14 ■City Manager's Department ®Finance&Administrative Services 0 Community Development 0 Public Works.Department ®Recreation&Facilities Department TOTAL STAFF BY DEPARTMENT Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 2013/14 Funded Funded Funded Funded Funded City Manager's Department 5.75 5.55 3.90 4.00 4.00 Finance&Administrative Services 6.00 5.90 6.90 6.90 9.65 Community Development 12.00 12.00 12.00 11.00 12.00 Public Works Department 21.75 21.65 21.55 20.65 20.75 Recreation&Facilities Department 9.35 9.50 9.50 9.60 9.60 Total Staff by Department 54.85 54.60 53.85 52.15 56.00 88 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING BY FUND Five Year History 60.00 jDAO 40.00 30.00 20.00 10.00 2009/10 2010/11 2011/12 2012/13 2013/14 ❑Special Revenue Funds ❑Internal Service Funds ®General Fund TOTAL DEPARTMENTAL S TAFF BY FUND Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 2013/14 Funded Funded Funded Funded Funded General Fund City Manager's Department 5.70 5.50 3.90 4.00 4.00 Administrative Services 4.85 4.75 5.70 5.70 7.35 Community Development 12.00 12.00 12.00 11.00 12.00 Public Works 21.05 20.95 20.85 19.95 20.05 Recreation Department 5.20 5.35 5.30 5.70 5.65 Total General Fund FTEs 48.80 48.55 47.75 46.35 49.05 Internal Service Funds City Manager's Department 0.05 0.05 - - - Administrative Services 1.15 1.15 1.20 1.20 2.30 Public Works 0.70 0.70 0.70 0.70 0.70 Recreation Department 4.15 4.15 4.20 3.90 3.95 Total Internal Service Funds 6.05 6.05 6.10 5.80 6.95 Total FTEs 54.85 54.60 53.85 52.15 56.00 89 CITY OF SARATOGA FINANCIAL SUMMARIES �M 4 dp 90 CITY OF SARATOGA DEPARTMENTAL DIRECTORY DEPARTMENTAL BUDGETS BY PROGRAM COUNCIL&COMMISSIONS Council&Commissions Overview.............................................................................................................95 1101 City Council......................................................................................................................................99 1201 City Commissions...........................................................................................................................103 CITY MANAGER'S DEPARTMENT City Manager's Department Overview......................................................................................................107 2101 City Manager's Office.....................................................................................................................113 2201 City Clerk........................................................................................................................................ 117 2301 Human Resources(Prior Year Schedules)......................................................................................121 FINANCE&ADMINISTRATIVE SERVICES DEPARTMENT Finance&Administrative Services Department Overview.......................................................................123 3101 Finance Services .............................................................................................................................127 3301 Human Resources........................................................................................................................... 131 Internal Service Funds 3102 Office Support Fund........................................................................................................................135 3201 Information Technology Services................................................................................................... 137 3202 IT Equipment Replacement Fund ..................................................................................................141 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview...................................................................................... 145 4101 Development Services.....................................................................................................................149 4102 Advanced Planning......................................................................................................................... 153 4103 Code Compliance ........................................................................................................................... 157 4201 Building&Inspection Services ......................................................................................................161 Special Revenue Funds 4301 CDBG Program Fund...................................................................................................................... 165 4302 Saratoga Housing&Rehabilitation Program(SHARP).................................................................167 91 CITY OF SARATOGA DEPARTMENTAL DIRECTORY PUBLIC WORKS DEPARTMENT Public Works Department Overview......................................................................................................... 169 5101 General Engineering........................................................................................................................ 173 5102 Development Engineering............................................................................................................... 177 5103 Environmental Services .................................................................................................................. 181 5201 Streets & Storm Drains................................................................................................................... 185 5301 Parks&Landscape Maintenance.................................................................................................... 189 Internal Service Funds 5202 Vehicle&Equipment Maintenance................................................................................................ 193 5203 Vehicle&Equipment Replacement................................................................................................ 197 Special Revenue Funds 5302 Landscape&Lighting Districts......................................................................................................201 RECREATION&FACILITIES DEPARTMENT RecreationDepartment Overview..............................................................................................................205 6101 Recreation Services.........................................................................................................................209 6102 Teen Services..................................................................................................................................213 6201 Facility Rentals ...............................................................................................................................217 Internal Service Funds 6202 Building Maintenance ....................................................................................................................221 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview..........................................................................................................225 7101 Public Safety Services.....................................................................................................................229 7102 Emergency Preparedness................................................................................................................233 NON-DEPARTMENTAL Non-Departmental Overview.....................................................................................................................237 8101 General Administration...................................................................................................................241 8201 Legal Services.................................................................................................................................243 8301 Community Grants..........................................................................................................................247 8302 Community Events..........................................................................................................................251 92 CITY OF SARATOGA DEPARTMENTAL DIRECTORY NON-DEPARTMENTAL—CONTINUED Internal Service Funds 8401 Risk Management/Liability Insurance............................................................................................255 8501 Workers Compensation Insurance..................................................................................................259 Trust Funds 8601 2001 Series GO Bond Debt Service Fund.......................................................................................263 8701 Library Capital Maintenance Trust Fund........................................................................................267 8702 KSAR Community Access Trust Fund...........................................................................................269 93 CITY OF SARATOGA DEPARTMENTAL DIRECTORY CITY OF SARATOGA ORGANIZATION CHART FISCAL YEAR 2013-14 y o{ s a Rq 456 Citizens of Saratoga Elected City Council Citizen Advisory Commissions& City Manager City Attorney Committees City Manager's Office 1 Administrative Analyst Office of the City Clerk .50 Executive Assistant 1 City Clerk .50 Deputy City Clerk Recreation&Facilities Community Development Public Works Finance&Administrative Department Department Department Services Department Recreation&Facilities Community Development Public Works Finance&Administrative Director Director Director Services Director Recreation Services Division Planning Division Engineering Division I Recreation Supervisor 1 Senior Planner I Sr.Civil Engineer Finance Services Division 2 Recreation Coordinators 2 Planners 1 Engineer 1 Finance Manager 1 Office Specialist .90 Accountant 1 Arborist 1 Administrative Analyst 1 Office Specialist .75 Office Specialist 3 Accounting Technicians Building Division Streets and Fleet Division Facilities Division 1 Sr.Building Inspector 1 Manager-Streets and Fleet Information Technology 1 Facility Maint.Manager 2Street Maint.Leadworker 1 FacilityMaint. 2 Building Inspectors Division 4 StreetMaint.Workers Leadworker 1 Plan Check Engineer 1 IT'Analyst 2 FacilityMaint.Workers 1 Permit Technician .50 Office Specialist 1 IT Technician i parks Division 1 Manager-Parks 1 Park Maint.Leadworker Human Resources Division 6 Park Maim.Workers 1 HR Manager .50 Office Specialist .75 HR Technician FY2013114 FTE=56.00 94 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 as of FY 2013/14 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 provides 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 95 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 • Facilitate neighborhood communications on safety related matters by providing residents with communication tools, such as Nextdoor.com and AlertSCC 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 • Adoption of responsible environmental policies • Reduce the City's carbon footprint and impact on the environment by adopting energy efficiency best practices and allocating funding to environmental sustainability projects, such as installation of solar panels at the City's Corporation Yard and Saratoga Library • Support environmental programs and events 96 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 600 2,400 600 1,200 - TOTAL REVENUES 600 2,400 600 1,200 - EXPENDITURES Salaries and Benefits 28,855 27,345 27,097 27,119 30,198 Operating Expenditures Materials&Supplies 4,862 6,882 8,675 8,779 8,050 Fees& Charges 63,917 54,436 76,370 26,912 77,175 Consultant& Contract Services - 10,010 13,000 10,700 21,960 Meetings,Events, & Training 19,806 12,892 18,220 15,526 17,000 Total Operating Expenditures 88,586 84,220 116,265 61,917 124,185 Internal Service Charges 36,900 40,584 44,981 44,980 47,476 TOTAL EXPENDITURES 154,340 152,149 188,343 134,016 $ 201,859 DEPARTMENTAL EXPENDITURES BY PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Council $ 130,898 $ 126,832 $ 157,901 $ 104,116 $ 171,089 City Commissions 23,442 25,317 30,442 29,900 30,770 TOTAL GENERAL FUND $ 154,340 $ 152,149 $ 188,343 $ 134,016 $ 201,859 TOTAL EXPENDITURES $ 154,340 $ 152,149 $ 188,343 $ 134,016 $ 201,859 97 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT 98 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL 10.5 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. The City Council holds public Council meetings on the first and third Wednesday of the month and actively seeks input in its decision-making process from Saratoga residents. The City Council establishes direction on City 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. The Council also 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. 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. The Council has 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 in 2013, Senate Bill 629,by State Senator Jim Beall. If signed into law,the bill would take effect in Fiscal Year 2014/15. 99 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 600 2,400 600 1,200 - TOTAL REVENUES 600 2,400 600 1,200 - EXPENDITURES Salaries and Benefits 15,408 13,818 13,533 13,554 16,634 Operating Expenditures Materials&Supplies 2,611 2,338 1,700 2,080 1,600 Fees& Charges 63,917 54,436 76,370 26,912 77,175 Consultant& Contract Services - 10,010 13,000 10,700 21,960 Meetings,Events& Training 14,061 8,582 12,220 9,792 11,000 Total Operating Expenditures 80,589 75,367 103,290 49,484 111,735 Internal Service Charges 34,901 37,647 41,078 41,078 42,720 TOTAL EXPENDTTURES $ 130,898 $ 126,832 $ 157,901 $ 104,116 $ 171,089 FY 2013/14 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, and supporting community events. 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 Noise Element. 100 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 101 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT y qr { 102 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 one-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 Commission has no administrative authority over the Library's operations,but does participate in the general planning of library operations and related programs and policies, including overseeing the Library's capital maintenance fund. 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. 103 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 The City Commissions budget does not include revenues 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 as this commission's time commitment is often very time-intensive with public meetings held twice a month and special study sessions throughout the year. The other commissions meet less often and are purely on a volunteer basis. The seven Planning Commissioners are each awarded a stipend of$150 per month as a token of appreciation for 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 which support the various commissions are not included in the City Commissions budget, as activities are primarily limited to support functions. 104 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COMMISSIONS ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 13,447 13,527 13,564 13,564 13,564 Operating Expenditures Materials&Supplies 2,251 4,544 6,975 6,699 6,450 Meetings,Events& Training 5,746 4,310 6,000 5,734 6,000 Total Operating Expenditures 7,997 8,854 12,975 12,433 12,450 Fixed Assets - - - - - Internal Service Charges 1,999 2,937 3,903 3,902 4,756 TOTAL EXPENDITURES $ 23,442 $ 25,317 $ 30,442 $ 29,900 $ 30,770 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 105 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT Z1 4 P 106 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, leadership, and direction for the City organization, 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 Cable Television services, and with the agencies providing contracted Public Safety, Animal Control, 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 voluntary compliance with the Brown Act due to State suspension because of budget cuts • Represent the City interests and involvement in regional issues 107 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 108 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 was returned to full-time in FY 2012/13,and are funded at full-time again for FY 2013/14. In addition, 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. A pool of temporary staff hours was added to the City Manager's budget to provide hourly staffing flexibility throughout the City. As needed, hourly staff funding will be shifted to the appropriate department. Prior year financial activity and staffing are reflected in the City Manager's Department until the fiscal years phase out of the departmental schedules. Despite the increase in staff funding, the ongoing cost of staffing has been reduced as a result of 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. The remainder of the department's budget expenditures remains fairly consistent, with the exception of a $35,000 reduction in election fees as FY 2013/14 is not an election year. 109 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - Intergovernmental Revenues - 20,023 - - - Fees,Licenses and Permits 17,673 389 13,400 736 1,000 Charge for Services - - - - - Other Sources 3,147 - - 1,499 - TOTAL REVENUES $ 20,820 $ 20,412 $ 13,400 $ 2,236 $ 1,000 EXPENDITURES Salaries and Benefits 1,109,973 659,368 624,035 632,409 678,564 Operating Expenditures Materials&Supplies 7,283 5,395 4,210 4,080 6,300 Fees& Charges 96,080 9,210 59,905 57,277 17,135 Consultant& Contract Services 90,589 23,297 29,100 26,720 32,800 Meetings,Events& Training 31,700 5,184 9,600 5,405 11,945 Total Operating Expenditures 225,652 43,086 102,815 93,481 68,180 Fixed Assets - - - - - Intemal Service Charges 120,368 96,129 96,094 96,094 99,350 TOTAL EXPENDITURES $1,455,993 $ 798,582 $ 822,944 $ 821,984 $ 846,094 DEPARTMENTAL EXPENDrrURES BY DIVISION 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Manager's Office $ 695,114 $ 508,150 $ 485,274 $ 498,730 530,424 City Clerk 323,836 290,432 337,670 323,254 315,670 Human Resources 437,043 - - - - TOTAL GENERAL FUND $1,455,993 $ 798,582 $ 822,944 $ 821,984 $ 846,094 TOTAL DEPT EXPENDITURES $1,455,993 $ 798,582 $ 822,944 $ 821,984 $ 846,094 110 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CrrYMANAGER'S DEPARTMENT STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.90 - - Exec Assistant to CM /Deputy City Clerk 0.75 0.90 1.00 1.00 City Clerk 1.00 1.00 1.00 1.00 Human Resources Manager 0.95 - - - Administrative Analyst I/11 0.90 1.00 1.00 1.00 Total FTEs 5.50 3.90 4.00 4.00 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded HR Specialists 1,568 - - - Student Interns - - - 3207 Executive Assistant(backfill) - - - 120 Temporary Pool Hours - - - 940 Total Annual Hours 1,568 - - 1,380 CITY MANAGER'S DEPARTMENT STAFF-BY DIVISION/PROGRAM 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded City Manager's Office 3.25 2.45 2.50 2.50 City Clerk's Office 1.15 1.45 1.50 1.50 Human Resources 1.10 - - - Workers Compensation-Non-Departmental 0.05 - - TOTALS 5.55 3.90 4.00 4.00 111 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT -4�r 112 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,in FY 2012/13, Special Event permit revenues were accounted for in the City Manager's Office. An estimated$1,000 will be collected for Special Permit Fees. In FY 2011/12, a structural reorganization eliminated the Assistant City Manager position, and the Administrative Analyst position returned to a full-time position to assist with additional workload. 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. A pool of temporary staff hours was added to the City Manager's budget to provide hourly staffing flexibility throughout the City. As needed, hourly staff funding will be shifted to the appropriate department. 113 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits - - 1,000 200 1,000 TOTAL REVENUES $ - $ - $ 1,000 $ 200 S 1,000 EXPENDITURES Salaries and Benefits 642,199 451,672 430,526 444,924 470,206 Operating Expenditures Materials&Supplies 3,400 4,386 3,300 3,510 4,700 Fees& Charges 3,228 3,732 4,260 3,559 4,175 Consultant& Contract Service,, - - - - - Meetings,Events& Training 3,044 3,076 3,945 3,494 4,545 Total Operating Expenditures 9,671 11,193 11,505 10,563 S 13,420 Fixed Assets - - - - - Internal Service Charges 43,244 45,285 43,243 43,243 46,798 TOTAL EXPENDI'T'URES S 695,114 $ 508,150 $ 485,274 $ 498,730 $ 530,424 FY 2013/14 WORKPLAN PRIORITIES Public Relations - In the last year, the City Manager's Office has improved 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. 114 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT Leadership Academy — The City Manager's Office will research, develop, and implement a leadership academy for residents to help community members learn how to become involved in local government. West Valley Solid Waste Management Authority (WVSWMA) — The City Manager's Office will work with staff of the WVSWMA member agencies to assist with recruitment of an executive director and for solid waste hauler contract negotiations. 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.75 - - - Exec Assistant to CM/Deputy City Clerk 0.60 0.45 0.50 0.50 City Clerk - - - - Human Resources Manager - - - - Administrative Analyst I/11 0.90 1.00 1.00 1.00 Total FTE's 3.25 2.45 2.50 2.50 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded HR Specialists - - - Student Interns - - - Executive Assistant(backfill) - - 120 Temporary Pool Hours - - 940 Total Annual Hours - - - 1,060 115 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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: 94% 92% 92% 92% c. Provide City Council with quarterly updates on priorities: 4 4 4 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 electiveness of City operations through collaboration, open communications,efficient coordination,creative thinking, and professional development. b. Hold weekly meetings with the City's Management team to 98% 98% 98% 98% discuss upcoming agenda items and share information: c. Make professional development and leadership training Yes Yes Yes Yes opportunities available to Directors and City staff: d. Professional Association Memberships: 10 10 10 11 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 3 b. Provide information about City news and activities on the City Yes Yes Yes Yes website,Facebook page,Nextdoor site,and AM radio station: c. Send e-mail notifications for Council agendas,Commission 95% 95% 95% 95% meeting agenda/minutes,publication of Saratogan,weekly 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: 3tfotmation 2 9 11 no t available b. Accept applications for Community Event Grant Program Information Information 20 22 not available notavailable 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of Council Meetings Per Year: 38 35 35 30 2 Parks and Recreation Commission Meetings: 6 6 7 7 3 Library Commission Meetings: 5 6 6 7 3 Number of Events Funded by Community Event Grant Program 3 6 11 14 4 Events Hosted by City: 4 10 6 6 5 City of Saratoga Facebook Page Fans: hfomation 13 63 100 not available 116 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 decreased for FY 2013/14,because there will be no election this fiscal year. During FY 2013/14, temporary staffing costs increased slightly to provide funding for an intern in the City Clerk's Office under the Regional Internship Program. The intern will assist with an update to the City's retention schedule and prepare summaries of past City legal cases for the City's archives. Other notable expenses include legal advertising, codification services, and streaming video services. 117 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - 20,023 - - - Fees,Licenses and Permits 17,673 389 12,400 536 - Charge for Services - - - - - Other Sources 3,147 - - 1,499 - TOTAL REVENUES $ 20,820 $ 20,412 $ 12,400 $ 2,036 $ - E XPENDrrURE S Salaries and Benefits 165,744 207,696 193,509 187,485 208,358 Operating Expenditures Materials&Supplies 2,991 1,010 910 570 1,600 Fees& Charges 84,288 5,478 55,645 53,718 12,960 Consultant& Contract Services 21,358 23,297 29,100 26,720 32,800 Meetings,Events& Training 223 2,108 5,655 1,911 7,400 Total Operating Expenditures 108,859 31,893 91,310 82,918 54,760 Fixed Assets - - - - - Internal Service Charges 49,234 50,843 52,851 52,851 52,552 TOTAL EXPENDITURES $ 323,836 $ 290,432 $ 337,670 $ 323,254 $ 315,670 FY 2013/14 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. Additionally,the City Clerk's Office plans to review and update the City's records retention schedule. 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 - Prepare a Records Emergency Action Plan that will allow the City to protect important records and easily access critical records during a crisis. 118 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 CITY CLERK'S OFFICE S TAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded City Manager - - Assistant City Manager - - - - Exec Assistant to CM /Deputy City Clerk 0.15 0.45 0.50 0.50 City Clerk 1.00 1.00 1.00 1.00 Human Resources Manager - - - - Administrative Analyst I/II - - - - Total FTE's 1.15 1.45 1.50 1.50 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Student Interns - - - 320 Executive Assistant(backfill) - - - - Temporary Pool Hours - - - - Total Annual Hours - - - 320 119 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 100% 100% 100% 100% prepared and submitted to City Manager in time to be scheduled for approval on next Council agenda: b. Prepare boxes of records for digital scanning: 15 15 12 13 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 forpositions on City Commissions a. Number of Commission recruitments and appointments 25 22 12 10 processed: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of City Council Meetings/minutes prepared per year 38 35 35 35 2 Number of boxes of City records processed for disposal: 132 81 34 65 3 Numberofresolutions: 84 80 60 70 4 Number of ordinances: 6 8 13 10 120 ■ CITY OF SARATOGA CITY MANAGER's DEPARTMENT HUMAN RESOURCES Effective with the FY 2011/12 budget, the Human Resources Division is assigned to the Administrative Services Department. The division's prior year financial activities and staffing schedules will be included in the City Manager's Department until the fiscal years move out the schedules. Comprehensive budget information for FY 2011/12 and forward will be included in the Administrative Services Department. 121 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 302,031 - - - - Operating Expenditures Materials&Supplies 893 - - - - Fees& Charges 8,564 - - - - Consultant& Contract Services 69,231 - - - - Meetings,Events& Training 28,433 - - - - Total Operating Expenditures 107,121 - - - - Fixed Assets - - - - - Internal Service Charges 27,891 - - - - TOTAL EXPENDITURES $ 437,043 $ - $ - $ - $ - HUMAN RESOURCES STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager 0.15 - - - Executive Assistant to CM - - - - City Clerk - - - - Human Resources Manager 0.95 - - - Administrative Analyst I/II - - - - Total FTE's 1.10 - - - 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded HR Specialists 1,568 - - - Student Interns - - - - Total Annual Hours 1,568 - -This schedule reflects FTEs as funded in the Human Resources Program. Portions of FTEs assigned to Internal Service Funds or otherprograms,are reflected in the appropriate FTE 122 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DEPARTMENT The Administrative Services Department provides oversight and support for the City's financial, human resources, general administrative, and technology operations. As the department's Financial Services and Human Resources(HR)divisions are centralized functions for the City providing administrative, financial, and legally required citywide comprehensive support services and functions, they are programs within the General Fund. The department's Information Technology(IT) Services program primarily provides interdepartmental technology support at various service levels for 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 feedback 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,preserves 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. 123 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 assets from unauthorized use DEPARTMENT BUDGET SUMMARY Over a significant number of years, staffing in the Administrative Services Department has 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. Furthermore, due to recent changes in Ca1PERS rules for allowed use of retirees as temporary staff, and the ongoing nature of the temporary positions, an organizational study was conducted on the department's staffing structure to obtain external,unbiased analysis. The study concluded a full-time regular Finance Manager level position was required to support the Financial Services Division rather than utilizing part-time temporary high- level experienced retirees in conjunction with the Director for hands-on detail work and oversight. Additionally, the study noted the long-term temporary HR and IT Technician positions are also integral to the department's services, and should be converted to regular benefited positions in each of the respective divisions to properly reflect the staffing support required. The FY 2013/14 budget reflects the study's recommendations. A full-time Finance Manager position was added to Financial Services Division staffing, and the temporary Sr. Accountant staff time funding was eliminated, with the exception of 200 hours for assistance in the initial year's year-end close and reporting functions. The Finance Manager's position would not be hired until after the start of the new fiscal year, therefore to ensure a smooth transition, the temporary Sr. Accountant will assist and train the new Finance Manager with year-end close and reporting processes. A part-time (.75 FTE) HR Technician position was added to Human Resources staffing, and a full time (1.0 FTE) IT Technician position was added to Information Technology staffing to replace the temporary staff time previously funded in these divisions. Temporary staff funding for an intern in the HR Division was added to reflect the City's ongoing participation in the Two-County Next Generation Internship 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. General Fund revenues are limited to Business License processing fees in the Financial Services program; the Human Resources program does 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 machine expenses. On the expenditure side, the General Fund division expenditures reflect staffing costs, operational supplies, financial and legal service expenses, and internal service fund charges. Internal Service Fund expenses consist of staffing, supplies,leases, and annual support/license fees. The Human Resources Division transitioned into the department in March 2011. Prior year financial and FTE schedules will remain in the City Manager's Department, with data for FY 2011/12 forward appearing in the Administrative Services Department. 124 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 42,457 41,560 40,000 41,810 41,500 Other Sources 16,117 8,198 10,000 10,175 10,000 TOTAL REVENUES $ 58,574 $ 49,758 $ 50,000 $ 51,985 $ 51,500 EXPENDITURES Salaries and Benefits 619,498 867,053 930,483 897,688 1,069,914 Operating Expenditures Materials&Supplies 11,130 9,651 11,600 10,631 12,100 Fees&Charges 9,558 20,701 22,880 20,449 23,045 Consultants&Contract Services 48,299 120,851 124,675 82,262 118,000 Meetings,Events&Training 584 8,716 18,050 11,987 19,650 Total Operating Expenditures 69,570 159,919 177,205 125,328 172,795 Internal Service Charges 106,422 139,853 145,590 145,589 147,162 TOTAL EXPENDITURES $ 795,490 $ 1,166,825 $ 1,253,278 $ 1,168,605 $ 1,389,871 DEPARTMENTAL EXPENDITURES BY DIVISION/PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Financial Services 795,490 800,562 912,356 839,510 1,014,516 Human Resources - 366,263 340,922 329,095 375,356 TOTAL GENERAL.FUND $ 795,490 $ 1,166,825 $ 1,253,278 $ 1,168,605 $ 1,389,871 INTERNAL SERVICE FUNDS Office Support Services 49,534 55,236 59,250 54,285 65,150 Information Technology Services 382,877 374,362 422,758 375,674 460,226 IT Replacement Fund 51,119 53,844 52,600 46,678 59,200 TOTAL INTERNAL SERVICES $ 4839530 $ 483,443 $ 534,608 $ 4769637 $ 584,576 TOTAL DEPT EXPENDITURES $ 1,279,019 $ 15650,268 $ 19787,886 $ 1,6459242 $ 1,974,448 TRANSFERS OUT IT Replacement Fund - 24,963 - - - TOTAL TRANSFERS OUT $ - $ 24,963 $ - $ - $ - TOTAL EXP&TRANSFERS OUT $ 1,279,019 $ 1,675,230 $ 1,7879886 $ 1,645,242 $ 1,974,448 125 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCE&ADMINISTRATIVE SERVICES DEPARTMENT STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Administrative Services Director 1.00 1.00 1.00 1.00 Finance Manager - - - 1.00 Accountant III 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 Human Resources Technician - - - 0.65 Information Technology Administrator 1.00 1.00 1.00 1.00 Information Technology Technician - - - 1.00 Total FTEs 5.90 6.85 6.80 9.45 2010/11 2011/12 2012/13 2013/14 Temp o ra ry S taff Ho u rs Funded Funded Funded Funded Sr.Accountant 960 1,200 1,200 200 IT Technician 2,040 2,000 2,000 - HR Technician - 1,568 1,568 - Intern - - - 320 Total Annual Hours 3,000 4,768 4,768 520 The departmental FTE above includes General Fund and Internal Service Fund staffing within Finance& Administrative Services. FTE assigned to program sections outside of the department are not included in the above FTE schedule. (i.e. .20 FTEs are assigned to the Non-Departmental Workers Comp program) FINANCE&ADMINIS TRATIVE S ERVICES S TAFF-BY DIVIS ION/PROGRAM 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Financial Services 4.75 4.70 4.70 5.70 Human Resources - 1.05 1.10 1.85 Information Technology 1.15 1.15 1.10 2.10 TOTALS 5.90 6.90 6.90 9.65 Total Division Staff allocations are shown in the above schedule-with.10 FTE of the HR Manager and.10 FTE of the HR Technician funded and assigned to the Workers Compensation program in the Non- Departmental section. 126 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES The Financial Services program functions to assure both legal and fiscal accountability to the public through responsible, sustainable, and enforceable fiscal policies and practices. The Finance program's core services are to: provide financial oversight and administer accounting functions for all the City's funds and accounts; prepare the Annual Operating and Capital Budgets for fiscal and operational accountability; coordinate the annual financial audit and preparation of the Comprehensive Annual Financial Report(CAFR)to verify proper fiscal reporting; ensure all Federal, State, and County fiscal reporting requirements are fulfilled; administer the City's Accounts Payable, Accounts Receivable, Payroll, and Business License functions; and oversee the City's purchasing functions, ensuring proper practices are in place, and that fiscal and operational responsibility is upheld. BUDGET OVERVIEW The FY 2013/14 Financial Services program budget reflects the anticipated revenues and expenditures associated with providing financial operations and services. Revenues in this program are comprised of the processing and service fees collected from providing Business License program 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 steadily flow in due to the revenues generated from the ongoing compliance audit. 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 Financial Services expenditure budget reflects an increase in staffing costs due in part to the addition of the Finance Manager position. As the Division's financial oversight duties had been managed with the assistance of highly experienced part-time temporary Sr. Accountant staff time (retirees) and extensive exempt overtime, the organizational restructuring of duties is not fully measurable in dollars. Additionally, the increase in staffing costs reflects benefits not provided for temporary staff, and annual staffing cost increases. One-time funding for 200 hours of the temporary Sr. Accountant's time to transition functions over to the new regular Finance Manager position is also included. The remainder of the program's expenditures reflect continued streamlining of operational expenses, including the elimination of bank courier services, the continued delay of a planned Transient Occupancy Tax audit,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. 127 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 42,457 41,560 40,000 41,810 41,500 Other Sources 16,117 8,198 10,000 10,175 10,000 TOTAL REVENUES $ 58,574 $ 49,758 $ 50,000 $ 51,985 $ 51,500 EXPENDITURES Salaries and Benefits 619,498 640,944 685,904 653,372 794,251 Op erating Expenditures Materials&Supplies 11,130 7,551 10,500 6,722 10,800 Fees&Charges 9,558 9,924 11,420 9,741 11,680 Consultants&Contract Services 48,299 29,847 84,575 51,469 75,100 Meetings,Events&Training 584 1,766 3,950 2,200 5,700 Total Operating Expenditures 69,570 49,088 110,445 70,133 103,280 Internal Service Charges 106,422 110,530 116,007 116,006 116,985 TOTAL EXPENDITURES $ 795,490 $ 800,562 $ 912,356 $ 839,510 $ 1,014,516 FY 2013/14 WORKPLAN PRIORITIES Financial Audit-The City's five-year Financial Audit contract was completed with the FY 2011/12 year-end audit. After an RFP process concludes with the selection of new auditors for the next audit contract term, Finance staff expects to spend additional time to acquaint and educate the new auditors on the City's processes and accounting structure. Reporting Enhancements-Update and improve the City's Operating and Capital Budget to meet new GFOA requirements; make improvements to the Comprehensive Annual Financial Report, Monthly Treasurers Reports, and Quarterly Budget Reports to improve 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. 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. Collection Agency Services- Staff will research and pursue options for contracting with a collection agency for uncollectible billings and deposits. Emergency Operations 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 forms in conformance with FEMA requirements. 128 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES KEY SERVICES • Prepare and 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 FINANCIAL SERVICES STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Administrative Services Director 0.85 0.80 0.80 0.80 Finance Manager - - - 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 - - - - Human Resources Technician - - - - Information Technology Administrator - - - - Information Technology Technician - - - - Total FTEs 4.75 4.70 4.70 5.70 2010/11 2011/12 2012/13 2013/14 TemporaryStaff'Hours Funded Funded Funded Funded Sr.Accountant 960 1,200 1,200 200 IT Technician - - - - HR Technician - - - - Intern - - - - Total Annual Hours 960 1,200 1,200 200 129 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES 2010/11 2011/12 2012/13 2013/14 PERFORMANCE OBJECTIVES &MEASURES Actual Actual Estimated Budget 1. Assure legal and fiscal accountability to the public,in compliance with established accounting standards. a. Annual Financial Statements receive an'Unqualified Yes Yes Yes Yes Opinion'fromthe City's independent auditor: b. Governmental Finance Officer Association(CiFOA) Yes Yes Yes Yes 'Certificate of Achievement of Excellence in Financial Reporting'awarded to the City: 2. Utilize long-range forecast and annual operating and capital budgets to prepare accurate budget workplans in compliance with standard budgeting practices and in alignment with Council goals. a. Percent of time actual expenditures do not exceed a fund's 100% 1000/0 100% 100% approved budget appropriations: b. Governmental Finance Officer Association(CFOA) Yes Yes Yes Yes 'Certificate of Achievement of Excellence in Budgeting' awarded to the City: 3. Provide timely and accurate financial reporting in compliance with standards and regulations: 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 100% 100% 100% 100% completed and filed by deadlines: c. Percent of County annual financial reports completed and 100% 100% 100% 100% filed by deadlines: d. Percent of time revenue analyses are completed within 30 83% 100% 100% 100% days of month-end: 4. Provide responsible financial oversight utilizing effective internal controls to administer accounting functionsfor City funds and accounts. a. Percentage of accounts payable invoices paid accurately 97% 96% 100% 100% and on-time: b. Percentage ofpayroll checks paid accurately and on-time: 99.80% 100% 100% 100% 2010/11 2011/12 2012/13 2013/14 ACTIVITY&WORKLOAD HIGHLIGHTS Actual Actual Estimated Budget 1 Number of corrections resulting from annual financial audit: 0 1 0 0 2 Number of cash receipt batches processed annually: 1,188 1,220 1,305 1,244 3. Number of Business Licenses issued annually: 2,112 2,124 2,060 2,104 4. Number of invoices entered into Accounts Payable system: 6,072 5,760 7,212 7,000 5. Average number of accounts payable checks issued weekly: 56 49 51 50 6. Number of payroll checks,paycheck vouchers,and stipends 1,970 1,881 1,885 1,799 issued annually: 130 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 In March, 2011, the Human Resources Division was assigned to the Administrative Services Department to enhance employee administration and work process efficiencies. The FY 2011/12 budget year and forward will reflect this change in the budget schedules, with prior year financial and staffing reflected in the City Manager's Department. 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). As recommended in the department's organizational study, the long-term part-time temporary HR Technician position was converted to a .75 FTE benefited staff position with .65 FTE in Human Resources, and the remaining .10 FTE in the Non-Departmental section's Workers Compensation program. 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 and administrative 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; and contract employment legal services. Also included in the FY 2013/14 budget is ongoing operational funding for supplies, association dues, employee and organizational training,and the employee assistance program(EAP). A new program expense this budget year is the $3,500 annual license and software support fee for the online performance appraisal system NEOGOV. This software is the first step toward moving the division's personnel management systems into an electronic platform. 131 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits - 226,109 244,579 244,316 275,663 Op erating Exp enditures Materials&Supplies - 2,100 1,100 3,908 1,300 Fees&Charges - 10,776 11,460 10,708 11,365 Consultants&Contract Services - 91,004 40,100 30,793 42,900 Meetings,Events&Training - 6,950 14,100 9,787 13,950 Total Operating Expenditures - 110,831 66,760 55,196 $ 69,515 Internal Service Charges - 29,323 29,583 29,583 30,178 TOTAL EXPENDITURES $ - $ 366,263 $ 340,922 $ 329,095 $ 375,356 FY 2013/14 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). Employee Policies and Procedures - Create new or modify existing policies and procedures and continue compliance with legal requirement. Recruitment and Selection - Conduct recruitment and selection processes in accordance with agreed upon scheduled target dates. Volunteer Saratoga! - Increase opportunities and promotion efforts of the City's "Volunteer Saratoga!" program in the community. Classification/Compensation Study-Conduct a classification/compensation study. HR Technology Improvements- Implement on-line Performance Appraisal System to enhance tracking capabilities and efficiencies. 132 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES KEY SERVICES • Serve as Custodian of Records (Pursuant to Penal Code section 11102.2(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 • Manage the City's self-insured workers compensation program as part of the Association of Bay Area Governments(ABAG) Shared Risk Pool(SHARP) • 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 (MOU's)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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Administrative Services Director - 0.05 0.10 0.10 Human Resources Manager - 0.95 0.90 0.90 Human Resources Technician - - - 0.65 Total FTE's - 1.00 1.00 1.65 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Sr.Accountant - - - - IT Specialist - - - - HR Technician - 1,568 1,568 - Student Intern - - - 320 Total Annual Hours - 1,568 1,568 320 * This schedule reflects FTEs as funded in the Human Resources Program. Portions of FTEs assigned to Internal Service Funds or other programs, are reflected in the appropriate FTE schedules. 133 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES 2010/11 2011/12 2012/13 2013/14 PERFORMANCE OBJECTIVES &MEASURES Actual Actual 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 law policy and benefit contract administration. a. Manage contracts to ensure compliance with current 100% 100% 100% 100% laws,memoranda of understanding,and City policies and procedures. b. Regularly reviewing contracts to ensure theat the most 100% 100% 100% 100% cost-effective method of providing required insurances is maintained. c. Regularly reviewing contracts to ensure that they meet 100% 100% 100% 100% the needs of the organization. d. Providing contract interpretation,and acting as a liaison 1000/0 100% 100% 100% between the provider and the customer employee. 2010/11 2011/12 2012/13 2013/14 ACTIVITY&WORKLAAD HIGHLIGHTS Actual Actual Estimated Budget 1 Number of recruitments conducted for regular,benefited positions. 0 4 3 7 2 Number of employment applications received and processed: 0 500 1,085 2,100 3 Total number of employees(benefited,non-benefited,and 78 68 70 70 temporary,part-time and full-time): 4 Number of participants in Volunteer Saratoga program 302 160 180 180 5 Value of volunteer hours: $149,888 $59,000 $59,720 $60,000 6 Number of meet and confer process hours: 700 1,040 520 175 7 Number of training hours offered to employees: 36 36 99 96 134 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". After the City issues a new RFP for MFD equipment and selects a vendor, a new five year lease agreement will begin in late 2013. Maintenance and support services will be included in the lease agreements. Conversely, the City's postage machine was purchased rather than leased due to a different set of circumstances. The postage machine is a lower cost piece of 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. For FY 2013/14, the service chargeback to the departments was set slightly higher than expected operational costs to ensure fund balance is maintained in line with reserve policy, as underfunding in past years had lowered fund balance to below the minimum reserve policy of 25%. In addition to maintaining sufficient working capital in the reserve fund, the postage machine equipment replacement will be funded from fund balance savings in a few years,not through either of the Equipment Replacement Internal Service Funds. This will require an accumulation of approximately$15,000 in excess of the 25%minimum. The current budget year service chargeback level was increased to a higher funding level to ensure adequate funds are available for the upcoming equipment replacement, along with providing some flexibility in operations as the MFD lease is still to be negotiated. 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 135 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT OFFICE SUPPORT SERVICES SOURCE&US E OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 26,830 15,831 11,220 11,220 24,020 Total Beginning Fund Balance $ 26,830 $ 15,831 $ 11,220 $ 11,220 $ 24,020 Revenues Charge for Services 8,535 10,626 12,000 12,086 12,000 Internal Service Charges 30,000 40,000 55,000 55,000 55,000 Total Revenues $ 38,535 $ 50,626 $ 67,000 $ 67,086 $ 67,000 TOTAL SOURCE OF FUNDS $ 65,365 $ 66,457 $ 78,220 $ 78,306 $ 91,020 US E OF FUNDS Expenditures Operating Expenditures Materials&Supplies 17,161 15,991 19,200 17,233 18,500 Fees&Charges 29,232 37,281 37,050 35,951 43,650 Consultants&Contract Services 3,142 1,965 3,000 1,101 3,000 Total Operating Expenditures $ 49,534 $ 55,236 $ 59,250 $ 54,285 $ 65,150 Internal Service Charges - - - - - Total Expenditures $ 49,534 $ 55,236 $ 59,250 $ 54,285 S 65,150 Operating Transfers Transfer Out - - - - - Total Operating Transfers - - - - - Ending Fund Balance Unassigned 15,831 11,220 18,970 24,020 25,870 Total Ending Fund Balance $ 15,831 $ 11,220 $ 18,970 $ 24,020 $ 25,870 TOTALUSEOFFUNDS S 65,365 $ 66,457 $ 78,220 $ 78,306 $ 91,020 136 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 through service chargebacks for operational support to the City's programs. FY 2013/14 chargebacks will continue to be funded at$400,000 as sufficient fund balance remains to offset a slight underfunding of program operations. 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 will reduce hardware costs while providing off-site capabilities. Funding is provided for IT support services on an as-needed basis. With the ever increasing demand driven by new technology, the breadth of knowledge and expertise necessary for implementation and support of new technology requires the assistance of a consultant which can provide high-level assistance for ever-changing and specialized IT projects, as well as for emergency operations backup. The consultant draws upon multiple staff in the firm, for specialized training and skills to implement projects, and to support and train IT staff in new and specialized technology,as needed. With the ongoing need for an IT Technician to provide essential backup and desk-top support, the full-time temporary IT Technician position was converted to a benefited full-time position effective FY 2013/14, resulting in an increase to salary and benefit costs. The remaining program expenditures reflect very little change from the prior year. 137 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ■ INFORMATION TECHNOLOGY SERVICES SOURCE&US E OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 213,941 231,064 256,702 256,702 281,285 Total Beginning Fund Balance $ 213,941 $ 231,064 $ 256,702 $ 256,702 $ 281,285 Revenues Other Sources - - - 257 - Internal Service Charges 400,000 400,000 400,000 400,000 400,000 Total Revenues $ 400,000 $ 400,000 $ 400,000 $ 400,257 $ 400,000 TOTAL SOURCE OF FUNDS $ 613,941 $ 631,064 $ 656,702 $ 656,959 $ 681,285 USE OF FUNDS Expenditures Salaries and Benefits 200,448 206,092 209,740 201,378 236,916 Operating Expenditures Materials&Supplies 11,957 6,369 7,750 8,966 16,450 Fees&Charges 10,230 10,013 24,140 13,607 25,940 Consultants&Contract Services 134,482 124,456 145,533 116,045 142,413 Meetings,Events&Training - 661 2,200 2,282 2,200 Total Operating Expenditures 156,669 141,501 179,623 140,900 187,003 Fixed Assets - - - - - Internal Service Charges 25,760 26,769 33,395 33,395 36,307 Total Expenditures S 382,877 $ 374,362 $ 422,758 $ 375,674 $ 460,226 Ending Fund Balance Unassigned 231,064 256,702 233,944 281,285 221,059 Total Ending Fund Balance $ 231,064 $ 256,702 $ 233,944 $ 281,285 $ 221,059 TOTAL US E OF FUNDS $ 613,941 $ 631,064 $ 656,702 $ 656,959 $ 681,285 FY 2013/14 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. Prospect Center IT Room - Install a backup offsite location to provide redundancy for primary network servers and additional backup data management through a point-to-point connection. 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. 138 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. eTrakIT Online Permit Payment—Define and implement workflow procedures that will allow the public to view existing permits and pay outstanding balances online through the City's website. 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Administrative Services Director 0.15 0.15 0.10 0.10 Information Technology Administrator 1.00 1.00 1.00 1.00 Information Technology Technician - - - 1.00 Total FTEs 1.15 1.15 1.10 2.10 2010/11 2011/12 2012/13 2013/14 Temp onaryStaffHours Funded Funded Funded Funded Sr.Accountant - - - - IT Technician 2,040 2,000 2,000 - HR Technician - - - - Student Intern - - - - Total Annual Hours 2,040 2,000 2,000 - 139 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Support the delivery of technology services to citizens, residents,businesses,other governmental agencies,and internal City departments. a. Percent of time online services are available to the public 99% 99% 97% 99% through the City's website and resource links: b. Percent of time network remains available during normal 96% 98% 98% 98% business hours: c. Percent of time IT responds/resolves support requests 95% 98% 98% 99% within one working day: d. Percent of time IT responds to technology system 100% 100% 100% 100% emergency events: e. Number of telephone system failures restored during 5 2 0 0 nonnal business hours: 2. Provide technology solution oversight and project management support to improve citywide functions. a. Number of system upgrades or modifications for which IT 4 4 5 3 staff provides project management support: b. Number of new technology sytems or equipment for 3 4 5 7 which oversight and support is provided by IT staff. 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1. Number of users supported: 80 77 76 75 2. Number of IT software applications monitored and 19 22 23 24 maintained: 3. Number of network servers maintained: 14 16 18 20 4. Number of desktop systems maintained: 56 59 59 57 5. Number of laptop systems maintained: 17 17 17 17 6. Number of network copiers,printers,plotters,scanners,fax 32 25 25 24 machines,and postage machines maintained: 7. Number oflandlines serviced and maintained: 67 70 70 75 8. Number of cell phones and PDAs serviced and maintained: 35 33 33 31 140 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 funding schedule on the following page illustrates the approximate annual IT Equipment Replacement charges, as calculated by tracking citywide equipment costs and lifespan to 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. The charge back to the appropriate departments 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 slightly as equipment replacement needs are revised and projected costs are more finely determined. In addition, scheduled replacements may extend into the following fiscal year if equipment which was to be replaced is delayed due to continued functionality. Planned replacements for the budget year total $59,200 and include: $18,300 for desktop,monitors, and laptop computer replacements, $20,000 for 3 network server replacements, $2,500 for printers, $9,000 for network switches, routers, firewalls, and UPS battery equipment. Another $1,000 is set aside for communication equipment and$8,400 for Microsoft Office software. 141 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ■ INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND S OURCE&USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS . Beginning Fund Balance Unassigned 186,686 185,567 156,760 156,760 156,318 Total Beginning Fund Balance $ 186,686 $ 185,567 $ 156,760 $ 156,760 $ 156,318 Revenues ISF Charge Back Fees 50,000 50,000 46,236 46,236 55,000 Total Revenues $ 50,000 $ 50,000 $ 46,236 $ 46,236 $ 55,000 Operating Transfers Transfer In from General Fund - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 236,686 $ 235,567 $ 202,996 $ 202,996 $ 211,318 US E OF FUNDS Expenditures Operating Expenditures Materials&Supplies 51,119 53,844 52,600 46,678 59,200 Total Operating Expenditures 51,119 53,844 52,600 46,678 59,200 Internal Service Charges - - - - - Total Expenditures $ 51,119 $ 53,844 $ 52,600 $ 46,678 $ 59,200 Operating Transfers Transfer Out to General Fund - - - - - Transfer Out to CIP - 24,963 - - Total Operating Transfers $ - $ 24,963 $ - $ - $ - Ending Fund Balance Unassigned 185,567 156,760 150,396 156,318 152,118 Total Ending Fund Balance $ 185,567 $ 156,760 $ 150,396 $ 156,318 $ 152,118 TOTAL USE OF FUNDS $ 236,686 $ 235,567 $ 202,996 $ 202,996 $ 211,318 KEY SERVICES • Accumulate and provide annual funding for technology asset replacement • Assess IT equipment for proper replacement timing • Identify and procure best solution equipment 142 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND IT EQUIPMENT REPLACEMENT SCHEDULE Per Total Total Per IT Equipment Units Unit Cost Lifespan Year Computer Systems Desktop PC 51 850 43,350 5 8,670 Work Stations 8 2,000 16,000 5 3,200 Monitors 69 300 20,700 7 2,957 Laptops 17 1,500 25,500 7 3,643 S oftware Operating System 58 600 34,800 7 4,971 Hardware Check Printer 1 1,500 1,500 5 300 Counter Printers 2 1,500 3,000 5 600 Telephone System 1 60,000 60,000 20 3,000 Desktop Battery 57 100 5,700 3 1,900 Server Battery 3 2,000 6,000 4 1,500 IT System Servers Exchange Server 1 10,000 10,000 5 2,000 Virtual Server 2 10,000 20,000 5 4,000 File/Print Server 1 7,000 7,000 5 1,400 Backup Server 1 7,000 7,000 5 1,400 Voicemail Server 1 7,000 7,000 5 1,400 Laserfiche Server 1 7,000 7,000 5 1,400 Granicus Servers 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 Vermont Server 1 7,000 7,000 5 1,400 Domain Controller 1 1 5,000 5,000 5 1,000 SQL Server 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 Sharepoint Server 1 1,000 1,000 5 200 Network Equipment Switch-Admin.Services/CM O 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 2 3,000 6,000 5 1,200 Switch-Saratoga Prospect Center 2 3,000 6,000 5 1,200 Firewall-Primary 1 3,000 3,000 5 600 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 391,550 58,791 143 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT 144 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 staff's 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 While the economy has strengthened and development activity picked up considerably over the last year, the Community Development Department is projecting little change in the number of development reviews to be processed and building permits issued from the 2012/13 fiscal year. Activity at the public service counter has stabilized and the number of planning applications, a forecast for future building permits,has stayed constant. 145 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT Economic forecasts for the local Bay Area economy predict a continued growth in job opportunities which should result in a healthier residential real estate market and increased economic opportunities for local businesses. With the increase in development activity,the FY 2012/13 revenues are estimated to support more than 97% of expenditures. And with development activity stabilizing, budgeted projections reflect approximately the same amount of revenue for FY 2013/14; however cost recovery will decrease slightly, to about 91% due to a proposed staffing increase. Close review of revenues will continue throughout the year, and adjustments made as needed. With Development reflecting the continuance of this level of activity, the Development Services expenditure budget is planned at approximately the same level of activity. However, the Advanced Planning budget reflects an increase as the General Plan Update Fees will provide funding specific for maintenance of the General Plan. Advanced Planning expenditures include $50,000 to complete the General Plan Noise Element and Noise Ordinance and$40,000 to start the update of the General Plan Housing Element. With the Chief Building Official's retirement at the end of FY 2012/13 and the stabilizing of development activity, staff proposes to re-organize the Building Division to increase service levels. Under the proposed restructuring, the Chief Building Official position would be defended and a new Senior Inspector / Plans Examiner position would be created. This new position will provide the Building Division more flexibility during swings in the development cycle by allocating staff resources where they are most needed: either in building inspections, code enforcement, or plan checking. All of the formal Chief Building Official duties would shift to the Department Director. Salary savings as a result of this restructuring would offset a portion of a proposed new staff position for a Permit Technician. This position would staff the Building Counter and assist in the intake of applications and issuance of permits. A Permit Technician position would enable the public services counter to remain open in the afternoons Monday through Thursday. Additionally, code enforcement duties would be shared as needed, enhancing administrative and regulatory response. 146 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ■ GENERAL FOND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - Fees,Licenses and Permits 1,000,388 1,092,109 1,226,765 1,408,832 1,248,815 Charge for Services 732,096 829,356 735,500 772,506 801,000 Other Sources 1,612 1,184 - 2,444 1,000 TOTAL REVENUES $1,734,095 $1,922,649 $1,962,265 $2,183,782 $2,050,815 EXPENDITURES kmm Salaries and Benefits 1,591,214 1,447,562 1,544,585 1,551,471 1,718,142 Operating Expenditures Materials&Supplies 10,009 17,109 10,550 20,828 13,650 Fees& Charges 30,677 28,622 31,968 34,440 20,174 Consultant& Contract Services 34,071 56,036 163,300 104,081 135,700 Meetings,Events& Training 4,715 3,250 6,500 2,296 8,900 Total Operating Expenditures 79,472 105,017 212,318 161,644 178,424 Internal Service Charges 311,077 335,217 333,738 333,738 348,034 TOTAL EXPENDITURES $1,981,762 $1,887,796 $2,090,641 $2,046,853 $2,244,601 TOTAL DEPARTMENTAL EXPENDITURES BYDIVISION/PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Development Services 821,240 822,267 917,270 925,009 975,717 Advanced Planning 148,916 144,716 162,020 115,740 233,121 Code Compliance 184,066 92,821 96,967 104,799 101,500 Building Inspection Services 827,540 827,991 914,384 901,305 934,263 TOTAL GENERAL FUND $1,981,762 $1,887,796 $2,090,641 $2,046,853 $2,244,601 SPECIAL REVENUE FUNDS CDBGFund 291,071 - - - - Housing&Rehabilitation Program 210,748 - - - - TOTAL SPECIAL REV FUNDS $ 501,819 $ - $ - $ - $ - TOTAL EXPENDITURES $2,483,582 $1,887,796 $2,090,641 $2,046,853 $2,244,601 147 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT DEPARTMENT STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 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 1.00 - Sr.Building Inspector - - - 1.00 Building Inspector 2.00 2.00 2.00 2.00 Permit Technician - - - 1.00 Office Specialist II/III 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 1.00 - - Total FTEs 12.00 12.00 11.00 12.00 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern 940 940 940 - Office Specialist II/III 800 800 800 800 Total Annual Hours 1,740 1,740 1,740 800 COMMUNITY DEVELOPMENT STAFF-BY DIVIS ION/PROGRAM 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Development Services 4.50 4.50 4.75 4.85 Advanced Planning 0.95 0.95 0.50 0.65 Code Compliance 1.25 1.25 0.60 0.70 Building&Inspections 5.30 5.30 5.15 5.80 TOTALS 12.00 12.00 11.00 12.00 148 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, while lower than in years past, have for the most part stabilized over the last few years. 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 have been declining. Expenditures remain fairly constant from last year, with a slight increase in staffing costs representing the realignment of some positions due to the department's full staffing. With the addition of a Permit Technician to the Building Division to manage the Building Counter, the Planning Counter hours for walk-in service will be extended to the afternoons Monday through Thursday, as the Permit Technician will call Planning Staff when needed. 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 a review of building height limits in the CV and CN districts and an update to the Residential Design Handbook. The City's economic development programs will continue to be administered through Development Services in FY 2013/14, along with the Village Fagade Improvement program, assisting the Chamber of Commerce's efforts, and working with owners of chronically vacant properties. 149 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Takes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 92,765 82,399 82,000 97,577 80,200 Charge for Services 427,188 508,375 435,500 425,188 441,000 Other Sources 1,592 1,184 - 1,944 1,000 TOTAL REVENUES $ 521,545 $ 591,958 $ 517,500 $ 524,709 $ 522,200 EXPENDTI'URES Salaries and Benefits 625,276 599,786 693,173 708,748 742,028 Operating Expenditures Materials&Supplies 7,443 15,804 7,700 14,543 8,700 Fees& Charges 10,401 9,402 11,135 12,710 10,089 Consultant& Contract Services 23,759 35,652 36,800 23,450 39,200 Meetings,Events& Training 3,515 1,775 5,000 2,096 5,000 Total Operating Expenditures 45,118 62,633 60,635 52,799 62,989 Fixed Assets - - - - - Internal Service Charges 150,847 159,848 163,462 163,462 170,700 TOTAL EXPENDITURES $ 821,240 $ 822,267 $ 917,270 $ 925,009 $ 975,717 FY 2013/14 WORKPLAN PRIORITIES Review of Building Height Limits-Planning staff is assisting the Planning Commission in their review of the differing height limits in the C-V and C-N zoning districts between commercial and multi-family buildings. The Commission has conducted two community outreach meetings and a study session to review these differences and is expected to make a recommendation to the City Council in April 2013. Update to the Residential Design Review Handbook-Planning staff is assisting the Planning Commission in updating the Residential Design Review Handbook. Efforts are focused on minimizing ambiguity by referring to architectural features that contribute to a building's bulk and mass, such as roof forms and wall planes. Adding techniques related to windows, balconies, and site placement in the handbook will also help address reasonable expectations of privacy and views. 150 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Community Development Director 0.60 0.60 0.50 0.50 Senior Planner 0.70 0.70 0.65 0.65 Planner I/II 1.40 1.40 1.80 1.80 Senior Arborist 0.90 0.90 0.90 0.90 Plan Check Engineer - - - - Building Official - - - Sr.Building Inspector - -Building Inspector - - - Permit Technician - - - 0.10 Office Specialist II/VI 0.90 0.90 0.90 0.90 Code Compliance Specialist - - - - Total FTE's 4.50 4.50 4.75 4.85 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern 940 940 940 - Office Specialist II/VI 800 800 800 800 Total Annual Hours 1,740 1,740 1,740 800 151 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES 2010/11 2011/12 2012/13 2013/14 PERFORMANCE OBJECTIVES &MEASURES Actual Actual 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 deemine them complete or incomplete: b. Review all zone clearances fromthe Building Division within 95% 95% 95% 95% 2 weeks: 2. Analyze and process development applications efficiently and effectively. a. Process applications to Planning Commission within an hifo'mation 90% 90% 90% average of 4 weeks of deeming the application complete: no t available b. Return all phone calls within 24 hours from the time 95% 95% 95% 95% received: c. Percentage of applications continued by Planning Information 5% 5% 5% no t available Coma-fission: d. Percentage of applications appealed to the Planning 5% 5% 5% 5% Commission or City Council: e. Percentage of applications upheld by the City Council: Information 95% 95% 95% no t available 3. Effectively administer H-UDfunding ofprojects andprograms targeted at households oflow and moderate income. d. Number of capital projects: 2 2 1 1 e. Funds allocated to capital projects: 89,066 78,460 60,150 60,150 4. Enhance community awareness ofland use projects. a. Percent of notices sent within 10 days of Planning kfonnation 100% 100% 100% Commission meetings: no t available 2010/11 2011/12 2012/13 2013/14 ACTIVITY&WORKLOAD HIGHLIGHTS Actual Actual Estimated Budget 1 Number of planning projects processed: 233 235 230 235 2. Number of tree removal permits processed: 347 308 384 350 3. Number of Arborist plan reviews: 65 80 80 85 4. Number of Planning Commnission Meetings: 17 20 21 23 5. Number ofPlannning Commission Study Sessions: 9 15 16 20 6. Number of Heritage Preservation Commission Meetings: 9 12 12 12 7. Number of public input meetings for citywide programs: hif°"nation 2 3 5 no t available 8. Number of complex projects(General Plan,amendments/ 9 8 12 15 rezonings,city code amendments,environmental review): 152 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING The purpose of the Advanced Planning program is to guide 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 Budgeted General Plan Update Fee revenues for FY 2013/14 are projected to remain near FY 2012/13 actual receipts. The majority of advanced planning work will continue to be completed in-house thereby reducing the cost paid to consultants. The FY 2013/14 budget includes $40,000 to complete the update to the Noise Element and$50,000 to start the update process for the Housing Element. Each year,work is completed by staff and/or consultants on at least one of the City's General Plan Elements. In FY 2012/13, the Safety Element was updated and work began on updating the Noise Element. The Noise Element and Noise Ordinance update will be completed in FY 2013/14 and work will begin on updating the Housing Element. Advanced Planning work also involves ongoing and anticipated annexations as well as Zoning Ordinance updates. 153 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING GENERAL FUND REVENUES AND EXPENDTI'URES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 149,563 169,574 180,000 226,973 200,000 TOTAL REVENUES $ 149,563 $ 169,574 S 180,000 $ 226,973 $ 200,000 EXPENDITURES Salaries and Benefits 134,608 126,992 91,685 95,000 125,868 Operating Expenditures Materials& Supplies 132 285 - 22 - Fees& Charges 625 3,170 4,000 2,224 1,000 Consultant& Contract Services 619 - 50,500 2,659 90,500 Meetings,Events& Training - - - - - Total Operating Expenditures 1,375 3,454 54,500 4,905 91,500 Internal Service Charges 12,933 14,270 15,835 15,835 15,753 TOTAL EXPENDITURES $ 148,916 $ 144,716 $ 162,020 $ 115,740 $ 233,121 FY 2013/14 WORKPLAN PRIORITIES General Plan Update - State law requires the City's General Plan elements to be updated within an established number of years. Staff began the process of updating the Noise Element in FY 2012/13, and will complete this work in FY 2013/14. The update to the Housing Element will also begin this fiscal year. 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. In addition to the annual code updates,the Noise Ordinance will be completely updated in conjunction with the update to the Noise Element. 154 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING 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 ADVANCED PLANNING STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Community Development Director 0.25 0.25 0.25 0.30 Senior Planner 0.20 0.20 0.25 0.25 Planner I/II 0.50 0.50 - 0.10 Senior Arborist - - - - Plan Check Engineer - - - - Building Official - - - - Sr.Building Inspector - - - - Building Inspector - - - - Permit Technician - - - - Office Specialist II/VI - - - - Code Compliance Specialist - - - - Total FTE's 0.95 0.95 0.50 0.65 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Office Specialist II/VI - - - - Total Annual Hours - - - - 155 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 Yes Yes Yes Yes to revise 5 of 7 elements within last eight years: 2 Mandatory General Plan Elements updated within last eight years. a. Housing Element: Yes No No Yes b. Land Use Element: Yes No No No c. Circulation and Transportation Element: Yes No No No d. Conservation Element: Yes No No No e. Open Space Element: Yes No No No f. Noise Element: No No Yes Yes g. Safety Element: No No Yes Yes 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget I Number of ordinances completed(multiple section updates): 7 4 5 3 2 General Plan Elements updated: 1 0 2 2 3 Number of General Plan amendments requested: hnfonnation 1 1 1 not available 4 Annexation applications in process: kfomation 3 1 1 not available 156 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE The purpose of the City's Code Compliance program is to support community health, safety, and welfare with zoning, planning, business license, and other codes as reflected in the City Code. Compliance is achieved through education, enforcement of laws and codes, and 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 for Noise Exception Permits,Massage Permits, and Solicitor Permits. The Code Compliance program is being implemented through the Building Division and the new Senior Inspector will supervise the program with assistance from the City Arborist and Planning staff. Salaries, benefits, and internal services charges are the only expenditures attributable to the program aside from postage charges. 157 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE ■ GENERAL FOND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 12,471 9,600 8,265 5,655 6,365 Other Sources 20 - - 500 - TOTAL REVENUES $ 12,491 $ 9,600 $ 8,265 $ 6,155 $ 6,365 EXPENDITURES Salaries and Benefits 155,717 63,527 87,214 95,022 93,113 Operating Expenditures Materials&Supplies 154 - 100 - 200 Fees& Charges 528 148 - 124 150 Consultant& Contract Services 2,425 955 - - - Meetings,Events& Training - - - - - Total Operating Expenditures 3,107 1,103 100 124 350 Internal Service Charges 25,243 28,192 9,653 9,653 8,037 TOTAL EXPENDITURES $ 184,066 $ 92,821 $ 96,967 $ 104,799 $ 101,500 FY 2013/14 WORKPLAN PRIORITIES Abatement Priorities—Prioritize responses to code compliance cases based on the Council's adopted priorities and procedures.. 158 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Community Development Director 0.10 0.10 0.10 0.05 Senior Planner - - - - Planner LII - - 0.10 Senior Arborist 0.05 0.05 0.05 0.015 Plan Check Engineer - - - Building Official - - 0.15 - Sr.Building Inspector - - - - Building Inspector - - 0.10 0.50 Permit Technician - - - - Office Specialist II/VI 0.10 0.10 0.10 0.10 Code Compliance Specialist 1.00 1.00 - - Total FTE's 1.25 1.25 0.60 0.70 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Office Specialist II/VI - - - - Total Annual Hours - - - - 159 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 Information aIfo—"lion 90% 90% hours of receipt: notavatlable not available 2 Ensure compliance with City regulations forpermitted activities. a. Annual number of Solicitor Permits issued: 75 80 40 40 d. Annual number of Noise Permits issued: 20 20 30 30 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Annual number of new code enforcement cases : Information 80 100 100 no t available 2 Total number of Administrative Citations: 0 1 5 0 3 Cases requiring City Attorney review: 4 2 2 2 160 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 a variety of permits (building, electrical, plumbing, mechanical, and grading), plan checking services, and document fees (used for the conversion of paper documents to digital format). Building Permit fees are calculated based on the valuation of a 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. At the beginning of the decline in development activity(FY 2008/09), a Building Inspector was defunded. An additional FTE position (Code Compliance Specialist) was defunded in FY 2012/13. The retirement of the Chief Building Official and the stabilizing of development activity have provided an opportunity to re-organize staffing and increase service levels within the Building Division effective as of FY 2013/14. The Chief Building Official position will be defunded and a new Senior Inspector/ Plans Examiner position will be created and funded (no change in FTEs). This new position will provide the Division more flexibility during swings in the development cycle by allocating staff resources where they are most needed; in either Building Inspection, Code Enforcement,or Plan Checking services. As part of the restructuring, a new Permit Technician position is proposed to staff the Building Counter and assist in the intake of applications and issuance of permits. This would enable the Sr. Building Inspector to address other duties,and keep the Planning and Building Counters open during the afternoons Monday through Thursday. Both counters have been only open during the mornings due to the lack of staffing. 161 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 745,589 830,536 956,500 1,078,628 962,250 Charge for Services 304,908 320,981 300,000 347,319 360,000 TOTAL REVENUES $1,050,497 $1,151,517 $1,256,500 $1,425,946 $1,322,250 EXPENDITURES P Salaries and Benefits 675,613 657,257 672,513 652,702 757,133 Operating Expenditures Materials&Supplies 2,281 1,021 2,750 6,262 4,750 Fees& Charges 19,123 15,902 16,833 19,382 8,935 Consultant& Contract Services 7,269 19,429 76,000 77,971 6,000 Meetings&Events 1,200 1,475 1,500 200 3,900 Total Operating Expenditures 29,872 37,827 97,083 103,815 23,585 Internal Service Charges 122,054 132,908 144,788 144,788 153,545 TOTAL EXPENDITURES $ 827,540 $ 827,991 $ 914,384 $ 901,305 $ 934,263 FY 2013/14 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. Successful Staffing Transition - The Division re-organization will present many opportunities to refine processes from issuing permits,plan checking,and inspections. The day-to-day operations of the Division will no longer be monitored by a Chief Building Official but will be shared by the Senior Inspector and Plans Check Engineer under the supervision of the Community Development Director. Staff will focus on refining procedures under this new structure. 162 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Community Development Director 0.05 0.05 0.15 0.15 Senior Planner 0.10 0.10 0.10 0.10 Planner MI 0.10 0.10 0.10 0.10 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 1.00 0.85 - Sr.Building Inspector - - - 1.00 Building Inspector 2.00 2.00 1.90 1.50 Permit Technician - - - 0.90 Office Specialist II/VI 1.00 1.00 1.00 1.00 Code Compliance Specialist - - - - Total FTE's 5.30 5.30 5.15 5.80 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Office Specialist II/VI - - - - Total Annual Hours - - - - 163 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. Ensure property improvements comply with City Building Codes. a. Percentage of inspections delivered within 48 hours of 95% 95% 95% 95% request: b. Percentage of plan checks completed within 45 days of 95% 95% 95% 95% receipt: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of Building Division permits issued: 1,270 1,400 1,500 1,400 2. Number of Over-the-Counter Plan Checks for Remodels: 240 250 250 250 3. Number of inspections performed: 3,950 4,200 4,200 4,200 4 Number of building plan checks completed: 250 280 280 280 5 Dollar value of construction permitted(in$Millions): 34.0 50.0 50.0 50.0 164 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT BLOCK GRANT FUND The Department of Housing and Urban Development (HUD) makes annual disbursements of Housing and Community Development Act (HCDA) funds for eligible projects and activities, including activities that benefit low and moderate income persons; aid in the prevention or elimination of slums or blight; and meet urgent community development needs. Santa Clara County administers this grant program, in compliance with Title I of the Federal Housing and Community Development Act of 1974. In 2011, Santa Clara County revised the CDBG program to a competitive allocation of funds for local service providers (e.g., SASCC). Each City provides the County with a statement of local priorities for public service funding. Saratoga has designated Senior Adult Care Services and Emergency Assistance Services as their local priority. Each participating Urban County City will also be allocated a portion of funding for capital projects(e.g.,ADA). The City will have to apply directly to the County for these funds to determine eligibility and compliance with HUD and County CDBG goals. BUDGET OVERVIEW In past years, the CDBG program functioned as a funding mechanism to track approved grants and transfer funding reimbursements to the appropriate program or CIP project when received. As such, staffing, fiscal year objectives,and key services were not included in this program. With the transfer of the CDBG program oversight to the County, this fund closed effective with the FY 2011/12 year end. No activity will occur in future years, however the fund statement of sources and uses will remain in the budget until prior year activity phases out of the budget. 165 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT BLOCK GRANT FUND ■ STATEMENT OFSOURCE&USEOFFUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned (9,621) - - - - Total Beginning FundBalance $ (9,621) $ - $ - $ Revenues Intergovernmental Revenues 300,692 - - - - Total Revenues $ 300,692 $ - $ - $ Operating Transfers In Transfer In - - - - - Total Operating Transfers In S - $ - $ - $ - $ - TOTAL SOURCEOFFUNDS S 291,072 $ - $ - $ - $ - USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures $ - $ - $ - $ - $ - Operating Transfers Transfer Out-Admin Fee 15,000 - - - - Transfer Out-Service Gants 28,550 - - - - Transfer Out-SSR Curb Ramps 105,040 - - - - Transfer Out-ADA Signals 138,691 - - - - Transfer Out-Museum Ramps - - - - - Transfer Out-ADA Hakone 3,791 - - - - Total Operating Transfers $ 291,071 $ - $ - $ - $ - Ending Fund Balance Unassigned - - - - - Total Ending Fund Balance $ - $ - $ - $ - $ - TOTAL USE OF FUNDS $ 291,071 $ - $ - $ - $ - 166 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT SARATOGA HOUSING AND REHABILITATION PROGRAM In previous years, Saratoga's Housing and Rehabilitation Program, known as SHARP, offered low interest housing rehabilitation loans exclusively for Saratoga low-income residents. The program was established to provide low or no-interest loans to income-eligible homeowners for home repairs such as new roofs and electrical upgrades. The City transferred the administration of the Housing Program to the JPA numerous years ago; however, the JPA did not assume the administration of the loans issued by the City until FY 2005/06. At that time, the County assumed all of the outstanding loans with the exception of the eight no- interest Mid-Peninsula Housing Coalition loans. Since then, the Mid-Peninsula loan payments were added to the fund balance in the Housing Conservation Fund. For several years,the City pursued numerous marketing programs to promote the availability of SHARP loans to Saratoga residents. It had become apparent that the City was not equipped to be successful in this pursuit as staff had not received any applications for the program in several years. The impact of this lack of new loans was an increasing balance of unspent CDBG funds, thereby putting the City in jeopardy of losing the CDBG capital and non-public service project funding due to a limitation on the amount of overall CDBG funds that could be carried over from year to year. BUDGET OVERVIEW In FY 2010/11, Santa Clara County agreed to absorb the remaining available housing funds and outstanding loans into their broader countywide program for future distribution, with the understanding that Saratoga residents would be given priority on a first-come, first-serve basis if no other County-wide persons applied for the funds. The program is now folded into the Santa Clara County Rehabilitation Program under the Housing and Community Development Act. The City's SHARP program was thus terminated, and the fund closed effective with the FY 2010/11 year end. No activity will occur in future years, however the fund statement of sources and uses will remain in the budget until prior year activity phases out of the budget. 167 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT SARATOGA HOUSING AND REHABILITATION PROGRAM STATEWENT OF SOURCE&USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 210,033 - - - Total Beginning Fund Balance $ 210,033 $ - Revenues Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 714 - - - - Internal Service Charges - - - - - Total Revenues $ 714 $ - $ - $ - $ - Operating Transfers In Transfer In(from CDBQ - - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 210,748 $ - $ - $ - $ - US E OF FUNDS Expenditures Operating Expenditures - - - - - Materials&Supplies - - - - - Fees& Charges 210,748 - - - - Consultant& Contract Service,, - - - - - Meetings,Events& Training - - - - - Total Operating Expenditures 210,748 - - - - Grants - - - - - Fixed Assets - - - - - Total Expenditures $ 210,748 $ - $ - $ - $ - Operating Transfers Transfer Out - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned - - - - Total Ending Fund Balance - - - - - TOTAL USE OF FUNDS $ 210,748 $ - $ - $ - $ - 168 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 169 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 Beginning in FY 2007/08, and ongoing into the future, the Public Works Department budget was restructured to separate operating from capital improvement expenditures. The restructuring included shifting staff positions to operational programs within the General Fund, moving Gas Tax revenues and street improvement projects to the Capital Improvement Budget, and consolidating support expenditures and equipment costs into Internal Service Funds so these activities are properly charged back to departmental functions. The FY 2013/14 budget holds most operational revenues and expenditures at prior year service levels. Exceptions stem from ongoing increases in environmental programs, and increases in the Parks & Landscape Maintenance Program contract services. This year there will be additional maintenance costs and irrigation for the newly landscaped medians on Fruitvale Avenue. This project is a joint effort between West Valley Community College and the City for beautification of Fruitvale Avenue. Increases for the West Valley Clean Water Program this year include new permit requirements, increased permit costs and office relocation. Changes in the Parks Department include increases in janitorial services in the parks, lawn services for dethatching at Congress Springs Park and one- time money for new irrigation controllers which will save on future water costs. The Department will also see a .1 FTE increase for FY 2013/14. The Department's Analyst is retiring in July, and the new Analyst will overlap the position during the first month to ensure a smooth transition. Performance Measures are included in the operational programs: General Engineering; Development Engineering; Environmental Services; Streets and Storm Drains; Parks and Landscape Maintenance; and Vehicle and Equipment Maintenance. 170 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - 163,954 163,954 163,954 Intergovernmental Revenues 24,110 23,571 175,863 208,682 185,000 Fees,Licenses and Permits 88,839 94,226 92,800 130,214 91,250 Charge for Services 337,219 275,525 263,688 313,553 297,115 Rental Income 118,120 177,993 123,342 128,447 113,803 Other Sources 21,641 16,164 78,963 22,896 47,133 TOTALREVENUES $ 589,929 $ 587,480 $ 898,610 $ 967,747 $ 898,255 EXPENDITURES Salaries and Benefits 2,500,288 2,395,770 2,337,882 2,340,746 2,457,359 Operating Expenditures Materials&Supplies 77,773 81,899 79,870 76,516 91,700 Fees&Charges 467,448 505,901 486,999 522,736 513,818 Consultants&Contract Services 622,426 627,559 850,310 794,639 869,820 Meetings,Events&Training 5,069 6,330 5,500 4,878 7,400 Total Operating Expenditures 1,172,716 1,221,689 1,422,679 1,398,769 1,482,738 Internal Service Charges 647,459 700,973 802,704 802,705 901,203 TOTAL EXPENDITURES $ 4,320,463 $ 4,318,432 $ 4,563,265 $ 4,542,221 $ 4,841,300 DEPARTMENTAL EXPENDITURES BY FUND/DIVIS ION/PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Engineering $ 465,610 $ 469,404 $ 471,625 $ 476,908 493,949 Development Engineering 187,417 191,598 200,513 205,693 208,074 Environmental Services 496,370 545,492 650,264 619,024 676,188 Streets&Storm Drains 1,182,999 1,186,626 1,278,166 1,284,436 1,378,138 Parks&Landscape M aint 1,988,066 1,925,312 1,962,697 1,956,160 2,084,951 TOTAL GENERAL.FUND $ 4,320,463 $ 4,318,432 $ 4,563,265 $ 4,542,221 $ 4,841,300 INTERNAL SERVICE FUNDS Equipment Maintenance 211,441 219,786 225,477 227,604 232,750 Equipment Replacement 4,856 10,000 95,000 95,000 240,000 TOTAL INTERNAL SERVICES $ 216,297 $ 229,786 $ 320,477 $ 322,604 $ 472,750 SPECIAL REVENUE FUNDS Landscape&Lighting Districts 396,379 432,862 633,929 423,644 604,700 TOTALS PECIAL REVENUE $ 396,379 $ 432,862 $ 633,929 $ 423,644 $ 604,700 TOTAL DEPT EXPENDITURES $ 4,933,140 $ 4,981,080 $ 5,517,671 $ 5,288,469 $ 5,918,751 171 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PUBLIC WORKS DEPARTMENT STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 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 1/II 0.90 0.90 0.90 1.00 Office Specialist II/III 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 1.00 - - Parks Maintenance Worker I/11/111 6.00 5.90 6.00 6.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 1.00 2.00 Street Maintenance Specialist 1.00 1.00 1.00 - Street Maintenance Worker I/11/111 4.00 4.00 4.00 4.00 Total FTEs 21.65 21.55 20.65 20.75 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Eng iMeering Inspectors* 1,840 2,760 2,760 2,760 M aimenance Workers 2,040 2,000 - - Total Annual Hours 3,880 4,760 2,760 2,760 *10%of one Temporary Engineering Insp ector assigned to Development Engineering,remainder of time reflected in General Engineering staff schedule but assigned to and funded by CIP Projects. PUBLIC WORKS DEPARTMENT S TAFF-BY DIVIS ION/PROGRAM 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded General Engineering 2.05 2.05 2.05 2.10 Development Engineering 0.95 0.95 0.95 0.95 Environmental Services 0.95 0.95 0.95 1.00 Streets&Storm Drains 7.60 7.60 7.60 7.60 Parks&Landscape 9.40 9.30 8.40 8.40 Vehicle Equipment Maintenance 0.70 0.70 0.70 0.70 TOTALS 21.65 21.55 20.65 20.75 172 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 General Engineering program staff and operating budget is consistent with prior year's functions and service levels, providing ongoing support for the Capital Improvement Program's infrastructure maintenance and improvement objectives. Revenue fluctuations are limited to encroachment permits and reimbursements for engineering staff time spent on capital projects. General Engineering anticipates approximately $90,000 will be received for encroachment permits in FY 2013/14, slightly less than the $100,000 earned in the prior year, however CIP Project reimbursements are expected to bring in almost$40,000,the same amount of revenue as the prior year. General Engineering operating expenditures reflect consistent service levels through most of 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. The remaining expenses are for operational office support, landscape assessment services, and VTA Congestion Management fees. 173 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 86,057 93,726 91,800 131,417 90,250 Other Sources 12,237 9,096 77,763 19,971 39,633 TOTAL REVENUES $ 98,294 $ 102,822 $ 169,563 $ 151,388 $ 129,883 EXPENDITURES Salaries and Benefits 293,376 303,421 299,918 309,708 315,310 Op erating Exp enditures Materials&Supplies 1,992 1,594 2,000 1,945 2,500 Fees&Charges 23,146 22,784 25,204 23,277 25,455 Consultants&Contract Services 60,565 47,759 54,500 52,145 59,500 Meetings,Events&Training 249 247 400 230 400 Total Operating Expenditures 85,952 72,384 82,104 77,597 87,855 Internal Service Charges 86,283 93,599 89,603 89,603 90,784 TOTAL EXPENDITURES $ 465,610 $ 469,404 $ 471,625 $ 476,908 $ 493,949 FY 2013/2014 WORKPLAN PRIORITIES Capital Improvement Program Oversight- Provide plans, specifications, estimates and right-of-way plans, coordinate consultants, and administer contracts. 2013/14 CIP Projects include the Highway 9 Safety Project, Hakone Gardens Driveway Repair,Quito Road Bridges, and the Village Enhancement Project. Improvement Program Oversight-Design and manage improvement projects, including street repaving and resurfacing including curb,gutter, sidewalk,and drainage improvements. Traffic Management - Receive citizen concerns and investigate; utilizing the city's Traffic Engineer and Traffic Safety Commission as needed. Complete and approve the City of Saratoga's Speed Survey which reviews and sets speed limits on city streets. Laserfiche Document Management Project - Staff will continue to prepare the backlog of Public Works documents for scanning services, and when returned, assess the quality of the files to ensure they are legible, complete,and correctly scanned and indexed. 174 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 S TAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 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 1/II 0.45 0.45 0.45 0.50 Office Specialist II/VI 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - Parks Maintenance Worker 1/11/111 - - - Street Maintenance Manager - - - Street Maintenance Lead - - - Street Maintenance Worker 1/11/111 - - - - Total FTE's 2.05 2.05 2.05 2.10 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Insp ectors* 1,748 2,668 2,668 2,668 Maintenance Workers - - - - Total Annual Hours 1,748 2,668 2,668 2,668 *Engineering Inspectors reflected in General Engineering staff schedule for tracking purposes,but assigned to and funded by CIP Projects. 175 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. Increase Public Safety through Traffic Management. a. Respond to traffic safety concerns from residents: 100% 100% 100% 100% 2. Maintain safe,well-functioning roadway infrastructure. a. Issue encroachment permits for residential projects within 100% 95% 95% 95% 3 weeks of receipt of application: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of traffic concerns investigated and completed: 20 24 18 15 2 Number of encroachment permits issued: 140 144 180 150 3 Numberof bids issued 7 10 8 8 3 Number of contracts executed: 12 14 15 12 176 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 utilized for engineering work on their development applications. The deposits pay for various types of engineering consultant services that are outsourced, 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. The downturn in the economy severely impacted private development over the last several years;however fees from a subdivision project helped to offset the decrease in private development for the FY 2010/11 and 2011/12 fiscal years. In FY 2012/13, private development activity increased slightly, revenues came in a bit stronger, and then were boosted higher again due to two small subdivision projects. The FY 2013/14 revenue projection is cautiously optimistic, based on the strengthening economy and a resulting further increase in development. Budgeted operational expenses are minimal in this program; FY 2013/2014 expenditures are consistent with prior years and limited to office supplies, GIS services, and internal service charges. 177 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 2,782 500 1,000 (1,203) 1,000 Charge for Services 174,384 106,599 84,000 145,435 89,000 TOTAL REVENUES $ 177,166 $ 107,099 $ 85,000 $ 144,232 $ 90,000 EXPENDITURES Salaries and Benefits 151,072 153,390 154,769 163,747 160,121 Op erating Expenditures Materials&Supplies 335 236 250 752 250 Fees&Charges 7 28 25 288 300 Consultants&Contract Services 2,500 1,495 4,700 138 4,700 Total Operating Expenditures 2,842 1,759 4,975 1,178 5,250 Internal Service Charges 33,504 36,449 40,769 40,769 42,703 TOTAL EXPENDITURES $ 187,417 $ 191,598 $ 200,513 $ 205,693 $ 208,074 FY 2013/2014 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. 178 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 STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 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 II/VI 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Worker I/11/111 - - - - Street M aintenance M anager - - - - Street Maintenance Lead - - - - Street Maintenance Worker I/11/111 - - - - Total FTE's 0.95 0.95 0.95 0.95 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Inspectors* 92 92 92 92 Maintenance Workers - - - - Total Annual Hours 92 92 92 92 179 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING 2010/11 2011/12 2012/13 2013/14 PERFORMANCE OBJECTIVES &MEASURES Actual Actual Estimated Budget 1. Maintain a high quality oflife through development reivew by adhering to City standards a. Percentage of development applications reviewed within 90% 90% 90% 90% 30 days: 2010/11 2011/12 2012/13 2013/14 ACTIVITY&WORKLOAD HIGHLIGHTS Actual Actual Estimated Budget 1. Number of development applications processed: 22 45 40 35 2. Number of development applications requiring geologic 22 15 26 20 review: 180 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 environmental 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. Under the current West Valley Solid Waste Joint Powers Agreement contract, cities must pay for the additional services incurred when more than 4%of their population uses the Household Hazardous Waste Collection Program. BUDGET OVERVIEW Environmental Services receives several types of revenue. The AB 939 Refuse Surcharge which,projected at $15,000, is fairly minimal. To fund the environmental program costs, the West Valley Solid Waste Joint Powers Agreement established a franchise fee surcharge to provide designated funding for JPA dues, HHW augmentation, and additional street sweeping services beginning FY 2012/13. Approximately $164,000 in surcharge revenue is expected in FY 2013/14. In FY 2013/14, $50,000 is allocated to augment the household hazardous waste collection program services available to Saratoga residents. The augmentation is based on the estimated use of the Household Hazardous Waste Collection Program,which continues to grow each year. Other program expenses are comprised of staff time and costs associated with environmental programs and regulatory requirements. Notable expenditures include $215,000 for the Santa Clara Valley Urban Runoff Pollution Prevention Program and West Valley Clean Water Program fees, $35,000 for West Valley Solid Waste 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. 181 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes: Franchise Fees - - 163,954 163,954 163,954 Intergovernmental Revenues 24,110 23,571 21,000 39,249 15,000 TOTAL REVENUES $ 24,110 $ 23,571 $ 184,954 $ 203,203 $ 178,954 EXPENDITURES Salaries and Benefits 118,915 120,500 124,728 127,964 134,023 Op erating Expenditures Materials&Supplies - 9,768 - - - Fees&Charges 203,185 223,454 223,300 223,509 250,688 Consultants&Contract Services 158,734 174,258 278,585 243,899 267,500 Total Operating Expenditures 361,919 407,480 501,885 467,408 518,188 Internal Service Charges 15,536 17,512 23,651 23,651 23,977 TOTAL EXPENDITURES $ 496,370 $ 545,492 $ 650,264 $ 619,024 $ 676,188 FY 2013/2014 WORKPLAN PRIORITIES Clean Water Program - Collectively, the Cities of Saratoga, Campbell, Monte Sereno, and the Town of Los Gatos participate in and fund the Clean Water Program for administrative guidance and implementation compliance of the Regional NPDES (National Pollution Discharge Elimination System) Stormwater Permit. Program guidance and assistance includes permit administration,public outreach, code compliance, attendance at local stormwater 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. The current agreement with West Valley Collection&Recycling for garbage and recycling services is set to expire in February 2014. Prior to that,the Authority Board is expected to make a decision on whether to extend the current agreement, enter into a new agreement with West Valley Collection&Recycling,or request proposals for garbage and recycling collection services. 182 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) 2010/11 2011/12 2012/13 2013/14 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 MI 0.45 0.45 0.45 0.50 Office Specialist II/VI 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Worker I/11/111 - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Worker 1/11/11I - - - - Total FTE's 0.95 0.95 0.95 1.00 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Inspectors* - - - - Maintenance Workers - - - Total Annual Hours - - - - 183 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES 2010/11 2011/12 2012/13 2013/14 PERFORMANCE OBJECTIVES &MEASURES Actual Actual Estimated Budget 1. Provide effective oversight ofwaste collection and recycling programs a. Tons of solid waste collected in Saratoga: 31,593 29,011 31,328 31,100 b Tons of solid waste diverted from landfills: 19,664 17,175 19,072 19,300 b Meet state requirements for garbage diversion: Yes Yes Yes Yes 2 Protect Saratoga's natural environment through participation in the West Valley Clean Water Program a. Percentage of regional meetings attended: 90% 90% 90% 90% b. Respond to reports of illicit and illegal discharges: 100% 100% 100% 100% 2010/11 2011/12 2012/13 2013/14 ACTIVITY&WORKLOAD HIGHLIGHTS Actual Actual Estimated Budget 1 Number of Saratoga residents participating in Countywide 951 767 951 951 Household Hazardous Waste Program: 2 Miles of streets swept per month: 275 275 550 550 3 Number of bags of garbage collected at creek clean-up 12 25 16 15 events: 184 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 2013//14. 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 other designated street program operating revenue is the Utility Box to Grade fees, which for FY 2013/14 are projected to total$40,000. The program's expenditure budget is fairly consistent with the prior year expenditures,with the exception of a $15,000 increase for maintaining new street and parking lot lights in the Village and at Saratoga Prospect Center,and a$40,000 increase in vehicle maintenance and replacement internal service fund charges. Overall, the Streets and Storm Drain 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). 185 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT M STREETS&STORM DRAINS GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - 154,863 169,433 170,000 Charge for Services 2,156 2,912 12,568 798 40,000 Other Sources 9,404 - - - - TOTAL REVENUES $ 11,560 $ 2,912 $ 167,431 $ 170,231 $ 210,000 EXPENDITURES Salaries and Benefits 853,213 842,782 851,744 854,558 903,460 Operating Exp enditures Materials&Supplies 8,435 7,724 8,550 8,479 11,100 Fees&Charges 22,398 21,700 22,500 27,771 23,200 Consultants&Contract Services 45,457 38,016 61,500 60,287 70,000 Meetings,Events&Training 3,396 2,905 5,100 4,568 5,500 Total Operating Expenditures 79,686 70,345 97,650 101,105 109,800 Internal Service Charges 250,101 273,499 328,772 328,773 364,878 TOTAL EXPENDITURES $ 1,182,999 $ 1,186,626 $ 1,278,166 $ 1,284,436 $ 1,378,138 FY 2013/2014 WORKPLAN PRIORITIES Pavement Assessment Survey Update - Every few years, Public Works receives a Metropolitan Transportation Commission grant to update the Pavement Management Program with a real-time assessment of current pavement conditions. The pavement assessment survey is used to establish a priority order for future paving projects. Saratoga streets received an overall rating of 74 out of 100 in a 2007 survey. In 2011 the pavement assessment survey indicated a rating of 76. Street systems with scores within the 70 -89 range are considered"Very Good". This latest ranking places Saratoga 4th among cities in Santa Clara County. Next year's survey is already underway and should be completed near the beginning of FY 2013/14. 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. 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). 186 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 STREETS &STORM DRAINS STAFF Full Time Equivalents(FTE)* 2010/11 2011/12 2012/13 2013/14 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 Ml - - - - Office Specialist II/VI 0.40 0.40 0.40 0.40 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - Parks Maintenance Worker I/11/111 - - - - Street Maintenance Manager 0.95 0.95 0.95 0.95 Street Maintenance Lead 1.00 1.00 1.00 2.00 Street Maintenance Specialist 1.00 1.00 1.00 - Street Maintenance Worker I/11/111 3.75 3.75 3.75 3.75 Total FTE's 7.60 7.60 7.60 7.60 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Inspectors* - - - Maintenance Workers - - - Total Annual Hours - - - - 187 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. To provide safe and functional roadway systems throughout the City. a. Maintain Pavement Condition Index average above 70 72 76 76 76 (out of 100 total points): b. Percentage of potholes repaired within 24 hours of 100% 100% 1000/0 100% notification: 2. Maintain safe,well functioning infrastructure: a. Storm drains cleaned and maintained to function properly 1,300 1,300 1,300 1,300 and avert damage from major storm events: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of signs installed and replaced: 820 960 1150 1000 2 Amount of Grant funding the City received for street $482,500 $633,700 $466,800 $500,000 resurfacing: 188 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 14parks, 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;the City retains maintenance of the facility's infrastructure. BUDGET OVERVIEW Budgeted revenues for this program is comprised of field use fees from sport user groups and administrative fees from Landscape & Lighting Districts for staffing oversight, engineering services, legal fees and maintenance. With two maintenance worker retirements in FY 2011/12, a maintenance worker was hired to replace one retirement, and additional landscape contract services were added to offset the elimination of the other staff position in FY 2012/13. Contract services now maintain the Library and Civic Center grounds, along with additional contract services for increases in parks monthly landscape services and park bathroom janitorial services. FY 2013/14 contract service expenses reflect additional increases in downtown pedestrian lighting, monthly park landscape services and trail maintenance, and general repairs and maintenance. After a review of internal services funding levels and allocations, funding levels were increased, resulting in an additional $62,000 of vehicle maintenance and equipment replacement charges expensed to this program. 189 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services 160,678 166,015 167,120 167,320 168,115 Other Sources - 7,068 1,200 2,925 7,500 Rental Income 118,120 177,993 123,342 128,447 113,803 TOTAL REVENUES $ 278,799 $ 351,076 $ 291,662 $ 298,692 $ 289,418 EXPENDITURES Salaries and Benefits 1,083,713 975,678 906,723 884,769 944,445 Operating Exp enditures Materials&Supplies 67,011 62,577 69,070 65,340 77,850 Fees&Charges 218,712 237,935 215,970 247,891 214,175 Consultants&Contract Services 355,171 366,031 451,025 438,170 468,120 Meetings,Events&Training 1,423 3,177 - 80 1,500 Total Operating Expenditures 642,318 669,721 736,065 751,481 761,645 Internal Service Charges 262,035 279,914 319,909 319,909 378,861 TOTAL EXPENDITURES $ 1,988,066 $ 1,925,312 $ 1,962,697 $ 1,956,160 $ 2,084,951 FY 2013/2014 WORKPLAN PRIORITIES Water Efficiency-The Parks and Landscape Maintenance Division will further upgrade the City's irrigation system to increase water efficiency 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 will be installed in Beauchamps Park, Bonnet Way,Fruitvale Avenue, and Arroyo Saratoga LLA to increase water efficiency. Fruitvale Avenue Median Improvements - Staff will prepare landscaping plans for the Fruitvale Median capital project. This is a joint median beautification project with West Valley College, which involves the installation of an irrigation system and landscaping on Fruitvale Avenue between Allendale Avenue and San Marcos Road. The project will also restore the edge of the median and repair the drainage system. Playground Safety Improvements-Staff will oversee 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 space upgrades in Blaney Plaza and landscape and irrigation renovations in the downtown parking districts. Court Resurfacing-Resurface the tennis and basketball court at Beauchamps Park. 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. 190 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 &LANDSCAPING STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 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 I/II - - - - Office Specialist II/VI 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 1.00 - - Parks Maintenance Worker MI/III 5.75 5.65 5.75 5.75 Street Maintenance Manager - - - - Street Maintenance Lead - Street Maintenance Worker I/II/III - - - - Total FTE's 9.40 9.30 8.40 8.40 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Inspectors* - - - - Maintenance Workers 2,040 2,000 - - Total Annual Hours 2,040 2,000 - - 191 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. Maintain safety standards in parks and playgrounds. a. Percentage of parks with playground equipment 100% 100% 100% 100% inspected monthly: 2. Protect Saratoga's natural beauty by maintaining parks and open space. a. Percentage of reports of needed park maintenance 100% 100% 100% 100% receiving response within 48 hours: b. Percentage of reports of needed trail maintenance 1000/0 100% 100% 100% receiving response within 48 hours: 3 Protect the environment through sustainable practices. a. Staff Maintenance workers maintaining pesticide licenses: 1000/0 100% 100% 100% b. Improved irrigation controllers installed to increase water hfonnatlo" 2 1 4 efficiency: no t available C. Turf removed and converted to landscape orhardscape for water conservation(in square feet): 45,301 32,267 10,250 7,000 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of sport user group agreements: 12 12 12 12 2 Total acres of City parks maintained: 61 61 125 125 3 Total number of new trees planted in City parks: 83 124 70 40 192 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 $250,000 for FY 2013/14 to offset the ongoing increases in total expenses over the last several years. 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. 193 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE ■ S OURCE AND USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 54,258 42,817 23,031 23,031 10,427 Total Beginning Fund Balance $ 54,258 $ 42,817 $ 23,031 $ 23,031 $ 10,427 Revenues Internal Service Charges 200,000 200,000 215,000 215,000 250,000 TOTAL REVENUES $ 200,000 $ 200,000 $ 215,000 $ 215,000 $ 250,000 Operating Transfers In Transfer In - - - - - Total Operating Transfers $ - $ - S - $ - $ - TOTAL SOURCE OF FUNDS $ 254,258 $ 242,817 $ 238,031 $ 238,031 $ 260,427 USE OF FUNDS EXPENDITURES Salaries and Benefits 76,250 74,689 76,251 76,929 79,416 Operating Expenditures Materials&Supplies 64,408 69,815 61,500 63,308 63,425 Fees&Charges 5,660 5,361 6,000 5,055 6,000 Consultant&Contract Services 27,739 31,224 40,000 40,587 40,000 Internal Service Charges 37,384 38,697 41,726 41,726 43,909 Total Expenditures $ 211,441 $ 219,786 $ 225,477 $ 227,604 $ 232,750 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 42,817 23,031 12,554 10,427 27,677 Total Ending Fund Balance $ 42,817 $ 23,031 $ 12,554 $ 10,427 $ 27,677 TOTAL USE OF FUNDS $ 254,258 $ 242,817 $ 238,031 $ 238,031 $ 260,427 194 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE FY 2013/2014 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Public Works Director - - - - Senior Civil Engineer - - - - Assistant/Associate Engineer - - - - Administrative Analyst I/II - - - - Office Specialist II/VI 0.10 0.10 0.10 0.10 Parks Maintenance Manager 0.05 0.05 0.05 0.05 Parks Maintenance Lead - - - - Parks Maintenance Worker I/11/1II 0.25 0.25 0.25 0.25 Street Maintenance Manager 0.05 0.05 0.05 0.05 Street Maintenance Lead - - - - Street Maintenance Worker I/11/111 0.25 0.25 0.25 0.25 Total FTE's 0.70 0.70 0.70 0.70 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Engineering Inspectors* - - -Maintenance Workers - - - - Total Annual Hours - - - - 195 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 20% 20% 17% 17% (including hybrid vehicles): 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of vehicles maintained: 27 27 23 23 2 Number of oil changes performed per year: 31 50 46 46 3 Number of required smog checks performed per year: 14 13 13 13 196 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 The FY 2013/14 total allocated chargebacks increased to $200,000 this budget year for fees charged to department programs with vehicles and equipment on the replacement schedule. This increase was necessary to offset the replacement program's underfunding strategy used during the last few years to assist the General Fund operating budget. While full replacement funding is not required to be held in reserve, sufficient funds must be available to pay for the vehicles and equipment to be replaced in any given year and after a review of upcoming scheduled replacements, it is necessary to bring funding levels back up to rebuild the replacement fund balance. For FY 2013/14, $240,000 is budgeted to purchase replacement equipment. Prior year's accumulated funding is used to purchase the planned vehicle and equipment replacement expenditures for this year, as shown in the replacement schedule on following pages. This year's allocation will replace two current Ford F-150 CNG vehicles for plug-in electric/hybrid vehicles. This will maintain the number of alternative fuel/electric vehicles in the City's fleet, in line with the objective of Alternative Vehicle Assessment. Other aging equipment scheduled for replacement are the 1998 Toro 580D mower which was downgraded to a smaller more economical mower for Kevin Moran Park, a 1998 Jacobsen mower,and a Sod cutter all used for field conversions from Soccer to Baseball at Congress Springs Park, and a 1998 Kubota Loader. All of these pieces of equipment have been extended form the original replacement schedule. These replacements will keep us in line with our objective of well-maintained vehicles and equipment. Staff had also extended the life of vehicle# 105, a 2003 Chevy dump truck, for one additional year due to the vehicle's condition and newly purchased tires. Staffing is not assigned to this program as the Internal Service Fund operates purely as a funding set-aside for vehicle and equipment replacements. 197 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND ■ SOURCE AND USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 236,229 331,373 437,088 437,088 442,088 Total Beginning Fund Balance $ 236,229 $ 331,373 $ 437,088 $ 437,088 $ 442,088 Revenues Other Sources - 15,715 - - - Internal Service Charges 100,000 100,000 100,000 100,000 200,000 Total Revenues $ 100,000 $ 115,715 $ 100,000 $ 100,000 $ 200,000 Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 336,229 $ 447,088 $ 537,088 $ 537,088 $ 642,088 USE OF FUNDS EXPENDITURES Fixed Assets 4,856 10,000 95,000 95,000 240,000 Internal Service Charges - - - - - Total Expenditures $ 4,856 $ 10,000 $ 95,000 $ 95,000 $ 240,000 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 331,373 437,088 442,088 442,088 402,088 Total Ending Fund Balance $ 331,373 $ 437,088 $ 442,088 $ 442,088 $ 402,088 TOTAL US E OF FUNDS $ 336,229 $ 447,088 $ 537,088 $ 537,088 $ 642,088 198 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND FY 2013/2014 WORKPLAN PRIORITIES Vehicle Replacement — Purchase replacement vehicles and equipment in accordance with the FY 2013/14 replacement schedule. Vehicle Extensions—Extend vehicle #105, a 2003 Chevy 3500 dump truck, one additional year as it remains in good condition and has newly purchased tires. 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 2013/14 VEHICLE& EQUIPMENT REPLACEMENT SCHEDULE Current Yr Current Asset Estimated Program Asset# Purch Vehicle /Equipment Life Assigned Cost Vehicles Bldg&hisp 99 2002 Ford Escape 12 Building hispector 41,000 Bldg&Insp 101 2002 Ford Escape 12 Building Inspector 41,000 Equipment Parks 2001 Jacobsen Mower 12 60,000 Parks 2007 Sod Cutter 7 10,000 Parks 1998 Toro 560D Mower 16 18,000 Parks 1998 Kabota Loader 16 70,000 $ 240,000 199 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT -4r 200 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE & LIGHTING DISTRICTS The City maintains 25 Landscape and Lighting Districts throughout the City through 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 eighteen 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 Landscape and Lighting 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 assessment is increased. 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 that were 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 presented here is a summary of 25 separate funds. Each budget 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 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 prevent the City from paying for unplanned costs up front, and waiting to be repaid in following years. 201 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE&LIGHTING DISTRICTS SOURCEAND USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCEOFFUNDS Beginning Fund Balance Unassigned 440,389 504,125 562,504 562,504 621,947 Total Beginning Fund Balance $ 440,389 $ 504,125 $ 562,504 $ 562,504 $ 621,947 Revenues Property Taxes 180,236 184,242 172,550 193,634 180,500 L&L Assessments 276,725 304,840 290,539 287,489 304,436 Other Sources 3,155 2,159 1,645 1,964 1,995 Total Revenues $ 460,115 $ 491,241 $ 464,734 $ 483,087 $ 486,931 TOTAL SOURCE OF FUNDS $ 900,505 $ 995,366 $ 1,027,238 $ 1,045,591 $ 1,108,878 USE OF FUNDS Expenditures Op erating Expenditures 65 Materials&Supplies - - - - - Fees&Charges 259,465 267,278 275,945 286,701 280,200 Consultant&Contract Sery 136,915 165,585 357,984 136,943 324,500 Total Operating Expenditures 396,379 432,862 633,929 423,644 604,700 Total Expenditures $ 396,379 $ 432,862 $ 633,929 $ 423,644 $ 604,700 Ending Fund Balance Unassigned 504,125 562,504 393,309 621,947 504,178 Total Ending Fund Balance $ 504,125 $ 562,504 $ 393,309 $ 621,947 $ 504,178 TOTAL USE OF FUNDS $ 900,505 $ 995,366 $ 1,027,238 $ 1,045,591 $ 1,108,878 202 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE&LIGHTING DISTRICT FY 2013/2014 WORKPLAN PRIORITIES District Assessments— Staff will continue to closely monitor all Landscaping and Lighting 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 2013/14 Annual District Assessments Number of Parcel Total Total Zone# Assessment District Parcels Assessment Assessment Property Tax Lighting Districts 231 Village Lighting District - - - 59,000 232 Azule LightingDistrict 120 - - 27,000 233 Sarahills Lighting District 64 98.19 6,284 - Landscape Districts 241 Arroyo de Saratoga Landscape District 250 71.94 17,985 - 242 Bonnet Way Landscape District 41 127.29 5,219 243 Carnelian Glen 20 200.60 4,012 244 Cunningham/Glasgow Landscape District 31 280.90 8,708 - 245 Fredericksburg Landscape District 85 67.86 5,768 700 246 Greenbriar Landscape District 176 124.47 21,907 5,400 247 Kerwin Ranch Landscape District 16 741.63 11,866 - 248 Leutar Court Landscape District 9 424.44 3,820 - 249 Manor Drive Landscape District 29 87.66 2,542 3,400 251 McCarty sville Landscape District 48 287.77 13,813 - 252 Prides Crossing Landscape District 864 62.04 53,606 - 253 Saratoga Legends Landscape District 15 617.93 9,269 - 254 Sunland Park Landscape District 200 80.22 16,044 - 255 Tricia Woods Landscape District 9 287.11 2,584 - Landscape&Lighting Districts 271 Beauchamps Landscape District 55 167.16 9,194 - 272 Bellgrove Landscape&Lighting District 94 762.62 71,686 - 273 Gateway Landscape&Lighting District 11 1,336.27 14,699 - 274 Horseshoe Landscape&Lighting District 52 223.19 11,606 - 275 Quito Lighting District 698 - - 51,000 276 Tollgate Landscape&Lighting District 61 162.62 9,920 - 277 Village Commercial Landscape District 132 - - 34,000 278 Brookglen Landscape&Lighting Dist 92 78.84 3,904 - 3,172 $ 304,436 $ 180,500 203 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT -4r 204 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, Theatre, 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 future, 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 205 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 2013/14 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 65.4%). In FY 2012/13, a retirement prompted a staff restructuring that resulted in the elimination of a Senior Recreation Supervisor and the creation of a second Recreation Coordinator position (no increase in FTE's). This change 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 2013/14,the cost recovery percentage is expected to be 69%. With an increased focus on implementing citywide Liability Program best practices, an additional .05 FTE of the Director position,who functions as the City's Risk Manager, is assigned to the Risk Management/Liability program to reflect actual time spent. 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. 206 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUE'S Fees,Licenses and Pennits 6,530 5,777 6,500 8,725 9,500 Charge for Services 649,954 611,321 684,500 634,760 742,000 Rental Income 225,787 235,579 262,900 232,236 253,250 Other Sources 84 60 - 45 - TOTAL REVENUES $ 882,355 $ 852,736 $ 953,900 $ 875,765 $1,004,750 EXPENDITURES Salaries and Benefits 658,494 645,755 695,714 647,904 686,714 Operating Expenditures Materials&Supplies 13,493 14,234 22,275 22,596 33,925 Fees& Charges 16,160 16,566 20,380 20,955 21,950 Consultants& Contract Services 402,084 356,282 411,150 382,334 441,900 Meetings,Events& Training 1,625 402 2,300 379 2,950 Total Operating Expenditures 433,363 387,485 456,105 426,264 500,725 Internal Service Charges 230,295 236,258 244,325 244,325 262,956 TOTAL EXPENDITURES $1,322,152 $1,269,497 $1,396,144 $1,318,493 $1,450,395 TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Recreation Services 945,962 900,930 981,588 938,742 1,029,859 Teen Services 66,461 67,859 72,611 67,955 57,101 Facility Rentals 309,728 300,708 341,945 311,796 363,435 TOTAL GENERAL FUNDS $1,322,152 $1,269,497 $1,396,144 $1,318,493 $1,450,395 INTERNAL SERVICES FUNDS Building Maintenance 726,653 732,592 767,229 771,882 800,270 TOTAL INTERNAL SERVICES $ 726,653 $ 732,592 $ 767,229 $ 771,882 $ 800,270 TOTAL EXPENDITURES $2,048,805 $2,002,090 $2,163,373 $2,090,375 $2,250,665 207 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION&FACILITIES DEPARTMENT STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 1.00 0.80 0.75 0.70 Senior Recreation Supervisor 1.00 1.00 - - Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Coordinator - - 2.00 2.00 Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist 11/111 1.90 1.90 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 1/1I/1II 2.00 2.00 2.00 2.00 Total FTEs 9.50 9.30 9.35 9.30 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,362 1,500 1,500 1,500 Recreation Leaders 2,667 500 500 3,335 Total Annual Hours 4,029 2,000 2,000 4,835 The departmental FTE schedule above includes both General Fund and Internal Fund staffing assigned to this department. 30 percent of the Recreation&Facilities Director's FTE is assigned to and funded by the Risk Liability program in the Non-Departmental section,and is therefore not reflected in the department total above. RECREATION&FACILITIES STAFF-BY DIVISION/PROGRAM 2010/11 2011/12 2012/13 2013/14 Recreation Staff By DivisionA'Mgram Funded Funded Funded Funded Recreation Services 3.70 3.65 3.90 3.85 Teen Services 0.40 0.40 0.30 0.30 Facililty Rentals 1.25 1.25 1.50 1.50 Building Maintenance 3.95 4.00 3.65 3.65 Risk Management-in Non-Departmenta: 0.20 0.20 0.25 0.30 TOTALS 9.50 9.50 9.60 9.60 *Total above includes all staff assignments 208 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 25 excursions and trips per year, conducting monthly e-mail promotional campaigns, and publishing a three-time- per-year 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. The Recreation Department is working on developing an adult tennis program and expanded use of facilities at West Valley College. BUDGET OVERVIEW The Recreation Services budget reflects a slight increase in class revenues and a corresponding expenditure increase for instructor services. The Recreation Services program has four revenue sources to support services. FY 2013/14 revenues include a net of$83,000 in excursion fees, $604,000 from classes and special program fees, about $2,000 produced from credit card convenience fees, and $7,500 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. Ongoing expenditures in the Recreation Services budget include $340,000 for instructors, $60,000 for excursions, $3,500 for materials and supplies, $20,000 for recreation brochure printing(four full guides rather than three), $17,000 for mailing costs, $16,000 for credit card fees, $1,000 for off-site facility rentals, and $6,000 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. With two recent retirements—Office Specialist III (.75) and Senior Recreation Supervisor (.90 FTE) in July and September respectively—the Department had an opportunity to restructure, and consequently made a few changes. Additional clerical responsibilities were absorbed by an Office Specialist II, who received a promotion as a result of increased duties to OS III. The Department hired two Recreation Coordinators (both 1.0 FTE)to re-establish the in-house camp program, lead excursions, oversee production of the activity guide, provide additional coverage at the Community Center,and increase marketing efforts through social media and increased visibility at special events. 209 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits 6,530 5,777 6,500 8,725 9,500 Chargefor Services 645,751 608,623 679,000 633,179 736,500 TOTAL REVENUES $ 652,281 $ 614,400 $ 685,500 $ 641,904 $ 746,000 EXPENDITURES Salaries and Benefits 446,200 441,254 456,366 441,215 460,230 Operating Expenditures Materials&Supplies 12,186 12,985 19,400 19,607 26,600 Fees&Charges 16,160 16,553 19,580 20,535 20,850 Consultants&Contract Services 401,449 356,282 408,500 381,219 439,250 Meetings,Events&Training 527 102 1,900 323 2,550 Total Operating Expenditures 430,322 385,922 449,380 421,684 489,250 Internal Service Charges 69,440 73,754 75,842 75,842 80,379 TOTAL EXPENDITURES $ 945,962 $ 900,930 $ 981,588 $ 938,742 $ 1,029,859 FY 2013/14 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 2013/14 to determine the community's desire for class offerings,inadvertent class duplication,and/or gaps in services. Fiscal Stewardship-Recreation strives to contribute to the strength of the City's fiscal health and stability by creating a desirable environment for Independent contract instructors to locate, 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. 210 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 25 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.40 0.35 0.35 0.30 Senior Recreation Supervisor 0.90 0.90 - - Recreation Supervisor 0.75 0.75 0.90 0.90 Recreation Coordinator - - 1.90 1.90 Office Specialist II/III 1.65 1.65 0.75 0.75 Total FTE's 3.70 3.65 3.90 1 3.85 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Recreation Leaders 2,034 500 500 3,335 Total Annual Hours 2,034 500 500 3,335 211 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. Promote healthy lifestyles and personal growth through organized recreation activities. a. Offer a variety of new and ongoing recreation activities: 1662 1612 1700 1700 b. Percentage of recreation class participants which agreed 95% 100% 100% 100% recreation activities contribute to healthy lifestyle and personal growth: c. Number of Recreation Activity Guides published each 3 3 3 3 year which include"Healthy Lifestyle" educational information: 2. Partner with the community to improve the quality of life for children, teens,adults,and families. a. Number of independent instructors providing quality 95 79 100 100 recreation activities: b. Saratoga"households"using online registration software 22% 18% 20% 20% to register for recreation activites: c. Percentage of recreation class participants which agreed activities met or exceeded expectations: 95% 100% 100% 100% 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of recreation activity hours offered: 13,172 13,000 14,000 14,000 2 Number of participant registrations: 6,135 6,000 6,100 6,100 212 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES The Teen Services program oversees the Youth Commission program the City Council 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. The Teen Services staff and 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 come from Teen Extreme Camp and Youth Commission generated programs, activities, and lectures. The FY 2013/14 Teen Services expenditure budget reflects minimal staffing as the function is primarily limited to overseeing the Youth Commission program. While the staff allocation was reduced and shifted during FY 2012/13 as a result of the restructuring, the budget dollars were not reallocated. As a result, and with the program staffed by a Recreation Coordinator rather than a Recreation Supervisor, the FY 2013/14 salary budget decreased from the prior year's budget. Other operating expenses are minimal for this program, limited to a small amount of materials, supplies, and printing costs, and remain at prior year levels. 213 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services 4,203 2,698 5,500 1,581 5,500 Other Sources 84 60 - 45 - TOTAL REVENUES $ 4,287 2,758 $ 5,500 $ 1,626 5,500 EXPENDITURES Salaries and Benefits 54,404 56,791 61,376 57,261 44,783 Operating Expenditures Materials&Supplies 435 156 775 306 825 Fees&Charges - 7 - 78 100 Consultants&Contract Services - - 150 - 150 Meetings,Events&Training 1,098 - - - - Total Operating Expenditures 1,533 163 925 384 $ 1,075 Internal Service Charges 10,524 10,905 10,310 10,310 11,243 TOTAL EXPENDITURES $ 66,461 $ 67,859 $ 72,611 $ 67,955 $ 57,101 FY 2013/14 WORKPLAN PRIORITIES Leadership Training— The Teen Services program will participate in the annual CPRS District IV YAK Attack (youth conference) and collaborate with the neighboring Cupertino, Monte Sereno and Los Gatos' Youth Commissions during FY 2013/14 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) to partner with the community to improve the quality of life for teens and youth. 214 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.10 0.10 0.10 Senior Recreation Supervisor 0.05 0.05 - - Recreation Supervisor 0.25 0.25 0.10 0.10 Recreation Coordinator - - 0.10 0.10 Total FTE's 0.40 0.40 0.30 0.30 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Recreation Leaders - - - - Total Annual Hours - - - - 215 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual Estimated Budget 1. Partner with the community to improve the quality of life for teens. a. Percentage of time Recreation staff member attends Youth 100% 100% 100% 100% Commission meetings: b. Percentage of teens in satisfaction survey which agree 95% 100% 100% 100% recreation activities met or exceeded expectations in improving quality of life: c. Provide teen volunteer opportunity hours: 145 700 700 700 2. Promote healthy lifestyles and personal growth through organized recreation activities. a. Percentage of teens participating in satisfaction survey 95% 100% 100% 100% which agreed recreational activities contributed to healthy lifestyle and personal growth: b. Practice and contribute to"Developmental Assets" for 95% 100% 100% 100% teens as measured by survey: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of teen-age volunteer service hours offered: 145 700 700 700 2 Number of teen-age volunteers supervised: 24 14 11 11 216 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 Revenues for this program are expected to bring in about $95,000 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 $72,000. 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. Plot rentals at the Community Garden at El Quito Park are expected to bring in another $3,500, 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 $6,800 budgeted for operational supplies. Another $1,000 is now budgeted for ASCAP/BMI fees as a result of copyrighted music played at events. The largest expense is the internal service charge as the Facility Rentals program accounts for a large percentage of building maintenance expenses. Ongoing costs are expected to grow minimally in future years. 217 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 I 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Rentallncome 225,787 235,579 262,900 232,236 253,250 Pass-Through Accounts - - - - - TOTAL REVENUES $ 225,787 $ 235,579 $ 262,900 $ 232,236 $ 253,250 EXPENDITURES Salaries and Benefits 157,889 147,709 177,972 149,427 181,701 Operating Expenditures Materials&Supplies 872 1,093 2,100 2,684 6,500 Fees&Charges - 7 800 342 1,000 Consultants&Contract Services 636 - 2,500 1,115 2,500 Meetings,Events&Training - 300 400 55 400 Total Operating Expenditures 1,507 1,400 5,800 4,196 10,400 Internal Service Charges 150,332 151,599 158,173 158,173 171,334 TOTAL EXPENDITURES $ 309,728 $ 300,708 $ 341,945 $ 311,796 $ 363,435 FY 2013/14 WORKPLAN PRIORITIES Environmental Sustainability - The Facility Rental division will follow 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. 218 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 FACH,ITY RENTALS STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.10 0.05 0.05 Senior Recreation Supervisor 0.05 0.05 - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/1I1 0.25 0.25 0.25 0.25 Facility Maintenance Manager - - 0.10 0.10 Facility Maintenance Lead 0.10 0.10 0.10 0.10 Facility Maintenance Worker I/11/111 0.15 0.15 0.40 0.40 Total FTE's 1.25 1.25 1.50 1.50 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,200 1,500 1,500 1,500 Total Annual Hours 1,200 1,500 1,500 1,500 219 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 95% 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 95% 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 95% 100% 100% 100% was clean,comfortable,and safe: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of facility rental applications processed: 451 394 450 450 2 Number of fee-based and no-charge(for City meetings, 23,366 8,322 10,000 10,000 events,etc.)facility rental hours for public use: 3 Average dollars per receipt: $382 $420 $420 $420 220 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 Effective 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 program. With five years of history-based data on the actual expenses, minor revisions are included in the FY 2013/14 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, building 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 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 have not changed and remain stable; however the Internal Service Costs were increased to reflect a shift in office location for two staff. 221 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT M BUILDING MAINTENANCE FUND SOURCE&US E OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 202,569 208,518 200,925 200,925 184,900 Total Beginning Fund Balance $ 202,569 $ 208,518 $ 200,925 $ 200,925 $ 184,900 Revenues Other Sources - - - 5,858 Internal Service Charges 732,601 725,000 750,000 749,999 825,000 Total Revenues $ 732,601 $ 725,000 $ 750,000 $ 755,857 $ 825,000 Operating Transfers In Transfer In from General Fund - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 935,170 $ 933,518 $ 950,925 $ 956,782 $ 1,009,900 USE OF FUNDS Expenditures Salaries and Benefits 440,885 441,563 437,302 450,377457,652 Operating Expenditures 0 Materials&Supplies 34,007 37,101 38,140 37,040 39,650 Fees&Charges 116,589 116,827 119,100 123,050 122,300 Consultant&Contract Services 76,815 72,703 100,000 89,274 103,500 Meetings,Events&Training 132 32 600 54 600 Internal Service Charges 58,225 64,365 72,087 72,087 76,568 Total Expenditures $ 726,653 $ 732,592 $ 767,229 $ 771,882 $ 800,270 Operating Transfers Transfer Out to General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 208,518 200,925 183,696 184,900 209,631 Total Ending Fund Balance $ 208,518 $ 200,925 $ 183,696 $ 184,900 $ 209,631 TOTALUSEOFFUNDS $ 935,170 $ 933,518 $ 950,925 $ 956,782 $ 1,009,900 222 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND FY 2013/14 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) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.25 0.25 0.25 Facility Maintenance Manager 1.00 1.00 0.90 0.90 Facility Maintenance Lead 0.90 0.90 0.90 0.90 Facility Maintenance Worker I/11/111 1.85 1.85 1.60 1.60 Total FTE's 3.95 4.00 3.65 3.65 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Total Annual Hours - - - - 223 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 90% 95% 100% 100% was 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 1000/0 100% 100% 100% systems: b. Six-day per week cleaning of all City facilities including 1000/0 100% 100% 100% emptying trash,vacuuming,mopping,and cleaning windows,etc.: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of work orders received: 3,292 3,300 3,300 3,300 2 Number of work orders completed: 3,249 3,270 3,275 3,275 224 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, obtains Cal-ID program services from the Sheriff's Office, and receives fire protection and emergency services from the Santa Clara County Fire Department (SCCFD). Animal control services are provided on contract by the City of San Jose Animal Care and Services Division(SJACS). 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. The Emergency Preparedness Program provides for the oversight of preparations for the 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 the City's 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. As external agencies provide the operational and managerial staffing for these Public Safety programs,no city staff is assigned to this department. 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 • 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 225 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT DEPARTMENT BUDGET SUMMARY The Public Safety Department's Budget consists of two program divisions, Public Safety Services and Emergency Preparedness. Each of these division's operational functions are staffed by external agencies under a contract service arrangement. Additional services, such as the Fuel Reduction Program(Fire Safety), are contract services. Neither program has assigned City staff as services are provided through externally run agencies. Revenues are limited to the Public Safety Services program and 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 reimbursements,which are not consistent nor expected, and therefore not included in the revenue budget. Public Safety Services program expenditures are limited to 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. FY 2013/14 reflects an unusual increase due to the added Fuel Reduction Program service and the reinstatement of the EMPB Grant. 226 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 198,368 209,955 192,000 161,507 207,216 Charge for Services 21,993 16,687 15,000 23,270 15,000 Other Sources 440,892 467,487 544,319 497,776 210,025 TOTAL REVENUES $ 661,253 $ 694,129 $ 751,319 $ 682,552 $ 432,241 EXPENDITURES Operating Exp enditures Materials&Supplies 5,934 14,400 16,840 16,262 31,432 Fees&Charges 35,056 36,659 42,338 39,422 43,334 Consultants&Contract Services 4,416,320 4,237,249 4,330,785 4,325,820 4,430,688 Meetings,Events&Training 169 209 300 140 300 Total Operating Expenditures 4,457,479 4,288,517 4,390,263 4,381,644 4,505,754 Fixed Assets - 11,336 - - - Internal Service Charges 10,260 10,260 10,200 10,200 10,401 TOTAL EXPENDITURES $ 4,467,738 $ 4,310,113 $ 4,400,463 $ 4,391,844 $ 4,516,155 DEPARTMENTAL EXPENDITURES BY DIVISION/PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Public Safety Services $ 4,423,899 $ 4,241,260 $ 4,336,785 $ 4,328,818 $ 4,410,788 Emergency Preparedness 43,840 68,854 63,678 63,026 105,367 GENERAL FUND PROGRAMS $ 4,467,738 $ 4,310,113 $ 4,400,463 $ 4,391,844 $ 4,516,155 227 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT 228 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES As the City's revenue base limits the community's public safety service levels, the City contracts for public safety services with the Santa Clara County Sheriff's Office rather than employ the 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. The current 10-year contract with the Sheriffs Office, which began in September, 2004, provides basic patrol, traffic, and law enforcement services. 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 Sheriff's contract further by adding a school resource officer and increasing patrol service hours. While economic restraints required reductions in patrol hours since FY 2011/12,traffic enforcement has continued to be maintained at a high level around 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. An additional$85,000 comes 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 $220,000 for the year, and another $15,000 is expected from the San Jose Animal Control Agency's charges to Saratoga residents for boarding,licenses, and fines. The City's 10-year contract for Public Safety services with the Santa Clara County Sheriff's Office calls for annual increases based on the lesser of either personnel increases, or CPI plus 2%, with the increase in CalPERS 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 Sheriff's Office was able to decrease the contract amount in FY 2011/12,which minimized the impact into later years. 229 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. The City had discontinued participation in the program in 2009 after Santa Clara County conducted an audit and determined that cities served under the Sheriff's contract were charged on a population-based formula, which resulted in an inequity when compared to system usage. Instead, the City contracted with the City of San Jose for a number of years. As a result, Santa Clara County renegotiated the Cal-ID contract to a usage formula lowering the annual cost from over $31,000 to $487 for the year. Thereafter, the City rejoined the County's program. FY 2013/14 is budgeted at approximately this same cost. The Public Safety Program also provides funding for 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 which takes 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 is effective on 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. GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 198,368 200,255 192,000 160,660 I 195,000 Charge for Services 21,993 16,687 15,000 23,270 15,000 Other Sources 440,892 467,487 544,319 497,776 210,025 TOTAL REVENUES $ 661,253 $ 684,430 $ 751,319 $ 681,706 $ 420,025 EXPENDITURES Operating Exp enditures Fees&Charges 7,579 4,011 6,000 2,998 5,100 Consultants&Contract Services 4,416,320 4,237,249 4,330,785 4,325,820 4,405,688 Total Operating Expenditures 4,423,899 4,241,260 4,336,785 4,328,818 4,410,788 Internal Service Charges - - - - - TOTAL EXPENDITURES $ 4,423,899 $ 4,241,260 $ 4,336,785 $ 4,328,818 $ 4,410,788 230 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES FY 2013/14 WORKPLAN PRIORITIES Traffic Enforcement—Continue to focus traffic enforcement efforts near Saratoga schools in an effort to ease congestion and continue traffic calming. 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 to 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. 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 231 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT PUBLIC SAFETY SERVICES 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual 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): 63 58 55 61 b. Priority H calls(immediate response,but non-emergency): 2,930 2,858 2,900 2,900 c. Priority III calls(non-emergency): 2,390 1,925 1,900 2,150 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: 4.01 min 3.98 min 4.75 min 6.00 min b. Average response to Priority H calls for service: 6.24 min 7.15 min 6.80 min 10.00 min c. Average response to Priority II calls for service: 10.16 min 10.48 min 11.50 min 20.00 min 3. Promote Crime Prevention awareness and educate community in the protection of their 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 23 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 of emergency situations. a. Number of Emergency Operation Plan trainings,drills,or Lefonnation Information 1 2 activies to enhance Emergency Preparedness skills: not available not available 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actuals Estimated Budget 1 Radio calls for service received in the city: 13,200 11,200 10,675 12,100 2 Total number of crime reports taken: 2,000 1,050 1,050 1,550 3 Total number of collision reports taken: 350 250 260 290 4 Total number of cases filed with the DA for prosecution: 1,200 950 950 1,050 5 Total number of cases assigned to Detectives: 2,480 2,100 2,175 2,275 232 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 Sheriffs 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 Funding for Emergency Preparedness operational expenses come from General Fund revenues 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 to receive a $12,216 grant for FY 2013/14 to be used for EOC computer equipment in support of the County's Web EOC process, and emergency equipment such as GPS cameras for building inspectors and facility staff. CERT grant funding which was received in prior years is now managed at the County level, therefore the City still receives a grant,but the revenue and expenses do not flow through the City's finances. Other expenditures for this program are minimal as the Emergency Preparedness Coordinator managing this program is provided and fully funded by Santa Clara County Fire. The City provides for a number of operational costs associated with this program, including approximately $4,250 per year to ensure the City's EOC telephone lines are restored on a priority basis in the event of a disaster or emergency situation, and to fund a County-supplied satellite telephone to sustain external emergency communications prior to cell phone or EOC telephone service restoration. A notable expense includes $34,000 for the City's contribution to the Silicon Valley Regional Interoperability Authority (SVRIA). The 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. As part of this emergency preparedness organization, the City is required to participate in funding the organization. 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. Beginning in FY 2013/14, and in accordance with the General Plan Safety Element recommendation, Council is implementing two measures to improve fire safety: a Fuel Reduction Program, and a Community Wildfire Protection Plan. The Wildfire Protection Plan will be managed as a capital project, whereas the Fuel Reduction Program will be funded as an ongoing City service with$25,000 added each year to the Emergency Preparedness program budget. 233 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 9,700 847 12,216 TOTAL REVENUES $ - $ 9,700 $ - $ 847 $ 12,216 EXPENDITURES Op erating Exp enditures Materials&Supplies 5,934 14,400 16,840 16,262 31,432 Fees&Charges 27,477 32,648 36,338 36,424 38,234 Consultants&Contract Services - - - - 25,000 Meetings,Events&Training 169 209 300 140 300 Total Operating Expenditures 33,580 47,257 53,478 52,826 94,966 Fixed Assets - 11,336 - - - Internal Service Charges 10,260 10,260 10,200 10,200 10,401 TOTAL EXPENDITURES $ 43,840 $ 68,854 $ 63,678 $ 63,026 $ 105,367 FY 2013/14 WORKPLAN PRIORITIES 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. Emergency Operations Plan - The Emergency Operations Plan is comprised of individual topic specific plans. Additional plans to be developed 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. Records Emergency Action Plan - Staff will develop and implement a written plan that includes the information and actions needed to respond to and recover from a records emergency to ensure City documents are protected in the event of a disaster. EPMG Grant Management-Utilize EPMG grant funding to purchase needed Emergency Operations Center equipment such as laptops, tablets, printers, and a storage fixture for the equipment. Additional Emergency Operations needs include medical equipment and building, facility, and infrastructure inspection equipment to assess damages and record information. 234 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 235 CITY OF SARATOGA PUBLIC SAFETY DEPARTMENT EMERGENCY PREPAREDNESS14 ■ 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures IL Actual Actual Estimated Budget 1. Develop emergency readiness ofCity 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: c. 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 disasterplanning and responses. a. Inter-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: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual 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 2 1 2 3 Number of CERT training courses offered per year: 2 2 4 4 236 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, Workers Compensation Insurance program, the Risk Management/Liability program, and the General Obligation (GO) Bond Debt Service Fund. In past years, the Library Capital Maintenance and the KSAR Trust Funds were also accounted for in this section. These funds were closed in 2010/11 yet remain in the budget until past years fall off the schedules. 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 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 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$2.4 million dollars over the next twenty years. With this refunding,the 2001 bond was retired, and a 2011 bond was established. 237 CITY OF SARATOGA NON DEPARTMENTAL In past years,the City managed two Trust Funds. The Library Improvement Fund accounted for the remaining GO Bond proceeds. This fund was closed in FY 2010/11 with the transfer and use of the remaining funds for a library improvement project within the CIP Funds. The building's final improvements included an upgrade to the roof structure and a solar panel installation, a book drop overhang, and flooring upgrades. The second Trust Fund accounted for funds held on behalf of the non-profit Community Access Television group (KSAR). With the return of the management of the funds to the KSAR foundation, this program was also closed in FY 2010/11. As the Non-Departmental Section represents a collection of unrelated programs,notable budget impacts for FY 2013/14 will be discussed in the separate program sections. The overall revenue and expenditure budget is shown below. GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes 11,470,869 11,916,209 11,926,475 12,706,624 12,656,400 Intergovernmental Revenues 162,269 21,299 6,000 21,297 - Charge for Services 30 - - 22 - Interest Income 63,883 44,731 45,100 28,670 46,000 Rental Income 94,994 95,075 84,940 104,778 52,122 Other Sources 2,447 23,754 1,000 9,329 - TOTAL REVENUES $ 11,794,492 $ 12,101,067 $ 12,063,515 $ 12,870,720 $ 12,754,522 Operating Transfers In 224,550 205,222 106,000 106,000 106,000 TOTAL REVENUE&TRANS FERS IN $ 12,019,042 $ 12,306,289 $ 12,169,515 $ 12,976,720 $ 12,860,522 EXPENDITURES Salaries and Benefits 202,091 31,508 570,329 311,768 227,000 Operating Expenditures Materials&Supplies 20,425 14,419 31,250 27,609 31,350 Fees&Charges 15,309 36,080 41,600 16,406 25,300 Consultant&Contract Services 379,187 267,918 326,500 310,183 326,500 Meetings,Events&Training - 800 800 689 2,600 Community Grants&Events 165,915 116,203 127,856 121,318 157,112 Total Operating Expenditures 580,837 435,420 528,006 476,205 542,862 Internal Service Charges 335,432 340,474 355,946 355,946 386,268 TOTAL EXPENDITURES $ 1,118,359 $ 807,403 $ 1,454,281 $ 1,143,919 $ 1,156,130 Operating Transfers Out 876,983 280,000 1,184,500 1,184,500 380,880 TOTAL EXP&TRANSFERS OUT $ 1,995,342 $ 1,087,403 $ 2,638,781 $ 2,328,419 $ 1,537,010 238 CITY OF SARATOGA NON DEPARTMENTAL TOTAL NON-DEPARTMENTAL EXPENDITURES BY PROGRAM 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Administration 593,948 431,480 1,024,047 721,170 696,357 Legal Services 358,496 259,720 302,378 300,743 302,661 Community Grants 156,476 109,459 107,856 103,717 130,740 Community Events 9,439 6,744 20,000 18,289 26,372 TOTAL GENERAL FUND $ 1,118,359 $ 807,403 $ 1,454,281 $ 1,143,919 $ 1,156,130 INTERNAL SERVICES FUNDS RiskManagement 359,670 352,603 489,249 308,096 413,106 Workers Compensation 196,454 211,425 284,684 182,700 240,748 TOTAL INTERNAL SERVICES $ 556,124 $ 564,028 $ 773,933 $ 490,796 $ 653,854 DEBT SERVICEFUNDS General Obligation Bond 1,014,876 13,375,558 869,285 868,910 889,860 TOTAL DEBT SERVICE FUNDS $ 1,014,876 $13,375,558 $ 869,285 $ 868,910 $ 889,860 TRUST FUNDS KSAR 15 Trust Fund 128,416 - - - TOTAL TRUST FUNDS $ 128,416 $ - $ - $ - $ - TOTAL DEPT EXPENDITURES $ 2,817,775 $14,746,989 $ 3,097,499 $ 2,503,626 $ 2,699,844 TRANSFERS OUT General Fund 876,983 280,000 1,184,500 1,184,500 380,880 Internal Service Funds 25,000 - - - - Trust Funds 351,360 - - - - TOTAL TRANSFERS OUT $ 1,253,343 $ 280,000 $ 1,184,500 $ 1,184,500 $ 380,880 TOTAL EXP&TRANSFERS OUT $ 4,071,118 $15,026,989 $ 4,281,999 $ 3,688,126 $ 3,080,724 239 CITY OF SARATOGA NON DEPARTMENTAL NON-DEPARTMENTAL STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.20 0.25 0.30 Human Resources Manager 0.05 0.05 0.10 0.10 Human Resources Technician - - - 0.10 Total FTEs 0.25 0.25 0.35 0.50 2010/11 2011/12 2012/13 2013/14 Temporary Staff Hours Funded Funded Funded Funded HR Technician 200 200 Total Annual Hours 200 200 - - 240 CITY OF SARATOGA NON DEPARTMENTAL GENERAL ADMINISTRATION The General Administration program represents revenues and expenditures that are not specifically generated as a result of 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 the last few months of FY 2011/12 and continued into the following fiscal year. Property Tax revenues are rising due to the resurgence in the housing market. Homes are selling quickly with multiple offers, and at above asking price. This resurgence was first noticeable in May,2012 with the increase in Transfer Tax revenue, and since with the rapid drop in countywide foreclosures. Sales Tax revenue receipts however, are an enigma. Despite the improving economy, FY 2012/13 revenue receipts are expected to be lower than the prior year. This was primarily due to allocation corrections, but sales have also dropped slightly. The City's Sales Tax auditors expect FY 2013/14 revenues to be slightly higher, reflecting actual receipts. Business License Tax revenues associated with licensing a business are expected to remain flat, whereas the supplemental license tax portion based on building construction permits is expected to increase,in alignment with the growth in building permit revenues. Construction Tax receipts will reflect this same revenue growth. Transient Occupancy Tax receipts, considered an indicator of economic strength,began to show improvement late in FY 2011/12, and have held steady through the following fiscal year. Receipts are expected to remain steady in FY 2013/14. Franchise Fee Taxes however, have brought mixed messages. Gas and Electric Fees have decreased slightly while water, cable, and solid waste continue a slow but steady growth. On a less optimistic note, interest income continues at historic lows; the City's investments are limited to the LAIF investment pool which for the last five years, has wallowed in the lowest rates of their 34 year history. Hovering below 1%since July of 2009,interest income is expected to remain low during FY 2013/14. As the General Administration program represents non-service functions, staffing is not assigned to the program and there are no workplan priorities or key services. Budgeted expenses 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. 241 CITY OF SARATOGA NON DEPARTMENTAL GENERAL ADMINISTRATION GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 I 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes Property Tax 8,026,659 8,279,947 8,441,975 8,966,396 8,965,400 Sales Tax 990,579 1,100,489 1,035,000 1,051,121 1,050,000 Transient Occupancy Tax 184,362 205,421 175,000 228,199 210,000 Business License Tax 310,273 313,984 290,000 336,298 320,000 Other Taxes 137,865 163,979 165,000 204,859 215,000 Franchise Tax 1,821,131 1,852,390 1,819,500 1,919,750 1,896,000 Intergovernmental Revenues 162,269 21,299 6,000 21,297 - Interest Income 63,883 44,731 45,100 28,670 46,000 Rental Income 94,994 95,075 84,940 104,778 52,122 Other Sources 2,447 23,108 1,000 8,103 TOTAL REVENUES $ 11,794,462 $ 12,100,422 $ 12,063,515 $ 12,869,472 $ 12,754,522 Operating Transfers In 224,550 205,222 106,000 106,000 106,000 TOTAL REV&TRANSFERS IN $ 12,019,012 $ 12,305,644 $ 12,169,515 $ 12,975,472 $ 12,860,522 EXPENDITURES Salaries and Benefits 202,091 31,508 570,329 311,768 227,000 Operating Expenditures Materials&Supplies 18,755 13,119 30,750 26,401 30,750 Fees&Charges 15,154 36,080 41,600 16,406 25,300 Consultant&Contract Services 24,332 11,313 26,500 12,526 26,500 Meetings&Training - 800 800 - 2,600 Total Operating Expenditures 58,241 61,312 99,650 55,334 85,150 Internal Service Charges 333,617 338,659 354,068 354,068 384,207 TOTAL EXPENDITURES $ 593,948 $ 431,480 $ 1,024,047 $ 721,170 $ 696,357 Operating Transfers Out 876,983 280,000 1,184,500 1,184,500 380,880 TOTAL EXP&TRANSFERS OUT $ 1,470,931 $ 711,480 $ 2,208,547 $ 1,905,670 $ 1,077,237 242 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,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. 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. 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. The City Attorney also spends time updating the City's General Plan, which may be charged to the Advanced Planning program in the Community Development Department. 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. The City Attorney occupies an office when on-site; therefore a small allocation of building maintenance internal service charges is also included. 243 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES ■ GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services 30 - - 22 Other Sources - - - 1,226 TOTAL REVENUES $ 30 $ - $ - $ 1,248 - EXPENDITURES Op erating Expenditures Materials&Supplies 1,670 1,300 500 1,208 600 Fees&Charges 155 - - - - Consultant&Contract Services 354,856 256,605 300,000 297,658 300,000 Total Operating Expenditures 356,681 257,905 300,500 298,865 300,600 Internal Service Charges 1,815 1,815 1,878 1,878 2,061 TOTAL EXPENDITURES $ 358,496 $ 259,720 $ 302,378 $ 300,743 $ 302,661 FY 2013/14 WORKPLAN PRIORITIES General Plan and Code Updates—Assist Community Development staff with Council directed workplan, to include updating the General Plan's Noise Element and Housing Element, to be followed by an update of the noise ordinance and Zoning Code as time permits. Risk Management — Work with staff to identify and implement Best Practices to mitigate risk in City operations. City Contracts —Update the City's standard contract templates to incorporate best practices and reduce risk liability. City Codes and Ordinances — Work with staff to update the taxicab licensing ordinance and valet parking procedures. 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. 244 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 • Makes recommendations on environmental review requirements and preparation of environmental review documents 245 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 24 22 24 tbd reviewed: b. Number of ordinances drafted or reviewed: 6 7 6 tbd 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 fomes 72 75 75 tbd reviewed: b. Number of agreements/contracts using non-standard 4 21 21 tbd forms prepared or reviewed: 3 Reduce legal and financial consequences ofpotential litigation against the City. a. Percentage of potential litigation issues resolved prior to 90% 85% 90% tbd court action: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget ­ I Number of City Council meetings or study sessions attended: 24 23 24 tbd 2 Number of multi-agency agreements prepared: 2 7 7 tbd 246 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,and total grant awards have decreased. Grant amounts listed reflect City funding provided to service groups and non-profit organizations. The City may also contribute 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 With an expectation that the SASCC program may not receive a CDBG grant, the City Council awarded 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. As SASCC was awarded CDBG funding, this will be reconsidered by Council and revised for the final adopted budget. 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 FY 2013/14 in support of the Chamber providing additional economic development and tourism activities. The KSAR grant award also increased to more fully support the service the Community television group provides to the City of Saratoga. The distribution of grant funding for FY 2013/14 and the three prior years is illustrated in the Grant Schedule on the following pages. 247 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY GRANTS GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - - TOTALREVENUES $ - $ - $ - $ - $ - EXPENDITURES wM Operating Expenditures Community Grants 156,476 109,459 107,856 103,717 130,740 Total Operating Expenditures 156,476 109,459 107,856 103,717 130,740 Internal Service Charges - - - - - TOTAL EXPENDITURES $ 156,476 $ 109,459 $ 107,856 $ 103,717 $ 130,740 248 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY GRANTS 2010/11 2011/12 2012/13 2013/14 Grants Grants Grants Grants Community Service Support Groups-Ongoing Grants SASCC Service Support 21,000 21,000 21,000 21,000 SASCC Supplemental Support 18,000 18,000 18,000 18,000 KSAR Conumnity Access Grant 23,400 26,000 27,600 33,600 Chamber of Commerce Annual Support 12,024 12,384 12,756 21,140 United Way 211 Funding 2,000 2,000 2,000 2,000 Housing Trust of Santa Clara County 25,000 - - - Total Community Service-Ongoing Grants 101,424 79,384 81,356 95,740 Community Service Support Groups-One Time Grants SASCC Adult Daycare Support 3,938 1,422 20,000 22,000 KSAR Media Arts Mentoring Program 1,313 - - - Other Non Profit Organizations Silicon Valley Wildlife Service Support 1,275 1,425 - - Saratoga Foothill Club 688 - - - Shady Shakespeare Theater Co. 375 1,375 - - West Valley Community Services 14,913 14,691 3,250 8,000 Children's Health Insurance Assistance - 7,037 - - Catholic Charities Ombudsmen Funding 4,000 4,125 3,250 5,000 Total Community Service One-Time Grant 26,502 30,075 26,500 35,000 CDBG Funded Public Service Grants SASCC Adult Daycare Support 28,550 - - - Total CDBG Funded Grants 28,550 - - - Total Grants 156,476 109,459 107,856 130,740 249 CITY OF SARATOGA NON DEPARTMENTAL 4 250 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 Mustard Faire/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 art and wine 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 come before the Council to speak 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 2013/14, Council set aside $20,000 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 the Arbor Day Celebration,Wildwood Movie Night, and Facility or Park&Trail grand openings. 251 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS GENERAL FUND REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - 645 - - TOTAL REVENUES $ - $ 645 $ - $ - - EXPENDITURES Meetings&Training - - - 689 - Community Grants&Events 9,439 6,744 20,000 17,601 26,372 Total Operating Expenditures 9,439 6,744 20,000 18,289 26,372 Internal Service Charges - - - - - TOTAL EXPENDITURES $ 9,439 $ 6,744 $ 20,000 $ 18,289 $ 26,372 252 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS 2010/11 2011/12 2012/13 2013/14 Grants Grants Grants Grants Chamber of Commerce Events Annual Art&Wine Festival 3,204 - 4,684 - Annual Tree Lighting 140 - 2,173 4,518 Community Celebrations Mustard Faire/BlossomFestival 4,600 - 3,924 4,600 Sister City 25th Anniversary - - - 618 Celebrating Service Events - 3,515 - 520 Music Festival/Events 100 - 1,896 1,645 Bollywood - - 1,000 1,300 Food&Wine Events - - 835 1,440 Saratoga Grammar School Reunion - - - 118 Unspecified Community Event Funding - - 84 769 Holiday Celebrations Odd Fellows Easter Event - 500 - - Memorial Day Event(Banner) - - 750 750 Fourth of July Event 200 1,225 - 1,984 City Sponsored Events Arbor Day Celebration 42 246 - 250 Citywide Garage Sale 45 - - - Wildwood Movie Night 1,109 1,202 238 3,600 Health Event Grants Health Event Grants (5k Walk) - - - 2,380 Facility/Park& Trail Events Library Events - - 2,000 1,380 Joe's Trail at Saratoga DeAnza Trail Opening - 56 - - Facility Events - - 16 500 Total Community Events 9,439 6,744 17,601 26,372 253 CITY OF SARATOGA NON DEPARTMENTAL 4 254 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 program include ABAG grant 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 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. FY 2013/14 expenditures include an increase in the Risk Manager's staff time allocation from .25 FTE to .30 FTE due to workload demands centered on developing and implementing citywide best practices. ABAG grants expenses will include costs under the $5,000 Training Grant and the $40,000 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 $25,000 transferred to a CIP playground safety and ADA improvement project. The CIP project will replace sand with fibar materials at the Gardiner and Kevin Moran park playgrounds for safety and ADA accessibility. Premiums are expected to increase from the prior year, in part based on 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. However, because the City has reduced liability risks over the last few years, as testified through the ABAG scorecard, premiums were reduced in FY 2012/13 with actual premiums 17% below the year before. FY 2013/14's premiums are expected to increase between six and twenty percent,with the more conservative estimates used as premium information is not available until after the budget is prepared. 255 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY ■ SUMMARY OF REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 244,561 134,905 134,757 134,757 230,059 Total Beginning Fund Balance $ 244,561 $ 134,905 $ 134,757 S 134,757 $ 230,059 Revenues Intergovernmental Revenues 34,207 34,318 43,527 26,562 14,560 Other Sources 40,807 18,137 50,000 1,837 50,000 Internal Service Charges 200,000 300,000 375,000 375,000 375,000 Total Revenues $ 275,014 $ 352,455 $ 468,527 $ 403,399 $ 439,560 TOTAL SOURCE OF FUNDS $ 519,575 $ 487,360 $ 603,284 $ 538,156 $ 669,619 US E OF FUNDS Expenditures Salaries and Benefits 41,858 43,634 58,351 58,864 72,037 Operating Expenditures Materials&Supplies 32,471 30,158 43,527 26,540 14,560 Fees&Charges 53,213 24,710 75,000 8,192 75,200 Consultant&Contract Services - 2,221 - - - Meetings&Training - - - - - Insurance Premiums 231,831 251,581 312,000 214,130 251,000 Internal Service Charges 298 298 371 371 309 Total Expenditures S 359,670 $ 352,603 $ 489,249 $ 308,096 $ 413,106 Operating Transfers Transfer Out 25,000 - - - - Total Operating Transfers $ 25,000 $ - $ - $ - $ - Ending Fund Balance Unassigned 134,905 134,757 114,035 230,059 256,513 Total Ending Fund Balance $ 134,905 $ 134,757 $ 114,035 $ 230,059 $ 256,513 TOTALUSEOFFUNDS $ 519,575 $ 487,360 $ 603,284 $ 538,156 $ 669,619 256 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY FY 2013/14 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 fund Fibar Replacement project at Gardiner and Kevin Moran parks to improve playground safety and comply with ADA standards. Utilize remaining ABAG Grants and Risk Management CIP fund to implement best practice safety standards to improve citywide safety, and attend the PRIMA and PARMA Conferences to receive training on public agency risk management. 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 RiSKMANAGEVIENT STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.20 0.20 0.25 0.30 Total FTEs 0.20 0.20 0.20 0.25 0.30 2009/10 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded Funded HR Technician - - - Total Annual Hours - - - - - 257 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY 2010/11 2011/12 2012/13 2013/14 Performance Objectives and Measures Actual Actual 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 100% 100% 1000/0 100% Insurance requirements within 48 hours of receipt: b. Number of Liability Claims processed within 48 hours of 1000/0 100% 1000/0 100% receipt: c. Quarterly City-owned facility inspections conducted: 1000/0 100% 1000/0 100% 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of ABAGrisk management annual goals established 2 6 6 6 and maintained: 2 Monthly inspections and reporting--streets,sidewalks, 100% 100% 100% 12 urban forest,parks,buildings,and equipment: 3 Number of Liability Claims received: 9 15 12 12 258 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 the departments,based on department experience factors and program operational costs and ABAG grants to promote worker health and safety. In FY 2013/14, a Wellness and Safety Grant in the amount of$10,000 will be received from ABAG. This grant is to 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$30,000 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. 259 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION ■ SUMMARY OF REVENUES AND EXPENDITURES 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 198,591 224,103 231,966 231,966 293,719 Total Beginning Fund Balance $ 198,591 $ 224,103 $ 231,966 $ 231,966 $ 293,719 Revenues Intergovernmental Revenues 6,666 4,287 15,000 4,453 10,000 Other Sources 300 - - - - Internal Service Charges 215,000 215,000 240,000 240,000 200,000 Total Revenues $ 221,966 $ 219,287 $ 255,000 $ 244,453 $ 210,000 TOTAL SOURCE OF FUNDS $ 420,557 $ 443,390 $ 486,966 $ 476,419 $ 503,719 US E OF FUNDS Expenditures Salaries and Benefits 18,184 10,395 18,605 20,437 30,082 Op erat ing Expenditures Materials&Supplies 8,835 4,699 15,000 7,865 10,000 Fees&Charges - 3 - 78 - Consultant&Contract Services 981 619 1,000 620 600 Meetings&Training - - - - - Insurance Premiums 168,332 195,587 250,000 153,620 200,000 Op erating Expenditures 178,148 200,908 266,000 162,184 210,600 Internal Service Charges 122 122 79 79 66 Total Expenditures $ 196,454 $ 211,425 $ 284,684 $ 182,700 $ 240,748 Operating Transfers Transfer Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 224,103 231,966 202,282 293,719 262,971 Total Ending Fund Balance $ 224,103 $ 231,966 $ 202,282 $ 293,719 $ 262,971 TOTAL USE OF FUNDS $ 420,557 $ 443,390 $ 486,966 $ 476,419 $ 503,719 260 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION FY 2013/14 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, reduced 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) — Lead a project team in the development of an Injury and Illness Prevention Program (IIPP) which describes specific requirements for program responsibility, compliance, communication, hazard assessment, accident/exposure investigations, hazard correction, training, and recordkeeping,in compliance with California Code of Regulations,Title 8, Section 3203. WORKERS COMPENSATION STAFF Full Time Equivalents(FTE) 2010/11 2011/12 2012/13 2013/14 City Staff Funded Funded Funded Funded Human Resources Manager 0.05 0.05 0.10 0.10 Human Resources Technician - - - 0.10 Total FTE's 0.05 0.05 0.10 0.20 2010/11 2011/12 2012/13 2013/14 Temporary Staff Funded Funded Funded Funded HR Technician 200 200 - - Total Annual Hours 200 200 - - 261 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 2010/11 2011/12 2012/13 2013/14 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 100% 100% 100% 100% reporting 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 1000/0 100% 100% 100% to date,including all applicable information is in the file: c. Keep procedures up to date and ensure employees have 1000/0 100% 100% 100% been trained and are well-versed in the claims process: 2010/11 2011/12 2012/13 2013/14 Activity and Workload Highlights Actuals Actuals Estimated Budget 1 New claims (based on date of claim): 4 3 3 2 2 Closed claims (based on date closed): 2 6 6 3 3 Number of open claims to date(since FY 1998/99): 246 249 249 251 4 Number of closed claims to date(since FY 1998/99): 240 246 246 249 5 Lost time in full workdays: 32 0 0 0 262 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. Saratoga uses the Bank of New York Western Trust Company as its 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 With the extraordinary drop in interest rates over the last few years, the refunding of the General Obligation Bond significantly reduced the bond's outstanding debt over its issuance, saving Saratoga property taxpayers almost $2.7 million over the bond's remaining twenty years. As the lower interest rates will reduce funding requirements,both revenues and expenditures decreased from prior years. The FY 2013/14 revenue budget reflects total levy assessments at less than the annual scheduled debt service. This underfunding is designed to reduce the fund balance reserve 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 will need to be lowered again in FY 2013/14 to accomplish this goal. Budgeted expenditures reflect principal and interest payments, fees for continuing disclosure services, and financial advisor fees for the refunding. 263 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY GO BOND DEBT SERVICE SOURCE&US E OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 892,592 850,656 862,414 862,414 885,756 Total Beginning Fund Balance $ 892,592 $ 850,656 $ 862,414 $ 862,414 $ 885,756 Revenues Taxes 970,258 930,474 850,000 890,401 860,000 Interest 2,683 2,104 600 1,852 1,500 Other Sources - 12,454,738 - - - Total Revenues $ 972,940 $13,387,316 $ 850,600 $ 892,253 $ 861,500 TOTAL SOURCE OF FUNDS $ 1,865,533 $14,237,972 $1,713,014 $ 1,754,666 $ 1,747,256 USE OF FUNDS Expenditures Operating Expenditures - - - - - Debt Service 1,014,876 13,375,558 869,285 868,910 889,860 Total Expenditures $ 1,014,876 $13,375,558 $ 869,285 $ 868,910 $ 889,860 Operating Transfers Transfer Out - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 850,656 862,414 843,729 885,756 857,396 Total Ending Fund Balance $ 850,656 $ 862,414 $ 843,729 $ 885,756 $ 857,396 TOTAL USE OF FUNDS $1,865,533 $14,237,972 $1,713,014 $ 1,754,666 $1,747,256 264 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 - TOTALS 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 17,218,678 265 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 currently includes only the one General Obligation Bond. LEGAL DEBT MARGIN COMPUTATION FY2013/14 Assessed Secured Property Valuation forFY2012/13 $ 10,552,562,183 Debt Limitation(15%of assessed value) 15% Bonded Debt Limit $ 1,582,884,327 Outstanding Bonded Debt at 6/30/13 2011 Series General Obligation Bond 11,540,000 TOTAL Outstanding Debt $ 11,540,000 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: $ 11,540,000 LEGAL DEBT MARGIN $ 1,571,344,327 266 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY CAPITAL IMPROVEMENT TRUST FUND The Library Capital Improvement Trust Fund accounted for the remaining bond proceeds from the sale of the 2001 Library General Obligation Bonds. Trust Fund monies are not City funds; the City merely acts in a fiduciary capacity to administer the use of these funds in accordance with the bond issuance. The Library Bond passed by voters in March 2000 specified the bond's proceeds be used to improve,renovate, and expand the Saratoga Community Library and to pay costs of the issuance of the bonds; the funds could not be used for annual maintenance, administrative expenses, furniture, fixtures, library equipment, or staffing costs. To ensure the use was in compliance with the bond issuance, the bond funds were held in separate investment and construction funds. The Library Building renovation was completed under budget, and bond counsel clarified that the remaining funds could be used for improvements to the Library building or site with a life of more than a year. The remaining funds were subsequently moved to this Capital Improvement Trust Fund for this purpose. A Citizen's Oversight Committee was required by the bond measure to ensure that Library renovation and expansion funds were used in accordance with the intention of the voters. After the building was primarily completed, the Citizen's Oversight Committee was disbanded. In FY 2006/07, the Library Commission accepted the duties of the Citizen's Oversight Committee as part of the Library Commission function. These duties required the review and approval of staff's proposed capital improvement projects and contract costs, for budget approval by the City Council. In FY 2010/11, Council approved the final proposed projects, and they were scheduled for completion by the end of FY 2011/12. BUDGET OVERVIEW With the anticipation that the improvement funds will be utilized completely for several capital improvement projects during FY 2010/11 and 2011/12, the remaining funds from the bond issue set aside for this purpose were transferred to the CIP Library Improvement project in FY 2010/11,thus effectively closing this fund. The Library Commission and the Library Manager reviewed and approve all proposed projects and design work prior to proposals going to the City Council for approval. The City's Facilities Manager facilitated the completion of the planned projects as the Library is a City owned building. These projects included a work room floor upgrade, an external book drop overhang, a solar panel rooftop installation, and several roof safety projects. Due to financial activity in prior years, this fund's budget schedule will be included in the budget until the fiscal years move out of prior years in the schedules. 267 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY CAPITAL IMPROVEMENT TRUST FUND SOURCE&USEOF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 351,360 - - - - Total Beginning FundBalance $ 351,360 $ - $ - $ - $ - Revenues Interest Income - - - - - Total Revenues $ - $ - $ - $ - $ - Operating Transfers Transfer In - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS S 351,360 $ - $ - $ - $ - USE OF FUNDS Expenditures Operating Expenditures - - - - - Total Expenditures - - - - - Operating Transfers Transfer Out 351,360 - - - Total Operating Transfers $ 351,360 $ - $ - $ - $ - Ending FundBalance Designated - - - - - Undesignated - - - - - Total Ending Fund Balance $ - $ - $ - $ - $ - TOTAL USE OF FUNDS $ 351,360 $ - $ - $ - $ 268 CITY OF SARATOGA NON DEPARTMENTAL KSAR COMMUNITY ACCESS TELEVISION TRUST FUND The KSAR Community Access Television (CATV) Trust Fund accounted for Public, Education, and Government (PEG) Fee funds held in trust by the City on behalf of the CATV Foundation Board. The funds on deposit were included in the City's investment portfolio to accrue interest at the same rate as the rest of the City's deposits until utilized by the KSAR board. BUDGET OVERVIEW KSAR receives PEG fees under the State based cable contract which allocates 1% of cable revenues to the local community public television foundation to be used solely for capital expenditures. Funds originally held in the Trust Fund were savings, not part of the PEG Fee receipts. As the comingling of the funds caused tracking difficulty and limited access, and as KSAR's City held funds were increasingly used for operational purposes, the board decided to move the funds into accounts under their own direction. In FY 2010/11, all funds held for KSAR were returned to the foundation. In Saratoga, both Comcast and AT&T provide cable services to the community. AT&T began operations under the State's 1% allocation rule in FY 2006/07; however the Comcast contract did not expire until September 30, 2008 and therefore did not fall under the State contract until October 1, 2008 with the requirement to submit the 1% PEG fee to KSAR. While KSAR's share of Franchise Fee revenues was previously accounted for and held in the KSAR Fund, all PEG fees received on KSAR's behalf are now held on deposit and remitted to the KSAR Foundation on a quarterly basis. The City's Franchise Fee revenue is accounted for in the General Administration Program in the Non-Departmental Section. Due to financial activity in prior years, this fund's budget schedule will be included in the budget until the fiscal years move out of the prior years in the schedule. 269 CITY OF SARATOGA NON DEPARTMENTAL KSAR TRUST FUND SOURCE&USE OF FUNDS 2010/11 2011/12 2012/13 2012/13 2013/14 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 109,842 - - - - Total Beginning FundBalance $ 109,842 $ - $ - $ - $ - Revenues Taxes/Franchise Fees 18,437 - - - - Interest Income 136 - - - Total Revenues $ 18,573 $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 128,416 $ - $ - $ - $ - USE OF FUNDS Expenditures Funds Withdrawal 128,416 - - - Total Expenditures $ 128,416 $ - $ - $ - $ - Operating Transfers Transfer Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Designated - - - - Undesignated - - - - Total Ending FundBalance $ - $ - $ - $ - $ - TOTAL USE OF FUNDS $ 128,416 $ - $ - $ - $ - 270 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN CIP OVERVIEW The City of Saratoga's FY 2013/14 — 2017/18 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 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 projects. • 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. • Facilities 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. 271 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN • Administrative Improvements Program — includes projects which provide operational efficiencies and improvements in the administration of City services. Administrative Improvement Projects are typically major expenditures for new systems or system upgrades, new technology equipment or services, large administrative projects such as converting a decades-long accumulation of microfiches, building plans, and legal documents, or development of business incentives or 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 City's standard definition of a Capital Improvement Plan (CII') 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. Projects under$25,000 are also included in the CIP if they qualify as staged or ongoing improvement projects or if they are a multi-year project. Additionally, non-infrastructure projects may be included in the CIP under the Administrative program if they are one- time, operational efficiency,technology, or multi-faceted administrative projects. The Cl]? endeavours to identify all capital improvements needed within the next five years, with cost estimates based on current year dollars. Estimates for carryover projects are updated as necessary to revise estimates 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 projects typically come from the City Manager, Administrative Services, or Community Development departments. In coordination with other departments, proposed capital improvement projects and funding sources are reviewed to ensure the City's priorities are addressed. New projects are then presented to the Planning Commission to ensure the projects are consistent with the City's General Plan, and then the entire Capital Budget is presented to the City Council for final direction and approval. This summary overview of the CIP 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. 272 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Administrative Facility Program Program 2.1% 3-5% Park&Trail Program 12.9% streets Program 81.5% CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Adopted Category FY2013/14 % Streets Program Street Repair&Resurfacing $ 1,500,292 11.2% Roadway Safety Projects 6,795,645 50.7% Street Landscaping&Beautification 62,976 0.5% Sidewalk,Curbs &Storm Drains 1,759,357 13.1% Bridge&Retaining Walls 718,969 5.4% Utility Undergrounding Projects 98,744 0.7% Total Streets Program 10,935,983 81.5% Parks &Trails Program Citywide Projects 174,321 1.3% Park Projects 816,902 6.1% Trail Projects 734,878 5.5% Total Parks &Trails Program 1,726,101 12.9% Facility Program Citywide Projects 351,153 2.6% Civic Center Improvements 104,881 0.8% Saratoga Prospect Center Improvements - 0.00/0 Village Historical Building Improvements 3,703 0.00/0 Library Building Improvements 5,970 0.00/0 Total Facility Program 465,708 3.5% Administrative Improvement Program Information Technology Projects 120,618 0.9% Community Enhancement Programs - 0.00/0 Development Programs 42,738 0.3% Administrative Enhancement Programs 125,000 0.9% Total Administrative Improvement Program 288,356 2.1% TOTAL CIP BUDGET BY PROJECT CATEGORY $ 13,416,147 100% 273 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Streets Gas Tact Parks CIP Facdi CIP Fund,io_6% Fund,91% Parks Grant Fund, .7% Fund,3.5% Facility Grant Fund,0.7% Administrative CIF Fund,2.5% Administrative Grant Fund, o_i% Streets CIP Fund,u_3% Streets Grant Fund,59.6% CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Adopted Category FY2013/14 % Street Program 411 Streets CIP Fund 1,521,531 11.3% 431 Streets Gant Fund 7,993,435 59.6% 481 Streets Gas TaxFund 1,421,017 10.6% Total Street Program 10,935,983 81.5% Park Program 412 Parks &Trails CIP Fund 1,214,227 9.1% 421 Parks &Trails Tree Fund 45,701 0.3% 432 Parks &Trails Grant Fund 466,173 3.5% Total Park&Trail Program 1,726,101 12.9% Facility Program 413 Facility CIP Fund 365,858 2.7% 433 Facility Gant Fund 99,850 0.7% Total Facility Program 465,708 3.5% Administrative Program 414 Administrative CIP Fund 276,039 2.1% 434 Administrative Gant Fund 12,317 0.1% Total Administrative Program 288,356 2.1% TOTAL CIP BUDGET BYFUND 13,416,147 100% 274 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN UNFUNDED PROJECTS CIP UNFUNDED LIST FY 2013/14 STREET PROJECTS I Description Cost Quito Road Sidewalk Improvements: Sidewalk improvements on Quito Road between Highway 85 150,000 and Allendale Ave ------ ------ ----- ------------------------------------------------------------------------------------- ------------------------ Big -Basin WayTurn Around: Construction of a turn around at the end of the Village that 100,000 would provide drivers an additional option for circulation through Village. TOTAL STREETS UNFUNDED PROJECTS $ 250,000 PARK&TRAIL PROJECTS Description Cost Saratoga Creek Trail: Trail along Saratoga Creek running the length of the Village 150,000 --- --- ------------------------------------------- ---------------------------------------- ... Village to Hakone Garden Trail: Trail along Big Basin Way from Village to Hakone Gardens 120,000 -- ----------------------- - -- ----- .......... -- -------. ----- ----- ------- Heritage Orchard Monument Sign: Construction of a Heritage Orchard monument sign to be 35,000 located at the corner of Fruitvale and Saratoga Avenues - ----- ------ ------------------ - ------------ - Hakone Gardens Visitor Center Design work for the Hakone Gardens Visitor Center 100,000 Design: -- - -------- --------------- Congress Springs Park North Side Trail connecting residential neighborhood around Cox Avenue 100,000 Entrance: east of Hwy 85 to North side of Congress Springs Park ---------------------------------------- --------------------------------------------------------------------------------------------- Via Regina Trail: Pedestrian-Equestrian trail connecting Via Regina and Villa 60,000 Oaks Lane Norton Road/Villa Montalvo Construct emergency access road connecting parking lot of 1,000,000 Emergency Route: Montalvo Arts Center and Norton Road -----------_ ... -------------------------------- ------------ ............................. Joe's Trail at Saratoga de Anza: Develop trail from Saratoga-Sunnyvale to Arroyo de Arguello- 600,000 includes design,environmental,acquiring easements and construction TOTAL PARK&TRAIL UNFUNDED PROJECTS $2,165,000 FACILITY PROJECTS Description Cos t Cool Roofs: Replace aging roofs at the Community Center and City Hall 164,000 with sunlight reflecting"cool roof systems" TOTAL FACILITY UNFUNDED PROJECTS $ 164,000 275 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN 4 per, i 276 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREETS PROGRAM PROGRAM DIRECTORY STREET PROGRAM SUMMARY PAGE Program Summary 279 Project List Summary 280 Project Funding Summary 281 STREET REPAIR AND RESURFACING PROJECTS 9111-001 Annual Street Resurfacing&Maintenance 284 9111-004 Proposition 1B Grant Funded Resurfacing 288 ROADWAY SAFETY PROJECTS 9121-001 Roadway Safety&Traffic Calming 292 9121-003 ADA Signal Lights&Curb Cut-outs 294 9122-001 Highway 9 Safety Improvements—Phase Il 296 9122-004 Highway 9 Safety Improvements—Phase 1I1 298 9122-005 Highway 9 Safety Improvements—Phase IV 300 9122-006 Prospect/Saratoga OBAG Improvements 302 9122-007 Citywide Signal Upgrades Project-Phase 11 304 STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS 9133-001 Fruitvale Avenue Median Improvements 308 9138-001 Village LED Streetlights 310 SIDEWALK,CURBS&STORM DRAIN PROJECTS 9141-001 Annual Sidewalk Repairs 314 9141-002 Annual Storm Drain Upgrades 316 9142-001 El Quito Curb&Gutter 318 9142-004 Village Sidewalk&Pedestrian Enhancements 320 9142-005 Saratoga Avenue Sidewalk 322 9142-010 Village Sidewalk Curb&Gutter Improvements Phase H—Design 324 9142-011 Village Sidewalk Curb&Gutter Improvements Phase H—Construction 326 9142-012 Arroyo de Arguello Outfall Repair 328 9142-013 Quito Road Storm Drain Project 330 9142-014 OBAG Big Basin Way Sidewalk,Curb&Gutter Repair 332 BRIDGE AND RETAINING WALLS 9152-001 Fourth Street Bridge 336 9152-002 Quito Road Bridge Replacement 338 9154-002 Parking District#3 Storm Damage Repair 340 STREET UNDERGROUNDING PROJECTS 9171-001 Rule 20 Electric Undergrounding Conversion Projects 344 9171-002 Quito Road Electric Undergrounding Project 346 277 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM e 278 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 Repair & Resurfacing 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 — include projects that improve roadway safety factors. Projects include a Traffic Safety project for small site-specific improvement items such as 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—is a category for projects which improve the visual component of streets. This includes projects for median landscape improvements, city entrance signs, tree lighting, sidewalk furniture,and accessories such as trash receptacles and news rack stands. Sidewalk, Curb, Gutter&Storm Drains—is comprised 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—this category contains 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 — includes 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, the Street Program's summary funding by account classification,and individual project pages for each of the funded projects in this capital program. 279 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM PROJECT LIST SUMMARY Total Expended Budgeted for Fiscal Year Project STREETS PROJECTEXPENDTTURESUMMARY To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expenditures Street Repair&Resurfacing Projects 9111-001 Annual Street Resurfacing 7,142,338 1,033,474 800,000 800,000 800,000 800,000 11,375,812 9111-002 Annual Street Restriping&Signage 501,435 closed 501,435 9112-004 Prop 113 Grant Funded Resurfacing - 466,818 - - - - 466,818 Roadway Safety huprovements 9121-001 Roadway Safety&Traffic Calming 358,696 82,659 50,000 50,000 50,000 50,000 641,355 9121-002 Solar Radar Feedback Signs 62,000 closed 62,000 9121-003 CDBG-ADA Signal Lights - 71,337 - - - - 71,337 9122-001 Highway 9 Safety Improvements-Phase H 1,278,945 366,310 1,645,255 9122-004 Highway 9 Safety hnprovements-Phase III 525,297 24,514 549,811 9122-005 Highway 9 Safety Improvements-Phase IV - 1,000,000 1,000,000 9122-006 Prospect/Saratoga OBAGhnprovements 4,750,825 4,750,825 9122-007 Citywide Signal Upgrade Project Phase H - 500,000 500,000 Street Landscape&Beautification Projects 9133-001 Fruitvale Avenue Median 125,954 17,940 143,894 9138-001 Village LID Streetlights 404,227 45,036 449,263 Sidewalks,Curbs&Otters 9141-001 Annual Sidewalk Repairs 351,351 81,335 50,000 50,000 50,000 50,000 632,686 9141-002 Annual Storm Drain Repairs 273,512 50,000 50,000 50,000 50,000 50,000 523,512 9142-001 El Quito Curb&Gutter 194,983 37,552 - - - - 232,535 9142-004 Village S/W&Pedestrian Enhancemts 1,009,036 234,574 1,243,610 9142-005 Saratoga Avenue Sidewalk 105,908 73,786 179,694 9142-010 Village SW/C/G-Phase II Design 186,427 13,363 199,790 9142-011 Village SW/C/G Phase H Construction 37,153 995,747 1,032,900 9142-012 Arroyo de Arguello Outfall Repair - 70,000 70,000 9142-013 Quito Road/Paseo Olives Storm Drain - 40,000 40,000 9142-014 OBAG SCG Sidewalk Repair - 163,000 163,000 Bridges&Retaining Walls 9152-001 4th Street Bridge - 587,000 587,000 9152-002 Quito Road Bridges 586,800 129,589 716,389 9153-002 Parker Ranch Retaining Wall Repair 39,100 closed 39,100 9154-002 Parking District#3 Storm Damage Repair 42,620 2,380 45,000 Utility Undergrounding Project 9171-001 Rule 20A Fund Project - - - 9171-002 Quito Road Undergrounding Project - 98,744 98,744 Total Project Expenditures 1 13,225,784 1 10,935,983 950,000 950,000 950,000 950,000 1 27,961,766 With the addition of the following four new Street Projects, there are a total of twenty-five active funded projects for FY 2013/14: • ADA Signal Lights&Curb Cut-Outs • Citywide Signal Upgrade-Phase II • Prospect/Saratoga OBAG Improvements • OBAG Big Basin Way Sidewalk Repair The following three projects were finalized or discontinued in FY 2012/13: • Annual Street Restriping • Parker Ranch Retaining Wall Repair • Solar Radar Feedback Signs 280 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2012/13 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREETS FUND State Roadway Allocations 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 1,712,588 633„197 2,345,784 65,148 2,410,932 CIP Project Reimbursements 175,504 17,104 192,608 75,764 268,371 Contributions/Assessments 934,790 3,894 938,684 - 938,684 Transfer In-General Fund 1,393,677 195,000 1,588,677 150,000 150,000 150.000 150,000 150,000 2,338,677 Transfer In-Other CIP 733,449 - 733,449 - - - - - 733,449 Transfer In-CDBG - - - Transfer In-L&L 213,178 - 213,178 - 213,178 GRANT FUND Federal Grants 1,435,615 1,107,904 2,543,519 2,663,019 5,206,538 State Grants 1,153,860 34,758 1,188,619 4,566,761 5,755,379 Local Grants 20,000 - 20,000 400,000 420,000 Transfer In-Other CIP - 466,818 466,818 - 466,818 GAS TAX FUND Gas Tax Revenue 3,213,309 761,195 3,974,503 934,795 800,000 800,000 800,000 800,000 8,109,298 Transfer In-Other CIP 519,776 - 519,776 - - - - - 519,776 TOTAL REVENUES 12,086,410 3,219,871 15,306,281 89855,486 950,000 950,000 950,000 950,000 27,961,767 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREETS FUND Salary&Benefits 259,169 70,447 329,616 132,385 - - - - 462,001 Site Acquisition&Prep 11,882 5,408 17,290 - 17,290 Supplies&Expenses 306,413 127,021 433,434 433,434 Fees&Expenses 22,267 9,634 31,901 31,901 Consultant/Contract Svs 327,467 28,853 356,320 356,320 Project Equip&Fixtures - 7,660 7,660 - 7,660 Construction Expenses 2,660,424 1,071,063 3,731,487 1,389,146 150,000 150,000 150,000 150,000 5,720,633 Transfers Out 454,719 - 454,719 - - - - - 454,719 GRANT FUND Salary&Benefits 2,563 39,204 41,766 41,766 Site Acquisition&Prep 47,527 21,633 69,161 69,161 Supplies&Expenses 143,439 - 143,439 143,439 Fees&Expenses 13,721 5,257 18,978 18,978 Consultant/Contract Svs 590,384 54,609 644,993 - 644,993 Construction Expenses 1,320,450 1,125,122 2,445,572 7,993,435 10,439,007 Transfers Out 24,574 466,818 491,392 - 491,392 GAS TAX FUND - Supplies&Expenses 2,224 26,991 29,215 29,215 Fees&Expenses 2,075 - 2,075 2,075 Consultant/Contract Svs 4,380 5,950 10,330 10,330 Project Equip&Fixtures 22,514 22,276 44,790 - 44,790 Construction Expenses 3,074,587 211,061 3,285,648 1,315,017 694,000 694,000 694,000 694,000 7,376,665 Transfers Out 530,000 106,000 636,000 106,000 106,000 106,000 106,000 106,000 1,166,000 TOTAL EXPENDITURES 998209777 3,405,007 13,225,784 109935,983 950,000 950,000 950,000 9509000 27,961,767 FY Total 2012/13 Estimated Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity BEGINNING BALANCE 2,265,633 2,080,497 - - - - Revenues&Transfers In 12,086,410 3,219,871 15,306,281 8,855,486 950,000 950,000 950,000 950,000 27,961,767 Expenditures&Transfers Out 9,820,777 3,405,007 13,225,784 10,935,983 950,000 950,000 950,000 950,000 27,961,767 ENDING BALANCE 2,265,633 2,080,497 2,080,497 - - - - - - 281 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM e 282 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR & RESURFACING PROJECTS 283 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS CITYWIDE Project Name Annual Street Resurfacing Project Number 9111-001 Department Public Works Project Manager John Cherbone Description This is an ongoing annual project for street resurfacing 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. Due to this process, the City's average PCI assessment rating increased from 74 in 2008 to 76 in 2011 while at the same time avoiding costly deferred maintenance costs resulting from badly deteriorated roads. The next PCI assessment is scheduled for completion in 2013. 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. Annual gas tax revenues, grants, miscellaneous fees,and general fund transfers provide funding for this project. Operating Resurfacing streets on a regular basis extends the lifetime of the roadways and minimizes the need for Budget larger and more costly projects in the future. Keeping the streets in good condition also reduces liability Impacts 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. 284 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE PROJECTI 1 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 2012/13 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND State DOT Prop 42(TCR) 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 1,297,588 586,762 1,884,349 65,148 1,949,497 Project Reimbursements 70,649 - 70,649 - 709649 Transfers In-General Fund 106,284 106,284 106,284 Transfers In-Other CIP 44,073 - 44,073 - 44,073 TOTAL 2,099,259 586,762 2,686,021 65,148 - - - 29751,169 GRANT FUNDS Federal-STPL 97,166 - 97,166 - 979166 State-Prop IB 742,328 742,328 742,328 TOTAL 839,494 - 839,494 - - - - 839,494 GAS TAX FUND Gas Tax-HUTA 2,531,166 482,925 3,014,092 481,908 500,000 500,000 500,000 500,000 5,496,000 Gas Tax-7360(TCR swap) 682,143 278,269 960,412 452,887 300,000 300,000 300,000 300,000 29613,299 Transfers In 519,776 (199,100) 320,676 (644,825) - - - - (324,149) TOTAL 3,733,085 562,095 49295,179 289,970 800,000 8009000 8009000 8009000 7,785,149 TOTALREVENUFS 6,671,838 1,148,856 79820,694 355,118 800,000 800,000 800,000 800,000 119375,812 285 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS ANNUAL STREET RESURFACING-CONTINUED 9111-001 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND EXP Salary&Benefits 259,169 70,447 329,616 132,385 - - - - 462,001 Materials&Supplies 56,884 19,386 76,270 - 76,270 Fees&Expenses 12,554 - 12,554 12,554 Consultant/Contract Svs 70,537 9,254 79,791 - 799791 Construction Expenses 1,166,104 479,119 1,645,223 236,930 1,882,153 Transfers Out 238,400 - 238,400 - 238,400 TOTAL 1,803,649 578,205 2,381,854 369,315 - - - 2,751,169 GRANT FUND EXP Construction Expenses 348,102 - 348,102 - 348,102 Transfers Out 24,574 466,818 491,392 491,392 TOTAL 372,676 466,818 8399494 1 8399494 GAS TAX EXP Salary&Benefits - - - - Materials&Supplies 2,224 19,901 22,126 22,126 Fees&Expenses 2,075 - 2,075 29075 Consultant/Contract Svs 4,380 5,950 10,330 10,330 Project Equip&Fixtures 22,514 1,148 23,662 23,662 Construction Expenses 3,074,587 152,211 3,226,798 558,159 694,000 694,000 694,000 694,000 6,560,957 Transfers Out 530,000 106,000 636,000 106,000 106,000 106,000 106,000 106,000 1,166,000 TOTAL 39635,780 285,211 3,920,991 6649159 800,000 800,000 8005000 800,000 7,7859150 TOTAL EXPENDITURES 5,812,104 1,330,234 7,142,338 1,033,474 800,000 800,000 800,000 800,000 11,375,812 Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP S TREET FUND Beginning Balance 295,610 304,167 - - - - - Revenues&T/I 2,099,259 586,762 2,686,021 65,148 2,751,170 Expenditures&T/O 1,803,649 578,205 2,381,854 369,315 2,7519170 Ending Balance 295,610 304,167 304,167 - - - - - GRANT FUND Beginning Balance 466,818 - - Revenues&T/I 839,494 - 839,494 839,494 Expenditures&T/O 372,676 466,818 839,494 839,494 Ending Balance 466,818 - - - - - - GAS TAX FUND Beginning Balance - 97,305 374,189 - Revenues&T/I 3,733,085 562,095 4,295,179 289,970 800,000 800,000 800,000 800,000 7,785,149 Expenditures&T/O 3,635,780 285,211 3,920,991 664,159 800,000 800,000 800,000 800,000 7,785,149 Ending Balance 97,305 3749189 1 374,189 - - - - - TOTAL BALANCE 859,733 678,356 1 678,356 - - - 286 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM e 287 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS CITYWIDE f Project Name Proposition 113 Grant Funded Resurfacing Project Number 9112-004 Department Public Works Project Manager Macedonio Nunez Description This project will resurface a total of approximately 1.92 miles on several sections of roadway throughout Saratoga. Location This project is expected to include street surfacing on various sections of the following streets: McFarland at Devon Avenue, Meadow Oak Road between Via Roncole and Maureen, Michaels Drive at Dorsey Way; Miller Avenue between Cox Avenue and Dorchester Drive; Prospect Road between Lawrence Expressway and Saratoga Avenue; Reid Court at Reid Lane; Ten Oaks Court at Ten Oaks Lane;Twain Court at Manteca;Verde Vista Court at Verde Vista Lane;and Via Grande Drive between Charters Avenue and Glen Brae. The final list of streets to be resurfaced will be determined during the bid process. Project The City uses the Pavement Condition Index(PCI)to determine the conditions of roads. Ratings range Background from"failed"to"excellent". On average,the City is able to maintain its roads at a PCI rating of"very good" by conducting surveys of the roads every two to three years and carefully monitoring street conditions. Road resurfacing grants are instrumental in the City's effort to keep Saratoga roads in good condition, including the grant funding for this project. Proposition 113 provided$19.925 billion in bond funds for a variety of transportation priorities, including $2 billion for cities and counties to fund local maintenance and improvement projects. In 2007, $950 million was made available for local transportation projects. Of this amount, $550 million was allocated to cities. The State Controller's Office determined each city's share of the allocation based on population, with a provision that each city would receive a minimum of$400,000. Saratoga received an allocation of $982,904 under the FY 2009/10 appropriation. This project represents Saratoga's remaining allocation balance of$466,818, which will fund the resurfacing of local streets based on roadway conditions with the highest priority need. Operating Resurfacing streets on a regular basis extends the lifetime of the roadways and minimizes the need for Budget Impacts larger and more costly projects in the future. Keeping the streets in good condition also reduces liability 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. 288 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development October,2012 Prepare plans andspecifications Begin Bid Process March,2013 Invite contractors to bid on the project Contract Award May,2013 Award contract Estimated Construction Start June,2013 Construction project begins Estimated Com letion Date September,2013 Project is completed PROP 1B GRANT FUNDED RESURFACING 9112-004 Prior FY Total Year 2012/13 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUNDS Federal-STPL - - Transfers In-Other CIP 466,818 466,818 - 466,818 TOTAL REVENUES - 466,818 466,818 - - - 466,818 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUND EXP Construction Expenses 466,818 - - - - 466,818 TOTAL EXPENDITURES - - - 466,818 - - 466,818 Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUND Beginning Balance - 466,818 - - - - - Revenues&T/I 466,818 466,818 - 466,818 Expenditures&T/O - - 466,818 466,818 Ending Balance - 466,818 466,818 - - - TOTAL BALANCE - 466,818 466,818 - 289 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 4 p e ' 290 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS 291 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS BUMP CITYWIDE 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 provides for the implementation of traffic calming improvements. This includes the installation of roadway devices that enhance pedestrian and roadway safety. Location This is a Citywide project; locations vary depending on prioritized projects for the year. Project The goal of this project is to make roads safer. Projects are primarily focused on reducing driver speed Background and making pedestrians more visible,which has ultimately helped to reduce the number of accidents in the City. The 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 Commission recommended improvements are small and fall within the scope of the operating budget or the Restriping and Signage project. Occasionally, more costly remediations are warranted and roadway safety and traffic calming funds are used. Most commonly, these funds are used 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. Priority is given to projects adjacent to schools. This fiscal year, an enhanced crosswalk with in-pavement warning lights will be installed at Cox Avenue near Quito Market. Operating Engineering, administrative, and maintenance staff time for oversight and implementation of the Budget Impacts various projects is incorporated into the operating budget. 292 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 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 Project is completed ROADWAY SAFETY&TRAFFIC CALMING 9121-001 Prior FY Total Year 2012/13 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Transfers In-General Fund 341,355 50,000 391,355 50,000 50,000 50,000 50,000 50,000 641,355 TOTAL REVENUES 341,355 50,000 391,355 50,000 50,000 50,000 50,000 50,000 641,355 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP S TREET FUND Materials&Supplies 46,968 883 47,852 - - - - - 47,852 Fees&Expenses - 310 310 - 310 Consultant/Contract Svs 70,990 1,635 72,625 - 72,625 Project Equip&Fixtures - - - - - - - - Construction Expenses 73,641 164,269 237,910 82,659 50,000 50,000 50,000 50,000 520,568 TOTAL EXPENDITURES 191,599 167,098 358,696 82,659 50,000 50,000 50,000 50,000 641,355 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND BEGINNING BALANCE 149,756 32,659 - - - - - Revenues&T/I 341,355 50,000 391,355 50,000 50,000 50,000 50,000 50,000 641,355 Expenditures&T/O 191,599 167,098 358,696 82,659 50,000 50,000 50,000 50,000 641,355 ENDING BALANCE 149,756 32,659 32,659 - - - - - - 293 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS CITYWIDE Project Name ADA Signal Lights&Curb Cut-outs Project Number 9121-003 Department Public Works Project Manager Mainini Cabute Description This project will complete ADA improvements to existing signalized intersections throughout Saratoga. Pushbuttons at these intersections will be replaced with "vibrotactile" buttons for the visually impaired; crosswalks will be added or repainted where needed; and ramps and curbs will be rebuilt to meet accessibility standards. Location This project will upgrade the 15 signalized intersections with traffic signals throughout the City. Project This project will update existing signals with audible signals for the visually impaired, and rebuild Background ramps and curbs to meet accessibility standards. The City plans to install a "vibrotactile" type of pedestrian signal. The new signal's pushbutton will vibrate when the "WALK" signal is on, giving visually impaired pedestrians a cue to cross the street. This is an unobtrusive means of providing the visually impaired with 100% confidence that the "WALK" signal is on. This project will also improve the intersection's ramps, curbs, and crosswalks to comply with ADA requirements. Money for this project has been provided through the Community Development Block Grant(CDBG). As money becomes available each year, more intersections will be upgraded until all the City owned intersections have been improved. Improvements will be conducted by contractors, but the project will be managed by staff. As the CDBG funding for the project will be awarded over several years,work will be completed as sufficient project sized funding becomes available. Operating This project will increase safety for visually impaired pedestrian in Saratoga. Consequently,it will also Budget Impacts reduce liability expenses associated with pedestrian accidents.Engineering staff time for project design and oversight will be incorporated into the operating budget. 294 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECTI 1 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 Project is completed ADA SIGNAL LIGHTS&CURB CUT-OUTS 9121-003 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUNDS CDBG-ADA Grant - 71,337 - - - - 71,337 TOTAL - - - 71,337 - - - - 71,337 TOTALREVENUES - - - 71,337 - - - - 71,337 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUNDS Construction Expenses 71,337 71,337 TOTAL - - 71,337 - - - - 71,337 TOTAL EXPENDIT URES - - - 71,337 - - - - 71,337 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUNDS BEGINNING BALANCE - - - - - - Revenues&T/I - 71,337 71,337 Expenditures&T/O - 71,337 - 71,337 ENDING BALANCE - - - - - - - - - 295 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS I' Sa a rOsa roga Gtycim+t SanfaC of �a 1 o�°h re �P h° T° N-h ori s Ga os 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. Phase IV will complete the interior section of the project. 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 4. Phase III included improvements to the Austin Way and Highway 9 intersection and additional bicycle improvements on Highway 9. This phase is complete. 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. 296 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT I 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Project Reimbursements 5,000 17,104 22,104 65,764 - - - - 87,868 Community Benefit Assess 8,200 - 8,200 - 8,200 Transfers In-General Fund 85,960 - 85,960 859960 Transfers In-Other CIP 90,000 - 90,000 - 909000 TOTAL 189,160 179104 206,264 659764 - - - - 2729028 GRANT FUND Federal-HSIP Grant - 671,263 671,263 228,458 - 8999721 Federal CMAQ 380,436 3,898 384,334 77,666 - 462,000 Local-SCC Roads&Airport 11,506 - 11,506 - - 119506 TOTAL 391,942 6759161 190679103 3069124 - - - - 1,3739227 TOTAL REVENUES 581,102 692,265 1,273,367 371,888 - - - - 1,645,255 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Fees&Expenses 936 620 1,556 - - - - - 1,556 Consultant/Contract Svs 49,711 4,612 54,323 - 54,323 Construction Expenses 15,831 70,266 86,097 83,898 1699994 Transfers Out 46,154 - 46,154 - 46,154 TOTAL 112,632 75,498 188,130 83,898 - - - - 272,028 GRANT FUND Salary&Benefits - 23,823 23,823 - 23,823 Fees&Expenses 7,026 5,580 12,606 12,606 Consultant/Contract Svs 384,916 37,077 421,994 - 421,994 Construction Expenses - 632,392 632,392 282,412 914,804 TOTAL 391,942 698,872 1,090,815 282,412 - - - - 1,373,227 TOTAL EXPENDITURES 504,575 774,370 1,278,945 366,310 - - - - 1,645,255 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND Beginning Balance 76,528 18,134 - - - - - Revenues&T/I 189,160 17,104 206,264 65,764 272,028 Expenditures&T/O 112,632 75,498 188,130 83,898 272,028 Ending Balance 76,528 18,134 18,134 - - - - - - GRANT FUND Beginning Balance - (23,712) - Revenues&T/I 391,942 675,161 1,067,103 306,124 - 1,373,227 -Expenditures&T/O 391,942 698,872 1,090,814 282,412 1,373,227 Ending Balance - (23,711) (23,711) - - - - - - INDING BALANCE 76,528 (5,577.39) 1,067,103 - - - - - - 297 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS of Sd 2 foga w air iii Sary�nry �Cf°I l d9 i ' C Ini®away siaua�i�.way s sB e T° w' °ft cdfQa 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 This project will be located at Austin Way and Highway 9 in Saratoga and other locations along Highway 9. Project This project marks the third phase of safety improvements to the Highway 9 corridor that stretches Background from Saratoga to Los Gatos. The improvements were initiated following several serious accidents on Highway 9. This third phase will realign the Austin Way and Highway 9 intersection to improve motorists view of bicyclists. The project will also install a median at Austin Way, bicycle loops at the signalized intersections along the Highway 9 corridor, and widening of 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 will come from Proposition 116 monies from the State. The first phase 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. The second phase 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 2 improvements will be continued in phase 4. 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 very minimal increase in maintenance associated with the City of Saratoga's portion of this project while the improvements will increase safety on Highway 9 for bicyclists,reduce accidents,and therefore reduce liability risk. 298 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENTDESCRIPTION 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET 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 31,121 429,730 460,851 460,851 State-M TC(TDA) 20,000 - 20,000 20,000 Local-SCC Roads&Airport 8,494 - 8,494 8,494 TOTAL 59,615 429,730 489,345 - - - - - 489,345 TOTAL REVENUES 120,081 429,730 549,811 - - - - - 549,811 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Fees&Expenses 78 78 - - - - - 78 Consultant/Contract Svs 35,825 49 35,873 - 35,873 Construction Expenses - - 24,514 24,514 Transfers Out - - - - - TOTAL 35,903 49 35,952 24,514 - - - 60,466 GRANT FUND Salary&Benefits 2,563 15,381 17,943 - - 17,943 Site Acquisition&Prep - - - Materials&Supplies - - - Fees&Expenses 4,623 4,623 4,623 Consultant/Contract Svs 51,629 - 51,629 51,629 Project Equip&Fixtures - - - - Construction Expenses 800 414,350 415,150 415,150 TOTAL 59,615 429,730 489,345 - - - - - 489,345 TOTAL EXPENDITURES 95,518 429,779 525,297 24,514 - - - - 549,811 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND BEGINNING FUND BAL 24,563 24,514 - - - - - Revenues&T/I 60,466 - 60,466 - 60,466 Expenditures&T/O 35,903 49 35,952 24,514 60,466 ENDING FUND BALANCE 24,563 24,515 24,514 - - - GRANT FUND BEGINNING BALANCE - - Revenues&T/I 59,615 429,730 489,345 489,345 Expenditures&T/O 59,615 429,730 489,345 489,345 ENDING BALANCE - - - I - - - - - - 299 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS 4 ' ny o� Sa a toga C y^ _ HiSh�1'AlAuatin WaY� C '. _ Innnactlon _ of o °ra Sara he Tod ^o oa Ca°a 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 make 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 This project will be the fourth phase of 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 this fourth phase,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. As with the second phase of Highway 9 improvements, the fourth phase will be managed by the City of Saratoga.The improvement work will be contracted out. 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 very 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, reduce accidents, and therefore reduce liability risk. 300 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE _PROJECT I 1 DESCRIPTION -Begin Bid Process May 2013 Council approves plans and authorizes bidding the project Contract Award Jul 2013 Council awards contract Estimated Construction Start August 2013 Construction project begins Estimated Completion Date February 2014 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS PHASE IV 9122-005 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET 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 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 2012/13 Budgeted for Fiscal Year Project ActiNity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Acthity 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 - - - - - - - 301 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS yap Project Name Prospect/Saratoga OBAG Improvements Project Number 9122-006 Department Public Works Project Manager John Cherbone Description Improve 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 has applied for a $4.2 million OBAG grant, of which a $544,825 grant match funding is required. Gas Tax funds will be 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, 302 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 Com letion Date January 2016 Project is completed PROSPECT/SARATOGA OBAG IMPROVEMENTS 9122-006 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 TOTAL - - - 544,825 - - - - 544,825 TOTALREVENUFS - - - 4,750,825 - - - - 4,750,825 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP GRANT FUND Construction Expenses 4,206,000 - - - - 4,206,000 TOTAL - - - 4,206,000 - - - 4,206,000 GAS TAX FUND Construction Expenses - - 544,825 544,825 TOTAL - - - 544,825 - - - 544,825 TOTAL EXPENDITURES - - 4,750,825 - - - 4,750,825 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP 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 - - Revenues&T/I - 544,825 544,825 Expenditures&T/O - 1 544,825 544,825 ENDING BALANCE - - - I - - - - - - 303 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 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. For FY 2013/14, VTA has provided a second grant to continue this project as described in Phase II. The second phase will provide for the computerized system to allow City engineers to manage the signal coordination. Phase H: Provide Traffic Management System at City Hall, and communication equipment to all upgraded signals. Interconnect signals along Coordination Corridors and coordinate with the Management System. 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. 304 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE _PROJECT I 1 DESCRIPTION —Begin Bid Process February,2014 Prepare sstemspecifications Contract Award March 2014 Vendor is selected Estimated Project Start June 2014 System development and implementation Estimated Completion Date October 2014 System implementation complete CITYWIDE SIGNAL UPGRADE PROJECT PHASE II 9122-007 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 TOTAL - - - 100,000 - - - - 100,000 TOTAL REVENUES - - - 500,000 - - - - 500,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 2012/13 Budgeted for Fiscal Year Project Activity Actuals "notal 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUNDS BEGINNING BALANCE - - - - - - Revenues&T/I - 400,000 400,000 Expenditures&T/O 400,000 400,000 ENDING BALANCE - - - - - - - GAS TAX FUND BEGINNING FUND BAL - - Revenues&T/I - 100,000 100,000 Expenditures&T/O - 100,000 100,000 ENDING FUND BALANCE - - - - - - - - 305 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 01 306 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS 307 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS Fri • ��� �,.� �' I`��. � Allendale Avenue -_ 4 �I Valley College U - ❑—gl—Lane I, e Project Name Fruitvale Avenue Median Improvements Project Number 9133-001 Department Public Works Project Manager Kevin Meek Description A cooperative agreement between West Valley College and City of Saratoga to improve the Fruitvale Avenue medians along the Fruitvale avenue side of the college. Location Fruitvale Avenue between Allendale Avenue and San Marcos Road Project The West Valley College and City of Saratoga Joint Median Beautification Project involves the Background installation of an irrigation system and landscaping on Fruitvale Avenue between Allendale Avenue and San Marcos Road. The project will also include restoring the edge of the median and repairing the drainage system. The estimated project cost totals $125,000, of which $90,000 or 72% will be funded by West Valley College. The remaining$50,000 will be funded by the City of Saratoga's Gas Tax revenue. The City will design the median and also administer and manage the project. Operating Engineering, administrative and staff time for oversight and implementation of the project is Budget Impacts incorporated into the operating budget. The City anticipates spending an annual amount of$14,400 for water and landscaping maintenance services to maintain the median. 308 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE PROJECT I I 1'1 DESCRIPTION Begin Bid July 2012 Contract Award February 2013 Award construction contract Irrigation Completion March 2013 Irrigation project is complete Planting Completion October 2013 Planting project is complete FRUITVALE AVENUE MEDIAN IMPROVEMENTS 9133-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CII'STREET FUND Contributions and Donations 90,000 3,894 93,894 - - - - - 93,894 TOTAL 90,000 3,894 93,894 - - - - 93,894 GAS TAX FUND Transfers In-Gas Tax Funding - 50,000 50,000 50,000 TOTAL - 50,000 50,000 - - - - - 50,000 TOTALREVENUES 90,000 53,894 143,894 - - - - - 143,894 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Materials&Supplies 24,675 24,675 - - - - - 24,675 Fees&Expenses 8,380 8,380 - 8,380 Construction Expenses 44,932 44,932 15,908 60,840 TOTAL EXPENDlTURES - 77,987 77,987 15,908 - - - - 93,894 GAS TAX EXP Materials&Supplies 7,089 7,089 - 7,089 Project Equip&Fixtures 21,128 21,128 - 21,128 Construction Expenses 19,750 19,750 2,033 21,783 TOTAL - 47,967 47,967 2,033 - - - 50,000 TOTAL EXPENDITURES 125,954 125,954 17,940 - - - - 143,894 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 ActiA ty CIP STREET FUND BEGINNING BALANCE 90,000 15,908 - - - - - Revenues&T/I 90,000 3,894 93,894 - 93,894 Expenditures&T/O - 77,987 779987 15,908 93,894 ENDING BALANCE 90,000 15,908 15,908 - - - - - - GAS TAX FUND Beginning Balance - 2,033 - Revenues&T/I - 50,000 50,000 50,000 Expenditures&T/O 47,967 47,967 2,033 50,000 Ending Balance - 29033 2,033 - - - - TOTALBALANCE 90,000 17,940 17,940 - - - 309 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS Blaney Plaza 7 r � 3 06- 19- 19-1 6f@-19 Ff fi Project Name Village LED Street Lights Project Number 9138-001 Department Public Works Project Manager Macedonio Nunez Description This project will replace existing High Pressure Sodium street lights in the Village with LED lights. Location This project is located in Saratoga Village. Project This project is funded by an Energy Efficiency Community Block Grant(EECBG),which is a program Background established by the Federal Energy Independence and Security Act of 2007 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 when the American Recovery and Reinvestment Act of 2009 was passed. 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. 310 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE PROJECT I I 1'1 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 July 2012 Final reports submitted to the CEC Project Completion I July 2013 Final vendor invoices resolved and project is complete VILLAGE LED STREET LIGHTS 9138-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP S TREET 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 354,785 (3,086) 351,699 65,063 4169763 TOTAL GRANT FUND 354,785 (3,086) 351,699 65,063 - - - - 416,763 TOTAL REVENUES 387,285 (3,086) 384,199 65,063 - - - - 449,263 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Fees&Expenses 211 324 534 - - - - - 534 Construction Expenses 26,807 (21) 26,786 5,180 31,966 TOTALS TREET FUND 27,018 303 27,320 5,180 - - - - 32,500 GRANT FUND Materials&Supplies 143,439 - 143,439 - 143,439 Fees&Expenses 2,072 (324) 1,749 1,749 Consultant/Contract Svs 2,813 2,813 5,625 - 5,625 Construction Expenses 206,462 19,632 226,094 39,856 265,950 TOTAL GRANT FUND 354,785 22,121 376,906 39,856 - - - - 416,763 TOTAL EXPENDITURES 381,803 22,424 404,227 45,036 - - - - 449,263 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Acthity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity BEGINNING BALANCE 5,482 5,180 - - - - - Revenues&T/I 32,500 - 32,500 - 32,500 Expenditures&T/O 27,018 303 27,320 5,180 32,500 ENDING BALANCE 5,482 5,179 5,180 - - - - - GRANT FUND BEGINNING BALANCE - (25,207) - - Revenues&T/I 354,785 (3,086) 351,699 65,063 - 449,263 Expenditures&T/O 354,785 22,121 376,906 39,856 - 449,263 ENDING BALANCE - (25,207) 1 (25,207) - - - - 311 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 01 312 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS 313 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS J CITYWIDE s Project Name Annual Sidewalk Repairs Project Number 9141-001 Department Public Works Project Manager Rick Torres Description This project funds repair of the City's sidewalks. Location This project is conducted on an ongoing basis throughout the City. Project Each year, staff conducts assessments of the City's sidewalks to identify areas of sidewalk in need of Background repair. City staff pays particular attention to severely 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. Operating Annual sidewalk repairs ensure that the City's sidewalks are maintained in good condition,minimizing Budget Impacts the need for larger and more costly improvement projects in the future. Additionally, repairs to City sidewalks minimize tripping hazards and reduce liability risk. Staff time for project oversight is included in the operating budget. 314 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Transfers In-GF 331,105 50,000 381,105 50,000 50,000 50,000 50,000 50,000 631,105 Transfers In-Other CIP 1,581 - 1,581 - - - - - 1,581 TOTAL REVENUES 332,686 50,000 382,686 50,000 50,000 50,000 50,000 50,000 632,686 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Fees&Expenses 311 311 - - - - - 311 Consultant/Contract Svs 675 - 675 - - - - - 675 Construction Expenses 327,863 22,503 350,366 81,335 50,000 50,000 50,000 50,000 631,701 TOTAL EXPENDITURES 328,848 22,503 351,351 81,335 50,000 50,000 50,000 50,000 632,686 MM FY Total 2012/13 Budgeted for Fiscal Year Project Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP S TREET FUND BEGINNING FUND BAL 3,838 31,335 - - - - - Revenues&T/I 332,686 50,000 382,686 50,000 50,000 50,000 50,000 50,000 632,686 Expenditures&T/O 328,848 22,503 351,351 81,335 50,000 50,000 50,000 50,000 632,686 ENDING BALANCE 3,838 31,335 31,335 - - - - - - 315 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS c. CITYWIDE L 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 through the City. Project Storm drains are inspected by the City of Saratoga Public Works Department and West Valley Background Sanitation District to identify storm drains that have failed. Sections of storm drain 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. There are 2600 storm drains located in the City and the Saratoga storm drain system is approximately 45 miles long.Maintenance work on these storm drains is conducted by contractors. Operating Annual upgrades and repairs to the City's storm drains helps to keep them functioning properly, Budget Impacts 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. Staff time for project oversight is included in the operating budget. 316 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2011/12 2011/12 2012/13 2013/14 2014/15 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 211,314 50,000 261,314 50,000 50,000 50,000 50,000 50,000 511,314 TOTAL REVENUES 223,512 50,000 273,512 50,000 50,000 50,000 50,000 50,000 523,512 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2011/12 2011/12 2012/13 2013/14 2014/15 Expended CIP STREET FUND Materials&Supplies 2,449 2,449 - - - - - 2,449 Fees&Expenses 1,977 - 1,977 - - - - - 1,977 Construction Expenses 205,938 63,148 269,086 50,000 50,000 50,000 50,000 50,000 519,086 TOTAL EXPENDITURES 210,364 63,148 273,512 50,000 50,000 50,000 50,000 50,000 523,512 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2011/12 2011/12 2012/13 2013/14 2014/15 Activity CIP STREET FUND BEGINNING FUND BAL 13,148 - - - - - - Revenues&T/I 223,512 50,000 273,512 50,000 50,000 50,000 50,000 50,000 523,512 Expenditures&T/O 210,364 63,148 273,512 50,000 50,000 50,000 50,000 50,000 523,512 ENDING FUND BALANCE 13,148 - - - - - - - - 317 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS 01 \�� f Cox Avenue E -� A Y-� Fir a C Project Name El Quito Curb and Gutter Project Number 9142-001 Department Public Works Project Manager Rick Torres Description This is an ongoing project for the repair and replacement of curbs and gutters in the El Quito neighborhood. Location This project is located in the El Quito neighborhood in Saratoga. Project Specific locations that require curb and gutter improvements have been identified in the El Quito Background neighborhood. Repairs and replacement are prioritized in coordination with the Annual Street Resurfacing program. Curbs and gutters need to be maintained on a regular basis for a variety of reasons. Ongoing repairs prevent flooding by improving water runoff infrastructure. Additionally, well maintained curbs and gutters improve pedestrian and bicycle safety by reducing tripping hazards. Damage to curbs and gutters is most frequently caused by tree roots. The El Quito neighborhood is being targeted for curb and gutter repairs,because much of this section of Saratoga has rolled style curbs and gutters. As they age, the City replaces them with the standard vertical curb and gutter. Vertical curbs and gutters provide greater control of water runoff. This is especially important in the El Quito neighborhood,which is relatively flat. Additionally,vertical curbs are generally more durable. Operating This project helps to reduce tripping hazards caused by uneven curb and gutter surfaces, making it Budget Impacts safer for pedestrians and bicyclists in the El Quito area. Furthermore,installation of vertical curbs will reduce the potential for localized flooding in this neighborhood. Engineering staff time for project design and oversight are incorporated in the operating budget. 318 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Design Phase July 2007 Prepare plans and specifications Begin Bid Process March 2013 Council approves plans and authorizes bidding the project Contract Award May 2013 Council awards contract Estimated Construction Start June 2013 Construction project begins Estimated Completion Date December 2014 Project is completed EL QUITO CURB&GUTTER 9142-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding STREET FUND Transfers In-L&L 213,178 213,178 - - - - - 213,178 TOTALS TREET FUND 213,178 - 213,178 - - - - - 213,178 GRANT FUND State-MTC(TDA) 19,357 - 19,357 - - - - - 19,357 TOTAL GRANT FUND 19,357 - 19,357 - - - - - 19,357 TOTAL REVENUES 232,535 - 232,535 - - - - - 232,535 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended STREET FUND Construction Expenses 175,626 175,626 37,552 - - - - 213,178 TOTALS TREET FUND 175,626 - 175,626 37,552 - - - - 2139178 GRANT FUND Construction Expenses 19,357 - 19,357 - 19,357 TOTAL GRANT FUND 19,357 - 19,357 - - - - - 19,357 TOTAL EXPENDITURES 194,983 - 194,983 37,552 - - - - 232,535 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND BEGINNING FUND BAL 37,552 37,552 - - - - - Revenues&T/I 213,178 - 213,178 - 213,178 Expenditures&T/O 175,626 - 175,626 37,552 213,178 ENDING FUND BALANCE 37,552 37,552 37,552 - - - - GRANT FUND BEGINNING FUND BAL - - Revenues&T/I 19,357 19,357 232,535 Expenditures&T/O 19,357 19,357 232,535 ENDING FUND BALANCE - - - - - - - - - FNDING BALANCE 37,552 37,552 37,552 - - - - - - 319 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS a a Heritage Oak C G _Ae Qdj m _ C1 Orchard Road t aq a;. o� w � 4 S*� 41- Pew 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 will make improvements in Saratoga Village at Big Basin Way and Highway 9,Big Basin Way and Blaney Plaza,Big Basin Way and 3rd Street,and Big Basin Way and 4th Street. 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 Associations 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 Council in April 2009 and the detailed design will be finished by the end of the 2009/2010 fiscal year. Once design work is complete,construction work will begin. The project will be managed by staff and work will be performed by contractors. 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 Budget Impacts for 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. 320 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I 1 DESCRIPTION Begin Design Phase October,2008 Prepare plans and specifications Begin Bid Process April,2010 Council approves plans and authorizes bidding the project Contract award May,2010 Council awards contract Estimated Construction Start June,2010 Construction project begins Estimated Completion Date June,2014 Project is completed VILLAGE SIDEWALK&PEDESTRIAN IMPROVEMENTS 9142-004 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Contributions/Donations 737,846 737,846 - - - - - 737,846 Project Reimbursement - - - Transfers In-Other CIP 80,764 80,764 80,764 TOTAL S TREET FUND 818,610 - 818,610 - - - - - 818,610 GRANT FUND State MTC(TDA) 274,354 26,671 301,026 123,975 - - - - 425,000 TOTAL GRANT FUND 274,354 269671 301,026 123,975 - - - - 425,000 TOTALREVENUES 1,092,964 26,671 1,119,636 123,975 - - - - 1,243,610 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Materials&Supplies 31,607 1,465 33,072 - - - - - 33,072 Fees&Expenses 6,200 - 6,200 6,200 Consultant/Contract Svs 58,378 (11,855) 46,523 - 46,523 Construction Expenses 363,640 86,753 450,393 144,757 595,150 Transfers Out 137,665 - 137,665 - 137,665 TOTAL STREET FUND 597,489 76,364 673,853 144,757 - - - - 818,610 GRANT FUND Consultant/Contract Svs 347 11,855 12,202 - 12,202 Construction Expenses 274,008 48,974 322,982 89,817 412,799 TOTAL GRANT FUND 274,354 60,829 335,184 89,817 - - - - 425,000 TOTAL EXPENDITURES 871,844 137,193 1,009,036 234,574 - - - - 1,243,610 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND Beginning Balance 221,120 144,757 - - - - - Revenues&T/I 818,610 - 818,610 - 818,610 Expenditures&T/O 597,489 76,364 673,853 144,757 818,610 Ending Balance 221,120 144,756 144,757 - - - - - GRANT FUND Beginning Balance - (34,158) - Revenues&T/I - 26,671 301,026 123,975 - 425,000 Expenditures&T/O 60,829 335,184 89,817 - 425,000 Ending Balance - (34,158) (34,158) - - - - ENDING FUND BALANCE 221,120 110,598 110,599 - - - - - 321 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS 0 0 x n Heritage Oak A � �,@, Shadow(7aka m e� c 6 A�� j a `9a N 4 O Orchard Road a a q` o �2 Project Name Saratoga Avenue Sidewalk Project Number 9142-005 Department Public Works Project Manager Macedonio Nunez Description This project will install new sections of sidewalk on Saratoga Avenue. Location This project is located on Saratoga Avenue 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. When TDA funding is received, the City identifies gaps in the sidewalk on Saratoga Avenue and uses TDA monies to fill these gaps. Sidewalks offer a number of benefits. They provide a safe walking path for pedestrians away from the roadway and make it easier for 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 Extension of the Saratoga Avenue sidewalk will increase the City's maintenance costs. However, the Budget Impacts sidewalk expansion will also increase pedestrian safety on Saratoga Avenue by establishing a safe route for walking along this arterial road in Saratoga. Staff time for project management costs are included in the operating budget. 322 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUND State MTC(TDA) 97,821 8,087 105,908 73,786 - - - - 179,694 TOTAL REVENUES 97,821 8,087 105,908 739786 - - - - 179,694 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUND Consultant/Contract Svs 6,745 - 6,745 - - - - - 6,745 Construction Expenses 91,076 8,087 99,163 73,786 172,949 TOTAL EXPENDITURES 97,821 8,087 105,908 73,786 - - - - 179,694 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUND BEGINNING BALANCE - - - - - - - Revenues&T/I 97,821 8,087 105,908 73,786 179,694 Expenditures&T/O 97,821 8,087 105,908 73,786 179,694 ENDING BALANCE - - - - - - - - - 323 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza _ rept yo <b ar a � Sfre fh eef t,. t N _ t m 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 5th 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. 324 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I 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 May 2013 Council awards contract Estimated Construction Start June 2013 Construction project begins Estimated Completion Date November 2013 Project is completed VILLAGE SIDEWALK&PEDESTRIAN ENHANCEMENTS PHASE II-DESIGN 9142-010 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 TOTAL GRANT FUND 134,000 - 134,000 - - - - - 134,000 TOTAL REVENUES 199,790 - 199,790 - - - - - 199,790 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CH'STREET FUND Consultant/Contract Svs 38,554 13,873 52,427 - - - - - 52,427 Construction Expenses - - - 13,363 13,363 Transfers Out - - - - - TOTAL STREET FUND 38,554 13,873 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 172,554 13,873 186,427 13,363 - - - - 199,790 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP S TREET FUND Beginning Balance 27,236 13,363 - - - - - Revenues&T/I 65,790 - 65,790 - 65,790 Expenditures&T/O 38,554 13,873 52,427 13,363 65,790 Ending Balance 27,236 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 Ending Balance - - - - - INDING BALANCE 27,236 13,363 13,363 - - 325 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza f r" Qfhsf �2 t - N 8 f O' Sf�P 4 0f lye a I � 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 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 5th 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. 326 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I 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 May 2013 Council awards contract Estimated Construction Start June 2013 Construction project begins Estimated Completion Date November 2013 Project is completed VILLAGE SIDEWALK&PEDESTRIAN ENHANCEMENTS PHASE II-CONSTRUCTION 9142-011 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Transfers In-Other CIP 256,800 256,800 - - - - - 256,800 TOTALS TREET FUND 256,800 - 256,800 - - - - - 256,800 GRANT FUND Federal-CMAQ PT - 1,687 1,687 774,413 - - - - 776,100 TOTAL GRANT FUND - 1,687 1,687 774,413 - - - - 776,100 TOTAL REVENUES 256,800 1,687 258,487 774,413 - - - - 1,032,900 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Construction Expenses - 2,967 2,967 221,333 - - - - 224,300 Transfers Out 32,500 - 32,500 - 32,500 TOTALS TREET FUND 32,500 2,967 35,467 221,333 - - - - 256,800 GRANT FUND Construction Expenses - 1,687 1,687 774,413 - - - - 776,100 TOTAL GRANT FUND - 1,687 1,687 774,413 - - - - 776,100 TOTAL EXPENDITURES 32,500 4,653 37,153 995,747 - - - - 190329900 MM Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 ActiA ty CIP STREET FUND Beginning Balance 224,300 221,333 - - - - - Revenues&T/I 256,800 - 256,800 - 256,800 Expenditures&T/O 32,500 2,967 35,467 221,333 256,800 Ending Balance 224,300 221,333 2219333 - - - - - GRANT FUND Beginning Balance - - - Revenues&T/I - 1,687 1,687 774,413 - 776,100 Expenditures&T/O 1,687 1,687 774,413 776,100 Ending Balance - - - - - - - - - ENDING BALANCE 224,300 221,333 221,333 - - - - - - 327 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Kre sle•C'-i.e .Y . Hill—.Dr:E• `p, Carmel A.?Illi- Gi` � o Wardell Road Project Name Arroyo de Arguello Outfall Repair Project Number 9142-012 Department Public Works Project Manager Rick Torres Description Replacement of 36-inch rusted corrugated metal storm drain outfall pipe at Calabazas Creek. Location The outfall pipe is located at Calabazas Creek, approximately 350 feet downstream(north) of Wardell Road along the western bank. Project The City of Saratoga owns the outfall pipe and storm drain structure. Background A site assessment by Santa Clara Valley Water District (SCVWD) staff in 2011 revealed the outfall pipe was corroded and recommended replacement to prevent erosion of creek banks. 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. SCVWD will provide accommodations this summer to prepare for the next rainy season. The new outlet pipe will extend the life of the storm drain structure for many years. SCVWD offered to pay for half of the cost to repair the outfall pipe as the repair will prevent a failure which would cause stream bank erosion and costlier repairs. The Water District also agreed to manage the repair project. The City will cut a check when the project is completed and an invoice is received. 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 is not required and therefore will not impact the City's operating budget. The repair will prevent emergency repairs upon failure, thus reducing operating budget costs in the long run. 328 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I I 1'1 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GAS TAX FUND Beginning Balance - 70,000 - - - - - Revenues&T/I 70,000 70,000 - 70,000 Expenditures&T/O - 70,000 70,000 ENDING BALANCE 70,000 70,000 1 - - - 329 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS I.E_ v/ 8-k-11 Raad LLLLI I Project Name Quito Road Storm Drain Project Project Number 9142-013 Department Public Works Project Manager Rick Torres Description Build two storm drains and replace the curb, gutter, and ruined asphalt at Quito Road and Paseo Olivos. Location One storm drain will be installed on the south west corner of Quito Road and Paseo Olivos and the other storm drain will be installed at the opposing corner on the north-west corner connecting to the City of San Jose's storm drain system on Quito Road. Project Storm drains are not installed on the corner of Quito Road and Paseo Olivos. As a result, water Background collects at the corner, creates potential traffic hazards, and undermines the roadway. This project will install two 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 will be 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. 330 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I 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 2013 Vendor selected Estimated Construction Start August 2013 Construction project begins Estimated Completion Date October 2013 Project is complete QUITO ROAD STORM DRAIN PROJECT 9142-013 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GAS TAX FUND Construction Expenses - 40,000 - - - - 409000 TOTAL GAS TAX FUND - - 409000 - - - - 40,000 TOTAL EXPENDITURES - - - 40,000 - - - - 409000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GAS TAX FUND Beginning Balance - 40,000 - - - - - Revenues&T/I 40,000 40,000 - 40,000 Expenditures&T/O - - 40,000 40,000 ENDING BALANCE - 40,000 40,000 - - - - - - 331 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Riau 5� A. ` Q'0 tri rf► w 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 Sidewalk, curb, and gutter improvements will be made along Big Basin Way between 6th street and Hwy 9 in the Village's heavy pedestrian areas. 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. 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 activity center and enhance Saratoga's pedestrian-friendly environment through ensuring a safe and convenient walking experience. This project provides funding to remove and replace any sidewalk, curb, and gutter along the Saratoga Village that is deteriorating,or 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. 332 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS PROJECT TIMELINE PROJECT I I 1'1 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUND State-STP OBAG Grant - 163,000 - - - - 163,000 TOTALREVENUES - - - 163,000 - - - - 163,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUND Construction Expenses 163,000 - - - - 163,000 TOTAL EXPENDITURES - - 163,000 - - - - 163,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUND BEGINNING BALANCE - - - - - - Revenues&T/I 163,000 163,000 Expenditures&T/O - 163,000 163,000 ENDING BALANCE - - - - - - - - - 333 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 01 334 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE & RETAINING WALL PROJECTS 335 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS ae zn e" 4� SQA pQi ��� Wildwood S^ Park s 4, y �fF P� Project Name Fourth Street Bridge Project Number 9152-001 Department Public Works Project Manager John Cherbone Description This project will widen the bridge at Ott'Street in Saratoga. Location This project is located on 4th Street near Wildwood Park in the Saratoga Village. Project The 4th 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 4th Street Bridge as being in"generally good condition". 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. There are 20 bridges located in the City. Nine of the bridges pass over Saratoga Creek. 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`h Street Bridge and subsequently reduce City liability exposure. 336 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT I 1 DESCRIPTION Begin Design Phase May 2013 Prepare plans and specifications Begin Bid Process February 2015 Council approves plans and authorizes bidding the project 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP S TREET FUND Transfers In-General Fund 100,000 100,000 - - - - - 100,000 TOTALS TREET FUND 100,000 - 1009000 - - - - - 100,000 GRANT FUND Federal-HBRR - - 487,000 - - - - 487,000 TOTAL GRANT FUND - - 487,000 - - - - 487,000 TOTAL REVENUES 100,000 - 100,000 487,000 - - - - 587,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Construction Expenses 100,000 - - - - 1009000 TOTALS TREET FUND - - 100,000 - - - - 100,000 GRANT FUND Construction Expenses 487,000 - - - - 487,000 TOTAL GRANT FUND - 487,000 - - - - 487,000 TOTAL EXPENDITURES - 587,000 - - - - 587,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity 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 - - 487,000 487,000 Expenditures&T/O 487,000 487,000 Ending Balance - - - - INDING BALANCE 100,000 100,000 100,000 1 - - - - 337 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS Sobey Road r, -a R 0 W 0 Y d i O� Vessinq Road Project Name Quito Road Bridges Project Number 9152-002 Department Public Works Project Manager Macedonio Nunez Description This project funds removal and replacement of two bridges on Quito Road. Location This project is located on 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. 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. There are a total of 20 bridges in Saratoga. Four of these bridges pass over San Tomas Creek. Operating Engineering and administrative staff time for project management and oversight is incorporated into Budget Impacts the operating budget. 338 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT I 1 DESCRIPTION Begin Design Phase January 1996 Prepare plans and specifications Begin Bid Process December 2012 Council approves plans and authorizes bidding the project Contract Award March 2013 Council awards contract Estimated Construction Start April 2014 Construction project begins Estimated Completion Date April 2015 Project is completed QUITO ROAD BRIDGES 9152-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 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 438,107 4,412 442,519 59,081 501,600 TOTAL 438,107 4,412 442,519 59,081 - - - 501,600 TOTAL REVENUES 652,896 4,412 657,308 59,081 - - - 716,389 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP S TREET FUND Site Acquisition&Prep 11,882 5,408 17,290 - - - - - 17,290 Consultant/Contract Svs 2,797 11,286 14,083 - 14,083 Construction Expenses 92,823 - 92,823 90,593 1839416 TOTAL 107,502 169694 124,196 90,593 - - - - 2149789 GRANT FUND Site Acquisition&Prep 47,527 21,633 69,161 - 69,161 Consultant/Contract Svs 9,934 2,864 12,798 - 12,798 Construction Expenses 380,646 - 380,646 38,995 419,641 TOTAL 438,107 24,497 462,605 38,995 - - - - 501,600 TOTAL EXPENDITURES 545,609 41,191 586,800 129,589 - - - - 716,389 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP STREET FUND Beginning Balance 107,287 90,593 - - - - - Revenues&T/I 214,789 - 214,789 - 214,789 Expenditures&T/O 107,502 16,694 124,196 90,593 214,789 Ending Balance 107,287 90,593 90,593 - - - - - - GRANT FUND Beginning Balance - (20,085) - Revenues&T/I 438,107 4,412 442,519 59,081 501,600 -Expenditures&T/O 438,107 24,497 462,605 38,995 501,600 Ending Balance - (20,085) (20,085) - - - - - INDING BALANCE 107,287 70,508 70,508 - - - - - - 339 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS 's c s saeasw cnuo d el's Project Name Parking District 43 Storm Damage Repair Project Number 9154-002 Department Public Works Project Manager Rick Torres Description Repair the parking lot and the top of the creek bank which eroded during a 2012 storm. Location Along the top of the bank of Saratoga Creek at the intersection of Big Basin Way and Saratoga- Sunnyvale Road. The damage is located in Parking District#3. Project During the December 2012 storm season a storm drain line from the parking lot clogged and water Background spilled over the curb down the steep embankment to Saratoga Creek, causing a great deal of hillside erosion in the process. A portion of the parking lot above the erosion failed, making the parking spaces at that location unstable. In the interim,the slope was stabilized with sand bags and tarps. This project will convert the areas damaged by the erosion to a pedestrian pathway, and repair parking spaces,curbs,gutter,and guardrails. Operating Engineering, administrative and staff time for oversight and implementation project is incorporated Budget Impacts into the operating budget. 340 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT I 1 DESCRIPTION Begin Design Phase April 2013 Prepare plans and specifications Contract Award April 2013 Awards contract Estimated Construction Start May 2013 Construction project begins Estimated Completion Date July 2013 Project is completed PARKING DISTRICT#3 STORM DAMAGE REPAIR 9154-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Transfers In-GF Hillside Reserve 45,000 45,000 - - - - - 45,000 TOTALREVENUES - 45,000 45,000 - - - - 45,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP S TREET FUND Construction Expenses 42,620 42,620 2,380 - - - - 45,000 TOTALSTREETFUND - 42,620 42,620 2,380 - - - 45,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CII'S TREET FUND Beginning Balance - 2,380 - - - - - Revenues&T/I 45,000 45,000 - 45,000 Expenditures&T/O 42,620 42,620 2,380 45,000 ENDING BALANCE - 2,380 1 2,380 1 - - - - 341 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 01 342 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS 343 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 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. 344 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 January 1,2013, $3,382,724 of work credit funding is available from PGE 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. 345 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS a ° e LU a y MAUDE AVE, ALp�L .f y i •� W Le V u �r d - _ AR. 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 as a result of a subdivision. 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. Operating Moving overhead utilities underground will make the City more attractive and will reduce safety risks Budget Impacts associated with down power lines. Fallen power lines can be especially problematic during winter storms.Project management costs are already included in the operating budget. 346 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP STREET FUND Community Benefit Assess 98,744 98,744 - - - - - 98,744 TOTALREVENUES 98,744 - 98,744 - - - - - 98,744 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP STREET FUND Construction Expenses - 98,744 - - - - 98,744 TOTAL EXPENDITURES - - - 98,744 - - - - 98,744 FY Total 2012/13 Estimated Budgeted for Fiscal Year Project Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 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 - - - 347 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 4 348 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARKS & TRAILS PROGRAM PROGRAM DIRECTORY PARKS&TRAILS PROGRAM PAGE Program Summary 351 Project List Summary 352 Program Funding Summary 353 CITYWIDE PROJECTS 9211-001 Annual Park&Trails Repairs 356 9211-002 Tree Replanting Program 358 9211-003 Playground Safety Improvements 360 9211-004 Park Restroom Improvements 362 9211-005 Fibar Playground Safety Improvements 364 9212-001 Tree Dedication Program 366 9212-002 Saratoga Monte Sereno Community Foundation Tree Dedication Program 368 9213-001 Beverage Container Grant Project 370 PARK PROJECTS 9221-001 Blaney Plaza Sound,Lighting&Wireless 374 9222-001 Hakone Gardens Matching Contribution 376 9222-002 Hakone Gardens Driveway&Retaining Wall 378 9222-004 Hakone Gardens Upper Moon House Foundation Repairs 380 9225-003 Wildwood Park Bridge Rehabilitation 382 TRAILS&OPEN SPACE PROJECTS 9274-001 Joe's Trail at Saratoga De Anza 386 9274-002 Guava Ct/Fredericksburg Entrance 388 9277-001 Saratoga Village Creek Trail Design 390 9277-002 Saratoga Village Creek Overlook 392 9281-002 Saratoga to Sea Quarry Master Plan 394 349 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM �► a jp IF 350 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 — this classification includes 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 — includes 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 - this classification is comprised of projects for the City's smaller parks located within neighborhoods. This includes Azule Park, Beauchamp Park, Bellgrove Park, Brookglen Park, Foothill Park, Gardiner Park,Kevin Moran Park,and Ravenswood Park. Sport Parks& Facilities Projects-is for 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—includes 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 2013/14 Parks & Trails Program capital projects and their currently funded status. 351 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PROJECT SUMMARY Total Funded Budgeted for Fiscal Year Project PARKS PROJECT EXPENDITURE SUMMARY To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding City Wide Projects 9211-001 Annual Park&Trail Repairs 261,727 6,570 - - - - 268,297 9211-002 CityWide Tree Replanting 195,789 22,826 218,615 9211-003 Playground Safety Improvements 29,922 20,078 50,000 9211-004 Park Restroom Improvements 17,660 39,929 - 57,589 9211-005 Fibar Playground Safety Improvements - 40,000 - 40,000 9212-001 Tree Dedication Program 7,500 21,125 - 28,625 9212-002 SMSCF Tree Donation Fund - 1,750 - - 1,750 9213-001 AB 8939 Beverage Container Grant - 22,043 - - 22,043 Park Projects 9221-001 Blaney Plaza Sound&Lighting hnpr 18,473 6,527 - - 25,000 9222-001 Hakone Gardens Match Contribution - 250,000 - - - 250,000 9222-002 Hakone Gardens Driveway&Wall 169,625 310,375 - - - 480,000 9222-004 Hakone Gardens UH Foundation - 125,000 - - - 125,000 9222-005 Hakone Gardens LH ADA Ramps 32,293 Closed 32,293 9225-003 Wildwood Park Bridge Rehabilitation - 125,000 - - - 125,000 9238-001 Ravenswood Playground Equipment 150,000 Closed 150,000 Trail Projects 9274-001 Joe's Trail at Saratoga De Anza 1,796,378 383,610 - - - 2,179,988 9274-002 Guava Ct/Fredericksburg Entrance - 45,880 - - - 45,880 9277-001 Village Creek Trail-Design&Environ 5,000 34,000 - - - 39,000 9277-002 Village Creek Overlook 480 26,520 - - - 27,000 9281-002 Saratoga to Sea Quarry Master Plan 55,132 244,868 - - - 300,000 Total Project Expenditures 2,739,979 1,726,101 - - - 4,466,080 Three new park projects are funded in FY 2013/14. These include: • Fibar Playground Safety Improvements • Wildwood Park Bridge Rehabilitation • Guava Ct/Fredericksburg Entrance One Park Project was added during FY 2012/13 due to the need for an emergency repair. • Hakone Gardens Driveway&Wall Repair The following projects were completed in FY 2012/13,leaving a total of 18 active projects for FY 2013/14: • Hakone Gardens Lower House ADA Ramps • Ravenswood Playground Equipment 352 € CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK&TRAILS PROGRAM FUNDING SUMMARY Prior FY Total Year 2012/13 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP PARK FUND AB 8939 Beverage Container 22,059 22,059 - - - - - 22,059 Park In Lieu Fees 382,589 382,589 125,000 507,589 Donations/Contributions - - - - Dev Benefit Assessment - - - - Transfers In-General Fund 680,000 580,000 1,260,000 45,880 1,305,880 Transfers In-Other CIP 16,007 231 16,238 40,000 56,238 Transfers In-ABAG 25,000 - 25,000 - 25,000 TREE FUND - - Fines&Forfeitures 15,792 18,463 34,255 - 34,255 Donations/Contributions 5,250 125 5,375 5,375 Transfers In 209,360 - 209,360 209,360 GRANT FUND - AB 8939 Beverage Container - 8,422 8,422 8,422 CDBG Grant 32,293 - 32,293 - 32,293 Federal-CMAQ to VIA 1,055,989 (159,750) 896,239 391,174 1,287,413 State-State Park Bond Grant 112,586 112,586 - 112,586 Local-VFA DeAnza Trail Grant 379,988 379,988 - 379,988 Local-SCVWD Grant - 5,480 5,480 60,520 66,000 Private-DeAnza Trail Grant 154,399 70,016 224,415 175,586 400,001 Transfers In - 13,621 13,621 - 13,621 TOTAL REVENUES 3,091,312 536,608 3,614,299 838,160 - - - 4,466,080 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project CIP PARK EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Supplies&Expenses 38,009 - 38,009 - - - - - 38,009 Fees&Exp crises 42 2,477 2,519 2,519 Consultant/Contract Svs - 48,487 48,487 - 48,487 Construction Expenses 366,872 133,185 500,057 1,214,227 1,714,284 Transfers Out 99,616 13,852 113,468 - 113,468 TREE FUND - Tree Supplies/Services 16,556 1,464 18,021 1,750 19,771 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 166,905 5,767 172,672 43,951 216,623 GRANT FUND - Salary&Benefits 64,301 16,828 81,129 - 81,129 Site Acquisition&Prep 322,852 - 322,852 322,852 Supplies&Expenses 1,035 - 1,035 1,035 Fees&Expenses 20,679 5,000 25,679 - 25,679 Consultant/Contract Svs 129,553 6,993 136,546 34,000 170,546 Construction Expenses 1,196,834 70,075 1 1,266,910 432,173 1,699,083 TOTAL EXPENDITURES 2,435,850 304,130 2,739,979 19726,101 - - - - 4,466,080 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity BEGINNING BALANCE 655,463 887,941 - - - - - Revenues&Transfers In 3,091,312 536,608 3,627,920 838,160 4,466,080 Expenditures&Transfers Out 2,435,850 304,130 2,739,979 1,726,101 4,466,080 ENDING BALANCE 655,463 887,941 887,941 1 - 353 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM kJ �� 354 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS 355 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS 4 d: CITYWIDE WU VW _, re 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 are of an urgent nature,preventing further damage and/or addressing safety matters. Past repairs have included installation of handrails along trails, placement of fiber 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 the City receives$5,000 per year from beverage container recycling rebates to install park furniture made from recycled plastic. 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. 356 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare project plans and request bids for work contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL PARK&TRAIL REPAIRS 9211-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP PARK FUND AB 8939 Beverage Container 22,059 22,059 - - - - - 22,059 Transfers In-General Fund 230,000 - 230,000 230,000 Transfers In-Other CIP 16,007 231 16,238 16,238 TOTALREVENUES 268,066 231 268,297 - - - - 268,297 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIF PARK FUND Materials&Supplies 9,857 - 9,857 - - - - - 99857 Construction Expenses 231,135 2,498 233,633 6,570 240,203 Transfers Out 4,616 13,621 18,237 1 - 18,237 TOTAL EXPENDITURES 245,608 16,119 1 261,727 6,570 - - - 268,297 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity BEGINNING BALANCE 22,458 6,570 - - - - - Revenues&Transfers In 268,066 231 268,297 - 268,297 Expenditures&Transfers Out 245,608 16,119 261,727 6,570 268,297 ENDINGBALANCE 22,458 6,570 6,570 - - - - - - 357 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS N 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 caused by unpermitted removal of trees on private property,the Background City assesses fines for tree removal violations and uses these funds for re-foresting the City. The Citywide Tree Replanting Program is entirely funded from these fines. The fines fund the costs to plant new trees and shrubbery, install irrigation needed to sustain new plantings on public property, and provide for tree maintenance services, which may include the removal of City trees that are dying or hazardous. 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 maintenance expenses that would Budget Impacts otherwise be funded through the City's operating budget, if funding is available for the work. 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. 358 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding TREE FINE FUND Fines&Forfeitures 15,792 18,463 34,255 - - - - - 34,255 Transfers In-General Fund 184,360 - 184,360 184,360 TOTAL REVENUES 200,152 18,463 218,615 - - - - - 218,615 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDTI'URES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended TREE FINE FUND Materials&Supplies 16,556 1,464 18,021 - - - - - 18,021 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 159,905 5,267 1 165,172 1 22,826 187,998 TOTAL EXPENDITURES 189,057 6,732 1 195,789 1 22,826 - - - - 218,615 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity TREE FINE FUND BEGINNING BALANCE 11,095 22,826 - - - - - Revenues&T/I 200,152 18,463 218,615 - 218,615 Expenditures&T/O 189,057 6,732 1 195,789 1 22,826 2181615 ENDING BALANCE 11,095 22,826 22,826 1 - - - - - - 359 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS k' i r ; . r CITYWIDE as --Rill 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 Background Saratoga playgrounds. The ABAG consultant who performed the assessment visited every City playground and identified ways in which to reduce City liability, including liabilities related to safety improvements and compliance with the Americans with Disabilities Act. Recommended improvements to be implemented under this project will be focused on potential entrapment and protrusion issues. Standards require that playground equipment be constructed so that it minimizes hazardous situations in which clothing entrapment may occur and result in strangulation. 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 for these 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. 360 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION 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 June 2013 1 Project is completed PLAYGROUND SAFETY IMPROVEMENTS 9211-003 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP PARK FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 Transfers In-ABAG 25,000 25,000 25,000 TOTALREVENUES 50,000 - 50,000 - - - - - 50,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP PARK FUND Materials&Supplies 2,437 2,437 - - - - - 2,437 Construction Expenses 27,485 27,485 20,078 47,563 TOTAL EXPENDITURES 29,922 - 29,922 20,078 - - - 50,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP PARK FUND BEGINNING BALANCE 20,078 - 20,078 - - - - - Revenues&T/I 50,000 - 50,000 - 50,000 Expenditures&T/O 29,922 29,922 20,078 50,000 ENDING BALANCE 20,078 20,078 20,078 - - - - 361 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS r:y Cax Arenuc �y �t ,�, o E14uito r,, •,�.1 C ngrass Park _ $P—p _ - Park - � cy i p+a m t E ya5a N y n Wild.00d - Park �` 0 Project Name Park Restroom Improvements Project Number 9211-004 Department Public Works Project Manager Kevin Meek Description This project will make improvements to restrooms in several City parks. Location Park restroom improvements will be made at Congress Springs Park, El Quito Park, and Wildwood Park. Project The City has a total of four parks with restrooms,including Congress Springs,El Quito,Kevin Moran, Background and Wildwood. The restrooms at Congress Springs, El Quito, and Wildwood need a variety of improvements beyond regular maintenance work.Improvements include: - Exterior and interior paint - Flooring repairs as needed - New roofing at Congress Springs and El Quito parks - Upgraded fixtures as needed(mirrors,faucets,and sinks) - Waterless urinals at Wildwood and El Quito parks Park restroom improvements have been an unfunded project in the City's capital improvement plan for several years.Performing the project now will prevent increased deferred maintenance expenses. These improvements will be contracted out and managed by staff. Operating The cost of managing the project is incorporated in the operating budget. The project will reduce Budget Impacts operating expenses as improvements will reduce the number of ongoing repairs needed to keep bathrooms operational. Facility upgrades now will also prevent more costly improvements resulting from deferred maintenance in the future. And, with the addition of waterless urinals, water consumption at City parks will be reduced. 362 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Begin Bid Process July 2011 Staff prepares bid package and accepts bids from contractors Contract Award October 2011 Construction contract is awarded Estimated Construction Start November 2012 Construction project begins Estimated Completion Date March 2014 Project is complete PARK RESTROOM IMPROVEMENTS 9211-004 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park-in-Lieu Fees 57,589 57,589 - - - - - 57,589 TOTAL REVENUES 57,589 - 57,589 - - - - - 57,589 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 17,660 1 17,660 1 39,929 - - - - 57,589 TOTAL EXPENDITURES 17,660 17,660 1 39,929 - - - - 57,589 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE 57,589 39,929 - - - - - Revenues&T/I 57,589 - 57,589 - 57,589 Expenditures&T/O - 17,660 17,660 39,929 57,589 ENDING BALANCE 57,589 39,929 39,929 1 - - - - - - 363 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS i CITYWIDE . WNW 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 Park playgrounds throughout the City will be upgraded. Current funding will provide for the Gardiner Park and Kevin Moran Park playgrounds. Project The project involves upgrading the playgrounds to current standards to comply with the American Background Disabilities Act regarding access. The fibar upgrade will also improve attenuation and injury prevention. The parks targeted for this fiscal year are Gardiner Park and Kevin Moran Park. . The project amount is approximately $40,000. The City will use $25,000 from its Association of Bay Area Government(ABAG) Safety Grant,and$15,000 from the Risk Management CIP. 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. 364 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Contract Award August 2013 Vendor selected Estimated Construction Start September 2013 Sand removed and fibar installed at two separate parks Estimated Completion Date October 2013 Fibar material installed MAR PLAYGROUND SAFETY IMPROVEMENTS 9211-005 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP PARK FUND Transfers In-Other CIP 15,000 15,000 Transfers In-ABAG 25,000 25,000 TOTALREVINUES - - 40,000 - - - - 40,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP PARK FUND Construction Expenses 40,000 40,000 TOTAL EXPENDITURES - - 40,000 - - - - 40,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP PARK FUND BEGINNING BALANCE - - - - - - Revenues&T/I 40,000 40,000 Expenditures&T/O 40,000 40,000 ENDING BALANCE - - - - - - - 365 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE Project Name Tree Dedication Program Project Number 9212-001 Department Public Works Project Manager Kevin Meek Description This program pays for half 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 do slightly increase maintenance and water Budget Impacts expenses, but the minimal increase will be absorbed in the operating budget without impacting services. The cost of managing the program is incorporated in the operating budget. 366 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 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 laced;tree dedication invoice is processed Tree Planting Ongoing Tree is planted and project is complete TREE DEDICATION PROGRAM 9212-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Tree Dedication Payments 3,375 250 3,625 - - - - - 3,625 Transfers In-General Fund 25,000 - 25,000 25,000 TOTAL REVENUES 28,375 250 28,625 - - - - - 28,625 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Construction Expenses 7,000 500 7,500 1 21,125 - - - - 28,625 TOTAL EXPENDITURES 7,000 500 7,500 1 21,125 - - - - 28,625 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE 21,375 21,125 - - - - - Revenues&T/I 28,375 250 28,625 - 28,625 Expenditures&T/O 7,000 500 1 7,500 1 21,125 28,625 ENDING BALANCE 21,375 21,125 1 21,125 1 - - - - - - 367 _E CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS ti ..N k CITYWIDE Project Name SMSCF Tree Dedication Grant Program Project Number 9212-002 Department Public Works Project Manager Kevin Meek Description This program provides an additional 25% subsidy for participants toward the cost of trees purchased through the Tree and Bench Dedication Program. Location The SMSCF Tree Dedication Grant 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. As noted in the Tree Dedication Program above,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 Saratoga-Monte Sereno Community Foundation (SMSCF) offered 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. Management of the program is performed by City staff and planting is typically contracted out. Operating Trees planted through the Tree Dedication Program do slightly increase maintenance and water Budget Impacts expenses, but the minimal increase will be absorbed in the operating budget without impacting services. The cost of managing the program is incorporated in the operating budget. 368 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 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 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Contributions&Donations 1,875 (125) 1,750 - - - - - 1,750 Transfers In-Other CIP - - - - TOTAL REVENUES 1,875 (125) 1,750 - - - - - 1,750 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Materials&Supplies 1,750 - - - - 1,750 TOTAL EXPENDITURES - - 1,750 - - - 1,750 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE 1,875 1,750 - - - - - Revenues&T/I 1,875 (125) 1,750 - 1,750 Expenditures&T/O - - - 1 1,750 1,750 ENDING BALANCE 1,875 1,750 1 1,750 - - - - - - 369 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS owl CITYWIDE # Retwele uw� BEAUTIFUL ia'r 1 i 1 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. 370 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 1 DESCRIPTION Project Development Ongoing Prepare project workplans 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 BEVERAGE CONTAINER GRANT 9213-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND AB 8939 Grant 8,422 8,422 - - - - - 8,422 Transfers In-Other CIP 13,621 13,621 13,621 TOTAL REVENUES - 22,043 22,043 - - - - - 22,043 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Construction Expenses 22,043 - - - - 22,043 Transfers Out - - TOTAL EXPENDITURES - - 22,043 - - 22,043 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE - 22,043 - - - - - Revenues&T/I 22,043 22,043 - 22,043 Expenditures&T/O - - 22,043 22,043 ENDING BALANCE 22,043 1 22,043 1 - - - 371 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM kJ �� 372 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS 373 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Blaney Plaza r �r 4S� d �SetP f Historical Q Park Project Name Blaney Plaza Sound, Lighting & Wireless Project Number 9221-001 Systems Department Public Works Project Manager John Cherbone/Leo Salindong Description This project funds installation of a permanent sound system, safety lighting, and free wireless availability at Blaney Plaza. Location The project would take place at Blaney Plaza at Saratoga-Sunnyvale Road and Big Basin Way. Project Since Blaney Plaza was improved several years ago,it has become a gathering place for special events Background that occur several times throughout the year.Event organizers have suggested that the site be enhanced by installation of a permanent sound system and better lighting. Through this project, infrastructure for a sound system was added to Blaney Plaza. This included electrical pre-wiring and addition of a pole to mount speakers on. A portable sound system was purchased to accommodate Blaney Plaza, and is now utilized for large public events. Spot lighting improvements were added to sections of Blaney Plaza to increase safety for the audience. The next phase of the project will be to install free wireless internet in Blaney Plaza. Currently, no service provider offers internet access to Blaney Plaza. Consequently,the City is working with nearby businesses and Comcast to add internet access to this location. When an internet connection is available,the City plans to add free wireless internet access in Blaney Plaza. Work will be performed by contractors and managed by staff. Operating This project will improve the public's satisfaction while using Blaney Plaza for special events and may Budget Impacts encourage greater use of the plaza. The lighting improvements will also provide enhanced public safety and reduce costs associated with potential vandalism in the park area. Project management costs are included in the operating budget. 374 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Project Development August 2010 Prepare plans and specifications Contract Award September 2010 Council awards contract Estimated Construction Start November 2010 Construction project begins Estimated Completion Date November 2013 Project is complete BLANEY PLAZA SOUND SYSTEM,LIGHTING,&WIRELESS 9221-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals 'ro Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CH'PARK FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 TOTAL REVENUES 25,000 - 25,000 - - - - - 25,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Materials&Supplies 13,886 13,886 - - - - - 13,886 Construction Expenses 4,587 4,587 6,527 11,114 Transfers Out - - - - TOTAL EXPENDITURES 18,473 - 18,473 6,527 - - - - 25,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE 6,527 6,527 - - - - - Revenues&T/I 25,000 - 25,000 - 25,000 Expenditures&T/O 18,473 - 18,473 6,527 25,000 ENDING BALANCE 6,527 6,527 1 6,527 1 - - - - - - 375 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS 8i9 Basin W Y roq cats 19 Hakone 3 Gardens d1 -per Project Name Hakone Gardens Matching Contribution Project Number 9222-001 Department City Manager's Office Project Manager Dave Anderson Description This project provides matching funds for construction of a visitor center at Hakone Gardens. Location The visitor center will be located at or near the entrance of 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 consider allocating funds to be used to cover a portion of the cost to construct a new visitor center at Hakone Gardens. The Foundation would then seek funding to cover the remaining costs through grants,donations,and other funding sources. Funds for this matching contribution came from Park-in-Lieu fees. Operating This project will not impact the City's operating budget, as the Hakone Foundation is responsible for Budget Impacts seeking funding to cover the remaining expenses to build a visitor center,for managing the project,and for maintaining the center once it is constructed. 376 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Funding Dedicated August 2006 Council committed matching fund for Hakone Gardens visitor center. Matching Funds Raised To be determined Hakone Foundation raises required matching funds to receive City monies for construction of the Hakone Gardens visitor center Award Funds To be determined Award funds to Hakone Foundation for construction of a new visitor center Begin Design Phase To be determined Prepare plans and specifications Estimated Construction Start To be determined Construction project begins Estimated Completion Date To be determined Project is completed HAKONE GARDEN VISITORS CENTER-MATCHING FUNDS 9222-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 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 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 250,000 - - - - 250,000 TOTAL EXPENDITURES - - - 250,000 - - - - 250,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 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 1 - - - - - - 377 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS ���Basin WaY roll date Roar, 0 Hakone a Gardens as Project Name Hakone Gardens Driveway&Retaining Wall Project Number 9222-002 Department Public Works Project John Cherbone Manager Description This project will fund repairs to the retaining walls and hillside driveways into Hakone Gardens. Location The hillside roadways and supporting retaining walls are located at the entrance to and exit roads from the Hakone Gardens park located at 21000 Big Basin Way. Project Hakone Gardens is a City-owned 18 acre park just outside of Saratoga Village that is maintained and Background operated by the Hakone Foundation. The garden is the oldest Japanese-style residential garden in the Western Hemisphere and was built from 1917 to 1929. The driveway entrance and exit roadways for the park climbs steeply up a hillside, requiring a retaining wall for support. Staff conducted an analysis of the driveways and determined that repairs would be required. To ensure that funding was available when the repairs were needed, the City allocated General Fund money to repair problems with the retaining wall and driveway at Hakone on an as needed basis. In 2008,repairs were made to the roadway when a storm drain pipe under the Hakone driveway failed. A new pipe was installed,the roadway was repaired,and the adjacent bank was shored with concrete. In 2012, heavy winter storms contributed to a substantial failure of the main retaining wall which supports the outbound driveway at Hakone Gardens,causing the wall to fail along with a portion of the driveway surface. The driveway was therefore unusable and was closed. This project will rebuild the retaining wall and roadway. The Hakone Gardens parking lot will be repaved at the same time the driveway is repaired with the parking lot portion funded through the Street Resurfacing project. The Hillside Stabilization Reserve provided additional funding to this project to repair the 2012 hillside failure portion of the work. Operating Ongoing repairs to the driveway and retaining walls ensures that they are well-maintained, reduces Budget Impacts liability risks, and saves the City from the high costs of deferred maintenance since it prevents small problems from growing into larger issues that demand more money and time to repair. 378 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Begin Design Phase January,2013 Prepare plans and specifications Begin Bid Process April,2013 Council approves plans and authorizes bidding the project Contract Award May,2013 Council awards contract Estimated Construction Start May,2013 Construction project begins Estimated Completion Date I August,2013 1 Project is complete HAKONE GARDENS DRIVEWAY&RETAINING WALL 9222-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-Hillside Reserve - 280,000 280,000 - - - - - 280,000 Transfers In-General Fund 200,000 - 200,000 200,000 TOTAL REVENUES 200,000 280,000 480,000 - - - - - 480,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CII'PARK FUND Fees&Expenses 2,477 2,477 - - - - - 2,477 Consultant/Contract Svs - 48,487 48,487 - 48,487 Construction Expenses 42,621 56,040 98,661 310,375 409,036 Transfers Out 20,000 - 20,000 1 - 20,000 TOTAL EXPENDITURES 62,621 107,004 169,625 1 310,375 - - - - 480,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE 137,379 - 310,375 - - - - - Revenues&T/I 200,000 280,000 480,000 - 480,000 Expenditures&T/O 62,621 107,004 1 169,625 1 310,375 480,000 ENDING BALANCE 137,379 310,375 1 310,375 1 - - - - 379 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS ,* r Big Basin WaY R°aa o Hakone Gardens �a ev-' 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 Background that 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 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 100`h 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. 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. 380 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Begin Design Phase August 2013 Prepare plans and specifications Begin Bid Process October 2013 Council approves plans and authorizes bidding the project Contract Award December 2013 Council awards contract Estimated Construction Start January 2014 Construction project begins Estimated Completion Date March 2014 1 Project is completed HAKONE GARDENS UPPER MOON HOUSE—FOUNDATION REPAIRS 9222-004 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 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 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses - 125,000 - - - - 125,000 Transfers Out - - - TOTAL EXPENDITURES - - - 125,000 - - - - 125,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 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 125,000 125,000 125,000 1 - - - - - 381 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Illdf!!II !i►!f !! Itfll� �e yew �A �e $, Wildwood f'S Park Sf, •mac 5 0" �4r 9'h @fir Project Name Wildwood Park Bridge Rehabilitation Project Number 9225-003 Department Public Works Project Manager Kevin Meeks Description Rebuild the pedestrian bridge/walkway connecting the parking lot to Wildwood Park to return it to safe standards. Location 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,hence creating a safety issue. This project will replace the bridge decking and railings with new material. The access steps and support structures remain in good condition and do not need to be replaced. Park-in-Lieu fees will provide the funding for this project. 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 as short term repairs and will no longer be required 382 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase November 2013 Determine safety standard specifications Begin Bid Process December 2013 Distribute project requirements Contract Award February 2014 Select vendor Estimated Construction Start March 2014 Install new planks Estimated Completion Date I April 2014 1 Complete project WILDWOOD PARK BRIDGE REHABILITATION REPAIRS 9225-003 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park In Lieu Fees - 125,000 - - - - 125,000 TOTAL REVENUES - - - 125,000 - - - - 125,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 125,000 - - - - 125,000 Transfers Out - - TOTAL EXPENDITURES - 125,000 - - - - 125,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - - - Revenues&T/I 125,000 125,000 Expenditures&T/O 125,000 125,000 ENDING BALANCE - - - - - - 383 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM � a ;01<6 o 384 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS 385 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS a 0 m ` } ti a �? d' rn 0 sn 1 - Py - a 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 that is currently being used informally by local residents for walking Background and bicycle riding. The trail will be surfaced with decomposed granite,creating a smoother and safer surface by removing rocks and weeds in the pathway. Joe's trail will be 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 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 portion 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 DeAnza"in 2007. • Construction of Joe's Trail will be 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. 386 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION 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 2014 1 Project is completed JOE'S TRAIL AT SARATOGA DEANZA 9274-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Federal-CMAQto VTA 1,055,989 (159,750) 896,239 391,174 - - - - 1,287,413 State-Prop 1B 112,586 112,586 - 112,586 Local-VTA Measure B 379,988 - 379,988 - 379,988 Private-SV Foundation 154,399 70,016 224,415 175,586 400,001 TOTAL REVENUES 1,702,962 (89,734) 1,6139228 566,760 - - 2,179,988 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Salary&Benefits 64,301 16,828 81,129 - - - - - 81,129 Site Acquisition&Prep 322,852 - 322,852 322,852 Materials&Supplies 1,035 1,035 1,035 Fees&Expenses 20,679 - 20,679 20,679 Consultant/Contract Svs 129,553 6,993 136,546 - 136,546 Construction Expenses 1,164,541 69,595 1 1,234,137 383,610 19617,747 TOTAL GRANT FUND 1,702,962 93,416 1 1,796,378 383,610 - - - - 2,179,988 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE - (183,150) - - - - - Revenues&Transfers In 1,702,962 (89,734) 1,613,228 566,760 2,179,988 Expenditures&Transfers Out 1,702,962 93,416 1 1,796,378 383,610 2,179,988 ENDING BALANCE - (183,150) 1 (183,150) - - - - - 387 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS CE Guava court Connecoon i t w A V! J� Project Name Guava Ct/Fredericksburg Entrance Project Number 9274-002 Department Public Works Project Manager Description Remove Guava Court barrier and allow access from Guava Court to Fredericksburg Drive (Access) near Joe's Trail. Location Guava Court near Fredericksburg Access at Joe's Trail. Project In 2007, the pedestrian crossings at Fredericksburg Drive and Guava Court were declared unsafe by Background 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 Access points expressed interest in having the access reopened. The City reopened Fredericksburg because it had resolved most of the safety issues cited by CPUC. In order for Guava to be reopened, the City would need to purchase an easement from the Railroad. Residents believe that reopening the Guava Access would allow children and adults living in the area to travel more safely on foot and by bike and also allow for more community engagement with families in the area. The project will re-connect Fredericksburg Drive neighborhood with Blue Hills Elementary School. Extensive discussion would have to take place between the City and the California Public Utilities Commission (CPUC) 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 is currently working on securing grant funding of approximately $354,120. If grant funding is approved,the City match requirement would be approximately$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. 388 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Apply for Grant Funding July 2013 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 GUAVA COURT/FREDERICKSBURG ENTRANCE 9274-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-General Fund - 45,880 - - - - 45,880 TOTAL CIP FUND - - 45,880 - - - - 45,880 GRANT FUND Local-VTA Measure B - - - TOTAL GRANT FUND - - - - - - TOTAL REVENUES - - 45,880 - - - - 45,880 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 45,880 - - - - 45,880 TOTAL S TREET FUND 45,880 - - - - 45,880 GRANT FUND Construction Expenses - - TOTAL GRANT FUND - - - - - - TOTAL EXPENDITURES - 45,880 - - - - 45,880 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 45,880 45,880 Expenditures&T/O 45,880 45,880 ENDING FUND BALANCE - - - - GRANT FUND BEGINNING BALANCE - Revenues&Transfers In - Expenditures&Transfers Out ENDING BALANCE - - - - - 389 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Blanc';r1i,1r;1 wikl�wood g�h Paris S s, a Sy 9d 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 The design would establish plans for a trail that would be constructed 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. Village Creek Trail is funded by the Santa Clara Valley Water District Watershed Stewardship grant program. The required matching contribution will include staff time. 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. The City is to receive grant money from the Water District for the construction of the trail. The City's contribution to the project will include staff time and noticing expenses.Designing the trail may also require that the City negotiate a joint use agreement for use of Water District property where the proposed trail would be located. 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. 390 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECTI I DESCRIPTION Environmental Review Begins April 2012 Environmental review and documentation begins Environmental Review Ends August 2012 Environmental review and documents filed with County Estimated Design Start September 2012 Design for the Village Creek Trail begins Estimated Design Completion December 2013 Design for the Village Creek Trail is completed Council Approval January 2014 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Local-SCVWD Grant 5,000 5,000 34,000 - - - - 39,000 TOTAL REVENUES - 5,000 5,000 34,000 - - - - 39,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Fees&Expenses 5,000 5,000 - - - - - 5,000 Consultant/Contract Svs - - 34,000 34,000 TOTAL - 5,000 5,000 34,000 - - - - 39,000 TOTAL EXPENDITURES 5,000 1 5,O00 1 34,000 - - - - 39,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 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 - 5,000 - - - - - - 391 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS a� ' F � ` 6�Laney Plaza W i Idwood Park S Qr h S m01 m Project Name Saratoga Village Creek Overlook Project Number 9277-002 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. The trail will begin at a City owned parking lot in the Village and end at a 60 square foot seating area overlooking Saratoga Creek. Project The trail will be approximately 150 feet long and 4 feet wide. The trail surface would be decomposed Background granite and the trail would have 2 switchbacks. Educational signage on 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. Costs associated with grant oversight, community outreach, and project management are included in the operating budget. 392 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT1 I DESCRIPTION Surveying May 2012 Survey and stake property corners;finalize trail design Begin Bid Process July 2013 Distribute bids to contractors Contract Award November 2013 Council awards construction contract Estimated Construction Start December 2013 Construction project begins Estimated Construction Finish January 2014 Construction is complete Estimated Completion March 2014 Project is complete,final reimbursements are processed,and Santa Clara Valley Water District performs final inspection SARATOGA VILLAGE CREEK OVERLOOK 9277-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Local-SCVWD Grant 480 480 26,520 - - - - 27,000 TOTAL REVENUES - 480 480 26,520 - - - - 27,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Construction Expenses 480 480 26,520 - - - - 279000 TOTAL 480 480 26,520 - - - - 27,000 TOTAL EXPENDITURES 480 480 26,520 - - - - 27,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND Beginning Grant Balance - - - - - - - - Revenues&T/I 480 480 26,520 27,000 Expenditures&T/O 480 1 480 26,520 275000 ENDING BALANCE - - I - - - - 393 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS rOrr9areRo �y�yBastinWaY ad Hakone Congress Gardens Springs Road County Quarry Property AL � w A 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 Background part 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 • Implement 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 cost, staff time, and liability costs are expected to increase with the implementation of the Final Management Plan. 394 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT1 I DESCPJPTION 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 SEA QUARRY MASTER PLAN 9281-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-General Fund 300,000 300,000 - - - - - 300,000 TOTAL REVENUES - 300,000 300,000 - - - - - 300,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Consultant/Contract Svs - - - - - - - - Construction Expenses 55,132 55,132 244,868 300,000 Transfers Out - - - - TOTAL EXPENDITURES 55,132 1 55,132 1 244,868 - - - - 300,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - 244,868 - - - - Revenues&T/I 300,000 300,000 - 3009000 Expenditures&T/O 55,132 55,132 244,868 300,000 ENDING BALANCE - 2449868 1 244,868 1 - - - - - - 395 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM 396 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM FACILITY IMPROVEMENT PROGRAM PROGRAM DIRECTORY FACILITY IMPROVEMENT PROGRAM OVERVIEW PAGE Program Summary 399 Project List Summary 400 Project Funding Summary 401 CITYWIDE PROJECTS 9311-001 Annual Facility Improvements Funding 404 9312-002 Electronic Door Lock System 406 9314-002 Emergency Power Backup System 408 9314-004 ADA Compliant Public Counter and Signage Improvements 410 9314-005 ADA Auto Doors/Ramps/Handrails 412 CIVIC CENTER IMPROVEMENT 9322-001 Theater Improvements 416 9322-007 Civic Theater Master Plan 418 SARATOGA-PROSPECT CENTER VILLAGE HISTORICAL BUILDING 9364-001 McWilliams House Improvement Phase II 422 LIBRARY BUILDING 9372-001 Library Building Exterior Maintenance 426 397 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM M 398 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 throughout the city. 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 • Saratoga Prospect Center • Village Historical Buildings • Library Building Civic Center — this site classification includes the Administration Building, Development /Engineering Building, Theater/Chamber Building,Recreation/Senior Center Buildings, and the Corporation Yard. Saratoga Prospect Center—is comprised of the Grace Building and the Friendship Hall. This sub-classification also includes any grounds work associated with the site. Village Historical Park — is the collection of City owned historical buildings located downtown in the village, off Saratoga-Los Gatos Road. 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—is located on the corner of Saratoga Avenue and Fruitvale Avenue,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. 399 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM PROJECT SUMMARY Total Expended Budgeted for Fiscal Year Project FACEUTY PROJECT EXPENDITURE SUMMARY To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expenditures City Wide Projects 9311-001 Annual Facility Improvements - 120,348 - - - - 120,348 Wainscoating Rehabilitation 5,113 588 5,700 WHHFurniture 1,942 2,914 4,855 Emergency Evac Signs 3,713 Closed City Hall Cool RoofProjeet 38,849 Closed 38,849 CDD/Engineering Carpet 5,795 Closed 5,795 HVAC Unit 36,309 Closed 36,309 Planning Conference Room Door 4,465 Closed 4,465 Sr.Center-Furniture&Fixtures 1,135 Closed 1,135 Corp Yard Painting 4,700 Closed 4,700 Historical Bldg Painting 16,100 Closed 16,100 Book Go Round Painting 4,500 Closed 4,500 Museum HVAC 7,992 Closed 7,992 9312-002 Electronic Door Lock System-Phase II 63,123 40,000 103,123 9314-001 Electric Vehicle Charging Station 68,887 Closed 68,887 9314-002 Emergency Power Backup-Phase H 33,975 87,455 121,430 9314-004 ADA Public Counter&Signage 47,440 24,820 72,260 9314-005 ADA Auto Doors/Rarnps/Handrails - 75,030 - - - - 75,030 Civic Center Improvements 9322-001 Theater huprovements 180,121 44,881 35,000 35,000 35,000 40,000 370,001 9322-007 Civic Theater Master Plan - 60,000 - - - - 9332-004 JPCC Wood Floor Upgrade 99,071 Closed 99,071 Saratoga Prospect Center 9351-001 Saratoga Prospect Center Improvement 1,388,906 Closed 1,388,906 Village Historical Buildings 9362-003 Book Go Round-HVAC 43,109 Closed 43,109 9363-002 Museum ADA Ramp-CDBG 445220 Closed 445220 9363-003 Museum Electrical Upgrade 35,105 Closed 35,105 9364001 McWilliams House Improvements 6,297 3,703 - 10,000 Library Buildings 9372-001 Library Exterior Maintenance Projects 29,030 5,970 - - - 20,000 55,000 9374-002 Library hriprovements 353,488 Closed 353,488 Total Project Expenditures 2,523,384 465,708 35,000 35,000 35,000 60,000 3,154,092 While there are no new facility projects added for FY 2013/14; the following two facility projects were added during the 2012/13fiscal year: • The Civic Theater Master Plan • JPCC Wood Floor The Annual Facility Improvements project serves as a clearinghouse for ongoing annual funding for multiple minor facility improvements and repairs. Of the other fifteen separate projects listed, seven were completed in FY 2012/13 leaving eight active projects. 400 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Program REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIT FACILITIES FUND Theater Ticket Surcharge 193,871 31,130 225,001 35,000 35,000 35,000 40,000 40,000 410,001 SCC Maintenance Reimb 25,000 5,000 30,000 5,000 5,000 5,000 5,000 5,000 55,000 CIP Project Contributions 156,814 28,042 184,856 - - - - - 184,856 Transfers In-General Fund 1,408,413 199,380 1,607,792 100,000 1,707,792 Transfers In-OtherClP 132,022 125,120 257,143 - 257,143 Transfer In-Admin Projects 36,430 - 36,430 36,430 Transfer In-Library Fund 351,360 - 351,360 - 351,360 CIP GRANT FUND CDBG Grant 42,422 49,238 91,660 99,850 191,510 TOTALREVENUES 2,346,331 437,910 2,784,242 239,850 40,000 40,000 45,000 45,000 3,194,092 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Program EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Materials&Supplies 50,062 2,588 52,651 3,703 - - - - 56,354 Fees&Expenses 1,528 - 1,528 - 1,528 Consultant/Contract Svs 40,276 - 40,276 - - - - - 40,276 Construction Expenses 1,718,334 618,935 2,337,269 362,154 35,000 35,000 35,000 60,000 2,864,424 Transfers Out - - - - - - - - - TOTAL CIP FUND EXP 1,810,201 621,523 2,431,724 365,858 35,000 35,000 35,000 60,000 2,962,581 CIP GRANT FUND Materials&Supplies 72 - 72 - - - - - 72 Fees&Expenses 10 10 10 Consultant/Contract Svs 6,882 - 6,882 - 6,882 Construction Expenses 35,458 49,238 84,696 99,850 184,546 TOTAL GRANT FUND EXP 42,422 49,238 91,660 99,850 - - 191,510 TOTAL EXPENDITURES 1,852,623 670,761 2,523,384 465,708 35,000 35,000 35,000 60,000 3,154,092 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Program Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP FACT ITIFS FUND Beginning Balance 493,709 260,858 35,000 40,000 45,000 55,000 Revenues&T/I 2,303,909 388,672 2,692,581 140,000 40,000 40,000 45,000 45,000 3,002,581 Expenditures&T/O 1,810,201 621,523 2,431,724 365,858 35,000 35,000 35,000 60,000 2,962,581 Ending Balance 493,709 260,858 260,858 35,000 40,000 45,000 55,000 40,000 40,000 GRANT FUND Beginning Balance - - Revenues&T/I 42,422 49,238 91,660 99,850 - - - - 191,510 Expenditures&T/O 42,422 49,238 91,660 99,850 191,510 Ending Balance - - i - i - - - - - - ENDING BALANCE 493,709 260,858 260,858 1 35,000 40,000 45,000 55,000 40,000 40,000 401 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM M 402 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS 403 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS yea a) a d m m City Hall a Joan Pisani LL _ Community ® R' �i1 Canter 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 men's restroom remodel • ADA compliant ramp for preschool portable • Copy and Break Room flooring replacement • Repair of damaged HVAC duct work over the Public Works area 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. 404 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACILITIES FUND Miscellaneous Revenue - - - - - Transfers In-General Fund 108,413 46,048 154,460 100,000 254,460 Transfers In-Other CIP - - - - - TOTAL REVENUES 108,413 46,048 154,460 100,000 - - - 254,460 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Construction Expenses - - 120,348 - - - - 120,348 Projects Funded: Wainscoating Rehabilitation 5,113 5,113 588 5,700 WHHFurniture 1,942 1,942 2,914 4,855 Emergency Evac Signs 3,713 3,713 - 3,713 City Hall Cool Roof Project 38,849 38,849 38,849 CDD/Engineering Carpet 5,795 5,795 5,795 HVAC Unit 36,309 36,309 36,309 Planning Conference Room Do( 4,465 4,465 4,465 Sr. Center-Furniture&Fixture 1,135 1,135 1,135 Corp Yard Painting 4,700 4,700 4,700 Historical Bldg Painting 16,100 16,100 16,100 Book Go Round Painting 4,500 4,500 4,500 Museum HVAC 7,992 7,992 - 7,992 TOTAL EXPENDITURES - 130,611 1 130,611 1 123,849 - - - 254,460 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Totals 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP FACILITIES FUND BEGINNING FUND BAL 108,413 23,849 - - - - - Revenues&T/I 108,413 46,048 154,460 100,000 254,460 Expenditures&T/O - 130,611 1 130,611 1 123,849 254,460 ENDING FUND BALANCE 108,413 23,849 1 23,849 1 - - - - - - 405 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS i o e m m 8 - LCity HallLL Joen Pisani Community Center 00A 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 exterior doors at both buildings at the Prospect Center 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 Street 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 Street's 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. 406 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 Com letion Date June 2014 Project is completed ELECTRONIC DOOR LOCKING SYSTEM 9312-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIT FACILITIES FUND Transfers In-Other CIP 3,123 - 3,123 - - - - - 3,123 Transfers In-General Fund 60,000 40,000 100,000 100,000 TOTAL REVENUES 63,123 40,000 103,123 - - - - - 103,123 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Construction Expenses 63,123 - 63,123 40,000 - - - - 103,123 TOTAL EXPENDITURES 63,123 - 63,123 40,000 - - - - 103,123 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - 40,000 - - - - - Revenues&T/I 63,123 40,000 103,123 - 103,123 Expenditures&T/O 63,123 - 63,123 40,000 103,123 ENDING FUND BALANCE - 40,000 40,000 - - - - 407 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS oe yee a P 5ata�c`3 3 a) ii City Hall 2 Joan Pisani LL s• 1r - ' CoCenmmtunityer Y^�R�,.. a +AR; >, u` 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 occur and must be 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. 408 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT1 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 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIT FACIUTIES 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 61,430 60,000 121,430 - - - - - 121,430 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Consultant/Contract Svs 9,750 - 9,750 - - - - - 9,750 Construction Expenses 8,448 15,778 24,225 87,455 111,680 Transfers Out - - - - - TOTAL EXPENDITURES 18,198 15,778 33,975 87,455 - - - - 121,430 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP FACILITIES FUND BEGINNING FUND BAL 43,232 - 87,455 - - - - - Revenues&T/I 61,430 60,000 121,430 - 121,430 Expenditures&T/O 18,198 15,778 33,975 87,455 121,430 ENDING FUND BALANCE 43,232 87,455 87,455 - - - - - 409 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS �e INFOnMATIoMa 5at�`o0 � C: cc City Hall 2 1 ` Joan Pisani LL _ Community Center Allendale Avenue Corporation Yard Project Name ADA Compliant Public Counters and Project Number 9314-004 Signage Plan&Improvements Department Recreation&Facilities Project Manager Thomas Scott Description This project will reconfigure customer service counters to make them accessible and ADA compliant, and provide signage around the City Hall campus to enhance accessibility. Location Various customer service counters located in the Administration Building, Community Development/Public Works Building, Senior Center, and Joan Pisani Community Center will be rebuilt and signage around the campus will be added to aid accessibility. Project In 2010, the Association of Bay Area Governments (ABAG) conducted an accessibility assessment of Background Saratoga facilities. The ABAG consultant who performed the assessment visited each of the City's facilities to determine if they are compliant with Americans with Disabilities Act (ADA) accessibility guidelines.The consultant provided a list of recommended improvements to increase accessibility. Recommended improvements included reconfiguring customer service counters in lobbies at City Hall and signage improvements. Counter improvements in the City Manager's Lobby, the Joan Pisani Community Center Lobby, the Senior Center Lobby, and the Building and Planning Lobby would include lowering counter heights and increasing the amount of space in paths of travel. Signage improvements needed throughout the City's parks and facilities include appropriate sign height, and the use of braille for visual handicaps and images for international readability. An assessment will be done to fully identify and prioritize signage needs,with remaining funds utilized for improvements. This project will be funded with Community Development Block Grant(CDBG) monies. The CDBG program was started in 1974 by the U.S. Department of Housing and Urban Development to ensure access to affordable housing, provide services to people with special needs, and create jobs. In Santa Clara County, CDBG money for cities in the valley is administered by the Santa Clara County Office of Affordable Housing. Work will be performed by an outside contractor and managed by staff. Operating Remodeling customer service counters will make City Hall more accessible and thereby more Budget Impacts welcoming to disabled citizens conducting business at City Hall. Furthermore, the improvements will help protect the City from potential lawsuits. Staff time required to oversee this project and grant requirements is accounted for in the operating budget. 410 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION Begin Design Phase November 2013 Prepare plans and specifications Begin Bid Process December 2012 Council approves plans and authorizes bidding the project Contract Award February 2013 Council awards contract Estimated Start Date I April 2013 1 Project construction/installation begins Estimated Completion Date March 2014 Project completed ADA COMPLIANT PUBLIC COUNTERS& SIGNAGE IMPROVEMENTS 9314-004 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUND CDBG Grant 2,029 45,411 47,440 24,820 - - - - 72,260 TOTAL REVENUES 2,029 45,411 47,440 24,820 - - - - 72,260 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUND Consultant/Contract Svs 2,029 - 2,029 - - - - - 2,029 Construction Expenses - 45,411 45,411 24,820 70,231 TOTAL EXPENDITURES 2,029 45,411 47,440 24,820 - - - - 72,260 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUND BEGINNING FUND BAL - - - - - - - - - Revenues&T/I 2,029 45,411 47,440 24,820 72,260 Expenditures&T/O 2,029 45,411 1 47,440 1 24,820 72,260 ENDING FUND BALANCE - - - I - - - - 411 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS + eye �e� a� �e�a`ag n `m 7 y Q (6 City Hall Joan Pisani Li' Community Center 5 ODA Allendale Avenue Corporation YI and Project Name ADA Auto Doors/Ramps/Handrails Project Number 9314-005 Department Recreation&Facilities Project Manager Thomas Scott Description This project will continue the process of making City facilities ADA compliant by installing eight(8) automatic doors at the Community Center,the Senior Center,the Prospect Center Friendship Hall and Grace Building. Location Improvements will be made at the Community Center, the Senior Center, the Prospect Center Friendship Hall and Grace Building. Project In July, 2009, the Association of Bay Area Governments (ABAG) conducted an accessibility Background assessment of Saratoga facilities. The ABAG consultant who performed the assessment visited each of the City's facilities to determine if they are compliant with Americans with Disabilities Act (ADA) accessibility guidelines. The consultant provided a list of recommended improvements to increase accessibility. The recommended improvements included automatic opening doors for all City facilities. This project will be funded with Community Development Block Grant(CDBG) monies. The CDBG program was started in 1974 by the U.S. Department of Housing and Urban Development to ensure access to affordable housing, provide services to people with special needs, and create jobs. In Santa Clara County, CDBG money for cities in the valley is administered by the Santa Clara County Office of Affordable Housing. Work will be performed by an outside contractor and managed by staff. Operating Automatic doors will make City Hall more accessible and thereby more welcoming to disabled citizens Budget Impacts conducting business at City Hall. Furthermore, the improvements will help protect the City from potential lawsuits. Staff time required to oversee this project and grant requirements is accounted for in the operating budget 412 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENTDESCRIPTION Begin Design Phase December 2012 Prepare plans and specifications Begin Bid Process June 2013 Plans approved and distributed Contract Award August 2013 Contract awarded Estimated Construction Start I September 2013 Construction project begins Estimated Completion Date December 2013 Project completed ADA AUTO DOORs/RAMPs/HANDRAILS 9314-005 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT FUND CDBG Grant - 75,030 - - - - 75,030 TOTAL REVENUES - - - 75,030 - - - - 75,030 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT FUND Construction Expenses - 75,030 - - - - 75,030 TOTAL EXPENDITURES - - - 75,030 - - - - 75,030 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 75,030 75,030 Expenditures&T/O 75,030 75,030 ENDING FUND BALANCE - - - - 413 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM M 414 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENT PROJECTS 415 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS —— - - --_ - 00`©ca m 1 Q m m City Hall I � 3 � e ,loan Pisani Community Center ❑� Allendale Avenue 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 2013/14 fiscal year will include: • New concession area in Lobby • Electrical and lighting system upgrades • Overhead stage batten repairs and replacements • Stage floor repainting 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 to oversee Budget Impacts improvements to the theater is included in the operating budget. 416 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 THEATER IMPROVEMENTS 9322-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACILITIES FUND Theater Ticket Surcharge 193,871 31J30 225,001 35,000 35,000 35,000 40,000 40,000 410,001 Transfers In-General Fund - - - - - - - - - TOTALREVENUES 193,871 31,130 225,001 35,000 35,000 35,000 40,000 40,000 410,001 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACILITIES FUND Materials&Supplies 5,159 1,857 7,016 - - - - - 7,016 Construction Expenses 153,184 19,921 173,105 44,881 35,000 35,000 35,000 40,000 362,986 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 158,343 21,778 180,121 44,881 35,000 35,000 35,000 40,000 370,001 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIT FACILITIES FUND BEGINNING FUND BAL - 35,529 44,881 35,000 35,000 35,000 40,000 - Revenues&T/I 193,871 31,130 225,001 35,000 35,000 35,000 40,000 40,000 410,001 Expenditures&T/O 158,343 21,778 180,121 44,881 35,000 35,000 35,000 40,000 370,001 ENDING FUND BALANCE 35,529 44,881 44,881 35,000 35,000 35,000 40,000 40,000 40,000 417 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS —— - - --_ - 00`©ca m 1 Q m m City Hall I � 3 � e ,loan Pisani Community Center ❑� Allendale Avenue Yard Project Name Civic Theater Master Plan Project Number 9322-007 Department Recreation&Facilities Project Manager Michael Taylor Description This project provides for the development of a Master Plan for the City's Civic Theater / Council Chambers. in Phase One, and the preparation of final plans for a selected option in Phase Two. Design concepts and cost estimates developed in Phase One will provide the Council with improvement alternatives for Phase Two. Location The project site is located at or adjacent to the Civic Theater,at the Saratoga City Hall campus. Project The current Civic Theater/Council Chamber building was built in 1964 at a cost of$168,000. It serves Background comfortably as a small theater, seating approximately 300;however there are a number of performance limitations associated with the stage layout, and numerous operational inadequacies including the lack of an orchestra pit. The theater is converted to a Council Chamber on a weekly basis for either the City Council or Planning Commission meetings. The building layout is inadequate for chamber purposes as the dais is located on a raised stage, creating a height separation barrier between the Council and audience,and making it non-compliant with ADA standards for audience access. In addition,both the Council and the audience have difficulty viewing presentations due to the awkwardness of the screen location. Furthermore,the layout restricts the use to a seated audiences viewing presenters at the stage rather than a multi-functional meeting room which would adapt to various presentation and workgroup settings with accessibility to technology and presentation media.. In Phase One,the selected consultant will develop a series of"options"—a"master plan"of work with four alternative design concepts, including general budgetary estimates. The consultant will also develop a possible "phasing" plan to implement the components over time. The process will require the consultant to meet with Saratoga residents (minimum of three public forums), selected City staff, and the theater group leads as part of the process of concept development Operating Staff time to oversee the development and implementation of this design project, and minor costs for Budget Impacts public forum meetings are included in the operating budget. 418 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECT PODESCRIPTION Council Approval February 2013 Council approves funding for Master Plan project Bid Process April 2013 Design RFP prepared and distributed Contract Award June 2013 Review proposals for conceptual design and select vendor Estimated Project Start Date I July 2013 1 Design parameters established for conceptual design options Estimated Completion Date September 2013 Design completed and approved by Council CIVIC THEATER MASTER PLAN 9322-007 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACILITIES FUND CIP Project Contributions - - - - - - - Transfers In From General Fund 60,000 60,000 60,000 TOTAL REVENUES - 60,000 60,000 - - - - - 60,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Construction Expenses - 60,000 - - - - 60,000 Transfers Out - - - TOTAL EXPENDITURES - - - 60,000 - - - - 60,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CII'FACILITIES FUND BEGINNING FUND BAL - 60,000 - - - - - Revenues&T/I 60,000 60,000 - 60,000 Expenditures&T/O - - 60,000 60,000 ENDING FUND BALANCE - 60,000 1 60,000 1 - - - - 419 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM g z 420 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS 421 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS Blaney Plaza yya� ayc �d� 90"1 °s 000, Historical Park Project Name McWilliams House Improvements-Phase II Project Number 9364-001 Department Recreation&Facilities Project Manager Thomas Scott Description This project funds various small infrastructure improvements to the McWilliams House that will make the museum more historically accurate. Location The improvements will be made to the McWilliams House,which is leased by the Saratoga Historical Foundation as part of the Saratoga Historical Park located at 20450 Saratoga-Los Gatos Road. Project The McWilliams House is a restored,City-owned pioneer home built in the 1850's,and utilized as part Background of the Saratoga Historical Foundation museum complex located in the downtown Historic Park. The Saratoga Historical Foundation's current 10 year lease(effective 2007)provides for the use of the McWilliams House and the Museum Building for the operation of a museum. The McWilliams House provides a hands-on experience of family life in Saratoga in the late 1800's. The City has allocated$10,000 for period appropriate improvements to enhance the aesthetics and increase the historical accuracy of the McWilliams House and items in the museum. Building improvements are to include: • Exterior shutters for front windows • High tank toilet,sink,and required plumbing • Period wallpaper for parlor and bedrooms • Pantry restoration: bead board,flooring,shelving,hardware,paint • Bathroom restoration: bead board,flooring,hardware,paint • Period interior trim The funding will pay for the cost of the materials only. The Saratoga Historical Foundation will bear the cost of installation for these improvements. Operating This project will not impact the operating budget.Interior maintenance of the McWilliams house is Budget Impacts provided by the Saratoga Historical Foundation. Oversight of purchases is already accounted for in the operating budget. 422 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION Funding Allocated July 2009 Council approved allocation of funds Saratoga Historical Foundation presents list of proposed improvements —Approval of Improvements March 2010 for approval Improvements Begin May 2010 Saratoga Historical Foundation begins improvements Improvements Completed December 2013 Saratoga Historical Foundation completes improvements. MCWILLIAMs HOUSE IMPROVEMENTS—PHASE II 9364-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACIUTIES FUND Transfers In-General Fund 10,000 10,000 - - - - - 10,000 TOTAL REVENUES 10,000 - 10,000 - - - - - 10,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Materials&Supplies 5,565 731 6,297 3,703 - - - - 10,000 TOTAL EXPENDITURES 5,565 731 6,297 3,703 - - 10,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIT FACILITIES FUND BEGINNING FUND HAL - 4,435 3,703 - - - - - Revenues&T/I 10,000 - 10,000 - 10,000 Expenditures&T/O 5,565 731 6,297 3,703 10,000 ENDING FUND BALANCE 4,435 3,703 1 3,703 1 - - - - - 423 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM M 424 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING PROJECTS 425 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING PROJECTS �e Jed aP 9ata�Qg 3 d Library - 3 LL Allendale Avenue Project Name Library Building Exterior Maintenance Project Number 9372-001 Department Recreation&Facilities Project Manager Thomas Scott Description This project funds improvements to the exterior of the Saratoga Library. Location This project location is the Saratoga Library located at 13650 Saratoga Avenue. Project The Saratoga Library is a City owned property leased by the Santa Clara County Library Joint Powers Background Authority. Under the current 30 year lease (effective 2003), the County is responsible for maintaining the interior and exterior of the building. Although the County is responsible for the Library's exterior, the County agreed to pay the City to oversee and perform certain maintenance work. Each year,the County pays the City$5,000 to be used for exterior maintenance.Unexpended funds are capped at$25,000. Exterior maintenance projects range from roof repairs to painting. In the 2010/11 fiscal year, the southern exposure of the library was re-stained, and in 2012/13 the entire exterior was re-stained. County funding is available for additional work if needed in FY 2013/14, however none is currently scheduled.Work is primarily done by contractors and managed by staff. Operating Ongoing maintenance to the outside of the Saratoga Library keeps the building in good operating Budget Impacts condition and prevents high costs associated with deferred maintenance. Staff time spent managing this project is included in the operating budget. 426 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 LIBRARY BUILDING EXTERIOR MAINTENANCE 9374-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP FACILITIES FUND SCC Maintenance Reimb 25,000 5,000 30,000 5,000 5,000 5,000 5,000 5,000 55,000 TOTAL REVENUES 25,000 5,000 30,000 5,000 5,000 5,000 5,000 5,000 55,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP FACILITIES FUND Construction Expenses 11,130 17,900 29,030 5,970 - - - 20,000 55,000 Transfers Out - - - - - - TOTAL EXPENDITURES 11,130 17,900 29,030 5,970 - - - 20,000 55,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 13,870 - 970 - 5,000 10,000 15,000 - Revenues&T/I 25,000 5,000 30,000 5,000 5,000 5,000 5,000 5,000 55,000 Expenditures&T/O 11,130 17,900 29,030 5,970 - - - 20,000 55,000 ENDING FUND BALANCE 13,870 970 1 970 1 - 5,000 10,000 15,000 - - 427 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM M 428 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE IMPROVEMENTS PROGRAM PROGRAM DIRECTORY ADMINISTRATIVE IMPROVEMENTS PROGRAM OVERVIEW PAGE Program Summary 431 Project List Summary 432 Program Funding Summary 433 INFORMATION TECHNOLOGY PROJECTS 9411-001 Financial System Upgrade 436 9412-001 Document Imaging Project—PW 438 9412-002 Document Imaging Project—CDD 440 9412-003 Document Imaging Project—CMO 442 COMMUNITY ENHANCEMENT PROJECTS DEVELOPMENT IMPROVEMENT PROJECTS 9451-001 General Plan Safety Element 446 9452-001 Village Fagade Program 448 9452-002 Business Development Program 450 SAFETY IMPROVEMENT PROJECTS 9461-001 Community Wildfire Protection Plan 454 9491-001 Risk Management ADA Mitigation 456 429 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM r q r D-430 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE IMPROVEMENTS PROGRAM SUMMARY The Capital Improvement Plan's Administrative Improvements Program provides for major capital expenditures to improve or enhance administrative and operational systems, processes, or functions. At this point, with few projects undertaken to date,the Administrative Improvement Program is limited to three categories: • Information Technology Projects • Community Enhancement Programs • City Development Programs In the future, Administrative Improvements projects may also include program categories for operational assessments, community surveys,or emergency operations projects. The following are current category descriptions: Information Technology Projects—is comprised of projects that increase operational efficiencies through software or hardware improvements. Currently, projects in this category include the Financial System Upgrade and several document imaging projects. Communication System Projects — includes projects which acquire or upgrade communication infrastructure. No projects are planned currently. Community Enhancement Programs — consists of projects that fund infrastructure or policy updates that have long- term impacts. This category includes the Secondhand Smoke Prevention Program. City Development Programs — for projects and programs which provide funding for quality of life enhancements, business incentives, and beautification efforts. The two schedules on the following pages list the Administrative Improvements Program's capital projects and the Administrative Improvement 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. D-431 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM PROJECT LIST SUMMARY Total Expended Budgeted for Fiscal Year Project ADMINISTRATIVE IMPROVEMENT PROJECTS To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expenditures Information Technology Projects 9411-001 Financial System Upgrade 67,200 3,534 - - - - 70,734 9412-001 Document Imaging-Public Works 31,111 67,435 98,546 9412-002 Document hnaging-Development 37,879 22,120 60,000 9412-003 Document Imaging-City Mgr Office 11,359 27,528 38,887 Development Projects 9451-001 General Plan Safety Element 162,683 12,317 175,000 9452-001 Village Fapade Program 12,157 8,821 20,978 9452-002 Business Development Program 3,400 21,600 25,000 Administrative Projects 9461-001 Community Wildfire Protection Plan - 25,000 25,000 9491-001 Risk Management ADA Mitigation - 100,000 100,000 Total Project Expenditures 325,789 288,356 - - - 614,145 For FY 2013/14, only one new project was added; the Community Wildfire Protection Plan. The remaining projects continue to be active and ongoing; none of the Administrative Improvement Projects were fully completed in FY 2012/13. D-432 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Program REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP ADMINISTRATIVE FUND Transfers In-General Fund 239,280 85,000 324,280 85,000 - - - - 409,280 Transfers In-Other Projects 29,865 - 29,865 - 29,865 TOTAL CIP REVENUES 269,145 85,000 354,145 1 85,000 - - - - 439,145 CIP GRANT FUND Grant Revenues - 162,683 162,683 12,317 - - - - 175,000 TOTAL GRANT REVENUES - 162,683 162,683 12,317 - - - - 175,000 TOTAL ADMIN REVENUES 269,145 247,683 516,828 97,317 - - - - 614,145 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Program EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP ADMINISTRATIVE FUND Salary&Benefits 20,031 - 20,031 - - - - - 20,031 Fees&Expenses - 3,400 3,400 81,600 85,000 Consultant/Contract Svs 119,364 8,153 127,518 145,618 273,136 Construction Expenses 350 11,807 12,157 8,821 20,978 Transfers Out - - - 40,000 40,000 TOTAL CIP FUND EXP 139,745 23,361 163,106 276,039 - - - - 439,145 CIP GRANT FUND Consultant/Contract Srvcs - 162,683 162,683 12,317 175,000 TOTAL GRANT FUND EXP - 162,683 162,683 12,317 - - - - 175,000 TOTAL ADMIN EXPENSES 139,745 186,044 325,789 288,356 - - - - 614,145 Prior FY Total Year 2012/13 Totals Budgeted for Fiscal Year Program Activity Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 129,400 191,039 - - - - - Revenues&T/I 269,145 85,000 354,145 85,000 439,145 Expenditures&T/O 139,745 23,361 163,106 276,039 439,145 ENDING FUND BALANCE 129,400 191,039 191,039 - - - - CIP GRANT FUND BEGINNING FUND BAL - - - Revenues&T/I - 162,683 162,683 12,317 175,000 Expenditures&T/O 162,683 162,683 12,317 175,000 ENDING FUND BALANCE - - - - - - - - - TOTAL ENDING BALANCE 129,400 191,039 191,039 - - - - - - D-433 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM r q r D-434 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS D-435 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS �e yea Cr a� City Hall t Joan Pisani _ - Community Center Allendale Avenue Corporation `- Yard Project Name Financial System Upgrade Project Number 9411-001 Department Finance&Administrative Services Project Manager Mary Furey Description This project provides for the upgrade to the City's financial system. Location The financial system upgrade is implemented at Saratoga City Hall. Project In 2005, concerns that the City's financial software system was outdated, limited in function, and Background ineffective for managing the City's finances,prompted staff to begin working with SunGard HTE,Inc., the City's financial software solution provider,to conduct a needs assessment. Staff developed several objectives for upgrading the financial system including: ease of use; reduced maintenance expenses; compatibility with Generally Accepted Accounting Principles; audit and reporting requirements; and functionality with other software systems used by the City. SunGard HTE subsequently proposed an upgrade to the"Finance Plus"program,which is a web-based solution. After Council approval t upgrade the City's financial system staff and SunGard worked together to launch the system. In July 2008, the Fund Accounting and Purchasing modules of the program went live. The Payroll module was implemented and went live in October 2008. Further training for the Personnel Budgeting module was completed in late 2012. A system update for further enhancements is currently under consideration, which will utilize the remainder of the project funds The upgraded financial software has many features and benefits: • Complies with current accounting,reporting,and audit standards • Incorporates an appropriate chart of accounts which is tailored to the City's functions • Improves financial data and provides appropriate reports for analysis • Creates staff time efficiencies through simplified functions,improved processes,and ease of use Funding for this project came from a General Fund transfer. Operating SunGard Pentamation is an ASP solution, which means the system is hosted and maintained by Budget Impacts SunGard, for which the City remits a monthly service fee. This arrangement decreases server expense and staff time requirements for in-house maintenance and upgrades, provides greater backup security through immediate system attention, and generates backup redundancy to protect the integrity of the Cities financial data. D-436 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE 'PROJECTI I DESCRIPTION Begin Design Phase Completed 2006 Prepare plans and specifications Begin Bid Process Completed 2006 Council approves plans and authorizes bidding the project Contract Award November 2006 Vendor selected,contract is finalized and approved by Council Implementation Kickoff January 2008 SunGard Pentamation upgrade implementation begins Phase 1 July 2008 Fund Accounting and Community Plus systems go live Phase 2 October 2008 Payroll and HR Modules go live Phase 3 October 2012 Personnel Budgeting modules implemented Phase 4 August 2014 Pentamation eFinancePLUS 5.0 Version Update FINANCIAL SYSTEM UPGRADE 9411-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIP ADMINISTRATIVE FUND Transfers In-General Fund 70,734 70,734 - - - - - 70,734 TOTAL REVENUES 70,734 - 70,734 - - - - 70,734 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP ADMINIS TRATIVE FUND Consultant/Contract Svs 67,200 67,200 3,534 - - - - 70,734 TOTAL EXPENDITURES 67,200 - 67,200 3,534 - - - - 70,734 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIT ADMINISTRATIVE FUND BEGINNING FUND BAL - 3,534 3,534 - - - - - Revenues&T/I 70,734 - 70,734 - 70,734 Expenditures&T/O 67,200 - 67,200 3,534 70,734 ENDING FUND BALANCE 3,534 3,534 3,534 - - - - D-437 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS TP e - W ' f city Mau Joan Pisani LL Community Center �- r �"' X �y5 Allendale Avenue ✓' [ ' ( \ �. Corporation' Yard Project Name Document Imaging Project—PW Project Number 9412-001 Department Public Works Project Manager Shaheen Sarwari Description This project converts paper documents into an electronic document archiving system. Location This project is implemented at City Hall,with conversion work at offsite vendor offices. Project In 1999, the City implemented a program to convert paper and microfiche documents into digitized Background format and subsequently purchased Laserfiche,an electronic document management system. Creating electronically indexed copies of important City documents helps to ensure records are maintained permanently and can be easily located or reproduced. Since 1999, the City Clerk's Office has scanned permanent administrative records, such as minutes, agendas, resolutions, ordinances, contracts, and election information, and adding them to the document management system. In December 2005,the City Council approved a General Fund transfer to pay for scanning Public Works Department documents that date back to the 1950's. In 2006, Public Works began scanning records and adding the digital versions of these records to the City's Laserfiche system. Public Works Department documents include a large quantity of oversize records, maps, and blueprints. Many of these documents require special handling during scanning, due to their age and size, and must be sent out to a scanning contractor. When the documents are returned to the City, staff must assess the quality of the files to ensure that they are legible, complete, and that they are correctly scanned and indexed. General Fund transfers will fund prior year's documents and current City engineering document scanning costs. A significant amount of staff time is required to prepare documents for scanning, conduct quality assessments of scanned records, and then input them into the City's document management system. As a result, the document imaging conversion project is slow to complete. However, the document imaging project is considered an essential process as it helps to protect vital City records and provides more efficient and effective document searches for responding to public records requests. Operating While staff time is expended toward this project, as available each year, it is anticipated there will be Budget Impacts benefits and staff time savings in the long term. D-438 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE 'PROJECTI I DESCRIPTION Project Development Complete Document Imaging project scope defined RFP&Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start I July 2010 Vendor document imaging process begins Estimated Project Completion I June 2017 Vendor document imaging process completed DOCUMENT IMAGING—PUBLIC WORKS 9412-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CEP ADMINISTRATIVE FUND Transfers In-General Fund 98,546 98,546 - - - - - 98,546 TOTAL REVENUES 98,546 - 98,546 - - - - - 98,546 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIT ADMINISTRATIVE FUND Consultant/Contract Svs 24,939 6,171 31,111 67,435 - - - - 98,546 Transfers Out - - - - - TOTAL EXPENDITURES 249939 6,171 31,111 67,435 - - - - 98,546 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 73,607 - 67,435 - - - - - Revenues&T/I 98,546 - 98,546 - 98,546 Expenditures&T/O 24,939 6,171 31,111 1 67,435 98,546 ENDING FUND BALANCE 73,607 679435 67,435 - - D-439 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS A� T C: m City Hall y 2 Joan Pisani LL Community Center Allendale Avenue Corporation Yard Project Name Document Imaging Project—CDD Project Number 9412-002 Department Community Development Department Project Manager Abby Ayende Description This project converts paper documents into an electronic document archiving system. Location This project is implemented at City Hall,with conversion work at offsite vendor offices. Project The Community Development Department has been transferring paper documents to microfilm since Background the 1980's and switched over to a digital format in 1999 when the City purchased Laserfiche, an electronic document management system. Creating electronically indexed copies of important City documents helps to ensure records are maintained permanently, and the documents can be easily located and reproduced if necessary. The Building Division of the Community Development Department has scanned plans and building permit records, and the Planning Division has scanned completed planning applications and Planning Commission packets since 1999. In 2007, fees were established in both Planning and Building to fund scanning costs for all new Planning and Building development-related documents. In 2008, the City Council approved a General Fund transfer to convert older records and microfilm records to electronic format. The City has approximately 30 years of building permit records and 40 years of planning application records on microfilm that require conversion. The project is currently about 50%complete. A significant amount of staff time is required to prepare planning and building documents for scanning, conduct quality assessments of scanned records, and then input them into the City's document management system. However, the document imaging project helps protect these vital City records and allows for more efficient and effective document searches as well as enabling staff to more promptly reply to public records requests. Operating While staff time is expended toward this project(as is available), it is anticipated there will be benefits Budget Impacts and staff time savings in the long term. D-440 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE 'PROJECTI I DESCRIPTION Project Development Complete Document Imaging project scope defined RFP&Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start I July 2010 Vendor document imaging process begins Estimated Project Completion I June 2017 Vendor document imaging process completed DOCUMENT IMAGING—COMMUNITY DEVELOPMENT 9412-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CEP ADMINIS TRATIVE FUND Transfers In-General Fund 60,000 60,000 - - - - - 60,000 TOTAL REVENUES 60,000 - 60,000 - - - - - 60,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIT ADMINIS TRATIVE FUND Salary&Benefits 20,031 20,031 - - - - - 20,031 Consultant/Contract Svs 17,848 17,848 22,120 39,969 TOTALEXPENDITURES 37,879 - 37,879 22,120 - - - - 60,000 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CEP ADMINISTRATIVE FUND BEGINNING FUND BAL - 22,121 - 22,120 - - - - - Revenues&T/I 60,000 - 60,000 - 60,000 Expenditures&T/O 37,879 37,879 22,120 60,000 ENDING FUND BALANCE 22,121 22,121 22,121 - - - - - - D-441 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS 1 ae� ap cc city Hall i 2 Joan Pisani LL. Cn—L-ty • r Center Allendale Avenue Corporation �0 •� Yard Project Name Document Imaging Project-CMO Project Number 9412-003 Department City Manager's Office Project Manager Debbie Bretschneider Description This project converts paper documents into an electronic document archiving system. Location This project is implemented at City Hall,with conversion work at offsite vendor offices. Project In 1999, the City implemented a program to convert paper and microfiche documents into digitized Background format and subsequently purchased Laserfiche,an electronic document management system. Creating electronically indexed copies of important City documents helps to ensure records are maintained permanently, and the documents can be easily located and reproduced if necessary. Since 1999, the City Clerk's Office has been scanning permanent administrative records, such as minutes, agendas,resolutions,ordinances,contracts,and election information,and adding them to the document management system. In addition to hiring a private contractor to transfer documents to electronic format, City staff scans and indexes some paper documents and newly created permanent electronic records in-house, such as minutes,resolutions,ordinances,and recorded documents. A significant amount of staff time is required to prepare the assortment of documents for scanning, conduct quality assessments of the scanned records, and then input them into the City's document management system. However, the document imaging project helps protect vital City records and allows staff to more efficiency search for documents and respond to public records requests in a timely manner. Operating While staff time is expended toward this project, as available each year, it is anticipated there will be Budget Impacts benefits and staff time savings in the long term. D-442 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT I INENT TIMELINE bESCRIPTION Project Development Complete Document Imaging project scope defined RFP&Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start I July 2010 Vendor document imaging process begins Estimated Project Completion I June 2017 Vendor document imaging process completed DOCUMENT IMAGING PROJECT-CITY MANAGER'S OFFICE 9412-003 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding CIT ADMINISTRATIVE FUND Transfers In-General Fund 10,000 10,000 20,000 10,000 - - - - 30,000 Transfers In-Other CIP 8,887 - 8,887 - 8,887 TOTAL REVENUES 18,887 10,000 28,887 10,000 - - - - 38,887 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended CIP ADMINISTRATIVE FUND Consultant/Contract Svs 9,377 1,982 1 11,359 27,528 - - - - 38,887 TOTAL EXPENDITURES 9,377 1,982 1 11,359 27,528 - - - - 38,887 Prior FY Total Year 2012/13 Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 9,510 - 17,528 - - - - - Revenues&T/I 18,887 10,000 28,887 10,000 38,887 Expenditures&T/O 9,377 1,982 1 11,359 27,528 38,887 ENDING FUND BALANCE 9,510 17,528 1 17,528 - - - - D-443 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM r q r D-444 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS D-445 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS CITYWIDE 4 n Project Name General Plan Safety Element Project Number 9451-001 Department City Manager's Office Project Manager Crystal Bothelio Description Retain consultant to update the City's Safety Element Location This project will provide Citywide safety measures Project The City was awarded$175,000 from the 2008 Disaster Recovery Program. This Program was funded Background by the Federal Government in response to the California wildfires in 2008 and is administered through the State's Department of Housing and Community Development CDBG Program. The funds must be used toward hazard mitigation activities, such as creating or updating local hazard mitigation plans or general plan safety elements. Since the City had recently updated its local hazard mitigation plan, it will use the funds to hire a consultant to update its Safety Element, which was last updated in 1987. Updates will include developing or updating maps pertaining to earthquakes, flooding, fire hazards, and geological hazards; incorporating the most up-to-date maps; and referencing the City's updated Emergency Preparedness Plan. Due to the passage of Senate Bill(SB) 351, Chapter 150 in 1971, each local municipality must have a current Safety Element as part of its General Plan and it must include both safety and seismic safety components. SB 351 was adopted in reaction to the February 9, 1971 San Fernando Earthquake, which measured 6.4 in magnitude, and resulted in 65 deaths, 2,500 reported injuries, and more than $500 million in property damages. The purpose of the Safety Element of the General Plan is to identify the potential hazards associated with fire, geological activity, flooding, and any combinations of these hazards. The Safety Element should also identify existing manmade structures that might be vulnerable during these types of emergency conditions and dangers which might result from poor emergency service delivery, difficult access,and lack of public preparedness or information. Operating Staff time will be required to perform general administrative functions such as grant management, Budget Impacts coordination, evaluation, and reporting. Grantees are allowed to use up to two percent (2%) of the total grant amount for reasonable general administrative expenses. D-446 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT I INENT TIMELINE DESCRIPTION Project Development April 2012 RFP Process Contract Award May 2012 City Council Awards Contract Draft Safety Element November 2012 Consultant to submit draft Safety Element to the City. Planning Commission Review January 2013 Planning Commission to hold public hearing on Safety Element and to make recommendation to the City. City Council Review February 2013 Council to hold a public hearing on Safety Element and review Safety Element for Adoption. Final Acceptance of Work February 2013 Consultant Work Complete Project complete I August 2013 1 Finalize Maps GENERAL PLAN SAFETY ELEMENT 9451-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT-CIP ADMINISTRATIVE FUND CDBG Grant 162,683 162,683 12,317 - - - - 175,000 TOTAL REVENUES - 162,683 162,683 12,317 - - - - 175,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT-CIP ADMINISTRATIVE FUND Consultant/Contract Svs 162,683 162,683 12,317 - - - - 175,000 TOTAL EXPENDITURES - 162,683 162,683 12,317 - - - - 175,000 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - - - Revenues&T/I 162,683 162,683 12,317 175,000 Expenditures&T/O 162,683 162,683 12,317 175,000 ENDING FUND BALANCE - - - - - - - D-447 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS Blaney Plaza 1" k a r�cP fre ee Sf r Sibs, Nee' N m m Project Name Village Fagade Program Project Number 9452-001 Department Community Development Project Manager James Lindsay Description This program is intended to enhance the beauty of Saratoga Village by offering an incentive to business and property owners to make fagade improvements that maintain the historic character and charm of the Village. Location This program serves properties located in the Saratoga Village,on or visible from Big Basin Way. Project In 2004, the City of Saratoga began the Village Fagade Improvement Program to revitalize the Background downtown area and encourage private investment in the Village Commercial District that runs along Big Basin Way in the City's downtown area. Property owners or business owners can receive up to a 50% reimbursement for the cost of making improvements to the fagade of their buildings. The maximum award is$5,000. Only properties located on or visible from Big Basin Way qualify for Village Fagade Improvement Program funding. Eligible projects range from exterior paint, installation of awnings,improvements to sidewalk seating areas, signage, enhancement to doors and windows, and installation of exterior planter boxes. Initial funding for the program lasted one year and resulted in over $600,000 in private investment in the Village. Funding was then restored in 2007 when Council allocated$20,000 to the program. Since then, the City has award five Village Fagade Improvement grants that have generated more than $71,000 in improvements to the Village's appearance. An additional $20,000 was allocated to the program in 2011. Operating This project will increase the beauty of the Saratoga Village, the City's downtown area, and Budget Impacts consequently attract retail and shoppers. Staff time spent overseeing the program is incorporated in the operating budget. D-448 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS PROJECT TIMELINE 'PROJECTI I DESCRIPTION Program Funding November 2007 Council approved funding for Village Fagade Improvement Program Funding Application Ongoing Applicants apply for funding Application Review Ongoing Village Ad Hoc reviews applications for funding Funding Approval I Ongoing I Village Ad Hoc approves applications for funding Funding Award Ongoing Successful applicants receive funding VILLAGE FACADE PROGRAM 9452-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-Other CIP 20,978 20,978 - - - - - 20,978 TOTAL REVENUES 20,978 - 20,978 - - - - - 20,978 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT-CIP ADMINISTRATIVE FUND Construction Expenses 350 11,807 12,157 8,821 - - - - 20,978 TOTAL EXPENDITURES 350 11,807 12,157 8,821 - - - - 20,978 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 20,628 - 8,821 - - - - - Revenues&T/I 20,978 - 20,978 - 20,978 Expenditures&T/O 350 11,807 12,157 8,821 20,978 ENDING FUND BALANCE 20,628 8,821 8,821 - - - - D-449 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS +►* 4 CITYWIDE Project Name Business Development Program Project Number 9452-002 Department Community Development Department Project Manager James Lindsay Description Funding to support business and economic development. Location This program will assist business and economic development efforts city-wide. Project The Business Development Program replaces the previously funded Conditional Use Permit Background Reimbursement Incentive Program started in 2009 to attract certain businesses to the City. Through this new program, funding will be available to support business and economic development efforts throughout the City. Individual businesses or groups of businesses may submit proposals for the use of these funds to the City Council for approval. Proposals could include, but are not be limited to, percentage matching grants for business improvement efforts or City fee reimbursements. Operating This project is intended to provide incentives to increase the level of business activity throughout the Budget Impacts City thereby increasing tax revenues. Staff time spent overseeing the program is incorporated in the operating budget. D-450 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT I INENT TIMELINE DESCRIPTION Communication July 2012 Inform Community of Business Incentive program Project Development Ongoing Work with business grant applicants to prepare grant request Council Agenda Ongoing Bring business funding request to Council Project Implementation Ongoing Fund approved business development grants Project Completion Ongoing Report back to Council on project outcomes BUSINESS DEVELOPMENT PROGRAM 9452-002 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 TOTAL REVENUES - 25,000 25,000 - - - - - 25,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT-CIP ADMINISTRATIVE FUND Fees&Expenses 3,400 3,400 21,600 25,000 TOTAL EXPENDITURES - 3,400 3,400 21,600 - - - - 25,000 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - 21,600 - - - - - Revenues&T/I 25,000 25,000 - 25,000 Expenditures&T/O 3,400 3,400 21,600 25,000 ENDING FUND BALANCE - 21,600 21,600 - - D-451 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM r q r D-452 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS D-453 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS r " CITYWIDE .r - s Project Name Community Wildfire Protection Plan Project Number 9461-001 Department Public Safety Project Manager Crystal Bothelio Description This project develops a Wildfire Protection Plan to identify wildfire risks in the Wildland-Urban Interface areas and provide recommendations to prevent and reduce the threat of wildfire. Location Wildland-Urban areas,located along the City's borders Project Portions of Saratoga lie along the foothills of the Santa Cruz Mountains. These more rural areas are Background characterized by large lots and acreage on hillsides containing open expanses of grassland,brush, and forestry vegetation. This zone of transition between unoccupied land and human development is known as the Wildland-Urban Interface,and is prone to wildfire. In collaboration with SCC FireSafe Council, SCC Fire Department, and other interested agencies, this project will fund a scientific analysis of wildfire related hazards and risks in Saratoga's Wildland- Urban Interface areas and establish recommended action to mitigate these threats. The SCC FireSafe Council received a grant from the Bureau of Land Management in 2006 to develop Community Wildfire Protection Plans and has since prepared plans for the East Foothills, Croy Fire Area, and Lexington Hills communities. Creation of a Community Wildfire Protection Plan would satisfy Implementation Measure SAF-4.2a of the General Plan Safety Element. It is anticipated that the SCC FireSafe Council will oversee the development of this plan in coordination with neighboring cities, with Saratoga funding an allocated portion expected to cost $25,000. Additional components of the plan, including evacuation planning, evacuation signage, and public education would result in additional costs; each of the 3 additional components is expected to cost roughly$25,000 Operating Staff time associated with the support of this project is incorporated in the operating budget. Future Budget Impacts updates would be required and would consequently have minimal Operating Budget impacts as a result of staff time spent on updates. D-454 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT I INENT TIMELINE DESCRIPTION Program Initiation July 2012 Council approved Annual ADA Mitigation program Project Development Ongoing Identify and assess ADA Mitigation issues and projects ADA Mitigation Projects Ongoing Projects,training,installations,repairs addressed and completed COMMUNITY WILDFIRE PROTECTION PLAN 9461-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-General Fund - 25,000 - - - - 25,000 TOTAL REVENUES - - - 25,000 - - - - 25,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT-CIP ADMINISTRATIVE FUND Consultant/Contract Svs - 25,000 - - - - 25,000 TOTAL EXPENDITURES - - - 25,000 - - - - 25,000 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - - - Revenues&T/I - 25,000 25,000 Expenditures&T/O - 25,000 25,000 ENDING FUND BALANCE - - - - - - - - - D-455 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS �e C: City Hall .}. a Joan Pisani LL Community P Center f�tJ O� Allendale Avenue Corporation' Yard Project Name Risk Management Project Funding Project Number 9491-001 Department Finance&Administrative Services Project Manager Michael Taylor Description This program is intended to address ADA compliance issues and projects on a priority basis Location While many of the ADA mitigation projects are located on the City Hall Campus, ADA projects may be addressed as citywide general plans or specific projects throughout the City Project To comply with the American Disability Act(ADA) recommendations, the City will allocate $50,000 Background toward addressing loss exposures related to the lack of compliance with ADA requirements. Funding will be used to address issues identified in the July 2009 ABAG ADA Survey and Priority List not covered by CDBG funds. Per Council budget policy, this funding is anticipated to be an annual allocation, demonstrating the City's intent to comply with ADA regulations within a reasonable amount of time. Projects City-wide include all customer service counter heights, alignments and counts of Civic Center parking lots, City Hall parking lot striping, sizes, ramps, slopes, and signs, interior and exterior signage, visual and audible alarms, lighting, ramps, handrails, curb-cuts, paths of travel, walkways, force limits on automatic doors, etc. City facilities requiring updates include the Civic Center buildings,restrooms, Civic Theater, Book-Go-Round, Corp Yard building and restrooms, and various cross walks. Operating This ADA Mitigation project will reduce the possibility of lawsuits by demonstrating the City's intent Budget Impacts to comply with ADA regulations within a reasonable amount of time as funding is available. D-456 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM SAFETY IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT I INENT TIMELINE DESCRIPTION Program Initiation July 2012 Council approved Annual ADA Mitigation program Project Development Ongoing Identify and assess ADA Mitigation issues and projects ADA Mitigation Projects Ongoing Projects,training,installations,repairs addressed and completed RISK MANAGEMENT PROJECT FUNDING 9491-001 Prior FY Total Year 2012/13 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-General Fund 50,000 50,000 50,000 - - - - 100,000 TOTAL REVENUES - 50,000 50,000 50,000 - - - - 100,000 Prior FY Total Year 2012/13 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2013/14 2014/15 2015/16 2016/17 2017/18 Expended GRANT-CIP ADMINISTRATIVE FUND Fees&Expenses - 60,000 60,000 Transfers Out 40,000 - - - - 40,000 TOTAL EXPENDITURES - - 100,000 - - - - 100,000 Prior FY Total Year 2012/13 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2013/14 2014/15 2015/16 2016/17 2017/18 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - 50,000 - - - - - Revenues&T/I 50,000 50,000 50,000 100,000 Expenditures&T/O - - 100,000 100,000 ENDING FUND BALANCE - 50,000 50,000 - - - D-457 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM r q r D-458 CITY OF SARATOGA REFERENCE SECTION FUND DESCRIPTIONS The basic accounting and reporting entity for the City of Saratoga is a fund. A fund is a fiscal and accounting entity used to record all financial transactions related to the specific purpose for which the fund was created. Funds are established for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations,restrictions,or limitations. Funds used in government are classified into three broad categories: governmental, proprietary and fiduciary. Governmental funds include activities usually associated with a typical state or local government's operations (public safety, general government activities, etc.) Proprietary funds are used in governments to account for activities often found in the private sector(utilities, stadiums and golf courses are prime examples). Trust and Agency funds are utilized in situations where the government is acting in a fiduciary capacity as a trustee or agent. The various funds are grouped in fund types and categories as follows: GOVERNMENTAL FUNDS Includes activities usually associated with governmental entity operations, including public safety, planning and building services,parks and public works,and general administrative functions. General Fund 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. Special Revenue Funds Special Revenue Funds are used to account for revenues that are legally restricted to expenditures for specific purposes. The City of Saratoga has the following type of Special Revenue Funds: • Landscape & Lighting District Funds — Saratoga currently has 25 special assessment districts which voted to have the City provide oversight and maintenance of trees, la