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FY 2012-13 Adopted Operating & Capital Budget • 1 q CITYOIFSARATOGA • 5 1956 IF •• ♦ • CELEBRATING VILLA MONTALVO'S I hY JOOTI'ANN FiscALYEAR2012/13 OPERATING ♦ , CAPITAL BuDGET of S �4 1956 o-VL SARATOGA, CALIFORNIA Operating & Capital Summary Budget for Fiscal Year July 1, 2012 to June 30, 2013 City Council ChuckPage ....................................................................................................Mayor JillHunter...............................................................................................Vice Mayor Emily Lo ........................................................................................ Council Member Howard Miller................................................................................ Council Member Manny Cappello............................................................................. 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 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET TABLE OF CONTENTS INTRODUCTION City Manager's Budget Message ................................................................................................................................A — 1 Government Finance Officers Association Budget Award...........................................................................................A- 15 History&Culture of Saratoga......................................................................................................................................A-17 CityCommissions.........................................................................................................................................................A—21 Strategic Plan: Goals&Objectives(Draft) .................................................................................................................A-24 BudgetProcess Overview............................................................................................................................................A-28 BudgetCalendar..........................................................................................................................................................A-30 Budget&Financial Policies ........................................................................................................................................A-33 GannAppropriation Limit...........................................................................................................................................A-40 GannLimit Resolution................................................................................................................................................A-42 AnnualBudget Resolution...........................................................................................................................................A-43 FINANCIAL SUMMARIES Total Revenues and Expenditures TotalFund Activity Summary........................................................................................................................................B—3 TotalRevenues—by Fund..............................................................................................................................................B—4 TotalExpenditures—by Fund.........................................................................................................................................B—6 TotalRevenues—by Category........................................................................................................................................B—8 TotalExpenditure—by Category....................................................................................................................................B—9 General Fund Revenues and Expenditures General Fund Revenues—by Department.....................................................................................................................B-10 General Fund Expenditures—by Department................................................................................................................B-11 General Fund Revenues—by Category.........................................................................................................................B-12 General Fund Expenditures—by Category....................................................................................................................B-13 General Fund Tax Revenues per Capita—Cities of Santa Clara County ......................................................................B-14 General Fund Tax Revenues— 10 Year History of Key Tax Revenues.........................................................................B-15 General Fund—Fund Balance Activity.........................................................................................................................B-16 Operating Transfers Schedule of Interfund Transfers....................................................................................................................................B-17 Fund Balance Total Fund Balance Activity Summary-by Fund.........................................................................................................B-18 Fund Balance-5 Year Comparative Balances .............................................................................................................B-20 Departmental Budgets Department Revenues—by Program.............................................................................................................................B-22 Department Expenditures—by Program........................................................................................................................B-24 1 CITY OF SARATOGA OPERATING&CAPITAL SUMMARY BUDGET Table of Contents page—2— FINANCIAL SUMMARIES - Continued Staffing Summary of Employee Salary&Benefits.....................................................................................................................B-28 Total Funded Positions by Department.........................................................................................................................B-32 Staffing by Department—Five Year History.................................................................................................................B-34 Staffing by Fund—Five Year History...........................................................................................................................B-35 DEPARTMENTAL BUDGETS Department/Program List............................................................................................................................................C— 1 OrganizationChart........................................................................................................................................................C-4 COUNCIL&COMMISSIONS Council&Commissions Overview...............................................................................................................................C-5 CityCouncil...................................................................................................................................................................C-7 CityCommissions..........................................................................................................................................................C-11 CITY MANAGER'S DEPARTMENT City Manager's Department Overview..........................................................................................................................C-15 CityManager's Office...................................................................................................................................................C-19 CityClerk......................................................................................................................................................................C-23 Human Resources(prior year schedules)......................................................................................................................C-27 ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Department Overview............................................................................................................C-29 FinancialServices..........................................................................................................................................................C-33 HumanResources.........................................................................................................................................................C-37 OfficeSupport Services ................................................................................................................................................C-41 Information Technology Services..................................................................................................................................C-43 ITEquipment Replacement ..........................................................................................................................................C-49 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview.........................................................................................................C-53 DevelopmentServices...................................................................................................................................................C-57 AdvancedPlanning........................................................................................................................................................C-61 CodeCompliance .........................................................................................................................................................C-65 Building&Inspection Services.....................................................................................................................................C-69 CDBGProgram.............................................................................................................................................................C-73 Saratoga Housing&Rehabilitation Program(SHARP).................................................................................................C-75 11 CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET Table of Contents page—3— PUBLIC WORKS DEPARTMENT PublicWorks Department Overview.............................................................................................................................C-77 GeneralEngineering......................................................................................................................................................C-81 DevelopmentEngineering.............................................................................................................................................C-85 EnvironmentalServices.................................................................................................................................................C-89 Streets& Storm Drains..................................................................................................................................................C-93 Parks&Landscape Maintenance...................................................................................................................................C-97 Vehicle&Equipment Maintenance..............................................................................................................................C-101 Vehicle&Equipment Replacement.............................................................................................................................C-105 Landscape&Lighting Districts....................................................................................................................................C-109 RECREATION&FACILITIES DEPARTMENT Recreation&Facilities Department Overview.............................................................................................................C-113 RecreationServices......................................................................................................................................................C-117 TeenServices................................................................................................................................................................C-121 FacilityRentals.............................................................................................................................................................C-125 BuildingMaintenance ..................................................................................................................................................C-129 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview............................................................................................................................C-133 PublicSafety Services..................................................................................................................................................C-135 EmergencyPreparedness..............................................................................................................................................C-139 NON-DEPARTMENTAL Non-Departmental Overview........................................................................................................................................C-143 GeneralAdministration................................................................................................................................................C-147 LegalServices ..............................................................................................................................................................C-149 CommunityGrants .......................................................................................................................................................C-153 CommunityEvents ......................................................................................................................................................C-157 Risk Management/Liability Insurance..........................................................................................................................C-161 Workers Compensation Insurance................................................................................................................................C-165 2001 Series GO Bond Debt Service.............................................................................................................................C-169 Library Capital Improvement Trust..............................................................................................................................C-173 KSARCommunity Access Trust..................................................................................................................................C-175 i1i CITY OF SARATOGA OPERATING& CAPITAL SUMMARY BUDGET Table of Contents page—4— CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Overview...........................................................................................................................D— 1 StreetsProgram............................................................................................................................................................D —7 Parks&Trail Program..................................................................................................................................................D—75 FacilitiesProgram........................................................................................................................................................D-119 Administrative Improvement Program........................................................................................................................D-163 REFERENCE SECTION FundDescriptions..........................................................................................................................................................E— 1 Listof Funds..................................................................................................................................................................E— 5 Listof Programs............................................................................................................................................................E— 6 MajorRevenue Sources.................................................................................................................................................E —9 CityStatistics.................................................................................................................................................................E— 19 Listof Acronyms...........................................................................................................................................................E—31 Glossary.........................................................................................................................................................................E—33 iv �r. CITY HALL IIowao ( 13777 FRUITVALE AVENUE SARATOGA, CALIFORNIA 95070 (408) 868-1200 May 16, 2012 Honorable Mayor and Council Members: Over the last two years, the national and state economic climates have started to show signs of recovery from the financial crisis and deep economic recession of 2008. The recent Federal Government's Economic Report, published in February 2012, shows that employment opportunities have expanded and more than 3 million new private sector jobs were created in 2010 and 2011. Furthermore, the national unemployment rate fell from 9.4 percent in December 2010 to 8.5 percent in December 2011 to 8.3 percent in January 2012. The economy is recovering more slowly than anticipated because the recession in 2007-2009 was more severe than originally reported. Other factors that have slowed recovery include unforeseen global events, such as the collapse of Libyan crude oil production which raised gas prices and decreased consumer spending, and the earthquake in Japan which disrupted industrial output affecting production in other countries. On a positive note, the long term economic outlook appears encouraging and the federal government projects that the economic recovery will continue to gather speed. The California economy,which is largest in the United States and the ninth largest in the world, has been one of the hardest hit by the 2007-2009 recession and recovery will be far slower than experienced in past recessions. According to the State government's economic report, California's personal income grew by almost $100 billion in 2011, and 230,000 jobs were created. The Los Angeles County Economic Development Corporation (LAEDC), a nonprofit economic development organization, states that recovery in the housing market is at least two years away and anticipates that California will see economic growth of 1.5 percent this year, with the addition of 200,000 jobs. The recovery of the California economy will rely on the performance of technology companies in Silicon Valley, such as Apple, Google, and Facebook. Recovery will also depend on investments of venture capital firms toward new sustainable technologies, such as those that will clean the air, encourage electric vehicles, and reduce pollution and greenhouse gases. Silicon Valley, which is synonymous with Santa Clara County, spans approximately 1,300 square miles and encompasses all of County's fifteen cities, including Saratoga. Cities where Silicon Valley's top firms are located enjoy a number of benefits such as increased sales tax and development revenues. Neighboring cities also share the benefits of these thriving firms. Saratoga is primarily a residential community, located in the foothills of the Santa Cruz Mountains and is part of the southern border of Silicon Valley. Many of Saratoga's residents work for Silicon Valley's high tech firms and enjoy the benefits of the short commute to work, the peace and quiet of a bedroom community featuring excellent schools, low crime rate, well paved roads, and beautiful parks. Saratoga is set apart from many of the other Silicon Valley cities due to the high quality of the housing, schools, and city infrastructure. The City of Saratoga works hard to strengthen the sense of community in Saratoga, to beautify and maintain its existing infrastructure, and to provide park and recreation activities to improve its residents' quality of life. Over the last several years, and again this year, Saratoga has taken difficult but necessary steps to restructure its organization in reaction to the nation's deep recession. The City's goal has been to create a long-term and sustainable operations plan that maintains its level of services to its residents while at the same time operating with less funding. A- 1 CITY OF SARATOGA INTRODUCTION SECTION ECONOMIC IMPACTS IN SARATOGA Funding for community programs, services, and infrastructure comes from a variety of sources, such as Property Tax, Sales Tax, Franchise Fee Tax, and from City provided services, permits, and rentals. As these revenues are connected to the economic environment and structural composition of the community, fluctuations have immediate impact upon City funding. REVENUES This connection was clearly demonstrated throughout the recent recession. For example, prior to the beginning of the recession (FY 2007/08), General Fund revenues totaled $16.6 million. The following year, in FY 2008/09, revenues decreased by $725,000, and then by another $630,000 in FY 2009/10. Planning services, building permits, and interest income were the most severely affected sources of revenues, however almost all revenues decreased or stalled over the two years as shown in the five year plus proposed budget General Fund revenue chart below: FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 Revenue Category Actuals Actuals Actuals Actuals Estimated Proposed Property Tax $ 7,922,815 $ 8,155,362 $ 8,194,364 $ 8,026,659 $ 8,138,595 $ 8,191,975 Sales Tax 1,057,977 1,043,034 954,574 990,579 1,043,401 1,095,000 Transient Occupancy Tax 211,532 151,378 144,151 184,362 175,000 175,000 Business&Other Taxes 482,184 511,675 415,889 448,137 392,000 405,000 Franchise Fee Tax 1,623,318 1,656,716 1,663,657 1,821,131 1,820,364 1,819,500 Intergovernmental 428,304 303,212 357,887 384,746 245,699 219,000 Fees,Licenses&Permits 1,747,922 1,186,319 1,111,879 1,156,486 1,118,385 1,115,065 Charge for Services 1,738,918 1,670,175 1,499,533 1,741,291 1,611,095 1,615,188 Interest 615,731 362,588 97,044 63,883 53,667 55,100 Rental Income 386,834 366,619 444,262 438,901 462,562 481,182 Other Sources 387,958 467,124 361,808 485,940 569,020 330,988 Total Revenues $ 16,603,493 $ 15,874,201 $ 15,245,049 $ 15,742,117 $ 15,629,787 $ 15,502,998 The City's revenues were significantly affected by the recession and did not have much time to prepare. Once it was evident the economy would be impacted severely, the City acted swiftly and made staff reductions in the middle of FY 2008/09 in each of the three service areas hit the hardest: Planning, Building, and Recreation Services. Additional staff reductions were made in FY 2010/11 with voluntary reductions from full-time to part-time, and again in FY 2011/12 with the elimination of the Assistant City Manager position. FY 2012/13 reflects two more position reductions: a code compliance specialist and a maintenance worker position. Fiscal constraints continue to form the annual budget, and long-term sustainability plans are refined each year. Overall, the City has a goal to protect and increase revenues, and manage expenditures for the best possible uses. The City's long-term forecast is built on conservative fiscal assumptions, based in part on external economic sentiments and projections, and in part on the following revenue and expenditures information specific to Saratoga. Property Tax- Saratoga relies on Property Tax as its primary revenue source, accounting for more than 50% of General Fund revenues each year. As the community has personal financial strength to weather economic downturns with sufficient resources, the housing market crisis impact was less severe in Saratoga as residents held onto their homes. As a result, a decline in Property Tax revenues over the last several years came primarily from reductions in Document Transfer Tax received when a property is sold. A-2 CITY OF SARATOGA INTRODUCTION SECTION Unfortunately, the widespread home mortgage foreclosures impacting neighboring cities impacted Saratoga revenues to some degree. The County allocates the initial year's decrease in Secured Property Tax on a county-wide basis rather than to the individual property itself. Therefore, the city in which the property is located shares its loss with all the other cities in the County. While initially detrimental to Saratoga's revenue, this will work to the City's favor when housing prices recover, and the first year's gain is shared. This gain will occur at a much slower pace, however, as new owners fall under the Proposition 13 tax increase limitation,meaning significant gains will be seen only when a property resells after housing prices have recovered. Overall, Property Tax revenue increased until FY 2010/11, when the County began to apply assessed valuation decreases to resident's property tax bills in significant numbers across the County. Saratoga's Property Tax revenue estimates for the 2011/12 fiscal year reflect a slight increase due to an surge in property turnover. Revenue expectations for FY 2012/13 continue this slow,but positive growth trend. According to Data Quick News, in March 2012, there were 41 homes sold with the median price of $1,450,000. This reflects an increase of $136,500 or approximately 10.39% compared to the median price of homes sold in March 2011 of$1,313,500. These numbers indicate an increase in Property Tax collections for Saratoga in 2013. Sales Tax - Sales Tax is a relatively stable revenue source for the City as the tax base encompasses a handful of highly-rated restaurants with established clientele, grocery stores, gas stations, and very little retail. The City's actual Sales Tax does not fluctuate significantly from year to year. The decrease seen in FY 2009/10 is primarily the result of the State's payment practices. The State provides Sales Tax Revenue based on estimated revenues during the fiscal year, and then makes adjustments. As a result of the State's methodology, Sales Tax was overpaid paid in FY 2008/09. Consequently, Sales Tax revenues were reduced in FY 2009/10 by 8.5% from the prior year's revenue. Even with estimated payments continuing at a decreased level, FY 2010/11 revenues increased to make up for the payment shortfall for FY2009/10. FY 2011/12 Sales Tax revenues again reflect an increase, this time with steadier numbers and another positive true-up. With the economy strengthening, FY 2012/13 Sales Tax revenue is again expected to increase from the prior year budgeted amounts. Interest Rates - The decline in interest income has been, and continues to be, one of the most dramatic losses for the City. City funds are held in the State managed Local Agency Investment Fund (LAIF) and over the preceding thirty years this investment fund traditionally served as a stable source of income for the City. Due to the economic recession, LAIF interest rates fell to historic lows over the last several years. In FY 2007/08, interest income was $615,731. Over the course of five years, interest dropped to $55,100,a decrease of$560,631. Expectations are that rates will not increase above 1%over the next two fiscal years. Quarterly rates over the last five fiscal years are shown below to illustrate the impact on this revenue source: Quarterly Apportionment Rates September December March June 2007/08 5.24 4.96 4.18 3.11 2_008/_0_9 ___ 2.77 2.54 1.91 1.51 2009/10 0.9 0.6 0.56 0.56 2010/11 0.51 0.46 0.51 0.48 2011/12 0.38 0.38 0.38 0.36 A-3 CITY OF SARATOGA INTRODUCTION SECTION Interest rate decreases moved hand-in-hand with credit tightening at the beginning of the recession; LAIF's interest rates continue at historic lows even with strengthening economic conditions due in part to the efforts of the Federal Reserve to continue monetary easing by keeping interest rates low, in order to stimulate the economy. Planning and Building Revenues - With credit tightening and the bottom falling out of the housing market, demand for planning services dropped off swiftly in FY 2007/08. Revenues decreased more than $200,000 by FY 2009/10, and have remained at this reduced level. Building Permit fees were significantly impacted and dropped more than$500,000 by FY 2009/10. Projects that had been processed through planning review and approved, sometimes years into the process, were on hold waiting for building permits to be pulled. Building Permit revenues would have continued to decrease in the following years; however, the 20-unit Summerhill townhome project pulled a portion of the building permits in FY 2010/11 and the remainder in FY 2011/12 thereby helping to stabilize the permit revenue. In the year ahead, Community Development Department revenues are expected to slowly increase. In FY 2010/11, the Building counter issued 1,270 permits. In FY 2011/12, an estimated 1,400 building permits will be issued, and the City expects a continued upturn in the number of building permits issued in FY 2012/13. Additionally, the value of construction projects permitted by the City is projected to increase from$34 million in 2010/11 to $50 million in 2011/12, and that the amount will continue to increase into FY 2012/13. Budget estimates remain conservative however,in light of the lingering economic softness. Franchise Tax Fees —Franchise Tax revenues have remained stable over the course of the recession, primarily due to the necessity for services from which these fees are derived. Franchise Fees are comprised of State and City levies on a variety of utilities, including gas, electricity, water, telephone, cable, and solid waste. Revenues remain flat through economic ups and downs as utility usage is generally stable and rates do not change significantly from year to year, unless there are contractual changes to a rate structure. EXPENDITURES In addition to the General Fund revenue constraints over the last five years, the City has also faced a number of expenditure difficulties. Primarily, we have seen a marked escalation in salary and benefit costs and contract service costs, as shown in the schedule below: FY 2007/08 FY 2008/09 FY 2009/10 FY 2010/11 FY 2011/12 FY 2012/13 Fxpenditure Category Actuals Actuals Actuals Actuals Estimated Proposed Salary&Benefits $ 6,172,956 $ 6,485,451 $ 6,303,927 $ 6,710,412 $ 6,301,448 6,273,796 Materials&Supplies 316,073 216,062 154,010 150,910 162,785 175,430 Fees&Charges 621,787 619,648 671,493 734,205 713,253 782,440 Consultant/Contract Services 5,516,722 5,985,878 5,884,326 5,992,977 5,851,512 6,034,435 Meetings,Events,Training 73,746 74,204 47,808 63,668 35,620 61,270 Community Grants/Events 189,934 162,669 203,758 165,915 122,884 127,856 Fixed Assets 30,127 30,105 - - - - Internal Services Charges 2,053,479 2,189,343 1,873,576 1,798,212 1,899,747 2,033,577 Total Expenditures $ 14,974,823 $ 15,763,360 $ 15,138,898 $ 15,616,298 $ 15,087,249 $ 15,488,804 Salaries and Benefits—In past years, increased costs associated with employee salaries and benefits were offset in the budget through revenue increases or through cuts elsewhere in the budget. With the economic downturn, this all changed. Medical insurance premiums and California Public Retirement System (CALPERS) costs continue to rise incrementally every year. Even with significant staffing A-4 CITY OF SARATOGA INTRODUCTION SECTION decreases over the last five years, as shown in the schedule below, salary and benefit costs had become unsustainable. In FY 2007/08, there were 60.35 FTE positions; over the following five years, staffing decreased by 8.45 FTEs(14%)bringing the City's workforce down to 51.90 FTEs in FY 2012/13. TOTAL S TAFF BY DEPARTMENT Full Time Equivalents(FTE) 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Funded Funded Funded Funded Funded Funded City Manager's Department 6.00 6.00 5.75 5.55 3.90 4.00 Finance&Administrative Services 7.00 6.00 6.00 5.90 6.90 6.90 Community Development 14.00 14.00 12.00 12.00 12.00 11.00 Public Works 22.75 21.75 21.75 21.65 21.55 20.65 Recreation&Facilities Department 10.60 10.60 9.35 9.50 9.50 9.35 Total Staff by Department 60.35 58.35 54.85 54.60 53.85 51.90 hi addition to staffing reductions, the City made structural changes during the current memorandum of understanding employee negotiations. The City and its various bargaining units agreed to a number of contract modifications which reduced employee salary and benefit costs both immediately and over the long term. Changes include: • Employee pension reform • Reduced benefits for new employees • Overtime reform • Medical insurance premium caps • Paid time off(vacation/sick leave) accrual cap General Operational Costs - The City contracts for many services, ranging from public safety to landscape maintenance, traffic engineering, street sweeping, and information technology support. Consequently, Saratoga is able to maintain a small workforce and still provide essential services. While contracting out creates labor cost savings and reduces equipment and overhead expenses, these costs are directly tied to changes in fuel and consumer prices. Therefore, external increases impact operational costs for contract services as well as materials and supplies. Public Safety Services - The City's contract with the County of Santa Clara for Sheriff Services is impacted by both salary and benefits increases, and operational cost increases in the Sheriff's Office. Because Public Safety is one of Council's highest priorities, both the City and the County have struggled to maintain service levels in the most cost efficient manner. While some increases are inevitable, progress was made by aligning available resources to peak school and traffic times, cost-sharing the School Resource Officer with the School Districts, and restructuring the contract billing to reflect expected usage rather than building in potential costs and subsequently reimbursing the City. The Sheriff s contract cost was reduced significantly with reductions in labor costs as a result of the County's employee salary and benefit negotiations this year. Environmental State Mandates - Costs for unfunded mandates continue to increase. For example, the City participates in joint powers authority that ensures Saratoga meets federal and state Clean Water Act requirements and contracts with the County to meet household hazardous waste disposal regulations. The dues for the Nonpoint Source Pollution Control Program that manages Clean Water Act requirements for A-5 CITY OF SARATOGA INTRODUCTION SECTION the City will increase from $170,000 in FY 2010/11 to $190,000 in FYs 2011/12 and 2012/13. The Household Hazardous Waste Program fees were t $27,824 in FY 2010/11, $42,923 in FY 2011/12, and are expected to increase to approximately$50,000 in FY 2012/13. The Federal and State governments do not provide funding for these mandates, so these programs must be funded from general fund revenues. Despite the challenges of the recent recession and increasing costs, revenues and expenditures have been closely aligned for many years preceding and throughout the recession, as illustrated in the chart below. The City of Saratoga has remained operationally healthy and prepared for the future through sustainable budgeting practices. General Fund Revenues&Expenditures 18,000,000 16,000,000 14O 00,000 13,000,000 10,000,000 8.000:000 6.000,000 lgZtiq3 gglq 0 lgq, ILI) -00 19�l©9 -0 1 91�q �q�ql�� �g1`I�Z�St �Vd6�t 101,7 PREPARING THE BUDGET In light of the uncertainty of the economy, the City has been closely monitoring its finances. Quarterly reports are prepared for the City Council to ensure the City's decision makers are aware of the City's fiscal conditions at all times and have the information they need to decide on changes when adjustments are necessary. The Finance Committee, a City Council subcommittee, has provided an additional measure of fiscal oversight. The Finance Committee consists of two Councilmembers, which review and provide guidance and recommendations to the City Manager and Finance &Administrative Services Director on budgetary issues before they are brought to the whole City Council. Furthermore, special attention has been paid to the Recreation and Facilities and Community Development Departments. Both departments charge fees for certain services, such as recreation classes and building permits. Consequently, both departments are particularly sensitive to fluctuations in the economy. Each month,revenue and expenditure reports for these departments are prepared and reviewed at the department level as well as by the City Manager and Finance &Administrative Services Director. To compliment efforts to track internal finances, the City has also taken advantage of other resources. Information from Quarterly Sales Tax Reports from the State and County, City sales tax reports from the sales tax auditor, communications from the League of California Cities, and a variety of news reports are used to gauge changes in the economy and make projections about City finances. A-6 CITY OF SARATOGA INTRODUCTION SECTION As was done in the prior year, the City used a team-based approach to prepare the budget. Two budget teams work together on the operating and capital budgets. The teams met on a regular basis to assess the City's financial status, evaluate cost saving opportunities, and develop budget recommendations for the Council to review. Using a more collaborative approach has increased communication within the City's executive team on budgetary matters,making it easier to account for changes in the budget. Performance measures and the Capital Improvement Plan (CIP) document first introduced in the City's FY 2010/11 budget are again included in the City's 2012/13 budget. Performance measures provide the public with an added understanding of the functions of the City's departments and the services they offer. Furthermore, performance measures allow both the City and its residents to track progress towards goals and objectives. The CIP document is a summary of all the City's capital projects and includes detailed project descriptions, costs, and timelines. The information contained in the performance measures and the CIP document helps to increase the transparency of City operations. SUSTAINABLE APPROACH To prepare for FY 2012/13, the City further refined its organization and made some short term budget adjustments to balance its budget and maintain its quality of services to residents during the recession. The City continued its reduction of spending of non-essential supplies, services, and expenses, and further reduced staff positions. The City of Saratoga's total budgeted salary and benefit expenditures are projected to total almost $7.1 million dollars in FY 2012/13, representing approximately 24.5% of total budgeted expenditures. Just under $6.3 million (88.7%) of labor costs are funded in the General Fund and represent 38.7% of the General Fund's budgeted expenditures. Budgeted salary and benefit amounts reflect a $234,005 decrease from last year as a result of a reduction in positions and restructuring. After the Code Compliance Specialist position was vacated early in FY 2011/12, code compliance duties were shifted to other staff positions. For instance, Building staff now follow up on complaints and field checks. Administrative functions were absorbed by the department's office staff, special event permits are overseen by City Manager's staff, parking ticket appeals are managed by Finance, and the DMV compliance program is handled by Human Resources staff. Additional salary savings are generated by the elimination of a temporary Maintenance Worker and a .90 Parks Maintenance worker position that is now backfilled with contract landscape services. For comparison, budgeted FY 2011/12 salaries and benefits amounts were already discounted by approximately $260,000 (5%) in anticipation of labor negotiations. Therefore, the additional decrease in salary and benefit expenditures budgeted for FY 2012/13 is primarily from additional staff reductions. Last year's labor negotiations resulted in a shift of the employee's portion of the California Public Employees' Retirement System (Ca1PERS) charges paid fully by employees rather than the City. This provides a savings of approximately $340,000 in FY 2012/13. Additional savings will accrue from reductions in auto allowance and uniform allowance, changes in overtime and call-out pay. For new employees hired after July 1, 2011, medical benefits are limited to fixed dollar amounts. For new employees hired on or after May 12, 2012, a second tier Ca1PERS retirement package with 2% at 60 will be in effect. Although the expected saving from implementing this new tier will be minimal in the first several years, such savings will slowly increase over time. A-7 CITY OF SARATOGA INTRODUCTION SECTION NOTABLE ACCOMPLISHMENTS IN FY 2011/2012 GO Bond Refunding In addition to long term savings resulting from amendments to employee contracts,the City will also save taxpayers $2.67 million over the next 20 years in debt payment on its General Obligation bond for the Saratoga Library renovations. In 2001, the City of Saratoga issued $15,000,000 of voter-approved GO Bonds to improve, renovate, and expand the Saratoga Library. GO Bonds are tax-exempt debt obligations secured by the City's power and statutory authority to levy ad valorem taxes on real and personal property located within city boundaries, for payment of the principal and interest due. The City administers bond debt payments through these separate bond assessments collected along with property tax payments. The City does not earn revenue or expend City funds for this obligation. The 30 year GO Bonds were issued at competitive interest rates in 2001 (ranging between 5 - 6%); however, with interest rates at historic lows, and the City's Standard & Poor's AAA bond rating (the highest Standard& Poor's rating available) the outstanding bond debt was refunded to obtain even lower rates. The refunded bonds were issued on August 1,2011. Quarry Property Acquisition After many years of negotiations, Santa Clara County, the Mid-Peninsula Open Space District, and the City of Saratoga finalized funding and Conservation Agreement terms for the transfer of a 63.35 acre former quarry property to the City of Saratoga in 2011. The Conservation Agreement calls for the City to assure the property will be retained in its natural scenic and open space condition in perpetuity. In addition, the City is to prevent any use of the property that will impair its open space value, and to promote public access for hiking and other recreation uses. The agreement requires the City to develop a Final Management Plan for the property in order to accomplish the purposes of the Conservation Easement. Development and implementation of the Plan is to include provisions which will promote the protection of public resources, provide public access for recreation, implement erosion control programs, obtain necessary regulatory approvals, and develop the Saratoga-to-the-Sea Trail as contemplated by the City of Saratoga's General Plan. Village Improvements/Village Beautification Plan During the summer of 2011, the City finished the first phase of the Village Sidewalk and Pedestrian Enhancements. Improvements include bulb-outs and enhanced crosswalks that help make pedestrians more visible to drivers. Improvements also include additional landscaping,benches, and bike racks 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. During FY 2012/13, the City will continue making significant streetscape and safety improvements to the Village. Improvements will be partially funded by a Federal Congestion Mitigation and Air Quality grant along with State and City funding. Improvements will be developed through a public process and are expected to increase pedestrian safety and improve the appearance of the Village, further enhancing the popularity of the retail and dining destination. In addition to improvements to the streetscape, the City will continue the Village Facade Improvement Program that allows business or property owners on Big Basin Way to receive a 50% reimbursement up to $5,000 for fagade improvement projects. A-8 CITY OF SARATOGA INTRODUCTION SECTION Sign Ordinance Update In fiscal year 2011/12 the City completed the update of the sign ordinance. Portions of the City Code regulating signage were unenforceable due to conflicts with the First Amendment. With the update of the sign ordinance, the City's sign regulations are now enforceable and reflect the nature of signage in Saratoga. Crosswalks by Cox Avenue An enhanced crosswalk on Cox Avenue near the Quito Market was installed this year. The new crosswalk includes in-pavement warning lights to alert drivers when pedestrians are crossing the street. The project increases visibility of pedestrians to prevent accidents. Garrod's Family Ranch Annexation of the Garrod Family Ranch will be completed by the end of June 2012. The City has been working on the annexation of the Garrod family property throughout the past year. Half of the property is located in Saratoga with the other half of the property in the unincorporated area of Santa Clara County. Due to the challenges of dealing with multiple jurisdictions, the Garrod family approached the City about bringing their property into the City and becoming a permanent part of the Saratoga community. Montalvo's 100th Birthday This year marked the 100th anniversary of the historic Montalvo property. The event was celebrated on April 21, 2012 with a variety of activities, including presentation of a City of Saratoga proclamation by the Mayor. Built by Senator James D. Phelan, California's first democratically elected Senator; Montalvo has evolved into one of the Bay Area's leading arts institutions and artist residency programs. Highway 9 Pedestrian Safety Improvements As a result of several accidents on Highway 9, Saratoga, Monte Sereno, and Los Gatos participated in 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 1 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 2 is being managed by the City of Saratoga and is partially funded from remaining CMAQ funds from Phase 1 and a Highway Safety Improvement Program (HSIP) grant. Phase 2 will include installation of pedestrian pathways, curbs, retaining walls, driveway modifications, crosswalks, signage, and striping on Highway 9 between Saratoga and Monte Sereno. The third phase of improvements will realign the Austin Way and Highway 9 intersection to make it easier for motorists to see bicyclists. The project will also include installation of 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 and work will start in late May 2012. A-9 CITY OF SARATOGA INTRODUCTION SECTION In the 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 4 improvements were designed during Phase 2. Lighting and Landscaping Assessment Districts The City has a total of 25 lighting and landscaping assessment districts, which have been an extremely effective method for beautifying Saratoga neighborhoods. Residents in these districts voted for assessments on their properties to pay for City contractors to install upgrades and perform maintenance on landscaping, lighting, and other beautification projects. Last year, the Westbrook neighborhood became the City's newest lighting and landscaping assessment. Summerhill Homes By the end of the 2011/12 fiscal year, the Summerhill Homes housing development will be complete. Through this project, a total of 20 new homes were built on Saratoga-Sunnyvale Road near Saratoga Creek. The development notably increased Community Development Department revenues and resulted in park-in-lieu revenues that helped pay for a number of park-related projects in the City. Corp Yard Solar In early 2012, the City completed construction of a solar array on the roof of the City's Corporation Yard building. A total of 78 solar panels were installed, 42 of which were won by the City in 2010 in a contest between Saratoga and Los Gatos as to which city could install more solar panels in a given year. The new solar array will produce approximately 18 kilowatts (kW) of energy and will provide for 100% of the Corporation Yard's energy use. Joe's Trail at Saratoga DeAnza The City celebrated completion of Joe's Trail at Saratoga DeAnza in November 2011. Joe's Trail is a dual use pedestrian and bicycle trail and is 12 feet wide in most areas. The trail, about 1.4 miles, is located on the PG&E right-of-way and runs between Saratoga-Sunnyvale Road and Saratoga Avenue. A significant portion of the funding for the project came from resident Dee Sanfilipo, who made the donation in honor of her late husband, Joe. In recognition of the Sanfilipo family donation,the trail name was changed to Joe's Trail at Saratoga DeAnza. Election Information In November 2012, the City of Saratoga will be holding an election for two positions on the City Council. The City consolidates its election with Santa Clara County in an effort to reduce election costs. For this year, the County has estimated election costs at $55,000. A portion of the election expense includes the cost of printing candidate statements of qualifications in the Sample Ballot and Voter Information Pamphlet. Candidates that would like to submit a statement of qualifications must pay for their pro rata share of the cost of their candidate statement,which is estimated at$3,095 for each statement. Candidates will be billed if actual cost is higher,or receive a refund if the cost is lower than the estimated amount. NEW INITIATIVES IN FY 2012/2013 TEA Assembly Bill 1816 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% of the property taxes collected in the respective cities. The cities of Saratoga, Los Altos Hills, Cupertino, and A- 10 CITY OF SARATOGA INTRODUCTION SECTION Monte Sereno are eligible for TEA. The City received a portion of its TEA allocation in 2006 and in December 2010 new TEA legislation (Assembly Bill 1816) was introduced by Assembly Member Jim Beall in an effort to garner the remaining allocation Destination Saratoga In 2012, the Saratoga Chamber of Commerce embarked on an effort to develop a city-wide brand that is now called Destination Saratoga. To support the effort, Council allocated$8,000 to Destination Saratoga. With financial and staffing support from the City,the Destination Saratoga Committee will assist with the development of websites and identification of new businesses that will help re-energize the local business environment. The City will also focus on facilitating pop-up or temporary businesses to help fill chronically vacant spaces, continue supporting the Saratoga Chamber of Commerce to promote and assist Saratoga business owners, and highlight visitor information services. New Business Development Program The Council funded a new Business Development Project in the FY 2012/13 Administrative Improvements Capital Improvement Program Budget that will replace the Conditional Use Permit Reimbursement Incentive Program started in 2009. This project is discussed in more detail in the Capital Budget section. Community Events Process In Fiscal Year 2012/13, the City will introduce 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 will include 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. Concurrently, the City is also working to streamline and improve the special event permitting process to provide a higher level of customer service to the community. The City is working on creating clear guidelines regarding special events. The City plans to communicate the event requirements to the organizations early in the process so that the organizations may 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 will be administered in the City Manager's Office in coordination with other City departments. Improved Communication Using 1610 AM Radio The City recently 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 of 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 is a work station tool that has automated features that will simplify and improve the current process of delivering timely news to the community. 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 A- 11 CITY OF SARATOGA INTRODUCTION SECTION an increasing number of Americans use social media sites as their primary method for obtaining information and communicating with others. With the widespread use of social media sites, many cities have started to take advantage of these sites to increase communications with their communities. A number of cities have used sites like Twitter and Facebook for a variety of purposes, including civic engagement, emergency notifications, and economic development. The City plans to begin using social media sites more extensively to share information and connect with residents. CAPITAL BUDGET HIGHLIGHTS For this fiscal year, a total of ten new projects are proposed to be added to the Capital Improvement Budget (CIP) budget, totaling approximately $940,000. The CII' budget is used for construction, acquisition,rehabilitation, or non-routine maintenance projects that generally cost more than$25,000 and have a lifespan of at least 5 years at a fixed location. Additionally, non-infrastructure projects may be included in the CIP under the Administrative Program if they are one-time, operational efficiency or technology, or multi-faceted administrative projects. CIP projects are broken down into four categories: Administrative Improvements Program; Facility Improvements Program; Park and Trail Program; and Street Program. Funding for the CIP budget comes from designated funding sources such as gas tax and road impact fees, grants, year-end budget surpluses, and general fund transfers. New projects approved by Council for the 2012/13 fiscal year budget are listed below. Administrative Improvements Program General Plan Safety Element This project was made possible by$175,000 in grant funds from the 2008 Disaster Recovery Initiative and will involve hiring a consultant to update the City's Safety Element. The update will include identifying 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 Business Development Project Council has allocated $25,000 toward this program, which replaces the previously funded Conditional Use Permit Reimbursement Incentive Program that started in 2009. The new program 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 not be limited to, percentage matching grants for business improvement efforts or City fee reimbursements. A- 12 CITY OF SARATOGA INTRODUCTION SECTION Risk Management/ADAMitigation This project will allocate $50,000 in annual funding to mitigate risks associated with accessibility requirements and to comply with the American with Disability Act(ADA). Project examples include repairing excess of slopes, installing handrails and ADA compliant signage, and replacing or relocating fixtures. Facility Improvements Program Electronic Door Lock System- This $40,000 project will fund the installation of a Stanley wireless Phase 2 security system to the exterior doors at both buildings at the Saratoga Prospect Center, and update the master key system used at the Corporation Yard. Doors would be set to automatically unlock and lock based on requirements of the buildings, thereby limiting rentals to appropriate times. Subsequently, the threat of loss or damage to City property during off hours would be reduced. This project will help to reduce the possibility of loss of or damage to City property that could result from doors being left unlocked after hours. This will also make it more convenient for facility renters who will no longer have to make an extra trip to City Hall to return keys directly after an event. Emergency Power Back up- This project will cost $60,000 and will pay for the purchase and Phase 2 installment of an emergency power generator for the City's information technology server room and City Hall buildings during power outages. 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 as part of the City's responsibility is to provide emergency services. Park&Trails Program Quarry Property Park and Trail Project funding of$300,000 will provide for the development of a Master Plan Master Plan and will secure certain areas on the property to allow public access during the development phase. The Master Plan will be used to promote the protection of public resources and public access for recreation, implement an erosion control program, develop the Saratoga-to-the-Sea Trail as contemplated by the City of Saratoga General Plan, and provide resources for obtaining any necessary regulatory approvals. A- 13 CITY OF SARATOGA INTRODUCTION SECTION Street Projects Arroyo de Arguello Outfall A site assessment by Santa Clara Valley Water District (SCVWD) Repair staff in 2011 revealed this 36-inch corrugated metal storm drain outfall pipe was corroded and recommended replacement to prevent the erosion of creek banks. The City of Saratoga owns the outfall pipe; however SCVWD offered to make the repairs and pay for half of the cost. The City will reimburse SCVWD for half of the cost, approximated at$70,000 Fruitvale Area Median This is a joint project with West Valley College and will cost Improvements $140,000. The College will pay$90,000 toward the project and the remaining $50,000 in expenses will be funded by the City. The project involves the 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. Parker Ranch Retaining Wall This project is estimated at $40,000. The funds for the project will Repair be used to repair the retaining walls on Parker Ranch and Vista Arroyo Court. Quito Road Storm Drain Project The project is estimated at$40,000,which will be used to build two storm drains and replace the curb, gutter, and ruined asphalt at Quito Road and Paseo Olivos. One storm drain will be installed on the south west corner of Quito Road and Paseo Olivos and the other storm drain will be at the opposing corner on the north west corner and connect to the City of San Jose's storm drain system on Quito Road. CONCLUSION The City of Saratoga has taken difficult yet necessary steps to restructure its organization in reaction to the nation's deep recession. The slow recovery of the economy has been a source of frustration,but there is evidence that the economy will be restored in the near future. As my letter has highlighted,the City is a lean and sustainable organization that will be able to deliver quality service to its residents today and for many more years to come. Thanks to our conservative approach and structural changes, the City is able to present a balanced 2012/13 budget to the City Council for adoption. Respectfully submitted, Dave Anderson City Manager A- 14 CITY OF SARATOGA INTRODUCTION SECTION GOVERNMENT FINANCE OFFICERS ASSOCIATION Distinguished Budget .Presentation Award PRESENTED TO City of Saratoga California For the Fiscal Year Beginning July 1,2011 -� '4941� � President Executive Director A- 15 CITY OF SARATOGA INTRODUCTION SECTION A- 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 I ?,� ,�� E°r:e I� Nadxo w C_a ntra Clara County. Although the incorporated City ReemAklm Oakialtd Costa r of Saratoga dates back only to 1956, the town ?3'231 ", had its beginning more than a century earlier DalVSun raneiseo t_aan iro when William Campbell built a sawmill here in L It1� iol Ha.,,yvard LiveimorE 1848, about two and one-half miles above the ,, Pacifica ' a present downtown village, along what is now •,al, %' Francrsce racy', State Highway 9. Having spent the winter of 1311inIJ Fremont si R, 1846/47 in the abandoned adobe buildings of ' ll ��. ;an; f;Pa Io Mission Santa Clara, Campbell correctly .,Gari,-,; Alto Milpitas surmised that the settlers who were beginning to cj;ifom a East coostaJ X111711'"vale Foothills come to the Santa Clara Valley would want to vatrnnal v - s build sturdy wood houses, reminiscent of the Monument San homes they had left in the East. Jose Saratoga •" Santa With this belief, William Campbell started a 230 Claw sawmill operation along the stream here in 1847. It was delayed however after another I'``'' `, L LLomon" ,[ millwright constructing a sawmill at the western ,. =anta I'II.IZ base of the Sierra mountains a hundred and fifty Capitala 13 -- miles northeast found gold flakes in the Santa Cruz I atsonvi American River, touching off the 1849 4 terse• .II San 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 a access by building a road to the site. To recoup his s 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 f - _ was common practice in those early days for roads 4, 1 to be built on a private-enterprise basis, then after a _ — period of time, the counties would take them over and maintain them as public thoroughfares. In - _ McCarty's case, although the tollgate was used for only about a year, it was sufficient for the settlement to be known as Tollgate for some years afterward. A- 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 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 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 u4 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. Saratoga developed into a pleasant village as it became the Ao 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 fit beauty and colorful past through careful zoning - � policies and historic preservation. A- 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 30,363 (January 1,2012) known for its excellent schools and prestigious neighborhoods. The community's historic downtown district, known as "The Village", has distinctive 4 ' .. 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. Additionally, the former Paul Masson homestead and winery in the Saratoga foothills, now + known as the"Mountain Winery", features world-class concerts each spring and summer. And Hakone Gardens, the oldest Japanese-style residential garden in the Western Hemisphere, maintained and run by the Hakone Foundation,lies just outside of the Village offering classes,festivals, and Japanese culture. City Government The City of Saratoga was incorporated in 1956 and operates under a Council/Manager form of government. The City government receives most of its revenue from property tax, although the City's share of property tax receipts is only about 5.45% of the 1% assessment Saratoga property owners pay. This "low tax" status limits the City to providing minimal services to its residents. Staffing is low for a city this size(51.90 FTE)with many services provided on contract. In addition, with the relatively late incorporation of the city after the community had developed, many school districts and utility districts were already in place,meaning more than one pre-existing district may serve within City of Saratoga boundaries. Public safety services are provided by other governmental organizations, including the Santa Clara County Fire Department through property tax allocation agreements, and by the Santa Clara County Sheriff's Office by city contract. Animal control services are contracted with the City of San Jose. The City's departments are structured by function, and include Public Works — which oversees city infrastructure maintenance and projects, Community Development—which guides the physical growth of the City through planning, zoning, and building inspection, Recreation and Facilities — which provides recreation programs and maintains city facilities, Administrative Services—which provides oversight and support for the City's financial, administrative, and technology operations, and the City Manager's Department — which provides oversight and guidance for City functions, as well as legislative and administrative support for the City Council and Commissions. Transportation Saratoga is part of a comprehensive transportation network that links the City to other Silicon Valley cities and beyond through roadways, bikeways, and mass transit systems, including the bus and light rail systems, the Caltrain system, and to the Mineta International Airport in San Jose. Bus routes provide A- 19 CITY OF SARATOGA INTRODUCTION SECTION 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. A-20 _0 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. A-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. A-22 CITY OF SARATOGA INTRODUCTION SECTION STRATEGIC PLAN GOALS & OBJECTIVES (DRAFT DOCUMENT) A-23 CITY OF SARATOGA INTRODUCTION SECTION CITY OF SARATOGA STRATEGIC PLAN (DRAFT) GOALS & OBJECTIVES 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 A-24 CITY OF SARATOGA INTRODUCTION SECTION V Community Heritage: Honor and respect Saratoga's heritage; preserve significant historic assets and small town character. 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 culturally enriched and vibrant 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 A-25 CITY OF SARATOGA INTRODUCTION SECTION Q4 110M �* A-26 CITY OF SARATOGA INTRODUCTION SECTION BUDGET & FINANCIAL POLICY INFORMATION A-27 CITY OF SARATOGA INTRODUCTION SECTION BUDGET PROCESS OVERVIEW he City of Saratoga adopts an annual City's budgeting and accounting systems both Operating and Capital Budget and an use a combination of modified accrual and full annual budget update of the five-year accrual basis in the accounting and budget Capital Improvement Plan. The budgets contain systems. summary level information for revenue and expenditure appropriations for the fiscal year The City's Governmental Funds consist of the beginning July 1St and ending June 30th. The General Fund, Special Revenue Funds, Debt budget documents are prepared on the same Service Funds, and Capital Project Funds. basis as the City's financial statements, and in Governmental Fund budgets are developed using accordance with generally accepted accounting the modified accrual basis of accounting. Under principles (GAAP). this basis, revenues are estimated for the period if they are susceptible to accrual, e.g. amounts BUDGET PURPOSE can be determined and will be collected within The Operating and Capital Summary Budget and the current period. Principal and interest on the Capital Improvement Plan serve as the City's general long-term debt are budgeted as financial plan, as well as a policy document, a expenditures when due, whereas other expenditures are budgeted for liabilities communications tool, and an operations guide. expected to be incurred during the current Developed with an emphasis on long range period. planning, service delivery, and program management, a fundamental purpose of these Proprietary fund budgets are adopted using the documents is to provide a linkage between the full accrual basis of accounting whereby revenue services and projects the City intends to budget projections are developed recognizing accomplish, and the resources committed to get revenues expected to be earned during the the work done. period, and expenditures are developed for expenses anticipated to be incurred in the fiscal The format of the budget facilitates this linkage year. The City maintains one type of proprietary by clearly identifying program purpose, key fund: Internal Service Funds. projects, and workplan goals, in relation to revenue and expenditures appropriations. Fiduciary funds are also budgeted under the modified accrual basis. Trust funds are subject BASIS OF BUDGETING AND ACCOUNTING to trust agreement guidelines, and Agency Funds Developed on a program basis with fund level are held in a custodial capacity involving only authority, the operating and capital budgets the receipt, temporary investment, and represent services and functions provided by the remittance of resources. Saratoga administers City in alignment with the resources allocated two agency funds. during the fiscal year. SUMMARY OF BUDGET DEVELOPMENT Basis of Accounting and Budget refers to the The City develops it budgets with a team-based timing factor concept in recognizing budgeting approach. City Management and the transactions. This basis is a key component of Finance Department guide the process through the overall financial system because the budget budget development; however program budgets determines the accounting system. For example, and workplans are developed with each if the budget anticipates revenues on a cash department's director or program manager's basis, the accounting system must record only oversight and expertise. This approach allows cash revenues as receipts. If the budget uses an for hands-on planning and creates a clear accrual basis, accounting must do likewise. The understanding for both management and staff of A-28 CITY OF SARATOGA INTRODUCTION SECTION a program's goals and functions to be Notice of the hearing is published in a local accomplished in the next budget year. newspaper at least ten days prior to the Council's public hearing date. The public is THE DEVELOPMENT PROCESS invited to participate and copies of the proposed Typically both the Operating and Capital Budget budgets are available for review in the City and Capital Improvement Plan (CIP) processes Clerk's office and at the budget hearing. begin in early January with the City Council and City Manager's development and refinement of Under requirements established in Section initiatives and directives for the upcoming 65401 of the State Government Code, the City's budget year. The Five-Year financial forecast is Planning Commission also reviews the proposed developed and brought to the annual Council Capital Improvement Plan and reports back to Retreat to review. This forecast provides an the City Council as to the conformity of the plan overview of service level operations as it ties to with the City's Adopted General Plan . fiscal resources, and guides the discussion for Final council-directed revisions to the proposed the upcoming budget direction. The CIP is also budget are made and the budget documents are reviewed during this time to determine funding resubmitted to the Council for adoption, again in capabilities, project priorities, and to refine a publicized public hearing prior to the project workplans. Although the CIP Budget is beginning of the fiscal year. a stand-alone body of work, CIP projects impact the City's ongoing operations and are therefore Section 2-20.050(i) of Saratoga's City Code incorporated into the Operating and Capital requires the City Manager to prepare and submit Summary Budget document through the an annual budget to the City Council. This is resulting financial appropriations and service accomplished in June, when the final proposed level requirements. budget is formally submitted to the Council in In February, the budget preparation process the subsequent public hearing. begins officially for staff. Budget assumptions, The approved resolutions to adopt the CIP and directives and initiatives are provided to set the operating budgets and the appropriation City's overall objectives and goals. Over limitation(Gann Limit) follow this section. several months, staff identifies and analyzes program revenue and expenditure projections in coordination with Finance/Budget staff and City BUDGET AMENDMENTS management. Capital improvement projects are During the course of the fiscal year, workplan assessed and refined, and CIP funding and changes and unanticipated needs will necessitate appropriation requirements are finalized. adjustments to the adopted budgets. The City Manager is authorized to transfer appropriations Through rounds of budget briefings and between categories, departments, projects, and revisions, staff's final program budget and programs within a fund in the adopted budget, workplans are developed by the end of April; whereas the City Council holds the authority for operational and capital workplans are finalized, budget increases and decreases and transfers and the Finance/Budget staff prepares financial between funds. 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. A-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 A-30 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/ Adopted Operating and CIP Budget documents finalized, posted on October website, and distributed A-31 ■ CITY OF SARATOGA INTRODUCTION SECTION A-32 CITY OF SARATOGA INTRODUCTION SECTION FINANCIAL 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. 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 will be 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 1St through June 30th. Balanced budgets present budgeted sources in excess of budgeted uses. 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 A-33 CITY OF SARATOGA INTRODUCTION SECTION majority approval. Operating Budget appropriations lapse at the end of each fiscal year unless specifically re-appropriated by the City Council in the following fiscal year. Capital Budget appropriations are structured as a multi-year workplan; therefore project expenditure balances are carried forward to the following fiscal year as part of the annual budget adoption until funding is exhausted or the project is completed. • The City Manager is authorized to implement the City's workplan as approved in the adopted budget. Within a specific fund, the City Manager may transfer appropriations between categories, departments,programs, and projects as needed to implement the adopted budget,provided no change is made to the total appropriation amount provided for any one fund. • Recurring expenditures are to be funded with recurring revenues, or funds specifically designated for operational use. One time expenditures may be funded with one-time revenues or fund balances. Fund balance reserves are to be used for non-recurring one-time and capital projects. • The 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 A-34 CITY OF SARATOGA INTRODUCTION SECTION objectives. A master schedule of User Fees is reviewed and updated each year to adjust fees to the established level. • The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent follow-up procedures,and external resources as necessary. • Unrestricted donations, gifts, and bequests to the City in excess of $5,000 must be brought to Council for approval and acceptance. All restricted donations, gifts and bequests must be submitted to the Council for approval prior to acceptance. 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. A-35 CITY OF SARATOGA INTRODUCTION SECTION • Asset information is to 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. • 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. FUND BALANCE RESERVES: • The City is to maintain Fund Balance Reserves as directed by Council, in accordance with GASB 54 classifications: Non-Spendable Fund Balance—represents resources that are inherently non-spendable from the vantage point of the current period. The City does not currently 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 Services Fund Balance—in the General Fund ➢ Fund Balance—in all 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 Fund Balance—in the General Fund ➢ Capital Improvement Plan Fund Balances 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 A-36 CITY OF SARATOGA INTRODUCTION SECTION purpose if Council chooses. The City maintains the following General Fund reserves under this designation: ➢ Future Capital Projects Reserve ➢ Carryforward Reserves 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. All Internal Service Fund Balances fall into this category, as well as the following General Fund reserves: ➢ Operations Reserve ➢ Economic Uncertainty Reserve ➢ Development Services Reserve ➢ Uncollected Deposits Reserve ➢ Other Unassigned Fund Balance • Adequate reserves are to be maintained for all known liabilities and established City Council and community directed initiatives. • At year-end, after the City's financial records are finalized and audited, revenues in excess of expenditures and funding obligations close out to Unassigned Fund Balance, (or Restricted Fund Balance in Special Revenue Funds). • For the General Fund, Council established $500,000 as the base amount of Other Unassigned Fund Balance. Any accumulated available funding in excess of $500,000 will be distributed in the following order: 1. Funding of legal obligations and liability reserves 2. Repayment of Fund Balance Reserve loan back to established level (e.g. use of Economic Uncertainty Reserve requires replenishment back to $1,500,000) 3. Replenishment of Unassigned Fund Balance to $500,000 4. Annual contribution of $100,000 to Hillside Stability Reserve, until reserve balance reaches $1,000,000 5. Remaining funds are allocated to Capital Improvement Reserve for Capital Improvement and Cost Efficiency Projects • The following Fund Balance Reserves are to be maintained on an on-going basis for the following Council established purposes and obligations: 1. Operations Reserve (Established on July 1, 1999 at $2,000,000 to provide working capital cash flow for the General Fund, and increased by interest earnings at fiscal year-end at LAW interest rate up to a maximum of 20% of General Fund appropriations in the following fiscal year budget. 2. Economic Uncertainty established at$1,500,000 3. Development Services Fund Balance (Reserve may be utilized per Council direction during development economic downturns) 4. Environmental Services Fund Balance (Reserve is utilized at $50,000 per year to support of environmental/waste management programs) • General Fund Unassigned Reserve in total is to be maintained at a minimum of 20% of General Fund appropriations. A-37 CITY OF SARATOGA INTRODUCTION SECTION 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 POLICY: • The City is insured for up to $25 million of general liability, auto, and property damage claims through the Association of Bay Area Government's (ABAG) Pooled Liability Assurance Network (PLAN) Corporation. The City is self-insured for the first $25,000 for general liability and auto claims;property damage after$5,000 and third party auto claims after$10,000. • Workers Compensation claims are insured 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. • 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 Development Reserve was established to provide stability for multi-year project services. The reserve is funded from an excess of development revenues over development expenses at fiscal year-end, and used to offset those years where a shortfall occurs; when development revenues fall below development expenses. Use of the reserve is limited to a maximum of 1/3 of the reserve balance in any given fiscal year; however 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. A-38 CITY OF SARATOGA INTRODUCTION SECTION • 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. A-39 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 2012/13. The following schedule reflects historical appropriations for the prior ten years, and the calculation for FY 2012/13: 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 2003 22,950,540 1.0125 1.0191 0.9873 23,092,833 0.62% 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 8.65% A-40 CITY OF SARATOGA INTRODUCTION SECTION The City of Saratoga's appropriation limit for fiscal year 2012/13 is calculated as follows: FY 2012/13 Calculation % Increase in California 2011/12 2012/13 County Per Capita Appropriation Appropriation Appropriation Population Income 4 Factor Limit Limit 1.0124 X 1.0377 = 1.0506 X $ 31,907,666 = $ 33,521,156 As illustrated above, the total amount of tax revenues appropriated to the City in FY 2012/13 is not to exceed $33,521,156. The FY 2012/13 budget anticipates $9,941,600 in Gann designated tax revenues which equates to $23,579,556 less than, or approximately 30%of,the appropriation limit for FY 2012/13. 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 booms experienced over the past few decades. However, the City was established as a low-tax city, therefore City's share of property tax dollar growth has increased at a slower pace than population and 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 conservative forecast for a flat revenue growth in the near future and a 5.5% appropriation growth trends (based on a 34 year average) there is a strong expectation for a wide margin in future year's appropriation margins. Tax Revenues to Appropriation Limit 10 Year Trend 45,000,000 40,000,000 35,000,000 30,000,000 25,000,000 r r ss •r 20,000,000 r rr _ rr 15,000,000 i♦' r• 10,000,000 •r 5,000,000 r• 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Actuals Actuals Actuals Actuals Estimated Budgeted Projected Projected Projected Projected 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 Tax Revenues 9,887,504 10,050,407 9,860,645 9,873,525 9,839,076 9,941,600 10,041,016 10,141,426 10,242,840 10,345,269 Appropriation Limit 28,837,681 30,592,104 31,261,971 30,851,813 31,907,666 33,521,156 35,216,237 36,997,033 38,867,880 40,833,331 Revenue to Limit% 35% 34% 33% 32% 32% 32% 32% 30% V%, 30% * Saratoga's share of property tax increased by approximatly 5%in FY 2006/07 forward as a result of Tax Equity Allocation legistlation APPROPRIATION LIMIT ADOPTION The resolution to revise the appropriation limit to $33,521,156 for FY 2012/13 will be brought to Council via Resolution on June 6, 2012. A-41 CITY OF SARATOGA INTRODUCTION SECTION GANN APPROPRIATION LIMIT RESOLUTION RESOLUTION NO.12-1131 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF 4ARATOGA ESTABLISHING THE FISCAL YEAR 20III13 GANN LIMIT APPROPRIATION FOR THE CITY OF SARATOGA WHEREAS, the City of Saratoga has established Is Base Year Appropriation Lim¢as 55,961,747 in Fiseal Year 1978179;and WHEREAS,the cumulative changes to population and to the Califonda per capita personal come since the➢ase Year established the revised Pmposition.I I I Fiscal Year 1996197 Apptopriatiou Limit as$1 d,153,314,and WHEREAS,to the hest of due City's ktowledge and helwf,the State Depa,vnent of Finance figures provided to Ute City in response to Propmkimu I 1 I passed by the voters In June 1990,mllacts the appropriate stlli,tics rel—ot to the ealeulaem,of the Fiscal Year 2912113 Appropriation Limit,which includes • County population adjustments torthe year ended D-emhrer 3 t,201 6 equal w 1.74%,and City population adjustment fur the Naar ended December 31,2011 equal to-711%,and • Change In California per capita east of tiving for fiscal year 2012!13 equal to 1.0377% NOW,THEREFORE,BE IT RESOLVE[),that the City Cova.cif of the City of Saratoga h,,6,resolve.,that,based on the foregoing figures and the provisions OF flu Article XIIIB of the Constihn,,n of the Sw-of California,flue following fgen,accurarely represents the Fiscal Year 3013713 Appropriation Limit For rhe City nF Sannoga.al:$33,521,156 The above and foregoing resolution was passed and adopted at a regular meeting of the Saratoga City Comteit held on the 6"day of June 2012 by the following Vote. AYES_ Council Member Manny Cappello,Ehtily Lo,lloward Miller,Vice Mayor Jill Hinter,Mayor Chuck Page NOES: None ABSENT: None ARSTAK None Page,Mayor /AT.TEST: ,+ �,�j J� 1 Off,to X CI�AJ DATE: C �LIL *CrysW Mono..City Clerk A-42 CITY OF SARATOGA INTRODUCTION SECTION ANNUAL BUDGET RESOLUTION RESOLUTION NO.12-034 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SARATOGA TO ADOPT THE FISCAL YEAR 2012113 OPERATING&CAPITAL BUDGET WHEREAS,the City Council held a public hearing on the Proposed Operating&Capital Budget for Fiscal Year 2012113 on M.3,16,2012; WHEREAS,Section 2-20.050(i)of the Code of the City of Saratoga requires die City Manager to prepare and submit the proposed annual budget to the City Council for its approval; WHEREAS,the Planning Commission has conducted no annual review of proposed new capital projects for consistency with#Ire 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 2012113 to die City Council;and WHEREAS,the City Council has considered and,upon consensus may provide direction for modifications to the proposed budget during a public hearing;and WHEREAS,the City Council gave staff direction to adopt the Fiscal Year 2012103 Operating and Capital budgets as proposed; NOW THEREFORE,BE IT RESOLVED,that the City Council of the City of Saratoga hereby adopts the Fiscal Year 2012113 Operating&Capital Budget as shown in the Total Fund Activity Sumxrnry schedule in the budget adoption report; AND BE IT FURTHER RESOLVED,that the final adopted budget includes c—y-forward appropriations foi for ear ca hal projects,identified funding for specified ex enditures, rams,and BE YF FURTHER RESOLVED,that the Finance and Administrative Services Directur is -Pr Y P pr J g Pe P g pass-through balances,that capital L I [h the General Plan;That there be carried mcord these changes into the City's accounting records in accordance with appropriate p gpr jec s are in camp imrce,with ractices. forward 6nnt the prior year within each fund an amount supIcient to cover approved outstanding encumbrances as of lune X 2092; d foregoing resalutinn was passed and adopted at a raga lar ricating of the Saratoga City on the 6i'day aYJ...2012,by the following vale: AND BE IT FURTHER RESOLVED,that Ore City Council hereby directs staff that any changes or impacts resulting from: Council approval of the meet and confer process or management compensation plan;from classification adjustments or miscellaneous corrections;from changes due to Council MembeT Manny Cappello,Emily Lo,Howard Miller.Vice MayorJfll more refined estimates,gram approvals,claim reimbursements,budget carryforwards,or added revenue Hunter,Mayor Chuck Page and expenditures;from development fee based pass-through budget appropriations;or from further City None Council consensus direction received on June 6,2012 be incorporated within the final Fiscal Year 2012113 Operating&Capital Budgets; None None d/,'te Com - ` Chuck Page,Mayor ATTEST: nm rysta Morrow,City Chok CITY OF SARATOGA INTRODUCTION SECTION A-44 CITY OF SARATOGA FINANCIAL SUMMARIES 300 250 200 150 100 50 0 FINANCIAL SUMMARIES TOTAL 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.......................................................................................................................B— 3 TotalRevenues—by Fund.............................................................................................................................B— 4 TotalExpenditures—by Fund.......................................................................................................................B— 6 TotalRevenues—by Category...................................................................................................................... B— 8 Total Expenditures—by Category.................................................................................................................B— 9 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 ....................................................................................................B- 10 General Fund Expenditures—by Department...............................................................................................B- 11 General Fund Revenues—by Category.........................................................................................................B—12 General Fund Expenditures—by Category....................................................................................................B— 13 General Fund Tax Revenues per Capita—Cities of Santa Clara County .....................................................B— 14 General Fund Tax Revenues— 10 Year History of Key Tax Revenues .......................................................B— 15 General Fund—Fund Balance Activity.........................................................................................................B— 16 OPERATING 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....................................................................................................................B—17 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 .......................................................................................B— 18 Fund Balance Reserve—5 Year Comparative History..................................................................................B-20 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.............................................................................................................B-22 Department Expenditures—by Program........................................................................................................B—24 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......................................................................................................B-28 Positionsby Department ...............................................................................................................................B-32 Staffingby Department ................................................................................................................................B-34 Staffingby Fund ...........................................................................................................................................B-35 B-2 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUND ACTIVITY SUMMARY FY 2012/13 Estimated Revenues Expenditures Source(Use) Estimated Fund Balance & & of Fund Balance Fund Category July 1,2012 Transfers In Transfers Out Fund Balance June 30,2013 Operating Funds General Fund Environmental Services 513,182 - - (50,000) 463,182 Hillside Stability 600,000 - - - 600,000 Capital Projects 1,923,658 - - (635,000) 1,288,658 Carryforwards 247,201 - - - 247,201 Operations 2,914,426 - - - 2,914,426 Economic Uncertainty 1,500,000 - - - 1,500,000 Development Services 667,233 - - - 667,233 Uncollected Deposits 44,791 - - - 44,791 Other Unassigned 518,631 15,927,815 (16,538,005) 685,000 593,441 Total General Fund $ 8,929,122 $ 15,927,815 $ (16,538,005) $ - $ 8,318,932 Special Revenue Funds Landscape&Lighting Districts 562,504 464,734 (633,929) - 393,309 Total Special Revenue Funds $ 562,504 $ 464,734 $ (633,929) $ - $ 393,309 Internal Service Funds Liability/Risk Management 134,757 468,527 (489,249) - 114,035 Workers Compensation 231,966 255,000 (284,684) - 202,282 Office Support Services 11,220 67,000 (59,250) - 18,970 IT Services 256,701 400,000 (422,758) - 233,943 Vehicle&Equipment Maintenance 23,031 215,000 (225,477) - 12,554 Building Maintenance 200,926 750,000 (767,229) - 183,696 Vehicle&Equipment Replacement 437,089 100,000 (95,000) - 442,089 IT Equipment Replacement 156,760 46,236 (52,600) - 150,396 Total Internal Service Funds $ 1,452,449 $ 2,301,763 $ (2,396,247) $ - $ 1,357,966 Total Operating Funds $ 10,944,076 $ 18,694,312 $ (19,568,181) $ - $ 10,070,207 Debt Service 2001 Series GO Bonds 862,414 850,600 (869,285) - 843,729 Total Debt Service $ 862,414 $ 850,600 $ (869,285) $ - $ 843,729 TOTAL OPERATING BUDGET $ 11,806,490 $ 19,544,912 $ (20,437,466) $ - S 10,913,936 Capital Funds* Street Projects 2,265,632 5,828,093 (8,093,726) - - Park&Trail Projects 655,463 855,533 (1,510,997) - - Facility Projects 493,710 416,790 (875,500) - 35,000 Administrative Projects 129,400 260,000 (389,400) - - Total Capital Funds $ 3,544,205 $ 7,360,417 $ (10,869,622) $ - $ 35,000 TOTALALLFUNDS $ 15,350,690 $ 26,905,329 $ (31,307,089) $ - $ 10,948,936 *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. B-3 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES & TRANSFERS IN BY FUND FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund 15,245,050 15,742,117 15,402,895 16,230,633 $15,821,815 Total General Fund 15,245,050 15,742,117 15,402,895 16,230,633 15,821,815 Special Revenue Funds CDBG Program Fund 123,812 300,692 - - - SHARP Program Fund 858 714 - - - Landscape&Lighting Districts 456,092 460,113 486,394 491,241 464,734 Total Special Revenue Funds 580,762 761,520 486,394 491,241 464,734 Internal Service Funds Liability/Risk M anagement Ins 259,056 275,014 377,000 352,455 468,527 Workers Compensation Ins 277,694 221,966 225,000 219,287 255,000 Office Support Services 34,694 38,535 52,000 50,626 67,000 Information Technology Services 400,961 400,000 400,000 400,000 400,000 Vehicle&Equipment Maintenance 208,000 200,000 200,000 200,000 215,000 Building M aintenance 709,214 732,601 725,000 725,000 750,000 Vehicle&Equipment Replacement 110,000 100,000 100,000 115,715 100,000 IT Equipment Replacement 58,009 50,000 50,000 50,000 46,236 Total Internal Service Funds 2,057,628 2,018,116 2,129,000 2,113,083 2,301,763 Debt Service Funds 2001 Series GO Bond 976,509 972,940 953,600 932,578 850,600 Total Debt Service Funds 976,509 972,940 953,600 932,578 850,600 Trust Funds Library Capital Improvement Fund 2,828 - - - - KSAR Community Access Trust 72,704 18,573 - - - Total Trust Funds 75,533 18,573 - - - Capital Project Funds Street Projects 1,705,779 2,223,355 6,130,002 3,455,125 5,211,275 Park&Trail Projects 408,048 877,706 1,185,548 647,874 555,533 Facility Projects 46,640 47,111 113,460 39,219 184,623 Administrative Projects - 5,072 17,102 5,736 175,000 Total Capital Improvement Projects 2,160,467 3,153,244 7,446,112 4,147,954 6,126,432 Total Revenues 21,095,948 22,666,510 26,418,000 23,915,488 $25,565,344 Operating Transfers In General Fund 325,842 224,550 205,222 205,222 106,000 Street Capital Project Funds 502,786 781,272 369,909 400,308 616,818 Park&Trail Capital Project Funds 318,217 198,791 25 25 300,000 Facility Capital Project Fund 540,776 810,418 218,878 264,659 232,167 Admin Capital Project Fund 113,887 - 55,978 55,941 85,000 Total Operating Transfers In 1,801,508 2,015,031 850,012 926,156 1,339,985 Total Revenues&Transfers In $22,897,456 $24,681,540 $27,268,012 $24,841,643 $26,905,329 GO Bond Debt Refunding - - - 12,454,738 - Total Other Funding Sources - - - 12,454,738 - Total Revenues,Transfers&Sources $22,897,456 $24,681,540 $27,268,012 $37,296,381 $26,905,329 B-4 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES & TRANSFERS IN BY FUND TYPE Special Revenue Funds General Fund 1.7% �8.8f Debt Service Funds 3.2% Internal Service Transfers In Funds Capital Project 8.6% 5-O% Funds 22.8% FY 2012/13 REVENUES BY FUND FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Fund Actuals Actuals Adjusted Actuals Adopted General Fund $15,245,050 $15,742,117 $15,402,895 $16,230,633 $15,821,815 Special Revenue Funds 580,762 761,520 486,394 491,241 464,734 Internal Service Funds 2,057,628 2,018,116 2,129,000 2,113,083 2,301,763 Debt Service Funds 976,509 972,940 953,600 932,578 850,600 Trust Funds 75,533 18,573 - - - Capital Project Funds 2,160,467 3,153,244 7,446,112 4,147,954 6,126,432 Total Revenues by Fund $21,095,948 $22,666,510 $26,418,000 $23,915,488 $25,565,344 Operating Fund Transfers 325,842 224,550 205,222 205,222 106,000 CIP Fund Transfers 1,475,666 1,790,481 644,790 720,934 1,233,985 Total Revenues&Transfers In $22,897,456 $24,681,540 $27,268,012 $24,841,643 $26,905,329 GO Bond Debt Refunding - - - 12,454,738 - Total Other Funding Sources $ - $ - $ - $12,454,738 $ - Total Revenues,Transfers&Sources $22,897,456 $24,681,540 $27,268,012 $37,296,381 $26,905,329 Note: Capital Project revenues and expenditures amounts show full receipt and expense of capital activities, whereas this high level of activity is not expected,full appropriation provides a view of the full potential impact of adopted capital projects. B-5 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES & TRANSFERS OUT BY FUND FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund $15,138,898 $ 15,616,298 $ 15,453,350 $ 14,710,797 15,803,005 Total General Fund 15,138,898 15,616,298 15,453,350 14,710,797 15,803,005 Special Revenue Funds SHARP Program Fund - 210,748 - - - Landscape&Lighting Districts 375,619 396,379 641,518 432,862 633,929 Total Special Revenue Funds 375,619 607,127 641,518 432,862 633,929 Internal Service Funds Liability/Risk M anagement Ins 217,366 359,670 403,631 352,603 489,249 Workers Compensation Ins 202,136 196,454 233,035 211,425 284,684 Office Support Services 47,496 49,534 58,482 55,236 59,250 Information Technology Services 361,859 382,877 429,723 374,362 422,758 Vehicle&Equipment Maintenance 210,396 211,441 217,321 219,786 225,477 Building M aintenance 715,486 726,653 742,761 732,592 767,229 Vehicle&Equipment Replacement 26,985 4,856 10,000 10,000 95,000 IT Equipment Replacement 31,614 51,119 54,200 53,844 52,600 Total Internal Service Funds 1,813,338 1,982,604 2,149,153 2,009,849 2,396,247 Debt Service Funds 2001 Series GO Bond 1,015,276 1,014,876 1,047,556 920,820 869,285 Total Debt Service Funds 1,015,276 1,014,876 1,047,556 920,820 869,285 Trust Funds Library Capital Improvement Fund 5,458 - - - - KSAR Community Access Trust 47,465 128,416 - - - Total Trust Funds 52,923 128,416 - - - Capital Project Funds Street Projects 1,374,181 2,590,294 8,535,500 3,693,733 7,520,910 Park&Trail Projects 544,168 649,959 2,141,940 948,802 1,510,997 Facility Projects 616,015 381,677 1,030,329 492,379 843,332 Administrative Projects 44,136 81,707 184,788 43,986 389,399 Total Capital Project Funds 2,578,501 3,703,637 11,892,557 5,178,900 10,264,637 Total Expenditures $20,974,555 $ 23,052,958 $ 31,184,134 $ 23,253,229 29,967,103 Operating Transfers Out General Fund 650,000 876,983 280,000 280,000 735,000 Liability/Risk Mgmt Fund - 25,000 - - - IT Equipment Replacement to CIP 155,000 - 25,000 24,963 - CDBG Fund 133,432 291,071 - - - Library Capital Trust Fund to CIP 405 351,360 - - - Street Capital Project Funds 410,589 316,558 294,497 324,896 572,818 Park&Trail Capital Project Funds 43,217 95,000 25 25 - Facility Capital Projects Fund 399,978 59,058 214,060 259,841 32,167 Admin Capital Projects Fund 8,887 - 36,430 36,430 - Total Operating Transfers Out 1,801,508 2,015,031 850,012 926,156 1,339,985 Total Expenditures&Transfers Out $22,776,063 $ 25,067,989 $ 32,034,146 $ 24,179,385 31,307,089 GO Bond Debt Refunding - - - 12,454,738 - Total Other Funding Uses $ - $ - $ - $ 12,454,738 $ - Total Expenditures,Transfers&Uses $22,776,063 $ 25,067,989 $ 32,034,146 $ 36,634,123 $ 31,307,089 B-6 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES & TRANSFERS OUT BY FUND TYPE General Fund 50-5% Special Revenue Funds 2A% Transfers Out Debt Service Funds 4.2% Internal Service 2.8% Funds GIP Funds 7-7% 32.8% FY 2012/13 EXPENDITURES BY FUND FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Fund Actuals Actuals Adjusted Actuals Adopted General Fund $ 15,138,898 $ 15,616,298 $ 15,453,350 $ 14,710,797 $ 15,803,005 Special Revenue Funds 375,619 607,127 641,518 432,862 633,929 Internal Service Funds 1,813,338 1,982,604 2,149,153 2,009,849 2,396,247 Debt Service Funds 1,015,276 1,014,876 1,047,556 920,820 869,285 Trust Funds 52,923 128,416 - - - Capital Project Funds 2,578,501 3,703,637 11,892,557 5,178,900 10,264,637 Total Expenditures by Fund $ 20,974,555 $ 23,052,958 $ 31,184,134 $ 23,253,229 $ 29,967,103 Operating Fund Transfers 938,837 1,544,415 305,000 304,963 735,000 CIP Fund Transfers Out 862,671 470,617 545,012 621,193 604,985 Total Expenditures&Transfers $ 22,776,063 $ 25,067,989 $ 32,034,146 $ 24,179,385 $ 319307,089 GO Bond Debt Refunding - - - 12,454,738 - Total Expenditures,Transfers&Uses $ 22,776,063 $ 25,067,989 $ 32,034,146 $ 36,634,123 $ 31,307,089 Note: Capital Project revenues and expenditures amounts in the current year budget reflect full receipt and expense of capital funding to indicate the potential impact of capital projects. Most projects however are complete over multiple years and will carryover revenue and expenditure funding. B-7 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL REVENUES & TRANSFERS IN BY CATEGORY Property Tax 9,5o51064 Sales&Use Tax 1-095000 Franchise Fee Tax 1,983,454 Transient Occupancy Tax 175,000 Business f Other Taxes 40$,000 Fees,Licenses&Permits 1,115,065 Intergovernmental 432,340 Charge for Senices i1,627,188 Interest Income 57,345 Rental Income 481,182 Other Sources 380,988 Internal Service Charges 2,181,236 Capital Program Funding 5 126,432 Fund Transfers In: �77=1'33!9'9850 000,00 0 oo poo '6 710c o" 10.000,E 1�Qb®,011° FY 2012/13 Revenues by Category FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 %of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax 9,618,177 9,453,877 9,413,300 9,699,503 9,505,064 35.3% Sales Tax 954,574 990,579 1,025,000 1,100,489 1,095,000 4.1% Franchise Fee Tax 1,735,896 1,839,568 1,695,000 1,852,390 1,983,454 7.4% Transient Occupancy Tax 144,151 184,362 150,000 205,421 175,000 0.7% Business/Other Taxes 415,889 448,138 415,000 477,962 405,000 1.5% Fees,Licenses&Permits 1,112,132 1,156,486 1,049,065 1,236,460 1,115,065 4.1% Intergovernmental 491,276 726,312 380,140 313,453 432,390 1.6% Charge for Services 1,511,227 1,749,826 1,621,681 1,743,515 1,627,188 6.0% Interest Income 109,895 69,861 65,745 48,994 57,345 0.2% Rental Income 444,262 438,458 455,302 507,941 481,182 1.8% MiscRefunds/Reimbursements 394,993 535,801 671,656 551,405 380,988 1.4% Operational Revenues $16,932,470 $ 17,593,268 $ 16,941,889 $ 17,737,532 $ 17,257,676 64.1% Internal Service Charges 2,003,009 1,920,000 2,030,000 2,030,000 2,181,236 8.1% Capital Program Funding 2,160,467 3,153,244 7,446,112 4,147,954 6,126,432 22.8% Total Revenues $21,095,947 $ 22,666,512 $ 26,418,001 $ 23,915,486 $ 25,565,344 95.0% Fund Transfers In: 1,801,508 2,015,031 850,012 926,156 1,339,985 5.0% Total Revenues&Transfers In $22,897,455 $ 24,681,542 $ 27,268,01.3 $ 24,841,641 $ 269905,329 100.0% GO Bond Debt Refunding - - - 12,454,738 - 0.0% Total Other Funding Sources $ - $ - $ - $ 12,454,738 $ - 0.0% Total Revenues,Transfers&Sources $22,897,455 $ 24,681,542 $ 27,268,013 $ 37,296,379 $ 26,905,329 100.0% 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. B-8 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL EXPENDITURES & TRANSFERS OUT BY CATEGORY Salaries&Benefits 7, '84,929 Materials&Supplies 422,98 Fees&Charges 1,856,675 Consultant&Contract Services 6,8o6,427 Community Grants&Events 127,856 Meetings&Training 64,070 Debt Service 869,1 85 Fixed Assets 95,000 Internal Service Charges 2,181,235 I Capital Improvements I 1o,264 687 Fund Transfers Out: 1,339,985 a©p 000 boo QOO O�� 000 0Qp ob° 0& b'°, abo, ob°, abb, obb, FY 2012/13 Expenditures by Category FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 %of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salaries&Benefits 7,018,518 7,488,036 7,307,266 6,850,735 7,284,929 23.3% Materials&Supplies 329,160 370,868 417,455 382,800 422,987 1.4% Fees&Charges 1,499,005 1,947,920 1,674,418 1,616,183 1,856,675 5.9% Consultant&Contract Sery 6,245,993 6,373,050 6,597,225 6,097,975 6,800,427 21.7% Meetings&Training 48,892 63,799 51,225 38,277 64,070 0.2% Bldg/Infrastructure Projects - - - - - 0.0% Community Grants&Events 203,758 165,915 156,434 116,203 127,856 0.4% Debt Service 1,015,276 1,014,876 1,047,556 920,820 869,285 2.8% Fixed Assets 32,443 4,856 10,000 21,336 95,000 0.3% Operational Expenditures 16,393,045 17,429,320 17,261,579 16,044,329 17,521,229 56.0% Internal Service Charges 2,003,009 1,920,001 2,029,997 2,030,000 2,181,235 7.0% Capital Improvements 2,578,501 3,703,637 11,892,557 5,178,900 10,264,637 32.8% Total Expenditures $20,974,555 $23,052,958 $31,184,133 $23,253,229 $29,967,101 95.7% Fund Transfers Out 1,801,508 2,015,031 850,012 926,156 1,339,985 4.3% Total Expenditures&Transfers Out $22,776,063 $25,067,989 $32,034,145 $24,179,385 $31,307,087 100.0% Bond Debt Refunding - - 12,454,738 0.0% Total Other Funding Uses $ - $ - $ - $12,454,738 $ - 0.0% Total Expenditures,Transfers&Uses $22,776,063 $25,067,989 $32,034,145 $36,634,123 $31,307,087 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. B-9 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY DEPARTMENT Non-Departmental 74.4% +f Transfers In Public Safety 0.746 2.896 Administrative Recreation&Facilities Services 6.0% Public Warks 0.395 5.596 community Development 10.3% FY 2012/13 REVENUES BY DEPARTMENT 2009/10 2010/11 2011/12 2011/12 2012/13 %of Departments Actuals Actuals Adopted Actuals Adopted Total Council&Commissions $ 1,200 $ 600 $ 1,200 $ 2,400 $ 600 0.0% City Manager's Department 2,005 20,820 20,190 20,412 13,400 0.1% Administrative Services 72,471 58,574 52,000 49,758 50,000 0.3% Community Development 1,586,565 1,734,095 1,601,425 1,922,649 1,637,265 10.3% Public Works 503,584 589,929 543,063 587,480 875,110 5.5% Recreation&Facilities 844,176 882,355 913,510 852,736 953,900 6.0% Public Safety 569,552 661,253 737,802 694,129 448,025 2.8% Non-Departmental 11,665,496 11,794,492 11,533,704 12,101,067 11,843,515 74.4% Total General Fund Revenues $ 15,245,049 $ 15,742,117 $ 15,402,895 $ 16,230,633 $ 15,821,815 99.3% Fund Transfers In: 325,842 224,550 205,222 205,222 106,000 0.7% Total Operating Revenues $ 15,570,891 $ 15,966,667 $ 15,608,117 $ 16,435,855 $ 15,927,815 100.0% Funding from Use of Deposits/Carryforwards/Designated Funds Funding Carry forward 22,000 68,600 31,900 31,900 247,200 Development Reserve 75,000 - 210,000 - - Environmental Reserve 50,000 50,000 50,000 - 50,000 CIP Reserve 550,000 726,983 160,000 160,000 635,000 Hillside Reserve - 50,000 - - - Use of Undesignated Funds 25,000 95,000 - - - Total Operating Sources 16,292,891 16,957,250 16,060,017 16,627,755 16,860,015 B - 10 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY DEPARTMENT Public Warks Recreation& 27.1% Facilities 8.4% Public Safety 26.6% Community Development 12.3% Administrative Services 7.6% City Manager's Non Departmental Department 7,3% 5.0% Council& Fund Transfers Out Commissions 1.1% 4.4% FY 2012/13 EXPENDITURES BY DEPARTMENT 2009/10 2010/11 2011/12 2011/12 2012/13 %of Departments Actuals Actuals Adopted Actuals Adopted Total Council&Commissions $ 149,646 $ 154,340 $ 187,718 $ 152,149 $ 188,343 1.1% City Manager's Department 875,397 1,455,993 809,336 798,582 830,318 5.0% Administrative Services 1,196,643 795,490 1,268,738 1,166,825 1,255,903 7.6% Community Development 2,111,172 1,981,762 2,057,417 1,887,796 2,040,643 12.3% Public Works 4,353,903 4,320,463 4,415,350 4,318,432 4,482,354 27.1% Recreation&Facilities 1,222,649 1,322,152 1,340,872 1,269,497 1,396,144 8.4% Public Safety 4,348,778 4,467,738 4,326,360 4,310,113 4,400,463 26.6% Non-Departmental 880,712 1,118,359 1,047,558 807,403 1,208,837 7.3% Total General Fund Exp $ 15,138,898 $ 15,616,298 $ 15,453,350 $ 14,710,797 $ 15,803,005 95.6% Fund Transfers Out 650,000 876,983 280,000 280,000 735,000 4.4% Total Exp&Transfers Out $ 15,788,898 $ 16,493,281 $ 15,733,350 $ 14,990,797 $ 16,538,005 100.0% B - 11 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES BY CATEGORY Property Tax 51.4% Fund Transfers In Sales Tax 0.7% 6.9% Other Sources 2.1% Transient t OccupancyTax Rental Income 1.1% 3.0% Interest Business&Other 0.3% Taxes Charge for Services 2.5% 10.146 Inter ovt'l Franchise Fee Tax Fees,Licenses 8£ g 12.5% Permits 23% T0% FY 2012/13 REVENUES BY CATEGORY FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 %of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax $ 8,194,364 $ 8,026,659 $ 7,979,050 $ 8,279,947 $ 8,191,975 51.4% Sales Tax 954,574 990,579 1,025,000 1,100,489 1,095,000 6.9% Transient Occupancy Tax 144,151 184,362 150,000 205,421 175,000 1.1% Business&Other Taxes 415,889 448,137 415,000 477,963 405,000 2.5% Franchise Fee Tax 1,663,657 1,821,131 1,695,000 1,852,390 1,983,454 12.5% Intergovernmental 357,887 384,746 318,140 274,848 373,863 2.3% Fees,Licenses&Permits 1,111,879 1,156,486 1,049,065 1,236,460 1,115,065 7.0% Charge for Services 1,499,533 1,741,291 1,609,681 1,732,889 1,615,188 10.1% Interest 97,044 63,883 60,000 44,731 55,100 0.3% Rental Income 444,262 438,901 455,302 508,647 481,182 3.0% Other Sources 361,808 485,940 646,656 516,848 330,988 2.1% Total Revenues $ 15,245,049 $ 15,742,117 $ 15,402,895 $ 16,230,633 $ 15,821,815 99.3% Fund Transfers In 325,842 224,550 205,222 205,222 106,000 0.7% Total Revenues&Transfers $ 15,570,891 $ 15,966,667 $ 15,608,117 $ 16,435,855 $ 15,927,815 100.0% Funding from Use of Designated Funds Funding Carry forward 22,000 68,600 31,900 31,900 247,200 Development Reserve 75,000 - 210,000 - - Environmental Reserve 50,000 50,000 50,000 - 50,000 CIP Reserve 550,000 726,983 160,000 160,000 635,000 Hillside Reserve - 50,000 - - - Use of Undesignated Funds 25,000 95,000 - - - Total Operating Sources 16,292,891 16,957,250 16,060,017 16,627,755 16,860,015 B - 12 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND EXPENDITURES BY CATEGORY Internal Services Community Grants Charges &Events 12.3% Fund Transfers 0.8% Out: 4.4% Meetings,Events& Training - 0.4% Salary&Benefits 39.2% Consultant& Contract Services 37.1% Fees&Charges. Materials& Supplies 4-7% 1.1% FY 2012/13 EXPENDITURES BY CATEGORY FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 %of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salary&Benefits $ 6,303,927 $ 6,710,412 $ 6,507,801 $ 6,074,360 6,484,682 39.2% Materials&Supplies 154,010 150,910 171,015 163,990 185,270 1.1% Fees&Charges 671,493 734,205 727,336 708,175 782,440 4.7% Consultant&Contract Services 5,884,326 5,992,977 5,940,392 5,699,202 6,127,910 37.1% Meetings,Events&Training 47,808 63,668 50,625 37,783 61,270 0.4% Community Grants&Events 203,758 165,915 156,434 116,203 127,856 0.8% Internal Services Charges 1,873,576 1,798,212 1,899,747 1,899,748 2,033,577 12.3% Total Expenditures $ 15,138,898 $ 15,616,298 $ 15,453,350 $ 14,710,797 $ 15,803,005 95.6% Fund Transfers Out: 650,000 876,983 280,000 280,000 735,000 4.4% Total Expenditures&Transfers $ 15,788,898 $ 16,493,281 $ 15,733,350 $ 14,990,797 $ 16,538,005 100.0% B - 13 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND TAX REVENUES CITIES OF SANTA CLARA COUNTY-TAX REVENUES PER CAPITA ®Business License Tax ■Transient Occupancy Tax ■Sales Tax ■Property Tax Campbell Cupertino Gilroy Los Altos Los Altos Hills Los Gatos Milpitas Monte Sereno Morgan Hill Mountain View Palo Alto San Jose Santa Clara SARATOGA Sunnyvale NOW $- $100 $200 $300 $400 $500 $600 *FY 2009/10 TAX REVENUE AMOUNTS AND PER CAPITA Proper Tax I Sales Tax Transient Occu c Business License city Amount Per capita Amount Per capita Amount Per capita Amount Per capita Campbell 40,420 8,761,390 217 9,494,403 235 1,297,573 32 214,198 5 Cupertino 55,840 10,439,000 187 9,931,000 178 2,142,000 38 694,000 12 Gilroy 52,027 9,553,656 184 11,539,468 222 829,901 16 525,020 10 Los Altos 28,863 13,051,308 452 2,255,526 78 1,345,854 47 413,053 14 Los Altos Hills 8,889 3,205,734 361 58,593 7 - 108,152 12 Los Gatos 30,802 9,809,365 318 8,317,217 270 923,783 30 1,220,802 40 Milpitas 70,817 17,146,082 242 15,267,613 216 4,234,489 60 389,025 5 Monte Sereno 3,800 1,171,038 308 11,146 3 - - 41,925 11 Morgan Hill 38,547 6,865,673 178 4,514,936 117 772,864 20 157,651 4 Mountain View 74,762 26,017,000 348 15,242,000 204 3,267,000 44 2,206,000 30 Palo Alto 65,408 26,004,000 398 17,991,000 275 6,858,000 105 - San Jose 1,023,000 498,973,000 488 123,312,000 121 17,250,000 17 34,952,000 34 Santa Clara 1181830 29,110,000 245 32,232,000 271 8,514,000 72 856,000 7 ARATOGA 31,997 8,194,364 256 954,574 30 144,151 1L 5 303,990 Sunnyvale 138,826 43,699,859 315 26,590,337 192 5,578,196 40 1,363,638 10 Average 118,855 47,466,765 399 18,514,121 156 3,543,854 30 2,896,364 24 NOTES: *most recent information available Sales Tax-includes Sales Tax portion temporarily received as Property Tax effective with the Triple Flip B - 14 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND REVENUES 10 YEAR HISTORY OF KEY TAX REVENUES $1a,aao,00r� I $9,000,000 $8,000,000 $7,000,000 $6,000,00c $57000,000 $4,000,000 88,000,000 $2,000,000 $1,000,OOa 2003/04 2004/05 20og/06 2o06/07 2oo7/o8 2008/og Zoog/io 2oio/1i 20i1/i2 2012/i Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Actuals Budgeted ■Property Tax 0 Sales Tax a Occupancy Tax 0 Business License Tax Property Sales Occupancy Business Summary of Change from Fiscal Year Tax Tax Tax License Tax Tax Revenues Prior Year 2003/04 Actuals $ 3,020,516 $ 976,899 $ 149,316 $ 282,553 4,429,284 (1.8%) 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 3.2% 2012/13 Budgeted $ 8,191,975 $ 1,095,000 $ 175,000 $ 290,000 9,751,975 2.5% NOTES: FY 2004/05 Property Tax Revenues—reflects the ongoing permanent addition of approximately$2 million plus of VLF in Lieu Fees received as Property Tax resulting from the State's Prop lA Triple Flip Legislation FY 2006/07 Property Tax Revenues—reflects the ongoing permanent addition of Property Tax revenues from the increased City allocation share from TEA Legislation. (Approximately$760,000 in FY 2006/07) B - 15 CITY OF SARATOGA FINANCIAL SUMMARIES GENERAL FUND FUND BALANCE ACTIVITY Estimated Plus Less Sources Estimated 7/1/2012 Transfers Transfers (Uses)of 6/30/2013 Use of/Addition to GF Reserves: Balance Revenues in Expenditures Out Fund Balance Balance Restricted Environmental Services 513,182 (50,000) 463,182 Committed Hillside Stability 600,000 600,000 Assigned Capital Projects 1,923,658 (635,000) 1,288,658 Carryforwards 247,201 247,201 Unassigned Operations 2,914,426 2,914,426 Economic Uncertainity 1,500,000 1,500,000 Development Services 667,233 667,233 Uncollected Deposits 44,791 44,791 Other Unassigned 518,631 15,821,815 106,000 15,803,005 735,000 685,000 593,441 Total Fund Balance Reserves $8,929,122 $8,318,932 GENERAL FUND Reserve Activity includes: Fund Balance Reserves reflect the cumulative effect ofrevenues and other financing sources over expenditures and other financing uses. Restricted Fund Balance represents legal restrictions and obligations; Committed Fund Balance represents Council directed funding for a specific and binding use;Assigned Fund Balance represents resources that refiects the City's intended use offunds;whereas Unassigned Fund Balance includes estimated year-end fund balance not previously identified for a specific purpose,and is therefore available to buffer unplanned financial situations during the fiscal year. As year-end fund balance reflects an estimate,sound finanical practices suggest retaining a sufficient amount ofundesignated fund balance to offset unexpected revenue shortfalls and operational expenditures. The General Fund's Operating Reserve was established at$2,000,000 to provide operational cash flow funding for the General Fund. Beginning with FY 1999/00,the reserve is adjusted at the end ofeach fiscal year by the amount ofinterest income earned on the balance in the reserve. Council Policy caps the reserve at 20%ofappropriations. The Economic Uncertainty Reserve of$1,500,000 is to be used in the case offiscal uncertainty or disaster. Upon approval from the City Council,this reserve may provide relief in the case of State takeaways,unanticipated revenue shortfalls,unexpected expenses or natural disasters. This reserve is not adjusted for interest earnings. The Development and Environmental Services reserves reflect established funding sources for future years operating services. These reserve balances were established atFY2006107 year end with the closing ofthe individual special revenue funds. To provide a nexus between the funding source and use,these funds are appropriated as supplemental support for use in development and environmental programs when required. 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 offunding to be set-aside for Council directed,encumbered,or designated obligations that are to be paid for in the following fiscal year. B - 16 CITY OF SARATOGA FINANCIAL SUMMARIES SCHEDULE OF INTERFUND TRANSFERS Actuals Actuals Budgeted Budgeted 2011/12 2011/12 2012/13 2012/13 Fund Description Transfers In Transfers Out Transfers In Transfers Out General Funds General Fund 205,222 280,000 106,000 735,000 Internal Service Funds IT Equipment Replacement - 24,963 - - Capital Project Funds Street Projects 400,308 324,896 150,000 106,000 Parks&Trail Projects 25 25 300,000 - Facility Projects 264,659 259,841 200,000 Administrative Projects 55,941 36,430 85,000 - Total Interfund Transfers $ 926,156 $ 926,156 $ 841,000 $ 841,000 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$735,000 is comprised of: 1. $150,000 from GF Reserve for Capital to CIP Street projects 2. $300,000 from GFReserve for Capital to CIP Parks project 3.$100,000 from GF Operations,$100,000 from GF Reserve and$5,000 from Annual Facilities to CIP Facilities 4.$85,000 from GFReserves for Capital to CIPAdmin projects FY2012113 Interfund Transfers Out $735,000 transfer from the General Fund is comprised of- 1. f1. $100,000 annual transfer to the CIP Facilities Fund for projects 2. $150,000 to CIP Streets for projects 3. $100,000 to CIP Facilities for City Hall Emergency Power and Security System Phase III 4. $300,000 to CIP Parks for Saratoga to the Sea Master Plan 5. $85,000 to CIP Admin for Risk Management,Business Development and CMO Document Imaging Projects $106,000 is comprised of$106,000 from CIP Gas Tax Fund to reimburse Engineering and Administrative Services FY2011/12 Interfund Transfers In General Fund Transfer In of$205,222 is comprised of- ]. f1. $106,000 from the CIP Gas Tax Fund to reimburse Engineering and Administrative Services 2. $99,222 from closed CIPprojects movingfunds back to CIP Reserve Capital Project Funds Transfer In of$596,536 is comprised of: 1. $400,308 to CIP Street projects from: $180,483 from other Street projects,$170,000 from the General Fund and$49,825 from CIP Parks projects 2. $25 to CIP Park projects from other park projects 3.$264,659 to CIP Facility Projects from: $100,000 from the GF,$25,000 from Administrative CIP project,$139,659 from the Annual Facility funding project to speck Facility projects 4. $55,941 to CIP Adm instration projects from: $10,000 from the GF, $24,963 from the IT Equipment Replacement Fund, $20,978 from the CIP Streets fund FY2011112 Interfund Transfers Out $260,000 transfer from the General Fund is comprised of.-$100,000 annual transfer to the CIP Facilitiies Fund for projects, $150,000 to CIP Streets for projects, $10,000 to CIP Facilities for various other projects $280,000 transfer from GF is comprised of$100,000 to CIP Facilities,and$180,000 to CIP Streets projects $24,963 transfer from the IT Equipment Internal Service Funds for the Emergency Power Backup project $324,896 transfer from CIP Streets is comprised of$106,000 from Gas Tax back to General Fund,$197,918 from CIP Streets project to other CIP Street projects,and$20,978 from CIP Street to CIP Admin $25 from a closed CIP park project to another CIP park project $259,841 transferfrom CIP Facilities is comprised of $128,229 to other CIP Facility projects, $32,390 to CIP Streets,and $36,430 from CIP Admin to CIP Facilities B - 17 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE ACTIVITY FY 2012/13 7/1/2012 Plus Plus Less Less Sources 6/30/2013 Estimated Revenues& Transfers Exp& Transfers (Uses)of Estimated Balance Carryfvvds In Carryfwds Out Fund Bal Balance General Fund Restricted Environmental Services 513,182 (50,000) 463,182 Committed Hillside Stability 600,000 600,000 Assigned Capital Projects 1,923,658 (635,000) 1,288,658 Carryforwards 247,201 247,201 Unassigned Op erations 2,914,426 2,914,426 Economic Uncertainity 1,500,000 1,500,000 Development Services 667,233 667,233 Uncollected Deposits 44,791 - 44,791 Other Unassigned 518,631 15,821,815 106,000 15,803,005 735,000 685,000 593,441 Total General Fund $ 8,929,122 $ 15,821,815 $ 106,000 $ 15,803,005 $ 735,000 $ - $ 8,318,932 Restricted Fund Balance is for legally required uses,and Committed Fund Balance represents Council directed use of reserves. Assigned Fund Balance Reserves are held for specific purposes,but not specifically directed uses by Council. Unassigned Fund Balance represents funding set aside for future uses as designated,but not specifically identified. Other Unassigned Fund Balance represents the operating budget's ongoing revenues,expenditures,carryforwards,transfers in and out,and the use offend balance reserves. Special Revenue Funds Landscape&Lighting Districts 562,504 464,734 633,929 393,309 Total Special Revenue Funds $ 562,504 $ 464,734 $ $ 633,929 $ $ $ 393,309 Special Revenue Funds represent legally restricted revenues and obilgations. Landscape&Lighting Fund budgeted expenditures include a majority of all available funds to allow,for the use of funds for unplanned repairs if necessary-but are not expected to be used in full Internal Service Funds Liability/Risk Management 134,757 468,527 489,249 114,035 Workers Compensation 231,966 255,000 284,684 202,282 Office Stores Fund 11,220 67,000 59,250 18,970 IT Services 256,701 400,000 422,758 233,943 Vehicle&Equip Maintenance 23,031 215,000 225,477 12,554 Building Maintenance 200,926 750,000 767,229 183,696 Vehicle&Equip Replacement 437,089 100,000 95,000 442,089 IT Equipment Replacement 156,760 46,236 52,600 150,396 Total Internal Service Funds $ 1,452,449 $ 29301,763 $ $ 29396,247 $ $ $ 193579965 The City maintains Internal Service Funds to provide full operational costing for services. Two ofthese funds are equipment replacement funds which charge back to departments the cost of the assets over their lifespan,to ensure funding is set aside to replace the asset when required, and to charge an appropriate annual cost for the asset.Replacement Fund balances reflect the funding accumulated to date for asset replacement. The remaining Internal Service Funds provide for the cost ofservices and insurance in a fair,allocated manner. B - 18 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE ACTIVITY FY 2012/13 7/1/2012 Plus Plus Less Less Source& 6/30/2013 Estimated Revenues& Transfers Expenditures& Transfers (Use)of Estimated Balance Carryforwards In Carryforwards Out Fund Bal Balance Debt Service Funds 2001 Series GO Bonds 862,414 850,600 869,285 843,729 Total Debt Service Funds $ 862,414 $ 850,600 $ $ 869,285 S $ $ 843,729 Debt Service Funds reflects 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.Assessment revenues are intentionally set less than expenditures to reduce Fund Balance to Capital Improvement Plan Funds Street Projects 2,265,632 5,211,275 616,818 7,520,908 572,818 Parks&Trails Projects 655,463 555,533 300,000 1,510,997 - - Facility Projects 493,710 184,623 232,167 843,333 32,167 35,000 Administrative Projects 129,400 175,000 85,000 389,399 - - Total Capital Improvement Funds $ 3,544,205 $ 6,126,432 $ 1,233,985 $ 10,264,636 $ 604,985 $ $ 35,000 Capital project revenues include all identified outstanding funding sources for projects,however as a good portion offunding comes from grant reimbursements, not all funding will become available in the current budget year. New revenue is added to a projects remaining unexpended fund balance from the prior year to determine the available funding for a project. Capital projects are fully appropriated each budget year to allow work to be fully contracted out ifneeded;however, most projects will take multiple years to complete. Actual revenues and expenditures will roll into fund balance at year-end, and the remaining project balance will then be rolled forward and re-appropriated in the following year. FUND BALANCE TOTALS $ 15,350,694 S 25,565,344 S 1,339,985 S 29,967,102 $ 1,339,985 $ - $ 10,948,935 B - 19 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2009 6/30/2010 6/30/2011 6/30/2012 6/30/2013 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance General Fund Reserved Reserved for Petty Cash 1,300 1,300 1,300 - - Designated Operations Reserve 2,870,139 2,889,077 2,903,522 2,914,426 2,914,426 Economic Uncertainty 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 Economic Stability Reserve 25,000 - - - - Environmental Services Reserve 613,182 563,182 513,182 513,182 463,182 Development Services Reserve 707,380 632,380 632,380 667,233 667,233 Uncollected Deposits Reserve 182,159 44,791 44,791 44,791 44,791 Carryforward Reserve 22,000 68,600 166,900 247,201 247,201 Capital Project Reserve 300,000 126,983 500,000 1,923,658 1,288,658 Grant Matching Reserve 600,000 600,000 - - - Hillside Stability Reserve 300,000 300,000 500,000 600,000 600,000 Open Space Land Reserve 250,000 - - - - Undesignated Undesignated Fund Balance 857,525 1,284,366 721,989 518,631 593,441 Total General Fund Reserves 8,228,686 8,010,679 7,484,065 8,929,122 8,318,932 Special Revenue Funds CDBG Program Fund - (9,621) - - - SHARP Program Fund 209,175 210,033 - - - Landscape&Lighting Districts 359,916 440,389 504,122 562,504 393,309 Total Special Revenue Funds 569,091 640,802 504,122 562,504 393,309 Internal Service Liability/Risk Management 202,871 244,562 134,906 134,757 114,035 Workers Compensation 123,033 198,592 224,105 231,966 202,282 Office Support Services 39,633 26,830 15,831 11,220 18,970 IT Services 174,837 213,940 231,063 256,701 233,943 Vehicle&Equipment Maintenance 56,654 54,258 42,817 23,031 12,554 Building M aintenance 208,841 202,569 208,517 200,926 183,696 Vehicle&Equipment Replacement 153,214 236,230 331,374 437,089 442,089 IT Equipment Replacement 315,289 186,686 185,567 156,760 150,396 Total Internal Service Reserves 1,274,373 1,363,667 1,374,179 1,452,449 1,357,966 Debt Service 2001 Series Library GO Bonds 931,360 892,593 850,657 862,414 843,729 Total Debt Service 931,360 892,593 850,657 862,414 843,729 B -20 CITY OF SARATOGA FINANCIAL SUMMARIES FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2009 6/30/2010 6/30/2011 6/30/2012 6/30/2013 Actual Actual Actual Estimated Budgeted Fund Balance Reserves YE Balance YE Balance YE Balance YE Balance YE Balance Trust&Agency Library Capital Improvement 354,395 351,360 - - - KSAR Trust Fund 84,603 109,842 - - - Total Trust&Agency Reserves 438,997 461,202 - - - OPERATING BUDGET RESERVES $11,442,508 $11,368,943 $10,213,023 $11,806,490 $10,913,936 Capital Project Funds Street Project Funds 1,907,261 2,331,056 2,428,830 2,265,632 - Park&Trail Project Funds 486,302 624,854 956,392 655,463 - Facility Improvement Funds 953,835 525,258 942,051 493,710 35,000 Administrative Project Funds 163,910 224,773 148,139 129,400 - Total Capital Projects Funds 3,511,308 3,705,940 4,475,412 3,544,205 35,000 TOTAL RESERVES $14,953,815 $15,074,883 $14,688,435 $15,350,695 $10,948,936 GRAPHIC REPRESENTATION OF GENERAL FUND AND TOTAL OF ALL FUNDS 5 YEAR FUND BALANCE HISTORY,BUDGET YEAR,AND 5 YEAR TREND PROJECTION — General Fund Balance Natal Fund Balance 20,000,000 16,000,000 12,000,000 8,000,000 'I x},000,000 V` vp�I°g y�,�1�° ;psol�`' y°� °,,�1 2,�N�,1 �°�r� cl�a��, 2-°N��'� xa��i1��' Note-FY 2012113 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. B -21 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT REVENUES BY PROGRAM FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Actuals Actuals Adjusted Actuals Adopted Council&Commissions General Fund Proeram: City Council 1,200 600 1,200 2,400 600 City Commissions - - - - - Total Council&Commissions $ 1,200 $ 600 $ 1,200 $ 2,400 600 City Manager's Department General Fund Prosram: City Manager's Office 1,419 - - - 1,000 City Clerk 586 20,820 20,190 20,412 12,400 Total City Man ager's Departmen t $ 2,005 $ 20,820 $ 20,190 $ 20,412 13,400 Finance&Administrative Services Department General Fund Proeram: Finance Services 72,471 58,574 52,000 49,758 50,000 Human Resources - - - - - Internal Service Funds: Office Support Services 34,694 38,535 52,000 50,626 67,000 Information Technology Services 400,961 400,000 400,000 400,000 400,000 IT Equipment Replacement 58,009 50,000 50,000 50,000 46,236 Total Finance&Administrative Services $ 566,135 $ 547,108 $ 554,000 $ 550,384 563,236 Community Development General Fund Proeram: Development Services 525,204 521,545 506,560 591,958 517,500 Advanced Planning 127,260 149,563 130,000 169,574 140,000 Code Compliance 18,942 12,491 9,265 9,600 8,265 Building&Inspection Services 915,159 1,050,497 955,600 1,151,517 971,500 Special Revenue Funds: CDBG Program Fund 123,812 300,692 - - - SHARP Program Fund 858 714 - - - Total Community Development $ 1,711,235 $ 2,035,502 $ 1,601,425 $ 1,922,649 1,637,265 Public Works Department General Fund Program: General Engineering 100,804 98,294 160,000 102,822 169,563 Development Engineering 77,370 177,166 66,500 107,099 61,500 Environmental Services 22,101 24,110 21,000 23,571 339,817 Streets&Storm Drains 47,450 11,560 - 2,912 12,568 Parks&Landscape Maintenance 255,858 278,799 295,563 351,076 291,662 Internal Service Funds: Vehicle&Equipment Maintenance 208,000 200,000 200,000 200,000 215,000 Vehicle&Equipment Replacement 110,000 100,000 100,000 115,715 100,000 Special Revenue Fund: Landscape&Lighting Districts 456,092 460,113 486,394 491,241 464,734 Total Public Works Department $ 1,277,675 $ 1,350,042 $ 1,329,457 $ 1,394,436 1,654,844 B -22 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT REVENUES BY PROGRAM FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Actuals Actuals Adjusted Actuals Adopted Recreation&Facilities Department General Fund Program: Recreation Services 603,037 652,281 670,150 614,400 685,500 Teen Services 5,294 4,287 5,400 2,758 5,500 Facility Rentals 235,846 225,787 237,960 235,579 262,900 Internal Service Funds: Building M aintenance 709,214 732,601 725,000 725,000 750,000 Total Recreation Department $ 1,553,390 $ 1,614,956 $ 1,638,510 $ 1,577,736 1,703,900 Public Safety General Fund Program: Public Safety Services 569,552 661,253 737,802 684,430 448,025 Emergency Preparedness - - - 9,700 - Total Public Safety $ 569,552 $ 661,253 $ 737,802 $ 694,129 448,025 Non-Departmental General Fund Program: General Administration 11,665,496 11,794,462 11,533,050 12,100,422 11,843,515 Legal Services - 30 - - - Community Grants - - - Community Events - - 654 645 - Internal Service Funds: Risk M anagement/Liability Ins 259,056 275,014 377,000 352,455 468,527 Workers Compensation Ins 277,694 221,966 225,000 219,287 255,000 Debt Service Funds 2001 Series Bond Debt Service Fund 976,509 972,940 953,600 932,578 850,600 Trust&Agency Funds Library Capital Improvement Fund 2,828 - - - - KSAR Community Access 72,704 18,573 - - - Total Non-Departmental $ 13,254,287 $ 13,282,985 $ 13,089,304 $ 13,605,387 139417,642 Capital Improvement Projects Capital Improvement Funds Street Projects 1,705,779 2,223,355 6,130,002 3,455,125 5,211,275 Park&Trail Projects 408,048 877,706 1,185,548 647,874 555,533 Facility Projects 46,640 47,111 113,460 39,219 184,623 Administrative Projects - 5,072 17,102 5,736 175,000 Total Capital Improvement Projects $ 2,160,467 $ 3,153,244 $ 7,446,112 $ 4,147,954 6,126,432 Operating Transfers In General Fund 325,842 224,550 205,222 205,222 106,000 Capital Projects-Streets 502,786 781,272 369,909 400,308 616,818 Capital Projects-Parks&Trails 318,217 198,791 25 25 300,000 Capital Projects-Facilities 540,776 810,418 218,878 264,659 232,167 Capital Projects-Administrative 113,887 - 55,978 55,941 85,000 Total Operating Transfers In $ 1,801,508 $ 2,015,031 $ 850,012 $ 926,156 1,339,985 Total Revenues and Transfers In $ 22,897,456 $ 24,681,540 $ 27,268,012 $ 24,841,643 $ 26,905,329 GO Bond Debt Refunding - - - 12,454,738 - Total Other Funding Sources $ - $ - $ - $ 12,454,738 $ - Total Revenues, Transfers&Sources $ 22,897,456 $ 24,681,540 $ 27,268,012 $ 37,296,381 $ 26,905,329 B -23 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT EXPENDITURES BY PROGRAM FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Actuals Actuals Adjusted Actuals Adopted Council&Commissions City Council 129,954 130,898 161,167 126,832 157,901 City Commissions 19,691 23,442 26,551 25,317 30,442 Total Council&Commissions 149,645 154,340 187,718 152,149 188,343 City Manager's Department City Manager's Office 624,836 695,114 509,033 508,150 485,274 City Clerk 250,560 323,836 300,304 290,432 345,045 Human Resources* 357,365 437,043 - - - Total City Manager's Departmen t $ 1,232,762 $ 1,455,993 $ 809,336 $ 798,582 830,318 Administrative Services Department Finance Services 839,278 795,490 862,091 800,562 914,981 Human Resources* - - 406,648 366,263 340,922 Internal Service Funds: Office Stores Fund 47,496 49,534 58,482 55,236 59,250 Information Technology Services 361,859 382,877 429,723 374,362 422,758 IT Equipment Replacement 31,614 51,119 54,200 53,844 52,600 Total Administrative Services Dept $ 1,280,247 $ 1,279,019 $ 1,811,143 $ 1,650,268 1,790,511 Community Development Development Services 895,626 821,240 878,344 822,267 917,271 Advanced Planning 162,900 148,916 158,191 144,716 162,020 Code Compliance 190,904 184,066 185,382 92,821 96,967 Building&Inspection Services 861,742 827,540 835,499 827,991 864,385 Special Revenue Funds SHARP Program Fund - 210,748 - - - Total Community Development 2,111,172 2,192,510 2,057,417 1,887,796 2,040,643 Public Works Department General Engineering 475,622 465,610 474,950 469,404 471,625 Development Engineering 238,737 187,417 195,900 191,598 200,513 Environmental Services 479,250 496,370 543,586 545,492 624,079 Streets&Storm Drains 1,240,174 1,182,999 1,208,252 1,186,626 1,268,167 Parks&Landscape Maintenance 1,920,118 1,988,066 1,992,662 1,925,312 1,917,971 Internal Service Funds: Equipment Maintenance 210,396 211,441 217,321 219,786 225,477 Vehicle&Equipment Replacement 26,985 4,856 10,000 10,000 95,000 Special Revenue Funds Landscape&Lighting Districts 375,619 396,379 641,518 432,862 633,929 Total Public Works Department 4,966,903 4,933,139 5,284,189 4,981,080 5,436,760 Recreation&Facilities Department Recreation Services 882,491 945,962 937,113 900,930 981,588 Teen Services 58,496 66,461 67,785 67,859 72,611 Facility Rentals 281,662 309,728 335,974 300,708 341,945 Internal Service Funds: Building M aintenance 715,486 726,653 742,761 732,592 767,229 Total Recreation Department 1,938,135 2,048,805 2,083,633 2,002,090 2,163,373 B -24 CITY OF SARATOGA FINANCIAL SUMMARIES DEPARTMENT EXPENDITURES BY PROGRAM FY 2009/10 FY 2010/11 FY 2011/12 FY 2011/12 FY 2012/13 Actuals Actuals Adjusted Actuals Adopted Public Safety Public Safety Services 4,313,632 4,423,899 4,278,195 4,241,260 4,336,785 Emergency Preparedness 35,146 43,840 48,165 68,854 63,678 Total Public Safety 4,348,778 4,467,738 4,326,360 4,310,113 4,400,463 Non-Departmental General Administration 441,285 593,948 586,809 431,480 778,603 Legal Services 235,669 358,496 304,315 259,720 302,378 Community Grants 188,356 156,476 141,434 109,459 107,856 Community Events 15,402 9,439 15,000 6,744 20,000 Internal Service Funds: Liability/Risk Management 217,366 359,670 403,631 352,603 489,249 Workers Compensation 202,136 196,454 233,035 211,425 284,684 Debt Service Fund: 2001 Series Bond Debt Service Fund 1,015,276 1,014,876 1,047,556 920,820 869,285 Trust&A2encv Funds: Library Capital Improvement Fund 5,458 - - - - KSAR Community Access 47,465 128,416 - - - Total Non-Departmental 2,368,413 2,817,775 2,731,780 2,292,251 2,852,055 Capital Improvement Projects Capital Improvement Funds: Street Projects 1,374,181 2,590,294 8,535,500 3,693,733 7,520,910 Park&Trail Projects 544,168 649,959 2,141,940 948,802 1,510,997 Facility Projects 616,015 381,677 1,030,329 492,379 843,332 Administrative Projects 44,136 81,707 184,788 43,986 389,399 Total Capital Improvement Projects 2,578,501 3,703,637 11,892,557 5,178,900 10,264,637 Operating Transfers Out General Fund 650,000 876,983 280,000 280,000 735,000 CDBG Fund to GF&CIP 133,432 291,071 - - - Liability/Risk Mgmt Fund - 25,000 - - - IT Equipment Replacement to CIP 155,000 - 25,000 24,963 - Library Capital Trust Fund to CIP 405 351,360 - - - Capital Projects-Streets 410,589 316,558 294,497 324,896 572,818 Capital Projects-Parks&Trails 43,217 95,000 25 25 - Capital Projects-Facilities 399,978 59,058 214,060 259,841 32,167 Capital Projects-Administrative 8,887 - 36,430 36,430 - Total Operating Transfers Out 1,801,508 2,015,031 850,012 926,156 1,339,985 Total Expenditures and Transfers Out $ 22,776,063 $ 25,0679989 $ 32,034,146 $ 24,179,385 $ 31,307,089 GO Bond Debt Refunding - - - 12,454,738 - Total Other Funding Uses - - - 12,454,738 - Total Expenditures, Transfers&Uses $ 22,776,063 $ 25,067,989 $ 32,034,146 $ 36,634,123 $ 31,307,089 Program Funds are in the General Fund unless categorized as other fund type. *Human Resources moved from City Manager to Administrative Services Department effective FY2011112 B -25 CITY OF SARATOGA FINANCIAL SUMMARIES B -26 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING INFORMATION B -27 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 $7.3 million dollars in FY 2012/13,representing approximately 23.3% of total budgeted expenditures. Approximately $6.5 million (89.0%) of labor costs are funded in the General Fund and represent 39.2% of General Fund's budgeted expenditures. Budgeted salary and benefit amounts reflect a $23,000 decrease from last year's budgeted amount as a result of a reduction in funded positions offset against increases in salaries and benefits. After the Code Compliance Specialist position was vacated in FY 2011/12, code compliance duties were shifted to other staff positions. For instance, Building staff now follow up on complaints and field checks. Administrative functions were absorbed by the department's office staff, special events by City Manager's staff, parking ticket appeals by Finance staff, and the DMV compliance program by Human Resources staff. This restructuring was continued into FY 2012/13 as the assessment of the position is ongoing. Staff changes will also occur in the Recreation and Facilities Department with a scheduled retirement early in FY 2012/13. A shift in work schedules and duties will provide a .15 FTE reduction between two Office Specialist positions. A portion of the savings from the FTE reduction will be utilized in FY2012/13 to increase the Executive Administrative Assistant to the City Manager/Deputy City Clerk position back to 1.00 FTE from.90 FTE in FY 2011/2012. For comparison, budgeted FY 2011/12 salaries and benefits amounts were already discounted by approximately $260,000 (5%) in anticipation of labor negotiations. Therefore, the additional decrease in salary and benefit expenditures budgeted this year is primarily from additional staff reductions. Last year's labor negotiations resulted in a shift of the employee's portion of the California Public Employees' Retirement System (Ca1PERS) charges paid fully by employees rather than the City. This will result in a savings of approximately $340,000 for FY 2012/13. Additional savings will accrue from reductions in auto allowance and uniform allowance, changes in overtime and call-out pay. For new employees hired after July 1, 2011, medical benefits are limited to fixed dollar amounts ($800 per month for single coverage, $1,200 per month for double coverage, 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 (CalPERS), 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 accuracy in the total salary and benefit costs. However, a small contingency is built into budgeted salary numbers to offset some unknowns which may occur. Employee Compensation and Benefits 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. B -28 CITY OF SARATOGA FINANCIAL SUMMARIES 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 32 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. 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. 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 CalPERS, offering employees a choice between Kaiser, Blue Cross, or Blue Shield medical plans. Although CaIPERS has substantial negotiating powers, health insurance premiums continue to increase each year. For October 1, 2008 through the 2012 calendar year, the City has contracted with Ameritas as its dental insurance provider. Ameritas increased the City's premium rates by 33.80% in January 2010, 9.30% in January 2011, and 6% in January 2012. 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. Pension Plan The City of Saratoga's 2% at 55 and 2% at 60 defined benefit plans are part of Ca1PERS "Miscellaneous 2% at 55 Risk Pool" and "Miscellaneous 2% at 60 Risk Pool", cost sharing multiple-employer defined benefit plans. The City's payment of CAPERS 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 of the plan. In addition to the above two pension plans, effective January 1, 2013 the State mandated 2% @62 plan will go into effect for all new CalPERS member employees. B -29 CITY OF SARATOGA FINANCIAL SUMMARIES Employer rates are based on CalPERS' 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, CalPERS has utilized the assumption that the value of its stock, bonds and other holdings would increase by 7.75% a year, and in fact, CalPERS annualized Investment Rate of Return (IRR) was slightly higher than the 7.75% target until the economic downturn began in 2009. Since then, with returns diminishing heavily, CalPERS has requested the Investment Rate of Return be adjusted. In March 2012, the CalPERS 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. Even though the economic downturn has impacted investment returns heavily, the "Miscellaneous 2% at 55 Risk Pool" was able to sustain the plan long-term because the plan design was based on actuarially sound principles. Other enhanced plans (2.5k55, 2.7&55 for miscellaneous, and the further enhanced plans such as 3%(k50 or 55 for Public Safety ) were built based on short term assumptions that were estimated, not realized, and ultimately proved to be financially unsustainable. Those plans will experience greater 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 2012/13, and the projected PERS employer contribution rate for FY 2013/14. The 2%@60 Risk Pool Plan (2nd tier) went into effect on May 12,2012 for new employees. 2%@55 2%@60 Fiscal Employer Employer Ye;,�M , Contribution Rate Contribution Rate FY 2007/08 T 11.390% FY 2008/09 F 11.070% F FY 2009/10 11.276% FY 2010/11 11.863% FY 2011/12 12.856% 8.438% FY 2012/13 13.031% 8.552% FY 2013/14 13.200% unknown As shown in the above schedule, the City of Saratoga pension plan Employer Contribution Rate reflects slight increases for FY 2013/14. The FY 2013/14 rates are CalPERS projections from their October 2011 valuation report which assumes there are no amendments and/or liability gains or losses (such as larger than expected pay increases, or more retirements than expected). As gains and losses cannot be predicted in advance; the projected FY 2013/14 employer contribution rate is just an estimate. CalPERS will provide actual rates for FY 2013/14 for all cities in the annual valuation reports to be issued in October or November,2012. B -30 CITY OF SARATOGA FINANCIAL SUMMARIES 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, and$115 for calendar year 2013. 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 retirees. B -31 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2008/09 2009/10 2010/11 2011/12 2012/13 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 1.00 0.90 - - Executive Assistant to CM 1.00 0.75 0.75 0.90 1.00 City Clerk 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 - - Administrative Analyst I/II 1.00 1.00 0.90 1.00 1.00 Total FTEs 6.00 5.75 5.55 3.90 4.00 Finance&Administrative Services Department Finance&Administrative Services Direct 1.00 1.00 1.00 1.00 1.00 Human Reources Manager - - - 1.00 1.00 Information Technology Administrator 1.00 1.00 1.00 1.00 1.00 Supervising Accountant 1.00 - - - - Accountant MI 1.00 1.00 0.90 0.90 090 Accounting Technicians 2.00 3.00 3.00 3.00 3.00 Total FTEs 6.00 6.00 5.90 6.90 6.90 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/II 3.00 2.00 2.00 2.00 2.00 Plan Check Examiner/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 1.00 Building Insp ector 3.00 2.00 2.00 2.00 2.00 Office Specialist II/III 2.00 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 1.00 1.00 1.00 - Total FTEs 14.00 12.00 12.00 12.00 11.00 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 1.00 0.90 0.90 0.90 Office Specialist II/111 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 1.00 1.00 Parks Maintenance Worker I/11/111 6.00 6.00 6.00 5.90 5.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 1.00 1.00 1.00 Street Maintenance Specialist 1.00 1.00 1.00 1.00 1.00 Street Maintenance Worker I/II/III 4.00 4.00 4.00 4.00 4.00 Total FTEs 21.75 21.75 21.65 21.55 20.65 B -32 CITY OF SARATOGA FINANCIAL SUMMARIES TOTAL FUNDED POSITIONS BY DEPARTMENT 2008/09 2009/10 2010/11 2011/12 2012/13 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 1.00 1.00 Recreation Supervisor 1.00 1.00 1.00 1.00 1.00 Recreation Program Coordinator 1.00 - - - - Facility Coordinator 0.60 0.60 0.60 0.60 0.60 Office Specialist II/III 2.00 1.75 1.90 1.90 1.75 Facility Maintenance Supervisor 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 I/11/111 2.00 2.00 2.00 2.00 2.00 Total FTEs 10.60 9.35 9.50 9.50 9.35 TOTAL STAFF FTEs 58.35 54.85 54.60 53.85 51.90 FUNDED HOURLY STAFFING BY DEPARTMENT 2008/09 2009/10 2010/11 2011/12 2012/13 Funded Funded Funded Funded Funded City Manager's Department HR Specialists 1,600 1,600 1,568 - - Student Interns - 900 - - Executive Assistant 800 - - - - Administrative Services Department Senior Accountant 960 960 960 1,200 1,200 Accounting Technician 2,000 - - - - IT Specialist 2,000 2,080 2,040 2,000 2,000 HR Specialists - - - 1,768 1,568 Student Interns - - - - - Community Development Department GIS/Forestry Intern 940 940 940 940 940 Planning Intern 450 - - - - Office Specialist II/III 1,200 1,200 800 800 800 Public Works Department Engineering Insp ectors 1,840 1,840 1,840 1,840 1,840 M aintenance Workers 2,080 2,080 2,040 2,000 - Recreation&Facilities Department Facility Attendents 1,700 1,200 1,362 1,500 1,500 Recreation Leaders 4,300 2,034 2,667 500 500 Total Annual Hours 19,870 14,834 14,217 12,548 10,348 Temporary Hours converted to FTEs 9.55 7.13 6.84 6.03 4.98 Total FTEs 67.90 61.98 61.44 59.88 56.88 B -33 CITY OF SARATOGA FINANCIAL SUMMARIES ■ STAFFING BY DEPARTMENT Five Year History 6o 50 40 30 20 10 0 2008/09 2009/10 2010/11 2011/12 2012/13 ■City Manager's Department ■Finance&Administrative Services ❑Community Development 13 Public Works ■Recreation&Facilities Department TOTAL S TAFF BY DEPARTMENT Full Time Equivalents(FTE) 2008/09 2009/10 2010/11 2011/12 2012/13 Funded Funded Funded Funded Funded City Manager's Department 6.00 5.75 5.55 3.90 4.00 Finance&Administrative Services 6.00 6.00 5.90 6.90 6.90 Community Development 14.00 12.00 12.00 12.00 11.00 Public Works 21.75 21.75 21.65 21.55 20.65 Recreation&Facilities Department 10.60 9.35 9.50 9.50 9.35 Total Staff by Department 58.35 54.85 54.60 53.85 51.90 B -34 CITY OF SARATOGA FINANCIAL SUMMARIES STAFFING BY FUND Five Year History 6o.00 50.00 x10.00 30.00 20.00 10.00 2oo8/og 2009/10 2010/11 2011/12 2012/13 ❑Special Revenue Funds ❑Internal Service Funds ■General Fund TOTAL DEPARTMENTAL S TAFF BY FUND Full Time Equivalents(FTE) 2008/09 2009/10 2010/11 2011/12 2012/13 Funded Funded Funded Funded Funded General Fund City Manager's Department 5.70 5.70 5.50 3.90 4.00 Administrative Services 4.85 4.85 4.75 5.70 5.70 Community Development 14.00 12.00 12.00 12.00 11.00 Public Works 21.05 21.05 20.95 20.85 19.95 Recreation Department 6.65 5.20 5.35 5.30 5.45 Total General Fund FTEs 52.25 48.80 48.55 47.75 46.10 Internal Service Funds City Manager's Department 0.30 0.05 0.05 - - Administrative Services 1.15 1.15 1.15 1.20 1.20 Public Works 0.70 0.70 0.70 0.70 0.70 Recreation Department 3.95 4.15 4.15 4.20 3.90 Total Internal Service Funds 6.10 6.05 6.05 6.10 5.80 Total FTEs 58.35 54.85 54.60 53.85 51.90 B -35 CITY OF SARATOGA FINANCIAL SUMMARIES B -36 CITY OF SARATOGA DEPARTMENTAL DIRECTORY ■ DEPARTMENTAL BUDGETS BY PROGRAM COUNCIL&COMMISSIONS Council&Commissions Overview..................................................................................................C- 5 1101 City Council...........................................................................................................................C- 7 1201 City Commissions..................................................................................................................C-11 CITY MANAGER'S DEPARTMENT City Manager's Department Overview ............................................................................................C-15 2101 City Manager's Office...........................................................................................................C-19 2201 City Clerk...............................................................................................................................C-23 2301 Human Resources (Prior Year Schedules).............................................................................C-27 FINANCE&ADMINISTRATIVE SERVICES DEPARTMENT Finance&Administrative Services Department Overview.............................................................C-29 3101 Finance Services....................................................................................................................C-33 3301 Human Resources..................................................................................................................C-37 Internal Service Funds 3102 Office Stores Fund.................................................................................................................C-41 3201 Information Technology Services Fund.................................................................................C-43 3202 IT Equipment Replacement Fund .........................................................................................C-49 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview............................................................................C-53 4101 Development Services............................................................................................................C-57 4102 Advanced Planning................................................................................................................C-61 4103 Code Compliance ..................................................................................................................C-65 4201 Building&Inspection Services.............................................................................................C-69 Special Revenue Funds 4301 CDBG Program Fund............................................................................................................C-73 4302 Saratoga Housing&Rehabilitation Program(SHARP)........................................................C-75 C- 1 CITY OF SARATOGA DEPARTMENTAL DIRECTORY PUBLIC WORKS DEPARTMENT Public Works Department Overview..............................................................................................C- 77 5101 General Engineering............................................................................................................C- 81 5102 Development Engineering....................................................................................................C- 85 5103 Environmental Services.......................................................................................................C- 89 5201 Streets& Storm Drains........................................................................................................C- 93 5301 Parks &Landscape Maintenance.........................................................................................C- 97 Internal Service Funds 5202 Vehicle &Equipment Maintenance.....................................................................................C-101 5203 Equipment Replacement......................................................................................................C-105 Special Revenue Funds 5302 Landscape&Lighting Districts...........................................................................................C-109 RECREATION&FACILITIES DEPARTMENT Recreation Department Overview..................................................................................................C-113 6101 Recreation Services..............................................................................................................C-117 6102 Teen Services.......................................................................................................................C-121 6201 Facility Rentals....................................................................................................................C-125 Internal Service Funds 6202 Building Maintenance .........................................................................................................C-129 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview..............................................................................................C-133 7101 Public Safety Services..........................................................................................................C-135 7102 Emergency Preparedness.....................................................................................................C-139 NON-DEPARTMENTAL Non-Departmental Overview.........................................................................................................C-143 8101 General Administration........................................................................................................C-147 8201 Legal Services......................................................................................................................C-149 8301 Community Grants...............................................................................................................C-153 8302 Community Events...............................................................................................................C-157 C-2 CITY OF SARATOGA DEPARTMENTAL DIRECTORY NON-DEPARTMENTAL-CONTINUED Internal Service Funds 8401 Risk Management/Liability Insurance.................................................................................C-161 8501 Workers Compensation Insurance.......................................................................................C-165 Trust Funds 8601 2001 Series GO Bond Debt Service Fund............................................................................C-169 8701 Library Capital Maintenance Trust Fund.............................................................................C-173 8702 KSAR Community Access Trust Fund................................................................................C-175 C-3 CITY OF SARATOGA DEPARTMENTAL DIRECTORY ■ ��� SARgCity of Saratoga - Organization Chart 9456 � Cq L l F 0itk Citizens of Saratoga Elected City Council Citizen Advisory Commissions& City Manager City Attorney Committees City Manager's Office. I 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 1SeniorRecreation Supervisor ISeniorPlanner 1Sr.Civil Engineer Finance Division 1 Recreation Supervisor 2 Assistant Planners 1 Associate Engineer .90 Accountant .75 Office Specialist II 1 Arborist .90 Administrative Analyst 3 Accounting Technicians 1 Office Specialist III 1 Office Specialist .75 Office Specialist Building Division Streets and Fleet Division Facilities Division 1 Building Official 1 Manager-Streets and Fleet 1 FacilityMaint.Supervisor I Street Maint.Leadworker Information Technology 2 Building Inspectors 1 Facility Maint.Leadworker 1 Plan Check Engineer I StreetMaint.Specialist Division 2 Facility Maint.Workers 60 Facilit Coordinator 1 Office Specialist 4 Street Maint.Workers 1 IT Analyst Y .50 Office Specialist Parks Division 1 Manager-Parks 1Park Maint.Leadworker Human Resources Division 1 Park Maint.Specialist 1 HR Manager 5 Park Maint.Workers .50 Office Specialist FY2012113 FTE=51.90 C-4 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,rather than hold a special 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 2012/13 are as follows: • Heritage Preservation Commission • Library Commission • Parks &Recreation Commission • Planning Commission • Traffic Safety Commission • Youth Commission • Council Finance Committee • Pedestrian, Equestrian,Bicycle, Trails Advisory Committee C-5 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT GENERAL FUND REVENUES AND EXPENDI'T'URES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 1,200 600 1,200 2,400 600 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES 1,200 600 1,200 2,400 600 EXPENDITURES Salaries and Benefits 27,865 28,855 27,711 27,34527,097 Operating Expenditures Materials&Supplies 4,119 4,862 6,250 6,882 8,675 Fees& Charges 71,768 63,917 76,754 54,436 76,370 Consultant& Contract Services - - 20,920 10,010 13,000 Meetings,Events, & Training 14,272 19,806 15,500 12,892 18,220 Total Operating Expenditures 90,160 88,586 119,424 84,220 116,265 Fixed Assets - - - - ilimm - Internal Service Charges 31,621 36,900 40,583 40,584 44,981 TOTAL EXPENDITURES 149,646 154,340 187,718 152,149 $ 188,343 DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Council $ 129,954 $ 130,898 $ 161,167 $ 126,832 $ 157,901 City Commissions 19,691 23,442 26,551 25,317 30,442 TOTAL GENERAL FUND $ 149,646 $ 154,340 $ 187,718 $ 152,149 $ 188,343 TOTAL EXPENDITURES $ 149,646 $ 154,340 $ 187,718 $ 152,149 $ 188,343 C-6 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL The City Council is a five-member legislative body that represents the residents and community of Saratoga. The City Council operates under a Council/Manager form of government that combines the policy leadership of elected officials with the managerial expertise of an appointed City Manager. 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 and in December 2010 new TEA legislation (Assembly Bill 68) was introduced by Assembly member Jim Beall in an effort to garner the remaining allocation. On April 11, 2012, the State Assembly's Committee on Local Government discussed the TEA item was approved by the committee. The Assembly's finance committee will now hear the proposed bill, and if approved, will pass to the Senate's finance committee. The bill will continue to move through the process, and results should be known by August 2012. C-7 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COUNCIL GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 1,200 600 1,200 2,400 600 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES 1,200 600 1,200 2,400 600 EXPENDITURES Salaries and Benefits 15,556 15,408 14,147 13,818 13,533 Operating Expenditures Materials&Supplies 2,114 2,611 2,200 2,338 1,700 Fees& Charges 71,768 63,917 76,754 54,436 76,370 Consultant& Contract Services - - 20,920 10,010 13,000 Meetings,Events& Training 8,896 14,061 9,500 8,582 12,220 Total Operating Expenditures 82,777 80,589 109,374 75,367 103,290 Fixed Assets - - - - - Intemal Service Charges 31,621 34,901 37,646 37,647 41,078 TOTAL EXPENDITURES $ 129,954 $ 130,898 $ 161,167 $ 126,832 $ 157,901 FY 2012/13 OBJECTIVES Fiscal Responsibility - Monitor the economy to ensure 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 and providing residents with opportunities for participation in local government. Investing in the Local Economy- Encourage the local economy and enhance business development by creating an environment that supports the City's business community. Sustainable Saratoga-Monitor current greenhouse gas emissions,water consumption, and energy use to identify and realize opportunities to advance the City's efforts to make Saratoga a 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. C-8 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 provides support to community organizations on emergent issues • Work with the community to identify needs and issues in the City C-9 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT C- 10 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 on 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. C- 11 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. C- 12 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT CITY COMMISSIONS ■ GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 12,309 13,447 13,564 13,527 13,564 Operating Expenditures Materials&Supplies 2,006 2,251 4,050 4,544 6,975 Fees& Charges - - - - - Consultants& Contract Services - - - - - Meetings,Events& Training 5,377 5,746 6,000 4,310 6,000 Total Operating Expenditures 7,383 7,997 10,050 8,854 12,975 Fixed Assets - - - - - Intemal Service Charges - 1,999 2,937 2,937 3,903 TOTAL EXPENDITURES $ 19,691 $ 23,442 $ 26,551 $ 25,317 $ 30,442 KEY SERVICES • Provides specialized advice and assistance to Council • Broadens policy and decision making by providing additional forums for the public to provide input and testify at public hearings • Works with City staff in researching issues, collecting information, and providing recommendations to the Council C- 13 CITY OF SARATOGA COUNCIL&COMMISSIONS DEPARTMENT f.� Sp .� C- 14 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 provides oversight and coordination with Public Safety, Animal Control, Solid Waste/Recycling and Cable Television services, and Emergency Preparedness agencies. 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. BUDGET OVERVIEW Since FY 2009/10, staffing levels have undergone several changes due to budget constraints. In FY 2009/10, the Executive Assistant position was reduced from 1.0 FTE to .75 FTE and the Administrative Analyst 11 position was reduced from 1.0 FTE to .90 FTE through voluntary reductions. The City Clerk position was realigned to focus solely on Clerk Administration duties by shifting the Risk Management- related duties to the Recreation and Facilities Director, resulting in an increased staffing allocation from .75 FTE to 1.0 FTE in the Clerk's Division. In FY 2010/11, the Assistant City Manager was reduced from 1.0 FTE to .90 FTE, and several short-time intern positions(300 hours each)were eliminated. In FY 2011/12, a structural reorganization eliminated the Assistant City Manager position. The Administrative Analyst position returned to full-time, and the Executive Assistant position increased from .75 FTE to .90 FTE. Additionally,the Executive Assistant's time was reallocated evenly between the City Manager's Office and the City Clerk's Office to more accurately reflect the assigned duties of the Executive Assistant. Also effective with the FY 2011/12 budget, the Human Resources Division was reassigned to the Administrative Services Department to allow for more effective and efficient citywide administrative operations. The division's prior year financial activities and staffing will be reflected in the City Manager's Department until the fiscal years phase out of the departmental schedules. In FY 2012/13, the Executive Assistant will return to a full 1.0 FTE position due to City Manager workload needs and salary savings from a staff restructure in the Recreation&Facilities Department. C- 15 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT Due to employee benefit reductions negotiated under the new Memorandum of Understanding, FY 2012/13 staffing costs reflect a decrease, primarily due to employees paying for a portion of retirement costs. However,with two Council seats up for election next fiscal year, an additional $55,000 is budgeted for election fees,resulting in an overall increase. GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - IntergovernmentalRevenues - - 20,140 20,023 - Fees,Licenses and Permits 586 17,673 50 389 13,400 Charge for Services - - - - - Other Sources 1,418 3,147 - - TOTAL REVENUES $ 2,005 $ 20,820 $ 20,190 $ 20,412 $ 13,400 EXPENDITURES Salaries and Benefits 998,511 1,109,973 660,022 659,368 621,410 Operating Expenditures Materials&Supplies 6,782 7,283 4,400 5,395 4,210 Fees& Charges 24,052 96,080 16,835 9,210 69,905 Consultant& Contract Services 59,420 90,589 26,500 23,297 29,100 Meetings,Events& Training 19,745 31,700 5,450 5,184 9,600 Total Operating Expenditures 109,998 225,652 53,185 43,086 112,815 Fixed Assets - - - - - Intemal Service Charges 124,253 120,368 96,129 96,129 96,093 TOTAL EXPENDITURES $1,232,762 $1,455,993 $ 809,336 $ 798,582 $ 830,318 DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Manager's Office $ 624,836 $ 695,114 $ 509,033 $ 508,150 485,274 City Clerk 250,560 323,836 300,304 290,432 345,045 Human Resources 357,365 437,043 - - - TOTAL GENERAL FUND $1,232,762 $1,455,993 $ 809,336 $ 798,582 $ 830,318 TOTAL DEPT EXPENDITURES $1,232,762 $1,455,993 $ 809,336 $ 798,582 $ 830,318 C- 16 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT ■ CITY MANAGER'S DEPARTMENT S TAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff' Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 0.90 - - Executive Assistant to CM 0.75 0.75 0.90 1.00 City Clerk 1.00 1.00 1.00 1.00 Human Resources Manager 0.95 0.95 - - Administrative Analyst I/H 1.00 0.90 1.00 1.00 Total FIB 5.70 5.50 3.90 4.00 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists 1,600 1,568 - Student Interns 900 - - - Executive Assistant - - - - Total Annual Hours 2,500 1,568 - - C- 17 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT dp , o" c- is 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. As City Manager's staff will now work with community members to facilitate special events; permit revenues will be accounted for in this program as of FY 2012/13. An estimated $1,000 will be collected for Special Permit Fees. Budget expenditures are comprised of staffing costs and a minor amount of operational costs. Due to budget constraints, staffing levels have undergone several changes since FY 2009/10. The Executive Assistant position was reduced from 1.0 FTE to .75 FTE, and the Administrative Analyst II position was reduced from 1.0 FTE to .90 FTE through voluntary reductions in FY 2009/10. At the start of the FY 2010/11, the Assistant City Manager was reduced from 1.0 FTE to .90 FTE, and several short-time intern positions (300 hours each)were eliminated. In FY 2011/12, a structural reorganization eliminated the Assistant City Manager position. As a result, the Administrative Analyst position returned to a full-time position to assist with the additional workload presented with the elimination of the Assistant City Manager position. The Executive Assistant position, which also functions as the Deputy City Clerk and Records Manager positions, increased from .75 FTE to .90 FTE to provide staff coverage equally between the City Manager's Office and the City Clerk's Office. Due to workload and coverage needs, the Executive Assistant position was returned to full-time effective with FY 2012/13. C- 19 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Permits - - - - 1,000 TOTAL REVENUES $ 1,418 $ - $ - $ - $ 1,000 EXPENDITURES Salaries and Benefits 565,225 642,199 453,067 451,672 430,526 Operating Expenditures Materials& Supplies 3,915 3,400 3,500 4,386 3,300 Fees& Charges 4,635 3,228 3,580 3,732 4,260 Consultant& Contract Service - - - - - Meetings,Events& Training 7,270 3,044 3,600 3,076 3,945 Total Operating Expenditures 15,820 9,671 10,680 11,193 $ 11,505 Fixed Assets - - - - - hitemal Service Charges 43,792 43,244 45,286 45,285 43,243 TOTAL EXPENDITURES $ 624,836 $ 695,114 $ 509,033 $ 508,150 $ 485,274 FY 2012/13 OBJECTIVES 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. Organizational Support - Collaborate with other departments to achieve City objectives and priorities through grant writing and reporting, capital project management, policy development,research, and other activities as needed. C-20 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE 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 OFFICE S TAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.75 0.75 - - Fxecutive Assistant to CM 0.60 0.60 0.45 0.50 City Clerk - - - - Human Resources Manager - - - - Administrative Analyst FII 1.00 0.90 1.00 1.00 Total FTE's 3.35 3.25 2.45 2.50 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Student Interns 300 - - - Executive Assistant - - - - Total Annual Hours 300 - - - C-21 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY MANAGER'S OFFICE 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Provide administrative leadership and coordination to City departments;provide policy recommendations to the City Council;represent City interests in local and regional issues to ensure efficient and effective governnmental operations. a. Review and approve City Council reports no later than 12- htfior ration 75% 75% 75% hours in advance of creating agenda packet: no t available b. Meet with each Department Director on a weekly basis to �zfonnation 90% 90% 90% provide strategic direction on priority projects and not available problems: c. Actively participate in monthly meetings with SCCCMA, hfotntation 90% 90% 90% West Valley Mayors/Managers and Asst.City Managers: no t available 2. Communicate important information to residents through a variety ofinediums, including the City website,Saratogan, KSAR,and public meetings. a. Send e-mail notifications for Council agendas,Commission 75% 95% 95% 95% meeting agenda/minutes,publication of Saratogan,weekly Sheriffs Office updates and community events updates: b. Seek input fromCity Council on a quarterly basis for 1000/0 1000/0 100% 100% Saratogan;publish and distribute on a quarterly basis: c. Format weekly statistical report from Sheriffs Office and haformation 90% 96% 96% upload on City website: not available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of City Council Meetings per year 37 38 35 35 2 West Valley Waste Management JPA meetings: 3 3 4 4 3 Parks &Recreation Commission meetings: 6 6 6 6 4 Library Comrnission meetings: 6 5 6 6 5 Prepare and distribute Quarterly Council Priorities Update: 4 4 4 4 C-22 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 next election will be in November 2012, with two of the five City Council seats up for election. Revenues for this department reflect the receipt of Council candidate filing fees, and expenditures reflect costs for consolidation of the election with the County of Santa Clara. FY 2012/13 election costs are budgeted at$55,000. Other notable program costs include: $9,000 for public noticing expenses over the year; $20,100 for streaming video service for City Council meetings; and another $8,000 for codification services (maintaining the City's Municipal Code). The remaining expenditures are ongoing costs for salary, supplies,training, and operational expenses. C-23 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT ■ CITY CLERK'S OFFICE GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovemmental Revenues - - 20,140 20,023 - Fees,Licenses and Permits 586 17,673 50 389 12,400 Charge for Services - - - - - Other Sources - 3,147 - - - TOTAL REVENUES $ 586 $ 20,820 $ 20,190 $ 20,412 $ 12,400 EXPENDITURES Salaries and Benefits 159,800 165,744 206,955 207,696 190,884 Operating Expenditures Materials&Supplies 815 2,991 900 1,010 910 Fees& Charges 9,407 84,288 13,255 5,478 65,645 Consultant& Contract Services 27,552 21,358 26,500 23,297 29,100 Meetings,Events& Training 1,911 223 1,850 2,108 5,655 Total Operating Expenditures 39,685 108,859 42,505 31,893 101,310 Fixed Assets - - - - - Internal Service Charges 51,076 49,234 50,844 50,843 52,851 TOTAL EXPENDITURES $ 250,560 $ 323,836 $ 300,304 $ 290,432 $ 345,045 FY 2012/13 OBJECTIVES 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. Council Election Preparation - Council elections are held every two years and the next election is scheduled for November 2012. Before the election, the City Clerk's Office develops Council candidate informational materials and candidate orientations. This includes a guide containing information about the City, Santa Clara County Registrar of Voters Office requirements, and candidacy filing documents related to running for City Council. As a result of hiring a new City Clerk in November 2011, the City Clerk's Office Training expenses have increased in fiscal year 2012/2013. The City Clerk will be attending technical training and training on new laws that impact local government. C-24 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 • Work with the Santa Clara County Registrar of Voters to conduct local elections in a fair and impartial manner • 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 TAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager - - - - Fxecutive Assistant to CM 0.15 0.15 0.45 0.50 City Clerk 1.00 1.00 1.00 1.00 Human Resources Manager - - - - Administrative Analyst 1/II - - - - Total FTE's 1.15 1.15 1.45 1.50 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Student Interns 300 - - - Executive Assistant - - - - Total Annual Hours 300 - - - C-25 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT CITY CLERK'S OFFICE 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Efficient and effective indexing ofkey documents to ensure adequate tracking ofand accessibility to the City's legislative history. a. Percentage of resolutions prepared and signed within 98% 100% 98% 98% three business days: b. Percentage of ordinances prepared and signed within 100% 100% 100% 100% three business days: c. Percentage of Regular City Council Meeting Minutes 98% 100% 100% 100% prepared and submitted to City Manager in time to be scheduled for approval on next Council agenda: d. Percentage of approved City Council Minutes posted to 99% 100% 99% 100%u City Website within three business days after approval: 2. Provide efficient and effective Records Management. a. Annually review documents for retention and preparation formatio" 100% 100% 100% for destruction: no t available b. Prepare boxes for digital scanning: 15 15 15 20 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of City Council Meetings/minutes prepared per year 37 38 35 35 2 Number ofComnvssionrecruitments and appointments 18 25 22 9 processed: 3 Number of Fair Political Practices Form 700's distributed: 61 67 61 66 4 Number of boxes of City records processed fordisponsal: 167 132 81 93 5 Number of documents recorded: 25 28 24 24 6 Number of public records requests: 44 36 30 30 C-26 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. C-27 CITY OF SARATOGA CITY MANAGER'S DEPARTMENT HUMAN RESOURCES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits 273,486 302,031 - - - Operating Expenditures Materials&Supplies 2,052 893 - - - Fees& Charges 10,010 8,564 - - - Consultant& Contract Services 31,868 69,231 - - - Meetings,Events& Training 10,564 28,433 - - - Total Operating Expenditures 54,494 107,121 - - - Fixed Assets - - - - - Intemal Service Charges 29,385 27,891 - - - TOTAL EXPENDITURES $ 357,365 $ 437,043 $ - $ - $ - HUMAN RESOURCES STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager 0.25 0.15 - - Executive Assistant to CM - - - - City Clerk - - - - Human Resources Manager 0.95 0.95 - - Administrative Analyst PH - - - - Total FTEs 1.20 1.10 - - 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists 1,600 1,568 - - Student Interns 300 - - - Total Annual Hours 1,900 1,568 -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 C-28 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 divisions are centralized administrative functions for the City providing citywide comprehensive services, they are programs within the General Fund. The department's Information Technology Services program 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. BUDGET OVERVIEW There is slight change in staffing allocation for FY 2012/13. The Administrative Services Director was realigned to reflect a slight shift (5%) into the Human Resources program and the Human Resources Manager was realigned to reflect a slight shift (5%) into the Workers Compensation program to better reflect staff's time spent on workload and training. As the Human Resources Division (HR) was previously assigned to the City Manager's Department and transitioned into the department in March 2011,prior year financial and FTE schedules will remain in the City Manager's Department, and data for FY 2011/12 and forward will appear in the Administrative Services Department. With the department's focus primarily on administrative and support functions, General Fund revenues are limited to Business License processing fees in the Financial Services program; no revenues are generated in the Human Resources program. 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. General Fund expenditures reflect staffing costs, operational supplies, financial service expenses, and internal service fund charges. Internal Service Fund expenses consist of staffing, supplies, leases, and contract services. Overall the department's operating budget is steady, as services and functions do not vary much from year to year, with the exception of staffing and legal costs in the Human Resources program. With employee negotiations undertaken in FY 2011/12 completed, the legal account budget reflects normal funding levels required for personnel rules revisions and miscellaneous matters that occur during the year. Performance Measures are included in Financial Services, Human Resources, and Information Technology Services programs. The Office Support Services and IT Equipment Replacement programs do not include staff services,therefore measurements are not included. C-29 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits 42,618 42,457 40,000 41,560 40,000 Charge for Services - - - - - Other Sources 29,854 16,117 12,000 8,198 10,000 TOTAL REVENUES $ 72,471 $ 58,574 $ 52,000 $ 49,758 S 50,000 EXPENDITURES Salaries and Benefits 651,817 619,498 906,946 867,053 933,109 Operating Expenditures Materials&Supplies 11,057 11,130 11,700 9,651 11,600 Fees& Charges 12,433 9,558 23,751 20,701 22,880 Consultants& Contract Services 52,017 48,299 172,462 120,851 124,675 Meetings,Events& Training 2,525 584 14,025 8,716 18,050 Total Operating Expenditures 78,032 69,570 221,938 159,919 177,205 Fixed Assets - - - - - hiternal Service Charges 109,429 106,422 139,854 139,853 145,589 TOTAL EXPENDITURES $ 839,278 $ 795,490 $ 1,268,738 $ 1,166,825 $ 1,255,903 DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GINII2AL FUND Financial Services 839,278 795,490 862,091 800,562 914,981 Human Resources - - 406,648 366,263 340,922 TOTAL GENERAL FUND $ 839,278 $ 795,490 S 1,268,738 S 1,166,825 $ 1,255,903 INTERNAL SERVICE FUNDS Office Support Services 47,496 49,534 58,482 55,236 59,250 Information Technology Services 361,859 382,877 429,723 374,362 422,758 IT Replacement Fund 31,614 51,119 54,200 53,844 52,600 TOTAL INTERNAL SERVICES $ 440,969 $ 483,530 $ 542,405 $ 483,443 $ 534,608 TOTAL DEPT EXPENDITURES $ 1,280,247 $ 1,279,019 $ 1,811,143 $ 1,650,268 $ 1,790,511 TRANSFERS OUT Internal Service Funds 155,000 - 25,000 - - TOTAL TRANSFERS OUT $ 155,000 $ - $ 25,000 $ - $ - TOTAL EXP&TRANSFERS OUT $ 155,000 $ - $ 25,000 $ - $ - C-30 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ADMINISTRATIVE SERVICES DEPARTMENT STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Finance&Administrative Services Director 1.00 1.00 1.00 1.00 Human Resources Manager - - 0.95 0.90 Information Technology Administrator 1.00 1.00 1.00 1.00 Accountant PH 1.00 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 Total FTEs 6.00 5.90 6.85 6.80 2009/10 2010/11 2011/12 2012/13 Te mp o ra ry Staff Ho u rs Funded Funded Funded Funded Sr.Accountant 960 960 1,200 1,200 IT Specialist 2,080 2,040 2,000 2,000 HR Specialist - - 1,568 1,568 Total Annual Hours 3,040 3,000 4,768 4,768 The departmental FTEs above includes General Fund and Internal Fund staffing accounted for within this department section and are reflected in the following program sections schedules as assigned. Ten percent of the Human Resources Manager FTE is funded and assigned to the Workers Compensation program in the Non- Departmental section,and is therefore not reflected in the department total above. C-31 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT 4 4' s•_.+ ��Jlti� A fl C-32 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES The Financial Services program functions to assure both legal and fiscal accountability to the public. 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 service accountability; coordinate the annual financial audit and preparation of the Comprehensive Annual Financial Report (CAFR) to verify proper fiscal practices are maintained; 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 2012/13 Financial Services program budget reflects budgeted revenues and expenditures to account for financial operations and services. Revenues in this program are comprised of 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. Processing fee revenue is expected to remain steady due to the city's ongoing business license compliance audit which began in January,2009. The Financial Services expenditure budget reflects the restructuring of the department's staffing levels which began in FY 2008/09 by defunding the vacant Accounting Supervisor position and backfilling the position with an hourly part-time Sr. Accountant, and replacing the ongoing hourly full-time Accounts Payable position with a benefited Accounting Technician position. This change provided stability for an essential and ongoing technical level need in the department's Account's Payable function. The impact from understaffing the department's technical positions in the past had created operational inefficiencies within the Finance Division, and resulted in a backlog of work, inaccurate tracking of financial information, and the inability to provide assistance to other City departments. The regular staffing of this position has greatly improved financial operations, accuracy, and workload timeliness. With the addition of the Human Resources Division to the Administrative Services Department, 10% of the Director's position is allocated for oversight and program training, with the Financial Services program backfilled with hourly Sr. Accountant time to assist with specific financial projects and excess workload such as overseeing the City's Operating and Capital Budget, fiscal year end close and reporting functions, and overseeing the audit and preparation of the Comprehensive Annual Financial Report. The remainder of the program's expenditures reflect continued reductions in 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 very limited funding for operating supplies, services, and training in order to reduce overall operational costs. C-33 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES ■ GENERAL FOND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Pennits 42,618 42,457 40,000 41,560 40,000 Charge for Services - - - - - Other Sources 29,854 16,117 12,000 8,198 10,000 TOTAL REVENUES $ 72,471 $ 58,574 $ 52,000 $ 49,758 $ 50,000 EXPENDH URES Salaries and Benefits 651,817 619,498 665,474 640,944 688,530 Operating Expenditures Materials&Supplies 11,057 11,130 10,100 7,551 10,500 Fees& Charges 12,433 9,558 13,285 9,924 11,420 Consultants& Contract Servic6 52,017 48,299 60,950 29,847 84,575 Meetings,Events& Training 2,525 584 1,750 1,766 3,950 Total Operating Expenditures 78,032 69,570 86,085 49,088 110,445 Fixed Assets - - - - - Internal Service Charges 109,429 106,422 110,532 110,530 116,006 TOTAL EXPENDITURES $ 839,278 $ 795,490 $ 862,091 $ 800,562 $ 914,981 FY 2012/13 OBJECTIVES Financial System - The final phase of the Financial Information System implementation is to include improvements to the budgeting and HR processes through the planned addition of a Personnel Budgeting module. This implementation has been delayed due to workload limitations; however staff continues to plan for the eventual implementation of this module in the information system. Business License Audit- Staff continues to provide customer service and research for business license information requests and appeals as the business license tax compliance audit moves into its fourth full year. GASB Implementation- Staff will consult with the City's auditors to determine the City's responsibility and obligations for any new reporting requirements established by the Governmental Accounting Standards Board. Collection Agency Services - Staff will research and pursue options for contracting with a collection agency for uncollectible billings. Reporting Enhancements - Continue to enhance the City's Operating and Capital Budget, the Comprehensive Annual Financial Report, Monthly Treasurers Reports, and Quarterly Budget Reports to improve presentation, documentation,compliance requirements, and readability. C-34 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Finance&Administrative Services Director 0.85 0.85 0.80 0.80 Human Resources Manager - - - - Information Technology Administrator - - - - Accountant I/II 1.00 0.90 0.90 0.90 Accounting Technicians 3.00 3.00 3.00 3.00 Total FTEs 4.85 4.75 4.70 4.70 2009/10 2010/11 2011/12 2012/13 Temporary Staff Hours Funded Funded Funded Funded Sr.Accountant 960 960 1,200 1,200 HR Specialist - - - - Total Annual Hours 960 960 1,200 1,200 C-35 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT FINANCIAL SERVICES ■ 2009/10 2010/11 2011/12 2012/13 Performance Objectives and 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(GFOA) Yes Yes Yes Yes 'Certificate of Achievement of Excellence in Financial Reporting'awarded to the City: 2. Prepare accurate budget forecasts and workplans in compliance with standard budgeting practices. a. Percent of time actual expenditures do not exceed a fund's 100% 1000/0 100% 100% approved budget appropriations: b. Governmental Finance Officer Association(GFOA) Not Yes Yes Yes 'Certificate of Achievement of Excellence in Budgeting' submitted awarded to the City: 3. Provide timely and accurate financial reporting within specified deadlines. a. Percent of time bank statements are reconciled to general 100% 1000/0 100% 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 75% 83% 100% 100% days of month-end: 4. Provide financial oversight and administer accounting functions for City funds and accounts. a. Percentage of Accounts Payable invoices paid accurately 99% 97% 99% 100% and on-time: b. Percentage of Payroll checks paid accurately and on-time: 100% 99.80% 100% 100% 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of corrections resulting from annual financial audit: 0 0 0 0 2 Number of Cash Receipt batches processed annually: 1,264 1,188 1,220 1,200 3. Number of Business Licenses issued annually: 2,121 2,112 2,124 2,125 4. Number of invoices entered into Accounts Payable system 4,827 6,072 5,760 5,700 5. Average number of Accounts Payable checks issued weekly: 60 56 49 50 6. Number of payroll checks,paycheck vouchers,and stipends 2,090 1,970 1,881 1,850 issued annually: C-36 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 minimally 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). The budget includes .10 FTE of the Finance and Administrative Services Director for division administration oversight and funding for non-benefited, part-time clerical human resources support. 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), 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 legal services. Included in the FY 2012/13 budget is ongoing operational funding for supplies, association dues, employee training, and the employee assistance program (EAP). Additional funding is included in this year's budget for the legal review and update of the City's Personnel Rules and Policies document and training for the Finance and Administrative Services Director in the areas of employment law and human resources and payroll best practices. C-37 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDrrURFS Salaries and Benefits - - 241,472 226,109 244,579 Operating Expenditures Materials&Supplies - - 1,600 2,100 1,100 Fees& Charges - - 10,466 10,776 11,460 Consultants& Contract Services - - 111,512 91,004 40,100 Meetings,Events& Training - - 12,275 6,950 14,100 Total Operating Expenditures - - 135,853 110,831 $ 66,760 Internal Service Charges - - 29,323 29,323 29,583 TOTAL EXPENDITURES $ - $ - $ 406,648 $ 366,263 $ 340,922 FY 2012/13 OBJECTIVES Personnel Rules and Policies Document Update — Review and update the City's personnel rules and policies document including obtaining legal review of employment law sections of the document. Staff Training—Coordinate on-site AB 1825 mandatory harassment training for employees, supervisors, and management(required every two years by law and required within six months of hire of supervisory positions) Recruitment — Conduct recruitment and selection processes in accordance with agreed upon scheduled target dates for critical vacant positions. Emergency Volunteer Management Plan — Update the City's Emergency Volunteer Center Kit in accordance with the City's Volunteer Management Plan and provides training to Emergency Operation Center(EOC)positions assigned to the Emergency Volunteer Center in the event of a disaster. C-38 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Finance&Administrative Services Director - - 0.05 0.10 Human Resources Manager - - 0.95 0.90 Information Technology Administrator - - - - Accountant FII - - - - Accounting Technicians - - - - Total FTE's - - 1.00 1.00 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialist - - 1,568 1,568 Total Annual Hours - - 1,568 1,568 C-39 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT HUMAN RESOURCES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Provide timely reporting and/or responses to outside agencies including CAlPERS, insurance vendors, Employment Development Department, City,State and Federal Agencies. a. Percent of time the Human Resources Division provides 100% 100% 100% 100% reports to outside agencies on or before the deadline. 2. Provide effective and efficient employee benefit contract administration. a. Manage contracts to ensure compliance with current 1000/0 100% 1000/0 100% laws,memoranda of understanding,and City policies and procedures. b. Regularly reviewing contracts to ensure theat the most 1000/0 100% 100% 100% cost-effective method of providing required insurances is maintained. c. Regularly reviewing contracts to ensure that they meet 1000/0 100% 100% 100% the needs of the organization. d. Providing contract interpretation,and acting as a liaison 100% 100% 100% 100% between the provider and the customer employee. 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of recruitments conducted for regular,benefited positions. 0 0 4 2 2 Number of employment applications received and processed: 56 0 500 300 3 Total number of employees (benefited,non-benefited,and 77 78 68 68 temporary,part-time and full-time): 4 Number of participants in Volunteer Saratoga program: Information 302 160 165 not available 5 Value of volunteer hours: >nformaria" 149,888 59,000 60,000 not available 6 Number of meet and confer process hours: Information 700 1,040 40 no t available 7 Number of training hours offered to employees: Information 36 36 36 no t available C-40 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 Photocopiers 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, with the heavy usage photocopiers sustain on a daily basis, as well as 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 an extensive RFP and equipment testing exercise, a five-year lease agreement was entered into in July, 2008 for four small color copiers and one large black & white copier. Maintenance and support services are 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 less technology than photocopiers, and typically is a more stable and reliable piece of equipment. The postage machine was purchased in June, 2009, with free maintenance service for the first year, and a service contract for subsequent years. For FY 2012/13, service chargebacks to the departments were increased to more closely approximate expected operational costs in order to establish sustainable fund levels. Underfunding in past years has dropped the fund balance to a low level and should not be decreased further. If operational savings are not realized, chargebacks may be increased further in future years to provide ongoing funding for future equipment replacements. 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 C-41 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT ■ OFFICE SUPPORT SERVICES S OURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 39,633 26,830 15,831 15,831 11,220 Total Beginning Fund Balance $ 39,633 $ 26,830 $ 15,831 $ 15,831 $ 11,220 Revenues Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services 11,694 8,535 12,000 10,626 12,000 Other Sources - - - - - Internal Service Charges 23,000 30,000 40,000 40,000 55,000 Total Revenues $ 34,694 $ 38,535 $ 52,000 $ 50,626 $ 67,000 TOTAL SOURCE OF FUNDS $ 74,326 $ 65,365 $ 67,831 $ 66,457 $ 78,220 USE OF FUNDS Expenditures Operating Expenditures Materials&Supplies 19,252 17,161 19,200 15,991 19,200 Fees& Charges 27,900 29,232 36,282 37,281 37,050 Consultants& Contract Services 344 3,142 3,000 1,965 3,000 Meetings,Events& Training - - - - - Total Operating Expenditures $ 47,496 $ 49,534 $ 58,482 $ 55,236 $ 59,250 Fixed Assets - - - - - hltemal Service Charges - - - - - Total Expenditures S 47,496 $ 49,534 $ 58,482 $ 55,236 $ 59,250 Operating Transfers Transfer Out - - - - - Total Operating Transfers - - - - - Ending Fund Balance Unassigned 26,830 15,831 9,349 11,220 18,970 Total Ending FundBalance $ 26,830 $ 15,831 $ 9,349 $ 11,220 $ 18,970 TOTAL USE OF FUNDS $ 74,326 $ 65,365 $ 67,831 $ 66,457 $ 78,220 C-42 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, as well as the City's various types of 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 2012/13 chargebacks will continue to be funded at $400,000 as sufficient fund balance remains to offset a slight underfunding of program operations. Staff continues to pursue operational savings where possible, however IT annual license and support expenditures continue to increase 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. 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. In FY 2011/12, the consultant eliminated the $12,000 annual fee for ongoing backup support as they were confident the IT staff are fully capable and experienced and do not require basic support services. The vacant IT Technician position continues to be frozen and under-filled with an hourly IT Specialist to provide essential backup and desk-top support. C-43 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES ■ S OURCE&USE OF FONDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FONDS Beginning Fund Balance Unassigned 174,838 213,941 231,064 231,064 256,701 Total Beginning Fund Balance $ 174,838 $ 213,941 $ 231,064 $ 231,064 $ 256,701 Revenues Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources 961 - - - - Internal Service Charges 400,000 400,000 400,000 400,000 400,000 Total Revenues $ 400,961 $ 400,000 $ 400,000 $ 400,000 $ 400,000 TOTAL SOURCE OF FUNDS $ 575,799 $ 613,941 $ 631,064 $ 631,064 $ 656,701 USE OF FUNDS Expenditures Salaries and Benefits 189,437 200,448 221,989 206,092 209,740 Operating Expenditures Materials&Supplies 8,705 11,957 8,750 6,369 7,750 Fees& Charges 10,437 10,230 13,410 10,013 24,140 Consultants& Contract Services 120,842 134,482 158,805 124,457 145,533 Meetings,.Events& Training - - - 661 2,200 Total Operating Expenditures 139,984 156,669 180,965 141,501 179,623 Fixed Assets - - - - - Internal Service Charges 32,438 25,760 26,769 26,769 33,395 Total Expenditures $ 361,859 $ 382,877 $ 429,723 $ 374,362 $ 422,758 Ending Fund Balance Unassigned 213,941 231,064 201,341 256,701 233,943 Total Ending FundBalance $ 213,941 $ 231,064 $ 201,341 $ 256,701 $ 233,943 TOTAL USE OF FUNDS $ 575,799 $ 613,941 $ 631,064 $ 631,064 $ 656,701 C-44 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES FY 2012/13 OBJECTIVES Disaster Recovery Project—In an event of a disaster, data recovery is crucial to maintain functionality for our users. IT staff will continue to develop recovery plan procedures for the City. Emergency Power Backup System — The City currently 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, IT Staff must power down servers and office machines to prevent power spikes and maintain data integrity. While these steps are manageable during work hours, power outages during non-working hours will continue to affect IT equipment. This project will install a back- up generator in order to maintain power to the IT Server room and its equipment. Prospect Center IT Room —Install a backup offsite location to provide redundancy for primary network servers 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 Prospect Center IT Room. The doors will be managed and monitored at City Hall. 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. Power-over-Ethernet (PoE) switches — Replace existing network switches with new PoE switches enabling a centralized power management system to eliminate the use of individual power bricks for each land line telephone and simplify the number of resources needed to provide power in the event of a power outage. Network Bandwidth Analysis — Analyze existing network bandwidth usage and determine areas for performance improvement. Software will also provide detailed reports of network traffic. KEY SERVICES • Maintain and support the City's information systems, including Sungard Pentamation financial system, Trak-IT development system,Rec-Trac,LaserFiche,Agenda Manager, and others • Maintain and support the City's video streaming, internet, voicemail, and wireless communications systems • Maintain, support, repair, upgrade, assist, and educate staff on system usage, desktop computers, printers, and technology accessories • Provide ongoing network maintenance and support • Maintain and enhance the City's website to effectively provide public access to City information • Support the upgrade of existing technology, as well as new information technology initiatives C-45 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY SERVICES ■ INFORMATION TECHNOLOGY SERVICES STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Finance&Administrative Services Director 0.15 0.15 0.15 0.10 Human Resources Manager - - - - Information Technology Administrator 1.00 1.00 1.00 1.00 Accountant Fll - - - - Accounting Technicians - - - - Total FTEs 1.15 1.15 1.15 1.10 2009/10 2010/11 2011/12 2012/13 Temporary Staff Hours Funded Funded Funded Funded Accounting Technician - - - - IT Specialist 2,080 2,040 2,000 2,000 HR Specialist - - - - Total Annual Hours 2,080 2,040 2,000 2,000 C-46 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 normal 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 provided project management support: b. Number of new technology sytems or equipment for 3 4 5 7 which oversight and support was 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 networks ervers 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 of landlines serviced and maintained: 67 70 70 75 8. Number of cell phones and PDAs serviced and maintained: 35 33 33 31 C-47 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT f fl C-48 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, and various types of printers, on an ongoing basis. Staff prepared a replacement schedule for the City IT equipment, with estimated life plans and calculated replacement costs to determine funding needs each year, and determined an annual funding level which will result in a smoothing of operating expenses over the years, as well as providing 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 with improved technology. 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 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 this one fiscal year is shown as expenditures. Over the years, funding amounts will adjust slightly as equipment replacement needs are revised and projected costs are more finely determined. In addition, replacement schedules 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 $52,600 and include: $12,100 for desktop and laptop computer replacements, $23,000 for 3 network server replacements, $10,000 for network switches, routers, firewalls, and UPS battery equipment. Another$1,500 is set aside for communication equipment and$6,000 for Microsoft Office software. C-49 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND SOURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 315,290 186,686 185,567 185,567 156,760 Total Beginning Fund Balance $ 315,290 $ 186,686 $ 185,567 $ 185,567 $ 156,760 Revenues Charge for Services - - - - - Other Sources - - - - - Internal Service Charges 58,009 50,000 50,000 50,000 46,236 Total Revenues $ 58,009 $ 50,000 $ 50,000 $ 50,000 $ 46,236 Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OFFINDS $ 373,299 $ 236,686 $ 235,567 $ 235,567 $ 202,996 USE OF FUNDS Expenditures Operating Expenditures Materials&Supplies 31,614 51,119 54,200 53,844 52,600 Total Operating Expenditures 31,614 51,119 54,200 53,844 52,600 Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures $ 31,614 $ 51,119 $ 54,200 $ 53,844 $ 52,600 Operating Transfers Transfer Out to General Fund 50,000 - - - - Transfer Out to CIP 105,000 - 25,000 24,963 - Total Operating Transfers $ 155,000 $ - $ 25,000 $ 24,963 $ - Ending FundBalance Unassigned 186,686 185,567 156,367 156,760 150,396 Total Ending Fund Balance $ 186,686 $ 185,567 $ 156,367 $ 156,760 $ 150,396 TOTALUSEOFFUNDS $ 373,299 $ 236,686 $ 235,567 $ 235,567 $ 202,996 KEY SERVICES • Accumulate and provide annual funding for technology asset replacement • Assess IT equipment for proper replacement timing • Identify and procure best solution equipment C-50 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 46 1,000 46,000 5 9,200 Monitors 57 200 11,400 7 1,629 Laptops 15 1,500 22,500 7 3,214 Software Operating System 61 300 18,300 5 3,660 Printe rs Check Printer 1 1,500 1,500 5 300 Counter Printers 2 1,500 3,000 5 600 UPS Battery Backups Desktop Battery 46 100 4,600 3 1,533 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 TraklT 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/CMO 1 2,000 2,000 5 400 Switch- Community Development 1 2,000 2,000 5 400 Switch-Public Works 1 2,000 2,000 5 400 Switch- Recreation 1 2,000 2,000 5 400 Switch- Corporation Yard 1 2,000 2,000 5 400 Switch- Saratoga Prospect Center 2 2,000 4,000 5 800 Firewall- Primary 2 3,000 6,000 5 1,200 SPAM firewall 1 3,000 3,000 5 600 Total Annual Funding Requirement 236,300 46,236 C-51 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT f fl C-52 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department guides the physical growth of the City, preserving the community's quality of life by supporting local businesses and administrating zoning regulations, code compliance, building and inspection services, City Arborist services, and ongoing advanced planning activities that develop the City's General Plan. 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. BUDGET OVERVIEW The Community Development Department is projecting a modest increase in the number of development reviews processed and building permits issued as compared to FY 2011/12. The Klear office and Kang mixed use buildings are two of the larger project that are expected to be built in FY 2012/13. The 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 more economic opportunities for local businesses. The slight increase in revenue is expected to cover 80% of the projected expenses within the Department for FY 2011/12. Close review of revenues will continue throughout the year, and adjustments made as needed. In FY 2009/10, at the beginning of the decline in development activity,two (2.0)FTE positions (Building Inspector and Associate Planner) were defended. One additional FTE position (Code Compliance Specialist) will be defunded in FY 2012/13. The Department is able to provide similar levels of service without these three positions with current development activity levels. Funding is included in the Department's budget to temporarily supplement staffing levels if development activity exceeds projections. Beginning in the last half of FY 2011/12, City wide economic development programs are being administered by the Department. These programs, such as the Chamber of Commerce's branding effort, will be a high priority in FY 2012/2013 and receive the necessary staffing resources to support them. All other budgeted operating expenditures are again held to minimal levels, in coordination with reduced revenues. However, as General Plan Update Fees provide funding specific for maintenance of the General Plan, $50,000 was budgeted for the Department to update the General Plan Noise Element and Noise Ordinance in FY 2012/13. C-53 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ■ GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits 938,697 1,000,388 906,665 1,092,109 961,765 Charge for Services 645,349 732,096 694,760 829,356 675,500 Interest Income - - - - - Other Sources 2,519 1,612 - 1,184 TOTAL REVENUES $1,586,565 $1,734,095 $1,601,425 $1,922,649 $1,637,265 EXPENDITURES Salaries and Benefits 1,577,364 1,591,214 1,610,089 1,447,562 1,544,585 Operating Expenditures Materials&Supplies 8,310 10,009 10,650 17,109 10,550 Fees& Charges 49,423 30,677 40,247 28,622 31,968 Consultant& Contract Services 103,212 34,071 56,315 56,036 113,300 Meetings,Events& Training 2,472 4,715 4,900 3,250 6,500 Total Operating Expenditures 163,416 79,472 112,112 105,017 162,318 Fixed Assets - - - - - Internal Service Charges 370,391 311,077 335,216 335,217 333,740 TOTAL EXPENDITURES $2,111,172 $1,981,762 $2,057,417 $1,887,796 $2,040,643 TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Development Services 895,626 821,240 878,344 822,267 917,271 Advanced Planning 162,900 148,916 158,191 144,716 162,020 Code Compliance 190,904 184,066 185,382 92,821 96,967 Building Inspection Services 861,742 827,540 835,499 827,991 864,385 TOTAL GENERAL FUND $2,111,172 $1,981,762 $2,057,417 $1,887,796 $2,040,643 SPECIAL REVENUE FUNDS CDBGFund 133,432 291,071 - - - Housing&Rehabilitation Program - 210,748 - - - TOTAL SPECIAL REV FUNDS $ 133,432 $ 501,819 $ - $ - $ - TOTAL EXPENDITURES $2,244,604 $2,483,582 $2,057,417 $1,887,796 $2,040,643 C-54 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITYDEVELOPMEhiT DEPARTMENT STAFFING Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 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/H 2.00 2.00 2.00 2.00 Plan Check Examiner/Engineer 1.00 1.00 1.00 1.00 Senior Arborist 1.00 1.00 1.00 1.00 Building Official 1.00 1.00 1.00 1.00 Building Inspector 2.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 1.00 1.00 - Office Specialist II/III 2.00 2.00 2.00 2.00 Total FIR 12.00 12.00 12.00 11.00 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded CIS/Forestry Intern 940 940 940 940 Office Specialist WWI 1,200 800 800 800 Total Annual Hours 2,140 1,740 1,740 1,740 C-55 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT P IF C-56 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 has experienced declining revenues over the past three fiscal years due to the economic downturn. This trend is slowly reversing as revenues are expected to increase by approximately $11,000 over last fiscal year. Design review applications for large remodels or the replacement of existing homes with new ones are increasing. Local commercial economic conditions are also improving as is evident by the new office and mixed-use building approved in the Village in FY 2011/12. Counter hours for walk-in service will continue to be Monday through Thursday, with the closure of the Planning and Building counters every Friday. Additional reductions undertaken in FY 2009/10 to meet budget constraints — including reduced staffing, eliminating the Assistant City Attorney's attendance at Planning Commission meetings; transcription services to provide detailed minutes of the meetings; contract planner services; and public noticing services (now provided in-house by staff) —will remain in place for FY 2012/13. The City's economic development programs will be administered through Development Services. The Village Fagade Improvement program, assisting the Chamber of Commerce's branding efforts, continued implementation of the Administrative Use Permit grant, and working with owners of chronically vacant properties are among the programs that Development Services will be working on in FY 2012/13. C-57 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 129,786 92,765 71,800 82,399 82,000 Charge for Services 393,149 427,188 434,760 508,375 435,500 Other Sources 2,269 1,592 - 1,184 - TOTAL REVENUES $ 525,204 $ 521,545 $ 506,560 $ 591,958 $ 517,500 EXPENDrrURES Salaries and Benefits 629,238 625,276 648,521 599,786 693,173 Operating Expenditures Materials&Supplies 7,497 7,443 7,700 15,804 7,700 Fees& Charges 7,183 10,401 11,276 9,402 11,135 Consultant& Contract Services 89,863 23,759 47,300 35,652 36,800 Meetings,Events& Training 2,023 3,515 3,700 1,775 5,000 Total Operating Expenditures 106,567 45,118 69,976 62,633 60,635 Fixed Assets - - - - - Internal Service Charges 159,822 150,847 159,847 159,848 163,463 TOTAL EXPENDITURES $ 895,626 $ 821,240 $ 878,344 $ 822,267 $ 917,271 FY 2012/13 OBJECTIVES Tree Inventory Project - The City's Arborist will continue to work with student interns to create an inventory and map of all trees on City property. This information is input into the City's Geographic Information System as part of the Forestry Management Plan. On-line Information - Staff will be providing additional on-line information on the City's web site such as public hearing notification postings. We will also be investigating the use of inter-active Google maps to display pending and approved projects. Noise Ordinance - The Noise Ordinance establishes noise standards for land uses throughout the City and implements the goals and policies contained in the General Plan Noise Element. The General Plan Noise Element was last updated in 1988. Staff will be requesting City Council approval to update both the Noise Element and the Noise Ordinance as part of the 2013 Work Plan. C-58 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Community Development Director 0.60 0.60 0.60 0.50 Senior Planner 0.70 0.70 0.70 0.65 Planner I/II 1.40 1.40 1.40 1.80 Plan Check Fmminer/Engineer - - - - SeniorArborist 0.90 0.90 0.90 0.90 Building Official - - - - Building Inspector - - - - Code Compliance Specialist - - - - Office Specialist II/VI 0.90 0.90 0.90 0.90 Total FTE's 4.50 4.50 4.50 4.75 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern 940 940 940 940 Office Specialist II/III 1,200 800 800 800 Total Annual Hours 2,140 1,740 1,740 1,740 C-59 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT DEVELOPMENT SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and 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 Information 100% 100% 100% within 30 days deeming them complete or incomplete: no t available b. Review all zone clearances from the Building Division within Info enation 95% 95% 95% not available 2 weeks: 2. Analyze and process development applications efficiently and effectively. a. Process applications to Planning Commission within an Information Information 90% 90% average of 4 weeks of deeming the application complete: not available notavailable b. Return all phone calls within 24 hours from the time htfonnation 95% 95% 95% received: not available c. Percentage ofapplications continued by Planning Info nnation Information 5% 5% Commission: not available not available d. Percentage ofapplications appealed to the Planning Information 5% 5% 5% Commission or City Council: not available e. Percentage ofapplications upheld by the City Council: Information information 95% 95% not available notavailable 3. Effectively administer HUD funding ofprojects and programs targeted at households oflow and moderate income. d. Number of capital projects: 4 2 2 1 e. Funds allocated to capital projects: 74,010 89,066 78,460 60,150 4. Enhance community awareness ofland use projects. a. Percent ofnotices sent within 10 days of Planning information btfo"nation 100% 100% Commission meetings: not available not available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number ofplanning projects processed: 147 233 235 230 2. Number oftree removal permits processed: 292 347 308 300 3. Number of Arborist plan reviews: 47 65 80 80 4. Number of Planning Commission Hearings: information 17 20 21 not available 5. Number ofPlannning Commission Study Sessions: Information 9 15 6 not available 6. Number of Heritage Preservation Commission Meetings: htfonnation 9 12 12 no t available 7. Number ofpublic input meetings for citywide programs: info enation information 2 4 not available not available 8. Number of complex projects(General Plan,amendments/ Iefonnation 9 8 10 rezonings,planned developments,environmental review): no t available C-60 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 strategy. 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 The budgeted General Plan Update fee revenues for FY 2012/13 have been set near FY 2011/12 actual receipts. The majority of advanced planning work will continue to be completed in-house thereby reducing the need for paid consultants. However, $50,000 has been budgeted to complete an update to the General Plan Noise Element as specialized technical work is required for this update. Each year, work is completed by staff and/or consultants on at least one of the City's General Plan Elements. In FY 2009/10, the City completed the Housing Element update for the General Plan and in FY 2010/11 the Circulation Element was updated. In FY 2011/12,work began on the Noise Element, and will continue into FY 2012/13, along with support for the Safety Element Update coordinated in the City Manager's Office. Advanced Planning work also involves ongoing and anticipated annexations as well as Zoning Ordinance updates. C-61 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 127,260 149,563 130,000 169,574 140,000 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES $ 127,260 $ 149,563 S 130,000 $ 169,574 $ 140,000 EXPENDITURES Salaries and Benefits 137,971 134,608 141,421 126,992 91,685 Operating Expenditures Materials&Supplies 437 132 - 285 - Fees& Charges 2,001 625 2,000 3,170 4,000 Consultant& Contract Services 8,641 619 500 - 50,500 Meetings,Events& Training - - - - - Total Operating Expenditures 11,079 1,375 2,500 3,454 54,500 Fixed Assets - - - - - Internal Service Charges 13,850 12,933 14,270 14,270 15,835 TOTAL EXPENDITURES S 162,900 $ 148,916 $ 158,191 $ 144,716 $ 162,020 FY 2012/13 OBJECTIVES General Plan Update - State law requires the City's General Plan elements to be updated within an established number of years. With the Housing Element completed in FY 2009/10 and the Circulation Element in FY 2010/11, staff begin preparations for updating the Noise Element in FY 2011/12, and will continue this work in FY 2012/13. Zoning Code Updates - The Department sets a goal to complete a minimum of two ordinance updates each year. Staff plans on updating the Noise Ordinance and one other, as yet undetermined, ordinance. Safety Element-The Community Development department will also support the Safety Element Update coordinated out of the City Manager's Office. C-62 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Community Development Director 0.25 0.25 0.25 0.25 Senior Planner 0.20 0.20 0.20 0.25 Planner PH 0.50 0.50 0.50 - Plan Check Examiner/Fngineer - - - - SeniorArborist - - - - Building Official - - - - Building Inspector - - - - Code Compliance Specialist - - - Office Specialist II/III - - - - Total FTE's 0.95 0.95 0.95 0.50 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Office Specialist 11/1H Total - - - - Total Annual Hours - - - - C-63 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ADVANCED PLANNING 2009/10 2010/11 2011/12 2012/13 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 No 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 Yes No No b. Land Use Element: Yes Yes No No c. Circulation and Transportation Element: No Yes No No d. Conservation Element: Yes Yes No No e. Open Space Element: Yes Yes No No f. Noise Element: No No No Yes g. Safety Element: No No No Yes 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of ordinances completed(multiple section updates): 7 7 4 5 2 General Plan Elements updated: 1 1 0 2 3 Number of General Plan amendments requested: hifo nn atio n a fo rm atio n 1 1 not available no t available 4 Annexation applications in process: Information Information 3 4 not available not available 6 General Plan annual reports prepared: Information Information 1 1 notavailable- not available 7 General Plan confomuty reports prepared: bafonnation btformation 1 1 not available not available 8 Community and committee workshops: Information Information 2 1 notavailabk not available C-64 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, traffic, and other codes as reflected in the City's Municipal Ordinance. 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,Alcohol Permits,Field Rental Permits,Massage Permits, and Solicitor Permits. In 2008, SB 731 was chaptered into State law. It establishes a voluntary, statewide certification program for individuals engaged in the practice of massage therapy. Individuals may choose to pursue State certification, or City certification. As a result, fewer permits are being issued by the City. If an insufficient number of practitioners pursue City certification, the City may choose to discontinue certification entirely, since it will no longer be cost-effective for staff to provide this service. The City intends to continue to issue permits to establishments in FY 2012/13,but over the last year, the numbers of practitioners has dropped. Funding for a Code Compliance Specialist(1 FTE)has not been included in the FY 2012/13 budget. The Code Compliance program is being implemented through the Chief Building Official with assistance from Building Inspectors and Planning staff. Salaries,benefits, and internal services charges are the only expenditures attributable to the program aside from postage charges. C-65 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT ■ CODE COMPLIANCE GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 18,692 12,471 9,265 9,600 8,265 Charge for Services - - - - - Other Sources 250 20 - - - TOTAL REVENUES $ 18,942 $ 12,491 $ 9,265 $ 9,600 $ 8,265 EXPENDITURES Salaries and Benefits 155,396 155,717 153,476 63,527 87,214 Operating Expenditures Materials&Supplies 141 154 200 - 100 Fees& Charges 1,118 528 800 148 - Consultant& Contract Services 2,568 2,425 2,715 955 - Meetings,Events& Training 79 - - - - Total Operating Expenditures 3,906 3,107 3,715 1,103 100 Fixed Assets - - - - - Internal Service Charges 31,602 25,243 28,191 28,192 9,653 TOTAL EXPENDITURES $ 190,904 $ 184,066 $ 185,382 $ 92,821 $ 96,967 FY 2012/13 OBJECTIVES Abatement Priorities - Prioritize responses to code compliance cases based on the Council's adopted priorities and procedures.. C-66 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Community Development Director 0.10 0.10 0.10 0.10 Senior Planner - - - - Planner FII - - - 0.10 Plan Check Examiner/Fngineer - - - - SeniorArborist 0.05 0.05 0.05 0.05 Building Official - - - 0.15 Building Inspector - - - 0.10 Code Compliance Specialist 1.00 1.00 1.00 - Office Specialist IFIII 0.10 0.10 0.10 0.10 Total FTE's 1.25 1.25 1.25 0.60 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - Office Specialist II/III - - - Total Annual Hours - - - - C-67 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT CODE COMPLIANCE 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Ensure properties in the City of Sara toga are used safely and are consistent with City zoning regulations. Inforadon Info-ation laformation o a. Percentage of complaints receiving a response within 48 90% hours of receipt: not available not available not available 2 Ensure compliance with City regulations forpermitted activities. a. Annual number of Solicitor Permits issued: 70 75 80 40 b. Annual number of Massage Permits issued: 25 20 20 15 c. Annual number of Special Event Permits issued: 13 16 15 0 d. Annual number of Noise Permits issued: 11 20 20 20 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Annual number of new code enforcement cases : Information Information 80 100 notavailable not available 2 Total number of Administrative Citations: 0 0 1 5 3 Cases requiring City Attorney review: Infiormation 4 2 2 not available C-68 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. The local economy is showing signs of recovery and building activity has been gradually increasing. Building & Inspection revenues are expected to increase by approximately $16,000 over last fiscal year. However, revenues are still not sufficient to fund the Building Inspector position (I FTE) that was de- funded in FY 2009/10. As a result of the staffing reduction, inspection requests will continue to be extended to a 48-hour response time. Funding has been included in the Building & Inspection budget to temporarily supplement staffing levels if building activity exceeds projections. C-69 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 662,958 745,589 695,600 830,536 731,500 Charge for Services 252,201 304,908 260,000 320,981 240,000 Other Sources - - - - - TOTAL REVENUES $ 915,159 $1,050,497 $ 955,600 $1,151,517 $ 971,500 EXPENDITURES ■ Salaries and Benefits 654,760 675,613 666,671 657,257 672,513 Operating Expenditures Materials&Supplies 235 2,281 2,750 1,021 2,750 Fees& Charges 39,120 19,123 26,171 15,902 16,833 Consultant& Contract Services 2,139 7,269 5,800 19,429 26,000 Meetings&Events 370 1,200 1,200 1,475 1,500 Total Operating Expenditures 41,864 29,872 35,921 37,827 47,083 Fixed Assets - - - - - Internal Service Charges 165,117 122,054 132,907 132,908 144,789 TOTAL EXPENDITURES $ 861,742 $ 827,540 $ 835,499 $ 827,991 $ 864,385 FY 2012/13 OBJECTIVES Trak IT Building and Permit System - Continued training and efficiency building on the new Trak-IT system which links the Building program with Planning and Code Compliance functions. New Village Projects-A new office building and a mixed use building were approved along Big Basin Way in FY2011/12 and are estimated to be under construction during FY 2012/13. Adequate resources will be assigned to these projects to help the owners meet their completion timeline. C-70 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Community Development Director 0.05 0.05 0.05 0.15 Senior Planner 0.10 0.10 0.10 0.10 Planner I/II 0.10 0.10 0.10 0.10 Plan Check Fmminer/Engineer 1.00 1.00 1.00 1.00 Senior Arborist 0.05 0.05 0.05 0.05 Building Official 1.00 1.00 1.00 0.85 Building Inspector 2.00 2.00 2.00 1.90 Code Compliance Specialist - - - - Office Specialist II/III 1.00 1.00 1.00 1.00 Total FIE s 5.30 5.30 5.30 5.15 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Office Specialist II/VI - - - - Total Annual Hours - - - - C-71 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT BUILDING&INSPECTION SERVICES 2009/10 2010/11 2011/12 2012/13 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 Information 95% 95% 95% not available request: b. Percentage of plan checks completed within 45 days of Information 95% 95% 95% no t available receipt: 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of Building Division permits issued: 1,300 1,270 1,400 1,400 2. Number of Over-the-Counter Plan Checks for Remodels: 205 240 250 250 3. Number of inspections performed: 3,776 3,950 4,200 4,200 4 Number of building plan checks completed: 251 250 280 280 5 Dollar value ofconstruction permitted(in$Millions): 46.0 34.0 50.0 50.0 C-72 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. C-73 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT COMMUNITY DEVELOPMENT BLOCK GRANT FUND STATEMENT OF SOURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned - (9,621) - - - Total Beginning FundBalance $ - $ (9,621) $ - $ - $ - Revenues Intergovernmental Revenues 123,812 300,692 - - Total Revenues $ 123,812 $ 300,692 $ - $ - $ Operating Transfers In Transfer In - - - - Total Operating Transfers In $ - $ - $ - $ - $ TOTAL SOURCE OF FUNDS $ 123,812 $ 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 15,000 - - - Transfer Out-Service Grants 27,859 28,550 - - - Transfer Out-SSR Curb Ramps 585 105,040 - - - Transfer Out-ADA Signals 49,595 138,691 - - - Transfer Out-Museum Ramps 40,393 - - - - Transfer Out-ADA Hakone - 3,791 - - - Total Operating Transfers $ 133,432 $ 291,071 $ - $ Ending FundBalance Unassigned (9,621) - - - - Total Ending Fund Balance $ (9,621) $ - $ - $ TOTAL USE OF FUNDS $ 123,812 $ 291,071 $ - $ C-74 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-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 have 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. C-75 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT SARATOGA HOUSING AND REHABILITATION PROGRAM STATEMENT OF SOURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 209,175 210,033 - - - Total Beginning Fund Balance $ 209,175 $ 210,033 $ - $ - $ - Revenues Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 858 714 - - - Internal Service Charges - - - - - Total Revenues $ 858 $ 714 $ - $ - $ - Operating Transfers In Transfer In(from CDBG) - - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL S OURCE OF FUNDS $ 210,033 $ 210,748 $ - $ - $ - USE OF FUNDS Expenditures Operating Expenditures - - - - Materials&Supplies - - - - - Fees& Charges - 210,748 - - - Consultant& Contract Services - - - - - 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 210,033 - - - Total Ending Fund Balance 210,033 - - - - TOTAL USE OF FUNDS $ 210,033 $ 210,748 $ - $ - $ - C -76 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 also provides information and outreach to the City's residents, businesses, and the public concerning the department's programs and activities that are available to them and the infrastructure projects that may affect them. The Department provides these services under five main operational programs: General Engineering, Development Engineering, Environmental Services, Streets and Storm Drains, Parks and Landscape Maintenance; two internal support programs: Equipment Maintenance and Equipment Replacement; and 25 separate Landscape and Lighting Assessment Districts. The Public Works Department provides many of the City's services that maintain the quality of life in neighborhoods and in the business community for which Saratoga is known. BUDGET OVERVIEW 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. FY 2012/13 budget holds most operational revenues and expenditures at prior year service levels. Exceptions are the ongoing increases in environmental programs, and an increase in the Parks & Landscape Maintenance Program contract services budget linked to the retirement of a landscape staff position which will not be filled and the elimination of a temporary maintenance worker position. C-77 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - 163,954 Intergovernmental Revenues 22,101 24,110 21,000 23,571 175,863 Fees,Licenses and Permits 119,179 88,839 91,000 94,226 92,800 Charge for Services 237,629 337,219 231,521 275,525 240,188 Rental Income 120,801 118,120 123,342 177,993 123,342 Other Sources 3,874 21,641 76,200 16,164 78,963 TOTAL REVENUES $ 503,584 $ 589,929 $ 543,063 $ 587,480 $ 875,110 E KPE NDrI'URES Salaries and Benefits 2,430,541 2,500,288 2,513,619 2,395,770 2,337,882 Operating Expenditures Materials&Supplies 68,558 77,773 79,870 81,899 79,870 Fees& Charges 456,846 467,448 460,079 505,901 476,999 Consultants& Contract Servic6 723,175 622,426 653,460 627,559 779,400 Meetings,Events& Training 7,483 5,069 7,350 6,330 5,500 Total Operating Expenditures 1,256,062 1,172,716 1,200,759 1,221,689 1,341,769 Internal Service Charges 667,299 647,459 700,972 700,973 802,703 TOTAL EXPENDI'T'URES $4,353,903 $4,320,463 $4,415,350 $4,318,432 $4,482,354 DEPARTMENTAL EXPENDITURES BY FUND/PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Engineering $ 475,622 $ 465,610 $ 474,950 $ 469,404 471,625 Development Engineering 238,737 187,417 195,900 191,598 200,513 Environmental Services 479,250 496,370 543,586 545,492 624,079 Streets &Storm Drains 1,240,174 1,182,999 1,208,252 1,186,626 1,268,167 Parks &Landscape Maint 1,920,118 1,988,066 1,992,662 1,925,312 1,917,971 TOTAL CKNE RAL FUND $4,353,903 $4,320,463 $4,415,350 $4,318,432 $4,482,354 INTERNAL SERVICE FUNDS Equipment Maintenance 210,398 211,441 217,321 219,786 225,477 Equipment Replacement 26,985 4,856 10,000 10,000 95,000 TOTAL INTERNAL SERVICES $ 237,383 $ 216,297 $ 227,321 $ 229,786 $ 320,477 S PECIAL REVENUE FUNDS Landscape&Lighting Districts 375,619 396,379 641,518 432,862 633,929 TOTAL SPECIAL REVENUE $ 375,619 $ 396,379 $ 641,518 $ 432,862 $ 633,929 TOTAL DEPT EXPENDITURES $4,966,904 $4,933,139 $5,284,189 $4,981,080 $5,436,760 C-78 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PUBLIC WORKS DEPARTMENT STAFFING Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 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 I/II 1.00 0.90 0.90 0.90 Office Specialist II/I1I 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 1.00 1.00 Parks Maintenance Worker MIMI 6.00 6.00 5.90 5.00 Street Maintenance Manager 1.00 1.00 1.00 1.00 Street Maintenance Lead 1.00 1.00 1.00 1.00 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 Total FTEs 21.75 21.65 21.55 20.65 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 92 92 92 92 Maintenance Workers 2,080 2,040 2,000 - Total Annual Hours 2,172 2,132 2,092 92 C-79 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT dp , o" C-80 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. 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 2012/13. Public Works has seen an increase in utility companies choosing to undertake capital improvement projects due to favorable construction costs during the economic slowdown, resulting in steady encroachment permit revenue, and projected to continue for the FY 2012/13 budget. The$140,000 of projected CIP reimbursements for General Engineering staff time associated with grant funded capital improvement projects was originally budgeted for receipt in FY 2010/11, but later revised to be received over several years during the life of the projects, continuing into FY 2012/13. General Engineering operating expenditures reflect consistent service levels through most of the program. 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 connected with the Neighborhood Traffic Safety Task Force requests. The remaining expenses are for office support, landscape assessment services, and VTA Congestion Management fees. C-81 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 100,804 86,057 90,000 93,726 91,800 Charge for Services - - - - - Other Sources - 12,237 70,000 9,096 77,763 Pass-Through Accounts - - - - - TOTAL REVENUES $ 100,804 $ 98,294 $ 160,000 $ 102,822 $ 169,563 EXPENDITURES Salaries and Benefits 291,555 293,376 299,498 303,421 299,918 Operating Expenditures Materials&Supplies 2,170 1,992 2,000 1,594 2,000 Fees& Charges 24,098 23,146 25,104 22,784 25,204 Consultants& Contract Services 68,908 60,565 54,500 47,759 54,500 Meetings,Events& Training 31 249 250 247 400 Total Operating Expenditures 95,208 85,952 81,854 72,384 82,104 Fixed Assets - - - - - Internal Service Charges 88,859 86,283 93,598 93,599 89,603 TOTAL EXPENDrl'URES $ 475,622 $ 465,610 $ 474,950 $ 469,404 $ 471,625 FY 2012/13 OBJECTIVES Document Imaging Project - General Engineering staff will continue to facilitate this CIP project to transfer hard copy documents, maps, and project files into electronic imaging format which will better serve the public and City by enhancing access to City information. Capital Improvement Program Oversight-Several new General Engineering projects were funded in the Capital Improvement Plan this fiscal year: • Arroyo de Arguello Outfall Repair: This project will cost approximately$70,000 and will pay for the replacement of a 36-inch rusted corrugated metal storm drain outfall pipe to prevent the erosion of creek banks in that location. • Parker Ranch Retaining Walls: This project will cost approximately $40,000 and will pay for the replacement of failing horizontal boards on the wall located at Parker Ranch, and the extension of the wall located on Vista Arroyo Court to prevent erosion. • Quarry Property Park and Trail Master Plan: This project will cost approximately $300,000 and will pay for the development of a Trail Master Plan and the clearing and securing of certain sections of the park to prevent injury and to allow for limited access. C-82 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING KEY SERVICES Capital Improvement Projects • Provide plans, specifications, estimates and right-of-way plans, coordinate consultants, and administer contracts • Design and manage Capital Improvement Plan projects, including street repaving and resurfacing: curb, gutter, sidewalk, and drainage improvements • Provide administrative and engineering support services for park improvement projects Traffic Engineering • 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 Infrastructure Oversight and Outreach • Provide assistance and information to the public regarding engineering services • Review requests and issue encroachment permits to residents and utility companies • Review requests and issue heavy load permits GENERAL ENGINEERING STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 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 UR 0.50 0.45 0.45 0.45 Office Specialist 11/111 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - Parks Maintenance Specialist - - - Parks Maintenance Worker 1/111/111 - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker UII/III - - - Total FTEs 2.10 2.05 2.05 2.05 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - C-83 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT GENERAL ENGINEERING 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. To effectively manage City traffic issues. a. Resolve traffic issues within one year of notification: Information 900/0 90% 90% no t available 2. To effectively manage encroachments within the City's right-of-way. a. Issue encroachment permits for residential projects within Aformation 100% 95% 95% 3 weeks of receipt of application: notavailable 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of traffic calming projects completed: Information 10 15 12 notavailable 2 Number of encroachment permits issued: Information 150 150 150 no t available 3 Number of oversizepernuts issued: btformation 12 12 20 notavailable 3 Number of contracts executed: 16 12 12 12 C-84 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. Services include reviewing plans and specifications, subdivision maps, lot line adjustments, certificates of compliance, and controlling encroachments in the public right-of-way connected to private developments. This program seeks to fully recover the costs of providing 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 portion that is outsourced flows through deposit accounts on the balance sheet, and is therefore not recognized in the Development Engineering budget as a revenue or expense. The downturn in the economy continues to impact private development, and is reflected in projected revenues for FY 2012/13. Budgeted operational expenses for FY 2012/13 are consistent with prior years and limited to office supplies, GIS services, and internal service charges. C-85 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING GENERAL FUND REVENUES AND EXPENDr11 RES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovemmental Revenues - - - - - Fees,Licenses and Pemuts 18,374 2,782 1,000 500 1,000 Charge for Services 58,996 174,384 65,500 106,599 60,500 Other Sources - - - - - TOTAL REVENUES $ 77,370 $ 177,166 $ 66,500 $ 107,099 $ 61,500 EXPENDITURES Salaries and Benefits 141,012 151,072 154,476 153,390 154,769 Operating Expenditures Materials&Supplies 344 335 250 236 250 Fees& Charges 58 7 25 28 25 Consultants& Contract Services 65,241 2,500 4,700 1,495 4,700 Meetings,Events& Training - - - - - Total Operating Expenditures 65,643 2,842 4,975 1,759 4,975 Fixed Assets - - - - - Intemal Service Charges 32,082 33,504 36,449 36,449 40,769 TOTAL EXPENDITURES $ 238,737 $ 187,417 $ 195,900 $ 191,598 $ 200,513 FY 2012/13 OBJECTIVES GIS Development Interface- Staff will continue to implement this project during FY 2012/13 to transfer development information and history to electronic format with graphical user interface. The resumption in contracting with Santa Clara County for GIS services will allow for updates to the City's GIS base map for the first time in five years. C-86 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 DEVELOPMENT ENGINEERING STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 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 VII - - - - Office Specialist I1/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker 1/111/111 - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker 1/11/111 - - - - Total FTE's 0.95 0.95 0.95 0.95 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 92 92 92 92 Maintenance Workers - - - - Total Annual Hours 92 92 92 92 C-87 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT DEVELOPMENT ENGINEERING 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. To ensure private development projects are constructed according to City standards. a. Percentage of development applications reviewed within Ifo-at7on 90% 90% 90% 30 days: not available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1. Number of development applications processed: hfonnation 15 20 25 no t available 2. Number of lot line adjustments processed: 2 2 2 2 C-88 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES The Environmental Services program was established effective FY 2007/08 with the closure of the Environmental Services Special Revenue Fund, which was closed as a result of the elimination of solid waste surcharge revenues under the new waste management franchise agreement that went into effect in March 2007. With this new agreement,the Environmental Fund no longer had specific funding for these activities; however, the loss of the revenue surcharge was offset by an increase in franchise fees, which is accounted for in the General Fund. Therefore, this Environmental Services program was opened in the General Fund to account for the staff positions, activities, and expenses related to administering the City's Solid Waste program, promoting environmental services available to City of Saratoga residents, advocating Green Business practices, and ensuring the City complies with the State's environmental requirements. BUDGET OVERVIEW Environmental Services revenue comes from Assembly Bill 939 fees as part of the Integrated Waste Management Act. Enacted in 1989,AB 939 required local governments to prepare, adopt, implement, and maintain plans to reduce waste disposal in landfills. The law required that the integrated waste management plans include provisions for the proper disposal of household hazardous waste. Household hazardous waste includes materials such as pesticides, paints,pool cleaning chemicals, fluorescent lamps, and other materials that are prohibited from being disposed of in landfills. The bill also allowed 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 AB 939 fee for Fiscal Year 2012/13 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 collection is intended fund household hazardous waste collection services for a minimum of 4% of households from each of the jurisdictions in the County. Cities must pay for the added cost of use, if more than 4% of their population uses the Household Hazardous Waste Collection Program. $50,000 is set aside in FY 2012/13 for this purpose. Other program expenses are comprised of staff time and costs associated with environmental programs and regulatory requirements. Notable expenditures include $190,000 for the Santa Clara Valley Non- Point Source and West Valley Non-Point Source program fees, $34,000 for West Valley Solid Waste Joint Powers Agreement(JPA) dues, $$35,000 for West Valley Sanitation District's storm drain cleaning, and$100,000 for Street Sweeping. C-89 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes: Franchise Fees - - - - 163,954 IntergovernmentalRevenues 22,101 24,110 21,000 23,571 175,863 Fees,Licenses and Pemuts - - - - - Charge for Services - - - - - Other Sources - - - - - Pass-Through Accounts - - - - - TOTAL REVENUES $ 22,101 $ 24,110 $ 21,000 $ 23,571 $ 339,817 EXPENDHI RFS Salaries and Benefits 120,929 118,915 126,674 120,500 124,728 Operating Expenditures Materials& Supplies - - - 9,768 - Fees& Charges 183,262 203,185 224,000 223,454 223,300 Consultants& Contract Services 158,543 158,734 175,400 174,258 252,400 Meetings,Events& Training - - - - - Total Operating Expenditures 341,805 361,919 399,400 407,480 475,700 Fixed Assets - - - - - Internal Service Charges 16,517 15,536 17,512 17,512 23,651 TOTAL EXPENDITURES $ 479,250 $ 496,370 $ 543,586 $ 545,492 $ 624,079 FY 2012/13 OBJECTIVES City Recycling- This project will work to increase outreach to the public to provide greater awareness about recycling and continue the installation of recycling containers at key locations throughout the City. Clean Water Program - The Cities of Saratoga, Campbell, Monte Sereno, and the Town of Los Gatos work collectively through this program which assists with compliance and implementation of the Regional NPDES (National Pollution Discharge Elimination System) Stormwater Permit. This includes permit administration, public outreach, code compliance, attendance at local Stormwater meetings, and assistance with the City's Annual Report submitted to the Regional Water Board. C-90 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES KEY SERVICES • Provide street sweeping services for the City's streets and parking lots • Coordinate Non-Point Source activities with the City's and Joint Powers Associations' programs • Participate in the West Valley Solid Waste Joint Powers Authority to provide waste management collection service 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 e-waste recycling and household hazardous waste programs • Provide storm drain cleaning ENVIRONMENTAL SERVICES STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 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 FII 0.50 0.45 0.45 0.45 Office Specialist II/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker MIMI - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker FIFIII - - - - Total FTE's 1.00 0.95 0.95 0.95 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - C-91 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ENVIRONMENTAL SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Provide effective oversight ofwaste collection and recycling programs a. Percentage of complaints resolved: Information 100% 100% 100% notavailable 2. Meet requirements ofthe Non-Point Source Pollution Prevention Permit specified for City staff.• a. Percentage of regional meetings attended: Information 900/0 90% 900/0 no t available b. Percentage of required reports completed and submitted Af°"nalio n 100% 100% 100% by deadline: no t available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of solid waste collection service complaints received Afo—alio n 15 9 90 and resolved: no t available 2 Miles of streets swept per month: btformation 275 275 25 not available 3 Number of individuals participating in creek clean-up event: 48 48 30 2 C-92 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. 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 In FY 2007/08, the Street budget went through significant structural changes. Many of the expenditures now included in the Streets & Storm Drain budget were previously budgeted in other programs, whereas capital expenditures for street resurfacing that had sometimes appeared in the Streets General Fund budget are now included in the capital improvement budget. Additionally, beginning in FY 2008/09, signage, striping services, and street material supplies directly connected to street resurfacing capital projects are funded through the capital improvement budget. Approximately 50,000 square feet of paving is planned for FY 2012/13. Resurfacing contracts and related expenses such as traffic signal repairs and weed abatement services were realigned to the Capital Improvement street maintenance budget,however staffing costs for contract oversight remain in the Street and Storm Drain Maintenance. The remainder of the operating budget provides for basic operational expenses and internal service charges. C-93 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS ■ GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services 43,576 2,156 - 2,912 12,568 Other Sources 3,874 9,404 - - - TOTAL REVENUES $ 47,450 $ 11,560 $ - $ 2,912 $ 12,568 EXPENDITURES Salaries and Benefits 833,364 853,213 852,102 842,782 851,744 Operating Expenditures Materials&Supplies 8,464 8,435 8,550 7,724 8,550 Fees& Charges 24,726 22,398 17,500 21,700 22,500 Consultants& Contract Services 100,398 45,457 51,500 38,016 51,500 Meetings,Events& Training 5,691 3,396 5,100 2,905 5,100 Total Operating Expenditures 139,278 79,686 82,650 70,345 87,650 Fixed Assets - - - - - Intemal Service Charges 267,532 250,101 273,500 273,499 328,773 TOTAL EXPENDITURES $1,240,174 $1,182,999 $1,208,252 $1,186,626 $1,268,167 FY 2012/13 OBJECTIVES Pavement Management Program Update- Every few years, Public Works receives a grant through the Metropolitan Transportation Commission 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. A previous survey in 2007 indicated an overall rating of 74 out of 100 for Saratoga streets. 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 4h among cities in Santa Clara County,which the department will strive to maintain. Capital Improvement Project Oversight - A new Street and Storm Drain project was funded in the Capital Improvement Plan this fiscal year: • Quito Road/ Paseo Olivos Storm Drain: This project will cost approximately $40,000 and will fund the installment of two storm drains and the replacement of 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. C-94 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS KEY SERVICES • Perform all maintenance work on city roadways (145 miles), storm drains (45 miles), sidewalks (15 miles), and bridges (20) • Provide springtime 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 • Maintain signage replacement program for approximately 15,000 signs within City limits • 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 Art & Wine Festival,the Mustard Faire,the 4th of July event, and the Annual Village Tree Lighting STREET&STORM DRAIN STAFF Full Time Equivalents(FTE)* 2009/10 2010/11 2011/12 2012/13 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 1/11 - - - - Office Specialist II/HI 0.40 0.40 0.40 0.40 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker 1/11/1111 - - - - Street Maintenance Manager 0.95 0.95 0.95 0.95 Street Maintenance Lead 1.00 1.00 1.00 1.00 Street Maintenance Specialist 1.00 1.00 1.00 1.00 Street Maintenance Worker 1/11/111 3.75 3.75 3.75 3.75 Total FTE's 7.60 7.60 7.60 7.60 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - C-95 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT STREETS&STORM DRAINS 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. To provide safe and functional roadway systems throughout the City. a. Pavement Condition Index(out of 100 total points): lnfonnation 72 76 76 no t available b. Percentage of potholes repaired within 24 hours of bfonnation 100% 100% 100% no t available notification: 2. To ensure storm drains operate according to design and function optimally. a. Storm drains cleaned and maintained to function properly Af°"nation 1,300 1,300 1,300 and avert damage from major storm events no t available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of signs installed and replaced: baformation 500 800 800 notavailable 2 Tons of asphalt used to pave City streets: 7,000 8,000 8,000 8,000 C-96 CITY OF SARATOGA PUBLIC WoRKs DEPARTMENT PARKS & LANDSCAPE MAINTENANCE With the purpose of realigning functions into consolidated program budgets, the Parks & Landscape Maintenance program under the current structure combines several prior year's programs: Parks and Open Space; Median and Parkways; and portions of the Environmental Funds and Gas Tax Fund budgets. The focus of the Parks & Landscape Maintenance program is to provide attractive, well maintained, and water efficient landscaping through the management and maintenance of the City's parks, trails, open spaces, landscaped medians and islands, and City facilities. This Parks & Landscape Maintenance program manages the City's parks, trails, and open spaces to provide safe, clean, and well-maintained recreation facilities for residents and visitors. The Parks & Landscape Maintenance Division is responsible for maintaining 13 parks and open space areas throughout the City. BUDGET OVERVIEW Budgeted revenues for this program include field use fees from sport user groups and administrative fees from Landscape & Lighting Districts for staffing oversight, engineering, legal fees and maintenance. Revenues and expenses from the City's tree replanting project were eliminated from this operating program in FY 2007/08, and moved to a Capital Improvement Plan project as a dedicated funding source for the City's Tree Replanting Program and associated improvements. With two maintenance worker retirements in FY 2011/12, the FY 2012/13 budgeted operating expenditures reflects the elimination of a temporary maintenance worker hired to replace one retirement, and the elimination of the other staff position with landscape contract services for maintenance of the Library and Civic Center grounds. There are additional contract service increases in parks monthly landscape and park bathroom janitorial services, trail maintenance, and general repairs and maintenance. With a review of internal services allocations, additional charges were expensed to this program to reflect more proportional risk and equipment appropriations. C-97 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE ■ GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services 135,057 160,678 166,021 166,015 167,120 Other Sources - - 6,200 7,068 1,200 Rental Income 120,801 118,120 123,342 177,993 123,342 TOTAL REVENUES $ 255,858 $ 278,799 $ 295,563 $ 351,076 $ 291,662 EXPENDrITURES Salaries and Benefits 1,043,681 1,083,713 1,080,869 975,678 906,723 Operating Expenditures Materials&Supplies 57,581 67,011 69,070 62,577 69,070 Fees& Charges 224,701 218,712 193,450 237,935 205,970 Consultants& Contract Services 330,086 355,171 367,360 366,031 416,300 Meetings,Events& Training 1,761 1,423 2,000 3,177 - Total Operating Expenditures 614,128 642,318 631,880 669,721 691,340 Fixed Assets - - - - - Internal Service Charges 262,309 262,035 279,913 279,914 319,908 TOTAL EXPENDITURES $1,920,118 $1,988,066 $1,992,662 $1,925,312 $1,917,971 FY 2012/13 OBJECTIVES Water Efficiency-The Parks and Landscape Maintenance Division will further its efforts to upgrade the City's irrigation system to increase water efficiency through plant selection, soil management, and irrigation methods. Capital Improvement Project Oversight-A new Park& Landscape Maintenance project was funded in the Capital Improvement Plan this fiscal year: • Fruitvale Avenue Median Improvements: Staff will prepare landscaping plans for this project, expected to cost approximately $140,000, of which $90,000 will be funded by West Valley College and the other$50,000 from the City's Gas Tax Revenue. This is a joint median beautification project 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. C-98 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 PARKS AND LANDSCAPE MAINTENANCE STAFF Full Time Equivalents(FTE)* 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Public Works Director 0.20 0.20 0.20 0.20 Assistant/Associate Engineer - - - - Administrative Analyst VII - - - - Office Specialist II/III 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 1.00 1.00 Parks Maintenance Worker MIMI 5.75 5.75 5.65 4.75 Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III - - - - Total FTE's 9.40 9.40 9.30 8.40 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers 2,080 2,040 2,000 - Total Annual Hours 2,080 2,040 2,000 - C-99 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT PARKS&LANDSCAPE MAINTENANCE 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Ensure parks playground equipment isfunctional and in safe operating condition. a. Percentage of parks with playground equipment 7nfonnation 100% 100% 100% inspected annually: no t available 2. Ensure the City's park and trail facilities are well maintained and functional. a. Percentage of reports of needed park maintenance bzformation 100% 100% 100% receiving response within 48 hours: no t available b. Percentage of reports of needed trail maintenance ]formation 100% 100% 100% receiving response within 48 hours: notavailable 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget ­ I Number of sport user group agreements: 12 12 12 12 2 Total acres of City parks maintained: 7nfonnation 61 61 125 not available 3 Total number of new trees planted in City parks: kformation 25 30 30 no t available C- 100 CITY OF SARATOGA PUBLIC WORKs DEPARTMENT VEHICLE & EQUIPMENT MAINTENANCE The Vehicle & Equipment Maintenance Fund was opened as an Internal Service Fund effective with the FY 2007/08 budget 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 $215,000 to offset the ongoing increases in expenses over the last several years. Current year's expenditures reflect a $5,000 increase in vehicle and equipment fuel, and slightly higher internal service charges for other support funds. C- 101 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT ■ VEHICLE&EQUIPMENT MAINTENANCE SOURCE AND USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 56,656 54,258 42,817 42,817 23,031 Total Beginning Fund Balance $ 56,656 $ 54,258 $ 42,817 $ 42,817 $ 23,031 Revenues Fees,Licenses and Permits - - - - Charge for Services - - - - - Other Sources - - - - - hlternal Service Charges 208,000 200,000 200,000 200,000 215,000 TOTAL REVENUES $ 208,000 $ 200,000 $ 200,000 $ 200,000 $ 215,000 Operating Transfers In Transfer In - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 264,656 $ 254,258 $ 242,817 $ 242,817 $ 238,031 USE OF FUNDS EXPENDITURES Salaries and Benefits 73,498 76,250 76,124 74,689 76,251 Operating Expenditures Materials&Supplies 57,659 64,408 56,500 69,815 61,500 Fees& Charges 5,494 5,660 6,000 5,361 6,000 Consultant& Contract Service: 36,257 27,739 40,000 31,224 40,000 Meetings& Training - - - - - Fixed Assets - - - - - Internal Service Charges 37,491 37,384 38,697 38,697 41,726 Total Expenditures $ 210,398 $ 211,441 $ 217,321 $ 219,786 $ 225,477 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 54,258 42,817 25,496 23,031 12,554 Total Ending Fund Balance $ 54,258 $ 42,817 $ 25,496 $ 23,031 $ 12,554 TOTAL USE OF FUNDS $ 264,656 $ 254,258 $ 242,817 $ 242,817 $ 238,031 C- 102 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE FY 2012/13 OBJECTIVES 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 VEHICLE&EQUIPMENT MAINTENANCE STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Public Works Director - - - - Senior Civil Engineer - - - - Assistant/Associate Engineer - - - - Administrative Analyst FII - - - - Office Specialist II/HI 0.10 0.10 0.10 0.10 Parks Maintenance Manager 0.05 0.05 0.05 0.05 Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker MIMI 0.25 0.25 0.25 0.25 Street Maintenance Manager 0.05 0.05 0.05 0.05 Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker FII/III 0.25 0.25 0.25 0.25 Total FTE's 0.70 0.70 0.70 0.70 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - C- 103 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT VEHICLE&EQUIPMENT MAINTENANCE 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. To provide safe and functional vehicles and equipment for City use while also reducing overall fleet cost over time. a. Percentage of fleet vehicles receiving annual safety &zfo"nation 100% 100% 100% inspections: no t available b. Percentage of fleet vehicles receiving annual preventative 61fo""ation 100% 100% 100% no t available maintenance: 2. To reduce the City vehicle fleet's contribution to greenhouse gas emissions by reductions and/orpurchase of alternative fuel vehicles. a. Percentage of City vehicle fleet using alternate fuels kfo"nation 20% 20% 17% (including hybrid vehicles): not available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of vehicles maintained 32 27 27 23 2 Number of oil changes performed per year: hfo"n atio n 31 50 46 no t available 3 Number ofrequired smog checks performed per year: hnfo"nation 14 13 13 not available C- 104 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. 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 is using 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 most often be made without severely impacting the ongoing operating budget. BUDGET OVERVIEW With the economic downturn, annual funding for the replacement fund was cut. The FY 2012/13 revenue budget consists of$100,000 of allocated service chargebacks to department programs with vehicles and equipment on the replacement schedule. Prior year's funding is used to fund the planned vehicle and equipment replacement expenditures for this year, as shown in the replacement schedule on following pages. Also included on the schedule is the cost for an upgrade to the loader/backhoe. An examination by a heavy equipment mechanic determined that the loader/backhoe was still in pretty good condition, and with an upgrade would continue to meet EPA requirements for limited use. This upgrade is expected to keep the machine in good shape for the next 10 years. There is no staffing assigned to this function as this program operates purely as a funding set-aside for vehicle and equipment replacements. C- 105 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND SOURCE AND USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 153,214 236,229 331,373 331,373 437,088 Total Beginning Fund Balance $ 153,214 $ 236,229 $ 331,373 $ 331,373 $ 437,088 Revenues Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - 15,715 - Internal Service Charges 110,000 100,000 100,000 100,000 100,000 Total Revenues $ 110,000 $ 100,000 $ 100,000 $ 115,715 $ 100,000 Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 263,214 $ 336,229 $ 431,373 $ 447,088 $ 537,088 USE OF FUNDS EXPENDITURES Operating]expenditures Materials&Supplies - - - - - Fees& Charges - - - - - Consultant& Contract Service: - - - - - Meetings,Events& Training - - - - - Fixed Assets 26,985 4,856 10,000 10,000 95,000 Internal Service Charges - - - - - Total Expenditures $ 26,98.5 $ 4,856 $ 10,000 $ 10,000 $ 95,000 Operating Transfers Transfers Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending FundBalance Unassigned 236,229 331,373 421,373 437,088 442,088 Total Ending FundBalance $ 236,229 $ 331,373 $ 421,373 $ 437,088 $ 442,088 TOTAL USE OF FUNDS $ 263,214 $ 336,229 $ 431,373 $ 447,088 $ 537,088 C- 106 CITY OF SARATOGA PUBLIC`VORKS DEPARTMENT EQUIPMENT REPLACEMENT FUND FY 2012/13 OBJECTIVES Vehicle Replacement—Purchase replacement vehicles and equipment in accordance with the FY 2012/13 replacement schedule. Vehicle Extensions —Upgrade Loader/Backhoe to meet EPA requirements to extend life of asset for an additional 10 years. 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 2012/13 VEHICLE& EQUIPMENT REPLACEMENT SCBEDULE Current Yr Current Asset Estimated Program Asset # Purch Vehicle /Equipment Life Assigned Cost Equipment Parks 2003 ExMarx60"Mower 10 15,000 Special Use Vehicles Streets 2012 Loader/Grinder 15 65,000 Streets 1998 Loader/Backhoe Upgrade 10 15,000 $ 95,000 C- 107 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT dp , o" c- 108 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 seventeen are funded solely by benefit assessments. Districts funded with property tax all 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 the property tax funding alone was not sufficient, the three Districts that have benefit assessment revenues in addition to property tax revenues approved a benefit assessment 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 In FY 2007/08, the Landscape & Lighting District budget was restructured. In prior years, expenses included staffing costs within each District for time spent on operational maintenance and oversight. These costs are now accounted for as part of the administrative service fees and the costs included within the Operating Transfers Out charges from each District. This change eliminated the duplication of total staffing and benefits costs in the City's Total Fund Financial Summaries. Assessment levels reflect the continued practice of building fund balance levels for 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. C- 109 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE chi LIGHTING DISTRICTS SOURCE AND USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adopted Actuals Adopted S OURCE OF FUNDS Beginning Fund Balance Unassigned 359,916 440,389 504,123 504,123 562,502 Total Beginning Fund Balance $359,916 $440,389 $ 504,123 $504,123 $ 562,502 Revenues Property Taxes 186,006 180,234 176,100 184,242 172,550 L&LAssessments 266,609 276,724 308,149 304,840 290,539 Other Sources 3,477 3,155 2,145 2,159 1,645 Total Revenues $456,092 $460,113 $ 486,394 $491,241 $ 464,734 Operating Transfers In Transfer in from General Fund - - - - - Transfer in from L&L Funds - - - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $816,008 $900,502 $ 990,516 $995,364 $1,027,236 USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures Materials&Supplies 426 - - - - Fees& Charges 231,497 259,465 275,390 267,278 275,945 Consultant& Contract Sery 143,696 136,915 366,128 165,585 357,984 Total Operating Expenditures 375,619 396,379 641,518 432,862 633,929 Total Expenditures $375,619 $396,379 $ 641,518 $432,862 $ 633,929 Operating Transfers Out Transfers Out to General Fund - - - - - Transfers Out to Other Funds - - - - - Total Operating Transfers Out $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 440,389 504,123 348,998 562,502 393,307 Total Ending FundBalance $440,389 $504,123 $ 348,998 $562,502 $ 393,307 TOTAL USE OF FUNDS $816,008 $900,502 $ 990,516 $995,364 $1,027,236 C- 110 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT LANDSCAPE chi LIGHTING DISTRICT FY 2012/13 OBJECTIVES 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. FY2012/13 Annual District Assessments Number of Parcel Total Total Zone# Assessment District Parcels Assessment Assessment Property Tax Lighting Districts 231 Village Lighting District - - - 58,550 232 Azule LightingDistrict 120 - - 24,500 233 Sarahills Lighting District 64 99.33 6,357 - Landscape Districts 241 Arroyo de Saratoga Landscape District 250 67.56 16,890 - 242 Bonnet Way Landscape District 41 127.27 5,218 - 243 Carnelian Glen 20 188.20 3,764 - 244 Cunningham/Glasgow Landscape District 31 224.45 6,958 - 245 Fredericksburg Landscape District 85 60.51 5,143 600 246 Greenbriar Landscape District 176 115.64 20,352 4,800 247 Kerwin Ranch Landscape District 16 695.38 11,126 - 248 Leutar Court Landscape District 9 397.44 3,577 - 249 Manor Drive Landscape District 29 82.90 2,404 3,150 251 McCartysville Landscape District 48 286.44 13,749 - 252 Prides Crossing Landscape District 864 55.91 48,309 - 253 Saratoga Legends Landscape District 15 624.47 9,367 - 254 Sunland Park Landscape District 200 79.12 15,823 - 255 Tricia Woods Landscape District 9 284.67 2,562 - Landscape&Lighting Districts 271 Beauchamps Landscape District 55 167.22 9,197 - 272 Bellgrove Landscape&Lighting District 94 747.65 70,279 - 273 Gateway Landscape&Lighting District 11 1,310.91 14,420 - 274 Horseshoe Landscape&Lighting District 52 211.33 10,989 - 275 Quito Lighting District 698 - - 47,000 276 Tollgate Landscape&Lighting District 61 169.26 10,325 - 277 Village Commercial Landscape District 132 - - 33,950 278 Brookglen Landscape&Lighting Dist 92 78.84 31730 - 3,172 $290,539 $172,550 C- 111 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT dp , o" C- 112 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW RECREATION & FACILITIES DEPARTMENT The Recreation & Facilities Department contributes to the quality of life in Saratoga through a wide variety of diverse activities 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. While there is a paradox between the two interests, 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. BUDGET OVERVIEW The Department's FY 2012/13 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%). Recreation revenues grew slightly, with some corresponding expenditure increases for instructor services. In FY 2012/13, a retirement will prompt a staff restructuring to increase an Office Specialist III position from .90 FTE back to a full 1.0 FTE, and reduce a 1.0 FTE Office Specialist II position to .75 FTE, for a net decrease of .15 FTE. The restructuring will include a shift in hourly coverage time to better support the department's functions. An additional .05 FTE of the Director position is reassigned 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, as 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. C- 113 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taves - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits 9,600 6,530 10,150 5,777 6,500 Charge for Services 598,641 649,954 665,400 611,321 684,500 Rental Income 235,846 225,787 237,960 235,579 262,900 Other Sources 89 84 - 60 - TOTAL REVENUES $ 844,176 $ 882,355 $ 913,510 $ 852,736 $ 953,900 EXPENDITURES Salaries and Benefits 603,495 658,494 669,414 645,755 695,714 Operating Expenditures Materials&Supplies 18,331 13,493 20,995 14,234 22,275 Fees& Charges 20,957 16,160 17,265 16,566 20,380 Consultants& Contract Services 347,651 402,084 394,840 356,282 411,150 Meetings,Events& Training 1,156 1,625 2,100 402 2,300 Total Operating Expenditures 388,094 433,363 435,200 387,485 456,105 Fined Assets - - - - 70 - Internal Service Charges 231,060 230,295 236,258 236,258 244,325 TOTAL EXPENDITURES $1,222,649 $1,322,152 $1,340,872 $1,269,497 $1,396,144 TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Recreation Services 882,491 945,962 937,113 900,930 70 981,588 Teen Services 58,496 66,461 67,785 67,859 72,611 Facility Rentals 281,662 309,728 335,974 300,708 341,945 TOTAL GENERAL FUNDS $1,222,649 $1,322,152 $1,340,872 $1,269,497 `$1,396,144 INTERNAL SERVICES FUNDS Building Maintenance 715,486 726,653 742,761 732,592 767,229 TOTAL INTERNAL SERVICES $ 715,486 $ 726,653 $ 742,761 $ 732,592 $ 767,229 TOTAL EXPENDITURES $1,938,135 $2,048,805 $2,083,633 $2,002,090 $2,163,373 C- 114 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT f MEW RECREATION&FACILITIES DEPARTMENT STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 1.00 1.00 0.80 0.75 Senior Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Supervisor 1.00 1.00 1.00 1.00 Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist UJU 1.75 1.90 1.90 1.75 Facility Maintenance Supervisor 1.00 1.00 1.00 1.00 Facility Maintenance Lead 1.00 1.00 1.00 1.00 Facility Maintenance Worker VIPHI 2.00 2.00 2.00 2.00 Total FTFs 9.35 9.50 9.30 9.10 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,200 1,362 1,500 1,500 Recreation Leaders 2,034 2,667 500 500 Total Annual Hours 3,234 4,029 2,000 2,000 The departmental FTE schedule above includes both General Fund and Internal Fund staffing within this department. 25 percent of the Recreation&Facilities Director's FTE is funded and assigned to the Risk Liability program in the Non-Departmental section,and is therefore not reflected in the department total above. C- 115 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW r � r F C- 116 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW RECREATION SERVICES Recreation Services plans, organizes, schedules, promotes, supervises, and evaluates over 1,600 classes and activities per year. This includes managing approximately 100 independent contractors, and offering over 13,000 hours of activities at 18 different parks and facilities, holding a holiday camp, planning 12 excursions and trips per year, conducting quarterly e-mail promotional campaigns, and publishing a three- time-per-year recreation program brochure that is mailed to all residents and non-resident users. Recreation Services also provides a preschool program five days a week; works cooperatively with Redwood Middle School and Saratoga High School for use of their facilities for Department programs; and provides Health and Wellness and Arts and Enrichment programs with classes, workshops, demonstrations, and activities. BUDGET OVERVIEW The Recreation Services 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. For FY 2012/13,revenues include a net of$83,000 in excursion fees, $596,000 from classes and special program fees, and $6,500 from advertisements in the Recreation Guide. Camp fees were eliminated by contracting out summer camp services that were previously provided by City staff, thereby changing the revenue categorization from camp revenues to class fees. Of note, is the addition of the Saratoga School of Dance program and additional class space from the Saratoga Prospect Center Friendship Hall facility has provided revenue growth over the last several years, even throughout this economic downturn. Ongoing expenditures in the Recreation Services budget include $325,000 for instructors, $60,000 for excursions, $5,400 for materials and supplies, $18,000 for recreation brochure printing, $14,00 for mailing costs, $15,000 for credit card fees, $1,000 for off-site facility rentals, and $5,500 for the Recreation Department's RecTrac system support. 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. Staffing costs will reflect a change in FY 2012/13. With a retirement, a restructuring will increase an Office Specialist III position from a .90 FTE back to a full 1.0 FTE, and reduce an Office Specialist 11 from a 1.0 FTE to a .75 FTE position, with a shift in hourly coverage time to better support the department's functions. The budget savings from the restructuring will also enable the City Manager's Executive Assistant to return to full time status. C- 117 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits 9,600 6,530 10,150 5,777 F 6,500 Charge for Services 593,437 645,751 660,000 608,623 679,000 Rentallncome - - - - - Other Sources - - - - - TOTAL REVENUES $ 603,037 $ 652,281 $ 670,150 $ 614,400 $ 685,500 EXPENDr1`URFS r Salaries and Benefits 423,202 446,200 431,594 441,254 456,366 Operating Expenditures Materials&Supplies 17,420 12,186 19,100 12,985 r 19,400 Fees& Charges 20,957 16,160 17,265 16,553 19,580 Consultants& Contract Services 346,852 401,449 393,500 356,282 408,500 Meetings,Events& Training 1,156 527 1,900 102 1,900 Total Operating Expenditures 386,385 430,322 431,765 385,922 449,380 Fixed Assets - - - - - Internal Service Charges 72,904 69,440 73,754 73,754 75,842 TOTAL EXPENDITURES $ 882,491 $ 945,962 $ 937,113 $ 900,930 $ 981,588 FY 2012/13 OBJECTIVES Quality of Life-The Recreation Department strives to improve the quality of Saratoga life by providing high quality, safe, affordable, and enjoyable activities that are convenient for residents and help to create community. Staff plans a continuing audit and assessment of activities in FY 2012/13 to determine the community's desire for class offerings,inadvertent class duplication, and/or gaps in services. Economic Vitality - Recreation strives to contribute to the economic vitality of the community by creating a desirable environment for businesses to locate and by providing residents an opportunity to conduct revenue generating events, activities, and contract classes. With the goal of"better not bigger," staff plans to: 1) actively recruit service providers, solicit partnerships, and develop collaborations; 2) conduct activities that serve the needs of the residents of Saratoga based on the assessment of services; and 3) encourage economic development by providing facility space and promotional assistance to recreation service providers. Public Safety Partnerships-The Recreation Department acts as a partner in the public safety of Saratoga residents by offering safe and secure places and positive choice activities for the youth of the community. Staff will seek collaborations to assist in providing increased and improved after-school and school-break activities that contribute to the developmental assets of the youth and middle school students. C- 118 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES Saratoga Prospect Center Programs - With the availability of the Prospect Center Friendship Hall and Grace building, staff's goals are to: 1) diversify select Recreation Service activities at the site to increase convenience to the neighborhood; 2) accommodate overflow from the Community Center; and 3)increase exposure to the facility in order to promote rentals. KEY SERVICES • Plan, organize, schedule, promote, supervise, and evaluate program classes, activities, and events for all ages • Publish a recreation activity guide 3 times a year • Provide approximately 1,600 classes, holiday camps, and 12 excursions per year • Provide a 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.40 0.40 0.35 0.35 Senior Recreation Supervisor 0.90 0.90 0.90 0.90 Recreation Supervisor 0.75 0.75 0.75 0.75 Facility Coordinator - - - - Office Specialist IUIII 1.50 1.65 1.65 1.50 Facility Maintenance Supervisor - - - - Facility Maintenance Lead - - - - Facility Maintenance Worker MIMI - - - - Total FIE s 3.55 3.70 3.65 3.50 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders 2,034 2,034 500 500 Total Annual Hours 2,034 2,034 500 500 C- 119 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT RECREATION SERVICES 2009/10 2010/11 2011/12 2012/13 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: 1443 1662 1612 1700 b. Percentage of recreation class participants which agreed "r°„”°r'°" 95% 100% 100% recreation activities contribute to healthy lifestyle and no t available 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 oflife for children, teens,adults,and families. a. Number of independent instructors providing quality 108 95 79 100 recreation activities: b. Saratoga"households"using online registration software 17% 22% 18% 20% to register for recreation activites: c. Percentage of recreation class participants which agreed Ifo—ati°" activities met or exceeded expectations: nota"ailable 95% 100% 100% 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of recreation activity hours offered: 10,681 13,172 13,000 14,000 2 Number of participant registrations: 7,605 6,135 6,000 6,100 C- 120 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW TEEN SERVICES The Teen Services program includes the Youth Commission that the City Council established in 1988 to play a key role in all City-sponsored programs for Teens in Saratoga. The Teen Services staff and Youth Commission work together to: sponsor high school-aged concerts; administer the Youth Commission training; provide oversight to the saratogateen.com website; 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 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 develop leadership skills to train future community leaders. BUDGET OVERVIEW The FY 2012/13 Teen Services budget reflects minimal staffing as the program is primarily limited to the Youth Commission program. Revenues for the Teen Services program come from Youth Commission generated dances,concerts, and lectures. 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. Operating expenses are minimal for this program, limited to a small amount of materials and supplies and printing costs, and remain at prior year levels. C- 121 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES ■ GENERAL FUND REVENUES AND EXPENDI'T'URES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services 5,205 4,203 5,400 2,698 5,500 Other Sources 89 84 - 60 - TOTAL REVENUES $ 5,294 $ 4,287 $ 5,400 $ 2,758 $ 5,500 EXPENDI'T'URES Salaries and Benefits 47,069 54,404 55,965 56,791 61,376 Operating Expenditures Materials&Supplies 423 435 775 156 775 Fees& Charges - - - 7 - Consultants& Contract Services - - 140 - 150 Meetings,Events& Training - 1,098 - - - Total Operating Expenditures 423 1,533 915 163 $ 925 Fixed Assets - - - - - Internal Service Charges 11,004 10,524 10,905 10,905 10,310 TOTAL EXPENDITURES $ 58,496 $ 66,461 $ 67,785 $ 67,859 $ 72,611 FY 2012/13 OBJECTIVES Collaboration —The Teen Services program will collaborate with the neighboring Monte Sereno and Los Gatos' Youth Commissions during FY 2012/13 in sponsoring special events for local teens. Expansion in Representation —Teen Services will increase efforts to reach out to young Saratogans; to bring a wider representation of schools to Youth Commission sponsored events. C- 122 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 by participating in Project Cornerstone Activities • Evaluate and assess the needs of local teens to determine new programming • Provide supervision and oversight of teen volunteer opportunities TEEN SERVICES STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.10 0.10 0.10 Senior Recreation Supervisor 0.05 0.05 0.05 0.05 Recreation Supervisor 0.25 0.25 0.25 0.25 Facility Coordinator - - - - Office Specialist II/111 - - - - Facility Maintenance Supervisor - - - - Facility Maintenance Lead - - - - Facility Maintenance Worker 1/11/111 - - - - Total FTE's 0.40 0.40 0.40 0.40 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders - - - - Total Annual Hours - - - C- 123 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT TEEN SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Partner with the community to improve the quality oflife for teens. a. Percentage of time Recreation staff member attends Youth Information 100% 100% 100% Commission meetings: no t available b. Percentage of teens in satisfaction survey which agree Information 95% 100% 100% recreation activities met or exceeded expectations in not available improving quality of life: c. Provide teen volunteer opportunity hours: Information 145 700 700 no t available 2. Promote healthy lifestyles and personal growth through organized recreation activities. a. Percentage of teens participating in satisfaction survey Aformation 95% 1000/0 100% which agreed recreational activities contributed to not available healthy lifestyle and personal growth: b. Practice and contribute to"Developmental Assets" for Information 95% 100% 100% teens as measured by survey: notavailable 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of teen-age volunteer service hours offered: Information 145 700 700 no t available 2 Numberof teen-age volunteers supervised: bifonna"°n 24 14 11 not available C- 124 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW FACILITY RENTALS The Facility Rentals program provides the community with facilities for private individuals,non-profit, or profit-based groups to use for receptions, parties, events, meetings, workshops, or other activities. The Facility Rental Program reflects only those revenues and expenditures related to the cost of renting and operating City facilities. BUDGET OVERVIEW Revenues for this program are expected to bring in about $100,000 for Community Center rentals, another $10,000 for Senior Center rentals, and $8,000 for the Warner Hutton House. The Civic Center Theater will bring in approximately$55,000 and the Saratoga Prospect Center buildings another $65,000. 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. The Community Garden Plot at El Quito Park another $3,400, and 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 in this program as the need for facility attendants to supervise activities at the Saratoga Prospect Center increases. Direct costs for this program are minimal, with $5,000 budgeted for operational supplies. Another $800 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. C- 125 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ FACILITY RENTALS GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Rental Income 235,846 225,787 237,960 235,579 262,900 Pass-Through Accounts - - - - - TOTAL REVENUES S 235,846 $ 225,787 $ 237,960 S 235,579 $ 262,900 EXPENDITURES Salaries and Benefits 133,224 157,889 181,855 147,709 177,972 Operating Expenditures Materials&Supplies 488 872 1,120 1,093 2,100 Fees& Charges - - - 7 800 Consultants& Contract Services 799 636 1,200 - 2,500 Meetings,Events& Training - - 200 300 400 Total Operating Expenditures 1,287 1,507 2,520 1,400 5,800 Building Maint Projects - - - - - Fixed Assets - - - - - Internal Service Charges 147,152 150,332 151,599 151,599 158,173 TOTAL EXPENDITURES $ 281,662 $ 309,728 $ 335,974 $ 300,708 $ 341,945 FY 2012/1/13 OBJECTIVES Saratoga Prospect Center Building Rentals - With the availability of the Saratoga Prospect Center Friendship Hall building, staff will focus on increasing exposure of the facility in order to promote rentals. Place to Recreate-The Recreation Department's goal is to create community and improve the quality of life in Saratoga by providing high quality, safe, affordable, clean, and enjoyable facilities that are convenient to residents for meetings,parties,receptions, and gatherings. C- 126 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS KEY SERVICES • Provide pleasant and clean facilities for use by the general public • Provide pleasant and clean facilities for use for key City services(e.g.meetings) • Support tenant needs in the leased buildings • Provide affordable and safe venues for community use at the Saratoga Community Center, Senior Center, and Prospect Center facilities FACILITY RE(\1TALS STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.10 0.10 0.10 0.05 Senior Recreation Supervisor 0.05 0.05 0.05 0.05 Recreation Supervisor - - - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/1II 0.25 0.25 0.25 0.25 Facility Maintenance Supervisor - - - 0.10 Facility Maintenance Lead 0.10 0.10 0.10 0.10 Facility Maintenance Worker 1/11/III 0.15 0.15 0.15 0.40 Total FTE's 1.25 1.25 1.25 1.55 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,200 1,200 1,500 1,500 Recreation Leaders - - - - Total Annual Hours 1,200 1,200 1,500 1,500 C- 127 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT FACILITY RENTALS ■ 2009/10 2010/11 2011/12 2012/13 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 7nfornation 95% 100% 100% visitors who felt their visit to the facility was clean, not available- comfortable, vailablecomfortable,and safe: c. Percentage of customers which agreed facilities met or baformation 95% 100% 100% exceeded expectations: not available 2. Provide safe,functional,and attractive City buildings far the provision of City services. a. Percentage of surveyed visitors which agreed the facility 7nfornation 95% 100% 100% was clean,comfortable,and safe: no t available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of facility rental applications processed: Information 451 394 450 no t available 2 Number of fee-based and no-charge(for City meetings, Information 23,366 8,322 10,000 events,etc.)facility rental hours for public use: not available 3 Average dollars per receipt: >nfornation $382 $420 $420 no t available C- 128 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT ■ MEW BUILDING MAINTENANCE FUND Building Maintenance provides services to ensure City facilities are 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. 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 maintenance services are also on a schedule, which includes items such as painting, roof maintenance, pest control, emergency generator, 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 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, as well as the revenues earned from charging back to the departments. With five years of history-based data on the actual expenses, minor revisions are included in the FY 2012/13 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. Planned facility improvement projects are located in the Capital Improvement Plan. C- 129 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND ■ SOURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 208,841 202,569 208,518 208,518 200,925 Total Beginning Fund Balance $ 208,841 $ 202,569 $ 208,518 $ 208,518 $ 200,925 Revenues Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - Other Sources 5,214 - - - - Internal Service Charges 704,000 732,601 725,000 725,000 750,000 Total Revenues $ 709,214 $ 732,601 $ 725,000 $ 725,000 $ 750,000 Operating Transfers In Transfer In from General Fund - - - - - Transfer In fromLibrary Deposit - - Total Operating Transfers In $ - $ - $ - $ - $ - TOTAL S OURCE OF FUNDS $ 918,055 $ 935,170 $ 933,518 $ 933,518 $ 950,925 USE OF FUNDS Expenditures Salaries and Benefits 419,273 440,885 440,106 441,563 437,302 Operating Expenditures Materials&Supplies 40,337 34,007 33,790 37,101 38,140 Fees& Charges 135,778 116,589 124,000 116,827 119,100 Consultant& Contract Service,, 60,180 76,815 79,900 72,703 100,000 Meetings,Events& Training 414 132 600 32 600 Building Maint Projects - - - - - Fixed Assets - - - - - Internal Service Charges 59,504 58,225 64,365 64,365 72,087 Total Expenditures $ 715,486 $ 726,653 $ 742,761 $ 732,592 $ 767,229 Operating Transfers Transfer Out to General Fund - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending FundBalance Unassigned 202,569 208,518 190,757 200,925 183,696 Total Ending Fund Balance $ 202,569 $ 208,518 $ 190,757 $ 200,925 $ 183,696 TOTAL USE OF FUNDS $ 918,055 $ 935,170 $ 933,518 $ 933,518 $ 950,925 C- 130 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND FY 2012/13 OBJECTIVES Facility Improvement Project Management — Facility staff will oversee services to undertake the planned facility improvement projects for FY 2012/13. These include installing ADA compliant signage in all City facilities, design and construction projects for ADA compliant reception counters at Recreation, Public Works, and Planning through a CDBG funded grant; a new facility access control system (door lock system) at Saratoga Prospect Center; as well as emergency repairs and improvements, and smaller ongoing energy savings projects. Library Building Repairs—Staff will work with Santa Clara County Library staff to finalize bond funded building improvements to the Library. Improvements are expected to be completed in the Summer of 2012. KEY SERVICES • Provide buildings that are clean, safe, and usable for the general public and employees • Maintain facilities on a regular schedule to provide efficient and cost effective maintenance BUILDING MAINTENANCE STAFF Full Time Equivalents(FTE) 2008/09 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.20 0.20 0.25 0.25 Senior Recreation Supervisor - - - - - Recreation Supervisor - - - - - Facility Coordinator - - - - - Office Specialist II/III - - - - - Facility Maintenance Supervisor 1.00 1.00 1.00 1.00 0.90 Facility Maintenance Lead 0.90 0.90 0.90 0.90 0.90 Facility Maintenance Worker UII/IH 1.85 1.85 1.85 1.85 1.60 Total FTE's 3.95 3.95 3.95 4.00 3.65 2008/09 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded Funded Facility Attendents - - - - - Recreation Leaders - - - - - Total Annual Hours - - - - - C- 131 CITY OF SARATOGA RECREATION&FACILITIES DEPARTMENT BUILDING MAINTENANCE FUND 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Provide safe,functional,and attractive City buildings for the enjoyment ofthe public and to house the provision of City services. a. Percentage of surveyed visitors who agreed the facility kf°""at'°" 900/0 95% 100% was clean,comfortable,and safe: no t available 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% 1000/0 100% 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. 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of work orders received: 2,631 3,292 3,300 3,300 2 Number of work orders completed: 2,615 3,249 3,270 3,275 C- 132 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 (Sheriff's Office), and receives fire protection and emergency services from the Santa Clara County (SCC) Fire District. 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,by determining outstanding needs, creating awareness, and educating City staff about their emergency response duties. The Emergency Preparedness Program is supported by SCC Fire 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. C- 133 City of Saratoga Public Safety Department ■ GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 231,366 198,368 182,000 209,955 192,000 Fees,Licenses and Permits - - - - - Charge for Services 17,914 21,993 18,000 16,687 15,000 Other Sources 320,272 440,892 537,802 467,487 241,025 TOTAL REVENUES $ 569,552 $ 661,253 $ 737,802 $ 694,129 $ 448,025 EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials&Supplies 5,104 5,934 5,500 14,400 16,840 Fees& Charges 28,342 35,056 39,605 36,659 42,338 Consultants& Contract Services 4,304,997 4,416,320 4,270,695 4,237,249 4,330,785 Meetings,Events& Training 155 169 300 209 300 Total Operating Expenditures 4,338,598 4,457,479 4,316,100 4,288,517 4,390,263 Fixed Assets - - - 11,336 - Intemal Service Charges 10,180 10,260 10,260 10,260 10,200 TOTAL EXPENDITURES $4,348,778 $4,467,738 $4,326,360 $4,310,113 $4,400,463 DEPARTMENTAL EXPENDITURES BYPROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Public Safety Services $ 4,313,632 $ 4,423,899 $ 4,278,195 $ 4,241,260 $ 4,336,785 Emergency Preparedness 35,146 43,840 48,165 68,854 63,678 GENERAL FUND PROGRAMS $4,348,778 $4,467,738 $4,326,360 $4,310,113 $4,400,463 C- 134 City of Saratoga Public Safety Department PUBLIC SAFETY SERVICES The City of Saratoga contracts for law enforcement services with the Santa Clara County Sheriff's Office. As the City's limited revenue base restricts the community's service levels to minimal public safety services, the City entered into a 10-year contract with the County Sheriff's Office in September, 2004 to provide basic patrol, traffic, and law enforcement services. With additional Supplemental Law Enforcement Services Fund (SLESF) funding available in FY 2005/06, an enhancement to the contract funded 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 enhance 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 will be maintained at a high level around priority times and locations such as schools. The City also contracts with San Jose Animal Care and Services Division (SJACS) for field response, licensing, and shelter services, including 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 Public Safety Program funding comes primarily from General Fund tax revenue; however additional revenues are 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, and is therefore included in FY 2012/13 revenues. The SLESF grant funds a School Resource Officer position for Public Safety. An additional $80,000 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 $250,000 for the year, and another $15,000 is expected from the SJ 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 Ca1PERS rates added on to this. Years of escalating Ca1PERS increases and decreasing revenues from the economic downturn resulted in annual increases which far exceeded the City's ability to continue funding the contract at the same service level. With some minor reductions in service, a restructuring of how services are billed, and County negotiated personnel cost reductions, the Sheriff's Office was able to decrease the contract amount in FY 2011/12,which continues to minimize the impact into FY 2012/13. Budgeted Public Safety expenditures also include minor operational costs for data ticket forms and supplies and county administrative fees for parking tickets. The Cal-ID program,run by the City of San C- 135 City of Saratoga Public Safety Department PUBLIC SAFETY SERVICES Jose, provides fingerprint identification services. The City 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. The Cal-ID contract was therefore renegotiated to a usage formula lowering the annual cost from over $31,000 to $487 for the year. Thereafter, the City rejoined the program. FY 2012/13 is budgeted at approximately the same cost. The Public Safety Program also includes an Animal Control Services contract with the City of San Jose. The 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, or 2) the total of the rise in San Jose Animal Control Officers for the prior three years. Effective July 1, 2007, the contract increased by the total comp growth of 6.75%, and on July 1, 2010 increased again by the prior three year's total comp growth of 6.75%. The new annual rate effective for FY 2010/11 through FY 2012/13 is set at$176,631. 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 Animal Care & Services Division staff. The City of Saratoga is limited to oversight and coordination functions only. GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 231,366 198,368 182,000 200,255 192,000 Fees,Licenses and Permits - - - - - Charge for Services 17,914 21,993 18,000 16,687 15,000 Other Sources 320,272 440,892 537,802 467,487 241,025 TOTAL REVENUES $ 569,552 $ 661,253 $ 737,802 $ 684,430 $ 448,025 EXPENDITURES Operating Expenditures Materials&Supplies - - 500 - - Fees& Charges 8,636 7,579 7,000 4,011 6,000 Consultants& Contract Services 4,304,997 4,416,320 4,270,695 4,237,249 4,330,785 Meetings,Events& Training - - - - - Total Operating Expenditures 4,313,632 4,423,899 4,278,195 4,241,260 4,336,785 Internal Service Charges - - - - - TOTAL EXPENDITURES $4,313,632 $4,423,899 $4,278,195 $4,241,260 $4,336,785 C- 136 City of Saratoga Public Safety Department PUBLIC SAFETY SERVICES FY 2012/13 OBJECTIVES Traffic Enforcement—Continue to focus traffic enforcement efforts near Saratoga schools in an effort to ease congestion and continue traffic calming. A newly trained traffic enforcement deputy came on duty in January 2012 due to the recent retirement of a seasoned traffic deputy. School Resource Officer- Newly assigned SRO Deputy will become acquainted with school administration, staff, and children for all Saratoga schools, elementary through High School, and will provide educational services and programs 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 C- 137 City of Saratoga Public Safety Department PUBLIC SAFETY SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Provide Public Safety services to the community in an effort to protect life and property,while doing so in a responsive and professional manner. a. Priority I calls (serious emergency and public hazard): 62 63 58 58 b. Priority II calls (immediate response,but non-emergency): 2,901 2,930 2,858 2,900 c. Priority III calls (non-emergency): 2,357 2,390 1,925 1,900 2. Provide Public Safety Response to the needs of the community in a timely,professional manner. Meet or exceed the service goals. a. Average response to Priority I calls for service: 4.12 min 4.01 min 3.98 min 4.03 min b. Average response to Priority H calls for service: 6.34 min 6.24 min 7.15 min 6.80 min c. Average response to Priority 11 calls for service: 10.28 min 10.16 min 10.48 min 10.50 min 3. Provide responsible community programs to assist residents in understanding and assisting in protection oftheir neighborhood and property. a. Prepare and provide city staff with weekly reports of crime 98% 100% 100% 100% activity in the city: b. Provide monthly reports to staff and commissions: 99% 100% 100% 100% c. Provide community with weekly reports on city website: kf°""ation 100% 100% 100% no t available 4. Assure that the Sheriffs Office is responsive to the needs of the community by documenting and providing responsive turnaround for 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 2009/10 2010/11 2011/12 2012/13 Activitv and Workload Highlights Actual Actual Estimated Budget 1 Radio calls for service received in the city: 13,158 13,200 11,200 10,675 2 Total number of crime reports taken: 2,140 2,000 1,050 1,050 3 Total number of collision reports taken: 308 350 250 260 4 Total number of cases filed with the DA for prosecution: 1,100 1,200 950 950 5 Total number of cases assigned to Detectives: 2,331 2,480 2,100 2,175 6 Neighborhood Watch meetings presented: 3 3 3 4 7 Participation in Community Events: 22 20 15 23 C- 138 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 disasters. To prepare for this responsibility, City staff work in conjunction with the Sheriff's Office and Santa Clara County (SCC) Fire Districts to plan and prepare for emergency situations. The City Emergency Operations Plan is reviewed annually and the document is updated as needed. An annual exercise is held to train staff in the activities associated with the Emergency Operations Center (EOC). Community Emergency Response Team (CERT) classes are offered through the Recreation Department with instructors from SCC Fire. The Saratoga Emergency Preparedness Committee, made up of personnel from SCC Fire, the Sheriff's Office, SCC Office of Emergency Services, and the City's Mayor, City Manager, and other City staff meet once each year to discuss the City's preparedness activities and confirm that Saratoga remains in compliance with State and Federal requirements for training and planning. To increase self-sufficiency in the communities, SCC Fire provides Saratoga and its neighboring cities of Monte Sereno and Los Gatos with a full-time Emergency Preparedness Coordinator to train City staff and community members on emergency preparedness. The Emergency Preparedness Coordinator develops the City's Emergency Operations Plan and checklists; assists with the formation of an EOC, trains City staff and the community in emergency preparedness; and plans and supervises drills and exercises. BUDGET OVERVIEW Funding for operational Emergency Preparedness expenses come from General Fund revenues. The Emergency Management Plan Grant (EMPG) is no longer available to the City for this program, and the CERT grant funding that was received in prior years is now managed at the County level. Expenditures for this program are minimal as staffing for the Emergency Preparedness Coordinator managing this program is provided and fully funded by Santa Clara County Fire, and there are only a few operational costs associated with this program. Approximately $4,500 per year is available 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 contribution of$28,800 is budgeted for the City's portion of 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. The City's allocation for the SVRIA system maintenance cost is included in the SVRIA pro-rate cost allocation formula. Another $5,000 is set aside each year 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 of Community Emergency Response Team(CERT)volunteer training program. C- 139 City of Saratoga Public Safety Department EMERGENCY PREPAREDNESS GENERAL FOND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - 9,700 - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Pass-Through Accounts - - - - - TOTAL REVENUES $ - $ - $ - $ 9,700 $ - EXPENDITURES Operating Expenditures Materials&Supplies 5,104 5,934 5,000 14,400 16,840 Fees& Charges 19,707 27,477 32,605 32,648 36,338 Consultants& Contract Services - - - - - Meetings,Events& Training 155 169 300 209 300 Total Operating Expenditures 24,966 33,580 37,905 47,257 53,478 Fixed Assets - - - 11,336 r' - Internal Service Charges 10,180 10,260 10,260 10,260 10,200 TOTAL EXPENDITURES $ 35,146 $ 43,840 $ 48,165 $ 68,854 $ 63,678 FY 2012/13 OBJECTIVES Large Animal Relocation — The City is in process of an annexation 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 will result in the need for a Temporary Relocation Plan for these animals in the event of a disaster. Disaster Management Plan Development — Additional annexes 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. C- 140 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 C- 141 City of Saratoga Public Safety Department EMERGENCY PREPAREDNESS 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Develop emergency readiness ofCity staff'and 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 Yes Yes Yes Yes and EOC functions: 2. Maintain the City's Emergency Operations Center in a state of readiness: a. EOC radios,emergency telephones,and computers Yes Yes Yes Yes available and periodically tested to ensure emergency communication needs: b. Prepare,test,and revise emergency response and Yes Yes Yes Yes recovery 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 Yes Yes Yes Yes management trends : 4. Ensure inter-agency/multi-agency coordination and communication for disasterplanning and responses: a. Inter-agency technology and emergency equipment Yes Yes Yes Yes tested and maintained: b. Staff attends emergency management meetings and Yes Yes Yes Yes training programs: 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights IKL— 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: 1 2 2 1 3 Number of CERT training courses offered per year: 1 2 2 4 C- 142 CITY OF SARATOGA NON DEPARTMENTAL NON-DEPARTMENTAL The Non-Departmental Section is a collection of programs which are independent of City services and support functions. This collection includes the General Administration program, Legal Services, the Community Grants and Events funding programs, Workers Compensation Insurance program, the Risk Management/Liability program, and the 2001 Bond Debt Service Fund. In past years, the Library Capital Maintenance and the KSAR Trust Funds were accounted for in this section. These are all considered non- departmental as the programs represent functions outside of established service operations. The Non-Departmental section represents non-operational receipts and general expenses (such as tax revenues, interest, retiree and unemployment expenses, assessment taxes, and audit recovery fees) citywide insurance (Liability Insurance and Workers Compensation), contracted legal services, grant funding to outside agencies, debt service funding for the City's 2001 General Obligation Bond to rebuild the City's Library, and two Trust Funds. One Trust Fund accounts for the Library 2001 Series Bond's remaining funds for capital improvement uses on the library building, and the other Trust Fund accounts for Community Access Television Foundation's PEG fee funds. BUDGET OVERVIEW 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 (such as retiree insurance premiums, business license and sales tax audit fees, and assessment taxes.) The Legal Services program represents attorney time and expenses provided to the City from external firms. Community Grants and Community Events are funding programs for city allocations to external agencies and non-profit groups. As Non-Departmental programs are typically extraneous to administrative support or departmental service operations, staffing is limited to oversight of the two insurance programs: Risk Management/Liability and Workers Comp. These programs are structured as Internal Service Funds to properly charge back centralized expenses to departments. Staffing for these programs are represented in the insurance programs for funding purposes, but are included in the Administrative Services Department's budget as the home department for Workers Comp, and the Recreation & Facilities Department for Liability in the FTE summaries to represent departmental oversight rather than funding. The GO Bond 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 - to be paid off 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 Debt program was closed, and a 2011 GO Bond Debt program was established. C- 143 CITY OF SARATOGA NON DEPARTMENTAL In past years, there were two Trust Funds. The Library Improvement Fund which accounted for the remaining GO Bond proceeds which were restricted for building improvements was closed in FY 2010/11 with the transfer of the remaining funds to a capital project. The building's final improvements included various projects such as upgrades to the roof 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. GENERAL FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes 11,372,636 11,470,869 11,264,050 11,916,209 11,686,475 Intergovernmental Revenues 104,420 162,269 95,000 21,299 6,000 Fees,Licenses and Permits - - - - - Charge for Services - 30 - - - Interest Income 97,044 63,883 60,000 44,731 55,100 Rental Income 87,615 94,994 94,000 95,075 94,940 Other Sources 3,782 2,447 20,654 23,754 1,000 TOTAL REVENUES $11,665,496 $11,794,492 $11,533,704 $12,101,067 $11,843,515 Operating Transfers In 325,842 224,550 205,222 205,222 106,000 TOTAL REVENUE&TRANSFERS I $11,991,338 $12,019,042 $11,738,926 $12,306,289 $11,949,515 EXPENDITURES Salaries and Benefits 14,335 202,091 120,000 31,508 324,885 Operating Expenditures Materials&Supplies 31,749 20,425 31,650 14,419 31,250 Fees& Charges 7,672 15,309 52,800 36,080 41,600 Consultant& Contract Services 293,855 379,187 345,200 267,918 326,500 Meetings,Events& Training - - 1,000 800 800 Community Grants&Events 203,758 165,915 156,434 116,203 127,856 Total Operating Expenditures 537,034 580,837 587,084 435,420 528,006 Fixed Assets - - - - - Internal Service Charges 329,343 335,432 340,474 340,474 355,946 TOTAL EXPENDITURES $ 880,712 $ 1,118,359 $ 1,047,558 $ 807,403 $ 1,208,837 Operating Transfers Out 650,000 876,983 280,000 280,000 735,000 TOTAL EXP&TRANSFERS OUT $ 1,530,712 $ 1,995,342 $ 1,327,558 $ 1,087,403 $ 1,943,837 C- 144 CITY OF SARATOGA NON DEPARTMENTAL TOTAL NON-DEPARTMENTAL EXPENDITURES BY PROGRAM 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Administration 441,285 593,948 586,809 431,480 778,603 Legal Services 235,669 358,496 304,315 259,720 302,378 Community Grants 188,356 156,476 141,434 109,459 107,856 Community Events 15,402 9,439 15,000 6,744 20,000 TOTAL GENERAL FUND $ 880,712 $ 1,118,359 $ 1,047,558 $ 807,403 $ 1,208,837 INTERNAL SERVICES FUNDS Risk Management 217,366 359,670 403,631 393,756 489,249 Workers Compensation 202,136 196,454 233,035 211,425 284,684 TOTAL INTERNAL SERVICES $ 419,502 $ 556,124 $ 636,666 $ 605,181 $ 773,933 DEBT SERVICE FUNDS General Obligation Bond 1,015,276 1,014,876 1,047,556 13,375,558 869,285 TOTAL DEBT SERVICE FUNDS $ 1,015,276 $ 1,014,876 $ 1,047,556 $13,375,558 $ 869,285 TRUST FUNDS Library Capital Improvement Fund 5,458 - - - - KSAR 15 Trust Fund 47,465 128,416 - - - TOTAL TRUST FUNDS $ 52,923 $ 128,416 $ - $ - $ - TOTAL DEPT EXPENDITURES $ 2,368,413 $ 2,817,775 $ 2,731,780 $14,788,142 $ 2,852,055 TRANSFERS OUT General Fund 650,000 876,983 280,000 280,000 735,000 Internal Service Funds - 25,000 - - - Trust Funds 405 351,360 - - - TOTAL TRANSFERS OUT $ 650,405 $ 1,253,343 $ 280,000 $ 280,000 $ 735,000 TOTAL EXP&TRANSFERS OUT $ 3,018,818 $ 4,071,118 $ 3,011,780 $15,068,142 $ 3,587,055 C- 145 CITY OF SARATOGA NON DEPARTMENTAL NON-DEPARTMENTAL STAFFING Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.20 0.20 0.25 Human Resources Manager 0.05 0.05 0.05 0.10 Total FTEs 0.25 0.25 0.25 0.35 2009/10 2010/11 2011/12 2012/13 Temporary Staff Hours Funded Funded Funded Funded HR Specialists - 200 200 - Total Annual Hours - 200 200 - C- 146 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 fund citywide general expenses and internal service charges for general use areas or non-departmental functions. BUDGET OVERVIEW The FY 2012/13 budgeted General Fund tax revenues reflect a small increase overall. Homes are beginning to sell more quickly and above asking price in some areas. Transfer tax revenue is increasing, and countywide foreclosures resulting from the economic recession are impacting the City's property tax revenues less and less, lending support to the perception that the economy is stabilizing. Sales Tax revenues are also coming in higher than the prior year, and are expected to increase next year according to the City's sales tax auditors. Business License Taxes, which are a combination of regular business taxes and the supplemental license tax based on building construction permits, are expected to remain relatively flat, as is the Construction Tax. Transient Occupancy Tax receipts are also supporting the perception that the economy is improving as receipts increased in FY 2011/12. Franchise Fee Taxes are expected to remain flat however as revenue increases are restricted to the City's proportion of fee increases without expectations for measurable growth in usage. On a less optimistic note, interest income continues to be at historic lows; the City's investments are limited to the LAIF investment pool which is at the lowest rates in their 34 year history. Hovering under 1% since July of 2009, interest income is expected to remain low during FY 2012/13. The General Administration program represents non-service functions, and as such, there are no staffing, objectives, or key services assigned to this program. 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. C- 147 CITY OF SARATOGA NON DEPARTMENTAL GENERAL ADMINISTRATION GINII2AL FUND REVENUES AND EXPENDPI'URES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes Property Tax 8,194,364 8,026,659 7,979,050 8,279,947 8,191,975 Sales Tax 954,574 990,579 1,025,000 1,100,489 1,095,000 Transient Occupancy Tax 144,151 184,362 150,000 205,421 175,000 Business License Tax 303,990 310,273 305,000 313,984 290,000 Other Taxes 111,899 137,865 110,000 163,979 115,000 Franchise Tax 1,663,657 1,821,131 1,695,000 1,852,390 1,819,500 Intergovernmental Revenues 104,420 162,269 95,000 21,299 6,000 Fees,Licenses and Permits - - - - - Charge for Services - - - - - Interest Income 97,044 63,883 60,000 44,731 55,100 Rental Income 87,615 94,994 94,000 95,075 94,940 Other Sources 3,782 2,447 20,000 23,108 1,000 TOTAL REVENUES $11,665,496 $11,794,462 $11,533,050 $12,100,422 $11,843,515 Operating Transfers In 325,842 224,550 205,222 205,222 106,000 TOTAL REV&TRANSFERS IN $11,991,338 $12,019,012 $11,738,272 $12,305,644 $11,949,515 EXPENDITURES Salaries and Benefits 14,335 202,091 120,000 31,508 324,885 Operating Expenditures Materials&Supplies 31,713 18,755 31,150 13,119 30,750 Fees& Charges 6,292 15,154 51,800 36,080 41,600 Consultant& Contract Services 61,365 24,332 45,200 11,313 26,500 Meetings& Training - - - 800 800 Total Operating Expenditures 99,370 58,241 128,150 61,312 99,650 Fixed Assets - - - - - Internal Service Charges 327,580 333,617 338,659 338,659 354,068 TOTAL EXPENDITURES $ 441,285 $ 593,948 $ 586,809 $ 431,480 $ 778,603 Operating Transfers Out 650,000 876,983 280,000 280,000 735,000 TOTAL EXP&TRANSFERS OUT $ 1,091,285 $ 1,470,931 $ 866,809 $ 711,480 $ 1,513,603 C- 148 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. The City also utilizes the Wittwer&Parkins LLP firm for land use/development attorney services as needed. 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. Additional 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. BUDGET OVERVIEW The FY 2012/13 budget does not include revenues, however legal services reimbursements may occur if the City provides legal representation, such as in development lawsuits. Applicants who have development applications in process under the deposit fee development process reimburse the City for 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 may also spend time updating the City's General Plan,which is 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. C- 149 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES GENERAL FUND REVENUES AND EXPENDH URES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Pernnits - - - - - Charge for Services - 30 - - - Other Sources - - - - - TOTAL REVENUES $ - $ 30 $ - $ - - EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials&Supplies 36 1,670 500 1,300 500 Fees& Charges 1,379 155 1,000 - - Consultant& Contract Service 232,490 354,856 300,000 256,605 300,000 Meetings& Training - - 1,000 - - Total Operating Expenditures 233,906 356,681 302,500 257,905 300,500 Fixed Assets - - - - - Internal Service Charges 1,763 1,815 1,815 1,815 1,878 TOTAL EXPENDITURES $ 235,669 S 358,496 $ 304,315 $ 259,720 $ 302,378 FY 2012/13 OBJECTIVES General Plan Update—Assist Community Development staff with Council directed workplan,to include updating the General Plan's Safety Element and Noise Element, to be followed by an update of the Zoning Code as time permits. Risk Management — Work with staff to identify and implement Best Practices to mitigate risk in City operations. Annexations — Prepare legal documents necessary for Council approved annexations of unincorporated islands and recently acquired City property near Hakone Gardens 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 integrate Best Practices for ordinance adoption and recordation procedures. C- 150 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 C- 151 CITY OF SARATOGA NON DEPARTMENTAL LEGAL SERVICES 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual Actual Estimated Budget 1. Review staff'reports,resolutions,and proposed ordinances for compliance with City requirements and applicable laws. a. Number of staff reports and resolutions drafted or hil°"nation 24 22 24 reviewed: no t available b. Number of ordinances drafted or reviewed: Information 6 7 6 notavailable 2. Ensure legal documents protect the City's interests and are in compliance with Federal,State,and City requirements. a. Number of agreements/contracts using standard forms Information 72 75 75 reviewed: no t available b. Number of agreements/contracts using non-standard biformation 4 21 21 forms prepared or reviewed: no t available 3 Reduce legal and financial consequences ofpotential litigation against the City. a. Percentage ofpotential litigation issues resolved prior to Information 90% 85% 90% court action: no t available 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 Number of City Council meetings or study sessions attended: Information 24 23 24 no t available 2 Numberofmulti-agency agreements prepared: Information 2 7 7 not available C- 152 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 allowing for historical funding reference. The City allocates grant funding to local organizations to support the services these groups provide to the Saratoga community, including the Saratoga Chamber of Commerce for business support, the public access television station KSAR 15 for public information broadcasts of council and commission meetings, and the Saratoga Area Senior Coordinating Council (SASCC) for operational support of the Senior Center. The Senior Center provides an assortment of services — such as Blood Pressure Checks, Podiatric Checks, Tax Assistance, Vision Screening, Hearing Tests, Senior Nutrition Programs, Fifty-Five Alive Driving Program, Flu Shots, and other non-cost-recovery services that the senior population finds valuable. In past years, the Community Grant program included funding from both the City and the Federal Community Development Block Grant (CDBG) program's allocation for Human Service grants. In FY 2011/12, Santa Clara County revised the CDBG grant program's funding process to both determine which organization would receive a grant, and to pay the recipients directly. With this change, CDBG Public Service Grants are no longer included in the Community Grants budget. Grant amounts listed reflect City funding provided to service groups and non-profit organizations. On occasion, the City may also contribute in-kind services, such as staff support, rental and permit waivers, sheriff services, or street sweeping. BUDGET OVERVIEW In FY 2011/12, Santa Clara County revised the CDBG grant program's funding process to award and fund grant recipients directly rather than reimburse the Cities for the grant pass-through payments. As a result, CDBG Public Service Grants are no longer budgeted in the Community Grants program, and total grant awards have decreased. With an expectation that in FY 2012/13 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 ($20,000) 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 delivers other types of support to the Saratoga community: West Valley Community Services ($3,250)provides food and housing assistance, and; Catholic Charities Ombudsmen ($3,250) acts as advocates for residents in long-term care facilities. The City also provides ongoing annual funding to support the SASCC senior program and adult day care services, the KSAR community access channel,the Saratoga Chamber of Commerce, and United Way's 211 Call Center. The distribution of grant funding for FY 2012/13 and the three prior years is illustrated in the Grant Schedule on the following pages. C- 153 CITY OF SARATOGA NON DEPARTMENTAL ■ COMMUNITY GRANTS GEMLU FUND REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES $ - $ - $ - $ - $ - EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials&Supplies - - - - - Fees& Charges - - - - - Consultant& Contract Service: - - - - - Meetings& Training - - - - - Community Grants 188,356 156,476 141,434 109,459 107,856 Total Operating Expenditures 188,356 156,476 141,434 109,459 107,856 Fixed Assets - - - - - Internal Service Charges - - - - - TOTAL EXPENDITURES S 188,356 $ 156,476 $ 141,434 $ 109,459 S 107,856 C- 154 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY GRANTS 2009/10 2010/11 2011/12 2012/13 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 KSARCommunityAccess Gant 25,200 23,400 27,600 27,600 Chamber of Commerce Annual Support 11,672 12,024 12,384 12,756 United Way 211 Funding 2,000 2,000 2,000 2,000 Housing Trust of Santa Clara County 25,000 25,000 - - Total Community Service-Ongoing Grants 102,872 101,424 80,984 81,356 Community Service Support Groups-One Time Grants SASCC Adult Daycare Support 8,344 3,938 1,422 20,000 KSAR Media Arts Mentoring Program 4,617 1,313 1,825 - Other Non Profit Organizations Historical Museum Annual Support 4,288 - - - Silicon Valley Wildlife Service Support 4,212 1,275 1,425 - Saratoga Foothill Club 13,500 688 - - Shady Shakespeare Theater Co. 2,500 375 1,375 - West Valley Community Services 15,164 14,913 14,691 3,250 Children's Health Insurance Assistance - - 7,037 - Catholic Charities Ombudsmen Funding 5,000 4,000 4,125 3,250 Total Community Service One-Time Grant 57,625 26,502 31,900 26,500 CDBG Funded Public Service Grants SASCC Adult Daycare Support 27,859 28,550 - - Total CDBG Funded Grants 27,859 28,550 - - Total Grants 188,356 156,476 112,884 107,856 C- 155 CITY OF SARATOGA NON DEPARTMENTAL l� I IP n C- 156 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS The Community Events program was established in the FY 2008/09 budget to consolidate the City's provisions for community events into one program. Community Events are promoted by the City in an effort to build community, though external groups and volunteers are responsible for staffing and organizing most of these events. This support occurs at many different levels, including small events to celebrate days of recognition, such as Memorial Day and Arbor Day, and more festive celebrations, such as the Fourth of July, the Village's Holiday Tree Lighting Ceremony, the Mustard Faire, and the Taste of Saratoga/Art & Wine Festival events. The City also sponsors celebrations to honor segments of the community, and to highlight such occurrences as facility openings or groundbreakings in order to increase awareness of a new or improved community facility and publicly thank supporters and contributors. BUDGET OVERVIEW For FY 2012/13, $20,000 has been set aside toward community events. Funds are used to pay for a variety of expenses associated with City and community events, including food, entertainment,park rental fees, park attendant, permits and licenses, additional sanitary units, security, and other event-related expenses. Council has established the Community Event Program to support Saratoga organizations in their effort to build a stronger sense of community. In past years, the Council has provided funding and in-kind support for events such as: the Mustard Faire to celebrate Saratoga's orchard heritage; the annual tree lighting ceremony to celebrate the start of the holiday season; the Arbor Day celebration, and numerous park and facility ceremonies. More recently, the Council established the Special Event Grant Process which allows event organizers to come before the Council once per year to request community event grants and includes provisions to allow community organizations that were unable to participate in the annual application process to come before the Council throughout the year to request funds. In FY 2011/12, the Council set aside $15,000 toward community events. The City anticipates that development of a formal application process will result in an increase in demand for City funding for events and the Council has consequently increased its budget by $5,000. The City has also established a new streamlined process involving the Special Event Permits, which strives to improve customer service delivery during these times of economic austerity. C- 157 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS ■ GINFRAL FUND REVENUES AND EXPENDTI'URFS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees,Licenses and Pernrits - - - - - Charge for Services - - - - - Other Sources - - 654 645 - TOTAL REVENUES $ - $ - $ 654 $ 645 $ - EXPENDITURES Operating Expenditures Materials&Supplies - - - - - Fees& Charges - - - - - Consultant& Contract Service: - - - - - Meetings& Training - - - - - Community Grants&Events 15,402 9,439 15,000 6,744 20,000 Total Operating Expenditures 15,402 9,439 15,000 6,744 20,000 Fixed Assets - - - - - Internal Service Charges - - - - - TOTAL EXPENDITURES $ 15,402 $ 9,439 $ 15,000 $ 6,744 $ 20,000 C- 158 CITY OF SARATOGA NON DEPARTMENTAL COMMUNITY EVENTS 2009/10 2010/11 2011/12 2012/13 Grants Grants Grants Grants Chamber of Commerce Events Art&Wine Festival 4,258 3,204 - 5,000 Annual Tree Lighting 1,037 140 - - General Community Events Unspecified Event Funding - 1,309 3,462 15,000 Mustard Faire 4,000 4,600 - - Arbor Day Celebration 21 42 - - Fourth of July Event - 100 - - Citywide Garage Sale 5,845 45 - - Chamber of Commerce BBQ 600 - Wildwood Movie Night - - 1,202 - Saratoga Community Band - - 240 - Saratoga Serves Family Picnic - - 3,640 - Odd Fellows Easter Event - - 800 - Facility Opening Events Fellowship Hall Opening 104 - - - Joe's Trail at Saratoga DeAnza Trail Opening - - 56 - KMP Groundbreaking/Opening 138 - - - Total Community Events 15,402 9,439 10,000 20,000 C- 159 CITY OF SARATOGA NON DEPARTMENTAL l� I IP n C- 160 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT / LIABILITY FUND The City is a member of the Association of Bay Area Government (ABAG) insurance pool, 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. In addition, ABAG provides risk management policy guidelines to effectively identify and analyze risks, implement best practices to minimize risks, training, and grant incentives for safety programs. BUDGET OVERVIEW The Risk Management/Liability Fund is an Internal Service Fund program which provides for the cost of the program to be offset with service charge-backs to the departments. The charge-backs allow for the cost of the program to be allocated to the departments in order to more fully recognize operational costs. For FY 2012/13, premium costs are budgeted at $312,000, which represents a $35,000 increase from the prior year's estimated ABAG premium, due primarily to increases in the General Liability premium resulting from a rise in claims. The Administration and Property premiums also increased. As a cost savings, and due to Risk Management policies put into effect by the City's Insurance Joint Powers Agency, the City no longer provide insurance for events sponsored by outside organizations. Instead, outside parties are required to obtain a certificate of insurance naming the City as additionally insured. The FY 2012/13 budget includes three ABAG grants with matching expenditures. The $15,000 Public Safety Grant will be used to improve, update, and bring into compliance critical infrastructure that is considered a hazard that may result in an injury or lawsuit. The exact project(s) will be determined through a meeting of the Risk Management and Safety Committee to examine priorities. The $23,527 Best Practice Framework Grant will be used to improve,update, and bring into best practices compliance City policies, procedures, and ordinances that may otherwise result in an injury or lawsuit. The exact project(s) will also be determined through a meeting of the Risk Management and Safety Committee to examine priorities. A$5,000 Risk Management Training Grant is used for training and conferences, such as the Risk Manager (Public Administration Risk Management Association [PARMA], the Public Risk Management Association [PRIMA] conferences, and Playground Safety training. The Grant also funds the ongoing Associate Risk Management(ARM) certification and testing for the Risk Manager. Additional program expenses include .25 FTE staffing for program administration by the Recreation and Facilities Director and $25,000 for the city-paid portions of minor non-reimbursable claim expenses. If substantial losses should occur, a budget adjustment will be brought to Council. A pass-through liability program solely for reimbursable claim expenses is included in a second pass-through program in this fund. C- 161 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY ■ SUMMARY OF REVENUES AND EXPENDI'T'URES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 202,871 244,561 134,905 134,905 134,757 Total Beginning Fund Balance $ 202,871 $ 244,561 $ 134,905 $ 134,905 $ 134,757 Revenues Taxes - - - - - Intergovemmental Revenues (423) 34,207 52,000 34,318 43,527 Fees,Licenses and Permits 252 - - - - Charge for Services - - - - - Other Sources 9,227 40,807 25,000 18,137 50,000 Internal Service Charges 250,000 200,000 300,000 300,000 375,000 Total Revenues $ 259,056 $ 275,014 $ 377,000 $ 352,455 $ 468,527 TOTAL SOURCE OF FUNDS $ 461,928 $ 519,575 $ 511,905 $ 487,360 $ 603,284 USE OF FUNDS Expenditures Salaries and Benefits 23,673 41,858 44,333 43,634 58,351 Operating Expenditures Materials&Supplies 6,656 32,471 52,000 30,159 43,527 Fees& Charges (21,362) 53,213 45,000 24,710 75,000 Consultant& Contract Services - - - 2,221 - Meetings& Training 470 - - - - Insurance Premiums 207,929 231,831 262,000 251,581 312,000 Fixed Assets - - - - - Internal Service Charges - 298 298 298 371 Total Expenditures $ 217,366 $ 359,670 $ 403,631 $ 352,603 $ 489,249 Operating Transfers Transfer Out - 25,000 - - - Total Operating Transfers $ - $ 25,000 $ - $ - $ - Ending Fund Balance Unassigned 244,561 134,905 108,274 134,757 114,035 Total Ending FundBalance $ 244,561 $ 134,905 $ 108,274 $ 134,757 $ 114,035 TOTAL USE OF FUNDS $ 461,928 $ 519,575 $ 511,905 $ 487,360 $ 603,284 C- 162 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY FY 2012/13 OBJECTIVES Premium Management—In an effort to minimize insurance claims, ABAG offers safety training in areas which produce a high liability risk, such as courses in defensive driving, accident investigation, ADA compliance and contract management. In addition, the City will continue to pursue available training programs and seminars in an effort to emphasize safety and minimize premiums. ABAG Safety Framework Program Grant —Staff will utilize the Safety Framework Grant to establish ordinances, policies, procedures, and create best practice safety standards to improve citywide safety, thereby minimizing risk factors. ABAG Risk Management Training Grant - Staff will utilize grant funding to attend the PRIMA and PARMA Conferences and participate in the ARM testing and certification to augment safety education and improve risk management at city facilities. ABAG Risk Management Program Safety Grant — This grant will fund safety improvements and preventative maintenance at selected City facilities recommended by ABAG consultants, in the effort to reduce liability exposure and limit the number and amount of claims received. KEY SERVICES • Facilitate implementation of risk management best practices to increase public and staff's safety, and reduce the City's liabilities • Facilitate claim processing and reimbursements for the City, in coordination with the staff,the City Manager,and the City Attorney RIS K MANAGEWNT/LIABILITY STAFF Full Time Equivalents(FTE) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director 0.20 0.20 0.20 0.25 Human Resources Manager - - - - Total FTE's 0.20 0.20 0.20 0.25 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Total Annual Hours - - - - C- 163 CITY OF SARATOGA NON DEPARTMENTAL RISK MANAGEMENT/LIABILITY 2009/10 2010/11 2011/12 2012/13 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% 100% 100% Insurance requirements within 48 hours of receipt: b. Number of Liability Claims processed within 48 hours of 1000/0 100% 100% 100% receipt: c. Quarterly City-owned facility inspections conducted: 1000/0 100% 100% 100% 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actual Estimated Budget 1 ABAGrisk management annual goals and objectives --ADA kfonoation 2 6 6 transition plan and Playground imrpovement plans: not available 2 Regular inspections and reporting--streets,sidewalks,urban Ifo—ation 12 12 12 forest,parks,buildings,and equipment: notavailable 3 Number of Liability Claims received: Information 9 15 12 no t available C- 164 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 four public entities that are too small to self-insure independently (City of Saratoga, ABAG, Town of Los Altos Hills, and Town of Ross). 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 tend to be more serious injuries, and provide payments for lost wages for 3 or more days lost from work until full recovery after an injury. 3. Indemnity claims also 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 represents service charge-backs to the departments, based on department experience factors and program operational costs, and a wellness grant of$10,000. Program costs covered in the internal service rates include program staff time, insurance premiums, and $25,000 for potential claim expenses. Approximately$18,600 of staff time is budgeted to account for .10 FTE of the Human Resource Manager position to manage the program functions including workers compensation, safety, wellness, ergonomics, and contracts. Reimbursable ABAG SHARP Wellness Grant expenses are budgeted for $10,000, and $1,000 is available for ergonomic evaluations as required during the year. C- 165 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION SUMMARY OF REVENUES AND EXPENDITURES 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Unassigned 123,033 198,591 224,103 224,103 231,966 Total Beginning Fund Balance $ 123,033 $ 198,591 $ 224,103 $ 224,103 $ 231,966 Revenues Taxes - - - - - Intergovernmental Revenues 10,000 6,666 10,000 4,287 15,000 Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 17,694 300 - - - Internal Service Charges 250,000 215,000 215,000 215,000 240,000 Total Revenues $ 277,694 $ 221,966 $ 225,000 $ 219,287 $ 255,000 TOTAL S OURCE OF FUNDS $ 400,727 $ 420,557 $ 449,103 $ 443,390 $ 486,966 US E OF FUNDS Expenditures Salaries and Benefits 8,711 18,184 16,913 10,395 18,605 Operating Expenditures Materials&Supplies 10,503 8,835 10,000 4,699 15,000 Fees& Charges - - - 3 - Consultant& Contract Servicet 348 981 1,000 619 1,000 Meetings& Training - - - - - Insurance Premiums 182,575 168,332 205,000 195,587 250,000 Operating Expenditures 193,425 178,148 216,000 200,908 266,000 Fixed Assets - - - - - Internal Service Charges - 122 122 122 79 Total Expenditures $ 202,136 $ 196,454 $ 233,035 $ 211,425 $ 284,684 Operating Transfers Transfer Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Unassigned 198,591 224,103 216,068 231,966 202,282 Total Ending Fund Balance $ 198,591 $ 224,103 $ 216,068 $ 231,966 $ 202,282 TOTAL USE OF FUNDS $ 400,727 $ 420,557 $ 449,103 $ 443,390 $ 486,966 C- 166 CITY OF SARATOGA NON DEPARTMENTAL WORKERS COMPENSATION FY 2012/13 OBJECTIVES 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) 2009/10 2010/11 2011/12 2012/13 City Staff Funded Funded Funded Funded Recreation&Facilities Director - - - - Human Resources Manager 0.05 0.05 0.05 0.10 Total FTFs 0.05 0.05 0.05 0.10 2009/10 2010/11 2011/12 2012/13 Temporary Staff Funded Funded Funded Funded HR Specialists - 200 200 - Total Annual Hours - 200 200 - C- 167 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 2009/10 2010/11 2011/12 2012/13 Performance Objectives and Measures Actual 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: 2009/10 2010/11 2011/12 2012/13 Activity and Workload Highlights Actual Actuals Estimated Budget 1 New claims (based on date of claim): 2 4 4 3 2 Closed claims (based on date closed): 2 2 2 6 3 Number of open claims to date(since FY 1998/99): Information 246 246 249 no t available 4 Number of closed claims to date(since FY 1998/99): bifornation 240 240 246 no t available 5 Lost time in full workdays: 275 32 32 0 C- 168 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 and to pay for the issuance costs of the Bonds. 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 submitted 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. This refunding was completed and 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 two 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 are decreased from prior years. The FY 2012/13 revenue budget reflects an estimate of the total bond assessment, which is collected along with Saratoga property owner's annual property taxes. With property values increasing rapidly in prior years, higher than expected assessment revenues were received. Therefore, to reduce the fund balance, the assessed levy is now calculated at slightly under the annual scheduled debt service to reduce the fund balance. Expenditures reflect principal and interest payments, fees for continuing disclosure services, and financial advisor fees for the refunding. C- 169 CITY OF SARATOGA NON DEPARTMENTAL LIBRARY GO BOND DEBT SERVICE A reserve is maintained in this Debt Service Fund to provide for late or non-payments of property tax levies, and to ensure cash is available in the fund for bond payments prior to tax levy receipts. Fund balance is reduced minimally each year,to be fully eliminated at the end of bond debt service in 2031. SOURCE&USEOF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Unassigned 931,360 892,592 850,656 850,656 862,414 Total Beginning Fund Balance $ 931,360 $ 892,592 $ 850,656 $ 850,656 $ 862,414 Revenues N Taxes 971,198 970,258 950,000 930,474 850,000 Other Sources - - - - - Interest 5,311 2,683 3,600 2,104 600 Other Sources - - - 12,454,738 - Total Revenues $ 976,509 $ 972,940 $ 953,600 $13,387,316 $ 850,600 TOTAL S OURCE OF FUNDS $1,907,869 $ 1,865,533 $ 1,804,256 $14,237,972 $1,713,014 USE OF FUNDS Expenditures Operating Expenditures - - - - - Debt Service 1,015,276 1,014,876 1,047,556 13,375,558 869,285 Total Expenditures $1,015,276 $ 1,014,876 $1,047,556 $13,375,558 $ 869,285 Operating Transfers Transfer Out - - - - 6 - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance W Unassigned 892,592 850,656 756,700 862,414 843,729 Total Ending FundBalance $ 892,592 $ 850,656 $ 756,700 $ 862,414 $ 843,729 TOTAL USE OF FUNDS $1,907,869 $1,865,533 $1,804,256 $14,237,972 $1,713,014 C- 170 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 S enice 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 ff 11,540,000 2013/14 2.000% 485,000 203,968 199,118 403,085 888,085 11,055,000 2014/15 2.000% 495,000 199,118 194,168 393,285 888,285 10,560,000 2015/16 2.000% 500,000 194,168 189,168 383,335 883,335 10,060,000 2016/17 3.000% 475,000 189,168 182,043 371,210 846,210 9,585,000 2017/18 3.000% 485,000 182,043 174,768 356,810 841,810 9,100,000 2018/19 4.000% 500,000 174,768 164,768 339,535 839,535 8,600,000 2019/20 4.000% 525,000 164,768 154,268 319,035 844,035 8,075,000 2020/21 4.000% 545,000 154,268 143,368 297,635 842,635 7,530,000 2021/22 3.000% 565,000 143,368 134,893 278,260 843,260 6,965,000 2022/23 4.000% 580,000 134,893 123,293 258,185 838,185 6,385,000 2023/24 4.000% 610,000 123,293 111,093 234,385 844,385 5,775,000 2024/25 4.000% 630,000 111,093 98,493 209,585 839,585 5,145,000 2025/26 3.500% 655,000 98,493 87,030 185,523 840,523 4,490,000 2026/27 3.500% 685,000 87,030 75,043 162,073 847,073 3,805,000 2027/28 3.700% 705,000 75,043 62,000 137,043 842,043 3,100,000 2028/29 4.000% 730,000 62,000 47,400 109,400 839,400 2,370,000 2029/30 4.000% 760,000 47,400 32,200 79,600 839,600 1,610,000 2030/31 4.000% 790,000 32,200 16,400 48,600 838,600 820,000 2031/32 4.000% 820,000 16,400 - 16,400 836,400 - TOTAIS 11,995,000 2,601,993 2,621,686 5,223,678 17,218,678 Total Bond Principal 11,995,000 Total Bond Interest 5,223,678 Total Cost of Bond 17,218,678 C- 171 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 FY2012/13 Assessed Secured Property Valuation for FY2011/12 $ 10,052,304,933 Debt Limitation(15%of assessed value) 15% Bonded Debt Limit $ 1,507,845,740 Outstanding Bonded Debt at 6/30/12 2011 Series General Obligation Bond 11,995,000 TOTAL Outstanding Debt $ 11,995,000 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: $ 11,995,000 LEGAL DEBT MARGIN $ 1,495,850,740 C- 172 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. C- 173 CITY OF SARATOGA NON DEPARTMENTAL ■ LIBRARY CAPITAL IMPROVEMENT TRUST FUND SOURCE&USEOF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 354,395 351,360 - - - Total Beginning Fund Balance $ 354,395 $ 351,360 $ - $ - $ - Revenues Intergovernmental Revenues - - - - - Fees,Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Interest Income 2,828 - - - - Total Revenues $ 2,828 $ - $ - $ - $ - Operating Transfers Transfer In - - - - - Total Operating Transfers $ - $ - $ - $ - $ - TOTAL SOURCE OF FUNDS $ 357,223 $ 351,360 $ US E OF FUNDS Expenditures Salaries and Benefits - - - - - Operating]expenditures - - - - - Fixed Assets 5,458 - - - - Internal Service Charges - - - - - Total Expenditures 5,458 - - - - Operating Transfers Transfer Out 405 351,360 - - - Total Operating Transfers $ 405 $ 351,360 $ Ending Fund Balance Designated - - - - - Undesignated 351,360 - - - - Total Ending Fund Balance $ 351,360 $ - $ - $ - $ - TOTAL USE OF FUNDS S 357,223 $ 351,360 $ - $ - $ - C- 174 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. C- 175 CITY OF SARATOGA NON DEPARTMENTAL KSAR TRUST FUND ■ SOURCE&USE OF FUNDS 2009/10 2010/11 2011/12 2011/12 2012/13 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - Undesignated 84,603 109,842 - - - Total Beginning Fund Balance $ 84,603 $ 109,842 $ - $ - $ - Revenues Taxes/Franchise Fees 72,238 18,437 - - - Intergovernmental Revenues - - - - - Fees,licenses and Pernuts - - - - - Charge for Services - - - - - Other Sources - - - - - Interest Income 466 136 - - - Total Revenues $ 72,704 $ 18,573 $ - $ - $ - TOTAL SOURCE OF FUNDS $ 157,307 $ 128,416 $ - $ - $ - USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Fixed Assets - - - - - Funds Withdrawal 47,465 128,416 - - - Total Expenditures $ 47,465 $ 128,416 $ - $ - $ - Operating Transfers Transfer Out - - - - - Total Operating Transfers $ - $ - $ - $ - $ - Ending Fund Balance Designated - - - - - Undesignated 109,842 - - - Total Fading Fund Balance $ 109,842 $ - $ - $ - $ - TOTAL USE OF FUNDS $ 157,307 $ 128,416 $ - $ - $ - C- 176 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN CIP OVERVIEW The City of Saratoga's FY 2012/13 — 2016/17 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 Road 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 D- 1 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN 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. • 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 (CIP) project is for construction, acquisition, rehabilitation, or non-routine maintenance work that generally costs $25,000 or more with a minimum useful life of 5 years at a fixed location. 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 CIP 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. 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. The summary update 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. D-2 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Administrative Program Facility 3.6% Program $.r% Park&Trail.. Program. 13.9% Streets Program 74.5% CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY Proposed Category FY2012/13 sib Streets Program Street Repair&Resurfacing $ 2,484,543 22.9% Road-way Safety Projects 2,753,384 25.3% Street Landscaping &Beautification 211,019 1.90/0 SideNvalk,Curbs &Storm Drains 1,748,257 16.1% Bridge&Retaining Walls 7975780 7.3% Utility Undergrounding Projects 985744 0.9% Total Streets Program 8,093,727 74.5%s Parks &Trails Program Cityvtiride Projects 1345471 1.2% Park Projects 5335499 4.9% Trail Projects 8435026 7.8°/B Total Parks &Trails Program 1,510,997 13.9% Facility Program Citywide Projects 5255426 4.8% Civic Center Improvements 355529 0.3% Saratoga Prospect Center Improvements 1135453 1.0% Village Historical Building Improvements 635312 0.6% Library Building Improvements 1375780 1.3% Total Facility Program 875,500 8.1%s Administrative Improvement Progr am Information Technology Projects 1185771 1.1% Development Programs 2205628 2.0% Administrative Enhancement Programs 505000 0.5% Total Administrative Improvement Program 389,399 3.6%s TOTAL CIP BUDGET BY PROJECT CATEGORY S 10,869,623 100% D-3 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Park&Trail Park&Trail CIP,9.2% Tree,0.3% Park&Trail Grant,5_6% Facility CIP, 7-4% Streets Gas Tax,48.61 Facility Grant, Z_4% Administrative CIP,2.2% Streets CIP Fund,23.5% CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Proposed Category FY2012/13 % Street Program 411 Streets CIP Fund 2,341,120 23.5% 431 Streets Grant Fund - 0.0% 481 Streets Gas Tax Fund 4,845,743 48.6% Total Street Program 7,186,864 72.1% Park Program 412 Park&Trail CIP Fund 921,118 9.2% 421 Park&Trail Tree Fund 34,345 0.3% 432 Park&Trail Grant Fund 555,533 5.6% Total Park&Trail Program 1,510,997 15.2% Facility Program 413 Facility CIP Fund 738,919 7.4% 433 Facility Grant Fund 136,581 1.4% Total Facility Program 875,500 8.8% Administrative Program 414 Administrative CIP Fund 214,399 2.2% 434 Administrative Grant Fund 175,000 1.8% Total Administrative Program 389,399 3.9% TOTAL CIP BUDGET BY FUND 9,962,760 100% D-4 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN UNFUNDED PROJECTS STREET PROJECTS Prospect Road Median Project Subsequent phases of the Prospect Road Median Master Plan. 2,544,630 Quito Road Sidewalk Improvements: Sidewalk improvements on Quito Road between Highway 85 and Allendale Ave 150,000 -------------------------------...................................... ---------------------------- _. Chester Avenue Storm Drain Storm drainage improvements in the Chester Avenue area. 300,000 Big Basin Way Turn Around: Construction of a turn around at the end of the Village that would provide drivers an 100,000 additional option for circulation through Village. ----------------------- -------------- ----- -------------- -- ------------ --- - -- ...-...._.------------ ------------------------------------ --------------------------------- City Hall Parking Improvements: Provide additional parking at City Hall by removing landscaping near the corner of 100,000 Fruitale and Allendale. -------------------- ----- - ....-.-.... . .-...... _ __.-..-..-.._ .....-..-.. . .. .. . .....- Bus Stop Shelter Concrete Pads& Construct concrete pads and wooden shelters to install bus stop shelters at 4 select 40,000 Wooden Shelters: locations along bus routes in the City. TOTAL STREETS UNFUNDED PROJECTS $3,234,630 PARK&TRAIL PROJECTS Lower Tank Trail(Parker Ranch)Repair Repair erosion and minor slides on the trail link which connects Parker Ranch Road to 20,000 Project: Picea Court in the Parker Ranch Subdivision -------------------------- - - __.---------------- ---- ---------...--- -----------------------------------...................... De Anza Trail Phase II: Extend De Anza Trail from Saratoga-Sunnyvale Road to Arroyo De Arguello 75,000 -------------------------------- - -----------------------------------------------------------------. - ----------------------- Wildwood Park Bridge Rehabilitation: Rehabilitation of existing pedestrian bridge to Wildwood Park 125,000 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 - - - --------------------------------------- ------------ ---- -------------------------------- ---- ----------- ----------------------------- -------------------------- ------ Calabazas Creek Trail: Pathway running along Calabazas Creek from Saratoga-Sunnyvale Road to the UPRR 100,000 ................... ...................................... _. .......... ---------- Odd Fellows Trail Development: Development of a new trail through the Odd Fellows property establishing a link to the 60,500 San Marcos Open Space -------------------------------------------------------- --------- ---- ------------------------------- - ------ ------ -- --------------------------- Heritage Orchard Monument Sign: Construction of a Heritage Orchard monument sign to be located at the corner of 35,000 Fruitvale and Saratoga Avenues Hakone Gardens Visitor Center Design: Design work for the Hakone Gardens Visitor Center 100,000 - - - -- - --------------------------------------- Congress Springs Park North Side Trail connecting residential neighborhood around Cox Avenue east of Hwy 85 to North Entrance: side of Congress Springs Park -- -----------­­ ----------- --------------- ---------------------------------- Via Regina Trail: Pedestrian-Equestrian trail connecting Via Regina and Villa Oaks Lane 60,000 Foothill Park Landscaping and Irrigation: Re-do landscaping and irrigation in a portion of Foothill Park 15,000 Wildwood Park Restroom Improvements:Expand restroom facihies at Wiidwood Park due to increased use of park for special 50,000 TOTAL PARK&TRAIL UNFUNDED PROJECTS $ 910,500 FACILITY PROJECTS City Compost Bins: Construction one or more large compost bins to be located on City owned property such 10,000 as a park Cool Roofs: Replace aging roofs at the Community Center and City Hall with sunlight reflecting"cool 164,000 roof systems" Double Pane Windows: Replace single-pane windows at the Community Center and City Hall with double-pane 157,000 windows Energy Star Compliant Appliances: Replace old dishwashing machines,clothes washers and dryers,refrigerators,freezers, 20,000 Ceiling Insulation: Increase the R-Value of all ceiling insulation in City buildings. 160,000 - .. -----------------------------------------------------.. Community Center Hardwood Floor Replace existing floor tiles with lightly sprung hardwood floor 70,000 TOTAL FACILITY UNFUNDED PROJECTS $ 581,000 D-5 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN 4 per, i D-6 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET PROGRAM STREETS PROGRAM DIRECTORY STREET PROGRAM SUMMARY PAGE Program Summary D-9 Project List Summary D- 10 Project Funding Summary D- 11 STREET REPAIR AND RESURFACING PROJECTS 9111-001 Annual Street Resurfacing&Maintenance D- 14 9111-002 Annual Street Restriping _ D- 18 9111-004 Proposition 1B Grant Funded Resurfacing D-20 ROADWAY SAFETY PROJECTS 9121-001 Roadway Safety&Traffic Calming D—24 9121-002 Solar Radar Feedback Signs D-26 9122-001 Highway 9 Safety Improvements—Phase II D-28 9122-004 Highway 9 Safety Improvements—Phase III D-30 9122-005 Highway 9 Safety Improvements—Phase IV D-32 STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS 9133-001 Fruitvale Avenue Median Improvements D-34 9138-001 Village LED Streetlights D-36 SIDEWALK,CURBS&STORM DRAIN PROJECTS 9141-001 Annual Sidewalk Repairs D-42 9141-002 Annual Storm Drain Upgrades D-44 9142-001 El Quito Curb&Gutter D-46 9142-004 Village Sidewalk&Pedestrian Enhancements D-48 9142-005 Saratoga Avenue Sidewalk D-50 9142-010 Village Sidewalk Curb &Gutter Improvements Phase 11—Design D-52 9142-011 Village Sidewalk Curb &Gutter Improvements Phase II—Construction D-54 9142-012 Arroyo de Arguello Outfall Repair D-56 9142-013 Quito Road Storm Drain Project D-58 BRIDGE AND RETAINING WALLS 9152-001 Fourth Street Bridge D-62 9152-002 Quito Road Bridge Replacement D-64 9153-002 Parker Ranch Retaining Wall Repair D-66 STREET UNDERGROUNDING PROJECTS 9171-001 Rule 20 Electric Undergrounding Conversion Projects D-68 9171-002 Quito Road Electric Undergrounding Project D-70 D-7 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ate t D-8 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 Repair&Resurfacing Projects • Roadway Safety Improvements • Street Landscape &Beautification Improvements • Sidewalks, Curbs& Storm Drains • 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 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 that 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. 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. D-9 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM PROJECT LIST SUMMARY Total Expended Budgeted for Fiscal Year Project STREE17S PROJECT E'YPEND)TURE SUMMARY To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expenditures Street Repair&Resurfacing Projects 9111-001 Annual Street Resurfacing 5,043,704 1,769,292 1,100,000 1,100,000 1,100,000 1,100,000 11,212,996 9111-002 Annual Street Restriping&Signage 331,567 248,434 100,000 100,000 100,000 100,000 980,000 9112-002 Saratoga Avenue Resurfacing 883,725 Closed - - - - 883,725 9112-003 VTA Grant Street Resurfacing 565,000 Closed - - 565,000 9112-004 Prop 113 Grant Funded Resurfacing - 466,818 - - - - 466,818 Roadway Safety Improvements 9121-001 Roadway Safety&Traffic Calming 191,599 199,756 50,000 50,000 50,000 50,000 591,355 9121-002 Solar Radar Feedback Signs 49,089 12,911 - - - - 62,000 9122-001 Highway 9 Safety Project-Phase 2 458,421 1,086,423 - - 1,544,843 9122-004 Highway 9 Safety Project-Phase 3 95,518 454,293 - - 549,811 9122-005 Highway 9 Safety Project-Phase 4 - 1,000,000 - - 1,000,000 Street Landscape&Beautification Projects 9132-002 Prospect Road Medians 184,463 Closed - - - 184,463 9132-005 Village Fagade Program 19,022 Moved to Administrative/Development Projects 19,022 9133-001 Fruitvale Avenue Median - 140,000 - - 140,000 9138-001 Village LED Streetlights 381,803 71,019 - - - - 452,822 Sidewalks,Curbs&Gutters 9141-001 Annual Sidewalk Repairs 328,848 53,838 50,000 50,000 50,000 50,000 582,686 9141-002 Annual Storm Drain Repairs 210,364 63,148 50,000 50,000 50,000 50,000 473,512 9142-001 El Quito Curb&Gutter 194,983 37,552 - - - - 232,535 9142-004 Village S/W&Pedestrian Enhancemts 734,179 412,467 - - 1,146,647 9142-005 Saratoga Avenue Sidewalk 97,821 43,757 - - - 141,578 9142-008 Monte Vista Storm Drain Repair 91,138 Closed - - 91,138 9142-009 Canyon View/Elva Storm Drain Repair 25,000 Closed - - 25,000 9142-010 Village SW/C/G-Phase 11 Design 172,554 27,236 - - 199,790 9142-011 Village SW/C/G Phase ll Construction - 1,000,258 - - 1,000,258 9142-012 Arroyo de Arguello Outfall Repair 70,000 - - 70,000 9142-013 Quito Road/Paseo Olivos Storm Drain 40,000 - - 40,000 Bridges&Retaining Walls 9152-001 4th Street Bridge - 587,000 - - 587,000 9152-002 Quito Road Bridges 545,609 170,780 - - 716,389 9153-002 Parker Ranch Retaining Wall Repair - 40,000 - - 40,000 9154-001 Padero Erosion Mitigation 37,037 Closed - - 37,037 Utility Undergrounding Project 9171-001 Rule 20A Fund Project - - - - - 9171-002 Quito Road Undergrounding Project - 98,744 - - 98,744 Total Projects 1 10,641,442 1 8,093,727 1,350,000 1,350,000 1,350,000 1,350,000 24,135,169 Interfund Transfers 1,127,714 1 1,127,714 Total Project Expenditures 11,769,156 1 8,093,727 1,350,000 1,350,000 1,350,000 1,350,000 25,262,884 As illustrated in the schedule above, there are a total of twenty three active projects, including the following five new Street CIP projects approved for FY 2012/13: • Prop 1B Grant Funded Resurfacing • Quito Road/Paseo Olivos Storm Drain • Fruitvale Avenue Median • Parker Ranch Retaining Wall • Arroyo de Arguello Outfall Repair The following six projects were finalized in FY 2011/12: • Saratoga Avenue Resurfacing • Monte Vista Storm Drain • VTA Grant Street Resurfacing • Canyon View Storm Drain • Prospect Road Median • Padero Erosion Mitigation D- 10 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREETS FUND State Roadway Allocations 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 1,168,874 543,714 1,712,588 425,000 400,000 400,000 400,000 400,000 3,737,588 CIP Project Reimbursements 148,660 26,844 175,504 64,610 - - - - 240,114 Contributions/Assessments 844,790 90,000 934,790 - - - - - 934,790 Transfer In-General Fund 1,688,677 170,000 1,858,677 150,000 150,000 150,000 150,000 150,000 2,608,677 Transfer In-Other CIP 635,361 230,308 865,669 - - - - - 865,669 Transfer In-CDBG - - - - TransferIn-L&L 213,178 - 213,178 - 213,178 GRANT FUND Federal Grants 1,470,600 1,316,174 2,786,775 3,703,004 6,489,778 State Grants 580,329 573,531 1,153,860 209,104 1,362,964 Local Grants 20,000 - 20,000 - 20,000 Transfer In-Other CIP - - - 466,818 466,818 GAS TAX FUND Gas Tax Revenue 2,308,447 904,862 3,213,309 809,558 800,000 800,000 800,000 800,000 7,222,867 Transfer In-Other CIP 519,776 - 519,776 - - - - - 519,776 TOTAL REVENUES 10,179,357 3,855,433 14,034,790 5,828,094 1,350,000 1,350,000 1,350,000 1,3509000 25,262,884 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREETS FUND Salary&Benefits 173,111 86,058 259,169 85,000 90,000 90,000 90,000 90,000 704,169 Site Acquisition&Prep - 11,882 11,882 - - - - - 11,882 Supplies&Expenses 253,542 53,963 307,505 50,000 50,000 50,000 50,000 507,505 Fees&Expenses 20,095 6,268 26,362 - - - - 26,362 Consultant/Contract Svs 236,438 138,478 374,916 - - - - - 374,916 Construction Expenses 2,312,165 749,845 3,062,010 2,256,120 410,000 410,000 410,000 410,000 6,958,131 Transfers Out 378,819 218,896 597,714 - - - - - 597,714 GRANT FUND Salary&Benefits - 2,563 2,563 2,563 Site Acquisition&Prep 47,527 47,527 47,527 Supp lies&Expenses - 143,439 143,439 143,439 Fees&Expenses 6,605 10,911 17,516 17,516 Consultant/Contract Svs 315,674 274,709 590,384 - 590,384 Construction Expenses 1,758,501 933,888 2,692,388 4,378,925 7,071,314 Transfers Out - - - 466,818 466,818 GAS TAX FUND - Supplies&Expenses 2,224 - 2,224 - 2,224 Fees&Expenses 1,993 82 2,075 2,075 Consultant/Contract Svs 800 3,580 4,380 4,380 Project Equip&Fixtures - 22,514 22,514 - 22,514 Construction Expenses 1,866,561 1,208,026 3,074,587 800,863 694,000 694,000 694,000 694,000 6,651,450 Transfers Out 424,000 106,000 1 530,000 1 106,000 106,000 106,000 106,000 106,000 1 1,060,000 TOTAL EXPENDITURES 7,750,528 4,018,629 11,7699157 8,093,727 1,350,000 1,350,000 1,350,000 1,350,000 1 25,262,884 FY Total 2011/12 Estimated Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity BEGINNING BALANCE 2,428,829 2,428,829 2,265,633 - - - - Revenues&Transfers In 10,179,357 3,855,433 14,034,790 5,828,094 1,350,000 1,350,000 1,350,000 1,350,000 25,262,884 Expenditures&Transfers Out 7,750,528 4,018,629 11,769,157 8,093,727 1,350,000 1,350,000 1,350,000 1,350,000 25,262,884 ENDING BALANCE 2,428,829 2,265,633 2,265,633 - - - - - - D- II CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM o J� r• D- 12 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR & RESURFACING PROJECTS D- 13 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS Fc 1TYWIDE 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. A score of 0 is used to indicate when roads have failed, and 100 is used 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 scheduled streets and arterial roads in the worst condition and with poor ratings for resurfacing. Due to this, 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. As there is a total of 135 miles of roadway in Saratoga, most street resurfacing work is performed by contractors;staff does conduct minor repairs to roadways when practical. 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 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. D- 14 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TiMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing I Specified project work is completed ANNUAL STREET RESURFACING 9111-001 Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND State DOT Prop 42(TCR) 580,665 - 580,665 - - - - - 580,665 Road/Refuse Impact Fees 878,874 418,714 1,297,588 300,000 300,000 300,000 300,000 300,000 2,797,588 Project Reimbursements 70,649 - 70,649 - - - - - 70,649 Transfers In-General Fund 106,284 - 106,284 106,284 Transfers In-Other CIP 12,055 32,018 44,073 44,073 TOTAL 1,648,527 450,732 2,099,259 300,000 300,000 300,000 300,000 300,000 3,599,259 GRANT FUNDS Federal-STPL 97,166 - 97,166 - - - - - 97,166 State-Prop 1B 275,510 466 818 742,128 742,328 Transfer In-Other CIP TOTAL 372,676 466,818 839,494 - 839,494 GAS TAX FUND Gas Tax-HUTA 2,052,595 Transfers In 519,776 - 519,776 519,776 D- 15 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS ANNUAL STREET RESURFACING-CONTINUED 9111-001 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND EXP Salary&Benefits 173,111 86,058 259,169 85,000 90,000 90,000 90,000 90,000 704,169 Site Acquisition&Prep - - - - - - - - - Materials&Supplies 42,452 14,432 56,884 56,884 Fees&Expenses 7,389 5,165 12,554 12,554 Consultant/Contract Svs 54,384 16,153 70,537 70,537 Project Equip&Fixtures - - - - - - - - - Construction Expenses 872,517 293,587 1,166,104 510,610 210,000 210,000 210,000 210,000 2,516,714 Transfers Out 115,000 123,400 238,400 - - - - - 238,400 TOTAL 1,264,853 538,796 1,803,649 595,610 300,000 300,000 300,000 300,000 3,599,259 GRANT FUND EXP Construction Expenses 372,676 - 372,676 - - - - - 372,676 Transfers Out - - 466,818 466,818 TOTAL 372,676 372,676 466,818 - - 8399494 GAS TAX EXP Materials&Supplies 2,224 - 2,224 - 2,224 Fees&Expenses 1,993 82 2,075 2,075 Consultant/Contract Svs 800 3,580 4,380 49380 Project Equip&Fixtures - 22,514 22,514 - 22,514 Construction Expenses 1,866,561 1,208,026 3,074,587 600,863 694,000 694,000 694,000 694,000 6,451,450 Transfers Out 424,000 106,000 530,000 106,000 106,000 106,000 106,000 106,000 1,060,000 TOTAL 2,295,578 1,340,202 3,635,780 706,863 800,000 800,000 800,000 800,000 1 7,542,643 TOTAL EXPENDITURES 3,933,107 1,878,998 1 5,812,104 1 1,769,292 1,100,000 1,100,000 1,100,000 1,100,000 1 11,981,396 Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND Beginning Balance 383,675 295,610 - - - - - Revenues&T/I 1,648,527 450,732 2,099,259 300,000 300,000 300,000 300,000 300,000 3,599,259 Expenditures&T/O 1,264,853 538,796 1,803,649 595,610 300,000 300,000 300,000 300,000 3,599,259 Ending Balance 383,675 295,611 2959610 - - - - - GRANT FUND Beginning Balance 480,490 947,308 480,490 480,490 480,490 480,490 - Revenues&T/I 1,107,294 466,818 1,574,112 - - - - - 19574,112 Expenditures&T/O 626,804 - 626,804 466,818 - - - - 1,093,622 Ending Balance 480,490 947,308 947,308 480,490 480,490 480,490 480,490 480,490 480,490 GAS TAX FUND Beginning Balance - 532,645 97,305 - - - - - Revenues&T/I 2,828,223 904,862 3,733,085 609,558 800,000 800,000 800,000 800,000 7,542,643 Expenditures&T/O 2,295,578 1,340,202 3,635,780 706,863 800,000 800,000 800,000 800,000 79542,643 Ending Balance 5329645 979305 97,305 - - - - - - TOTALBALANCE 1,396,810 1,340,224 1,340,223 480,490 480,490 480,490 480,490 480,490 480,490 D- 16 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM r • 4 Qy D- 1/ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS CITYWIDE Project Name Annual Street Restriping&Signage Project Number 9111-002 Department Public Works Project Manager Rick Torres Description This ongoing project for street restriping and signage throughout the City helps to maintain roadway infrastructure, as well as enhance roadway safety. In addition to roadway markings, this project includes painting curbs,and installing and replacing roadway signs. Location This is a Citywide project; locations vary depending on prioritized streets for the year. Project Each year, existing striping, signage, and curbs are assessed by Public Works staff to determine where Background striping or signage repairs or improvements are needed. The City focuses its efforts in areas that are in poor condition,and where striping can reduce hazards. Locations are also identified by other City staff, the Traffic Safety Commission,and residents. Striping work on smaller streets and school zones is completed primarily by City staff, however; the City will hire contractors to perform larger projects or to work on busy streets. Approximately 25,000 to 30,000 linear feet of road is painted every year with either thermoplastic or traditional road paint. Street signs are primarily made and installed by City staff. Staff estimates there are 12,000 to 15,000 street signs in Saratoga. Funding to properly maintain the striping, curbs, and street signs located on the 135 miles of roadway in Saratoga comes primarily from Road Impact Fees. Operating Regular restriping and proper signage ensures that Saratoga roadways are clearly marked and safe for Budget Impacts drivers to navigate, thereby reducing City liability. Road Impact Fees fund the material and contract costs for this project, while staff time spent conducting work or overseeing contract work is incorporated into the operating budget. D- 18 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECTCONIPONENT TIMELINE Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date I Ongoing Project is completed ANNUAL STREET RE-STRIPING&SIGNAGE 9111-002 Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Road Impact Fees 290,000 125,000 415,000 125,000 100,000 100,000 100,000 100,000 940,000 Transfers In-Other CIP 40,000 - 40,000 - - - - - 40,000 TOTAL REVENUES 330,000 125,000 455,000 125,000 100,000 100,000 100,000 100,000 980,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Materials&Supplies 132,086 34,772 166,857 - - - - - 166,857 Fees&Expenses - - - - - Consultant/Contract Svs - - - - - - - - - Construction Expenses 140,813 23,896 164,709 248,434 100,000 100,000 100,000 100,000 813,143 Transfers Out - - - - - - - TOTAL EXPENDITURES 272,899 58,668 331,567 248,434 100,000 100,000 100,000 100,000 980,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP S TREET FUND BEGINNING BALANCE 57,101 123,434 - - - - - Revenues&T/I 330,000 125,000 455,000 125,000 100,000 100,000 100,000 100,000 980,000 Expenditures&T/O 272,899 58,668 331,567 248,434 100,000 100,000 100,000 100,000 980,000 ENDING BALANCE 57,101 123,433 123,433 - - - - - D- 19 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS CITYWIDE Project Name Proposition 1B 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 have been 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. D-20 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET REPAIR&RESURFACING PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TIMELINE Project Development October,2012 Prepare plans and specifications 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 Completion Date September,2013 Project is completed PROP 1 B GRANT FUNDED RESURFACING 9112-004 Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT FUNDS Federal-STPL - Transfers In-Other CIP 466,818 466,818 TOTAL - - - 466,818 466,818 TOTAL REVENUES - - 466,818 - 466,818 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT FUND EXP Construction Expenses 466,818 - - - - 466,818 Transfers Out - - TOTAL - - - 466,818 466,818 TOTAL EXPENDITURES - - - 466,818 - - - 466,818 Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activit GRANT FUND Beginning Balance - - - - - - Revenues&T/I 466,818 466,818 Expenditures&T/O 466,818 466,818 Ending Balance - - - - TOTAL BALANCE - - - - D-21 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM # 4 D-22 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS D-23 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS 'BUMP ,her CITYWIDE Project Name Roadway Safety&Traffic Calming Project Number 9121-001 Department Public Works Project Manager Kristin Borel Description In conjunction with the Traffic Safety Commission(TSC),this project develops and implements 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 review and assess traffic concerns throughout the City. Most 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. These funds are used for traffic calming improvements, such as speed bumps, median chokers, and bulb-outs that slow traffic and increase pedestrian safety. 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. Last fiscal year,the City improved the crosswalks on Herriman Avenue. 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. D-24 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ROADWAY SAFETY&TRAFFIC CALMING 9121-001 Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CEP STREET FUND Transfers In-General Fund 291,355 50,000 341,355 50,000 50,000 50,000 50,000 50,000 591,355 TOTAL REVENUES 291,355 50,000 341,355 50,000 50,000 50,000 50,000 50,000 591,355 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP S TREET FUND Materials&Supplies 46,116 852 46,968 - 50,000 50,000 50,000 50,000 246,968 Consultant/Contract Svs 45,779 25,210 70,990 - - - - - 70,990 Construction Expenses 60,067 13,574 73,641 199,756 - - - - 273,397 TOTAL EXPENDITURES 151,963 39,636 191,599 199,756 50,000 50,000 50,000 50,000 591,355 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING BALANCE 139,392 149,756 - - - - - Revenues&T/I 291,355 50,000 341,355 50,000 50,000 50,000 50,000 50,000 591,355 Expenditures&T/O 151,963 39,636 191,599 199,756 50,000 50,000 50,000 50,000 591,355 ENDING BALANCE 139,392 149,756 149,756 - - - - - - D-25 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS CITYWIDE r ra Project Name Solar Radar Feedback Signs Project Number 9121-002 Department Public Works Project Manager Kristin Borel Description This project includes purchase and installation of solar radar feedback signs to assist with speed reduction on City streets. Location This is a Citywide project with locations throughout the City. Project The Traffic Safety Commission(TSC)and staff review and assess traffic concerns throughout the City. Background Speeding is one of the primary concerns raised by residents. Consequently, the TSC and staff have been working together to find ways to address speeding issues in the City. Radar feedback signs have been an effective traffic calming solution. Radar feedback signs are vehicle activated signs that display driver speeds on an LED panel as motorists approach. The signs are intended to alert drivers when they are driving above the speed limit or at unsafe speeds. Studies have shown that radar speed signs effectively slow traffic down. The City has two types of radar feedback signs. The first is a portable display, which is attached to a trailer that can be placed in areas where concerns with speeding are highest. It is frequently placed near schools and residential streets with high traffic volumes. The City also has three sets of permanent displays. One sign is on Saratoga-Los Gatos Road and two sets are on Cox Avenue. Signs are also planned to be added to Quito Road and work is expected to be finished by the end of 2012. Operating Staff time associated with project management and maintenance for this project are incorporated in the Budget Impacts operating budget. D-26 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Bid Process As needed Conduct informal bidding process and select contractor Contract Award As needed Award contract for installation Estimated Construction Start As needed Project begins Estimated Completion Date I As needed I Project is completed SOLAR RADAR FEEDBACK SIGNS 9121-002 Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Transfers In-General Fund 62,000 62,000 - - - - - 62,000 TOTAL REVENUES 62,000 - 62,000 - - - - 62,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP S TREET FUND Materials&Supplies - 1,646 1,646 - - - - - 1,646 Construction Expenses 47,44247,442 12,911 60,354 46 TOTAL EXPENDITURES 47,442 11649,089 1 12,911 - - - - 62,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING B ALANCE 14,558 12,911 - - - - - Revenues&T/I 62,000 - 62,000 - 62,000 Expenditures&T/O 47,442 1,646 49,089 12,911 62,000 ENDING BALANCE 14,558 12,912 12,911 - - - - - D-27 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS i _ a aPo 8a Co an�P of aV r� a� P� SP 9 �O 7 SG V� S Project Name Highway 9 Safety Improvements Phase 2 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 4 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 1 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 2 is being managed by the City of Saratoga and is partially funded from remaining CMAQ funds from Phase 1 and a Highway Safety Improvement Program (HSIP) grant. Phase 2 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 3 will include improvements to the Austin Way and Highway 9 intersection and additional bicycle improvements on Highway 9. This phase will also be administered by the City of Saratoga. 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. D-28 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE DESCRIPTION Begin Bid Process April 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 December 2012 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS-PHASE 2 9122-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Project Reimbursements 5,000 5,000 28,610 - - - - 33,610 Community Benefit Assess 8,200 8,200 - 8,200 Transfers In-General Fund 85,960 85,960 85,960 Transfers In-Other CIP 90,000 90,000 - 90,000 TOTAL 189,160 - 189,160 28,610 - - - - 217,770 GRANT FUND Federal-HSIP Grant 278,953 (278,953) - 899,721 - 899,721 Federal CMAQ - 380,436 380,436 81,564 - - 462,000 Local-SCC Roads&Airport 11,506 - 11,506 - - 11,506 TOTAL 290,459 101,483 391,942 981,285 - - - - 1,373,227 TOTAL REVENUES 479,619 101,483 581,102 1,009,895 - - - - 1,590,997 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Fees&Expenses 123 813936 - - - - - 936 Consultant/Contract Svs 36,054 13,658 49,711 49,711 Construction Expenses 15,831 - 15,831 105,138 120,969 Transfers Out 46,154 - 46,154 - 46,154 TOTAL 98,161 14,471 112,632 105,138 - - - - 217,770 GRANT FUND Fees&Expenses 750 6,276 7,026 - 7,026 Consultant/Contract Svs 279,500 105,417 384,916 - 384,916 Construction Expenses - - - 981,285 - 981,285 TOTAL 280,250 111,693 391,942 981,285 - - - - 1,373,227 TOTAL EXPENDITURES 378,411 126,164 5049575 1,086,423 - - - - 1,590,997 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND Beginning Balance 90,999 76,528 - - - - - Revenues&T/I 189,160 - 189,160 28,610 217,770 Expenditures&T/O 98,161 14,471 112,632 105,138 217,770 Ending Balance 90,999 76,528 76,528 - - - - - GRANT FUND Beginning Balance 10,210 - - - Revenues&T/I 290,459 101,483 391,942 981,285 - 1,373,227 Expenditures&T/O 280,249 111,693 391,942 981,285 1,373,227 Endin g Balance 10,210 - - - - - - - - INDING BALANCE 101,209 76,528 391,942 - - - - - - D-29 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS er y of Sa a a Sa,zmga eey imn C Sd°ea Cf of 4 _ FligMway 9iRuetin Way Inlersa O�O' fp Sa e 7° f{Q afo a Project Name Highway 9 Safety Improvements Phase 3 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 of improvements will realign the Austin Way and Highway 9 intersection to make it easier for motorists to see bicyclists. The project will also include installation of 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. However, the improvements will increase safety on Highway 9 for bicyclists,reduce accidents, and therefore reduce liability risk. D-30 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE DESCRIPTION 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 3 9122-004 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Project Reimbursements 13,881 25,432 39,312 - - - - - 39,312 Transfers In-Other CIP 21,154 - 21,154 21,154 TOTAL 35,035 25,432 60,466 - - - - - 60,466 GRANT FUND Federal-CMAQ Grant - 31,121 31,121 429,730 - 460,851 State-MTC(TDA) 20,000 - 20,000 - - 20,000 Local-SCC Roads&Airport 8,494 - 8,494 - - - 8,494 TOTAL 28,494 31,121 59,615 429,730 - - - - 489,345 TOTAL REVENUES 63,529 56,552 88,109 429,730 - - - - 549,811 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Fees&Expenses 78 78 - - - - - 78 Consultant/Contract Svs 35,825 35,825 - 35,825 Construction Expenses - 24,563 24,563 TOTAL - 35,903 35,903 24,563 - - - - 60,466 GRANT FUND Salary&Benefits 2,563 2,563 - - 2,563 Fees&Expenses 2,060 2,563 4,623 - - 4,623 Consultant/Contract Svs 26,642 24,987 51,629 - - 51,629 Construction Expenses - 800 800 429,730 - 430,530 TOTAL 28,702 30,912 59,615 429,730 - - - - 489,345 TOTAL EXPENDITURES 57,404 66,815 95,518 454,293 - - - - 549,811 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING FUND BAL - 24,563 - - - - - Revenues&T/I 60,466 - 60,466 Expenditures&T/O 35,903 24,563 60,466 ENDING FUND BALANCE 24,563 - - - - - GRANT FUND BEGINNING BALANCE (208) - - Revenues&T/I 28,494 31,121 59,615 429,730 489,345 Expenditures&T/O 28,702 30,912 1 59,615 1 429,730 - 4895345 ENDING BALANCE (208) - I - I - - - - - - D-31 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS r - °fs oea enr mn t@Caf 9 o HIgh.-Y$'A-.1nriay 1 InlertacL'an l z° Ta 4'? 41. Project Name Highway 9 Safety Improvements Phase 4 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 2. 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 Four improvements were designed during Phase Two, 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. D-32 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM ROADWAY SAFETY PROJECTS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Bid Process May 2013 Council approves plans and authorizes bidding the project Contract Award July 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 4 9122-005 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 - 90,11110 - 910,000 - - - - 1,000,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Construction Expenses 100,000 - - - - 100,000 Transfers Out - - 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 Budgeted for Fiscal Year Total Year 2011/12 Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING FUND BAL - 90,000 - - - - - Revenues&T/I 90,000 10,000 - 100,000 Expenditures&T/O - 100,000 - 100,000 ENDING FUND BALANCE 90,000 - - - - - GRANT FUND BEGINNING BALANCE - - Revenues&T/I - 900,000 900,000 Expenditures&T/O 900,000 900,000 D-33 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 4 D-34 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS D-35 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS _ e City tt.n 17i ' t y Al6ent7aleAvenue I m ttlestl+'alleyCalrege d _ _ oo❑ar.-ns tape �'r 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 The City anticipates spending an annual amount of$14,400 to maintain the median Budget Impacts D-36 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Bid July 2012 Contract Award August 2012 Award construction contract Irrigation Completion September 2012 Irrigation project is complete Planting Completion October 2012 Planting project is complete FRUITVALE AVENUE MEDIAN 9133-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP S TREET FUND Contributions and Donations 90,000 90,000 - - - - - 90,000 TOTAL - 90,000 90,000 - - - - 90,000 GAS TAX FUND Gas Tax-HUTA - - 50,000 - - - 50,000 TOTAL - - 50,000 - - - 50,000 TOTAL REVENUES 90,000 90,000 50,000 - - - - 140,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Construction Expenses - 90,000 - - - - 909000 TOTAL EXPENDITURES - 90,000 - - - - 909000 GAS TAX EXP Construction Expenses 50,000 509000 TOTAL 50,000 - - - - 509000 TOTAL EXPENDITURES - 140,000 - - - - 140,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING BALANCE - 90,000 - - - - - Revenues&T/I 90,000 90,000 - 90,000 Expenditures&T/O - - 90,000 90,000 ENDING BALANCE 90,000 90,000 - - - - - GAS TAX FUND Beginning Balance - - - Revenues&T/I - 50,000 - 50,000 Expenditures&T/O 50,000 - 50,000 Ending Balance - - - - - TOTAL BALANCE 90,000 1 90,000 - - - - - D-37 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS Blaney Plaza 1715 111b - RQ CD �Sf r ,. o+ Sfhsfr �`Of 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. D-38 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM STREET LANDSCAPE&BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE IROJECT COMPONENTI DESCRIPTION Submit Grant January 2010 City submits EECBG grant application Contract Award April 2012 Award construction contract Estimated Construction Start May 2012 Construction project begins Estimated Completion Date I July 2012 1 Project is completed Final Reports July 2012 Final reports submitted to the CEC VILLAGE LED STREETLIGHTS 9138-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Transfers In-Other CIP 32,500 32,500 - - - - - 32,500 TOTALS TREET FUND 32,500 32,500 - - - - - 32,500 STREET GRANT FUND Federal-Energy Comm PT 354,785 354,785 65,537 - - - - 420,322 TOTAL GRANT FUND - 354,785 354,785 65,537 - - - - 420,322 TOTAL REVENUES - 387,285 387,285 65,537 - - - - 452,822 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP S TREET FUND Fees&Expenses 211 211 - - - - - 211 Construction Expenses 26,807 26,807 5,482 32,289 TOTALS TREET FUND - 27,018 27,018 5,482 - - - - 32,500 GRANT FUND Materials&Supplies 143,439 143,439 - 143,439 Fees&Expenses 2,072 2,072 2,072 Consultant/Contract Svs 2,813 2,813 2,813 Project Equip&Fixtures - - - Construction Expenses 206,462 206,462 65,537 271,999 TOTAL GRANT FUND - 354,785 354,785 65,537 - - - 420,322 TOTAL EXPENDITURES - 381,803 381,803 71,019 - - - - 452,822 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity BEGINNING BALANCE - 5,482 - - - - - Revenues&T/I 32,500 32,500 - 32,500 Expenditures&T/O 27,018 27,018 5,482 32,500 ENDING BALANCE - 5,482 5,482 - - - - - - GRANT FUND BEGINNING BALANCE - - - Revenues&T/I 354,785 354,785 65,537 - 452,822 Expenditures&T/O 354,785 3549785 65,537 452,822 D-39 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM r r� D-40 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS, CURBS & STORM DRAINS D-41 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS CITYWIDE - C- 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 expenses. Staff time for project oversight is included in the operating budget. D-42 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL SIDEWALK REPAIR 9141-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Transfers In-GF 281,105 50,000 331,105 50,000 50,000 50,000 50,000 50,000 581,105 Transfers In-Other CIP 1,581 - 1,581 - - - - - 1,581 TOTALREVENUES 282,686 50,000 332,686 50,000 509000 50,000 50,000 509000 582,686 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Exuended CIP STREET FUND Fees&Expenses 311 - 311 - - - - - 311 Consultant/Contract Svs - 675 675 - - - - - 675 Construction Expenses 229,470 98,393 327,863 53,838 50,000 50,000 50,000 50,000 581,701 TOTAL EXPENDITURES 229,781 99,068 328,848 53,838 50,000 50,000 50,000 50,000 582,686 FY Total 2011/12 Budgeted for Fiscal Year Project Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND BEGINNING FUND BAL 281,105 3,838 - - - - - Revenues&T/I 282,686 50,000 332,686 50,000 50,000 50,000 50,000 50,000 582,686 Expenditures&T/O 229,781 99,068 328,848 53,838 50,000 50,000 50,000 50,000 582,686 ENDING BALANCE 529906 232,037 3,838 - - - - - D-43 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS 1 T - 1' Y CITYWIDE r 01 K 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. D-44 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL STORM DRAIN UPGRADES 9141-002 Prior FY Total Year 2011/12 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 786 10,000 10,786 - - - - - 10,786 Transfers In-General Fund 161,314 50,000 211,314 50,000 50,000 50,000 50,000 50,000 461,314 TOTAL REVENUES 162,100 61,413 223,512 50,000 50,000 50,000 50,000 50,000 473,512 Prior FY Total Year 2011/12 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 1,881 568 2,449 - - - - - 2,449 Fees&Expenses 1,977 - 1,977 - - - - - 1,977 Construction Expenses 119,734 86,204 205,938 63,148 50,000 50,000 50,000 50,000 469,086 TOTAL EXPENDITURES 123,592 86,772 210,364 63,148 50,000 50,000 50,000 50,000 473,512 Prior FY Total Year 2011/12 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 53,883 13,148 - - - - - Revenues&T/I 162,100 61,413 223,512 50,000 50,000 50,000 50,000 50,000 473,512 Expenditures&T/O 123,592 86,772 210,364 63,148 50,000 50,000 50,000 50,000 473,512 ENDING FUND BALANCE 38,507 28,524 13,148 - - - - - - D-45 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS Mdmw Cox Avenue" I" _ MW fLo Rr �rT Isla_AM 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. D-46 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION 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 I December 2013 1 Project is completed EL QUITO CURB&GUTTER 9142-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended STREET FUND Construction Expenses 175,626 175,626 37,552 - - - - 213,178 TOTALS TREET FUND 175,626 - 175,626 37,552 - - - - 213,178 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 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 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 37,552 - Revenues&T/I 19,357 - 19,357 232,535 Expenditures&T/O 19,357 - 19,357 232,535 ENDING FUND BALANCE - 37,552 - - - - - - - INDING BALANCE 37,552 75,104 37,552 - - - - - - D-47 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS 71 -- o Heritage Oak ' C Shad ow 0-ks. AZ N Orchard Road `✓f! i a c ego (�i o Project Name Village Sidewalk&Pedestrian Enhancements Project Number 9142-004 Phase I 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 3`d Street,and Big Basin Way and 4`h 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. D-48 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE 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 ENHANCEMENTS 9142-004 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Contributions/Donations 737,846 737,846 - - - - - 737,846 Project Reimbursement - - 26,000 26,000 Transfers In-Other CIP 80,764 80,764 - - 80,764 TOTAL S TREET FUND 818,610 - 818,610 26,000 - - - - 8449610 GRANT FUND State MTC(TDA) 202,846 71,508 274,354 165,347 - - - - 439,701 TOTAL GRANT FUND 202,846 71,508 274,354 165,347 - - - - 4399701 TOTAL REVENUES 1,021,456 71,508 1,092,964 1919347 - - - - 1,284,311 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Materials&Supplies 29,914 1,693 31,607 - - - - - 31,607 Fees&Expenses 6,200 - 6,200 6,200 Consultant/Contract Svs 529070 6,308 58,378 - 58,378 Construction Expenses 278,770 84,870 363,640 247,120 610,760 Transfers Out 137,665 - 137,665 - 1379665 TOTALS TREET FUND 504,618 929871 597,489 247,120 - - - 844,610 GRANT FUND Consultant/Contract Svs - 347 347 - - 347 Construction Expenses 185,760 88,248 274,008 165,347 439,355 TOTAL GRANT FUND 185,760 88,595 274,354 165,347 - - - - 439,701 TOTAL EXPENDITURES 690,378 181,465 1 871,844 1 412,467 - - - - 1,284,311 Prior FY Total Year 2011/12 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CEP STREET FUND Beginning Balance 221,120 - - - - - Revenues&T/I 818,610 - 818,610 26,000 844,610 Expenditures&T/O 268,657 92,871 597,489 247,120 844,610 Ending Balance 549,953 (92,871) 221,121 - - - - GRANT FUND Beginning Balance - - - Revenues&T/I - 71,508 274,354 165,347 439,701 Expenditures&T/O 88,595 274,354 165,347 439,701 Ending Balance - (17,086) - - - - ENDING FUND BALANCE 549,953 221,121 - - - - D-49 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS 0 u i Heritage Oak �g 3hadaw Qahs Sem 0 9� o N ata D C} Orchard Road a�'► gr 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.Project management costs are included in the operating budget. D-50 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed SARATOGA AVENUE SIDEWALK 9142-005 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT FUND State MTC(TDA) 62,616 35,205 97,821 43,757 - - - - 141,578 TOTAL REVENUES 62,616 35,205 97,821 43,757 - - - - 141,578 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT FUND Consultant/Contract Svs 6,745 - 6,745 - - - - - 6,745 Construction Expenses 68,919 22,157 91,076 43,757 134,833 TOTAL EXPENDITURES 75,664 22,157 97,821 43,757 - - - - 141,578 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activitv Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 ActiA ty GRANT FUND BEGINNING BALANCE (27,667) (13,774) - - - - - - Revenues&T/I 42,669 35,205 97,821 43,757 141,578 Expenditures&T/O (28,776) 22,157 97,821 43,757 141,578 ENDING BALANCE (13,774) 43,588 - - - - - - D-51 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza - th s�^ f^ - to 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. D-52 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Design Approval February 2012 Council approves plans Begin Bid Process April 2013 Council authorizes bidding the project Contract Award May 2013 Council awards contract Estimated Construction Start June 2013 Construction project begins Estimated Completion Date November 2013 Project is completed VILLAGE SIDEWALK CURB&GUTTER PHASE II-DESIGN 9142-010 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDI'T'URES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP S TREET FUND Consultant/Contract Svs 38,554 38,554 - - - - - 38,554 Construction Expenses - - 27,236 27,236 TOTALS TREET FUND - 38,554 38,554 27,236 - - - - 65,790 GRANT FUND Consultant/Contract Svs 134,000 134,000 - - 134,000 TOTAL GRANT FUND - 134,000 134,000 - - - - - 134,000 TOTAL EXPENDITURES - 172,554 172,554 27,236 - - - - 199,790 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 ActiA ty CIP S TREET FUND Beginning Balance 27,236 - - - - - Revenues&T/I 65,790 65,790 - 65,790 Expenditures&T/O - 38,554 27,236 65,790 Ending Balance - 65,790 27,236 - - - - - GRANT FUND Beginning Balance - Revenues&T/I 134,000 134,000 - 134,000 Expenditures&T/O - 134,000 134,000 Ending Balance - 134,000 - - - - - - INDING BALANCE - 199,790 27,236 - - - - - - D-53 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS&STORM DRAINS Blaney Plaza a Ce - fh CD 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 5t'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. D-54 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Design Approval February 2012 Council approves plans Begin Bid Process April 2013 Council authorizes bidding the project Contract Award May 2013 Council awards contract Estimated Construction Start June 2013 Construction project begins Estimated Completion Date November 2013 Project is completed VILLAGE SIDEWALK CURB&GUTTER PHASE II-CONSTRUCTION 9142-011 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 - - 775,958 - - - - 775,958 TOTAL GRANT FUND - - - 775,958 - - - - 775,958 TOTAL REVENUES 256,800 - 256,800 775,958 - - - - 1,032,758 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDI'T'URES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP S TREET FUND Construction Expenses - - 224,300 - - - - 224,300 Transfers Out 32,500 32,500 - 329500 TOTALS TREET FUND - 32,500 32,500 2249300 - - - - 256,800 GRANT FUND Construction Expenses - - 775,958 - 775,958 TOTAL GRANT FUND - - 775,958 - - - - 775,958 TOTAL EXPENDITURES 32,500 1 32,500 1 1,000,258 - - - - 1,032,758 Prior FY Budgeted for Fiscal Year Total Year 2011/12 Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND Beginning Balance 256,800 224,300 - - - - - Revenues&T/I 256,800 - 256,800 - 256,800 Expenditures&T/O - 32,500 32,500 224,300 256,800 Ending Balance 256,800 224,300 224,300 - - - - - GRANT FUND Beginning Balance - - Revenues&T/I - 775,958 775,958 Expenditures&T/O 775,958 775,958 Ending Balance - - D-55 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS +� Hre sl,•C,riae Hill,--Dr ve Carniel Ava ue 0 i' 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. 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. A site assessment by Santa Clara Background Valley Water District (SCVWD) staff in 2011 revealed the corroded pipe and recommended replacement to prevent erosion of creek banks. SCVWD recommends using the Stream Maintenance Program (SMP) permit procedure to fix the outfall, and commits 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. This project will be funded with Gas Tax revenues. Operating SCVWD has offered to pay for half of the cost to repair the outfall pipe as the repair will prevent a Budget Impacts failure which would cause stream bank erosion and costlier repairs. The repair will prevent emergency repairs upon failure,thus reducing operating budget costs in the long run. D-56 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE IROJECT COMPONENTI DESCRIPTION Design Phase July 2010 Prepare plans and specifications—completed Prepare Agreement July 2010 Council awards contract-completed Estimated Construction Start August 2012 Construction Begins Estimated Completion Date I October 2012 1 Project is complete. ARROYO DE ARGUELLO OUTFALL REPAIR 9142-012 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GAS TAX FUND Gas Tax-HUTA - 70,000 - - - - 70,000 TOTAL REVENUES - - - 70,000 - - - - 70,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GAS TAX FUND Construction Expenses 70,000 - - - - 70,000 Transfers Out - - - TOTAL GAS TAX FUND - 70,000 - - - - 70,000 TOTAL EXPENDITURES - - 70,000 - - - - 70,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GAS TAX FUND Beginning Balance - - - - - - Revenues&T/I 70,000 70,000 Expenditures&T/O 70,000 70,000 ENDING BALANCE - - - - - D - 57 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS fJ g, a Buck nal l Ruud 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 would be installed on the south west corner of Quito Road and Paseo Olivos and the other storm drain would be at the opposing corner on the north west corner connecting to the City of San Jose's storm drain system on Quito Road. Project There are currently no storm drains 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. 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 Building two storm drains would diminish the need for continuous repair of ruined asphalt. Budget Impacts D-58 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM SIDEWALKS,CURBS& STORM DRAINS PROJECT TIMELINE IROJECT COMPONENTI DESCRIPTION Obtain Encroachment Permit July 2012 Apply for Permit from City of San Jose from the City of San Jose Estimated Construction Start September 2012 Construction project begins Estimated Completion Date December 2012 Project is complete QUITO ROAD AND PASEO OLIVOS STORM DRAIN 9142-013 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GAS TAX FUND Gas Tax-HUTA 40,000 - - - - 40,000 TOTAL REVENUES - - - 40,000 - - - - 40,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GAS TAX FUND Construction Expenses - 40,000 - - - - 40,000 Transfers Out - - - - TOTAL GAS TAX FUND - - 40,000 - - - 40,000 TOTAL EXPENDITURES - - 40,000 - - - 40,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GAS TAX FUND Beginning Balance - - - - - - Revenues&T/I 40,000 40,000 Expenditures&T/O - 40,000 - 40,000 ENDING BALANCE - - - - - - - D-59 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM 4 4 G D-60 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM Bridge & Retaining Wall Projects D-61 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS eaec e�P yQi r9 WI,dWOOd S^ Park • p h S� �P I Project Name Fourth Street Bridge Project Number 9152-001 Department Public Works Project Manager John Cherbone Description This project will widen the bridge at 4`h 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 include 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%will be funded by the City. There are 20 bridges located in the City.Nine of the bridges pass over Saratoga Creek. Operating This project will increase safety for pedestrians walking across the 4th Street Bridge and subsequently Budget Impacts reduce City liability exposure. Costs associated with project design and management have been included in the City operating budget. Project management costs are included in the operating budget as staff time in the Engineering and Streets programs. D-62 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE 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 I April 2015 Construction project begins Estimated Completion Date October 2015 Project is completed FOURTH STREET BRIDGE 9152-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Transfers In-General Fund 100,000 100,000 - - - - - 100,000 TOTAL STREET FUND 100,000 100,000 - - - - - 100,000 GRANT FUND Federal-HBBR - - 487,000 - - - - 487,000 TOTAL GRANT FUND - - - 487,000 - - - - 487,000 TOTALREVENUES 100,000 - 100,000 487,000 - - - - 587,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Construction Expenses 100,000 - - - - 100,000 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 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND Beginning Balance 100,000 - - - - - Revenues&T/I 100,000 100,000 - 100,000 Expenditures&T/O - - 100,000 100,000 Ending Balance 100,000 100,000 - - - - - - GRANT FUND Beginning Balance - - Revenues&T/I - - 487,000 =187,0110 Expenditures&T/O 487,000 487,000 iEnding Balance - - - ENDING BALANCE 100,000 l 011,000 I - - - - D-63 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS 4, Sobey Road O }T O .r � aoam aP 0 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. 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 standards set by Caltrans for roadway size. This project will 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. Funding to remove and replace the existing bridges comes from the State Highway Bridge Program. There are a total of 20 bridges in Saratoga. Four of these bridges pass over San Tomas Creek. Operating Costs associated with project management are incorporated in the operating budget and the cost of Budget Impacts construction will be covered entirely by the Highway Bridge Program. Project management staff time is included in the operating budget. D-64 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE 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 I April 2014 Construction project begins Estimated Completion Date April 2015 Project is completed QUITO ROAD BRIDGE REPLACEMENT 9152-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET 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-HBBR 377,395 60,712 438,107 63,493 - 501,600 TOTAL 377,395 60,712 438,107 63,493 - - - - 501,600 TOTAL REVENUES 592,184 60,712 652,896 63,493 - - - - 716,389 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Salary&Benefits - - - - - - - Site Acquisition&Prep - 11,882 11,882 11,882 Consultant/Contract Svs 701 2,096 2,797 - 2,797 Construction Expenses 91,780 1,043 92,823 107,287 200,110 TOTAL 92,482 15,020 107,502 107,287 - - - - 214,789 GRANT FUND Site Acquisition&Prep - 47,527 47,527 - 47,527 Consultant/Contract Svs 2,787 7,147 9,934 - - 9,934 Construction Expenses 376,475 4,171 380,646 63,493 444,138 TOTAL 379,262 58,845 1 438,107 63,493 - - - - 5012600 TOTAL EXPENDITURES 471,744 73,865 1 545,609 170,780 - - - - 716,389 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP STREET FUND Beginning Balance 122,307 107,287 - - - - - Revenues&T/I 214,789 - 214,789 - 214,789 Expenditures&T/O 92,482 15,020 107,502 107,287 - 214,789 Ending Balance 122,307 107,287 107,287 - - - - - GRANT FUND Beginning Balance (1,868) - - Revenues&T/I 377,395 60,712 438,107 63,493 - 501,600 Expenditures&T/O 379,262 58,845 438,107 63,493 501,600 Ending Balance (1,868) - - - - - - - INDING BALANCE 120,439 107,287 107,287 - - - - - D-65 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS B"yaOaa P" r ap `r�3 Project Name Parker Ranch Retaining Wall Repair Project Number 9153-002 Department Public Works Project Manager Macedonio Nunez Description Two retaining walls at Parker Ranch developed as part of the subdivision roadway system 30 years ago are now starting to fail and require repair. Location One retaining wall is located on Parker Ranch Road and the other retaining wall is on Vista Arroyo Court. Project The walls were constructed of wood, and after 30 years, part of the wall has started to fail. The Background retaining wall on Parker Ranch, which is the longer of the two walls, requires replacement of failing horizontal boards. The other retaining wall on Vista Arroyo Court requires an extension to prevent erosion. This project will be funded with Gas Tax revenues. Operating Replacement of the walls prior to failure will eliminate emergency response costs for staff time and Budget Impacts allow for a competitive bid process. Preventative repairs will eliminate additional repair costs. D-66 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM BRIDGE&RETAINING WALL PROJECTS PROJECT TIMELINE -PROJECT I INENT TIMELINE DESCRIPTION Begin Design Phase June 2012 Prepare plans and specifications Estimated Construction Start August 2012 Construction project begins Estimated Completion Date October 2012 Project is completed PARKER RANCH RETAINING WALL 9153-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GAS TAX FUND Gas Tax-HUTA - 40,000 - - - - 40,000 TOTALREVENUES - - 40,000 - - - - 40,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GAS TAX FUND Construction Expenses - 40,000 - - - - 40,000 Transfers Out - - - - TOTAL GAS TAX FUND - 40,000 - - - 40,000 TOTAL EXPENDITURES - Ij 40,000 - - - 40,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GAS TAX FUND Beginning Balance - - - - - - Revenues&T/I 40,000 40,000 Expenditures&T/O 40,000 40,000 ENDING BALANCE - - - - - - - - D-67 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM s D-68 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM Utility Undergrounding Projects D-69 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS < ax 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. D-70 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE PROJECT I I 1'1NENT TIMELINE DESCRIPTION Begin Design Phase To be determined Prepare plans and specifications in conjunction with PG&E Estimated Construction Start To be determined PG&E begins construction Estimated Completion Date To be determined PG&E completes construction RULE 20A ELECTRIC UNDERGROUND CONVERSION PROJECTS As of May 17, 2012, $3,284,995 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. D-71 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS LU ¢ U - -= - +uMAUDE AVE. i O :y 7 i w w U m' Gr zZ _ O ! 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. D-72 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE -PROJECT 1 INENT TIMELINE 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP STREET FUND Community Benefit Assess 98,744 98,744 - - - - - 98,744 TOTAL REVENUES 98,744 - 98,744 - - - - 98,744 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP STREET FUND Construction Expenses - 98,744 - - - - 98,744 TOTAL EXPENDITURES - - - 98,744 - - - - 98,744 FY Total 2011/12 Estimated Budgeted for Fiscal Year Project Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 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 1 98,744 - - - - D - 73 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-74 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS& TRAILS PROGRAM PARKS & TRAILS PROGRAM PROGRAM DIRECTORY PARKS&TRAILS PROGRAM PAGE Program Summary D-77 Project List Summary D-78 Program Funding Summary D-79 CITYWIDE PROJECTS 9211-001 Annual Park&Trails Repairs D-82 9211-002 Tree Replanting Program D–84 9211-003 Playground Safety Improvements D-86 9211-004 Park Restroom Improvements D-88 9212-001 Tree Dedication Program D-90- 9212-002 –909212-002 Saratoga Monte Sereno Community Foundation Tree Dedication Program D-92 PARK PROJECTS 9221-001 Blaney Plaza Sound&Lighting System D-96 9222-001 Hakone Gardens Matching Contribution D-98 9222-002 Hakone Gardens Driveway&Retaining Wall D-100 9222-004 Hakone Gardens Upper Moon House Foundation Repairs D-102 9222-005 Hakone Gardens Lower House ADA Ramps D-104 9238-001 Ravenswood Playground Equipment D-106 TRAILS&OPEN SPACE PROJECTS 9274-001 Joe's Trail at Saratoga De Anza D- 110 9277-001 Saratoga Creek Village Trail Design D– 112 9277-002 Saratoga Village Creek Overlook D– 114 9281-002 Saratoga to Sea Quarry Master Plan D– 116 D-75 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM D-76 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 several 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 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 2012/13 Parks & Trails Program capital projects and their currently funded status. D-77 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PROJECT SUMMARY Total Funded Budgeted for Fiscal Year Project PARKS PROJECT EXPFNDrrURE SUMMARY To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding City Wide Projects 9211-001 Annual Park&Trail Repairs 240,991 22,459 - - - - 263,450 9211-002 CityWide Tree Replanting 189,057 11,095 - 200,152 9211-003 Playground Safety hrprovements 29,922 20,078 - - 50,000 9211-004 Park Restroom Improvements - 57,589 - - 57,589 9212-001 Tree Dedication Program 7.000 21,375 - - 28,375 9212-002 SMSCF Tree Donation Fund - 1,875 - - - 1,875 Park Projects 9221-001 Blaney Plaza.Sound&Lighting hnpr 18.47; 6,527 - - - 25,000 9222-001 Hakone Gardens Match Contribution - 250,000 - - - 250,000 9222-002 Hakone Gardens Driveway&Wall 42,621 137,379 - - - 180,000 9222-003 Hakone Gardens Well&Pump 49,975 Closed 49,975 9222-004 Hakone Gardens UH Foundation - 125,000 - - - 125,000 9222-005 Hakone Gardens LH ADA Ramps 32,293 12,507 44,800 9231-001 Azule Park-Petanque Court 20,000 Closed 20,000 9238-001 Ravenswood Playground Equipment 72,914 2,086 75,000 9252-001 El Quito Park hnprovements 125,000 Closed 125,000 Trail Projects 9274-001 Joe's Trail at Saratoga De Anza 1,702,962 477,026 - - - 2,179,988 9276-002 Tank Trail Repair&Relocation 61,000 Closed 61,000 9277-001 Village Creek Trail-Design&Environ - 39,000 - - - 39,000 9277-002 Village Creek Overlook - 27,000 - - - 27,000 9281-001 Mid Pen Open Space Land Purchase 250,000 Closed 250,000 9281-002 Saratoga to Sea Quarry Master Plan - 300,000 - - - 300,000 Total Projects 2,842,208 1,510,997 - - - 4,353,205 Interfund Transfers 99,641 99,641 Total Project Expenditures 2,941,849 1,510,997 - - - - 4,452,846 One new project is funded in FY 2012/13: • Quarry Park and Trail Master Plan The following projects were completed in FY 2011/12, leaving a total of 16 active projects for FY 2012/13: • Hakone Gardens Well&Pump • Azule Park-Petanque Court • El Quito Park Improvements • Tank Trail Repair&Relocation • Mid-Peninsula Open Space Land Purchase D-78 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK&TRAILS PROGRAM FUNDING SUMMARY Prior FY Total Year 2011/12 Funded Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP PARK FUND AB 8939 Beverage Container 5,000 17,059 22,059 - - - - - 22,059 Park In Lieu Fees 382,589 - 382,589 382,589 Donations/Contributions 2,250 3,000 5,250 5,250 Dev Benefit Assessment 61,000 - 61,000 - 61,000 Transfers In-General Fund 1,005,000 1,005,000 300,000 1,305,000 Transfers In-Other CIP 15,982 25 16,007 - 16,007 Transfer In-From L&L 125,000 125,000 125,000 Transfers In-ABAG 25,000 25,000 25,000 TREE FUND - - Fines&Forfeitures 15,492 300 15,792 15,792 Transfers In 184,360 - 184,360 - 184,360 GRANT FUND - CDBGGrant 3,791 28,502 32,293 12,507 44,800 Federal-CMAQ to VIA 456,976 599,013 1,055,989 231,424 1,287,413 State-State Park Bond Grant 132,586 - 132,586 - 132,586 Local-VIA DeAnza Trail Grant 379,988 379,988 - 379,988 Local-SCVWD Grant - - 66,000 66,000 Private-DeAnza Trail Grant 154,399 - 154,399 245,602 400,001 TOTAL REVENUES 2,949,414 647,899 3,597,312 855,533 - - - - 4,452,846 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project CIP FARK EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Site Acquisition&Prep - 250,000 250,000 - - - - - 250,000 Supplies&Expenses 50,999 6,381 57,380 57,380 Fees&Expenses 165 - 165 - 165 Consultant/Contract Svs 13,025 - 13,025 300,000 313,025 Construction Expenses 492,661 104,665 597,326 621,118 1,218,444 Transfers Out 99,616 25 99,641 - 99,641 TREEFUND - Tree Supplies/Services 16,556 - 16,556 1,875 18,431 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 158,553 1,352 159,905 32,470 192,375 GRANT FUND - Salary&Benefits 41,713 22,588 64,301 - 64,301 Fees&Expenses 20,679 - 20,679 20,679 Site Acquisition&Prep 322,852 322,852 322,852 Supplies&Expenses 1,035 - 1,035 - 1,035 Consultant/Contract Svs 108,716 20,836 129,553 66,000 195,553 Construction Expenses 653,855 542,980 1 1,196,834 489,533 1,686,368 TOTAL EXPENDITURES 1,993,022 948,827 1 2,941,849 1,510,997 - - - - 4,452,846 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project TOTAL ALL FUND SUMMARY Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity BEGINNING BALANCE 956,392 655,464 - - - - - Revenues&Transfers In 2,949,414 647,899 3,597,312 855,533 4,452,846 Expenditures&Transfers Out 1,993,022 948,827 2,941,849 1,510,997 4,452,846 ENDING BALANCE 956,392 655,464 655,464 - - - - D-79 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM P D-80 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS D-81 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE Project Name Annual Park&Trail Repairs Project Number 9211-001 Department Public Works Project Manager Shawn Gardner Description This project provides funding for minor projects and repairs to City parks,trails, and open spaces. Location Projects and repairs vary throughout the year and may be located at any of the 14 City parks containing 67 acres of developed parkland,within the 13 miles of walking and hiking trails,or in the nearly 50 acres of undeveloped open space in the City. Project To address unplanned minor projects and repairs in a timely manner,the City provides capital funding Background for infrastructure maintenance. The work is limited to projects that do not exceed$5,000 and 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. D-82 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION Project Development Ongoing Prepare project plans and request bids if project is being contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date I Ongoing Project is completed ANNUAL PARK&TRAIL REPAIRS 9211-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP PARK FUND AB 8939 Beverage Container 5,000 17,059 22,059 - - - - - 22,059 Transfers In-General Fund 230,000 - 230,000 230,000 Transfers In-Other CIP 15,982 25 16,007 16,007 TOTAL REVENUES 250,982 17,084 268,066 - - - - - 268,066 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP PARK FUND Materials&Supplies 7,763 2,094 9,857 - - - - - 9,857 Fees&Expenses - - - - - Construction Expenses 220,921 10,213 231,134 22,459 253,593 Transfers Out 4,616 - 4,616 - 4,616 TOTAL EXPENDITURES 233,300 12,307 245,607 22,459 - - - - 268,066 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity BEGINNING BALANCE - 17,682 22,459 - - - - - Revenues&Transfers In 250,982 17,084 268,066 - 268,066 Expenditures&Transfers Out 233,300 12,307 245,607 22,459 268,066 ENDINGBALANCE 17,682 22,459 22,459 - - - - - - D-83 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS CITYWIDE x � ' r' - 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 funded entirely 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 maintenance expenses that would otherwise be Budget Impacts funded through the City's operating budget, if funding is available for the work. Continued care and oversight for trees on City property also helps to reduce liability risks. Additionally, maintaining the City's urban tree canopy adds to Saratoga's attractiveness and increases its desirability. To some degree this helps to generate high property values and consequently higher property tax revenues received by the City. D-84 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION Project Development Ongoing Prepare project plans and seek bids if work is going to be contracted out Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date I Ongoing Project is completed CITYWIDE TREE REPLANTING PROGRAM 9211-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding TREE FINE FUND Fines&Forfeitures 15,492 300 15,792 - - - - - 15,792 Transfers In-General Fund 184,360 - 184,360 184,360 TOTAL REVENUES 199,852 300 200,152 - - - - - 200,152 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended TREE FINE FUND Materials&Supplies 16,556 16,556 - - - - - 16,556 Consultant/Contract Svs 12,596 - 12,596 - 12,596 Construction Expenses 158,553 1,352 159,905 11,095 171,000 TOTAL EXPENDITURES 187,705 1,352 189,057 11,095 - - - - 200,152 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity TREE FINE FUND BEGINNING BALANCE - 12,147 - 11,095 - - - - - Revenues&T/I 199,852 300 200,152 - 200,152 Expenditures&T/O 187,705 1,352 1 189,057 11,095 200,152 ENDING BALANCE 12,147 11,095 1 11,095 - - - - D-85 ■ CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS Y �s� is CITYWIDE Project Name Playground Safety Improvements Project Number 9211-003 Department Public Works Project Manager Kevin Meek Description This project provides funding for safety improvements in Saratoga's park playgrounds. Location This is a Citywide project. Project In 2010, the Association of Bay Area Governments (ABAG) conducted a safety assessment of 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. D-86 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECTI 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 I June 2013 Project is completed PLAYGROUND SAFETY IMPROVEMENTS 9211-003 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding C IP PARK FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 Transfers In-ABAG 25,000 25,000 25,000 TOTAL REVENUES 50,000 - 50,000 - - - - - 509000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP PARK FUND Materials&Supplies 2,257 181 2,437 - - - - - 2,437 Construction Expenses 8,680 18,805 27,485 20,078 47,563 TOTAL EXPENDITURES 10,936 18,986 1 29,922 1 209078 - - - - 509000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity C 1 PARK FUND BEGINNING BALANCE 39,064 - 20,078 - - - - - Revenues&T/I 50,000 - 50,000 - 50,000 Expenditures&T/O 10,936 18,986 29,922 20,078 50,000 ENDING BALANCE 39,064 20,078 20,078 1 - - - - D-87 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS Cox Avenue d El Quito c Congress Park �r,F= ¢ Springs _ — Park r1 � Pa w' oda ata` a N WK1.. 'M h - Wildwood Park _ sv% m� 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. D-88 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 I March 2014 Project is complete PARK RESTROOM IMPROVEMENTS 9211-004 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 57,589 - - - - 57,589 TOTAL EXPENDITURES - - 57,589 - - - - 57,589 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE 57,589 57,589 - - - - - Revenues&T/I 57,589 - 57,589 - - - 57,589 Expenditures&T/O - - - 57,589 57,589 ENDING BALANCE 57,589 57,589 1 57,589 1 - - - - D-89 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS f II x � k £� 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. D-90 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Tree Dedication Payments 2,250 1,125 3,375 - - - - - 3,375 Transfers In-General Fund 25,000 - 25,000 25,000 TOTALREVENUES 27,250 1,125 28,375 - - - - - 28,375 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Construction Expenses 2,627 4,373 7,000 21,375 - - - - 28,375 TOTALEXPENDTTURES 2,627 4,373 7,000 21,375 - - - 28,375 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE 24,623 21,375 - - - - - Revenues&T/I 27,250 1,125 28,375 - 28,375 Expenditures&T/O 2,627 4,373 1 7,000 1 21,375 - 28,375 ENDING BALANCE 24,623 21,375 1 21,375 1 - - - - - D-91 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS x y t ' 4' £� CITYWIDE _ 4S_ 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. D-92 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM CITYWIDE PROJECTS PROJECT TIMELINE PROJECT PODESCRIPTION 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Contributions&Donations 1,875 1,875 - - - - - 1,875 Transfers In-Other CIP - - - TOTAL REVENUES - 1,875 1,875 - - - - - 1,875 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Materials&Supplies 1,875 - - - - 1,875 TOTAL EXPENDrrURES - - 1,875 - - - 1,875 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE - 1,875 - - - - - Revenues&T/I 1,875 1,875 - 1,875 Expenditures&T/O - 1,875 - 1,875 ENDING BALANCE - 1,875 1 1,875 1 - - - - D-93 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM } n D-94 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS D-95 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Blaney Plaza a °pro r Pr FiiS10rICal Park Project Name Blaney Plaza Sound System&Lighting Project Number 9221-001 Department Public Works Project Manager John Cherbone/Leo Salindong Description This project funds installation of a permanent sound system and lighting 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 will 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. D-96 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECTI 1 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 I June 2012 Project is complete BLANEY PLAZA SOUND&LIGHTING SYSTEM 9221-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-General Fund 25,000 25,000 - - - - - 25,000 TOTALREVENUES 25,000 - 25,000 - - - - - 25,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 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 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 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 - - - - - D-97 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Sig Basin WaY ray��te R =7 Oy Hakone g Gardens �o- 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. D-98 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Council committed matching fund for Hakone Gardens visitor Funding Dedicated August 2006 center. Hakone Foundation raises required matching funds to receive City Matching Funds Raised To be determined monies for construction of the Hakone Gardens visitor center Award City funds to Hakone Foundation for construction of a new Award Funds To be determined 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 GARDENS VISITORS CENTER—MATCHING FUNDS 9222-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 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 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 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 - - - - - D-99 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Bj9 easin WaY roq Gate Reaa �! o Hakone Gardens �a Project Name Hakone Gardens Driveway&Retaining Project Number 9222-002 Wall Department Public Works Project Manager John Cherbone Description This project provides funding for repairs to the retaining walls and hillside driveway into Hakone Gardens. Location The hillside roadway and supporting retaining wall are located at the entrance to 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 roadway entrance into the park climbs steeply up a hillside,requiring a retaining wall for support. Staff conducted an analysis of the driveway at Hakone and the park's retaining walls and has determined that it is likely that future repairs will be required.To ensure that funding is available when repairs are needed,the City allocated 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. Funding for this project came from a General Fund transfer. 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. D-100 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE PROJECTI I DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing I Project is complete HAKONE GARDENS DRIVEWAY&RETAINING WALL 9222-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-General Fund 200,000 200,000 - - - - - 200,000 TOTAL REVENUES 200,000 - 200,000 - - - - - 200,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 42,621 42,621 137,379 - - - - 180,000 Transfers Out 20,000 20,000 - - 20,000 TOTAL EXPENDITURES 62,621 - 62,621 137,379 - - - - 2009000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity CM PARK FUND BEGINNING BALANCE 137,379 - 137,379 - - - - - Revenues&T/I 200,000 - 200,000 - 200,000 Expenditures&T/O 62,621 - 62,621 137,379 - 200,000 ENDING BALANCE 137,379 137,379 1 137,379 - - - - D-101 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Big Basin Way fall Gate Road 1 S , o Hakone Gardens - I 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 100th 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. D-102 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TiMELINE Begin Design Phase August 2012 Prepare plans and specifications Begin Bid Process October 2012 Council approves plans and authorizes bidding the project Contract Award December 2012 Council awards contract Estimated Construction Start January 2013 Construction project begins Estimated Completion Date I March 2013 1 Project is completed HAKONE GARDENS UPPER MOON HOUSE—FOUNDATION REPAIRS 9222-004 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In-General Fund 125,000 125,000 - - - - - 125,000 TOTALREVENUES 125,000 - 125,000 - - - - - 125,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 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 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 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 - - - - - D-103 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS Big Basin Way fall Gate Road 1 Hakone s� Gardens a Project Name Hakone Gardens Lower House ADA Ramps Project Number 9222-005 Department Recreation&Facilities Project Manager Thomas Scott Description This project will fund the installation of Americans with Disabilities (ADA) compliant ramps at the entrance of the Lower House. Location The Lower House is located within the Zen Garden at the Hakone Gardens Park 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 garden was constructed between 1917 and 1929. The Lower House is almost 90 years old. In March 2010, the Hakone Foundation was awarded Community Development Block Grant funds to add a ramp to the entrance of the Lower House that complies with ADA requirements and maintains the historical integrity of the building. The Hakone Foundation also has plans to make improvements to the foundation of the Lower House, because the roof has started to sag and is showing signs of deterioration. Similar upgrades will also be necessary for the Upper Moon House. Improvements to the Lower House will be managed by the Hakone Foundation. Operating Making improvements to the Lower House at Hakone will increase access to the building and allow Budget Impacts Hakone to better serve disabled visitors. D-104 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TiMELINE Begin Design Phase April 2011 Prepare plans and specifications Begin Bid Process November 2011 Council approves plans and authorizes bidding the project Contract Award January,2012 Council awards contract Estimated Construction Start February,2012 Construction project begins Estimated Completion Date I October,2012 1 Project is completed HAKONE GARDENS LOWER HOUSE ADA RAMPS 9222-005 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding GRANT PARK FUND CDBG Grant 3,791 28,502 32,293 12,507 - - - - 44,800 TOTAL REVENUES 3,791 28,502 32,293 12,507 - - - - 44,800 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended GRANT PARK FUND Construction Expenses 3,791 28,502 1 32,293 12,507 - - - - 44,800 TOTAL EXPENDITURES 3,791 28,502 32,293 12,507 - - - - 44,800 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity GRANT PARK FUND BEGINNING BALANCE - - - - - - - - Revenues&T/I 3,791 28,502 32,293 12,507 44,800 Expenditures&T/O 3,791 28,502 32,293 12,507 44,800 ENDING BALANCE - - - - - - - - - D-105 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS WAY i SHAY C7� t F# C PADA 1 � . a 0 J!) ALLENDALEAVE. 0a Ravenwood Q o SAX- Park flLW00f - � ► w � DR QQ/7,000,s r c Project Name Ravenwood Playground Equipment Project Number 9238-001 Department Public Works Project Manager Kevin Meek Description This project will upgrade the play areas and replace existing playground equipment at Ravenwood Park. Location Ravenwood Park is located at 13830 Ravenwood Drive. Project Ravenwood Park is a neighborhood park approximately half an acre in size, and features benches, a Background drinking fountain, and a small playground for children. The park is primarily used by residents in the immediate neighborhood. Over the past few years, the City has been gradually upgrading play areas and replacing play equipment at City parks to ensure playgrounds meet current safety and accessibility standards. Ravenwood is one of the last parks to receive upgrades. After the Association of Bay Area Governments recently conducted an audit of the City's playground equipment, the City was notified that the equipment in Ravenwood must be replaced. Improvements to the park will include new playground equipment that complies with Americans with Disabilities Act standards, the installation of a new sand pit, and replacement of the sand around the play equipment with blended wood fibers to help cushion the ground around outdoor play areas. In 2008, the Parks and Recreation Commission reviewed playground equipment options and made a recommendation on play equipment design to the Public Works Department. Funding for this project will come from Park-in-Lieu fees and work for this project will be contracted out and managed by staff. Operating Upgrading the play area and play equipment will reduce maintenance costs for the near future, and is Budget Impacts not expected to increase maintenance costs over the long term as the upgrade does not add to park amenities. Furthermore, the improvements will increase park safety and accessibility. The cost for oversight of this project is included in the operating budget. D-106 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM PARK PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TiMELINE Begin Design Phase August,2007 Prepare plans and specifications Begin Bid Process March,2011 Council approves plans and authorizes bidding the project Contract Award June,2011 Council awards contract Estimated Construction Start July,2011 Construction project begins Estimated Completion Date November,2012 1 Project is completed RAVENSWOOD PLAYGROUND EQUIPMENT 9238-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park-in-Lieu 75,000 75,000 - - - - - 75,000 Transfers In-GF 75,000 75,000 75,000 TOTAL REVENUES 150,000 - 150,000 - - - - - 150,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Materials&Supplies 7,722 4,106 11,829 - - - - - 11,829 Fees&Expenses 42 - 42 - 42 Construction Expenses 1,610 59,434 61,044 2,086 63,130 Transfers Out 75,000 - 75,000 - 75,000 TOTAL EXPENDITURES 84,374 63,540 147,914 2,086 - - - - 150,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity C IP PARK FUND BEGINNING BALANCE 65,626 - 2,086 - - - - - Revenues&T/I 150,000 - 150,000 - 150,000 Expenditures&T/O 84,374 63,540 147,914 2,086 150,000 ENDING BALANCE 65,626 2,086 1 29086 1 - - - - - - D-107 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM _ Y D-108 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS D-109 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS 0 c, m T C � s a 0 m _ eo P' - to - ya Project Name Joe's Trail at Saratoga De Anza Project Number 9274-001 Department Public Works Project Manager Kristin Borel & 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. D-110 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TiMELINE 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 July 2012 Project is completed JOE'S TRAIL AT SARATOGA DE ANZA 9274-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Federal-CMAQ to VTA 456,976 599,013 1,055,989 231,424 - - - - 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 - 154,399 245,602 400,001 TOTAL REVENUES 1,103,949 599,013 1,702,962 477,026 - - - - 2,179,988 Prior FY Budgeted for Fiscal Year Total Year 2011/12 Expended Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Salary&Benefits 41,713 22,588 64,301 - - - - - 64,301 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 108,716 20,836 129,553 - 129,553 Construction Expenses 650,064 514,478 1 1,164,541 1 477,026 1,641,568 TOTAL GRANT FUND 1,145,059 557,902 1,702,962 477,026 - - - - 2,179,988 Budgeted for Fiscal Year Prior FY Total Year 201112 Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE - (41,110) - - - - - sfeysfti , > D-111 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS Blaney Plaza Wildwood fffh Park sr sa SNI e'� bra cat 0�g S 0 74 vrh �l p N� sfh s Un Project Name 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, since 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,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 trail is expected to be .45 miles long with two pedestrian bridges. The project will also include replacement of non-native invasive plant species with native plants and removal of creek blockages that interfere with fish migration in the creek. Operating The City is to receive grant money from the Water District for the construction of the trail. The City's Budget Impacts 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. Costs associated with developing joint use agreements, grant oversight,community outreach,and project management are included in the operating budget. D-112 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT COMPONENT DESCRIPTION Environmental Review April 2012 Environmental review and documentation begins 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 November 2012 Design for the Village Creek Trail is completed Council Approval December 2012 Final conceptual design presented to the Saratoga City Council and Water District Board of Directors for approval SARATOGA CREEK TRAIL—DESIGN 9277-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Local-SCVWD Grant 39,000 - - - - 39,000 TOTAL REVENUES - - 39,000 - - - - 39,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Consultant/Contract Svs 39,000 - - - - 39,000 TOTAL - - 39,000 - - - - 39,000 TOTAL EXPENDITURES - - 39,000 - - - - 395000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND Beginning Grant Balance - - - - - - Revenues&T/I 39,000 395000 Expenditures&T/O 39,000 395000 ENDING BALANCE - - - - - - - - D-113 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS _ � `��laney plaza Wildwood Park S 1, 01 s p 7p - '- '•y F' ;. l �--�..i '';�`wiJ 7rj, �f` Ldp. y f m Project Name Saratoga Village Creek Overlook Project Number 9277-002 Department Public Works Project Manager Iveta Harvancik Description This project funds 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 6h 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. D-114 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE PROJECT DESCRIPTION Surveying May 2012 Survey and stake property corners;finalize trail design Begin Bid Process July 2012 Distribute bids to contractors Contract Award August 2012 Council awards construction contract Estimated Construction Start September 2012 Construction project begins Estimated Construction Finish October 2012 Construction is complete Estimated Completion December 2012 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Local-SCVWD Grant 27,000 - - - - 27,000 TOTAL REVENUES - - 27,000 - - - - 27,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Consultant/Contract Svs 27,000 - - - - 27,000 TOTAL EXPENDITURES - - 27,000 - - - - 27,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND Beginning Grant Balance - - - - - - - Revenues&T/I - 27,000 27,000 Expenditures&T/O - 27,000 27,000 ENDING BALANCE - - - - - - - - - D-115 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS — sin WaY ro/!gate Roaa gig Basin Congress Hakone Gardens Springs Road 'y s - County Quarry Rd f,t Property �oh�an _ t 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 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, after it is developed requires minimal maintenance cost. However, Budget Impacts maintenance cost, staff time, and liability costs will be impacted by through increases associated with implementation of the Final Management Plan. D-116 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM TRAIL PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TiMELINE 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Funding CII'PARK FUND Transfers In-General Fund 300,000 - - - - 300,000 TOTAL REVENUES - 300,000 - - - - 300,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Consultant/Contract Svs - 300,000 - - - - 300,000 TOTAL EXPENDITURES - - - 300,000 - - - - 300,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2012/13 2013/14 2014/15 2015/16 Activity CUP PARK FUND BEGINNING BALANCE - - - - - - Revenues&T/I - 300,000 300,000 Expenditures&T/O - 300,000 300,000 ENDING BALANCE - - - - - - D-117 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS&TRAILS PROGRAM 6 n D-118 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM FACILITY IMPROVEMENT PROGRAM PROGRAM DIRECTORY FACILITY IMPROVEMENT PROGRAM Program Summary D— 121 Project List Summary D— 122 Project Funding Summary D— 123 CITYWIDE PROJECTS PAGE 9311-001 Annual Facility Improvements Funding D—126 9312-002 Electronic Door Lock System D— 128 9314-001 Electric Vehicle Charging Station D— 130 9314-002 Emergency Power Backup D— 132 9314-004 ADA Compliant—Public Counters D— 134 9314-005 ADA Auto Doors/Ramps/Handrails D— 136 CIVIC CENTER IMPROVEMENT 9322-001 Theater Improvements D— 140 SARATOGA-PROSPECT CENTER 9351-001 Saratoga Prospect Center Improvements D—144 VILLAGE HISTORICAL BUILDING 9362-003 Book Go Round-HVAC D 148 9363-002 Museum ADA Ramp—CDBG D—150 9363-003 Museum Electrical Upgrade D—152 9364-001 McWilliams House Improvement—Phase II D—154 LIBRARY BUILDING 9372-001 Building Exterior Maintenance Projects D— 158 9374-002 Library Capital Improvements D— 160 D- 119 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM Inti� IP D- 120 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. D- 121 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM PROJECT SUMMARY Total Expended Budgeted for Fiscal Year Project FACIIITY PROJECT EXPENDITURE SUMMARY To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expenditures City Wide Projects 9311-001 Annual Facility Improvements 350,083 208,413 - - - - 558,496 9312-002 Electronic Door Lock System-Phase II 63,123 40,000 103,123 9314-001 Electric Vehicle Charging Station 21,600 43,400 65,000 9314-002 Emergency Power Backup-Phase II 18,198 103,232 121,430 9314-004 ADA Compliant-Public Counter 2,029 70,231 72,260 9314-005 ADA Auto Doors/Ramps/Handrails - 60,150 - - - - 60,150 Civic Center Improvements 9321-011 Admin Building Window Replacement 17,782 Closed 17,782 9322-001 Theater Improvements 158,343 35,529 35,000 35,000 35,000 40,000 338,871 9322-003 Theater HVAC System 21,403 Closed 21,403 9322-004 Theater Sound System 6,933 Closed 6,933 9322-005 Theater Doors 4,958 Closed 4,958 9322-006 Theater Arm Rests 2,323 Closed 2,323 9331-003 Conumnity Center HVAC Replace 24,082 Closed 24,082 9341-001 Corp Yard Vehicle Shelter Structure 19,663 Closed 19,663 9341-002 Corp Yard Vehicle Shelter Solar Panels 73,725 Closed 73,725 Saratoga Prospect Center 9351-001 Saratoga Prospect Center Improvement 1,275,453 113,453 1,388,906 9352-003 Grace Building-AC Unit for IT Room 15,425 Closed 15,425 Village Historical Buildings 9362-003 Book Go Round-HVAC - 40,209 - 40,209 9363-002 Museum ADA Ramp-CDBG 40,393 6,200 - 46,593 9363-003 Museum Electrical Upgrade 22,210 12,468 - 34,678 9363-005 Museum Heater Replacement 5,542 Closed 5,542 9364001 McWilliams House Improvements 5,565 4,435 - 10,000 Library Buildings 9372-001 Library Exterior Maintenance Projects 11,130 18,870 - 20,000 50,000 9374-002 Library Improvements 234,578 118,910 - - - - 353,488 Total Project 1 2,394,541 1 875,500 1 35,000 1 35,000 1 35,000 1 60,000 3,435,041 Interfund Transfers 1 135,209 1 - I - I - I - I - 135,209 Total Project Expenditures 1 2,529,750 1 875,500 1 35,000 1 35,000 1 35,000 1 60,000 3,570,250 The following projects were provided new funding in FY 2012/13: • Electronic Door Lock System-Phase II • Emergency Power Backup-Phase II • ADA Auto Doors/Ramps/Handrails Ten of the above projects were completed in FY 2011/12,resulting in fourteen active projects. D- 122 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Program REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Theater Ticket Surcharge 164,160 29,711 193,871 35,000 35,000 35,000 40,000 40,000 378,871 SCC Maintenance Reimb 20,000 5,000 25,000 5,000 5,000 5,000 5,000 5,000 50,000 Miscellaneous Revenue 700 - 700 - - - - - 700 CIP Project Contributions 156,814 - 156,814 8,042 - 164,856 Transfers In-General Fund 1,739,735 102,479 1,842,214 200,000 2,042,214 Transfers In-Other CIP 246,420 128,229 374,649 32,167 406,817 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 - 2,029 2,029 136,581 138,610 Transfer In CDBG 40,393 - 40,393 - 40,393 TOTAL REVENUES 2,719,581 303,878 390239460 416,790 409000 409000 45,000 45,000 3,6109250 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Program EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Materials&Supplies 49,520 543 50,062 4,435 - - - - 54,497 Fees&Expenses - 1,528 1,528 - 1,528 Consultant/Contract Svs 16,844 22,631 39,474 - - - - - 39,474 Construction Expenses 1,670,774 590,280 2,261,054 734,484 35,000 35,000 35,000 60,000 3,160,538 Transfers Out - 135,209 135,209 - - - - - 135,209 TOTAL CIP FUND EXP 1,737,137 750,191 2,487,328 738,919 35,000 35,000 35,000 60,000 3,391,247 CIP GRANT FUND Materials&Supplies 72 - 72 - - - - - 72 Fees&Expenses 10 - 10 10 Consultant/Contract Svs 4,853 2,029 6,882 - 6,882 Construction Expenses 35,458 - 35,458 136,581 172,039 TOTAL GRANT FUND EXP 40,393 2,029 42,422 136,581 - - - - 179,003 TOTAL EXPENDITURES 1,777,530 752,220 2,529,750 875,500 35,000 35,000 35,000 60,000 3,570,250 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Program Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND Beginning Balance 942,051 493,710 35,000 40,000 45,000 55,000 Revenues&T/I 2,679,188 301,849 2,981,038 280,209 40,000 40,000 45,000 45,000 3,431,247 Expenditures&T/O 1,737,137 750,191 2,487,328 738,919 35,000 35,000 35,000 60,000 3,391,247 Ending Balance 942,051 493,710 493,710 35,000 40,000 45,000 55,000 40,000 40,000 GRANT FUND Beginning Balance - - Revenues&T/I 40,393 2,029 42,422 136,581 - - - - 179,003 Expenditures&T/O 40,393 2,029 42,422 136,581 179,003 Ending Balance - - - - - - - - - ENDING BALANCE 942,051 493,710 493,710 35,000 40,000 45,000 55,000 40,000 40,000 D- 123 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM Inti� IP D- 124 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS D - 125 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ a° ,yea a� T City Hall 2 LL _ Joan Pisani P Community Center AllendaPe Avenue Cvr�oretivn 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 facility improvements. 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. Projects 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. 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 already incorporated in the operating budget. D- 126 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ PROJECT TIMELINE COMPONENTPROJECT 1 DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL FACILITY IMPROVEMENTS 9311-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CEP FACILITIES FUND Miscellaneous Revenue 700 - 700 - - - - - 700 Transfers In-General Fund 339,735 100,000 439,735 100,000 539,735 Transfers In-Other CIP 14,464 3,597 18,061 - 18,061 TOTAL REVENUES 354,899 103,597 458,496 1 100,000 - - - - 558,496 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIT FACILITIES FUND Construction Expenses 225,451 124,632 350,083 208,413 - - - - 558,496 TOTAL EXPENDITURES 225,451 124,632 350,083 208,413 - - - - 558,496 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Totals 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CEP FACILITIES FUND BEGINNING FUND BAL - 129,448 108,413 - - - - - Revenues&T/I 354,899 103,597 458,496 100,000 558,496 Expenditures&T/O 225,451 124,632 350,083 1 208,413 558,496 ENDING FUND BALANCE 129,448 108,413 108,413 1 - - - D- 127 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ 0 5ace`o�e � City Hall Joan Pisani�i U_ Community Center !� OE Allendale Avenue Corporation Yard I - Project Name 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. D- 128 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ PROJECT TIMELINE PROJECT1 Begin Design Phase July 2012 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 Construction Start I April 2013 Construction project begins Estimated Completion Date June 2013 Project is completed DOOR LOCKING SYSTEM 9312-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Transfers In-Other CIP - 3,123 3,123 - - - - - 3,123 Transfers In-General Fund 60,000 - 60,000 40,000 100,000 TOTAL REVENUES 60,000 3,123 63,123 1 40,000 - - - - 103,123 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Construction Expenses 59,865 3,258 63,123 40,000 - - - - 103,123 TOTAL EXPENDITURES 59,865 3,258 63,123 40,000 - - - - 103,123 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIT FACILITIES FUND BEGINNING FUND BAL - 119,865 - - - - - - Revenues&T/I 60,000 3,123 63,123 40,000 103,123 Expenditures&T/O 59,865 3,258 63,123 40,000 103,123 ENDING FUND BALANCE 119,865 119,731 - 1 - - - - - - D- 129 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTSCity Rall ■ lzjl 4 r i9U., _. Project Name Electric Vehicle Charging Stations Project Number 9314-001 Department Public Works Project Manager Iveta Harvancik Description This project will install electric vehicle charging stations throughout the City. Location Electric vehicle charging stations will be placed at various locations, such as at the City Hall's front parking lot,the Library parking lot, and in the Village. Project In July 2010, the City Council approved a grant for the purchase and installation of electric vehicle Background charging stations. The charging stations will be purchased from Coulomb Technologies, which manufactures ChargePoint vehicle charging stations. These "smart"charging stations are networked to allow drivers to easily find charging stations and use a debit or credit card to pay for using a station. Each station will have both a 110 volt and 220 volt plug. All of the major automakers, with the exception of Volkswagen, have announced plans to begin production of electric vehicles in the next five years. Consequently, an increasing number of electric vehicles will be made available to consumers in the coming years. The battery life of these vehicles is expected to range from 40 miles to 300 miles. Because some of these vehicles will have a limited range,many owners will need to charge their cars both at home and at their destination. Establishing an infrastructure for electric vehicles is critical to the success of these alternative fuel vehicles. If members of the Saratoga community see that the City is starting to develop this infrastructure, they may decide to purchase an electric vehicle. This would reduce greenhouse gas emissions produced in Saratoga and improve air quality. The City will purchase a total of 7 charging stations: 4 will be placed at City Hall,2 in the Village, and 1 in the Library parking lot. The exact locations will be determined by the Electric Vehicle Charging Station Ad Hoc Committee. Coulomb Technologies will be paying for half of the cost to purchase the charging stations with a federal grant the company received. Operating The addition of electric vehicle charging stations to the Village may attract owners of these vehicles to Budget Impacts the City's downtown shops and restaurants, increasing the City's tax revenues. Maintenance of the electric vehicle charging stations will be carried out by Coulomb Technologies and will not impact the operating budget. Staff time for project management is already incorporated in the operating budget. CITYWIDE PROJECTS D- 130 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM -<l• PROJECT TIMELINE PROJECT DESCRIPTION Begin Design Phase September 2011 Prepare plans and specifications Begin Bid Process January 2012 Council approves plans and authorizes bidding the project Contract Award March 2012 Council awards contract Estimated Construction Start I April 2012 Construction project begins Estimated Completion Date December 2012 Project is completed ELECTRIC VEHICLE CHARGING STATIONS 9314-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES GRANT FUND Transfers In-General Fund 65,000 65,000 - - - - - 65,000 Transfers In-Other CIP - - - TOTAL REVENUES 65,000 - 65,000 - - - - - 65,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES GRANT FUND Construction Expenses 21,600 21,600 43,400 - - - - 65,000 Transfers Out - - - - TOTAL EXPENDITURES - 21,600 21,600 43,400 - - - - 65,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES GRANT FUND BEGINNING FUND BAL 65,000 - 43,400 - - - - - Revenues&T/I 65,000 - 65,000 - 65,000 Expenditures&T/O - 21,600 21,600 43,400 65,000 ENDING FUND BALANCE 65,000 43,400 1 439400 1 - - - - - D- 131 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ �e aP a� City Hall " 2 x Joan Pisani LL Community Cenier Allendale Avenue Corporation Yard Project Name Emergency Power Backup Project Number 9314-002 Department Recreation&Facilities Project Manager Thomas Scott Description This project is for the purchase and installation of an emergency power generator for the City's information technology server room and some of the City Hall buildings during PG&E power outages. Location The emergency power supply will be installed outside on a cement pad behind the Engineering Division section of the City Hall buildings. Project During power outages, a 15 kilowatt portable generator is used to supply power to the main City Hall Background campus. There is a time delay before the power from the portable generator is available, since the portable generator must be brought over to the offices from the corporation yard after an outage occurs and it must be manually plugged into the City's power supply; it 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 only has the capacity to restore 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; 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. D- 132 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ PROJECT TIMELINE PROJECT1 I DESCRIPTION Begin Design Phase April 2011 Prepare plans and specifications Begin Bid Process January 2013 Council approves plans and authorizes bidding the project Contract Award March 2013 Council awards contract Estimated Construction Start May 2013 Construction project begins Estimated Completion Date June 2013 Project completed EMERGENCY POWER BACKUP SYSTEM 9314-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Transfers In-General Fund - - 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 61,430 60,000 - - - - 121,430 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Consultant/Contract Svs 9,750 9,750 - - - - - 9,750 Project Equip&Fixtures - - - - Construction Expenses 8,448 8,448 103,232 111,680 Transfers Out - I - I - - TOTAL EXPENDITURES - 18,198 18,198 103,232 - - - 121,430 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - 43,232 - - - - - Revenues&T/I 61,430 61,430 60,000 121,430 Expenditures&T/O 18,198 18,198 103,232 121,430 ENDING FUND BALANCE - 43,232 43,232 - - - - D- 133 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ ae IMFORMATI©N 0ge1P a� co City Hall Joan Pisani LL Community Center OD Allendale Avenue Corporation Yard Project Name ADA Compliant Public Counters Project Number 9314-004 Department Recreation&Facilities Project Manager Thomas Scott Description This project will remodel customer service counters to make them accessible and ADA compliant. Location At various customer service counters located in the Administration Building, Community Development/Public Works Building,Senior Center,and Joan Pisani Community Center. 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. The recommended improvements included reconfiguring customer service counters in lobbies at City Hall. This includes the lobbies in the City Manager's Office, Joan Pisani Community Center, Senior Center, and Building and Planning. Suggested improvements include lowering counter heights and increasing the amount of space in paths of travel. 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. D- 134 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ PROJECT TIMELINE PROJECT1 I DESCRIPTION Begin Design Phase March 2012 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 Construction Start I April 2013 Construction project begins Estimated Completion Date June 2013 Project completed ADA COMPLIANT PUBLIC COUNTERS 9314-004 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT FUND CDBG Grant 2,029 2,029 70,231 - - - - 72,260 TOTAL REVENUES - 2,029 2,029 70,231 - - - - 72,260 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT FUND Consultant/Contract Svs 2,029 2,029 - - - - - 2,029 Construction Expenses - - 1 70,231 70,231 TOTAL EXPENDITURES - 21029 2,029 1 70,231 - - - - 72,260 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT FUND BEGINNING FUND BAL - - - - - - - - Revenues&T/1 2,029 2,029 70,231 72,260 Expenditures&T/O 2,029 2,029 70,231 72,260 ENDING FUND BALANCE - - - - - - - - - D- 135 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ aP m 4 m City Hall n .roan Pisani � Community Center Allendale Avenue Corporation Yard 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 D- 136 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CITYWIDE PROJECTS ■ PROJECT TIMELINE PROJECT1 I DESCRIPTION Begin Design Phase December 2012 Prepare plans and specifications Begin Bid Process January 2013 Council approves plans and authorizes bidding the project Contract Award February 2013 Council awards contract Estimated Construction Start I May 2014 Construction project begins Estimated Completion Date June 2014 Project completed ADA AUTO DOORS/RAMPSMANDRAILS 9314-005 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT FUND CDBG Grant - 60,150 - - - - 60,150 TOTAL REVENUES - - - 60,150 - - - - 60,150 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT FUND Construction Expenses - 60,150 - - - - 60,150 TOTAL EXPENDITURES - - - 60,150 - - - - 60,150 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 60,150 60,150 Expenditures&T/O 60,150 60,150 ENDING FUND BALANCE - - - - - - - D- 137 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM Q3 M Mgt D- 138 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM CIVIC CENTER IMPROVEMENT PROJECTS D- 139 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM ■ CIVIC CENTER IMPROVEMENTS �e oaf 3 Q D) M City Hall 2 i Joan Pisani U- Community r1° Center Ffi Allendale Avenue __ ,,. Wig:�' p � Corporation ,� _ .Q•'«v°."� 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 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 2012/13 fiscal year will include: • New black and main curtains for the stage • Electrical and lighting system upgrades • Outside covering and wall extension • New house lighting over seating area Most theater improvements are performed by contractors and supervised by staff. Operating Regular improvements to the Civic Theater ensure that it remains an attractive venue for audiences and Budget Impacts 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. Furthermore, ongoing improvements prevent high costs associated with deferred maintenance. Staff time needed to oversee improvements to the theater is already included in the operating budget. CIVIC CENTER IMPROVEMENTS D- 140 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM PROJECT TIMELINE ■ COMPONENTPROJECT DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed THEATER IMPROVEMENTS 9322-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Theater Ticket Surcharge 164,160 29,711 193,871 35,000 35,000 35,000 40,000 40,000 378,871 Transfers In-General Fund - - - - - - - - - TOTAL REVENUES 164,160 29,711 193,871 35,000 35,000 35,000 40,000 40,000 378,871 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIT FACILITIES FUND Materials&Supplies 5,159 5,159 - - - - - 5,159 Construction Expenses 93,102 60,082 153,184 35,529 35,000 35,000 35,000 40,000 333,713 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 98,261 60,082 158,343 35,529 35,000 35,000 35,000 40,000 338,871 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIT FACILITIES FUND BEGINNING FUND BAL - 65,899 35,529 35,000 35,000 35,000 40,000 - Revenues&T/I 164,160 29,711 193,871 35,000 35,000 35,000 40,000 40,000 378,871 Expenditures&T/O 98,261 60,082 158,343 35,529 35,000 35,000 35,000 40,000 338,871 ENDING FUND BALANCE 65,899 35,529 1 35,529 35,000 35,000 35,000 40,000 40,000 40,000 D- 141 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM 4 1, .kms D- 142 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM SARATOGA-PROSPECT CENTER PROJECTS D- 143 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM SARATOGA—PROSPECT CENTER PROJECTS ■ - � C 4 J 3 a Y Prospect Road U W oSaratoga Prospect Colby Court rn Center - v Viewridge&,4e c� Project Name Saratoga—Prospect Center Improvements Project Number 9351-001 Department Public Works Project Manager Kevin Meek Description This project funds site and safety improvements at the Saratoga Prospect Center. Location Improvements will take place at Saratoga Prospect Center,located at 19848 Prospect Road. Project The Saratoga Prospect Center, formerly known as the North Campus, was purchased from the Grace Background United Methodist Church in 2002. The property was purchased with plans to renovate the site at a later date when funding became available. Minor improvements to the Saratoga Prospect Center were made not long after the site was purchased; however, significant improvements did not start until 2007 when the City Council funded a project to renovate the Grace Building. With additional funding, renovations to Friendship Hall started in 2008 and were completed in fall 2009. At this time, the City also demolished two unusable buildings and installed landscaping. The next phase of improvements will include a new monument sign for the facility, safety and parking lot lighting, repaving of the parking lot, and relocation of the entrance to the site. Projection screens have also been added to the buildings to facilitate large group meetings. These improvements will improve safety and help to make the Saratoga Prospect Center more visible and attractive. Operating The operating budget will be impacted by this project through increased maintenance, janitorial, Budget Impacts landscaping, utility usage, security, insurance, and staffing costs. Some additional revenue will be generated though rental activities. Project management expenses resulting from this project have been included in the operating budget. D- 144 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM SARATOGA—PROSPECT CENTER PROJECTS ■ PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase March 2012 Prepare plans and specifications Begin Bid Process May 2012 Council approves plans and authorizes bidding the project Contract Award July 2012 Council awards contract Estimated Construction Start I August 2012 Construction project begins Estimated Completion Date November 2012 Project is completed SARATOGA PROSPECT CENTER IMPROVEMENTS 9351-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Contributions&Donations 154,685 154,685 - - - - - 154,685 Transfers In-General Fund 1,165,000 1,165,000 1,165,000 Transfers In-Other CIP 69,221 69,221 69,221 TOTAL REVENUES 1,388,906 - 1,388,906 - - - - - 1,388,906 Budgeted for Fiscal Year Prior FY Total Year 2011/12 Expended Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Materials&Supplies 38,796 543 39,338 - - - - - 39,338 Fees&Expenses - - - - Consultant/Contract Svs 8,930 2,016 10,947 - 10,947 Construction Expenses 1,220,733 4,435 2T5_,F6T_ 1 13,453 Transfers Out - - - - - Prior Fty.,994 1,275,453 113,453 - - - - 1,% 406 Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL 120,447 113,453 - - - - - Revenues&T/I 1,388,906 - 1,388,906 - 1,388,906 Expenditures&T/O 1,268,459 6,994 1,275,453 1 113,453 1,388,906 ENDING FUND BALANCE 120,447 113,453 113,453 - - D- 145 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM i'y;��m@ 0% 4 D- 146 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS D- 147 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ `I Blaney Plaza; �C ems` Book r � •r er His[orcal -=' GoRouad os .� .. Park .)rJ rz � Project Name Book Go Round HVAC Project Number 9362-003 Department Recreation&Facilities Project Manager Thomas Scott Description Upgrade of the HVAC System for the Book-Go-Round Location The old library building is located at 14410 Oak Street in the Saratoga Village. Project The Book-Go-Round building heating ventilation and air conditioning system currently consists of Background four of the oldest HVAC units in the City's system,which require staff time to keep them functioning. This project will remove these units,and replace them with one modern HVAC unit. The removal of the four units will require the repair of windows where the old AC units were located, and the removal of abandoned asbestos material from attic space where new unit will be placed. The historic appearance of the air conditioning registers will be maintained. Funding will come from the Annual Facility Improvement Funding project,and in accordance with the lease agreement,the Friends of the Saratoga Library will contribute 20%of the HVAC improvement or$10,000,whichever is less. Operating The improvements will reduce staff time attending to failing system. Project oversight of the capital Budget Impacts project is included in the operating budget. D- 148 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ PROJECT TIMELINE PROJECTDESCRIPTION Approval of Improvements May 2012 Council approval of contract Improvements Begin June 2012 Contractor begins HVAC installation improvements Improvements Completed October 2012 Construction completed BOOK GO ROUND—HVAC 9362-003 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND CIP Project Contributions - 8,042 - - - - 8,042 Transfers In-Other CIP - 32,167 32,167 TOTAL REVENUES - - - 40,209 - - - - 40,209 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Materials&Supplies - - - - - - - - Construction Expenses - 40,209 40,209 Transfers Out - - - - TOTAL EXPENDITURES - - - 40,209 - - - 40,209 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 40,209 40,209 Expenditures&T/O 40,209 40,209 ENDING FUND BALANCE - - - - - - - D- 149 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ y Blaney Plaza i Eno - 19 9d!s 0 0-r Historical 001 Park Project Name Museum ADA Ramps(CDBG) Project Number 9363-002 Department Recreation&Facilities Project Manager Thomas Scott Description This project installs Americans with Disabilities Act (ADA) compliant handicap ramps at the Historical Park. Location This project is located at the Saratoga Historical Museum and the McWilliams House, located at the Historical Park complex at 20450 Saratoga-Los Gatos Road. Project The Saratoga Historical Foundation was established in November 1962 by Florence Russell Background Cunningham, a school teacher who was interested in local history. Cunningham's dream of opening a museum on Saratoga history became a reality in 1976 when the Swanee store and the Jarboe- McWilliams House were moved to their present location and dedicated for use as a museum. This project will install a ramp leading up the entrance of the Museum storage building and another ramp for the entrance of the classroom building at Historical Park. Adding the ramp will make the storage building compliant with ADA accessibility standards. Work will be contracted out and managed by City staff. Last year, the City completed several accessibility improvements to the Museum and McWilliams House. This included updating the handicap ramps for the Museum and McWilliams House to current ADA standards. This project is funded through the Community Development Block Grant (CDBG) program, which allocates monies for projects that increase compliance with ADA standards. Operating This project will increase compliance with ADA standards, which will consequently reduce liability Budget Impacts exposure and allow the City to provide safer conditions for citizens with disabilities. Costs associated with project design and management are included in the operating budget. D- 150 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase July 2012 Prepare plans and specifications Contract Award August 2012 Award construction contract Estimated Completion Date September 2012 Project is completed HISTORIC MUSEUM ADA RAMPS 9363-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT FUND CDBG Grant - - 6,200 - - - - 6,200 Transfer In from CDBG 40,393 40,393 - 40,393 TOTAL REVENUES 40,393 - - 6,200 - - - - 46,593 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT FUND Materials&Supplies 72 72 - - - - - 72 Fees&Expenses 10 10 10 Consultant/Contract Svs 4,853 4,853 - 4,853 Construction Expenses 35,458 - 35,458 6,200 41,658 Transfers Out - - - - - - TOTAL EXPENDITURES 40,393 - 40,393 6,200 - - - 46,593 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT FUND BEGINNING FUND BAL - - - - - - - - Revenues&T/I 40,393 40,393 6,200 46,593 Expenditures&T/O 40,393 40,393 6,200 46,593 ENDING FUND BALANCE - - - - - - - - D- 151 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ y Blaney Plaza i Eno - 19 a dfp 9d!s 0 - b Cdf 'Q �° d V�f~��r Historical 1 Park Project Name Museum Electrical Upgrade Project Number 9363-003 Department Recreation&Facilities Project Manager Thomas Scott Description This project will upgrade the Saratoga Historical Museum's electric service panel to increase the size of the building's electric service panel. Location This project is located at the Saratoga Historical Museum and the McWilliams House, located at the Historical Park complex at 20450 Saratoga-Los Gatos Road. Project With the addition of a new storage trailer in the back of the museum building and the Historical Background Foundation's request to add an air conditioner to cool the Museum building, the service panel supplying electricity to the building was inspected and determined to be of an insufficient size to meet these new requirements. This project will fund the installation of a new service panel to provide the additional electrical power required for the building additions. Operating With the increased service panel supplying additional electricity and the installation of air conditioning Budget Impacts unit,operating costs are expected to increase due to additional usage of electrical power. D- 152 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ PROJECT TIMELINE PROJECTI DESCRIPTION Begin Design Phase December,2010 Prepare plans and specifications Collect Estimates April,2011 Request project estimates from contractors Contract Award March,2012 Award construction contract Estimated Construction Start March,2012 Construction project begins Estimated Completion Date September,2012 Project is completed HISTORIC ELECTRICAL UPGRADE 9363-003 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIT FACILITIES FUND Transfers In-Other CIP 6,800 27,878 34,678 - - - - - 34,678 TOTAL REVENUES 6,800 27,878 34,678 - - - - - 34,678 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Construction Expenses 6,800 15,410 22,210 12,468 - - - - 34,678 Transfers Out - - - I - - - - - TOTAL EXPENDITURES 6,800 15,410 22,210 12,468 - - - - 34,678 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project id L Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 13,600 12,468 - - - - - Revenues&T/I 6,800 27,878 34,678 - 34,678 Expenditures&T/O 6,800 15,410 22,210 12,468 34,678 ENDING FUND BALANCE 13,600 26,068 12,468 - - - - - D- 153 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ Blaney Plaza i lz ti dro 110 w 0, < 0 d 01 Ile,. �Pf 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. D- 154 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM VILLAGE HISTORICAL BUILDING PROJECTS ■ PROJECT TIMELINE PROJECTI DESCRIPTION Funding Allocated July 2009 Council approved allocation of funds Saratoga Historical Foundation presents list of proposed Approval of Improvements March 2010 improvements for approval Improvements Begin May 2010 I Saratoga Historical Foundation begins improvements Improvements Completed December 2013 1 Saratoga Historical Foundation completes improvements. McWILLIAMS HOUSE IMPROVEMENTS—PHASE II 9364-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND Transfers In-General Fund 10,000 10,000 - - - - - 10,000 TOTAL REVENUES 10,000 - 10,000 - - - - - 10,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 1 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACII.ITIES FUND Materials&Supplies 5,565 5,565 4,435 - - - - 10,000 TOTAL EXPENDITURES 5,565 - 5,565 4,435 - - - - 10,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 4,435 4,435 - - - - - Revenues&T/I 10,000 - 10,000 - 10,000 Expenditures&T/O 5,565 - 5,565 4,435 10,000 ENDING FUND BALANCE 4,435 4,435 1 4,435 - - - - - - D- 155 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM i ,�sFr 7 �. D- 156 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING PROJECTS D - 157 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING IMPROVEMENT PROJECTS ■ �e �e� _ aP g 4 Library 3 � LL Allendale Avenue Project Name Exterior Maintenance Project 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. The 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. County funding is available for additional work if needed in FY 2012/13, 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. D- 158 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING IMPROVEMENT PROJECTS ■ PROJECT TIMELINE COMPONENTPROJECT 1 DESCRIPTION Begin Design Phase Ongoing Prepare plans and specifications Begin Bid Process Ongoing Council approves plans and authorizes bidding the project Contract Award Ongoing Council awards contract Estimated Construction Start I Ongoing Construction project begins Estimated Completion Date I Ongoing Project is completed LIBRARY BUILDING EXTERIOR MAINTENANCE 9374-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND SCC Maintenance Reimb 20,000 5,000 25,000 5,000 5,000 5,000 5,000 5,000 50,000 TOTAL REVENUES 20,000 5,000 25,000 5,000 5,000 5,000 5,000 5,000 50,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Construction Expenses 11,130 11,130 18,870 - - - 20,000 50,000 Transfers Out - - I - - - - - TOTAL EXPENDITURES - 11,130 11,130 18,870 - - - 20,000 50,000 Prior FY Total AW: Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 20,000 - 13,870 - 5,000 10,000 15,000 - Revenues&TA 20,000 5,000 25,000 5,000 5,000 5,000 5,000 5,000 50,000 Expenditures&T/O - 11,130 11,130 18,870 - - - 20,000 50,000 ENDING FUND BALANCE 20,000 13,870 13,870 - 5,000 10,000 15,000 - - D- 159 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING IMPROVEMENT PROJECTS ■ �e ye'� _ �aP 9ata�o � d _ Q v Library 2 U- �3L Allendale Avenue Project Name Library Capital Improvements Project Number 9374-002 Department Recreation&Facilities Project Manager Thomas Scott Description This project provides funding for various capital improvements to the Saratoga Library. Location Improvements will take place at Saratoga Library located at 13650 Saratoga Avenue. Project The Saratoga Library is part of the Santa Clara County Library system. The 48,000 square foot building Background in which the Library is housed is owned by the City of Saratoga and leased to the Santa Clara County Library Joint Powers Authority. In 2000, a$15 million bond was passed by Saratoga voters to renovate and expand the Saratoga Library building and parking lot. When the project was completed in 2003,it became clear that the cost of construction would not require all of the available funds and remaining money was transferred into a trust fund. Due to restrictions placed on the bond, the money could only be used for capital improvements to the Library with a lifespan longer than one year. The Library Commission was charged with making recommendations for use of the residual funds and staff developed a list of improvements that would be needed over the course of the building's life. Recently,the money was used to replace the Library's HVAC system and to construct an overhang for the outdoor book drop off. Further improvements were made to include safety ladders for rooftop access, and the workroom floor was replaced in May 2012. The final project,to add solar panels to the rooftop,is expected to be completed in July 2012. Operating Continued maintenance of the Saratoga Library helps to prevent costly deferred maintenance expenses. Budget Impacts Project management expenses have been included in the operating budget. D- 160 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM LIBRARY BUILDING IMPROVEMENT PROJECTS ■ PROJECT TIMELINE COMPONENTPROJECT 1 DESCRIPTION Begin Design Phase Varies Prepare plans and specifications Begin Bid Process Varies Council approves plans and authorizes bidding the project Contract Award Varies Council awards contract Estimated Construction Start Varies Construction project begins Estimated Completion Date November,2012 Project is completed LIBRARY CAPITAL IMPROVEMENTS 9374-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP FACILITIES FUND CIP Project Reimbursement 2,129 2,129 - - - - - 2,129 Transfers In-Library Fund 351,360 351,360 351,360 TOTAL REVENUES 353,488 - 353,488 - - - - 353,488 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP FACILITIES FUND Fees&Expenses 1,528 1,528 - - - - - 1,528 Consultant/Contract Svs - 9,514 9,514 - 9,514 Construction Expenses 37,892 185,644 223,536 118,910 342,446 TOTAL EXPENDITURES 37,892 196,686 1 234,578 1 118,910 - - - 353,488 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 315,596 118,910 - - - - - Revenues&T/I 353,488 - 353,488 - 353,488 Expenditures&T/O 37,892 196,686 234,578 118,910 353,488 ENDING FUND BALANCE 315,596 118,910 1 118,910 1 - - - - - - D - 161 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM i ,�sFr 7 �. D- 162 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE IMPROVEMENTS PROGRAM PROGRAM DIRECTORY ADMINISTRATIVE IMPROVEMENTS PROGRAM PAGE Program Summary D— 165 Project List Summary D— 166 Program Funding Summary D— 167 INFORMATION TECHNOLOGY PROJECTS 9411-001 Financial System Upgrade D— 170 9412-001 Document Imaging Project—PW D— 172 9412-002 Document Imaging Project—CDD D— 174 9412-003 Document Imaging Project—CMO D— 176 COMMUNICATION SYSTEM PROJECTS COMMUNITY ENHANCEMENT PROGRAMS DEVELOPMENT PROGRAMS 9451-001 General Plan Safety Element D— 180 9452-001 Village Fagade Program D— 182 9452-002 Business Development Program D— 184 ADMINISTRATIVE PROGRAMS 9491-001 Risk Management ADA Mitigation D— 188 D- 163 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM w f MAR D- 164 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- 165 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM PROJECT LIST SUMMARY Total Expended Budgeted for Fiscal Year Project ADMIN PROJECT EXPENDTURE SUMMARY To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expenditures Information Technology Projects 9411-001 Financial System Upgrade 67,200 3,534 - - - - 70,734 9412-001 Document Imaging-Public Works 24,939 73,607 98,546 9412-002 Document Imaging-Development 37,879 22,120 - 60,000 9412-003 Document Imaging-City Mgr Office 9,377 19,510 - 28,887 9414-001 Network Cabling Upgrade 24,963 Closed 24,963 9432-001 IT Emergency Power Supply 3,750 Closed 3,750 Community Enhancement Projects 9441-001 Secondhand Smoke Prevention 10,808 Closed 10,808 Development Projects 9451-001 General Plan Safety Element - 175,000 - 175,000 9452-001 Village Fapade Program 350 20,628 - 20,978 9452-002 Business Development Program - 25,000 - 25,000 Administrative Programs 9491-001 Risk Management ADA Mitigation - 50,000 - - - 50,000 Total Project Expenditures 215,696 389,399 - - - 605296 For FY 2012/13, three new projects were added, and the Village Fagade Program was transferred from the Streets Program to the Administrative Program. With three projects completed last year, there will be a total of eight active projects. The three new projects include: • General Plan Safety Element • Business Development Incentive Program • Risk Management ADA Mitigation The following three Administrative Improvement projects were completed in FY 2011/12: • Network Cabling Upgrade • IT Emergency Power Supply • Secondhand Smoke Prevention Program D- 166 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Program REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIT ADMINISTRATIVE FUND Transfers In-General Fund 229,280 10,000 239,280 85,000 - - - - 324,280 Transfers In-IT Fund 40,180 24,963 65,143 - 65,143 Transfers In-CDBG - - - - Transfers In-Other Projects 8,887 20,978 29,865 - 29,865 TOTAL CIP REVENUES 278,347 55,941 334,288 85,000 - - - 419,288 CIT GRANT FUND Grant Revenues 5,072 5,736 10,808 175,000 - - 185,808 TOTAL GRANT REVENUES 5,072 5,736 10,808 175,000 - - - - 185,808 TOTAL ADMIN REVENUES 283,419 61,677 345,096 260,000 - - - 605,096 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Program EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIT ADMINISTRATIVE FUND Salary&Benefits 20,031 - 20,031 - - - - - 20,031 Fees&Expenses - - - 75,000 75,000 Consultant/Contract Svs 110,987 12,127 123,114 118,771 241,886 Construction Expenses - 25,313 25,313 20,628 45,941 Transfers Out - 36,430 36,430 - 36,430 TOTAL CIP FUND EXP 131,018 73,870 204,888 214,399 - 419,288 CIP GRANT FUND Salary&Benefits 1,872 6,034 7,906 - 7,906 Consultant/Contract Srvcs - - - 175,000 175,000 Construction Expenses 2,390 512 2,902 - 2,902 TOTAL GRANT FUND EXP 4,262 6,546 10,808 175,000 - - - 185,808 TOTAL ADMIN EXPENSES 135,280 80,416 215,696 389,399 - - - 605,096 Prior FY Total Year 2011/12 Totals Budgeted for Fiscal Year Program Activity Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Acfivity CIT ADMINISTRATIVE FUND BEGINNING FUND BAL - 147,329 129,400 - - - - - Revenues&T/I 278,347 55,941 334,288 85,000 419,288 Expenditures&T/O 131,018 73,870 204,888 214,400 419,288 ENDING FUND BALANCE 147,329 129,400 129,400 - - - - - - CIT GRANT FUND BEGINNING FUND BAL 810 - - Revenues&T/I 5,072 5,736 10,808 175,000 185,808 Expenditures&T/O 4,262 6,546 10,808 175,000 185,808 ENDING FUND BALANCE 810 - - - - - - - - TOTAL ENDING BALANCE 148,139 129,400 129,400 - - - - - - D- 167 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM w f MAR D- 168 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS D- 169 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS ■ � dye w City HallILL > Joan Pisani Community Center_ Allendale Avenue CorporaEion t! Yard �v 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—difficult to use, limited in Background function, and 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 implementation of the Personnel Budgeting module is scheduled to be implemented in late 2012,and a system upgrade for further enhancements will occur in 2013 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, and 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. D- 170 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE 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 2013 Pentamation eFinancePLUS 5.0 Version Update FINANCIAL SYSTEM UPGRADE 9411-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP ADMINISTRATIVE FUND Consultant/Contract Svs 67,200 67,200 3,534 - - - - 70,734 Transfers Out - - - - TOTAL EXPENDITURES 67,200 - 67,200 3,534 - - 70,734 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP ADMINIS TRATIVE 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- 171 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS i g •i . r m - 605 City Hail w - • 2 Joan Pisani LL �1 Community Center a9g.. OL! Allendale Avenue -;a 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 been scanning 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. Operating A significant amount of staff time is required to prepare documents for scanning, conduct quality Budget Impacts assessments of 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 and effectively search for documents and respond to public records requests. While staff time is expended in the current budget year toward this project(as available),it is anticipated that there will be benefits and staff time savings in the long term. D- 172 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Complete Document Imaging project scope defined RFP&Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start July 2010 1 Vendor document imaging process begins Estimated Project Completion June 2017 Vendor document imaging process completed DOCUMENT IMAGING—PUBLIC WORKS 9412-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP ADMINISTRATIVE FUND Transfers In-General Fund 98,546 98,546 - - - - - 98,546 TOTAL REVENUES 98,546 - 98,546 - - - - - 98,546 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CEP ADMINISTRATIVE FUND Consultant/Contract Svs 17,731 7,208 24,939 73,607 - - - - 98,546 Transfers Out - - - - - TOTAL EXPENDITURES 17,731 7,208 24,939 73,607 - - - - 98,546 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 80,815 - 73,607 - - - - - Revenues&T/I 98,546 - 98,546 - 98,546 Expenditures&T/O 17,731 7,208 24,939 73,607 98,546 ENDING FUND BALANCE 80,815 73,607 73,607 - - D- 173 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS ��ta�o0 T City Hall p" Joan Pisani ( N community Center ^ 1 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 been scanning completed planning applications and Planning Commission packets since 1999. 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. In 2007, fees were established in both Planning and Building to fund scanning costs for all new Planning and Building development-related documents. Operating A significant amount of staff time is required to prepare documents for scanning, conduct quality Budget Impacts assessments of 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 for more efficient and effective document searches and enables staff to more promptly reply to public records requests. While staff time is expended in the current budget year toward this project (as available), it is anticipated that there will be benefits and staff time savings in the long term. D- 174 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TIMELINE 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 July 2010 Vendor document imaging process begins Estimated Project Completion June 2013 Vendor document imaging process completed DOCUMENT IMAGING—COMMUNITY DEVELOPMENT 9412-002 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIP ADMINISTRATIVE FUND Transfers In-General Fund 60,000 60,000 - - - - - 60,000 TOTAL REVENUES 60,000 - 60,000 - - 60,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CII'ADMINISTRATIVE FUND Salary&Benefits 20,031 - 20,031 - - - - - 20,031 Consultant/Contract Svs 17,062 786 17,848 22,120 39,969 Transfers Out - - - - - TOTAL EXPENDITURES 37,093 786 1 37,879 1 22,120 - - 60,000 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CEP ADMINISTRATIVE FUND BEGINNING FUND BAL - 22,907 - 22,120 - - - - - Revenues&T/I 60,000 - 60,000 - 60,000 Expenditures&T/O 37,093 786 1 37,879 1 22,120 60,000 ENDING FUND BALANCE 22,907 22,121 22,121 1 - - - - D- 175 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS ,fie ,en C N Q (6 City Hall 2 t' Joan Pisani LL community Center 50D �0A Allendale Avenue Corporation „a Yard r 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. Operating A significant amount of staff time is required to prepare documents for scanning, conduct quality Budget Impacts assessments of 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. While staff time is expended in the current budget year toward this project(as available),it is anticipated that there will be benefits and staff time savings in the long term. D- 176 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE DESCRIPTION Project Development Complete Document Imaging project scope defined RFP&Bid Process Complete Contract RFP prepared and sent out to bid Contract Award Complete Vendor selected and contract is finalized and approved Estimated Project Start I July 2010 Vendor document imaging process begins Estimated Project Completion June 2013 Vendor document imaging process completed DOCUMENT IMAGING-CITY MANAGER'S OFFICE 9412-003 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding CIT ADNIINIS TRATIVE FUND Transfers In-General Fund - 10,000 10,000 10,000 - - - - 20,000 Transfers In-Other CIP 8,887 - 8,887 - 8,887 TOTAL REVENUES 8,887 10,000 18,887 1 10,000 - - - - 28,887 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended CIP ADMINISTRATIVE FUND Consultant/Contract Svs 5,244 4,132 9,377 19,510 - - - - 28,887 Transfers Out - - - I - - - - - - TOTAL EXPENDITURES 5,244 4,132 9,377 19,510 - - 28,887 Prior FY Total Year 2011/12 Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 3,643 - 9,510 - - - - - Revenues&T/I 8,887 10,000 18,887 10,000 28,887 Expenditures&T/O 5,244 4,132 9,377 19,510 28,887 ENDING FUND BALANCE 3,643 9,510 9,510 - D- 177 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM o"• D- 178 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS D- 179 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS . ` Po CITYWIDE .r '1 Project Name General Plan Safety Element Project Number 9451-001 Department City Manager's Office Project Manager Crystal Morrow 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 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 in order to perform general administrative functions such as grant Budget Impacts management, 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- 180 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS PROJECT TIMELINE PROJFCT COMPONENT 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 GENERAL PLAN SAFETY ELEMENT 9451-001 Prior FY Total Year 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT-CIP ADMINISTRATIVE FUND CDBG Grant 175,000 - - - - 175,000 TOTAL REVENUES - - 175,000 - - - - 175,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT-CIP ADMINISTRATIVE FUND Consultant/Contract Svs 175,000 - - - - 175,000 TOTAL EXPENDITURES - - - 175,000 - - - - 175,000 Prior FY Total Year 2011/12 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - Revenues&T/I 175,000 175,000 Expenditures&T/O 175,000 175,000 ENDING FUND BALANCE - - - - - - - D- 181 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS Blaney Plaza � k f �r f J �a �r `yS f, 011 - � f - fh Mfr sfhsr `16" rn r `-t m m r. 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- 182 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS PROJECT TIMELINE DESCRIPTIONPROJECT COMPONENT TIMELINE 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 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 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT-CIP ADMINISTRATIVE FUND Construction Expenses 350 350 20,628 - - - - 20,978 TOTAL EXPENDITURES - 350 350 20,628 - - - - 20,978 Prior FY Total Year 2011/12 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - 20,628 - - - - - Revenues&T/I 20,978 20,978 - 20,978 Expenditures&T/O 350 350 20,628 - 20,978 ENDING FUND BALANCE - 20,628 20,628 - - - D- 183 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS a 40;16 ak. 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 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- 184 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM DEVELOPMENT PROGRAMS PROJECT TIMELINE PROJECT COMPONENT 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 I 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-General Fund - 25,000 - - - - 25,000 TOTAL REVENUES - - - 25,000 - - - 25,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT-CIP ADMINISTRATIVE FUND Fees&Expenses 25,000 25,000 TOTAL EXPENDITURES - - - 25,000 - - - - 25,000 Prior FY Total Year 2011/12 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - - Revenues&T/I 25,000 259000 Expenditures&T/O 25,000 25,000 ENDING FUND BALANCE - - - - - - D- 185 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM o"• D- 186 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE PROGRAMS D- 187 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE PROGRAMS a� �a�atio� :3 a cc a City Hal W Joan Pisani LL Community Center !� flu 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- 188 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM ADMINISTRATIVE PROGRAMS PROJECT TIMELINE PROJ F CT COMPONENTDESCRIPTION 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 2011/12 Funding Budgeted for Fiscal Year Project REVENUES Funded Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Funding GRANT-CIP ADMINISTRATIVE FUND Transfers In-General Fund 50,000 - - - - 50,000 TOTAL REVENUES - - 50,000 - - - - 50,000 Prior FY Total Year 2011/12 Expended Budgeted for Fiscal Year Project EXPENDITURES Expended Actuals To Date 2012/13 2013/14 2014/15 2015/16 2016/17 Expended GRANT-CIP ADMINISTRATIVE FUND Fees&Expenses 50,000 50,000 TOTAL EXPENDITURES - - 50,000 - - - - 50,000 Prior FY Total Year 2011/12 Estimated Budgeted for Fiscal Year Project Activity Actuals Total 2012/13 2013/14 2014/15 2015/16 2016/17 Activity GRANT-CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - - Revenues&T/I 50,000 50,000 Expenditures&T/O 50,000 50,000 ENDING FUND BALANCE - - - - - - D- 189 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM o"• D- 190 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, landscaping, irrigation systems, and lighting systems in neighborhood and commercial areas. Separate funds are established to account for each district. The following Special Revenue Fund is now closed, but represented in prior year activity: • Community Development Block Grant Funds — to account for federal block grant funds received for public service activities, ADA projects, and program administration fees. Debt Service Funds Debt Service Funds are used to account for the acquisition of resources and the payment of long-term debt on City obligations. • 2001 Series General Obligation Debt—established to account for the obligation incurred under the citizen approved 2001 General Obligation Bond debt for the Library remodel. E- 1 CITY OF SARATOGA REFERENCE SECTION Capital Project Funds: Capital Project Funds are used to account for the acquisition, construction, and improvement of capital infrastructure. The City budgets and accounts for capital projects in: • Capital Project Funds — established to provide resources for capital projects funded from accumulated reserves and designated capital revenues. • Development Impact Funds—accounts for revenues restricted for specific capital project uses. • Grant Project Fund—budgets and accounts for projects funded in whole or in part by grant revenues. • Gas Tax Fund — budgets and accounts for revenues and expenditures pertaining to the maintenance and construction of City Streets. PROPRIETARY FUNDS Proprietary funds are structured to impose fees or charges upon those who use their services. There are two classifications of proprietary funds: Enterprise Funds and Internal Service Funds: • Enterprise Funds — are used to account for activities that are operated in a manner similar to a private business enterprise, where the cost of the goods are to be financed or recovered primarily through external user charges. The City of Saratoga does not currently provide services or activities (e.g. golf course or utility service)which would be accounted for through Enterprise Funds. • Internal Service Funds — represent services provided to internal users and function as cost- reimbursement device. Internal Service Funds account for operational support activities for the purpose of recovering the cost from the user, and for the user to identify its full cost of operations. Internal Service Funds Used to account for services provided to departmental programs by City-wide administered programs and staff. The City has several of these types of funds: • Liability/Risk Management Insurance Fund — Accounts for insurance premiums, self-insured portion of claims, and administrative costs associated with settling claims. Charges are allocated to programs based upon liability risk and claim occurrence history. • Worker's Compensation Self-insurance Fund - Accounts for insurance premiums, self insured portion of claims, and administrative costs associated with settling claims. Charges made to operating departments are based on liability risk and claim occurrence history. • Office Support Services Fund — Photocopy equipment, postage and bulk mail meter expenses are controlled at one source point and expended to the departments as goods or services are utilized. E-2 ■ ' CITY OF SARATOGA REFERENCE SECTION • IT Services Fund— Information Technology Services supports the delivery of technology based services and infrastructure, including desktop support, network systems, technology upgrades and initiatives, communication systems, and associated IT equipment. • Vehicle & Equipment Maintenance Fund- Accounts for the cost of operating and maintaining vehicles and equipment used for service operations in various City departments. • Building Maintenance Fund — Accounts for operational costs associated with building maintenance. Includes custodial supplies and services,maintenance and repair,utilities, and staffing costs. • Vehicle & Equipment Replacement Fund — Established to accumulate funding for the replacement of vehicles and equipment. Replacement costs are charged to departments over the asset's life span reflective of usage. • IT Equipment Replacement Fund — Established to accumulate funding for the replacement of information technology equipment. Replacement costs are charged to departments over the assets lifespan,reflective of usage. FIDUCIARY FUNDS Fiduciary Funds are used to account for assets held by the City acting in a fiduciary capacity for other entities and individuals. Such funds are operated to carry out the specific actions of trust agreements, ordinances and other governing regulations. There are two categories of fiduciary funds, Trust and Agency. Trust Funds Trust Funds account for assets held by the City in a trustee capacity where the City oversees the use of resources in accordance with formal trust agreements. The City does not currently administer this fund type. Agency Funds Agency funds account for assets held in the capacity of an agent for individuals, governmental entities, and non-public organizations. In past years, the City administered two of these funds, however KSAR funds were returned to the non-profit, and Library funds were used for capital projects as intended, so these agency funds are now closed. • KSAR Trust Fund— Accounts for assets deposited with the City by the local public television foundation board. Funds are held in trust and distributed to the KSAR board when requested. • 2001 Library Capital Project Fund—Accounts for the remaining bond funds from the 2001 GO Bond. Fund use is restricted for use toward capital improvements of the City's library building under direction of the Library Commission. E-3 CITY OF SARATOGA REFERENCE SECTION qr E-4 CITY OF SARATOGA REFERENCE SECTION ■ LIST OF FUNDS GENERALFUND ....................................................................................................................................... 1 1 1 SPECIAL REVENUE FUNDS Community Development Block Grant Fund (closed).......................................................................211 Saratoga Housing&Rehabilitation Program Fund (closed)..............................................................212 Landscape&Lighting Assessment District Funds......................................................................231-278 INTERNAL SERVICE FUNDS Risk Management/Liability Fund.....................................................................................................611 Workers Compensation Fund.............................................................................................................612 Office Support Services Fund............................................................................................................621 Information Technology Services Fund.............................................................................................622 Vehicle &Equipment Maintenance Fund..........................................................................................623 BuildingMaintenance Fund...............................................................................................................624 Equipment Replacement Fund...........................................................................................................631 IT Equipment Replacement Fund.......................................................................................................632 DEBT SERVICE FUNDS 2011 Series G.O. Bonds ....................................................................................................................311 TRUST AND AGENCY FUNDS Library Capital Improvement Fund(closed)......................................................................................711 KSARFund (closed)..........................................................................................................................712 CAPITAL PROJECT FUNDS Capital Improvement Fund—Streets Projects....................................................................................411 Capital Improvement Fund—Park and Trail Projects........................................................................412 Capital Improvement Fund—Facility Projects...................................................................................413 Capital Improvement Fund—Administrative Projects.......................................................................414 TreeFund...........................................................................................................................................421 StreetsGrant Fund..............................................................................................................................431 Park&Trail Grant Fund.....................................................................................................................432 FacilityGrant Fund............................................................................................................................433 Administrative Grant Fund.................................................................................................................434 GasTax Fund ....................................................................................................................................481 E-5 CITY OF SARATOGA REFERENCE SECTION LIST OF PROGRAMS GENERAL FUND Council& Commissions CityCouncil..................................................................................................................................... 1101 Commissions.................................................................................................................................... 1201 City Manager's Departments CityManager's Office......................................................................................................................2101 CityClerk's Office...........................................................................................................................2201 Finance&Administrative Services Department FinancialServices.............................................................................................................................3101 HumanResources.............................................................................................................................3301 Community Development Department DevelopmentServices......................................................................................................................4101 AdvancedPlanning...........................................................................................................................4102 CodeCompliance.............................................................................................................................4103 Building&Inspection Services........................................................................................................4201 Public Works Department GeneralEngineering ........................................................................................................................5101 Development Engineering................................................................................................................5102 EnvironmentalServices....................................................................................................................5103 Streets& Storm Drains.....................................................................................................................5201 Parks&Landscape Maintenance.....................................................................................................5301 Recreation &Facilities Department RecreationServices..........................................................................................................................6101 TeenServices ..................................................................................................................................6102 FacilityRentals.................................................................................................................................6201 Public Safety PublicSafety Services......................................................................................................................7101 Emergency Preparedness..................................................................................................................7102 Non Departmental GeneralAdministration....................................................................................................................8101 LegalServices..................................................................................................................................8202 CommunityGrants...........................................................................................................................8301 CommunityEvents...........................................................................................................................8302 E-6 CITY OF SARATOGA REFERENCE SECTION INTERNAL SERVICE FUND PROGRAMS Finance&Administrative Services Department OfficeSupport Fund.........................................................................................................................3102 Information Technology Services Fund...........................................................................................3201 IT Equipment Replacement Fund.....................................................................................................3202 Public Works Vehicle &Equipment Maintenance Fund........................................................................................5202 Vehicle &Equipment Replacement Fund........................................................................................5203 Recreation &Facilities Department BuildingMaintenance Fund.............................................................................................................6202 Non-Departmental Risk Management/Liability Fund...................................................................................................8401 Workers Compensation Fund...........................................................................................................8501 SPECIAL REVENUE FUNDS Community Development Department CDBGProgram Fund (closed)........................................................................................................4301 Saratoga Housing&Rehabilitation Program(SHARP) (closed)....................................................4302 Public Works Landscape&Lighting Assessment District Funds...........................................................................5302 E-7 CITY OF SARATOGA REFERENCE SECTION 4 b E-8 CITY OF SARATOGA REFERENCE SECTION MAJOR REVENUE SOURCES The City of Saratoga receives revenues from various sources which funds operations and infrastructure improvements. Most commonly known are the property tax revenues, sales tax, permits, licenses, and fees; however the City also receives revenues for services provided to the community, for rental of its facilities, revenues from other governmental agencies, known as intergovernmental revenues, various assessment payments and both operating and capital grants. The City's revenues are used, not to build wealth as in a business environment, but for the administration of the city, for community services, and for infrastructure maintenance and improvement. The amounts of revenues therefore, are the basis for determining the level and types of operational services that can be provided to the community. One of the analytical tools used in the revenue projection process is the City's five year financial forecast for the General Fund. This forecast is developed early in the budget process by analyzing key factors such as prior year receipts,trending, and comprehensive economic data to determine emerging trends, and together with information subsequently received from the State, County, various agencies, municipal finance groups, and staff's expertise and judgment, is used as the basis in projecting budgeted revenues for the upcoming fiscal year. Overall, for FY 2012/13, the City of Saratoga's Operating Budget revenues are projected to total $19.5 million, with $15.9 million of this revenue received in the General Fund. Capital Budget Revenues total $7.4 million,bringing total budgeted revenues to $26.9 million for the fiscal year. Outside of the General Fund, Operating Budget revenues consist primarily of Internal Service Funds service charges (approximately $2.3 million). As this revenue is derived from internal billings to the City's organization and established for cost recovery accounting purposes, these chargebacks are not included as a revenue category in the following analysis as they are not a true revenue source. Other non- General Fund Operating Budget revenues include G.O. Bond Debt Service assessments and Special Revenue assessments from Landscape&Lighting Districts. Budgeted capital project revenues include all outstanding grant reimbursement appropriations, which, while most will not be received in the current budget year, are included in appropriations to validate budgeted project expenditures. The net effect of this project tracking method is to overstate both revenue and expenditure in the Capital Budget as many capital projects are multi-year appropriations. Major Revenues are categorized by fund type in the following discussions: General Fund Operating Revenues,Non-General Fund Operating Revenues, or Capital Project Revenues. GENERAL FUND MAJOR REVENUES Each of the following Major Revenue sources includes descriptions of the revenue, underlying assumptions for the revenue estimates, and current revenue trends. The accompanying charts illustrate five years of receipts in the darker color bars starting on the left side, with the budgeted year amount in a semi-transparent bar on the far right. E-9 CITY OF SARATOGA REFERENCE SECTION PROPERTY TAX Property tax is imposed on real property(land and permanently attached improvements such as buildings) and tangible personal property located within the City. The 1% ad valorem tax assessed on Saratoga residents is allocated between the State, County, and Local agencies which service the property. The City, a minimum services city currently receives approximately 5.5%of the 1.0%ad valorem tax paid. Tax Equity Allocation -When Proposition 13 passed in 1978,property taxes were frozen at their current rates. This action created significant problems for cities with low property tax rates. Subsequently, Section 98 of the California Revenue and Taxation Code was passed, establishing a minimum tax equity allocation of 7% of the 1.0% ad valorem tax to those cities below the average rate as a condition for Counties to receive trial court funding. Because Santa Clara County determined it would receive less from trial court funding than from the additional tax moneys flowing to the four low tax cities (Saratoga, Cupertino, Los Altos Hills, and Monte Sereno), additional legislation was enacted which limited the four low property tax cities in Santa Clara County to just 55% of the 7% minimum allocation. In 2006, Assembly Bill 117 repealed the 55% limit, however the cities were required to continue to remit the County's ERAF rate on these funds so that the bill would have no effect on the State Budget, and therefore avoid the Appropriations Committee. Unfortunately, the ERAF rate the County remits to the State is much higher at 47.7%, whereas the four city's ERAF rates range from 7.53% to 17.37 %.) Although made partially whole, these four cities continue to be treated differently than the State's other TEA cities. For Saratoga, these legislative adjustments mean that since 2006, the City receives approximately 5.46%of the 1.0%property tax paid by residents rather than the minimum 7.0%. Current Assumptions-With the economic downturn, property values decreased. For Saratoga, property values fared better than many other cities due to its excellent schools,beautiful neighborhoods,high-value homes, and stable residency. Once a resident buys a home in Saratoga they tend to own it on a long term basis, and with above Property Tax average income levels, 8_,500_,000 most residents were better able to withstand the 8,000,000 financial downturn as 7_,500_,000 - reflected in the minimal number of foreclosures in 7,000,000 the City. With property 6.500.000 values decreasing,housing turnover declined; 6,000,000 residents held onto their 5,500,000 homes rather than sell at a lower price. In addition, 5,000,000 the County Assessor's Office notified residents they would reassess properties and lower assessments if appropriate. However, due to the County's backlog in addressing these appeals, property tax revenues remained stable in FY 2009/10. As the backlog was addressed, lower valuations were assessed, which then resulted in decreased property tax revenues for FY 2010/11. The County was still lowering assessments in FY 2011/12,but with the housing market beginning to pick up, revenues began to trend higher late in the fiscal year, with an added bump from Document Transfer Tax. Recent County assessment information shows total valuations are increasing, therefore revenues are expected to continue to increase, albeit at a slow steady pace in FY 2012/13, as shown in the above chart. Effective FY 2007/08, Assembly Bill 117 returned a portion of the Tax Equity Allocation funds back to the City,providing an increase in property tax revenues of approximately$700,000 annually. E- 10 CITY OF SARATOGA REFERENCE SECTION SALES AND USE TAX Sales Tax is imposed on retailers for selling tangible personal property in California. Use Tax is imposed on the user of a product purchased out of state and delivered for use in California. The State receives 8.25 cents and the City receives 1 cent of the 9.25 cents paid on every dollar of taxable sales in the City. Sales Tax Under the Triple-Flip funding realignment of l,�aa,aaa 2004, the City's 1 cent 1,100,000 portion was restructured to 1,000,000 be three-fourths of 1 cent of _ Sales Tax, with the 900,000 remaining one-fourth of the 800,000 1 cent temporarily received 700,000 as Property Tax. As the restructuring of the 1 cent 600,000 will revert back to Sales Tax 500,000 after the State pays off a 1101 poo. �o�g109 ��+10 �o1of11 2011+12 01��13 bond issue, it continues to be accounted for as Sales Tax. Saratoga is primarily a residential community with limited retail sources, therefore Sales and Use Tax is small in comparison to other cities its size. The City's Sales Tax revenue is derived primarily from stable sources, such as restaurants, grocery and drug stores, and gas stations. In an average year, the City receives approximately $1 million in sales tax. Sales tax revenues dropped about 8% in FY 2009/10 due in large part to the State reducing its estimated payments more than necessary,but also from the economic downturn. Revenues returned to their pre-downturn levels in FY 2011/12 due to a stabilizing economy. FRANCHISE FEES Franchise Fees are levied by Franchise Fees the City on a variety of 2,100,000 utilities. State agencies 1,900,000 establish franchise fee rates for utilities they regulate (2% 1,700,000 of gross revenues for gas and 1,500,000 electricity), while other 1,300,000 utility franchise fee rates are 1,100,000 set by State law, such as 900,000 linear feet of pipeline for water utilities. The State's 700,000 contract for cable service 500,000 providers was adopted by the 7001 Jos 90,0)9 1110000 7910+11 2011117, Ia1�113 City; the contract set the fees at 5% of gross revenue, with an additional 1% passed through to the Public Education & Government public television organization servicing the City. The West Valley cities of Saratoga, Campbell, Los Gatos, and Monte Sereno formed a Joint Powers Authority agreement which dictates solid waste fees. Franchise Fee revenue is fairly stable from year to year, though a significant increase in solid waste fees occurred in FY 2007/08 due to a restructuring of a new solid waste franchise agreement. An additional 9% increase in FY 2010/11 resulted from further changes in the solid waste fee contract, and a surcharge to fund environmental programs is effective beginning FY 2012/13. E- 11 CITY OF SARATOGA REFERENCE SECTION TRANSIENT OCCUPANCY TAX Transient Occupancy Tax (TOT) is levied on short term rentals, such as hotel, motel, or inn guests who are occupying a rented room for 30 days or less. The City's TOT rate of 10% of the room rental rate is a tax on the occupant, not the hotel, motel, or inn. Rental Transient Occupancy Tax operators are required to 250,000 collect this tax and submit it to the City on either a 200,000 monthly or quarterly basis. 150,000 The City currently has two hotel/motel/inns from which 100,000 TOT revenue is collected. As the graph shows, 50,000 revenues can be unpredictable as they are - directly aligned with the vol"", 1pg lod91141 Zfljolxx 91111 291,1113 economy. The contraction in FYs 2008/09 and 2009/10 reflected a 30% downturn, and the more recent stabilizing of the economy reflects an increase back up to the pre-downturn era. FY 2012/13 revenues are estimated at conservative levels as the economic trend for the next year is unclear. BUSINESS TAXES Business Taxes are comprised of Business License Tax Fees, Supplemental Business License Taxes based on building permit valuations, and a Construction Tax of $1 dollar per square foot of new floor area levied on building permits. Anyone conducting business in the City of Saratoga is subject to a municipal business license tax. The tax is not regulatory; however a business must be in compliance with City regulations in order to be issued a license to operate in the City. The Supplemental Business License Tax is a development tax based on building value, thereby more fairly taxing a contractor's use of City's infrastructure based on the level of construction activity. The City contracted with a consultant for a business license compliance ]Business Tax audit beginning in FY 2008/09. The audit firm 600,000 found many businesses 500,000 were operating out of compliance, and as a result, 400,000 significant additional 300,000 revenue has been generated through assessments of two 200,000 back years and the current 100,000 year. This audit began just as the 2001©$ lagl09 2typglk'0 V14�11 2pJk1k2 2CJ12113 economic downturn was severely impacting development, so in FY 2009/10, with supplemental business license tax and Construction Tax decreasing, overall FY business license revenues decreased. Growth in FY 2010/11 revenue is due to Construction Tax from a large project,whereas FY 2011/12 reflects an overall pick up in construction activity. FY 2012/13 revenues are estimated lower as it is unclear as to whether this level of construction activity is sustainable. E- 12 CITY OF SARATOGA REFERENCE SECTION DEVELOPMENT FEES Development Fees are deemed User Fees based on the rationale that services rendered primarily benefit the requestor. Development Fee services include planning reviews, planning applications, building plan reviews, engineering reviews, building inspections, and all permits, fees and costs associated with performing these services. The services are regulatory to ensure compliance with all applicable laws, and to ensure health and safety of the community. Although the entire community benefits from an enforced regulatory program, the service requestor initiates the development changes and should pay most, if not all of the costs. The City reviews development and other user fees each year to determine if the established fees are maintaining cost recovery objectives. As exhibited in the graph, Development Fees annual Development Fees 500,000 dropped by more than $700,000 in two years' time 210001000 as a result of the credit crunch generated by the 1,500,000 — — economic downturn as seen in the FY 2009/10 revenues. 1,000,000 — FY 2010/11 revenue reflects an increase in building 500_,000 — permit fees from a townhome subdivision project that - began construction. FY 2011/12 revenues show a ❑©110g 2�Qgtp9 20(39+10 ��t�y�tl �011Jtx �atl1 healthy resurgence in construction activity,however FY 2012/13 is budgeted a bit lower as the short term rise in project activity is not yet sufficient to anticipate a longer term trend in budgeted projections. RECREATION FEES Recreation Fees are User Fees subject to cost recovery objectives as the services rendered are primarily for the benefit of the requestor. Recreation Fees include various exercise, skill development, and entertainment type classes for all age groups and are available to both the Saratoga Community and non- residents. The City offers very popular Recreation Fees excursion trips throughout 750,004 the year, and children's camps during the summer 700,000 and winter holidays. Recreation services are 650,000 primarily on a fee share basis with instructors, who either 600_,000 pay a fee to hold their classes on the premises, or are paid a 550,000 — portion of the fees received for the classes. Residents 500_,000 receive a discount fee for voll"8 god'+p4 2Co+10 ?,a)II1 201112 2012+13 most class or camp categories. E- 13 CITY OF SARATOGA REFERENCE SECTION Recreation Fees are volatile,reacting both to economic conditions and external competition. FY 2010/11 revenues increased after the economic downturn contraction due to the relocation of a very popular dance school's program to city facilities. In the following year, FY 2011/12 revenues saw a large decrease as a result of transitioning summer camps to a consultant contract structure. In FY 2012/13, projected revenues are expected to increase as the summer camps will be brought back as internal programs. RENTAL INCOME The City maintains numerous indoor and outdoor facilities for use by the public. This includes the Community Center and Saratoga-Prospect Center buildings, the many parks and sport fields in Saratoga, as well as cell tower leases for satellite antennas on City owned property to wireless communication companies. Facility staff oversees the facilities and manages the facility rentals and hourly park rentals. The Parks Division oversees the maintenance of the parks and sport fields and manages Rental Income the sport user group contracts 600,000 and team use. 5 00,000 Unlike other revenue streams, Rental Income increased 400°000 _ during the economic 300,000 _ downturn, in part due to the low cost of the facilities, but 200,000 also from the addition of the Saratoga Prospect Center 100,000 — facilities and two new sport _ user fields at Prospect High and West Valley College. 2❑0108 v00,C, ?000" 2.914!11 .9111'1 Ol�l13 FY 2012/13 revenues are expected to continue at the higher levels seen in the last three years due to the ongoing sport user agreements and the increased rental activity seen at the Saratoga Prospect Center due to the building improvements. INTEREST INCOME The City earns interest on funds not immediately required for disbursement, on funds accumulated for future use in operations and capital projects, and on funds held as reserves for specific purposes. Saratoga's investment policy establishes a wide array of Interest Income authorized and suitable 700,000 investments in alignment with State government code; 600,000 however the City's ongoing 500,000 practice is to restrict 400,000 investments to the Local Agency Investment Fund 300,000 (LAIF) 2 00,00 0 Interest earning have been a 100,000 `O v, significant income source in - past years, however as the , 001 los �98I'09 290911,3 .1910+11 2911112 VI'V11 CITY OF SARATOGA REFERENCE SECTION economy slipped into the Great Recession, interest rates dropped to historic lows at a rapid pace. Over the last five years,the City received both less and delayed revenues,thereby diminishing idle funds. As a result,the City's interest earnings fell quickly to an astonishing low. The expected average fund balance and interest rates are the key factors in projecting budgeted revenue, and as interest rates continued to hold at rock-bottom levels, the projection for FY 2012/13 interest income reflect a full year at historic low rates. While interest rates are expected to return to normal levels eventually,the climb back up is expected to progress at a much slower pace. NON-GENERAL FUND OPERATING REVENUES G.O.BOND DEBT SERVICE ASSESSMENTS In March 2000, the citizens of Saratoga approved the issuance of General Obligation Bonds to pay for improvements to the City's library building. With this bond approval,property owners are to be assessed an additional property tax levy over thirty years to fund the debt service (principal and interest payments) resulting from the bond issuance. The levy is assessed on property tax bills as a percentage of property tax valuation, as are school and Water District bonds. In prior years, the City's tax levy rate was structured to yield a total levy amount approximately equal to the fiscal year's debt service, however with rising property tax growth, receipts surpassed debt service payments each year, and the Debt Fund grew to exceed debt GO Bond Debt Service Assessment service payment requirements. Since FY 2009/10, the levy 1'200'000 calculation was structured to 1,000,000 _ assess slightly less than the _ debt service payment 800,000 _ _ requirements to reduce 600.000 — property owner's levies at a consistent level and thereby 400,000 — bring the fund balance closer to annual funding requirements. 200,000 — In early FY 2011/12, the GO Bond was refunded to take �Qfl-��p`3 2ca$�o9 2,0C#X1J ,CXoJk1 2fl1�'+�� �01,2+13 advantage of lower interest rates for the remaining twenty years of the bond term. This will result in lower annual payments in the remaining years to come; therefore the levy will drop further based on both lower payments and a reduction in the fund balance. LANDSCAPE&LIGHTING ASSESSMENTS Assessment Districts are a defined area of land which, by majority vote of the property owners, has elected to allow the City to assess levies on each parcel to pay for public improvements or services provided within a predetermined agreement for the benefit of the property owners. The City currently has 25 Assessment Districts. Some of the districts provide for street lighting services, others for landscaping services, and a few for both. Seven of the districts are funded by property tax assessments as they were in effect prior to Proposition 13. The remainder, and in some cases some of those with property tax assessments,have agreed to charges known as benefit assessments added on to their tax bills. E- 15 CITY OF SARATOGA REFERENCE SECTION L&L Assessments Expenses are generally 550.000 consistent, allowing for minor increases each year 500.000 for increasing utility and service costs. On occasion, 450.000 — improvement projects or repairs occur which require 400.000 the district to have sufficient funds on hand to pay for 350.000 these major expenses. The City strives to assess the 300.000 parcels at a slightly higher level than expenditures to keep a positive fund balance. As the graph shows, L&L Assessments increased in FY 2011/12. This was primarily due to the addition of the 25th L&L District. Revenues are expected to grow due to increases in utility and maintenance services, however FY 2012/13 revenues reflect a slight decrease in assessment charges for a few districts with sufficient funding. CAPITAL PROJECT REVENUES MOTOR VEHICLE FUEL TAX(GAS TAx)REVENUES The State of California imposes excise taxes on transportations fuels, which in turn is allocated to Cities and Counties under various complex formulas, on a share basis. This tax allocation revenue is required to be recorded in its own account, and an annual "Streets Report" must be filed with the State each year to document how the funds were expended. State law requires all motor vehicle fuel tax funds allocated must be expended for the construction, improvements, and maintenance of public streets, which includes engineering and administrative costs necessarily incurred in the foregoing purposes. Gas Tax Revenues are derived from the 18 cents per gallon tax Gas Tax on fuel purchased within city 1,000,000 limits, as determined by the 900,000 State's allocation formulas. For 800,000 Saratoga, the key factors in 700,000 projecting these revenues are 600,000 historical revenues and the cost 500,000 of gas — as well as the State's 400,000 — projections for the year. 300,000 — 200,000 — Typically, as gas prices rise, gas 100,000 — usage tends to go down, and the - city in turn receives less 4-I+flB pg+p9 2a t�� �flC11 '1011A2 1012!' 3 revenue, as was seen in FY 2008/09. A significant change effective with the 2010/11 fiscal year was the restructuring of Prop 42 TCR funding. It is now allocated as Gas Tax Revenue; hence the increase in this revenue category equal to the TCR allocation for the current budgeted fiscal year and into ongoing years. E- 16 CITY OF SARATOGA REFERENCE SECTION CAPITAL GRANT REVENUES Grants are applied for and awarded from various Federal, State, and Local agencies. Grants are restricted for specific purposes and often require some percentage of matching funds. The City's capital grants are primarily obtained for street maintenance and improvements,bridge repairs,traffic safety improvements, and park improvements. In the chart below, the darker bars on the left reflect actual grants received in each fiscal year, while the right side semi-transparent bar reflects budgeted revenues. As mentioned earlier,budgeted capital project revenues include all outstanding grant award reimbursement appropriations, which, while most will not be received in the budget year, Capital Project Grants are included in appropriations 4,500,000 to validate budgeted project 4.000.000 expenditures. 3,500,000 The net effect of this project 3,000,000 tracking method is to overstate 2,500,000 - both revenue and expenditure 2.000.000 ,a240in the Capital Budget as many 1.500.000 �' capital projects are in reality, 1,000,000 multi-year appropriations. 500,000 — Hence,budgeted capital project - grants far exceed actual 2,30,�� x(19 Z� q+lC1 pl pal 1� e12�13 expectations. Budgeted amounts reflect all known capital grants at the time of budget adoption. With the City awarded a significant amount of grants in the last few year, and major construction work over the last several years, the City will receive more grant revenue than average – estimated at approximately$2 million during the 2012/13 fiscal year. E- 17 CITY OF SARATOGA REFERENCE SECTION 4 b E- 18 CITY OF SARATOGA REFERENCE SECTION CITY OF SARATOGA STATISTICS E- 19 CITY OF SARATOGA REFERENCE SECTION STATISTICAL CATEGORIES City Demographics Community Facilities Climate Population Factors • City Population • Population by Age Groups • Population Ethnicity • Population Occupations • Annual Income • Population Education Housing Factors Economic Factors • Net Taxable Assessed Value History • Property Tax Assessments by Category • Top Property Taxpayers • Property Tax Allocations E-20 CITY OF SARATOGA REFERENCE SECTION CITY DEMOGRAPHICS Current City Area: 12.1 square miles Incorporated: 1956 Elevation: 410 feet Miles of Streets: 135.2 miles Number of Traffic Signals: 25 Number of Registered Voters: 19,009 Form of Government: Council/Manager City Employee/Citizen Ratio: 1: 585 COMMUNITY FACILITIES 87 acres of parklands 14 neighborhood and specialty parks 250 acres of designated open space Joan Pisani Community Center Community Theater Saratoga Prospect Center Saratoga Public Library and Book-Go-Round Saratoga Historical Museum and Pioneer McWilliams House CLIMATE SARATOGA US Average Rainfall: 24.7 inches 36.6 inches Average Days of Precipitation 58 days 101 days Average Temperatures 90 80 70 60 50 40 30 20 10 0 P� bpi root .�� Low Average High Average temperature from May to October 50—86 degrees Fahrenheit Average temperature from November to April 40—65 degrees Fahrenheit Source: City of Saratoga E-21 CITY OF SARATOGA REFERENCE SECTION POPULATION FACTORS Data from CA Department of Finance 1970 Census: 26,810 1980 Census: 29,261 1990 Census: 28,061 2000 Census: 29,849 2010 Census: 29,926 January 1,2012 estimate 30,363 State ranking in population: 234 of 482 cities POPULATION DEMOGRAPHICS Data from Nielsen Reports Population by Age Groups 20.01/16 18.5% 16.0% 15.7% 14.0% 12.01/16 10.0 .4% 9-30/n 0/0 8.00/0 77,77 5gg,;�- 30, 5.9% 5.9% . ..... 6.0% 4.011/0 .. ........ . ........ 2.0% . ........ I ........ 0.00/0 Under 5-9 10-17 18-24 25-34 35-44 45-54 55-64 65-74 75-84 85 and 5 over Population by Ethnicity Other/Multiple Ethnic Groups Other Asian/Pacific Islanders Korean Chinese Indian Black African American White/Caucasian 0% 10% 20% 30% 40% 50% 60% E-22 CITY OF SARATOGA REFERENCE SECTION POPULATION DEMOGRAPHICS Data from Nielsen Reports Population Occupations Production and Transportation C onstruetion and Maintenance Farming,Fishing,Forestry Sales and Office 5en�res Professional Occupations 14tgmt,Business,&Financial cr _ - , 10'a l�°o 2010 25% 30°'a 35°a -.41 o Annual Income 25.0°/u 20.0% 15.0% 10,0% 5.0% 0.040 Less Than $50,000- $100.000- $150,000- $200,000- $500,000 or $50,000 $99,999 $149,999 $199,999 $499,999 more E-23 CITY OF SARATOGA REFERENCE SECTION ■ POPULATION DEMOGRAPHICS Data from Nielsen Reports Papulation Education Doctorate Degree Professional Degree I Master's Degree Bachelor's Degree Some C-ollege/AA Degree High School Graduate Not a H.S.Graduate ryryG '1 IJ 10 s6f6 100116 15% 001.6 15d.6 31160 300 4001.0 Population Education 6.3% 2.7% 5.5% 5.6°/n — — -� lc�.� (29.9% _ 4_S° ■Not a H.S. Graduate ❑High School Graduate ❑Some College/AA Degree ■Bachelor's Degree ❑Master's Degree ❑Professional Degree 13Doctorate Degree E-24 CITY OF SARATOGA REFERENCE SECTION HOUSING FACTORS Data from Nielsen Reports Housing Values 90.0% ao.0G/O 70.0% r0-OD/o 5}.04/o 40.04/0 30.0% 20.0% 10.0% O.Ooro Less than S500,000 $500;000-$749,999 5754;400-5999;999 S1;000 000 or more Housing by Resident Ownership Oxxner Occupied S9.3% Renter Occupied 10.;% E-25 CITY OF SARATOGA REFERENCE SECTION ECONOMIC FACTORS Source: HdL,Coren &Cone Reports Net Taxable Assessed Value History 2001/02 -2011/12 Taxable Property Values Lien Year Secured Unsecured SBE Nonunitary Net Total AV %Change 2001/02 6,227,826,411 42,904,985 729,714 6,271,461,110 17.63% 2002/03 6,441,614,970 46,485,308 1,150,691 6,489,250,969 3.47% 2003/04 6,912,443,373 41,386,146 140,256 6,953,969,775 7.16% 2004/05 7,353,900,797 39,781,926 175,015 7,393,857,738 6.33% 2005/06 8,100,857,149 43,433,397 163,247 8,144,453,793 10.15% 2006/07 8,717,263,637 38,112,166 134,221 8,755,510,024 7.50% 2007/08 9,295,850,465 34,102,900 - 9,329,953,365 6.56% 2008/09 9,893,469,336 40,892,307 - 9,934,361,643 6.48% 2009/10 10,013,048,698 54,542,896 - 10,067,591,594 1.34% 2010/11 9,911,516,040 51,896,057 - 9,963,412,097 0.29% 2011/12 10,107,679,133 50,944,483 - 10,158,623,616 0.90% ESBENonunitary ■Unsecured 0Secured $12,000,000,000 $10,000,000,000 " �T $8,000,000,000 P $6,000,000,000 $4,000,000,000 $2,000,000,000 $- 1-j LA -1 Ll L o-, 2pp11p2 2pp21p3 2pp310" 2p04105 2pp5106 2p061cj1 200110$ 2(0109 2009110 2010111 2p11112 E-26 ■ CITY OF SARATOGA REFERENCE SECTION Basic Property Value Table FY 2011/12 Assessments Category Parcels Assessed Value Net Taxable Value Residential 10,521 $ 9,834,081,610 $ 9,724,879,187 Commercial 165 241,721,275 228,102,056 Industrial 2 9,585,897 9,585,897 Governmental 1 336,872 336,872 Institutional 25 48,930,477 12,938,664 Irrigated 45 31,757,332 31,757,332 Miscellaneous 48 16,829,568 16,829,568 Recreational 5 17,518,387 6,051,553 Vacant Land 232 77,821,797 77,198,004 Exempt 211 - - SBE Nonunitary *(1) - - Unsecured *(451) 55,534,614 50,944,483 Totals 11,255 $ 10,334,117,829 $ 10,158,623,616 not included in parcel total Assessed Value Net Taxable Value Commercial Commercial 2% 2% Other Other 3% 2% Residental Residential 95% 96% Source: HdL, Coren &Cone Reports E-27 CITY OF SARATOGA REFERENCE SECTION Top Property Taxpayers FY 2011/12 Owner Parcels Assessed Value Cupertino Villages Association LLC 1 35,068,739 Keller Family Living Trust 2 20,459,059 Quito Village Associates LLC 1 19,143,069 San Jose Water Works 31 16,592,789 Gregpenn Properties LLC 1 12,800,000 Argonaut Associates LLC 6 12,681,706 Stormin Norman LLC 1 10,000,000 Public Storage Inc 1 9,476,603 Ashok Krishnamurthi Trustee 2 8,880,000 Terri E. Morrison Trustee 3 8,794,656 Source: HdL,Coren &Cone Reports E-28 CITY OF SARATOGA REFERENCE SECTION ■ Property Tax Distribution FY 2011/12 Other Special SCVWD Districts City of 1.60% 2.24% Saratoga 5.46% Fire District 10.23% ERAF 10.81% Schools 54.24% t Santa Clara County 15.44% Average Property Tax Distribution Agency Allocation % Allocation$ Santa Clara Valley Water District 1.60% 1,629,400 Other Special Districts 2.24% 2,271,500 City of Saratoga 5.44% 5,526,300 SCC Fire /Saratoga Fire District 10.23% 10,392,300 Educational Relief Augmentation Fund 10.81% 10,981,500 Santa Clara County 15.44% 15,684,900 Schools 54.24% 55,100,400 100.00% 101,586,236 Source: Santa Clara County and HdL, Coren &Cone Reports E-29 CITY OF SARATOGA REFERENCE SECTION 4 b E-30 CITY OF SARATOGA REFERENCE SECTION LIST OF ACRONYMS Following is a list of acronyms common to local government terminology: AB Assembly Bill ABAG Association of Bay Area Governments ADA American Disabilities Act ARS Automated Reporting System BMP Below Market Price(Housing) CAFR Comprehensive Annual Financial Report CDBG Community Development Block Grant CEQA California Environmental Quality Act CERT Community Emergency Response Team CLEEP California Law Enforcement Equipment Program CIP Capital Improvement Program COP Certificates of Participation CSMFO California Society of Municipal Finance Officers CSO Community Services Officer CY Current Year DART Disaster Aid Response Team DOJ Department of Justice EOC Emergency Operations Center ERAF Educational Revenue Augmentation Fund FEMA Federal Emergency Management Agency FTE Full-Time Equivalent(2080 annual work hours) FY Fiscal Year GAAP General Accepted Accounting Principals GASB Governmental Accounting Standards Board GFOA Government Finance Officers Association GIS Geographical Information System GO General Obligation(Bond) HCD Housing and Community Development HHW Household Hazardous Waste HUD Housing&Urban Development HVAC Heating/Ventilation&Air Conditioning IT Information Technology JPA Joint Powers Authority LAIF Local Agency Investment Fund LLD Landscaping&Lighting District LT Long-Term(as in Long-Term Notes Receivable) LIST OF ACRONYMS E-31 CITY OF SARATOGA REFERENCE SECTION MIS Management Information Systems MOU Memorandum of Understanding MVLF Motor Vehicle in Lieu Fee(see also VLF) NPDES National Pollutant Discharge Elimination System OCJP Office of Criminal Justice Planning OES Office of Emergency Services PCI Pavement Condition Index PERS Public Employees Retirement System POA Police Officers Association PW Public Works Department PSAP Public Safety Answering Point Py Prior Year RDA Redevelopment Agency SB Senate Bill SCC Santa Clara County SLESF Supplemental Law Enforcement Services Fund Grant TDA Transportation Development Act TEA Tax Equity Allocation TFCA Transportation Fund for Clean Air TOT Transient Occupancy Tax VLF Motor Vehicles In Lieu Fee(see also MVLF) VTA Valley Transportation Agency WVSD West Valley Sanitation District E-32 CITY OF SARATOGA REFERENCE SECTION GLOSSARY Accounting System - The set of records and procedures that are used to record, classify, and report information on the financial status and operations of the City. Accrual Basis Accounting-Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements. Ad Valorem - Latin for "in proportion to the value". This refers to property taxes levied on value and includes the General Obligation(G.0.) Bond rates added to the 1%rate allowed by Prop. 13. These rates are applied to the secured,unsecured, supplemental, and other miscellaneous tax rolls. Adoption - Formal action by the City Council, which sets the spending limits for the fiscal year. The City's budget is adopted by Council resolution. Agency Fund — A fund used to account for assets held by the City in the capacity of an agent for individuals, organizations,or other governmental entities. Annual Budget-A budget applicable to a single fiscal year. Appropriation - An authorization made by the City Council, which permits officials to incur obligations against and to make expenditures of government resources. Appropriations are typically granted for a one-year period. Assessed Valuation - A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, the County for the secured and unsecured property tax rolls establishes assessed value; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change of ownership. Personal property is excluded from these limitations,and is subject to annual reappraisal. Assessment Fund—A fund used to account for special levies made against certain properties to defray part or all of the costs of a specific improvement or service deemed to primarily benefit those parties. Audit-Prepared by an independent Certified Public Accountant(CPA), the primary objective of an audit is to determine if the City's Financial Statements present fairly the City's financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City's internal controls as well as recommending improvements to the City's financial management practices. Bonds - A bond is a written promise to pay a specified sum of money (called the face value or principle amount) at a specified date or dates in the future (called the maturity date) together with period interest at a specified rate. Bonds are typically used to finance capital facilities. E-33 CITY OF SARATOGA REFERENCE SECTION GLOSSARY Budget-As the City's financial operating plan for the fiscal year,the budget displays the estimated expenditures (costs)for providing services and the estimated sources of revenue(income)to pay for them. Once the City Council adopts the budget,the total becomes the maximum spending limit. Saratoga's budget encompasses fiscal year(July 1,through June 30). Budget Amendment - The Council has the sole responsibility for adopting the City budget, and may amend or supplement the budget at any time after adoption. The City Manager has the authority to approve administrative adjustments to the budget as outlined in the Financial and Administrative Policies set by Council. Budget Calendar - The schedule of key dates which the City follows in the preparation and adoption of the budget. Budget Document-The official financial spending and resource plan submitted by the City Manager and adopted by the City Council explaining the approved budget to the public and City Council. Budget Message - Included in the opening section of the budget, the Budget Message provides the Council and the Public with a general summary of the most important aspects of the budget, comparative data from previous fiscal years, goals and objectives, and the views and recommendations of the City Manager. Budget Overview-This section provides an overview of the changes adopted in the budget. Additionally, the significant impacts of budgetary changes are outlined along with dollar amounts(increase/decrease). Budget Policies -General and specific guidelines adopted by the Council that governs the financial plan's preparation and administration. Building Permit - Fee required for new construction or for any alteration or addition to a residence or commercial building. The fee is based on square footage and valuation. Electrical or plumbing/mechanical work will require a similar permit. Business License Tax — A tax imposed on those conducting business within the City limits. Business License Tax is a non-regulatory tax implemented for the purpose of raising revenue to support General Fund activities. Capital Acquisitions/Assets -Assets exceeding $10,000 and having a useful life of several years. Capital assets are also called `Fixed Assets' and include land,buildings,machinery, and equipment. Capital Expenditures — Funds spent for the construction, improvement, or rehabilitation of City infrastructure. Capital Improvement Plan (CIP) - The plan or schedule of expenditures for major construction of roads, sidewalks, City facilities and/or park improvements and for the purchase of equipment. The City of Saratoga's CIP follows a five-year schedule. Although the City adopts the CIP budget in a process that is separate from the adoption of the budget,the budget incorporates the first-year of the five-year CIP. Capital Projects - Expenditures that have a value of$25,000 or more which result in the acquisition of, construction of, rehabilitation of or additions to, infrastructure and fixed assets with a useful life of at least 5 years at a fixed location. E-34 CITY OF SARATOGA REFERENCE SECTION GLOSSARY Capital Projects Fund - In governmental accounting, a fund that accounts for financial resources to be used for the acquisition or construction of capital facilities. The total cost of a capital project is accumulated in a single expenditure account which accumulates until the project is completed, at which time the fund ceases to exist. Cash Basis Accounting- A basis of accounting under which transactions are recognized only when cash is received or disbursed. Community Development Block Grant (CDBG) - Federal grant funds distributed from the U.S. Department of Housing and Urban Development that are passed through to the City. The City primarily uses these funds for housing rehabilitation,public improvements and local social programs. Comprehensive Annual Financial Report(CAFR) - The official financial report of the City. The CAFR includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions. Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contingent Liabilities - Items which may become liabilities of the City but are undetermined at a given date, such as pending lawsuits, unsettled disputed claims, unfilled purchase orders and uncompleted contracts. Contract Services- Services provided to the City from the private sector or other public agencies. Debt Service-Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or Certificates of Participation(COPS). Debt Service Fund - A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest. Deficit-The excess of liabilities over assets. Department - A major organizational unit of the City, which has been assigned overall management responsibility for an operation, or a group of related operations within a functional area. In Saratoga, Department Heads are the chief administrators within a department. Encumbrances - Commitments against an approved budget for unperfor