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FY 2011-12 Adopted Operating & Capital Budget City of Saratoga C A L I F O R N I A FY 2011/12 Operating & Capital Summary Budget SARATOGA, CALIFORNIA Operating & Capital Summary Budget for Fiscal Year July 1, 2011 to June 30, 2012 City Council Howard Miller ................................................................................................. Mayor Chuck Page ............................................................................................ Vice Mayor Jill Hunter....................................................................................... Council Member Emily Lo ........................................................................................ 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.saratoga.ca.us Cover Picture: The Mountain Winery Located in the foothills of Saratoga, the Mountain Winery is a premier wedding and entertainment venue. CITY OF SARATOGA OPERATING & CAPITAL SUMMARY BUDGET i TABLE OF CONTENTS INTRODUCTION City Manager’s Budget Message ................................................................................................................................ A – 1 Government Finance Officers Association Budget Award ........................................................................................... A - 13 History & Culture of Saratoga ...................................................................................................................................... A –15 City Commissions......................................................................................................................................................... A –19 Budget Process Overview ............................................................................................................................................ A – 22 Budget Calendar .......................................................................................................................................................... A – 24 Budget & Financial Policies ........................................................................................................................................ A - 27 Gann Appropriation Limit ........................................................................................................................................... A – 34 Gann Limit Resolution ................................................................................................................................................ A – 36 Annual Budget Resolution ........................................................................................................................................... A – 37 FINANCIAL SUMMARIES Total Revenues and Expenditures Total Fund Activity Summary ........................................................................................................................................ B– 3 Total Revenues – by Fund .............................................................................................................................................. B– 4 Total Expenditures – by Fund ......................................................................................................................................... B– 6 Total Revenues – by Category ........................................................................................................................................ B– 8 Total Expenditure – 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 Staffing Summary of Employee Salary & Benefits ..................................................................................................................... B -27 Positions by Department ................................................................................................................................................ B–30 Staffing by Department ................................................................................................................................................ B–32 Staffing by Fund ............................................................................................................................................................ B–33 CITY OF SARATOGA OPERATING & CAPITAL SUMMARY BUDGET ii Table of Contents page – 2 – DEPARTMENTAL BUDGETS Department / Program List ............................................................................................................................................ C – 1 Organization Chart ........................................................................................................................................................ C – 4 COUNCIL & COMMISSIONS Council & Commissions Overview ............................................................................................................................... C – 5 City Council ................................................................................................................................................................... C – 7 City Commissions.......................................................................................................................................................... C–11 CITY MANAGER’S DEPARTMENT City Manager’s Department Overview .......................................................................................................................... C–15 City Manager’s Office ................................................................................................................................................... C–19 City Clerk ...................................................................................................................................................................... C–23 Human Resources (prior year schedules) ...................................................................................................................... C–27 ADMINISTRATIVE SERVICES DEPARTMENT Administrative Services Department Overview ............................................................................................................ C–29 Financial Services .......................................................................................................................................................... C–33 Human Resources ......................................................................................................................................................... C - 37 Office Support Services ................................................................................................................................................ C–41 Information Technology Services .................................................................................................................................. C–43 IT Equipment Replacement .......................................................................................................................................... C–49 COMMUNITY DEVELOPMENT DEPARTMENT Community Development Department Overview ......................................................................................................... C–53 Development Services ................................................................................................................................................... C–57 Advanced Planning ........................................................................................................................................................ C–61 Code Compliance ......................................................................................................................................................... C–65 Building & Inspection Services ..................................................................................................................................... C–69 CDBG Program ............................................................................................................................................................. C–73 Saratoga Housing & Rehabilitation Program (SHARP) ................................................................................................. C-75 CITY OF SARATOGA OPERATING & CAPITAL SUMMARY BUDGET iii Table of Contents page – 3 – PUBLIC WORKS DEPARTMENT Public Works Department Overview ............................................................................................................................. C–77 General Engineering ...................................................................................................................................................... C–81 Development Engineering ............................................................................................................................................. C–85 Environmental Services ................................................................................................................................................. 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 Recreation Services ...................................................................................................................................................... C-117 Teen Services ................................................................................................................................................................ C-121 Facility Rentals ............................................................................................................................................................. C-125 Building Maintenance .................................................................................................................................................. C-129 PUBLIC SAFETY DEPARTMENT Public Safety Department Overview ............................................................................................................................ C-133 Public Safety Services .................................................................................................................................................. C-135 Emergency Preparedness .............................................................................................................................................. C-139 NON-DEPARTMENTAL Non-Departmental Overview ........................................................................................................................................ C-143 General Administration ................................................................................................................................................ C-147 Legal Services .............................................................................................................................................................. C-149 Community Grants ....................................................................................................................................................... C-153 Community Events ...................................................................................................................................................... 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 KSAR Community Access Trust .................................................................................................................................. C-175 CITY OF SARATOGA OPERATING & CAPITAL SUMMARY BUDGET iv Table of Contents page – 4 – CAPITAL IMPROVEMENT PLAN Capital Improvement Plan Overview .......................................................................................................................... D – 1 Streets Program ............................................................................................................................................................ D – 7 Parks & Trail Program ................................................................................................................................................. D– 73 Facilities Program ........................................................................................................................................................ D–115 Administrative Improvement Program ........................................................................................................................ D–153 REFERENCE SECTION Fund Descriptions ..........................................................................................................................................................E – 1 List of Funds ..................................................................................................................................................................E – 5 List of Programs ............................................................................................................................................................E – 6 Major Revenue Sources .................................................................................................................................................E – 9 City Statistics .................................................................................................................................................................E– 19 List of Acronyms ...........................................................................................................................................................E –31 Glossary .........................................................................................................................................................................E –33 A- 1 C ITY H ALL 13777 F RUITVALE A VENUE S ARATOGA , C ALIFORNIA 95070 (408) 868 -1200 May 18, 2011 Honorable Mayor and Council members: In late 2008, the United States was confronted with a severe economic recession – the worst the world has seen since the Great Depression. Since the start of the recession, we have seen the failure of major business institutions, the collapse of the credit industry, and unprecedented foreclosure rates. In the last year, however, there have been promising signs of economic recovery. In April 2011, the Commerce Department reported that the U.S. economy grew for seven straight quarters. This continued growth suggests that the recession is over and the economy is starting to improve. Although the downturn appears to be at an end, the rate of economic growth has been slow. It has become clear that it will take many years for the economy to fully recuperate. While it may be some time before the economy reaches pre-recession levels, the economic gains have resulted in a sense of greater stability. Consumer confidence has been steadily trending upwards as the economy appears to be leveling out. At the same time that the economy is showing moderate signs of growth, prices continue to rise. Consumer prices have been climbing upward, which has a significant impact on government budgets. Increases in consumer prices cause the cost of materials and supplies to go up. Along with growing consumer prices, fuel prices have gone up significantly. These increasing prices translate to a higher cost of living and in turn result in higher salary, consultant, and contract costs. In spite of the City’s careful management of expenditures, costs have grown more quickly than revenues. The economy’s slow increase and the upward climb of consumer prices has required many government agencies, including Saratoga, to reevaluate their budgets and develop long term measures to reconcile revenues that are moving forward at a slower pace than expenses. A number of local governments, including the City of San Jose and County of Santa Clara, have announced plans to reduce their workforce to address long term budget shortfalls. Economic Impacts in Saratoga Historically, swings in the economy have a less severe impact on the City of Saratoga’s budget than other local government entities. This is largely due to the City’s stable tax base. The City’s primary revenue source is property tax income, which has been relatively steady over the past few years. While property tax has been a reliable revenue source for the City, declining property values, delayed real estate sales, and foreclosures in Santa Clara County have caused some decr eases in property tax revenues since Fiscal Year (FY) 2008/09. Since last year, the median sales price for homes in Saratoga has gone down by approximately 1.3 percent. Declines in sales prices cause declines in property taxes collections. Additionally, declining property values have caused many property owners to keep their properties until values increase. When the title of a property is passed from one person to another, a documentary transfer tax is charged. The City receives a portion of this tax. With a number of property owners waiting to sell until the housing market improves, the City’s revenues from documentary transfer tax have been reduced. CITY OF SARATOGA INTRODUCTION SECTION A- 2 Along with property tax, sales tax income has been a reliable revenue stream. This small, but steady source of income has remained relatively unchanged since the 2008/09 fiscal year. Every year, the City receives approximately $1 million in sales tax revenues. Saratoga has also been able to avoid the worst of the recession, because residents in Saratoga en joy a more stable and higher paying job market than residents in other Silicon Valley communities. According to the U.S. Census Bureau, the median household income for Saratoga is more than $139,000. As of March 2011, Saratoga’s unemployment rate was 5.2 percent. The unemployment rate for Santa Clara County was 10.3%, almost twice that of Saratoga. The high income levels and low unemployment rates in Saratoga means that the City has seen fewer demands for social services than other cities in the County. Consequently, the City can spend its limited resources on essential functions such as infrastructure maintenance. While Saratoga may have fared better during the recession than neighboring communities, the downturn has touched the City. The City’s Community Development Department, which guides the physical growth of Saratoga, saw a significant decline in development activity since late 2008. This department, which is largely funded by fees collected for building and planning services provided by the City, is very sensitive to changes in the economy. Building permits and fees collected by the City fell $500,000 in two years: from almost $1,420,000 in 2007/08 to just over $915,000 in 2009/10. Planning services follow a similar pattern, with a drop of more than $200,000 in revenues between the 2007/08 amount of almost $730,000 in services and the estimated $525,000 in 2009/10. The 2010/11 planning fees are continuing to decline, however building fees increased slightly due to the 20 unit townhome project permit issued during the fiscal year. In the year ahead, Community Development Department revenues are expected to begin stabilizing. In FY 2010/11, an estimated 1,270 building permits were issued. This is just under the 1,300 building permits issued in 2009/10. The City expects that the number of building permits issued in 2011/12 will go up. In addition to the number of building permits, 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. The decline in interest income has been one of the most dramatic losses for the City. The City’s savings are held in a Local Agency Investment Fund (LAIF). This investment fund traditionally serves as a stable source of income for the City. However, in FY 2010/11 LAIF interest rates reached historic lows when they fell to .46%. During FY 2007/08, interest income was just over $615,700; in 2008/09, it dropped to $362,500. The interest income for 2009/10 fell to $97,000 and interest income for the 2010/11 budget is estimated at $60,000. Rates are not expected to meaningfully improve in 2011/12. Cities are constrained by law to make prudent, low risk investments with the primary focus on preservation of principal. This prohibits the City from making higher yield investments, since these typically allow for losses on market investments. As noted earlier, consumer and fuel prices have been increasing. This has significantly impacted the City, because Saratoga operates on a contract services model. The City contracts for a wide range of services, 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 services creates savings on employee and equipment expenses, CITY OF SARATOGA INTRODUCTION SECTION A- 3 the price of contract services is directly tied to changes in fuel and consumer prices. Therefore, increases in consumer and fuel prices also increase contract service prices, over which the City has limited control. Each year, the City sees increased costs associated with employee benefits. Medical insurance premiums and California Public Retirement System (CALPERS) costs rise incrementally every year. Notably, costs for unfunded mandates have been steadily increasing. 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 the City will increase from $170,000 in 2010/11 to $190,000 in 2011/12. The Household Hazardous Waste Program f ees will go up from $40,000 in FY 2010/11to $50,000 in FY 2011/12. The City is also preparing for potential State takeaways that will affect Saratoga’s budget. Looking for ways to bridge the State’s estimated $25.4 billion budget gap, the Governor has proposed several changes that will directly impact Saratoga. Namely, the Governor’s proposal once again calls for the end of the Supplemental Law Enforcement Services Funds/Citizens’ Option for Public Safety grant (SLESF/COPS) and the reinstatement of booking fees. The State provides a minimum $100,000 SLESF/COPS grants to eligible jurisdictions for the purpose of enhancing public safety. Saratoga has used this grant to fund a School Resource Officer for many years. To offset this possible loss and new fee, the City designated $135,000 of year-end savings to the Carryforward Reserve, to be held available for a budget adjustment at mid-year if in fact, SLESF/COPS grant funds are revoked and booking fees reinstated in FY 2011/12. On a more positive note, the City has seen some improvements. For example, the Recreation and Facilities Department has seen an increase in class enrollment. The number of people enrolled in recreation programs rose from 4,175 in 2009/10 to 4,922 in 2010/11. Many of the City’s facilities and parks are also regularly rented by the public for a wide range of events and activities. Rental income stayed consistent from fiscal year 2009/10 to 2010/11. However, the City’s rental income is expected to increase from $443,461 in 2010/11 to $455,302 in 2011/12. The City is also 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. Saratoga, Los Altos Hills, Cupertino, and Monte Sereno were the four cities in Santa Clara County eligible for TEA. 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. Because of the State’s financial difficulties, the legislation was placed in a suspense file and made into a 2 year bill. Preparing the Budget In light of the uncertainty of the economy, the City has been closely monitoring its finances. Quarterly reports are given to 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. A City Council subcommittee, the Finance Committee 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 Director on budgetary issues before they are heard by the City Council. CITY OF SARATOGA INTRODUCTION SECTION A- 4 Additionally, 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 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. 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 introduced in the last budget will also be part of the City’s 2011/12 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. Continuing Austerity In FY 2010/11, the City adopted a number of short term initiatives to balance the budget and get through the remainder of the recession without significantly impacting services. This included employee concessions, such as voluntary salary/time reductions, furlough days, eli mination of the City Manager’s raise, and elimination of City Manager and Director auto allowances. The City also made an effort to reduce expenses wherever possible from credit card fees to office supplies and meeting expenses. Most of the reductions made in the 2010/11 budget will be carried forward in the 2011/12 budget. The 2011/12 budget also includes a 5% reduction in full-time staff hours which equates to 13 furlough days. This will serve as a placeholder for savings that may be realized during labor negotiations. Furlough days are expected to impact workload in the department and citywide, and adjustments will be made to continue service levels as efficiently as possible. In essence, all but the most basic and necessary expenses have been eliminated from the budget. While the austere 2011/12 budget balances revenues and expenditures, many of the cuts cannot be permanently sustained without impacting future services. A large portion of t he budget reductions were made through adoption of furlough days. As a result of furlough days, employees will have less time to perform their primary duties and this will affect services if continued on a long term basis. Although the economy is showing signs of improvement, it is clear that it will be quite some time before the economy fully recovers and structural changes will be needed to keep the City’s budget out of the red in future years. The memoranda of understanding for all three of the City’s employee negotiating groups, including the Saratoga Employees’ Association, Saratoga Management Organization, and Union representing streets, fleets, and parks employees and management, expire in September 2011. The new agreements that take CITY OF SARATOGA INTRODUCTION SECTION A- 5 effect in September may include provisions that allow for a more sustainable City budget in the long term. If structural changes are adopted in labor negotiations, the modifications may produce enough cost savings to allow the City to eliminate any remaining furlough days scheduled for FY 2011/12 and restore service hours. In addition to long term savings resulting from amendments to employee contracts, the City is also expecting to save taxpayers $1.4 million over the next 20 years in debt payment on its General Obligation (GO) bonds. 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 the payments on the bond debt, but does not receive revenue or expend any City funds for this obligation. The 30 year GO Bonds were issued at competitive interest rates in 2001 (ranging between 5 - 6%); however, with current interest rates at historic lows, the outstanding bond debt could be reissued at far lower rates. Moreover, the City’s GO Bonds should be sold at competitive rates due to the City’s stable tax base and its Standard & Poor’s AAA bond rating – the highest Standard & Poor’s rating available. Consequently, Council authorized staff to contract with a firm for financial bond service s to reissue the City’s GO Bonds. The refunded bonds are expected to be issued on August 1, 2011. The City is also working with the Santa Clara County Sheriff’s Office to constrain law enforcement costs. The City’s 10 year contract for Public Safety services with the Sheriff’s Office calls for annual increases based on a service formula, but limited to CPI plus 2%. Automatic annual increases and decreasing revenues due to the economic downturn have resulted in the City’s inability to continue funding the contract at the same level. By strategically reducing enforcement and restructuring billing, the annual contract expenses will remain at approximately $4.1 million for FY 2011/12 only. In FY 2011/12, a structural reorganization will eliminate the Assistant City Manager position. The Administrative Analyst position will return to full-time from .90 FTE to assist with the additional workload presented with the elimination of the Assistant City Manager position. The Executive Assistant position will increase from .75 FTE to .90 FTE to provide staff coverage for the office, with the Executive Assistant’s time allocated evenly between the City Manager’s Office and the City Clerk’s Office to more accurately reflect the assigned duties of the Executive Assistant. In addition to the savings noted above, the City will also generate some additional revenues through nominal increases in fees. Every year, the Council reviews the City’s Fee Schedule during a public hearing and makes changes as needed. The Fee Schedule lists all the services for which the City charges fees, from development permits to fines and building rentals. Updates to the fee schedule are based on the cost to provide a service. This year, the Fee Schedule update was vetted to ensure new fees comp ly with Proposition 26 – passed in November 2010. Several fee revisions, including raising tree removal permit fees from $100 to $125 and increasing some park and facility rentals, were adopted by the City Council in April 20, 2011. Capital Budget Highlights For this fiscal year, a total of seven new projects are proposed to be added to the CIP budget. Five projects were added to the CIP after the adoption of the 2010/11 budget . The CIP budget is used for construction, acquisition, rehabilitation, or non-routine maintenance projects that generally cost more than CITY OF SARATOGA INTRODUCTION SECTION A- 6 $25,000 and have a lifespan of at least 5 years at a fixed location. CIP projects are broken down into four categories: administrative improvements program; facility improvements program; pa rk and trail program; and street program. Funding for the CIP budget comes from grants, previous budget surpluses, and general fund transfers. New projects and those added after adoption of the 2010/11 budget are listed below. Administrative Improvements Program Network Cabling Replacement This project will replace existing Category 5 network cables with Category 6 cables to accommodate the increased network traffic created when the City updated its Toshiba Strata DK 280 private branch exchange (PBX) system with a ShoreTel Voice over Internet Protocol (VoIP) telecommunications system that operates over the existing network infrastructure. The project will help ensure the City’s network stays operational. Secondhand Smoke Prevention Program This project is funded by a Santa Clara County Public Health Department tobacco prevention and control program grant. The City will use the grant to: purchase and install signage in recreation areas to inform the public that use of tobacco products in recreational areas is prohibited; develop informational materials on the City’s ban on tobacco products in recreational areas and the dangers of secondhand smoke; and conduct research on, analyze, and draft (if authorized by the Council) new policies that further reduce potential exposure to secondhand smoke. Facility Improvements Program Electric Vehicle Charging Stations In July 2010, the City Council amended the CIP budget to include installation of electric vehicle charging stations in the Village and City Hall parking lot. The charging stations will be purchased from Coulomb Technologies, which manufactures ChargePoint vehicle charging stations. The City plans to purchase a total of 10 charging stations. Coulomb Technologies will be paying for half of the cost to purchase the charging stations with a federal grant the company received. ADA Compliant Signage In 2010, an Association of Bay Area Governments (ABAG) consultant conducted an accessibility assessment of Saratoga facilities. The ABAG consultant suggested that the City install improved signage that uses internationally recognizable symbols; includes brail lettering; uses larger lettering; is placed on and next to doors; and is positioned at specified elevations. This project will be funded with Community Development Block Grant (CDBG) monies. ADA Compliant Public Counters A 2010 accessibility assessment of Saratoga facilities conducted by ABAG recommended that the City make improvements to customer service counters in City Hall lobbies. This includes the lobbies in CITY OF SARATOGA INTRODUCTION SECTION A- 7 the City Manager’s Office, Joan Pisani Community Center, Senior Center, and Building and Planning Division. Suggested improvements include lowering counter heights and increasing the amount of space in paths of travel. This project will be funded with CDBG monies. Park & Trails Program Tree Dedication Program The City of Saratoga’s Tree and Bench Dedication program allows members of the public to purchase trees or benches for dedication purposes. Trees dedicated through this program are planted on City property, either in City parks, along Saratoga trails, or on City medians. The cost to purchase a 15 gallon tree through the dedication program is $500. In July 2010, the City Council set aside $25,000 to pay for half the cost of trees purchased through the dedication program. Park Restroom Improvements This project will fund improvements to restrooms at Congress Springs, El Quito, and Wildwood Parks. The restrooms at these parks need a variety of improvements beyond regular maintenance work. Improvements include exterior and interior paint; flooring repairs; new roofing at Congress Springs and El Quito; upgraded fixtures (mirrors, faucets, and sinks); and waterless urinals at Wildwood and El Quito. Village Creek Trail Design In March 2011, the City applied for a Santa Clara Valley Water District Watershed Stewardship grant to design the Village Creek Trail. If the grant application is approved, it will allow the City to design and plan a .45 mile trail that will run next to Saratoga Creek from Saratoga-Sunnyvale Road to approximately 6th Street. Saratoga Village Creek Overlook In early 2011, the City applied for a Santa Clara Valley Water District Trails & Open Space grant to build a small trail and overlook area next to Saratoga Creek in the Village. The proposed trail and overlook are located behind the property at 14435 Big Basin Way on the eastern bank of Saratoga Creek. The 150 foot trail would begin at a City owned parking lot in the Village and end at a 60 square foot seating area overlooking Saratoga Creek. Street Projects VTA Grant for Street Resurfacing This project will resurface approximately 1.5 miles of roadway in Saratoga, including sections of Bucknall Road, Cox Avenue, Thelma Avenue, Kirkmont Drive, Scotland Drive, and Dagmar Drive. Funding for this project comes from the Surface Transportation Program (STP), which is administered locally by the Valley Transportation Authority (VTA). Highway 9 Safety Improvements Phase 4 This project will be the fourth phase of bicycle and pedestrian safety improvements to the Highway 9 corridor from Saratoga to CITY OF SARATOGA INTRODUCTION SECTION A- 8 Los Gatos. 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. Funding for the project comes primarily from a Highway Safety Improvement Program (HSIP) grant and partly from the City’s capital budget. Village Sidewalk/Pedestrian Enhancements Phase 2 In 2008, the City entered into a contract with Gates and Associates to design improvements to the Village that would increase pedestrian safety and the beauty of the City’s downtown area. The 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. Budget Priorities While the primary objective of this budget is to address the revenue shortfall without unduly affecting services, City Council priorities are still reflected in the 2011/12 budget. These priorities include: - Fiscal responsibility - Maintaining a high level of public safety - Community building - Fostering relationships with community partners - Sustaining the City through environmentally friendly practices - Promoting business in the City - Preserving the City’s small-town semi-rural ambience - Keeping neighborhoods beautiful - Helping residents improve their health Fiscal Responsibility As in years past, the City has prioritized fiscal responsibility and ever increasing operational efficiencies. With the fluidity of the economy, this priority has been especially critical. Following adoption of the 2009/10 budget, the City Council started receiving quarterly reports on the budget. This additional information, along with changes in the budgeting process, has helped the City to effectively respond to changes. The Finance Committee, which has two City Councilmembers, reviews financial mat ters with the City Manager and Finance Director in preparation for City Council Meetings. The Committee has added another layer of oversight of City finances and provides a Council perspective and guidance to staff before financial matters are brought to the Council. In addition to following the economy closely and providing regular fiscal oversight on the City budget, the City Council also authorized staff to seek a financial firm to reissue the City’s GO Bonds. Reissuing this bond will reduce interest rates on the bond and consequently save taxpayers approximately $1.4 million in current dollars over the next 20 years. Furthermore, labor negotiations may lead to structural changes that reduce the City’s expenses on an ongoing basis. CITY OF SARATOGA INTRODUCTION SECTION A- 9 Secure and Safe City Maintaining a high level of public safety has also remained a top concern for the City. The City has a contract with the Santa Clara County Sheriff’s Office to provide law enforcement services. In 2010/11, the Sheriff’s Office received 13,200 radio calls for service in Saratoga. Despite the large volume of calls, response times for Priority I calls (serious emergencies and public hazards) is just 4:83 minutes. Additionally, the number of crimes reported has dropped down to 2,000 in 2010/11 from 2,288 in 2008/09. Through the contract with the Sheriff’s Office, the City has also been able to fund a School Resource Officer, whose primary function is to establish and maintain a positive relationship with schools in Saratoga by engaging faculty and staff, providing periodic traffic enforcement around schools, and interacting with students. In addition to providing high quality services to the residents of Saratoga, the Sheriff’s Office has been actively working with the City to reduce public safety expenses . The Sheriff’s Office will be implementing strategic enforcement changes to constrain public safety costs while still addressing the City’s law enforcement needs. As a result, funding for public safety will not significantly change in the 2011/12 budget. Another critical aspect of the City’s efforts to keep Saratoga safe is the City’s Traffic Safety Commission. This Commission actively identifies traffic issues, reviews potential problems, and recommends solutions that will increase the safety of Saratoga’s roadways. The City has a Roadway Safety & Traffic Calming fund in the CIP budget to cover the cost of safety and traffic calming projects. Typical traffic calming projects requested by residents and approved by the Traffic Safety Commission have included speed bumps, bulb outs, and medians to slow traffic and improve pedestrian safety. Building Community The budget also reflects continued commitment to community building. A total of $15,000 has been budgeted for community events. A portion of this funding will be made available for community organizers who coordinate events that bring residents together. The City also helps organizers of these events through in-kind support and through the City’s online community events calendar that is powered by Artsopolis and features events held in Saratoga. This online tool makes it easier for event organizers in the City to publicize their events. Funding has also been set aside for events coordinated by the City, such as grand openings and groundbreaking ceremonies. Communication with the public has also been a critical component of building a more connected community in Saratoga. In September 2009, the City launched its new website that now features email subscriptions. Residents can subscribe to a variety of email notifications, including notifications for posting of Council agendas, upcoming events, and more. On the City’s website, the public can also find streaming video of live and archived City Council and Planning Commission meetings. Full agenda packets, including staff reports, for both the Council and Planning Commission are made available online as well. These online tools provide one more way in which residents can easily and conveniently find critical information and follow the happenings at City Hall. The City also maintains more traditional methods of communication. Residents can still expect to receive The Saratogan, the City’s newsletter that was reinstated in 2008. During FY 2010/11, the City cut production costs by including the newsletter as part of the Recreation Activity Guide and reducing the number of publications from four to three. As a result, the City saved close to $20,000. The City also CITY OF SARATOGA INTRODUCTION SECTION A- 10 provides support for KSAR15, the Saratoga community access television channel. Residents can watch live and recorded City Council and Planning Commission meetings, along with a wide variety of other programs that include community announcements and news coverage of local events. Community Partnerships In addition to building relationships between the City and residents, the City also strives to develop strong partnerships with organizations that serve the Saratoga community. Before the start of each City Council meeting, the Council holds joint meetings with community partners like the Saratoga school districts, Commissions, neighborhood associations, Chamber of Commerce, Saratoga Ministerial Association, Saratoga Area Senior Coordinating Council, Historical Foundation, West Valley College, Mountain Winery, Montalvo Arts, Hakone Foundation, and more. The purpose of these meetings is to provide the City with opportunities to interact with community organizations to open lines of communication. The City hopes that this will strengthen connections with community organizations to pool resources and better serve the needs of Saratoga residents. Sustainable City The City has long been committed to adopting more environmentally friendly practices. In 2008, the City received Green Business Certification from the Bay Area Green Business Program. The certification is awarded to organizations that demonstrate efforts to reduce water and energy use, minimize waste, invest in renewable energy, and decrease fuel consumption. The City has put in place a number of the best practices recognized by the Green Business Program. This includes no longer purchasing single-use plastic water bottles, implementing an extensive recycling program, using products made of recycled materials, holding paperless City Council meetings, installing energy efficient T-8 lighting, replacing turf and other high maintenance landscaping with drought resistant landscaping or hardscapes, and installing smart irrigation controls at City parks and medians that control watering levels based on weather and moisture content in the air. The City will continue its efforts to save financial and environmental resources during the 2011/12 fiscal year. Three major sustainability projects will be funded through the 2011/12 capital budget, including addition of a solar array in the Saratoga Corporation Yard tha t will provide power to the Corporation Yard and the Joan Pisani Community Center; installation of energy efficient Light Emitting Diode (LED) street lights in the Village to replace existing High Pressure Sodium lights; and installation of electric vehicle charging stations in the Village and at City Hall. Business Friendly Another critical component of becoming a sustainable City is creating an environment that is friendly to businesses. In 2008, the City commissioned a study to identify retail opportunities in Saratoga. The report provides the business community with information about the retail gaps in the City and offers insights into which areas of retail might be successful. Additionally, the City continues to provide financial support to the Saratoga Chamber of Commerce to promote and assist Saratoga business owners and for visitor information services. The City also offers a number of incentives to business owners, including the Village Façade Improvement Program that allows business or property owners on Big Basin Way to receive 50% reimbursements up to $5,000 for façade improvement projects. The conditional use permit process was also improved with adoption of an administrative process that has lowered the cost to applicants and decreased permit approval time for businesses. The Council also adopted a conditional use permit fee refund for businesses in targeted categories, which included ice cream/yogurt stores, arts and crafts CITY OF SARATOGA INTRODUCTION SECTION A- 11 instruction studios, and other businesses with Council approval. A t otal of four businesses have received conditional use permit refunds, including St. Stan’s Brewery, Yolatea, Big Basin Vineyards, and Belltower Bistro. During FY 2011/12, 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. Many of the planned improvements were developed through a public process and are expected to increase pedestrian safety and improve the appearance of the Village, making it a more popular retail and dining destination. Rural Character of Community Saratoga is a primarily residential community nestled up against the Santa Cruz Mountains. One of the most distinct and celebrated features of the community is its small -town semi-rural ambience. Many residents consider this trait to be the key component of the City’s charm, which is why great care is taken to preserve the small town feel of Saratoga through carefully managed development. The Community Development Department guides applicants through the development and building process to ensure that new and remodeled structures resonate with the character of the City. Furthermore, the City actively enforces its municipal code to help maintain Saratoga’s character and high quality of life. The City responds immediately to code violation complaints and works with property owners to achieve voluntary compliance through education and assistance. This cooperative process helps address code violations in a quick and friendly manner. Beautiful and Maintained Neighborhoods The City works to keep its neighborhoods beautiful and well maintained through a variety of methods. First and foremost, the City is committed to keeping infrastructure in excellent condition. This includes the City’s 67 acres of developed parkland and 13 miles of walking trails. The City’s beautifully manicured parks and trails offer a wide range of amenities and are an attraction for residents and visitors alike. The landscaped medians play a major role in improving the City’s appearance. There are more than four miles of landscaped medians in Saratoga. These medians are located on most arterial roads and on some of the major collector streets, including Saratoga-Sunnyvale Road, Saratoga Avenue, and Prospect Road. In addition to beautifying the City, medians help protect drivers from oncoming traffic. Well maintained streets affect the City’s appearance and facilitate the free flow of traffic. Every two years, the quality of the City’s streets are surveyed and rated based on the Pavement Condition Index (PCI). The City is able to maintain the 135 miles of roadway in Saratoga at an average PCI of “Very Good” by focusing resurfacing money in the capital budget on streets that have the lowest PCI rating. Each year the City uses approximately 8,000 tons of asphalt to repave its streets. While many municipalities are struggling to prevent their roads from deteriorating, Saratoga was able to improve its PCI rating in 2010/11. This is largely a result of the City’s policy of dedicating two funding streams totaling approximately $1 million per year for street maintenance. Additional grant funds that the City has obtained over the last two years have also enabled the City to accelerate its street maintenance schedule. CITY OF SARATOGA INTRODUCTION SECTION A- 12 The City also has a total of 24 lighting and landscaping assessment districts that have been an extremely effective method for beautifying Saratoga neighborhoods. Residents in these districts have voted for assessments on their properties that pay for City crews to install upgrades and perform maintenance on landscaping, lighting, and other beautification projects. Healthy Saratoga The City Council has made promotion of health and wellness a priority for the City. Residents in Saratoga have many health and wellness opportunities available to them. The City maintains 13 miles of walking trails and 67 acres of developed parkland that feature par courses, tennis courts, basketball courts, baseball diamonds, soccer fields, and more. Residents can also take advantage of classes offered by the Recreation and Facilities Department, including zumba, yoga, jazzercise, ice skating, tai chi, and healthy cooking classes. In February 2011, the City Council adopted a resolution to join the “Let’s Move Cities and Towns” initiative. This campaign, led by First Lady Michelle Obama, is intended to engage local governments in the effort to prevent childhood obesity. Cities participating in the “Let’s Move” initiative are asked to take significant action towards improving the health of children. The Parks and Recreation Commission will likely play a key role in this effort. Last year, the Commission encouraged residents to become more active through the MOVE-IT challenge. Participants in the program were asked to walk/run a marathon (26 miles) or bike a century (100 miles) between Memorial Day and Labor Day. Those who achieved their goal were recognized at a City Council meeting. The program proved to be a no -cost method for increasing physical activity and is expected to take place again in 2011. Conclusion The past few years have been a challenging and uncertain time for ma ny of us. The slow recovery of the economy has provided a measure of stability, but it is clear that it will be some time before our economy is fully restored. As we gain a better understanding of what the years ahead will look like, it is starting to become clear that more serious structural changes are needed. In the next year, we will be taking a close look at the structural adjustments needed to bring the City budget into balance over the long term and prevent serious service reductions in the future. Until then, another year of austere budgeting and short term sacrifices has allowed us to get through the worst of the recession and maintain high quality essential services to the residents of Saratoga. Despite the difficulties we have faced, the City is able to present a balanced 2011/12 budget to the City Council for adoption. Respectfully submitted, Dave Anderson City Manager CITY OF SARATOGA INTRODUCTION SECTION A- 13 CITY OF SARATOGA INTRODUCTION SECTION A- 14 CITY OF SARATOGA INTRODUCTION SECTION A- 15 HISTORY AND CULTURE OF SARATOGA ocated in the foothills of the Santa Cruz Mountains, approximately 26 miles east of the Pacific Coast, 10 miles southwest of San Jose, and 50 miles south of San Francisco, the City of Saratoga runs along the western edge of Santa Clara County. Although the incorporated City of Saratoga dates back only to 1956, the town had its beginning more than a century earlier when William Campbell built a sawmill here in 1848, about two and one-half miles above the present downtown village, along what is now State Highway 9. Having spent the winter of 1846/47 in the abandoned adobe buildings of Mission Santa Clara, Campbell correctly surmised that the settlers who were beginning to come to the Santa Clara Valley would want to build sturdy wood houses, reminiscent of the homes they had left in the East. With this belief, William Campbell started a sawmill operation along the stream here in 1847. It was delayed however after another millwright constructing a sawmill at the western base of the Sierra mountains a hundred and fifty miles northeast found gold flakes in the American River, touching off the 1849 California Gold Rush. While no such discovery occurred here, there were later reports of copper and silver deposits in the region. Instead, for more than half a century, the wealth of the local mountains was in timber, mostly redwood, and the settlement that later became Saratoga owes its start and early development to that wealth. In 1850, Martin McCarty leased the sawmill Campbell had started, and set about to improve its access by building a road to the site. To recoup his 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 was common practice in those early days for roads to be built on a private-enterprise basis, then after a period of time, the counties would take them over and maintain them as public thoroughfares. In McCarty's case, although the tollgate was used for only about a year, it was sufficient for the settlement to be known as Tollgate for some years afterward. L CITY OF SARATOGA INTRODUCTION SECTION A- 16 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 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 trading center for the surrounding fruit-growing farms. The mountain setting and mild climate also made Saratoga a popular resort area. The elaborate resort hotel Pacific Congress Springs, flourished for almost forty years about two miles above the village, until it was destroyed by fire in 1903. The resort image lingered through succeeding years, even as agriculture became the dominant industry in Saratoga and the Santa Clara Valley. During the early 1900's, Saratoga had an enviable reputation as a highly desirable place to live. The Interurban Rapid Transit of the day began service which connected Saratoga with the rest of the Santa Clara Valley and beyond. Saratoga soon became a haven for wealthy San Franciscans who came to build elegant hillside homes overlooking the lush valley. One of these was the palatial Mediterranean-style home of the United States Senator James Phelan. His Villa Montalvo is now a center for the cultural arts. After World War II, the valley’s rapid urbanization changed the character of Saratoga from agricultural to suburban. As space technology and the defense and electronics industries were established in nearby communities, Saratoga's open land soon became more valuable for homes for the rapidly growing population, than it was for fruit orchards, although some vineyards and a few scattered orchards do remain as a reminder of the bygone era. The City of Saratoga strives to maintain these elements of its natural beauty and colorful past through careful zoning policies and historic preservation. CITY OF SARATOGA INTRODUCTION SECTION A- 17 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 30,195 (January 1, 2011) known for its excellent schools and prestigious neighborhoods. The community’s historic downtown district, known as "The Village", has distinctive dining, unique shops, and numerous buildings dating back to the late 1800’s and early 1900’s. Saratoga residents place an emphasis on historical preservation, and on retaining the quality of the city’s semi-rural ambiance. The City also is home to Villa Montalvo, the former home of Senator James Duval Phelan which hosts an art gallery, an artist in residence program, concert performances, park trails and grounds. 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 (53.85 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 Saratoga Fire Protection District and 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 code compliance, 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 Ai rport in San Jose. Bus routes provide CITY OF SARATOGA INTRODUCTION SECTION A- 18 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 Vision 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 vision 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. CITY OF SARATOGA INTRODUCTION SECTION A- 19 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 Adviso ry 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. CITY OF SARATOGA INTRODUCTION SECTION A- 20 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. CITY OF SARATOGA INTRODUCTION SECTION A- 21 BUDGET & FINANCIAL POLICY INFORMATION CITY OF SARATOGA INTRODUCTION SECTION A- 22 BUDGET PROCESS OVERVIEW he City of Saratoga adopts an annual Operating and Capital Budget and an annual budget update of the five-year Capital Improvement Plan. The budgets contain summary level information for revenue and expenditure appropriations for the fiscal year beginning July 1st and ending June 30th. The budget documents are prepared on the same basis as the City’s financial statements, and in accordance with generally accepted accounting principles (GAAP). BUDGET PURPOSE The Operating and Capital Summary Budget and the Capital Improvement Plan serve as the City’s financial plan, as well as a policy document, a communications tool, and an operations guide. Developed with an emphasis on long range planning, service delivery, and program management, a fundamental purpose of these documents is to provide a linkage between the services and projects the City intends to accomplish, and the resources committed to get the work done. The format of the budget facilitates this linkage by clearly identifying program purpose, key projects, and workplan goals, in relation to revenue and expenditures appropriations. BASIS OF BUDGETING AND ACCOUNTING Developed on a program basis with fund level authority, the operating and capital budgets represent services and functions provided by the City in alignment with the resources allocated during the fiscal year. Basis of Accounting and Budget refers to the timing factor concept in recognizing transactions. This basis is a key component of the overall financial system because the budget determines the accounting system. For example, if the budget anticipates revenues on a cash basis, the accounting system must record only cash revenues as receipts. If the budget uses an accrual basis, accounting must do likewise. The City’s budgeting and accounting systems both use a combination of modified accrual and full accrual basis in the accounting and budget systems. The City’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds, and Capital Project Funds. Governmental Fund budgets are developed using the modified accrual basis of accounting. Under this basis, revenues are estimated for the period if they are susceptible to accrual, e.g. amounts can be determined and will be collected within the current period. Principal and interest on general long-term debt are budgeted as expenditures when due, whereas other expenditures are budgeted for liabilities expected to be incurred during the current period. Proprietary fund budgets are adopted using the full accrual basis of accounting whereby revenue budget projections are developed recognizing revenues expected to be earned during the period, and expenditures are developed for expenses anticipated to be incurred in the fiscal year. The City maintains one type of proprietary fund: Internal Service Funds. Fiduciary funds are also budgeted under the modified accrual basis. Trust funds are subject to trust agreement guidelines, and Agency Funds are held in a custodial capacity involving only the receipt, temporary investment, and remittance of resources. Saratoga administers two agency funds. SUMMARY OF BUDGET DEVELOPMENT The City develops it budgets with a team-based budgeting approach. City Management and the Finance Department guide the process through budget development; however program budgets and workplans are developed with each department’s director or program manager’s oversight and expertise. This approach allows for hands-on planning and creates a clear understanding for both management and staff of T CITY OF SARATOGA INTRODUCTION SECTION A- 23 a program’s goals and functions to be accomplished in the next budget year. THE DEVELOPMENT PROCESS Typically both the Operating and Capital Budget and Capital Improvement Plan (CIP) processes begin in early January with the City Council and City Manager’s development and refinement of initiatives and directives for the upcoming budget year. The Five-Year financial forecast is developed and brought to the annual Council Retreat to review. This forecast provides an overview of service level operations as it ties to fiscal resources, and guides the discussion for the upcoming budget direction. The CIP is also reviewed during this time to determine funding capabilities, project priorities, and to refine project workplans. Although the CIP Budget is a stand-alone body of work, CIP projects impact the City’s ongoing operations and are therefore incorporated into the Operating and Capital Summary Budget document through the resulting financial appropriations and service level requirements. In February, the budget preparation process begins officially for staff. Budget assumptions, directives and initiatives are provided to set the City’s overall objectives and goals. Over several months, staff identifies and analyzes program revenue and expenditure projections in coordination with Finance/Budget staff and City management. Capital improvement projects are assessed and refined, and CIP funding and appropriation requirements are finalized. Through rounds of budget briefings and revisions, staff’s final program budget and workplans are developed by the end of April; operational and capital workplans are finalized, and the Finance/Budget staff prepares financial summary information for City Council review in addition to departmental budgets and workplans. BUDGET ADOPTION During the month of May, the City Council reviews the proposed Operating and Capital Summary Budget, and the Capital Improvement Plan for the five year period in a public hearing. Notice of the hearing is published in a local newspaper at least ten days prior to the Council’s public hearing date. The public is invited to participate and copies of the proposed budgets are available for review in the City Clerk’s office and at the budget hearing. Under requirements established in Section 65401 of the State Government Code, the City’s Planning Commission also reviews the proposed Capital Improvement Plan and reports back to the City Council as to the conformity of the plan with the City’s Adopted General Plan . Final council-directed revisions to the proposed budget are made and the budget documents are resubmitted to the Council for adoption, again in a publicized public hearing prior to the beginning of the fiscal year. Section 2-20.050(i) of Saratoga’s City Code requires the City Manager to prepare and submit an annual budget to the City Council. This is accomplished in June, when the final proposed budget is formally submitted to the Council in the subsequent public hearing. The approved resolutions to adopt the CIP and operating budgets and the appropriation limitation (Gann Limit) follow this section. BUDGET AMENDMENTS During the course of the fiscal year, workplan changes and unanticipated needs will necessitate adjustments to the adopted budgets. The City Manager is authorized to transfer appropriations between categories, departments, projects, and programs within a fund in the adopted budget, whereas the City Council holds the authority for budget increases and decreases and transfers between funds. CITY OF SARATOGA INTRODUCTION SECTION A- 24 BUDGET CALENDAR December January February March 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 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 projections 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 and cost estimates for new projects City Council to hold Public Hearing for Annual User Fee Update City Council to hold Annual CDBG and Community Grant Public Hearing for review and direction for following fiscal year grant appropriations CITY OF SARATOGA INTRODUCTION SECTION A- 25 April May June July/ August/ September For Operating Budget: Departments to finalize budget workplans and program narratives Budget Office to compile program narratives, financial and supplemental schedules, and financial budget summaries and charts Proposed budget briefing with City Manager For Capital Budget: Project Managers to finalize projects for CIP submittal For Operating & Capital Budgets: CIP Budget Team to assemble final list of recommended projects and funding requirements Final budget briefing with City Manager For Operating & Capital Budgets: Budget revisions finalized, proposed budgets assembled and distributed to City Council and posted on website Public Hearing held for proposed Operating and Capital Budgets 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 Final document preparation of financial and supplemental schedules, charts, reference materials, etc Adopted Operating and CIP Budget documents finalized, printed and distributed CITY OF SARATOGA INTRODUCTION SECTION A- 26 CITY OF SARATOGA INTRODUCTION SECTION A- 27 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 1 st 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 CITY OF SARATOGA INTRODUCTION SECTION A- 28 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%). 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 recover s the direct and indirect activity cost of providing a service or product. The City will consider market rates and charges levied by other municipalities of similar size for like services in establishing rates, fees, and charges. For services having partial cost recovery objectives, cost recovery ratios may vary according to policy objectives. A master schedule of User Fees is reviewed and updated each year to adjust fees to the established level. The City will follow an aggressive policy of collecting local taxes and revenues due to the City through persistent follow-up procedures, and external resources as necessary. 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. CITY OF SARATOGA INTRODUCTION SECTION A- 29 EXPENDITURE POLICIES: All expenditures shall be in accordance with the City’s purchasing policy, travel policy, credit card policy, or any other applicable guidelines. Expenditures are managed at the program level. Program managers are to ensure expenditures do not exceed the budgeted workplan and must take immediate action if at any time during the fiscal year an operating deficit is projected at year-end. Corrective actions may include expenditure reductions, or with Council approval, budget adjustments, service reductions, or service fee increases. PURCHASING POLICY: The City’s current purchasing policy, with an effective date of 4/23/2007, establishes purchasing authority levels, purchasing procedures, and requirements, for the procurement of supplies, equipment, and services, in conformance with Federal and State codes and regulations, and City Ordinance No. 2-45. Public Work projects which are governed by the State’s Public Contract Code are excluded from provisions of the City’s purchasing policy. Guidelines established by the City’s Purchasing Policy directs the City’s departments to purchase the best value obtainable, securing the maximum benefit for funds expended, while giving all qualified vendors an equal opportunity to do business with the City. All purchases exceeding $5,000, up to $25,000 require written quotes and must be approved by the Purchasing Officer or designee. All purchases exceeding $25,000 must be authorized by the City Council. FIXED ASSETS AND INFRASTRUCTURE: All assets with a cost equal to or greater than $10,000 and a useful life of more than one year will be capitalized. Repairs and maintenance of infrastructure assets will generally not be subject to capitalization unless the repair extends the useful life of the asset. The City will sustain a long-range fiscal perspective through the use of a five-year Capital Improvement Plan designed to maintain the quality of City infrastructure, including streets, sidewalks, curbs and storm drains, lighting, building, parks, and trees. Asset information 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. CITY OF SARATOGA INTRODUCTION SECTION A- 30 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: Fund balance reserves in a governmental fund are classified as either Reserved or Unreserved Fund Balances, depending on purpose. Reserved Fund Balances represent funding set aside for established legal obligations and liabilities, and are not available for appropriation. Unreserved Fund Balances are comprised of both designated and undesignated fund balances, and are not legally obligated for a specific use. Unreserved Designated Fund Balance Reserves represents funds identified by Council for an intended use; however as there is no legal obligation, the funds may be re -designated and utilized for another purpose if Council chooses. Unreserved Undesignated Fund Balance represents funds not yet identified for a specific use by Council, and is available for designation or appropriation. 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 Unreserved Undesignated Fund Balance. Council established $500,000 as the base amount for Undesignated Fund Balance. Any accumulated available funding in excess of $500,000 is to be held for appropriation to Capital Improvement and Cost Efficiency projects in the following budget process. Year–end undesignated fund balance distribution is to be prioritized as follows: 1. Funding of legal obligation and liability reserves 2. Repayment of borrowing from Fund Balance Reserve to established levels 3. Replenishment of Unreserved Undesignated Fund Balance to $500,000 4. Designation of remaining funds for Capital Improvement and Cost Efficiency Projects Reserved Fund Balance reserves are to be maintained on an on-going basis for the following legal obligations and liabilities: 1. Petty cash 2. Retiree Medical (liability amount determined at year-end) 3. Development Deposits (liability amount determined at year-end) CITY OF SARATOGA INTRODUCTION SECTION A- 31 Unreserved Designated Fund Balance reserves are to be maintained on an on -going basis for the following Council established purposes: 1. Operations Reserve (Established on July 1, 1999 at $2,000,000 to provide working capital cash flow for the General Fund. Interest earnings are applied at fiscal year -end at LAIF interest rate.) 2. Economic Uncertainty established at $1,500,000 3. Development Services Fund Balance 4. Environmental Services Fund Balance 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. CITY OF SARATOGA INTRODUCTION SECTION A- 32 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 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 t he 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. CITY OF SARATOGA INTRODUCTION SECTION A- 33 CITY OF SARATOGA INTRODUCTION SECTION A- 34 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 Californi a’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 slightly next year coupled with minimal population increases, the appropriation factor is positive for FY 2011/12. The following schedule reflects historical appropriations for the prior ten years, and the calculation for FY 2011/12: APPROPRIATION LIMIT FACTORS For Beginning County City California Ending % YE Population Population Per Capita Limit Limit Factor Factor Income Δ Limit Increase 2002 20,977,606 1.0147 1.0055 1.0782 22,950,540 9.40% 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 3.42% June 30 AppropriationAppropriation CITY OF SARATOGA INTRODUCTION SECTION A- 35 The City of Saratoga’s appropriation limit for fiscal year 2011/12 is calculated as follows: As illustrated above, the total amount of tax revenues appropriated to the City in FY 2011/12 is not to exceed $31,907,666. The FY 2011/12 budget anticipates $9,672,504 in Gann designated tax revenues which equates to $22,235,162 less than, or approximately 32% of, the appropriation limit for FY 2011/12. 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 5.3% appropriation growth trends (based on a 33 year average) there is a strong expectation for a wide margin in future year’s appropriation margins. APPROPRIATION LIMIT ADOPTION The resolution to revise the appropriation limit to $31,907,666 for FY 2011/12 was adopted by Council via Resolution 11-033 on June 1, 2011. % Increase in California 2010/11 2011/12 County Per Capita Appropriation Appropriation Appropriation Population Income Δ Factor Limit Limit 1.0089 X 1.0251 =1.0342 X 30,851,813$ =31,907,666$ FY 2011/12 Calculation Actuals Actuals Actuals Actuals Estimated Budgeted Projected Projected Projected Projected Projected 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 9,559,152 9,887,504 10,050,407 9,860,645 9,672,504 9,720,867 9,769,471 9,818,318 9,867,410 9,867,410 9,916,747 27,203,516 28,837,681 30,592,104 31,261,971 31,907,666 32,566,698 34,292,733 36,110,248 36,110,248 36,110,248 38,024,091 33%35%34%33%32%32%32%30%28%28%27% *Saratoga's share of property tax increased by approximatly 5% in FY 2006/07 forward as a result of Tax Equity Allocation legistlation Tax Revenues to Appropriation Limit 10 Year Trend Tax Revenues Appropriation Limit Revenue to Limit % - 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 40,000,000 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 CITY OF SARATOGA INTRODUCTION SECTION A- 36 GANN APPROPRIATION LIMIT RESOLUTION CITY OF SARATOGA INTRODUCTION SECTION A- 37 ANNUAL BUDGET RESOLUTION CITY OF SARATOGA INTRODUCTION SECTION A- 38 CITY OF SARATOGA FINANCIAL SUMMARIES 0 50 100 150 200 250 300 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. Total Fund Activity Summary ....................................................................................................................... B – 3 Total Revenues – by Fund ............................................................................................................................. B – 4 Total Expenditures – by Fund ....................................................................................................................... B – 6 Total Revenues – 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 5 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 B - 2 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 - 27 Positions by Department ............................................................................................................................... B – 30 Staffing by Department ................................................................................................................................ B – 32 Staffing by Fund ........................................................................................................................................... B – 33 CITY OF SARATOGA FINANCIAL SUMMARIES B - 3 Estimated Revenues Expenditures Source (Use)Estimated Fund Balance && of Fund Balance Fund Category July 1, 2011 Transfers In Transfers Out Fund Balance June 30, 2012 Operating Funds General Fund Designated for Operations 2,903,522 - - 18,000 2,921,522 Economic Uncertainty 1,500,000 - - - 1,500,000 Environmental Reserve 513,182 - - (50,000) 463,182 Development Reserve 632,380 - - (210,000) 422,380 Uncollected Deposits 44,791 - - - 44,791 Carryforward Reserve 326,900 - - (31,900) 295,000 Capital Projects Reserve 500,000 - - (160,000) 340,000 Hillside Stability Reserve 500,000 - - - 500,000 Undesignated Fund Balance 563,290 15,249,398 (15,652,347) 433,900 594,240 Total General Fund 7,484,065 15,249,398 (15,652,347) - 7,081,116 Special Revenue Funds CDBG Program Fund - 155,256 (155,256) - - Landscape & Lighting Districts 504,122 486,394 (641,518) - 348,998 Internal Service Funds Liability/Risk Management 134,906 377,000 (403,631) - 108,275 Workers Compensation 224,105 225,000 (233,035) - 216,070 Office Support Services 15,831 52,000 (52,250) - 15,581 IT Services 231,064 400,000 (429,723) - 201,340 Vehicle & Equipment Maintenance 42,817 200,000 (217,321) - 25,496 Building Maintenance 208,517 725,000 (712,761) - 220,756 Vehicle & Equipment Replacement 331,374 100,000 - - 431,374 IT Equipment Replacement 185,567 50,000 (79,200) - 156,367 - Total Operating Funds 9,362,367$ 18,020,048$ (18,577,043)$ -$ 8,805,371$ Debt Service 2001 Series GO Bonds 850,657 953,600 (1,047,556) - 756,701 Total Debt Service 850,657$ 953,600$ (1,047,556)$ -$ 756,701$ Trust & Agency Funds Library Capital Improvement - - - - - KSAR - - - - - Total Trust & Agency Funds -$ -$ -$ -$ -$ TOTAL OPERATING BUDGET 10,213,024$ 18,973,648$ (19,624,599)$ -$ 9,562,072$ Capital Funds Street Projects 2,192,401 6,748,759 (8,842,416) - 98,743 Park & Trail Projects 843,806 1,295,633 (2,139,439) - - Facility Projects 942,052 282,127 (1,194,178) - 30,001 Administrative Projects 148,139 52,102 (200,241) - - Total Capital Funds 4,126,397$ 8,378,621$ (12,376,274)$ -$ 128,744$ TOTAL ALL FUNDS 14,339,421$ 27,352,269$ (32,000,873)$ -$ 9,690,816$ TOTAL FUND ACTIVITY SUMMARY FY 2011/12 Capital Project funding incorporates remaining funds 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 that are added to new funding to produce total available project budgets. All available funds are appropriated as expenditures and transfer outs 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 4 TOTAL REVENUES & TRANSFERS IN BY FUND FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund 15,874,200$ 15,245,050 15,085,454 15,742,117 15,114,848$ Total General Fund 15,874,200 15,245,050 15,085,454 15,742,117 15,114,848 Special Revenue Funds CDBG Program Fund 55,702 123,812 341,702 300,692 155,256 SHARP Program Fund 2,517 858 1,000 714 - Landscape & Lighting Districts 478,535 456,092 455,193 460,113 486,394 Total Special Revenue Funds 536,755 580,762 797,895 761,520 641,650 Internal Service Funds Liability / Risk Management Ins 304,232 259,056 281,500 275,014 377,000 Workers Compensation Ins 270,920 277,694 225,000 221,966 225,000 Office Support Services 65,391 34,694 42,000 38,535 52,000 Information Technology Services 403,976 400,961 400,000 400,000 400,000 Vehicle & Equipment Maintenance 250,000 208,000 200,000 200,000 200,000 Building Maintenance 807,687 709,214 725,000 732,601 725,000 Vehicle & Equipment Replacement 213,569 110,000 100,000 100,000 100,000 IT Equipment Replacement 53,283 58,009 50,000 50,000 50,000 Total Internal Service Funds 2,369,059 2,057,628 2,023,500 2,018,116 2,129,000 Debt Service Funds 2001 Series GO Bond 1,092,291 976,509 955,000 972,940 953,600 Total Debt Service Funds 1,092,291 976,509 955,000 972,940 953,600 Trust Funds Library Capital Improvement Fund 9,358 2,828 - - - KSAR Community Access Trust 45,942 72,704 68,500 18,573 - Total Trust Funds 55,300 75,533 68,500 18,573 - Capital Project Funds Street Projects 1,202,795 1,705,779 6,654,454 1,986,926 6,475,359 Park & Trail Projects 446,652 408,048 2,760,105 765,120 1,254,625 Facility Projects 43,471 46,640 45,000 47,111 35,000 Administrative Projects - - 22,174 5,072 17,102 Total Capital Improvement Projects 1,692,918 2,160,467 9,481,733 2,804,229 7,782,086 Total Revenues 21,620,523$ 21,095,948 28,412,083 22,317,495 26,621,184$ Operating Transfers In General Fund 153,732 325,842 224,550 224,550 134,550 Landscape & Lighting Fund 46,740 - - - - Street Capital Project Funds 830,599 502,786 778,905 781,272 273,400 Park & Trail Capital Project Funds 227,667 318,217 239,800 198,791 41,009 Facility Capital Project Fund 1,003,704 540,776 809,108 810,418 247,127 Admin Capital Project Fund 119,000 113,887 - - 35,000 Total Operating Transfers In 2,381,442 1,801,508 2,052,363 2,015,031 731,086 Total Revenues & Transfers In 24,001,964$ 22,897,456 30,464,445 24,332,525 27,352,270$ CITY OF SARATOGA FINANCIAL SUMMARIES B - 5 TOTAL REVENUES & TRANSFERS IN BY FUND TYPE FY 2011/12 REVENUES BY FUND FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Fund Actuals Actuals Adjusted Actuals Adopted General Fund 15,874,200$ 15,245,050$ 15,085,454$ 15,742,117$ 15,114,848$ Special Revenue Funds 536,755 580,762 797,895 761,520 641,650 Internal Service Funds 2,369,059 2,057,628 2,023,500 2,018,116 2,129,000 Debt Service Funds 1,092,291 976,509 955,000 972,940 953,600 Trust Funds 55,300 75,533 68,500 18,573 - Capital Project Funds 1,692,918 2,160,467 9,481,733 2,804,229 7,782,086 Total Revenues by Fund 21,620,523$ 21,095,948$ 28,412,083$ 22,317,495$ 26,621,184$ Operating Fund Transfers 200,472 325,842 224,550 224,550 134,550 CIP Fund Transfers 2,180,970 1,475,666 1,827,813 1,790,481 596,536 Total Revenues & Transfers In 24,001,964$ 22,897,456$ 30,464,445$ 24,332,525$ 27,352,270$ Note: Capital Budgets – 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 6 TOTAL EXPENDITURES & TRANSFERS OUT BY FUND FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Fund Actuals Actuals Adjusted Actuals Adopted General Fund General Fund 15,763,360$ 15,138,898$ 15,633,065$ 15,616,298$ 15,392,347 Total General Fund 15,763,360 15,138,898 15,633,065 15,616,298 15,392,347 Special Revenue Funds SHARP Program Fund - - - 210,748 - Landscape & Lighting Districts 347,000 375,619 625,406 396,379 641,518 Total Special Revenue Funds 347,000 375,619 625,406 607,127 641,518 Internal Service Funds Liability / Risk Management Ins 230,050 217,366 418,464 359,670 403,631 Workers Compensation Ins 195,622 202,136 222,791 196,454 233,035 Office Support Services 58,374 47,496 48,050 49,534 52,250 Information Technology Services 351,680 361,859 439,952 382,877 429,723 Vehicle & Equipment Maintenance 206,758 210,396 210,623 211,441 217,321 Building Maintenance 700,207 715,486 742,761 726,653 712,761 Vehicle & Equipment Replacement 158,465 26,985 20,000 4,856 - IT Equipment Replacement 54,303 31,614 52,500 51,119 54,200 Total Internal Service Funds 1,955,459 1,813,338 2,155,142 1,982,604 2,102,922 Debt Service Funds 2001 Series GO Bond 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 Total Debt Service Funds 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 Trust Funds Library Capital Improvement Fund 38,893 5,458 - - - KSAR Community Access Trust - 47,465 174,977 128,416 - Total Trust Funds 38,893 52,923 174,977 128,416 - Capital Project Funds Street Projects 1,800,383 1,374,181 9,351,478 2,590,294 8,613,016 Park & Trail Projects 1,587,747 544,168 3,529,759 649,959 2,139,439 Facility Projects 577,563 616,015 1,283,267 381,677 1,169,178 Administrative Projects 55,931 44,136 246,947 81,707 163,810 Total Capital Project Funds 4,021,624 2,578,501 14,411,452 3,703,637 12,085,443 Total Expenditures 23,140,886$ 20,974,555$ 34,019,698$ 23,052,958$ 31,269,786 Operating Transfers Out General Fund 1,571,727 650,000 876,983 876,983 260,000 Liability/Risk Mgmt Fund - - 25,000 25,000 - IT Equipment Replacement to CIP - 155,000 - - 25,000 Landscape & Lighting Districts 28,180 - - - - CDBG Fund 55,702 133,432 332,081 291,071 155,256 Library Capital Trust Fund to CIP 310,000 405 351,360 351,360 - Street Capital Project Funds 282,074 410,589 314,191 316,558 229,400 Park & Trail Capital Project Funds 102,667 43,217 95,000 95,000 - Facility Capital Projects Fund 31,092 399,978 57,748 59,058 25,000 Admin Capital Projects Fund - 8,887 - - 36,430 Total Operating Transfers Out 2,381,442 1,801,508 2,052,363 2,015,031 731,086 Total Expenditures & Transfers Out 25,522,328$ 22,776,063$ 36,072,061$ 25,067,989$ 32,000,872 CITY OF SARATOGA FINANCIAL SUMMARIES B - 7 TOTAL EXPENDITURES & TRANSFERS OUT BY FUND TYPE FY 2011/12 EXPENDITURES BY FUND FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Fund Actuals Actuals Adjusted Actuals Adopted General Fund 15,763,360$ 15,138,898$ 15,633,065$ 15,616,298$ 15,392,347$ Special Revenue Funds 347,000 375,619 625,406 607,127 641,518 Internal Service Funds 1,955,459 1,813,338 2,155,142 1,982,604 2,102,922 Debt Service Funds 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 Trust Funds 38,893 52,923 174,977 128,416 - Capital Project Funds 4,021,624 2,578,501 14,411,452 3,703,637 12,085,443 Total Expenditures by Fund 23,140,886$ 20,974,555$ 34,019,698$ 23,052,958$ 31,269,786$ Operating Fund Transfers 1,965,609 938,837 1,585,424 1,544,415 440,256 CIP Fund Transfers Out 415,833 862,671 466,939 470,617 290,830 Total Expenditures & Transfers 25,522,328$ 22,776,063$ 36,072,061$ 25,067,989$ 32,000,872$ Note: Capital Budgets – 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 8 TOTAL REVENUES & TRANSFERS IN BY CATEGORY FY 2011/12 Revenues by Category FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 % of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax 9,703,536 9,618,177 9,425,793 9,453,877 9,413,300 34.4% Sales Tax 1,043,034 954,574 910,000 990,579 1,025,000 3.7% Franchise Fee Tax 1,701,663 1,735,896 1,720,000 1,839,568 1,695,000 6.2% Transient Occupancy Tax 151,378 144,151 120,000 184,362 150,000 0.5% Business/Other Taxes 511,675 415,889 425,000 448,138 415,000 1.5% Fees, Licenses & Permits 1,186,402 1,112,132 1,045,800 1,156,486 1,049,065 3.8% Intergovernmental 385,705 491,276 672,702 726,312 515,256 1.9% Charge for Services 1,675,566 1,511,227 1,544,035 1,749,826 1,621,681 5.9% Interest Income 388,700 109,895 68,500 69,861 65,745 0.2% Rental Income 366,619 444,262 436,320 438,458 455,302 1.7% Other Sources 493,806 394,993 642,200 535,801 403,750 1.5% Operational Revenues 17,608,083$ 16,932,470$ 17,010,349$ 17,593,268$ 16,809,099$ 61.5% Internal Service Charges 2,319,522 2,003,009 1,920,000 1,920,000 2,030,000 7.4% Capital Program Funding 1,692,919 2,160,467 9,481,733 2,804,229 7,782,086 28.5% Total Revenues 21,620,523$ 21,095,947$ 28,412,083$ 22,317,497$ 26,621,185$ 97.3% Fund Transfers In:2,381,440 1,801,508 2,052,363 2,015,031 731,086 2.7% Total Revenues & Transfers In 24,001,964$ 22,897,455$ 30,464,445$ 24,332,528$ 27,352,271$ 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 9 TOTAL EXPENDITURES & TRANSFERS OUT BY CATEGORY FY 2011/12 Expenditures by Category FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 % of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salaries & Benefits 7,125,280 7,018,518 7,430,552 7,488,036 7,307,261 30.8% Materials & Supplies 419,969 329,160 414,148 370,868 412,455 1.4% Fees & Charges 1,423,020 1,499,005 1,912,874 1,947,920 1,638,186 6.6% Consultant & Contract Serv 6,339,997 6,245,993 6,635,464 6,373,050 6,541,225 27.4% Meetings & Training 78,517 48,892 74,175 63,799 51,225 0.2% Community Grants & Events 162,669 203,758 181,376 165,915 156,434 0.9% Debt Service 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 4.5% Fixed Assets 235,735 32,443 20,000 4,856 - 0.1% Operational Expenditures 16,799,737 16,393,045 17,688,245 17,429,320 17,154,342 72.0% Internal Service Charges 2,319,522 2,003,009 1,920,001 1,920,001 2,029,997 8.8% Capital Improvements 4,021,624 2,578,501 14,411,452 3,703,637 12,085,444 11.3% Total Expenditures 23,140,883$ 20,974,555$ 34,019,698$ 23,052,958$ 31,269,783$ 92.1% Fund Transfers Out 2,381,442 1,801,508 2,052,363 2,015,031 731,086 7.9% Total Exp & Transfers Out 25,522,325$ 22,776,063$ 36,072,061$ 25,067,989$ 32,000,869$ 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 10 GENERAL FUND REVENUES BY DEPARTMENT FY 2011/12 REVENUES BY DEPARTMENT 2008/09 2009/10 2010/11 2010/11 2011/12 % of Departments Actuals Actuals Adjusted Actuals Adopted Total Council & Commissions 1,800$ 1,200$ 1,200$ 600$ 1,200$ 0.0% City Manager's Department 12,012 2,005 14,250 20,820 50 0.0% Administrative Services 83,879 72,471 40,000 58,574 52,000 0.3% Community Development 1,802,286 1,586,565 1,562,360 1,734,095 1,601,425 10.5% Public Works 516,954 503,584 578,152 589,929 538,063 3.5% Recreation & Facilities 787,813 844,176 871,942 882,355 913,510 6.0% Public Safety 575,999 569,552 682,950 661,253 495,550 3.2% Non-Departmental 12,093,457 11,665,496 11,334,600 11,794,492 11,513,050 75.5% Total General Fund Revenues 15,874,200$ 15,245,049$ 15,085,454$ 15,742,117$ 15,114,848$ 99.1% Fund Transfers In:153,732 325,842 224,550 224,550 134,550 0.9% Total Operating Revenues 16,027,932$ 15,570,891$ 15,310,004$ 15,966,667$ 15,249,398$ 100.0% Funding from Use of Deposits/Carryforwards/Designated Funds Theater Surcharge Deposit 53,167 - - - - 58,386 22,000 68,600 68,600 31,900 Development Reserve 75,000 75,000 210,000 - 210,000 Environmental Reserve 66,735 50,000 50,000 50,000 50,000 CIP Reserve 1,400,000 550,000 726,983 726,983 160,000 Hillside Reserve - - 50,000 50,000 - Use of Undesignated Funds - 25,000 95,000 95,000 - Total Operating Sources 17,681,220 16,292,891 16,510,587 16,957,250 15,701,298 Funding Carryforward CITY OF SARATOGA FINANCIAL SUMMARIES B - 11 GENERAL FUND EXPENDITURES BY DEPARTMENT FY 2011/12 EXPENDITURES BY DEPARTMENT 2008/09 2009/10 2010/11 2010/11 2011/12 % of Departments Actuals Actuals Adjusted Actuals Adopted Total Council & Commissions 171,894$ 149,646$ 166,931 154,340$ 187,719$ 1.2% City Manager's Department 961,178 875,397 1,318,848 1,455,993 809,336 5.2% Administrative Services 1,230,591 1,196,643 849,934 795,490 1,212,738 7.7% Community Development 2,450,548 2,111,172 2,067,881 1,981,762 2,057,418 13.1% Public Works 4,352,644 4,353,903 4,297,380 4,320,463 4,410,346 28.2% Recreation & Facilities 1,424,421 1,222,649 1,327,039 1,322,152 1,340,872 8.6% Public Safety 4,205,672 4,348,778 4,523,431 4,467,738 4,326,360 27.6% Non-Departmental 966,411 880,712 1,081,623 1,118,359 1,047,558 6.7% 15,763,360$ 15,138,898$ 15,633,065$ 15,616,298$ 15,392,347$ 98.3% Fund Transfers Out 1,571,727 650,000 876,983 876,983 260,000 1.7% Total Exp & Transfers Out 17,335,086$ 15,788,898$ 16,510,048$ 16,493,281$ 15,652,347$ 100.0% Total General Fund Exp CITY OF SARATOGA FINANCIAL SUMMARIES B - 12 GENERAL FUND REVENUES BY CATEGORY FY 2011/12 REVENUES BY CATEGORY FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 % of Revenue Category Actuals Actuals Adjusted Actuals Adopted Total Property Tax 8,155,362$ 8,194,364$ 8,022,600$ 8,026,659$ 7,979,050$ 52.3% Sales Tax 1,043,034 954,574 910,000 990,579 1,025,000 6.7% Transient Occupancy Tax 151,378 144,151 120,000 184,362 150,000 1.0% Business & Other Taxes 511,675 415,889 425,000 448,137 415,000 2.7% Franchise Fee Tax 1,656,716 1,663,657 1,652,000 1,821,131 1,695,000 11.1% Intergovernmental 303,212 357,887 267,000 384,746 298,000 2.0% Fees, Licenses & Permits 1,186,319 1,111,879 1,043,300 1,156,486 1,049,065 6.9% Charge for Services 1,670,175 1,499,533 1,532,035 1,741,291 1,609,681 10.6% Interest 362,588 97,044 60,000 63,883 60,000 0.4% Rental Income 366,619 444,262 436,320 438,901 455,302 3.0% Other Sources 467,124 361,808 617,200 485,940 378,750 2.5% Total Revenues 15,874,201$ 15,245,049$ 15,085,454$ 15,742,117$ 15,114,848$ 99.1% Fund Transfers In 153,732 325,842 224,550 224,550 134,550 0.9% Total Revenues & Transfers 16,027,933$ 15,570,891$ 15,310,004$ 15,966,667$ 15,249,398$ 100.0% Funding from Use of Designated Funds Theater Surcharge Deposit 53,167 - - - - Funding Carryforward 58,386 22,000 68,600 68,600 31,900 Development Reserve 75,000 75,000 210,000 - 210,000 Environmental Reserve 66,735 50,000 50,000 50,000 50,000 CIP Reserve 1,400,000 550,000 726,983 726,983 160,000 Hillside Reserve - - 50,000 50,000 - Use of Undesignated Funds - 25,000 95,000 95,000 - Total Operating Sources 17,681,221 16,292,891 16,510,587 16,957,250 15,701,298 CITY OF SARATOGA FINANCIAL SUMMARIES B - 13 GENERAL FUND EXPENDITURES BY CATEGORY FY 2011/12 EXPENDITURES BY CATEGORY FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 % of Expenditure Category Actuals Actuals Adjusted Actuals Adopted Total Salary & Benefits 6,485,451$ 6,303,927$ 6,639,680$ 6,710,412$ 6,507,796 41.6% Materials & Supplies 216,062 154,010 174,858 150,910 166,015 1.1% Fees & Charges 619,648 671,493 754,069 734,205 727,336 4.6% Consultant & Contract Services 5,985,878 5,884,326 6,012,896 5,992,977 5,884,392 37.6% Meetings, Events & Training 74,204 47,808 71,975 63,668 50,625 0.3% Community Grants & Events 162,669 203,758 181,376 165,915 156,434 1.0% Fixed Assets 30,105 - - - - 0.0% Internal Services Charges 2,189,343 1,873,576 1,798,211 1,798,212 1,899,749 12.1% Total Expenditures 15,763,360$ 15,138,898$ 15,633,065$ 15,616,298$ 15,392,347$ 98.3% Fund Transfers Out:1,571,727 650,000 876,983 876,983 260,000 1.7% Total Expenditures & Transfers 17,335,086$ 15,788,898$ 16,510,048$ 16,493,281$ 15,652,347$ 100.0% CITY OF SARATOGA FINANCIAL SUMMARIES B - 14 GENERAL FUND TAX REVENUES CITIES OF SANTA CLARA COUNTY – TAX REVENUES PER CAPITA FY 2009/10 TAX REVENUE AMOUNTS AND PER CAPITA City Population 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 118,830 29,110,000 245 32,232,000 271 8,514,000 72 856,000 7 SARATOGA 31,997 8,194,364 256 954,574 30 144,151 5 303,990 10 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 Property Tax Sales Tax Transient Occupancy Business License NOTES: Property Tax – includes VLF in Lieu revenues permanently received as Property Tax Sales Tax – includes Sales Tax portion temporarily received as Property Tax effective with the Triple Flip CITY OF SARATOGA FINANCIAL SUMMARIES B - 15 GENERAL FUND REVENUES 10 YEAR HISTORY OF KEY TAX REVENUES Summary of Change from Tax Revenues Prior Year 2002/03 Actuals 2,929,208$ 1,118,394$ 160,639$ 304,081$ 4,512,322 0.9% 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 Budgeted 7,979,050$ 1,025,000$ 150,000$ 305,000$ 9,459,050 (0.6%) Business License Tax Occupancy Tax Sales Tax Property TaxFiscal Year 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 1A Triple Flip Legislation FY 2006/07 Property Tax Revenues – reflects the ongoing permanent addition of Property Tax revenues due to the increased City allocation share from TEA Legislation. (Approximately $760,000 in FY 2006/07) CITY OF SARATOGA FINANCIAL SUMMARIES B - 16 GENERAL FUND FUND BALANCE ACTIVITY Estimated Plus Less Sources Estimated 7/1/2011 Transfers Transfers (Uses) of 6/30/2012 Balance Revenues In Expenditures Out Fund Balance Balance Reserved Fund Balance Reserve for Petty Cash - - - - - - - Unreserved Fund Balance Designated Reserves Operations Reserve 2,903,522 - - - - 18,000 2,921,522 Economic Uncertainty Reserve 1,500,000 - - - - - 1,500,000 Environmental Services Reserve 513,182 - - - - (50,000) 463,182 Development Services Reserve 632,380 - - - - (210,000) 422,380 Uncollected Deposits 44,791 - - - - - 44,791 Carryforward Reserve 326,900 - - - - (31,900) 295,000 Capital Projects Reserve 500,000 - - - - (160,000) 340,000 Hillside Stability Reserve 500,000 - - - - - 500,000 Undesignated Reserves Undesignated Fund Balance 563,290 15,114,848 134,550 15,392,347 260,000 433,900 594,240 7,484,065$ 7,081,116$ GENERAL FUND Reserve Activity includes: The Capital Project Reserve reflects funding designated to fund capital projects in the current or future fiscal years as of budget adoption. Prior Year Carryforward Reserves reflects an estimate of funding to be set-aside for encumbered or designated obligations that are to be paid for in the following fiscal year. Fund Balance Reserves reflect the cumulative effect of revenues and other financing sources over expenditures and other financing uses. Reserved Fund Balance are legal obligations, whereas Unreserved Fund Balance includes 'Designated Reserves': and 'Undesignated Fund Balance reseves. Designated Reserves are funding held for a specific purpose or use. 'Undesignated Fund Balance' is 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 of undesignated fund balance to offset unexpected revenue shortfalls and operational expenditures. The General Fund Operating Reserve was established July 1, 1999 at $2,000,000 to provide operational cash flow funding for the General Fund. The reserve is adjusted at the end of each fiscal year by the amount of interest income earned on the balance in the reserve. FY 2011/12 revenue for this reserve includes earnings at an estimated .6.% average interest rate. The Economic Uncertainty Reserve of $1,500,000 is to be used in the case of fiscal uncertainty or disaster. Upon approval from the City Council, this reserve may provide relief in the case of State takeaways, unanticipated revenue shortfalls, unexpected expenses or natural disasters. This reserve is not adjusted for interest earnings. The Development and Environmental Services reserves reflect established funding sources for future years operating services. These reserve balances were established at FY 2006/07 year end with the closing of the individual special revenue funds. To provide a nexus between the funding source and use, these funds are appropriated as supplemental support for use in development and environmental programs. The Hillside Stability Reserve reflects funding set aside for emergency roadway and retaining wall support projects. Use of / Addition to GF Reserves: Total Fund Balance Reserves CITY OF SARATOGA FINANCIAL SUMMARIES B - 17 SCHEDULE OF INTERFUND TRANSFERS Actuals Actuals Budgeted Budgeted 2010/11 2010/11 2011/12 2011/12 Transfers In Transfers Out Transfers In Transfers Out General Funds General Fund 224,550 876,983 134,550 260,000 Special Revenue Funds CDBG Program Fund - 291,071 - 155,256 Internal Service Funds Risk Management/Liability Ins - 25,000 - - Workers Compensation - - - - Office Support Services - - - - Information Technology Services - - - - Equipment Maintenance - - - - Building Maintenance - - - - Vehicle & Equipment Replacement - - - - IT Equipment Replacement - - - 25,000 Trust Funds Library Capital Projects - 351,360 - - Capital Project Funds Street Projects 781,272 316,558 273,400 229,400 Parks & Trail Projects 198,791 95,000 - - Facility Projects 810,418 59,058 288,136 25,000 Administrative Projects - - 35,000 36,430 Total Interfund Transfers 2,015,031$ 2,015,031$ 731,086$ 731,086$ FY 2011/12 Interfund Transfers In General Fund Transfer In of $134,550 is comprised of: 1. $28,550 for public service grant funding from the CDBG program 2. $106,000 from the CIP Gas Tax Fund to reimburse Engineering and Administrative Services 3. Capital Project Funds Transfer In of $596,536 is comprised of : 1. $150,000 from GF Reserve for Capital to CIP Street projects and $123,400 from Streets Resurfacing to Highway 9 Safety Project. 2. $100,000 from GF Operations to the CIP Facilities Fund, plus $25,000 from Annual Facilities and $36,430 from a CIP Admin project, and $126,706 from CDBG for ADA projects. 3. $10,000 from GF and $25,000 from IT Fund for CIP Admin projects FY 2011/12 Interfund Transfers Out $260,000 transfer from the General Fund is comprised of: 1. $100,000 annual transfer to the CIP Facilitiies Fund for projects 2. $150,000 to CIP Streets for projects 3. $10,000 to CIP Facilities for various other projects $229,400 transfer from CIP Streets is comprised of $106,000 from Gas Tax back to General Fund, and $123,400 from Streets Resurfacing to Highway 9 Safety project. $36,430 transfer from CIP Admin is to move funding to the CIP Facility for the Emergency Power Project. Fund Description $155,256 transfer from CDBG Fund is comprised of: 1. $28,550 transfer to the General Fund for public service grants 2. $41,009 transfer to CIP Parks for CDBG ADA Hakone Lower House Grant 3. $85,697 transfer to CIP Facilities for CDBG ADA Facility Improvements $25,000 transfer from the Buliding Maintenance Internal Service Funds for the Emergency Power Backup project $25,000 transfer from CIP Annual Facility project to Emergency Power Project CITY OF SARATOGA FINANCIAL SUMMARIES B - 18 FUND BALANCE ACTIVITY FY 2011/12 7/1/2011 Plus Plus Less Less Sources 6/30/2012 Estimated Revenues &Transfers Exp & Transfers (Uses) of Estimated Balance Carryfwds In Carryfwds Out Fund Bal Balance General Fund Reserved Fund Balance Reserved for Petty Cash - - - - - - - Unreserved Fund Balance Designated Operations Reserve 2,903,522 - - - - 18,000 2,921,522 Economic Uncertainty Reserve 1,500,000 - - - - - 1,500,000 Environmental Services Reserve 513,182 - - - - (50,000) 463,182 Development Services Reserve 632,380 - - - - (210,000) 422,380 Uncollected Deposits Reserve 44,791 - - - - - 44,791 Carryforward Reserve 326,900 - - - - (31,900) 295,000 Capital Improvement Reserve 500,000 - - - - (160,000) 340,000 Grant Matching Capital Reserve - - - - - - - Hillside Reserve 500,000 - - - - - 500,000 Undesignated Undesignated Fund Balance 563,290 15,114,848 134,550 15,392,347 260,000 (433,900) 594,240 Total General Fund 7,484,065$ 15,114,848$ 134,550$ 15,392,347$ 260,000$ -$ 7,081,116$ Special Revenue Funds CDBG Program Fund - 155,256 - - 155,256 - - SHARP Program Fund - - - - - - - Landscape & Lighting Districts 504,122 486,394 - 641,518 - - 348,998 - Total Special Revenue Funds 504,122$ 641,650$ -$ 641,518$ 155,256$ -$ 348,998$ Internal Service Funds Liability / Risk Management 134,906 377,000 - 403,631 - - 108,275 Workers Compensation 224,105 225,000 - 233,035 - - 216,070 Office Stores Fund 15,831 52,000 - 52,250 - - 15,581 IT Services 231,064 400,000 - 429,723 - - 201,340 Vehicle & Equip Maintenance 42,817 200,000 - 217,321 - - 25,496 Building Maintenance 208,517 725,000 - 712,761 - - 220,756 Vehicle & Equip Replacement 331,374 100,000 - - - - 431,374 IT Equipment Replacement 185,567 50,000 - 54,200 25,000 - 156,367 Total Internal Service Funds 1,374,179$ 2,129,000$ -$ 2,102,922$ 25,000$ -$ 1,375,257$ The City maintains Internal Service Funds to provide full operational costing for services.Two of these funds are equipment replacement sinking funds which charge back to departments the cost of the assets,to ensure funding is set aside 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 of services and insurance in a fair, allocated manner. Undesignated Fund Balance reflects the operating budget's ongoing revenues,expenditures,carryforwards,transfers in and out,and the use of fund balance reserves.Designated Fund Balance reflects both legal requirements and Council directed reserves.The Operations Reserve grows by the annual investment rate earned by the City each year,and ensures cash availability for operations.The Economic Uncertainty Reserve was established at $1.5 million for dire economic situations. Special Revenue Funds are reserved for legally restricted revenues and obilgations. The CDBG Fund reflects grant funding which is tracked through this fund and transferred to the appropriate fund.The Saratoga Housing and Rehabilitation Fund (SHARP)closed at the end of FY 2010/11.The Landscape & Lighting Fund budgeted expenditures include all available funds to allow use for unplanned repairs if necessary, but are not anticipated to be used. CITY OF SARATOGA FINANCIAL SUMMARIES B - 19 7/1/2011 Plus Plus Less Less Source &6/30/2012 Estimated Revenues &Transfers Expenditures &Transfers (Use) of Estimated Balance Carryforwards In Carryforwards Out Fund Bal Balance Debt Service Funds 2001 Series GO Bonds 850,657 953,600 - 1,047,556 - - 756,701 Total Debt Service Funds 850,657$ 953,600$ -$ 1,047,556$ -$ -$ 756,701$ Trust Funds Library Capital Improvement - - - - - - - KSAR Trust Fund - - - - - - - Total Trust Funds -$ -$ -$ -$ -$ -$ -$ Capital Improvement Plan Funds Street Projects 2,192,401 6,475,359 273,400 8,613,016 229,400 - 98,744 Parks & Trails Projects 843,806 1,254,625 41,008 2,139,439 - - - Facility Projects 942,051 35,000 247,127 1,169,178 25,000 - 30,000 Administrative Projects 148,139 17,102 35,000 163,811 36,430 - - Total Capital Improvement Funds 4,126,397$ 7,782,086$ 596,535$ 12,085,444$ 290,830$ -$ 128,744$ FUND BALANCE TOTALS 14,339,420$ 26,621,184$ 731,085$ 31,269,787$ 731,086$ -$ 9,690,815$ The above CIP funds are included at a summary level.Capital revenues include all outstanding funding sources identified as a source of funds for projects, however not all funding is expected to become available in the fiscal year.Similarly,appropriated expenditures are not expected to be expended as most are multi-year projects. Funds will be reduced to actuals at year-end and the remaining project balance will be rolled forward. 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 appropriate debt level. The City holds two trust funds in a fiduciary capacity:The Library Bond's Capital Project Reserve,and the KSAR Community Access Television Foundation Investment Funds.Both funds earn interest on their fund balance at the City's investment rates.The Leonard Road Fund was closed with it's termination in the FY 2006/07 Year End. FUND BALANCE ACTIVITY FY 2011/12 CITY OF SARATOGA FINANCIAL SUMMARIES B - 20 FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY 6/30/2008 6/30/2009 6/30/2010 6/30/2011 6/30/2012 Actual Actual Actual Estimated Budgeted 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 2,808,164 2,870,139 2,889,077 2,903,522 2,921,522 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 679,917 613,182 563,182 513,182 463,182 Development Services Reserve 782,380 707,380 632,380 632,380 422,380 Uncollected Deposits Reserve 289,454 182,159 44,791 44,791 44,791 Carryforward Reserve 58,386 22,000 68,600 326,900 295,000 Capital Project Reserve 1,200,000 300,000 126,983 500,000 340,000 Grant Matching Reserve - 600,000 600,000 - - Hillside Stability Reserve - 300,000 300,000 500,000 500,000 Open Space Land Reserve - 250,000 - - - Undesignated Undesignated Fund Balance 2,216,238 857,525 1,284,366 563,289 594,240 Total General Fund Reserves 9,535,839 8,228,686 8,010,679 7,484,065 7,081,116 Special Revenue Funds CDBG Program Fund - - (9,621) - - SHARP Program Fund 206,658 209,175 210,033 - - Landscape & Lighting Districts 209,821 359,916 440,389 504,122 348,998 Total Special Revenue Funds 416,479 569,091 640,802 504,122 348,998 Internal Service Liability / Risk Management 128,689 202,871 244,562 134,906 108,275 Workers Compensation 47,735 123,033 198,592 224,105 216,070 Office Support Services 32,616 39,633 26,830 15,831 15,581 IT Services 122,541 174,837 213,940 231,063 201,340 Vehicle & Equipment Maintenance 13,412 56,654 54,258 42,817 25,496 Building Maintenance 101,361 208,841 202,569 208,517 220,756 Vehicle & Equipment Replacement 98,110 153,214 236,230 331,374 431,374 IT Equipment Replacement 316,309 315,289 186,686 185,567 156,367 Total Internal Service Reserves 860,774 1,274,373 1,363,667 1,374,179 1,375,258 Fund Balance Reserves CITY OF SARATOGA FINANCIAL SUMMARIES B - 21 6/30/2008 6/30/2009 6/30/2010 6/30/2011 6/30/2012 Actual Actual Actual Estimated Budgeted YE Balance YE Balance YE Balance YE Balance YE Balance Debt Service 2001 Series Library GO Bonds 853,619 931,360 892,593 850,657 756,701 Total Debt Service 853,619 931,360 892,593 850,657 756,701 Trust & Agency Library Capital Improvement 693,929 354,395 351,360 - - KSAR Trust Fund 38,661 84,603 109,842 - - Total Trust & Agency Reserves 732,590 438,997 461,202 - - OPERATING BUDGET RESERVES 12,399,301$ 11,442,508$ 11,368,943$ 10,213,023$ 9,562,072$ Capital Project Funds Street Project Funds 1,955,994 1,907,261 2,331,056 2,192,401 98,744 Park & Trail Project Funds 1,502,397 486,302 624,854 843,806 - Facility Improvement Funds 515,317 953,835 525,258 942,051 29,999 Administrative Project Funds 100,841 163,910 224,773 148,139 - Total Capital Projects Funds 4,074,549 3,511,308 3,705,940 4,126,397 128,743 TOTAL RESERVES 16,473,850$ 14,953,815$ 15,074,883$ 14,339,420$ 9,690,815$ Fund Balance Reserves FUND BALANCE RESERVES 5 YEAR COMPARATIVE HISTORY GRAPHIC REPRESENTATION OF GENERAL FUND AND TOTAL OF ALL FUNDS 5 YEAR FUND BALANCE HISTORY, BUDGET YEAR, AND 5 YEAR TREND PROJECTION Note - FY 2011/12 fund balance 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. CITY OF SARATOGA FINANCIAL SUMMARIES B - 22 DEPARTMENT REVENUES BY PROGRAM FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Actuals Actuals Adjusted Actuals Adopted Council & Commissions General Fund Program: City Council 1,800 1,200 1,200 600 1,200 City Commissions - - - - - Total Council & Commissions 1,800$ 1,200$ 1,200$ 600$ 1,200 City Manager's Department General Fund Program: City Manager's Office 1,000 1,419 - - - City Clerk 11,012 586 14,250 20,820 50 Total City Manager's Department 12,012$ 2,005$ 14,250$ 20,820$ 50 Finance & Administrative Services Department General Fund Program: Finance Services 83,879 72,471 40,000 58,574 52,000 Human Resources - - - - - Internal Service Funds: Office Support Services 65,391 34,694 42,000 38,535 52,000 Information Technology Services 403,976 400,961 400,000 400,000 400,000 IT Equipment Replacement 53,283 58,009 50,000 50,000 50,000 Total Finance & Administrative Services 606,529$ 566,135$ 532,000$ 547,108$ 554,000 Community Development General Fund Program: Development Services 609,876 525,204 450,960 521,545 506,560 Advanced Planning 131,563 127,260 130,000 149,563 130,000 Code Compliance 22,263 18,942 19,100 12,491 9,265 Building & Inspection Services 1,038,584 915,159 962,300 1,050,497 955,600 Special Revenue Funds: CDBG Program Fund 55,702 123,812 341,702 300,692 155,256 SHARP Program Fund 2,517 858 1,000 714 - Total Community Development 1,860,505$ 1,711,235$ 1,905,062$ 2,035,502$ 1,756,681 Public Works Department General Fund Program: General Engineering 122,414 100,804 190,000 98,294 160,000 Development Engineering 114,809 77,370 54,500 177,166 66,500 Environmental Services 24,412 22,101 23,000 24,110 21,000 Streets & Storm Drains 18,833 47,450 25,000 11,560 - Parks & Landscape Maintenance 236,487 255,858 285,652 278,799 290,563 Internal Service Funds: Vehicle & Equipment Maintenance 250,000 208,000 200,000 200,000 200,000 Vehicle & Equipment Replacement 213,569 110,000 100,000 100,000 100,000 Special Revenue Fund: Landscape & Lighting Districts 478,535 456,092 455,193 460,113 486,394 Total Public Works Department 1,459,058$ 1,277,675$ 1,333,345$ 1,350,042$ 1,324,457 CITY OF SARATOGA FINANCIAL SUMMARIES B - 23 DEPARTMENT REVENUES BY PROGRAM FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Actuals Actuals Adjusted Actuals Adopted Recreation & Facilities Department General Fund Program: Recreation Services 602,175 603,037 637,642 652,281 670,150 Teen Services 3,108 5,294 5,400 4,287 5,400 Facility Rentals 182,531 235,846 228,900 225,787 237,960 Internal Service Funds: Building Maintenance 807,687 709,214 725,000 732,601 725,000 Total Recreation Department 1,595,500$ 1,553,390$ 1,596,942$ 1,614,956$ 1,638,510 Public Safety General Fund Program: Public Safety Services 575,823 569,552 682,950 661,253 495,550 Emergency Preparedness 176 - - - - Total Public Safety 575,999$ 569,552$ 682,950$ 661,253$ 495,550 Non-Departmental General Fund Program: General Administration 12,089,017 11,665,496 11,334,600 11,794,462 11,513,050 Legal Services 4,441 - - 30 - Community Grants - - - - - Community Events - - - - - Internal Service Funds: Risk Management/Liability Ins 304,232 259,056 281,500 275,014 377,000 Workers Compensation Ins 270,920 277,694 225,000 221,966 225,000 Debt Service Funds 2001 Series Bond Debt Service Fund 1,092,291 976,509 955,000 972,940 953,600 Trust & Agency Funds Library Capital Improvement Fund 9,358 2,828 - - - KSAR Community Access 45,942 72,704 68,500 18,573 - Total Non-Departmental 13,816,201$ 13,254,287$ 12,864,600$ 13,282,985$ 13,068,650 Capital Improvement Projects Capital Improvement Funds Street Projects 1,202,795 1,705,779 6,654,454 1,986,926 6,475,359 Park & Trail Projects 446,652 408,048 2,760,105 765,120 1,254,625 Facility Projects 43,471 46,640 45,000 47,111 35,000 Administrative Projects - - 22,174 5,072 17,102 Total Capital Improvement Projects 1,692,918$ 2,160,467$ 9,481,733$ 2,804,229$ 7,782,086 Operating Transfers In General Fund 153,732 325,842 224,550 224,550 134,550 L&L Funds 46,740 - - - - Capital Projects - Streets 830,599 502,786 778,905 781,272 273,400 Capital Projects - Parks & Trails 227,667 318,217 239,800 198,791 41,009 Capital Projects - Facilities 1,003,704 540,776 809,108 810,418 247,127 Capital Projects - Administrative 119,000 113,887 - - 35,000 Total Operating Transfers In 2,381,442$ 1,801,508$ 2,052,363$ 2,015,031$ 731,086 Total Revenues and Transfers In 24,001,964 22,897,456$ 30,464,445$ 24,332,525$ 27,352,270 CITY OF SARATOGA FINANCIAL SUMMARIES B - 24 DEPARTMENT EXPENDITURES BY PROGRAM FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Actuals Actuals Adjusted Actuals Adopted Council & Commissions General Fund Programs: City Council 147,678 129,954 141,317 130,898 161,168 City Commissions 24,216 19,691 25,614 23,442 26,551 Total Council & Commissions 171,894$ 149,645 166,931 154,340 187,719 City Manager's Department General Fund Programs: City Manager's Office 623,246 624,836 628,099 695,114 509,032 City Clerk 337,932 250,560 333,459 323,836 300,303 Human Resources* 337,459 357,365 357,291 437,043 - Total City Manager's Department 1,298,638$ 1,232,762$ 1,318,848$ 1,455,993$ 809,336 Administrative Services Department General Fund Programs: Finance Services 893,132 839,278 849,934 795,490 862,090 Human Resources *- - - - 350,648 Internal Service Funds: Office Stores Fund 58,374 47,496 48,050 49,534 52,250 Information Technology Services 351,680 361,859 439,952 382,877 429,723 IT Equipment Replacement 54,303 31,614 52,500 51,119 54,200 Total Administrative Services Dept 1,357,489$ 1,280,247$ 1,390,436$ 1,279,019$ 1,748,911 Community Development General Fund Programs: Development Services 993,349 895,626 877,417 821,240 878,345 Advanced Planning 211,313 162,900 162,128 148,916 158,191 Code Compliance 224,583 190,904 188,235 184,066 185,383 Building & Inspection Services 1,021,304 861,742 840,100 827,540 835,500 Special Revenue Funds CDBG Program Fund - - - - - SHARP Program Fund - - - 210,748 - Total Community Development 2,450,548$ 2,111,172 2,067,881 2,192,510 2,057,418 Public Works Department General Fund Programs: General Engineering 568,312 475,622 461,911 465,610 474,951 Development Engineering 179,226 238,737 190,785 187,417 195,900 Environmental Services 424,750 479,250 500,599 496,370 543,586 Streets & Storm Drains 1,299,945 1,240,174 1,179,540 1,182,999 1,208,251 Parks & Landscape Maintenance 1,880,411 1,920,118 1,964,545 1,988,066 1,987,658 Internal Service Funds: Equipment Maintenance 206,758 210,396 210,623 211,441 217,321 Vehicle & Equipment Replacement 158,465 26,985 20,000 4,856 - Special Revenue Funds Landscape & Lighting Districts 347,000 375,619 625,406 396,379 641,518 Total Public Works Department 5,064,867$ 4,966,903 5,153,409 4,933,139 5,269,185 *Human Resources moved from City Manager to Administrative Services Department effective FY 2011/12 CITY OF SARATOGA FINANCIAL SUMMARIES B - 25 FY 2008/09 FY 2009/10 FY 2010/11 FY 2010/11 FY 2011/12 Actuals Actuals Adjusted Actuals Adopted Recreation & Facilities Department General Fund Programs: Recreation Services 981,619 882,491 929,173 945,962 937,113 Teen Services 121,343 58,496 67,227 66,461 67,785 Facility Rentals 321,459 281,662 330,640 309,728 335,974 Internal Service Funds: Building Maintenance 700,207 715,486 742,761 726,653 712,761 Total Recreation Department 2,124,628$ 1,938,135 2,069,800 2,048,805 2,053,634 Public Safety General Fund Programs: Public Safety Services 4,174,584 4,313,632 4,480,266 4,423,899 4,278,195 Emergency Preparedness 31,088 35,146 43,165 43,840 48,165 Total Public Safety 4,205,672$ 4,348,778 4,523,431 4,467,738 4,326,360 Non-Departmental General Fund Programs: General Administration 482,787 441,285 550,667 593,948 586,809 Legal Services 320,955 235,669 349,580 358,496 304,315 Community Grants 149,803 188,356 160,676 156,476 141,434 Community Events 12,866 15,402 20,700 9,439 15,000 Internal Service Funds: Liability / Risk Management 230,050 217,366 418,464 359,670 403,631 Workers Compensation 195,622 202,136 222,791 196,454 233,035 Debt Service Fund: 2001 Series Bond Debt Service Fund 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 Trust & Agency Funds: Library Capital Improvement Fund 38,893 5,458 - - - KSAR Community Access - 47,465 174,977 128,416 - Total Non-Departmental 2,445,526$ 2,368,413 2,917,511 2,817,775 2,731,781 Capital Improvement Projects Capital Improvement Funds: Street Projects 1,800,383 1,374,181 9,351,478 2,590,294 8,613,016 Park & Trail Projects 1,587,747 544,168 3,529,759 649,959 2,139,439 Facility Projects 577,563 616,015 1,283,267 381,677 1,169,178 Administrative Projects 55,931 44,136 246,947 81,707 163,810 Total Capital Improvement Projects 4,021,624$ 2,578,501 14,411,452 3,703,637 12,085,443 Operating Transfers Out General Fund 1,571,727 650,000 876,983 876,983 260,000 CDBG Fund to GF & CIP 55,702 133,432 332,081 291,071 155,256 Liability/Risk Mgmt Fund - - 25,000 25,000 - IT Equipment Replacement to CIP - 155,000 - - 25,000 Library Capital Trust Fund to CIP 310,000 405 351,360 351,360 - Capital Projects - Streets 282,074 410,589 314,191 316,558 229,400 Capital Projects - Parks & Trails 102,667 43,217 95,000 95,000 - Capital Projects - Facilities 31,092 399,978 57,748 59,058 25,000 Capital Projects - Administrative - 8,887 - - 36,430 Total Operating Transfers Out 2,381,442$ 1,801,508 2,052,363 2,015,031 731,086 Total Expenditures and Transfers Out 25,522,327$ 22,776,063 36,072,061 25,067,989 32,000,872 DEPARTMENT EXPENDITURES BY PROGRAM CITY OF SARATOGA FINANCIAL SUMMARIES B - 26 CITY OF SARATOGA FINANCIAL SUMMARIES B - 27 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 2011/12, representing approximately 30.8% of total budgeted expenditures. Just over $6.5 million (89.0%) of labor costs are funded in the General Fund and represent 41.6% of the General Fund’s budget. Salary and benefit amounts reflect a decrease from last year due to a 5% reduction in budgeted salary for full-time benefitted staff as a result of budget constraints. This reduction equates to 104 hours, (13 eight hour furlough days), as compared to 27 hours of furlough in FY 2010/11’s budgeted salary. The furlough days are place holders for alternative salary reductions or structural reorganizations which may occur as a result of labor negotiations. FY 2011/12 salary and benefit amounts also reflect the elimination of the Assistant City Manager position due to lack of work and lack of funds. 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 very 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 positions are budgeted at top step, and health insurance benefits are budgeted at the employee’s current status (Single/Double/Family) under their chosen health insurance plan. 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. 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 sixteen Publi c 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 33 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, 2007 through September 30, 2011. The City entered into negotiations in May of 2011 to establish new contracts. Wages Effective July 1, 2011 approximately 94% of employees will be at Step 5 (top step) of their salary ranges. Salary ranges adjust each July 1 by the cost of living increase as defined by the MOUs. In addition, the City conducts salary surveys with its comparable cities every two years and pay range adjustments are implemented automatically and administratively, based on the salary survey results. In the event a salary range is adjusted in order to maintain Saratoga’s comparable position, those incumbents impacted by the newly established range will receive an increase in salary. CITY OF SARATOGA FINANCIAL SUMMARIES B - 28 Employee Benefits The City provides medical, dental, life insurance, and long-term disability insurance to its benefitted employees and CalPERS 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 CalPERS has substantial negotiating powers, health insurance premiums continue to increase each year. For October 1, 2008 through January 1, 2010, the City was able to negotiate an enhanced dental benefit plan through a new provider – Ameritas, for the same premium paid to Delta Dental in calendar year 2008. Unfortunately, the unexpected result of this enhanced benefit was a significant spike in employees’ use of their dental benefits, resulting in actual claims submitted to the provider exceeding the premium the City paid Ameritas as a participant in their group plan. As a result, Ameritas increased the City’s premium rates by 33.80% in January 2010 and by another 9.30% in January 2011. Staff is currently working with the City’s broker to lower premium costs either through a different provider or through changes in the plan. 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 defined benefit plan is part of CalPERS “Miscellaneous 2% at 55 Risk Pool”, a cost sharing multiple-employer defined benefit plan. The City’s payment of CalPERS Contribution Rates is comprised of Employee and Employer contributions. The Employee Contribution Rate under the 2% at 55 benefit plan is constant at 7%, while the Employer Contribution Rate is determined each year through an actuarial valuation of the plan. Employer rates are based on CalPERS’ principle assumptions, including but not limited to an Investment Rate of Return of 7.75% (net of administrative expenses), and an annual payroll growth of 3.25%. 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 over the past 20 years is slightly higher than the 7.75% target. With the recent economic turmoil, CalPERS reassessed its basic assumptions and methodologies in early 2011, and determined the 7.75% return rate is still valid. The “Miscellaneous 2% at 55 Risk Pool” has been able to sustain the plan long -term because the plan design is based on actuarially sound principles. Other enhanced plans (2.5@55, 2.7@55 for miscellaneous, and the further enhanced plans such as 3% @ 50 or 55 for Public Safety ) were built based on short term assumptions that, at least at this point in time, have not been realized and may ultimately prove to be financially unsustainable. CITY OF SARATOGA FINANCIAL SUMMARIES B - 29 A five year history of Saratoga’s employer contribution rates is provided below, along with the new PERS employer contribution rate for FY 2011/12, and the projected PERS employer contribution rate for FY 2012/13. As shown in the schedule above, the City of Saratoga pension plan Employer Contribution Rate for FY 2010/11 is 11.863% of payroll; the expected rate for FY 2011/12 is slightly higher at 12.856% of payroll; and the projected rate for FY 2012/13 is 13.3% of payroll. CalPERS’ estimate for FY 2012/13 assumes there are no amendments and no 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 2012/13 employer contribution rate is just an estimate. CalPERS will provide the City its actual rate for the following fiscal year in the annual valuation report to be issued in October, 2011. 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 CPI-Medical Component is $108 for calendar year 2011. The board has not yet released 2012 rates. The City includes this amount in the budget as an ongoing retiree cost, which currently amounts to approximately $15.000 per year. Fiscal Year Employer Contribution Rate FY 2006/07 11.412% FY 2007/08 11.390% FY 2008/09 11.070% FY 2009/10 11.276% FY 2010/11 11.863% FY 2011/12 12.856% FY 2012/13 13.300% CITY OF SARATOGA FINANCIAL SUMMARIES B - 30 TOTAL FUNDED STAFF BY DEPARTMENT 2008/09 2009/10 2010/11 2011/12 Full Time Equivalents (FTE)Funded Funded Funded Funded City Manager's Department City Manager 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 City Clerk 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 Total FTEs 6.00 5.75 5.55 3.90 Finance & Administrative Services Department Finance & Administrative Services Director 1.00 1.00 1.00 1.00 Supervising Accountant 1.00 - - - Accountant I/II 1.00 1.00 0.90 0.90 Accounting Technicians 2.00 3.00 3.00 3.00 Information Technology Administrator 1.00 1.00 1.00 1.00 Human Reources Manager - - - 1.00 Total FTEs 6.00 6.00 5.90 6.90 Community Development Department Community Development Director 1.00 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 Assistant/Associate Planner 3.00 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 3.00 2.00 2.00 2.00 Office Specialist II/III 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 Public Works Department Public Works Director 1.00 1.00 1.00 1.00 Senior Civil Engineer 1.00 1.00 1.00 1.00 Assistant/Associate Engineer 1.00 1.00 1.00 1.00 Administrative Analyst I/II 1.00 1.00 0.90 0.90 Office Specialist II/III 1.75 1.75 1.75 1.75 Parks Maintenance Manager 1.00 1.00 1.00 1.00 Parks Maintenance Lead 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 1.00 1.00 1.00 Parks Maintenance Worker I/II/III 6.00 6.00 6.00 5.90 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 I/II/III 4.00 4.00 4.00 4.00 Total FTEs 21.75 21.75 21.65 21.55 CITY OF SARATOGA FINANCIAL SUMMARIES B - 31 TOTAL FUNDED STAFF BY DEPARTMENT 2008/09 2009/10 2010/11 2011/12 Funded Funded Funded Funded Recreation & Facilities Department Recreation Department Director 1.00 1.00 1.00 1.00 Senior Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Program Coordinator 1.00 - - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/III 2.00 1.75 1.90 1.90 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 I/II/III 2.00 2.00 2.00 2.00 Total FTEs 10.60 9.35 9.50 9.50 TOTAL STAFF FTEs 58.35 54.85 54.60 53.85 2008/09 2009/10 2010/11 2011/12 Funded Funded Funded Funded City Manager's Department HR Specialists 1,600 1,600 1,768 - Student Interns - 900 - - Executive Assistant 800 - - - Administrative Services Department Senior Accountant 960 960 960 1,200 Accounting Technician 2,000 - - - IT Specialist 2,000 2,080 2,040 2,000 HR Specialists - - - 1,568 Community Development Department GIS/Forestry Intern 940 940 940 940 Planning Intern 450 - - - Office Specialist II/III 1,200 1,200 800 800 Public Works Department Engineering Inspectors 1,840 1,840 1,840 1,840 Maintenance Workers 2,080 2,080 2,040 2,000 Recreation & Facilities Department Facility Attendents 1,700 1,200 1,362 1,500 Recreation Leaders 4,300 2,034 2,667 500 Total Annual Hours 19,870 14,834 14,417 12,348 Temporary Hours converted to FTEs 9.55 7.13 6.93 5.94 Total FTEs 67.90 61.98 61.53 59.79 FUNDED HOURLY STAFFING BY DEPARTMENT CITY OF SARATOGA FINANCIAL SUMMARIES B - 32 STAFFING BY DEPARTMENT Four Year Staffing Trend Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 Funded Funded Funded Funded City Manager's Department 6.00 5.75 5.55 3.90 Administrative Services 6.00 6.00 5.90 6.90 Community Development 14.00 12.00 12.00 12.00 Public Works 21.75 21.75 21.65 21.55 Recreation Department 10.60 9.35 9.50 9.50 Total Staff by Department 58.35 54.85 54.60 53.85 TOTAL STAFF BY DEPARTMENT CITY OF SARATOGA FINANCIAL SUMMARIES B - 33 STAFFING SUMMARIES Four Year History of Department Staffing by Fund Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 Funded Funded Funded Funded General Fund City Manager's Department 5.70 5.70 5.50 3.90 Administrative Services 4.85 4.85 4.75 5.70 Community Development 14.00 12.00 12.00 12.00 Public Works 21.05 21.05 20.95 20.85 Recreation Department 6.65 5.20 5.35 5.35 Total General Fund FTEs 52.25 48.80 48.55 47.80 Internal Service Funds City Manager's Department 0.30 0.05 0.05 - Administrative Services 1.15 1.15 1.15 1.20 Public Works 0.70 0.70 0.70 0.70 Recreation Department 3.95 4.15 4.15 4.15 Total Internal Service Funds 6.10 6.05 6.05 6.05 Total FTEs 58.35 54.85 54.60 53.85 TOTAL DEPARTMENTAL STAFF BY FUND CITY OF SARATOGA FINANCIAL SUMMARIES B - 34 CITY OF SARATOGA DEPARTMENTAL DIRECTORY C - 1 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 CITY OF SARATOGA DEPARTMENTAL DIRECTORY C - 2 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 CITY OF SARATOGA DEPARTMENTAL DIRECTORY C - 3 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 CITY OF SARATOGA DEPARTMENTAL DIRECTORY C - 4 FY 2011/12 FTE = 53.85 City of Saratoga - Organization Chart City AttorneyCity Manager Community Development Department Community Development Director Facilities Division 1 Facility Maint.Supervisor 1 Facility Maint. Leadworker 2 Facility Maint. Workers .60 Facility Coordinator Planning Division 1 Senior Planner 2 Assistant Planners 1 Arborist 1 Office Specialist Engineering Division 1 Sr. Civil Engineer 1 Associate Engineer .90 Administrative Analyst .75 Office Specialist Parks Division 1 Manager -Parks 1 Park Maint. Leadworker 1 Park Maint. Specialist 5.90 Park Maint. Workers .50 Office Specialist Finance Division .90 Accountant 3 Accounting Technicians Information Technology Division 1 IT Analyst Finance & Administrative Services Department Finance & Administrative Services Director Recreation & Facilities Department Recreation & Facilities Director Public Works Department Public Works Director Recreation Services Division 1 Senior Recreation Supervisor 1 Recreation Supervisor 1 Office Specialist .90 Account Clerk Streets and Fleet Division 1 Manager -Streets and Fleet 1 Street Maint. Leadworker 1 Street Maint. Specialist 4 Street Maint. Workers .50 Office Specialist Building Division 1 Building Official 2 Building Inspectors 1 Code Compliance Specialist 1 Plan Check Engineer Citizen Advisory Commissions and Committees Citizens of Saratoga Elected City Council Human Resources Division 1 HR Manager City Manager's Office 1 Administrative Analyst .45 Executive Assistant Office of the City Clerk 1 City Clerk .45 Deputy City Clerk CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 5 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 2011/12 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 CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 6 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 1,800 1,200 1,200 600 1,200 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES 1,800 1,200 1,200 600 1,200 EXPENDITURES Salaries and Benefits 29,599 27,865 30,473 28,855 27,711 Operating Expenditures Materials & Supplies 7,989 4,119 5,950 4,862 6,250 Fees & Charges 27,798 71,768 76,608 63,917 76,754 Consultant & Contract Services 50,732 - - - 20,920 Meetings, Events, & Training 18,561 14,272 17,000 19,806 15,500 Total Operating Expenditures 105,079 90,160 99,558 88,586 119,424 Fixed Assets - - - - - Internal Service Charges 37,216 31,621 36,900 36,900 40,584 TOTAL EXPENDITURES 171,894$ 149,646 166,931 154,340 187,719$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Council 147,678$ 129,954$ 141,317$ 130,898$ 161,168$ City Commissions 24,216 19,691 25,614 23,442 26,551 TOTAL GENERAL FUND 171,894$ 149,646$ 166,931$ 154,340$ 187,719$ TOTAL EXPENDITURES 171,894$ 149,646$ 166,931$ 154,340$ 187,719$ GENERAL FUND REVENUES AND EXPENDITURES DEPARTMENTAL EXPENDITURES BY PROGRAM CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 7 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 two or three 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. Also included in this program is a contract for a pro-rata share of legislative consultant services shared 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. CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 8 CITY COUNCIL FY 2011/12 OBJECTIVES Fiscal Responsibility – Monitor the economy to ensure the City’s operations are in sync with market trends, adjust City finances as needed, and adopt financial policies that will keep the City financially sound. Community Engagement – Encourage a greater sense of community among residents and strengthen 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 – Support the local economy and 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. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 1,800 1,200 1,200 600 1,200 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES 1,800 1,200 1,200 600 1,200 EXPENDITURES Salaries and Benefits 16,497 15,556 16,908 15,408 14,147 Operating Expenditures Materials & Supplies 2,739 2,114 1,900 2,611 2,200 Fees & Charges 27,798 71,768 76,608 63,917 76,754 Consultant & Contract Services 50,732 - - - 20,920 Meetings,Events & Training 12,696 8,896 11,000 14,061 9,500 Total Operating Expenditures 93,965 82,777 89,508 80,589 109,374 Fixed Assets - - - - - Internal Service Charges 37,216 31,621 34,901 34,901 37,647 TOTAL EXPENDITURES 147,678$ 129,954$ 141,317$ 130,898$ 161,168$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 9 CITY COUNCIL KEY SERVICES Represents the residents and community of Saratoga Provides community leadership as the legislative and policy-making body Effectively represents the City of Saratoga in coordination with other local, county, state, and federal agencies Oversees the City’s Commissions and provides support to community organizations on emergent issues Works with the community to identify needs and issues in the City CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 10 CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 11 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 publi c to express concerns regarding traffic safety issues. This Commission meets the second Thursday of every other month. CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 12 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 (PEBTAC) – 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 Commission Program budget includes revenue and expenses for all the Commissions and Committees. Revenues in the Commission budget are limited to Planning Commission appeal fees. The City receives only a handful of Planning Commission appeals each year, as most issues are resolved at the staff level. Appeal fees occur when an applicant or opponent of a development project files an appeal of the Community Development Department’s decision, which brings it to the Pla nning Commission for review. As Planning Commissioners expend a great deal of time in providing this community service, a small stipend of $150 per month for each of the seven Commissioners is included in the annual budget expenditures. The remaining expenditures for this program are limited to training, meeting costs, and Commission specific expenditures, such as historical plaques the Heritage Preservation Commission provides for historical landmarks. Other expenses associated with City Commissions may include memberships to commissioner associations that provide training or resources. Funding for the City’s annual Commissioner Recognition Dinner to honor the service of the City’s Commissioners is also included in this program. City staffing costs which support the various commissions are not included in the Commission budgets, as activities are primarily limited to support functions. CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 13 CITY COMMISSIONS KEY SERVICES Provides specialized advice and assistance to Council Broadens policy and decision making by providing additional forums for the public to provide input and testify at public hearings Works with City staff in researching issues, collecting information, and providing recommendations to the Council 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 13,101 12,309 13,565 13,447 13,564 Operating Expenditures Materials & Supplies 5,250 2,006 4,050 2,251 4,050 Fees & Charges - - - - - Consultants & Contract Services - - - - - Meetings, Events & Training 5,865 5,377 6,000 5,746 6,000 Total Operating Expenditures 11,115 7,383 10,050 7,997 10,050 Fixed Assets - - - - - Internal Service Charges - - 1,999 1,999 2,937 TOTAL EXPENDITURES 24,216$ 19,691$ 25,614$ 23,442$ 26,551$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COUNCIL & COMMISSIONS DEPARTMENT C - 14 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 15 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 II position was reduced from 1.0 FTE to .90 FTE through voluntary reductions; and the City Clerk position was realigned solely to focus on Clerk Administration duties. The Clerk’s Risk Management-related duties were reassigned, resulting in an increased staffing allocation from .75 FTE to 1.0 FTE in the Clerk’s Division. At the start of 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 eliminates the Assistant City Manager position. The Administrative Analyst position will return to full-time from .90 FTE to assist with additional workload presented with the elimination of the Assistant City Manager position and the Executive Assistant position will increase from .75 FTE to .90 FTE to provide staff coverage for the office. Additionally, the Executive Assistant’s time will be allocated 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 is reassigned to the Administrative Services Department. As the Human Resources Division routinely works on critical CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 16 issues with the Financial Services Division, a shift back into the Administrative Services Department will 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. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 10,519 586 13,050 17,673 50 Charge for Services - - - - - Other Sources 1,493 1,418 1,200 3,147 - TOTAL REVENUES 12,012$ 2,005$ 14,250$ 20,820$ 50$ EXPENDITURES Salaries and Benefits 961,903 998,511 1,006,519 1,109,973 660,022 Operating Expenditures Materials & Supplies 10,248 6,782 8,075 7,283 4,400 Fees & Charges 66,347 24,052 98,521 96,080 16,835 Consultant & Contract Services 73,886 59,420 47,990 90,589 26,500 Meetings, Events & Training 31,417 19,745 37,375 31,700 5,450 Total Operating Expenditures 181,898 109,998 191,961 225,652 53,185 Fixed Assets 21,371 - - - - Internal Service Charges 133,466 124,253 120,368 120,368 96,129 TOTAL EXPENDITURES 1,298,637$ 1,232,762$ 1,318,848$ 1,455,993$ 809,336$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND City Manager's Office 623,246$ 624,836$ 628,099$ 695,114$ 509,032 City Clerk 337,932 250,560 333,459 323,836 300,303 Human Resources 337,459 357,365 357,291 437,043 - TOTAL GENERAL FUND 1,298,637$ 1,232,762$ 1,318,848$ 1,455,993$ 809,336$ TOTAL DEPT EXPENDITURES 1,298,637$ 1,232,762$ 1,318,848$ 1,455,993$ 809,336$ DEPARTMENTAL EXPENDITURES BY PROGRAM GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 17 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded City Manager 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 City Clerk 0.75 1.00 1.00 1.00 Human Resources Manager 0.95 0.95 0.95 - Administrative Analyst I/II 1.00 1.00 0.90 1.00 Total FTEs 5.70 5.70 5.50 3.90 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists 1,600 1,600 1,568 - Student Interns - 900 - - Executive Assistant 800 - - - Total Annual Hours 2,400 2,500 1,568 - CITY MANAGER'S DEPARTMENT STAFF CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 18 CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 19 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 and Cable Television Services, and Emergency Preparedness services to the City. BUDGET OVERVIEW The City Manager’s Office provides a managerial oversight and coordination role, and thus does not generate revenues. 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 eliminates the Assistant City Manager position, and the Administrative Analyst position returns to full-time, from .90 FTE, to assist with the additional workload presented with the elimination of the Assistant City Manager position. The Executive Assistant position increases from .75 FTE to .90 FTE to provide staff coverage for the office, with the Executive Assistant’s time allocated evenly between the City Manager’s Office and the City Clerk’s Office to more accurately reflect the assigned duties of the Executive Assistant. Other operational expenses were also further reduced where possible. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 20 CITY MANAGER’S OFFICE FY 2011/12 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. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 1,000 1,418 - - - TOTAL REVENUES 1,000$ 1,418$ -$ -$ -$ EXPENDITURES Salaries and Benefits 552,197 565,225 571,580 642,199 453,067 Operating Expenditures Materials & Supplies 4,625 3,915 4,075 3,400 3,500 Fees & Charges 4,150 4,635 3,400 3,228 3,580 Consultants & Contract Services - - - - - Meetings, Events & Training 14,301 7,270 5,800 3,044 3,600 Total Operating Expenditures 23,075 15,820 13,275 9,671 10,680$ Fixed Assets - - - - - Internal Service Charges 47,974 43,792 43,244 43,244 45,285 TOTAL EXPENDITURES 623,246$ 624,836$ 628,099$ 695,114$ 509,032$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 21 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 Nurture 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 Keep the City Council advised of the City’s financial condition and the future needs of the City on an ongoing basis Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded City Manager 1.00 1.00 1.00 1.00 Assistant City Manager 0.75 0.75 0.75 - Executive Assistant to CM 0.75 0.60 0.60 0.45 City Clerk - - - - Human Resources Manager - - - - Administrative Analyst I/II 1.00 1.00 0.90 1.00 Total FTE's 3.50 3.35 3.25 2.45 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Student Interns - 300 - - Executive Assistant 800 - - - Total Annual Hours 800 300 - - CITY MANAGER'S OFFICE STAFF CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 22 CITY MANAGER’S OFFICE 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Review and approve City Council reports no later than 12- hours in advance of creating agenda packet: Information not available Information not available 75%80% b.Meet with each Department Director on a weekly basis to provide strategic direction on priority projects and problems: Information not available Information not available 90%90% c.Actively participate in SCCCMA, West Valley Mayors/Managers and Asst. City Manager meetings: Information not available Information not available 90%90% 2. a.Send e-mail notifications for Council agendas, Commission meeting agenda/minutes, publication of Saratogan, weekly Sheriff's Office updates and community events updates: Information not available 75%95%95% b.Seek input from City Council on a quarterly basis for Saratogan; publish and distribute on a quarterly basis: Information not available 100%100%100% c.Format weekly statistical report from Sheriff's Office and upload on City website: Information not available Information not available 90%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available 3 3 4 2 9 6 6 6 3 Information not available 6 5 6 4 Information not available 4 4 4 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. Communicate important information to residents through a variety of mediums, including the City website, Saratogan, KSAR and public meetings. West Valley Waste Management JPA meetings: Parks & Recreation Commission meetings: Prepare and distribute Quarterly Council Priorities Update: Library Commission meetings: CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 23 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. Notable program costs include: $12,000 for public noticing expenses over the year; $19,000 for streaming video service for City Council meetings; and another $6,000 for codification services (maintaining the City’s Municipal Code). The remaining expenditures are ongoing costs for salary, supplies, training, and operational expenses. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 24 CITY CLERK’S OFFICE FY 2011/12 OBJECTIVES Records Management – The City Clerk’s Office will continue to manage the City’s records, including converting paper documents into electronic format, adding electronic documents to the City’s document management system, identifying records for final disposition, and preparing documents to be archived. Council Election Preparation – Council elections are held every two years and the next election is scheduled for November 2012. Before the election, the City Clerk’s Office develops Council candidate informational materials and candidate orientations. This includes individual binders containing information about the City, Santa Clara County Registrar of Voters Office requirements, and candidacy filing documents related to running for City Council. During Fiscal Year 2011/12, the City Clerk will be attending training on new election laws and regulations to prepare for the upcoming election. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 10,519 586 13,050 17,673 50 Charge for Services - - - - - Other Sources 493 - 1,200 3,147 - TOTAL REVENUES 11,012$ 586$ 14,250$ 20,820$ 50$ EXPENDITURES Salaries and Benefits 156,034 159,800 167,485 165,744 206,955 Operating Expenditures Materials & Supplies 3,694 815 2,400 2,991 900 Fees & Charges 52,531 9,407 86,340 84,288 13,255 Consultants & Contract Services 46,995 27,552 26,000 21,358 26,500 Meetings, Events & Training 782 1,911 2,000 223 1,850 Total Operating Expenditures 104,003 39,685 116,740 108,859 42,505 Fixed Assets 21,371 - - - - Internal Service Charges 56,525 51,076 49,234 49,234 50,843 TOTAL EXPENDITURES 337,932$ 250,560$ 333,459$ 323,836$ 300,303$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 25 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager - - - - Executive Assistant to CM 0.25 0.15 0.15 0.45 City Clerk 0.75 1.00 1.00 1.00 Human Resources Manager - - - - Administrative Analyst I/II - - - - Total FTE's 1.00 1.15 1.15 1.45 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Student Interns - 300 - - Executive Assistant - - - - Total Annual Hours - 300 - - CITY CLERK STAFF CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 26 CITY CLERK’S OFFICE 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of resolutions prepared and signed within three business days: Information not available 98%100%100% b.Percentage of ordinances prepared and signed within three business days: Information not available 100%100%100% c.Percentage of Regular City Council Meeting Minutes prepared and submitted to City Manager in time to be scheduled for approval on next Council agenda: Information not available 98%100%100% d.Percentage of approved City Council Minutes posted to City Website within three business days after approval: Information not available 99%100%100% 2. a.Annually review documents for retention and preparation for destruction: Information not available Information not available 100%100% b.Prepare boxes for digital scanning:Information not available 15 15 10 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available 18 25 16 2 Information not available 61 67 67 3 Information not available 167 132 99 4 Information not available 25 28 30 5 Information not available 44 36 35Number of public records requests: Number of documents recorded: Number of Commission recruitments and appointments processed: Number of Fair Political Practices Form 700's distributed: Number of boxes of City records processed for retention/destruction: Provide efficient and effective Records Management. Efficient and effective indexing of key documents to ensure adequate tracking of and accessibility to the City's legislative history. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 27 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. CITY OF SARATOGA CITY MANAGER’S DEPARTMENT C - 28 HUMAN RESOURCES 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits 253,672 273,486 267,454 302,031 - Operating Expenditures Materials & Supplies 1,929 2,052 1,600 893 - Fees & Charges 9,666 10,010 8,781 8,564 - Consultants & Contract Services 26,891 31,868 21,990 69,231 - Meetings, Events & Training 16,334 10,564 29,575 28,433 - Total Operating Expenditures 54,820 54,494 61,946 107,121 - Fixed Assets - - - - - Internal Service Charges 28,967 29,385 27,891 27,891 - TOTAL EXPENDITURES 337,459$ 357,365$ 357,291$ 437,043$ -$ GENERAL FUND REVENUES AND EXPENDITURES Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded City Manager - - - - Assistant City Manager 0.25 0.25 0.15 - Executive Assistant to CM - - - - City Clerk - - - - Human Resources Manager 0.95 0.95 0.95 - Administrative Analyst I/II - - - - Total FTE's 1.20 1.20 1.10 - 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists 1,600 1,600 1,568 - Student Interns - 300 - - Total Annual Hours 1,600 1,900 1,568 - HUMAN RESOURCES STAFF This schedule reflects FTEs as funded in the Human Resources Program. Portions of FTEs assigned to Internal Service Funds or other programs, are reflected in the appropriate FTE schedules. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 29 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 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 The department’s staffing reflects a change for FY 2011/12. The Human Resources Division (HR) was previously assigned to the City Manager’s Department; however, as HR and Finance staff routinely works closely on critical issues, the HR Division was transitioned into the department in March 2011. In effect, this reassigns the Human Resources Manager and two part-time hourly Human Resources Technicians to the Administrative Service Department. For accurate history, 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. As the department’s focus is primarily 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. Due to budget constraints, and in order to reduce salary and benefit costs without layoffs, full time benefitted staff is scheduled for 13 unpaid furlough days for FY 2011/12, unless alternative options are implemented. Furlough days are expected to impact workload in the department and citywide, and adjustments will be made to continue service levels as efficiently as possible. 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. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 30 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits 44,492 42,618 35,000 42,457 40,000 Charge for Services - - - - - Other Sources 39,387 29,854 5,000 16,117 12,000 TOTAL REVENUES 83,879$ 72,471$ 40,000$ 58,574$ 52,000$ EXPENDITURES Salaries and Benefits 636,780 651,817 667,362 619,498 906,946 Operating Expenditures Materials & Supplies 18,444 11,057 10,600 11,130 11,700 Fees & Charges 16,905 12,433 13,400 9,558 23,751 Consultants & Contract Services 92,867 52,017 49,000 48,299 116,462 Meetings, Events & Training 2,336 2,525 3,150 584 14,025 Total Operating Expenditures 130,553 78,032 76,150 69,570 165,938 Fixed Assets 8,735 - - - - Internal Service Charges 117,065 109,429 106,422 106,422 139,854 TOTAL EXPENDITURES 893,132$ 839,278$ 849,934$ 795,490$ 1,212,738$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Financial Services 893,132 839,278 849,934 795,490 862,090 Human Resources - - - - 350,648 TOTAL GENERAL FUND 893,132$ 839,278$ 849,934$ 795,490$ 1,212,738$ INTERNAL SERVICE FUNDS Office Support Services 58,374 47,496 48,050 49,534 52,250 Information Technology Services 351,680 361,859 439,952 382,877 429,723 IT Replacement Fund 54,303 31,614 52,500 51,119 54,200 TOTAL INTERNAL SERVICES 464,357$ 440,969$ 540,502$ 483,530$ 536,173$ TOTAL DEPT EXPENDITURES 1,357,489$ 1,280,247$ 1,390,436$ 1,279,019$ 1,748,911$ TRANSFERS OUT Internal Service Funds - 155,000 - - 25,000 TOTAL TRANSFERS OUT -$ 155,000$ -$ -$ 25,000$ TOTAL EXP & TRANSFERS OUT -$ 155,000$ -$ -$ 25,000$ ADMINISTRATIVE SERVICES DEPARTMENT GENERAL FUND REVENUES AND EXPENDITURES DEPARTMENTAL EXPENDITURES BY PROGRAM CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 31 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Administrative Services Director 1.00 1.00 1.00 1.00 Supervising Accountant 1.00 - - - Accountant I/II 1.00 1.00 0.90 0.90 Accounting Technicians 2.00 3.00 3.00 3.00 Information Technology Administrator 1.00 1.00 1.00 1.00 Human Resources Manager - - - 0.95 Total FTEs 6.00 6.00 5.90 6.85 2008/09 2009/10 2010/11 2011/12 Temporary Staff Hours Funded Funded Funded Funded Sr. Accountant 960 960 960 1,200 Accounting Technician 2,000 - - - IT Specialist 2,000 2,080 2,040 2,000 HR Specialist - - - 1,568 Total Annual Hours 4,960 3,040 3,000 4,768 ADMINISTRATIVE SERVICES DEPARTMENT STAFF The departmental FTE above includes both General Fund and Internal Fund staffing. FTE schedules in the department's following program sections reflect the staff assigned in that specific program. Five 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. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 32 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 33 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 2011/12 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 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, 5% of the Director’s position was allocated for oversight functions as of FY 2011/12, and backfilled with additional hourly Sr. Accountant time to assist with financial duties. 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, and the reduction or elimination of operating supplies and services in order to reduce overall operational costs. Funding for the renewal of the Business License Tax Compliance Audit was included in the program budget in anticipation that the Council would choose to continue the program due to its success in identifying non-compliant businesses. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 34 FINANCIAL SERVICES FY 2011/12 OBJECTIVES Contract Negotiations – Staff will assist the City Council’s negotiation team in the preparation of salary and benefit information as needed for contract negotiations, and implement changes as directed. 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 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 compliance audit moves into its third full year. Staff will bring forward a request to renew the compliance audit contract for the next three year period so as to make best use of the effort to date. GASB Implementation – Staff will consult with the City’s auditors to determine the City’s responsibility and obligations for reporting requirements established by the Governmental Accounting Standards Board. Utility Audit – Staff will research and pursue options for a citywi de utility audit to determine energy savings and best practices. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 44,492 42,618 35,000 42,457 40,000 Charge for Services - - - - - Other Sources 39,387 29,854 5,000 16,117 12,000 TOTAL REVENUES 83,879$ 72,471$ 40,000$ 58,574$ 52,000$ EXPENDITURES Salaries and Benefits 636,780 651,817 667,362 619,498 665,474 Operating Expenditures Materials & Supplies 18,444 11,057 10,600 11,130 10,100 Fees & Charges 16,905 12,433 13,400 9,558 13,285 Consultants & Contract Services 92,867 52,017 49,000 48,299 60,950 Meetings, Events & Training 2,336 2,525 3,150 584 1,750 Total Operating Expenditures 130,553 78,032 76,150 69,570 86,085 Fixed Assets 8,735 - - - - Internal Service Charges 117,065 109,429 106,422 106,422 110,531 TOTAL EXPENDITURES 893,132$ 839,278$ 849,934$ 795,490$ 862,090$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 35 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Administrative Services Director 0.85 0.85 0.85 0.80 Supervising Accountant 1.00 - - - Accountant I/II 1.00 1.00 0.90 0.90 Accounting Technicians 2.00 3.00 3.00 3.00 Information Technology Administrator - - - - Human Resources Manager - - - - Total FTEs 4.85 4.85 4.75 4.70 2008/09 2009/10 2010/11 2011/12 Temporary Staff Hours Funded Funded Funded Funded Sr. Accountant 960 960 960 1,200 Accounting Technician 2,000 - - - IT Specialist - - - - HR Specialist - - - - Total Annual Hours 2,960 960 960 1,200 FINANCIAL SERVICES STAFF CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 36 FINANCIAL SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Annual Financial Statements receive an 'Unqualified Opinion' from the City's independent auditor: Yes Yes Yes Yes b.Governmental Finance Officer Association (GFOA) 'Certificate of Achievement of Excellence in Financial Reporting' awarded to the City: Yes Yes Yes Yes 2. a.Percent of time actual expenditures do not exceed a fund's approved budget appropriations: 95%100%100%100% b.Governmental Finance Officer Association (GFOA) 'Certificate of Achievement of Excellence in Budgeting' awarded to the City: Not submitted Not submitted Yes Yes 3. a.Percent of time bank statements are reconciled to general ledger within 30 days of month-end: 92%100%100%100% b.Percent of State Controller's annual financial reports completed and filed by deadlines: 100%100%100%100% c.Percent of County annual financial reports completed and filed by deadlines: 100%100%100%100% d.Percent of time revenue analyses are completed within 30 days of month-end: Information not available 75%83%83% 4. a.Percentage of Accounts Payable invoices paid accurately and on-time: 99%99%97%100% b.Percentage of Payroll checks paid accurately and on-time:99.98%100%99.80%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 0 0 0 0 2 1,200 1,264 1,188 1,200 3.2,300 2,121 2,112 2,100 4.4,683 4,827 6,072 6,000 5.58 60 56 56 6.2,130 2,090 1,970 1,900 Provide financial oversight and administer accounting functions for City funds and accounts. Provide timely and accurate financial reporting within specified deadlines. Assure legal and fiscal accountability to the public, in compliance with established accounting standards. Prepare accurate budget forecasts and workplans in compliance with standard budgeting practices. Number of Business Licenses issued annually: Average number of Accounts Payable checks issued weekly: Number of payroll checks, paycheck vouchers, and stipends issued annually: Number of invoices entered into Accounts Payable system: Number of Cash Receipt batches processed annually: Number of corrections resulting from annual financial audit: CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 37 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 services 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: employee recruitment and selection; position classification and analysis; salary administration; employee relations and conflict resolution; labor contract negotiations; health and safety – including the management of the Association of Bay Area Governments’ wellness grant and workers compensation programs and administration of various employee benefit programs; coordination of the City’s “Volunteer Saratoga” program, and professional development – including coordinating the tuition reimbursement program when funded, and a variety of professional trainings, (both legally mandated and discretionary). 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, with prior year financial and staffing reflected in the City Manager’s Department. The HR Division is minimally staffed with .95 FTE of the Human Resources Manager (the remaining .05 FTE is included in the internal service fund for Workers Compensation Administration under the Non- Departmental Section). The budget includes funding for part-time, hourly (non-benefited) staff to provide administrative support in a variety of areas related to human resources administration, and .05 FTE of the Administrative Services Director. As the Human Resources program functions purely for citywide employment related administration and support, no services or other activities are provided which generate revenues. Ongoing expenditures include: membership with the Santa Clara County Bay Area Employee Relations Services (BAERS), a joint powers agency which provides classification, benefits and compensation data, and related policies; membership with CalOpps, a public sector job board for recruiting regular, temporary, and volunteer positions. Included in the FY 2011/12 budget is funding for recruitment of two vacant positions critical to the success of the City. Additional expenditures include consultant and contract services including legal services in the area of employment law, negotiations, and training. The Human Resources Division administers and expenses the City’s Employee Recognition Event each year. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 38 HUMAN RESOURCES FY 2011/12 OBJECTIVES Negotiations/Collective Bargaining Agreements – In collaboration with the City’s Chief Negotiator, complete negotiations for successor MOU’s by September 30, 2011. Provide labor and compensation research and analysis for collective bargaining negotiations with the City’s collective bargaining units. Personnel Policies and Procedures – Obtain legal review of current policies and procedures, and update as required by any changes in law. Staff Training – Coordinate on-site AB1825 mandatory harassment training for employees, supervisors, and management. Benefit Administration – Work in collaboration with the City’s insurance broker and negotiate reduced premium rates with third party benefit administrators including disability, life, dental, and vision insurance. Research a short-term disability option to improve claim management and lower costs. Temporary, Non-benefited Employees – Create an administrative procedure for temporary, non-benefited employees. Recruitment – Conduct recruitment and selection processes in accordance with agreed upon scheduled target dates for two critical vacant positions. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits - - - - 241,472 Operating Expenditures Materials & Supplies - - - - 1,600 Fees & Charges - - - - 10,466 Consultants & Contract Services - - - - 55,512 Meetings, Events & Training - - - - 12,275 Total Operating Expenditures - - - - 79,853$ Internal Service Charges - - - - 29,323 TOTAL EXPENDITURES -$ -$ -$ -$ 350,648$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 39 HUMAN RESOURCES KEY SERVICES 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 Administer employment agreements with the City’s three collective bargaining units: Saratoga Employees Association, the Public Work field staff’s Millman’s Union, and the Saratoga Manager’s Organization; labor and compensation research and analysis; staff negotiations; conflict resolution; fostering positive communication; and investigating complaints Maintain the City’s classification and compensation systems, administer benefits and benefit recordkeeping systems, provide customer service, and manage benefit contract with third party administrators, including the City’s wellness and workers compensation programs 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 Programs, 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Administrative Services Director - - - 0.05 Accountant I/II - - - - Accounting Technicians - - - - Information Technology Administrator - - - - Human Resources Manager - - - 0.95 Total FTE's - - - 1.00 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Sr. Accountant - - - - Accounting Technician - - - - IT Specialist - - - - HR Specialists - - - 1,568 Total Annual Hours - - - 1,568 HUMAN RESOURCES STAFF CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 40 HUMAN RESOURCES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percent of time the Human Resources Division provides reports to outside agencies on or before the deadline. 100%100%100%100% 2. a.Manage contracts to ensure compliance with current laws, memoranda of understanding, and City policies and procedures. 100%100%100%100% b.Regularly reviewing contracts to ensure theat the most cost-effective method of providing required insurances is maintained. 100%100%100%100% c.Regularly reviewing contracts to ensure that they meet the needs of the organization. 100%100%100%100% d.Providing contract interpretation, and acting as a liaison between the provider and the customer employee. 100%100%100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 4 0 0 2 2 738 56 0 300 3 80 77 78 68 4 Information not available Information not available 302 280 5 Information not available Information not available 134,000 90,000 6 Information not available Information not available 700 700 7 Information not available Information not available 36 36 Provide timely reporting and/or responses to outside agencies including CAlPERS, insurance vendors, Employment Development Department, City, State and Federal Agencies. Number of meet and confer process hours: Number of training hours offered to employees: Provide effective and efficient employee benefit contract administration. Number of recruitments conducted for regular, benefited positions. Number of employment applications received and processed: Total number of employees (benefited, non-benefited, and temporary, part-time and full-time): Value of volunteer hours: Number of participants in Volunteer Saratoga program: CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 41 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 2011/12, service chargebacks to the departments were increased to 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 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 42 OFFICE SUPPORT SERVICES 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Undesignated 32,616 39,633 26,830 26,830 15,831 Total Beginning Fund Balance 32,616$ 39,633$ 26,830$ 26,830$ 15,831$ Revenues Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services 5,391 11,694 12,000 8,535 12,000 Other Sources - - - - - Internal Service Charges 60,000 23,000 30,000 30,000 40,000 Total Revenues 65,391$ 34,694$ 42,000$ 38,535$ 52,000$ TOTAL SOURCE OF FUNDS 98,007$ 74,326$ 68,830$ 65,365$ 67,831$ USE OF FUNDS Expenditures Operating Expenditures Materials & Supplies 13,827 19,252 20,000 17,161 19,200 Fees & Charges 33,981 27,900 26,050 29,232 30,050 Consultants & Contract Services 2,294 344 2,000 3,142 3,000 Meetings, Events & Training - - - - - Total Operating Expenditures 50,102$ 47,496$ 48,050$ 49,534$ 52,250$ Fixed Assets 8,272 - - - - Internal Service Charges - - - - - Total Expenditures 58,374$ 47,496$ 48,050$ 49,534$ 52,250$ Operating Transfers Transfer Out - - - - - Total Operating Transfers - - - - - Ending Fund Balance Undesignated 39,633 26,830 20,780 15,831 15,581 Total Ending Fund Balance 39,633$ 26,830$ 20,780$ 15,831$ 15,581$ TOTAL USE OF FUNDS 98,007$ 74,326$ 68,830$ 65,365$ 67,831$ SOURCE & USE OF FUNDS CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 43 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 2011/12 chargebacks will again be funded at $400,000 as sufficient fund balance remains to offset a slight underfunding of program operations. Operational expenditures continue to increase in this program as both annual license and support fees increase in cost each year, and additional or enhanced services are requested. With the ongoing workload in IT services for new technology initiatives, a technology consultant is retained to provide high-level assistance for more complex or specialized projects as needed, and for emergency operations backup. The vacant IT Technician position continues to be frozen and under-filled with an hourly IT Specialist in FY 2011/12 to provide essential backup and desk-top support. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 44 INFORMATION TECHNOLOGY SERVICES 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 122,542 174,838 213,941 213,941 231,064 Total Beginning Fund Balance 122,542$ 174,838$ 213,941$ 213,941$ 231,064$ Revenues Intergovernmental Revenues - - - - - Charge for Services - - - - - Other Sources 30 961 - - - Internal Service Charges 403,946 400,000 400,000 400,000 400,000 Total Revenues 403,976$ 400,961$ 400,000$ 400,000$ 400,000$ TOTAL SOURCE OF FUNDS 526,518$ 575,799$ 613,941$ 613,941$ 631,064$ USE OF FUNDS Expenditures Salaries and Benefits 184,504 189,437 218,642 200,448 221,989 Operating Expenditures Materials & Supplies 11,089 8,705 10,250 11,957 8,750 Fees & Charges 9,256 10,437 10,810 10,230 13,410 Consultants & Contract Services 118,823 120,842 173,290 134,482 158,805 Meetings, Events & Training 2,501 - 1,200 - - Total Operating Expenditures 141,668 139,984 195,550 156,669 180,965 Fixed Assets - - - - - Internal Service Charges 25,508 32,438 25,760 25,760 26,769 Total Expenditures 351,680$ 361,859$ 439,952$ 382,877$ 429,723$ Ending Fund Balance Designated - - - - - Undesignated 174,838 213,941 173,988 231,064 201,341 Total Ending Fund Balance 174,838$ 213,941$ 173,988$ 231,064$ 201,341$ TOTAL USE OF FUNDS 526,518$ 575,799$ 613,941$ 613,941$ 631,064$ SOURCE & USE OF FUNDS CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 45 INFORMATION TECHNOLOGY SERVICES FY 2011/12 OBJECTIVES Trak.IT Software Upgrade – Oversee and support technology needs for the new Trak.IT .NET software upgrade through implementation planning, coordinating, and deployment to the new software. CAT6 Network Cabling Replacement – The City’s new telephone system (VoIP) operates over the existing network infrastructure and is connected to the City’s computer network. The new CAT6 cables will double the bandwidth of the current CAT3/CAT5 cabling spread throughout City Hall accommodating the increased network traffic. Network Firewall Upgrade – The current network configuration runs on separate Internet Service Providers (ISP) providing redundant internet access. In the event of a failure, staff manually switches network configurations over to the secondary ISP. Upgraded equipment will allow continuous internet access that will transition from one ISP to another automatically when one ISP fails. Special Projects - Oversee contract IT consultant on numerous complex technology projects to ensure training and in-house knowledge of project for ongoing management. 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. 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 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 46 INFORMATION TECHNOLOGY SERVICES Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Administrative Services Director 0.15 0.15 0.15 0.15 Supervising Accountant - - - - Accountant I/II - - - - Accounting Technicians - - - - Information Technology Administrator 1.00 1.00 1.00 1.00 Human Resources Manager - - - - Technology Coordinator - - - - Information Technology Technician *- - - - Administrative Assistant I/II - - - - - - - - Total FTEs 1.15 1.15 1.15 1.15 2008/09 2009/10 2010/11 2011/12 Temporary Staff Hours Funded Funded Funded Funded Sr. Accountant - - - - Accounting Technician - - - - IT Specialist 2,000 2,080 2,040 2,000 HR Specialist - - - - Total Annual Hours 2,000 2,080 2,040 2,000 INFORMATION TECHNOLOGY SERVICES STAFF CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 47 INFORMATION TECHNOLOGY SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percent of time online services are available to the public through the City's website and resource links: Information not available 99%99%99% b.Percent of time network remains available during normal business hours: Information not available 96%98%98% c.Percent of time IT responds/resolves support requests within one working day: Information not available 95%98%98% d.Percent of time IT responds to technology system emergency events: Information not available 100%100%100% e.Number of telephone system failures restored during normal business hours: Information not available 5 2 0 2. a.Number of system upgrades or modifications for which IT staff provided project management support: 2 4 4 3 b.Number of new technology sytems or equipment for which oversight and support was provided by IT staff: Information not available 3 4 5 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1.Information not available 63 72 72 2.16 19 22 24 3.16 14 16 18 4.58 56 59 59 5.17 17 17 17 6.Information not available 32 25 25 7.Information not available 67 70 70 8.34 35 33 33 Number of desktop systems maintained: Number of cell phones and PDAs serviced and maintained: Number of network servers maintained: Number of network copiers, printers, plotters, scanners, fax machines, and postage machines maintained: Number of users supported: Number of IT software applications monitored and maintained: Number of laptop systems maintained: Number of landlines serviced and maintained: Provide technology solution oversight and project management support to improve citywide functions. Support the delivery of technology services to citizens, residents, businesses, other governmental agencies, and internal City departments. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 48 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 49 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. For FY 2011/12, chargeback funding will again be charged at levels under full replacement funding needs due to budget constraints. Planned replacements for the budget year total $75,700 and include: $15,400 for 11 desktop computer replacements, $21,000 for 3 network server replacements, $1,500 for a specialty printer replacement, and $10,500 for network and UPS equipment. Another $5,000 is set aside for communication equipment and $3,300 for software. This year’s IT Equipment budget also includes a planned transfer of $25,000 to the Capital Improvement Fund to provide funding for a cabling replacement and upgrade project. CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 50 INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND KEY SERVICES Accumulate and provide annual funding for technology asset replacement Assess IT equipment for proper replacement timing Identify and procure best solution equipment 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Undesignated 316,310 315,290 186,686 186,686 185,567 Total Beginning Fund Balance 316,310$ 315,290$ 186,686$ 186,686$ 185,567$ Revenues Charge for Services - - - - - Other Sources 1,979 - - - - Internal Service Charges 51,304 58,009 50,000 50,000 50,000 Total Revenues 53,283$ 58,009$ 50,000$ 50,000$ 50,000$ Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers In -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 369,593$ 373,299$ 236,686$ 236,686$ 235,567$ USE OF FUNDS Expenditures Operating Expenditures Materials & Supplies 54,303 31,614 52,500 51,119 54,200 Total Operating Expenditures 54,303 31,614 52,500 51,119 54,200 Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures 54,303$ 31,614$ 52,500$ 51,119$ 54,200$ Operating Transfers Transfer Out to General Fund - 50,000 - - - Transfer Out to CIP - 105,000 - - 25,000 Total Operating Transfers -$ 155,000$ -$ -$ 25,000$ Ending Fund Balance Undesignated 315,290 186,686 184,186 185,567 156,367 Total Ending Fund Balance 315,290$ 186,686$ 184,186$ 185,567$ 156,367$ TOTAL USE OF FUNDS 369,593$ 373,299$ 236,686$ 236,686$ 235,567$ SOURCE & USE OF FUNDS CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 51 INFORMATION TECHNOLOGY EQUIPMENT REPLACEMENT FUND IT EQUIPMENT REPLACEMENT SCHEDULE IT Equipment Units Per Unit Total Cost Total Lifespan Per Year Computer Systems Desktop PC 49 1,200 58,800 4 14,700 Monitors 57 200 11,400 7 1,629 Laptops Laptops 16 1,500 24,000 7 3,429 Software Operating System 65 300 19,500 5 3,900 Printers Check Printer 1 1,500 1,500 5 300 Counter Printers 2 1,500 3,000 5 600 UPS Battery Backups Desktop Battery 49 100 4,900 3 1,633 Server Battery 4 500 2,000 3 667 IT System Servers Exchange Server 1 10,000 10,000 5 2,000 Virtual Server 1 10,000 10,000 5 2,000 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 2 7,000 14,000 5 2,800 TrakIT Server 1 7,000 7,000 5 1,400 GIS Server 1 7,000 7,000 5 1,400 Vermont Server 1 5,000 5,000 5 1,000 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 Blackberry Server 1 1,000 1,000 5 200 Sharepoint Server 1 1,000 1,000 5 200 Network Equipment Switch - Admin. Services / CMO 1 1,500 1,500 5 300 Switch - Community Development 1 1,500 1,500 5 300 Switch - Public Works 1 1,500 1,500 5 300 Switch - Recreation 1 1,500 1,500 5 300 Switch - Corporation Yard 1 1,500 1,500 5 300 Switch - Saratoga Prospect Center 2 1,500 3,000 5 600 Firewall - Primary 1 3,500 3,500 5 700 SPAM firewall 1 3,000 3,000 5 600 Total Annual Funding Requirement 237,100 49,257 CITY OF SARATOGA ADMINISTRATIVE SERVICES DEPARTMENT C - 52 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 53 COMMUNITY DEVELOPMENT DEPARTMENT The Community Development Department guides the physical growth of the City, preserving the quality of Saratoga‟s semi-rural residential character through the administration of planning services and zoning regulations, code compliance, building and inspection services, City Arborist services, and through the 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 In FY 2010/11, the Community Development Department continued a downward trend in the number of development reviews and permits; however revenues were higher than expected, mainly due to development review and plan check fees for a 20 townhome subdivision project, with permits for 5 of the 20 townhomes. Leading economic indicators and professional journals indicate that the previous decline in building permit applications is expected to stabilize or increase slightly in FY 2011/12. There was also a reduction in planning review applications in FY 2010/11 for the second year in a row, reflecting a 34% decrease from two years ago. This trend is also expected to stabilize or increase slightly in line with the expected rise in building permit activity for FY 2011/12. Given the current economic climate and the expectation that building activity would continue below previous years, the City Council adopted a policy that provides for the use of up to one-third of the Development Reserve to offset a fiscal year in which development revenues fall significantly below expenditures. The City did not need to utilize Development Reserves for FY 2010/11 as General Fund net operations were sufficient. This allows for the planned use of the $210,000 of reserves for the FY 2011/12 budget as again development revenues are expected to fall significantly below expenditures. Close review of revenues will continue throughout the year, and adjustments made as needed. In FY 2009/10, at the beginning of the decline in development activity, two (2.0) FTE positions (Building Inspector and Associate Planner) were defunded. These positions will remain defunded in FY 2011/12, however the vacant Community Development Director position is expected to be recruited for and filled in FY 2011/12. All non-essential contract services and operational supplies were removed from the Department‟s budget. With the reduction in departmental staff, internal service charges also reflect a decrease from prior years. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 54 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits 981,881 938,697 932,400 1,000,388 906,665 Charge for Services 817,780 645,349 629,960 732,096 694,760 Interest Income - - - - - Other Sources 2,625 2,519 - 1,612 - TOTAL REVENUES 1,802,286$ 1,586,565$ 1,562,360$ 1,734,095$ 1,601,425$ EXPENDITURES Salaries and Benefits 1,701,361 1,577,364 1,635,074 1,591,214 1,610,089 Operating Expenditures Materials & Supplies 12,850 8,310 11,900 10,009 10,650 Fees & Charges 62,142 49,423 62,180 30,677 40,247 Consultant & Contract Services 228,462 103,212 43,950 34,071 56,315 Meetings, Events & Training 9,214 2,472 3,700 4,715 4,900 Total Operating Expenditures 312,668 163,416 121,730 79,472 112,112 Fixed Assets - - - - - Internal Service Charges 436,520 370,391 311,077 311,077 335,217 TOTAL EXPENDITURES 2,450,548$ 2,111,172$ 2,067,881$ 1,981,762$ 2,057,418$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted GENERAL FUND Development Services 993,349 895,626 877,417 821,240 878,345 Advanced Planning 211,313 162,900 162,128 148,916 158,191 Code Compliance 224,583 190,904 188,235 184,066 185,383 Building Inspection Services 1,021,304 861,742 840,100 827,540 835,500 TOTAL GENERAL FUND 2,450,548$ 2,111,172$ 2,067,881$ 1,981,762$ 2,057,418$ SPECIAL REVENUE FUNDS CDBG Fund 55,702 133,432 332,081 291,071 155,256 Housing & Rehabilitation Program - - - 210,748 - TOTAL SPECIAL REV FUNDS 55,702$ 133,432$ 332,081$ 501,819$ 155,256$ TOTAL EXPENDITURES 2,506,250$ 2,244,604$ 2,399,962$ 2,483,582$ 2,212,674$ TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 55 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 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 Assistant/Associate Planner 3.00 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 3.00 2.00 2.00 2.00 Code Compliance Specialist 1.00 1.00 1.00 1.00 Office Specialist II/III 2.00 2.00 2.00 2.00 Total FTEs 14.00 12.00 12.00 12.00 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern 940 940 940 940 Planning Intern 450 - - - Office Specialist II/III 1,200 1,200 800 800 Total Annual Hours 2,590 2,140 1,740 1,740 COMMUNITY DEVELOPMENT DEPARTMENT STAFFING CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 56 CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 57 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 A downturn in the economy was reflected in FY 2009/10 and 2010/11 Development Services revenues. It was increasingly more common for a homeowner to remodel an existing home than to build a new home. With fewer development applications to process, Development Services reduced operational expenditures and de-funded an Associate Planner position, which will not be restored in FY 2011/112. Counter hours for walk-in service will continue to be reduced to Monday through Thursday, resulting in closure of the Planning and Building counters every Friday. The reduction in time City planners are available for questions and over-the-counter reviews is necessary to allow development staff sufficient time for project and advanced planning work. These operational changes will continue in FY 2011/12. Additional reductions undertaken in FY 2009/10 to meet budget constraints – including 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 2011/12. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 58 DEVELOPMENT SERVICES FY 2011/12 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 Applicant Services – The Trak-IT Planning and Building software has e-government features that allow project applicants the ability to view the status of their projects on -line, and allows for on-line applications of basic permits such as water heater installation, and minor electrical and plumbing projects. Implementation of these on-line features is planned for FY 2011/12 to enhance customer service and offset reduced counter hours. Sign Ordinance – The Sign Ordinance controls the type, size, and location of signs. The current Sign Ordinance is out of date and difficult to interpret and enforce. A comprehensive update of the Sign Ordinance is scheduled for FY 2011/12. Annexations – Staff is processing an annexation request for a 68 acre Mount Eden Road property and is in discussion with another resident regarding future annexations. Santa Clara County is encouraging cities to process annexations for land that is within their Urban Service Area. The annexations will require City Council approval. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 63,848 129,786 81,000 92,765 71,800 Charge for Services 543,923 393,149 369,960 427,188 434,760 Other Sources 2,105 2,269 - 1,592 - TOTAL REVENUES 609,876$ 525,204$ 450,960$ 521,545$ 506,560$ EXPENDITURES Salaries and Benefits 710,505 629,238 661,181 625,276 648,521 Operating Expenditures Materials & Supplies 5,624 7,497 8,200 7,443 7,700 Fees & Charges 11,338 7,183 21,240 10,401 11,276 Consultant & Contract Services 69,437 89,863 32,250 23,759 47,300 Meetings, Events & Training 5,309 2,023 3,700 3,515 3,700 Total Operating Expenditures 91,708 106,567 65,390 45,118 69,976 Fixed Assets - - - - - Internal Service Charges 191,136 159,822 150,846 150,847 159,848 TOTAL EXPENDITURES 993,349$ 895,626$ 877,417$ 821,240$ 878,345$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 59 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 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Community Development Director 0.60 0.60 0.60 0.60 Senior Planner 0.70 0.70 0.70 0.70 Assistant/Associate Planner 2.80 1.40 1.40 1.40 Plan Check Examiner/Engineer - - - - Senior Arborist 0.90 0.90 0.90 0.90 Building Official - - - - Building Inspector - - - - Code Compliance Specialist - - - - Office Specialist II/III 0.90 0.90 0.90 0.90 Total FTE's 5.90 4.50 4.50 4.50 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern 940 940 940 940 Planning Intern 450 - - - Office Specialist II/III 1,200 1,200 800 800 Total Annual Hours 2,590 2,140 1,740 1,740 DEVELOPMENT SERVICES STAFF CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 60 DEVELOPMENT SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Review planning applications and provide written comment within 30 days deeming them complete or incomplete: Information not available Information not available 100%100% b.Review all zone clearances from the Building Division within 2 weeks: Information not available Information not available 95%95% 2. a.Information not available Information not available Information not available 90% b.Return all phone calls within 24 hours from the time received: Information not available Information not available 95%95% c.Information not available Information not available Information not available 5% d.Percentage of applications appealed to the Planning Commission or City Council: Information not available Information not available 5%5% e.Information not available Information not available Information not available 95% 3. a.34 32 18 32 b.Number of public service projects:1 1 1 1 c.Funds allocated to public service projects:32,732 27,057 28,550 28,550 d.Number of capital projects:2 4 2 2 e. Funds allocated to capital projects:85,482 74,010 89,066 102,066 4. a.Percent of notices sent within 10 days of Planning Commission meetings: Information not available Information not available Information not available 100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available 147 195 200 2.Information not available 292 353 350 3.Information not available 47 60 30 4.Information not available Information not available Information not available 24 5.Information not available Information not available Information not available 6 6.Information not available Information not available Information not available 12 7.Information not available Information not available Information not available 2 8.Information not available Information not available Information not available 2 Number of planning projects processed: Number of tree removal permits processed: Number of Arborist plan reviews: Number of Planning Commission Hearings: Number of Plannning Commission Study Sessions: Number of Heritage Preservation Commission Meetings: Number of public input meetings for citywide programs: Enhance community awareness of land use projects. Number of complex projects (General Plan, amendments/ rezonings, planned developments, environmental review): Analyze and process development applications efficiently and effectively. Effectively administer HUD funding of projects and programs targeted at households of low and moderate income. Process applications to Planning Commission within an average of 4 weeks of deeming the application complete: Number of low and moderate income households assisted through public service grants: Percentage of applications upheld by the City Council: Percentage of applications continued by Planning Commission: Facilitate the development of land and structures consistent with City codes, plans, and policies. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 61 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 Construction activity continues to be below historical norms as a result of the slow economic recovery. Therefore, due to the decline in building permits, budgeted General Plan Update fee revenues for FY 2011/12 have been set near FY 2010/11 actual receipts. To offset the revenue reduction, advanced planning work will be completed in-house thereby eliminating paid consultants. Beginning in FY 2009/10 and continuing through FY2011/12, this change is reflected through an increase in staffing from .25 FTEs of review and oversight duties, to .95 FTEs for in-house production work. The budget reflects this shift in operational expenses with a reduction in Consultant & Contract Services expense and an increase in staffing costs. In FY 2009/10, staff completed the Housing Element update for the General Plan and in FY 2010/11 the Circulation Element was updated. The Noise Element is planned for FY2011/12. Advanced Planning work will primarily involve ongoing and anticipated annexations as well as Zoning Ordinance updates. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 62 ADVANCED PLANNING FY 2011/12 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 will begin preparations for updating the Noise Element in FY 2011/12. Zoning Code Updates – The Department sets a goal to complete a minimum of two ordinance updates each year. Staff plans on updating the Sign Ordinance and one other, as yet undetermined, ordinance. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 131,563 127,260 130,000 149,563 130,000 Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES 131,563$ 127,260$ 130,000$ 149,563$ 130,000$ EXPENDITURES Salaries and Benefits 59,085 137,971 146,195 134,608 141,421 Operating Expenditures Materials & Supplies 438 437 - 132 - Fees & Charges 2,686 2,001 2,000 625 2,000 Consultant & Contract Services 141,546 8,641 1,000 619 500 Meetings, Events & Training 356 - - - - Total Operating Expenditures 145,026 11,079 3,000 1,375 2,500 Fixed Assets - - - - - Internal Service Charges 7,202 13,850 12,933 12,933 14,270 TOTAL EXPENDITURES 211,313$ 162,900$ 162,128$ 148,916$ 158,191$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 63 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Community Development Director 0.10 0.25 0.25 0.25 Senior Planner 0.15 0.20 0.20 0.20 Assistant/Associate Planner - 0.50 0.50 0.50 Plan Check Examiner/Engineer - - - - Senior Arborist - - - - Building Official - - - - Building Inspector - - - - Code Compliance Specialist - - - - Office Specialist II/III - - - - Total FTE's 0.25 0.95 0.95 0.95 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Planning Intern - - - - Total Annual Hours - - - - ADVANCED PLANNING STAFF CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 64 ADVANCED PLANNING 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.General Plan complies with State's mandatory requirement to revise 5 of 7 elements within last eight years: No No Yes Yes 2 a.Housing Element:Yes Yes Yes No b.Land Use Element:Yes Yes Yes No c.Circulation and Transportation Element:No No Yes No d.Conservation Element:Yes Yes Yes No e.Open Space Element:Yes Yes Yes No f.Noise Element:No No No Yes g.Safety Element:No No No No 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 9 7 7 4 2 0 1 1 1 3 Information not available Information not available Information not available 1 4 Information not available Information not available Information not available 3 5 3 5 3 3 6 Information not available Information not available Information not available 1 7 Information not available Information not available Information not available 1 8 Information not available Information not available Information not available 2 Number of ordinances completed (multiple section updates): General Plan Elements updated: Number of General Plan amendments requested: Annexation applications in process: Number of CDBG projects: General Plan annual reports prepared: General Plan conformity reports prepared: Community and committee workshops: Ensure the City's General Plan is in compliance with State of California requirements. Mandatory General Plan Elements updated within last eight years. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 65 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. The program achieves compliance through education, assistance, and enforcement, maintaining the safety and livability of neighborhoods for the citizens and business community of Saratoga. The 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 the City‟s Special Event Permits, Noise Exception Permits, Alcohol Permits, Field Rental Permits, Massage, and Solicitor Ordinances. As of FY 2010/11, the Code Compliance Officer is permitted to issue Administrative Citations for non-compliance of City ordinances. Citation revenue is expected to be nominal in FY 2011/12. In 2008, SB 731 was chaptered into State law. It establishes a voluntary, s tatewide certification program for individuals engaged in the practice of massage therapy. Individuals may choose to pursue State certification, or City certification. As a result, it is possible that City revenues for massage therapy certification will decline in future years. If an insufficient number of practitioners pursue City certification, the City may choose to discontinue certification, 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 2011/12, but over the last year, the numbers of practitioners has dropped. Ongoing expenditures include staffing, operational supplies and services, annual software license fee for legal research, and internal services charges. Attorney services expenditures were eliminated from the Code Compliance budget, and are now accounted for in the Legal budget. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 66 CODE COMPLIANCE FY 2011/12 OBJECTIVES Administrative Fines – In FY 2009/10, the City Council approved new Administrative Fines to provide the Code Compliance Officer with a tool to enforce compliance with City ordinances. The new fines went into effect July 1, 2010, and will be utilized as necessary. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 21,743 18,692 19,100 12,471 9,265 Charge for Services - - - - - Other Sources 520 250 - 20 - TOTAL REVENUES 22,263$ 18,942$ 19,100$ 12,491$ 9,265$ EXPENDITURES Salaries and Benefits 179,711 155,396 157,367 155,717 153,476 Operating Expenditures Materials & Supplies 984 141 200 154 200 Fees & Charges 1,806 1,118 525 528 800 Consultant & Contract Services 3,292 2,568 4,900 2,425 2,715 Meetings, Events & Training 888 79 - - - Total Operating Expenditures 6,971 3,906 5,625 3,107 3,715 Fixed Assets - - - - - Internal Service Charges 37,901 31,602 25,243 25,243 28,192 TOTAL EXPENDITURES 224,583$ 190,904$ 188,235$ 184,066$ 185,383$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 67 CODE COMPLIANCE KEY SERVICES Issue Temporary Users Permits, Special Event Permits, and Block Party 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 Assist City Arborist with non-permitted tree removals 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 Identify, research, and assist City Attorney with legal research, appeal hearings, lawsuits, and preparation of ordinance information for code section updates In cooperation with the Public Works Department, assist in the monitoring of City Parks an d respond to community complaints of illegal use of City Parks by enforcing compliance Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Community Development Director 0.10 0.10 0.10 0.10 Senior Planner - - - - Assistant/Associate Planner 0.10 - - - Plan Check Examiner/Engineer - - - - Senior Arborist 0.05 0.05 0.05 0.05 Building Official - - - - Building Inspector - - - - Code Compliance Specialist 1.00 1.00 1.00 1.00 Office Specialist II/III 0.10 0.10 0.10 0.10 Total FTE's 1.35 1.25 1.25 1.25 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Planning Intern - - - - Total Annual Hours - - - - CODE COMPLIANCE STAFF CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 68 CODE COMPLIANCE 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of complaints receiving a response within 48 hours of receipt: Information not available 95%98%98% 2 a.Annual number of Solicitor Permits issued:Information not available 70 75 80 b.Annual number of Massage Permits issued:Information not available 25 20 20 c.Annual number of Special Event Permits issued:12 13 16 15 d.Annual number of Noise Permits issued:16 11 20 20 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 750 1,000 2 Information not available 500 550 600 3 Information not available 775 750 800 4 Information not available 300 250 350 5 Information not available 5 3 5 6 Information not available 75 100 150 7 Information not available Information not available 5 10 8 Information not available Information not available 0 10 9 Information not available Information not available 4 2 10 25%25%25%25% Annual number of new code enforcement cases : Annual number of Code Enforcement cases investigated or mitigated/closed: Annual number of Notices & Orders issued: Annual number of False Alarm appeals: Annual number of Parking Citation appeals: Number of complaints reported (not resulting in a case): Total number of Administrative Citations: Total number of Administrative Citations resulting in fines: Cases requiring City Attorney review: Percentage of time spent on paralegal duties: Ensure compliance with City regulations for permitted activities. Ensure properties in the City of Saratoga are used safely and are consistent with City zoning regulations. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 69 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 FY 2011/12 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. For example, the valuation for a new house or habitable space addition is determined by multiplying the square footage by a cost per square foot valuation factor. 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. As noted in the Community Development Department‟s Budget Overview, beginning in FY 2008/09, development activity significantly stalled, leading to a decrease in inspection work levels and permit revenues. While the economy appears to be showing some signs of recovery, building activity has not rebounded to pre-recession levels. As the economy weakened, leading to a harsh impact on construction activity, the Building & Inspection Services program‟s operational expenditures were considerably reduced, including the de-funding of a 1.0 FTE Building Inspector position in FY 2009/10, which will continue in FY 2011/12. As a result of this cutback, Building Inspection requests have been extended from the department‟s previous 24-hour period response time, to a 48-hour response time. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 70 BUILDING & INSPECTION SERVICES FY 2011/12 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. Summerhill Townhome Subdivision Project – A 20 townhome subdivision project that was approved in FY 2010/11 will be constructed in phases, beginning in the summer of 2011. Ongoing inspections and reviews will consume many hours of the Building Inspector‟s time during FY 2011/12. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 764,727 662,958 702,300 745,589 695,600 Charge for Services 273,857 252,201 260,000 304,908 260,000 Other Sources - - - - - TOTAL REVENUES 1,038,584$ 915,159$ 962,300$ 1,050,497$ 955,600$ EXPENDITURES Salaries and Benefits 752,061 654,760 670,331 675,613 666,671 Operating Expenditures Materials & Supplies 5,804 235 3,500 2,281 2,750 Fees & Charges 46,312 39,120 38,415 19,123 26,171 Consultant & Contract Services 14,187 2,139 5,800 7,269 5,800 Meetings & Events 2,660 370 - 1,200 1,200 Total Operating Expenditures 68,962 41,864 47,715 29,872 35,921 Fixed Assets - - - - - Internal Service Charges 200,281 165,117 122,054 122,054 132,908 TOTAL EXPENDITURES 1,021,304$ 861,742$ 840,100$ 827,540$ 835,500$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 71 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Community Development Director 0.20 0.05 0.05 0.05 Senior Planner 0.15 0.10 0.10 0.10 Assistant/Associate Planner 0.10 0.10 0.10 0.10 Plan Check Examiner/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 1.00 Building Inspector 3.00 2.00 2.00 2.00 Code Compliance Specialist - - - - Office Specialist II/III 1.00 1.00 1.00 1.00 Total FTE's 6.50 5.30 5.30 5.30 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded GIS/Forestry Intern - - - - Planning Intern - - - - Total Annual Hours - - - - BUILDING & INSPECTION SERVICES STAFF CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 72 BUILDING & INSPECTION SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of inspections delivered within 48 hours of request: Information not available Information not available 95%95% b.Percentage of plan checks completed within 45 days of receipt: Information not available Information not available 95%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 1,258 1,300 1,270 1,400 2.204 205 240 250 3.4,939 3,776 3,950 4,000 4 270 251 250 270 5 67.8 46.0 34.0 50.0Dollar value of construction permitted (in $Millions): Ensure property improvements comply with City Building Codes. Number of Building Division permits issued: Number of Over-the-Counter Plan Checks for Remodels: Number of inspections performed: Number of building plan checks completed: CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 73 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. Saratoga receives federal HCDA funds through the Community Development Block Grant (CDBG) program. The Federal Government‟s CDBG program seeks to improve the quality of life for low income residents, with emphasis in the areas of affordable housing, human services, and access for the disabled. Santa Clara County administers this grant program, providing allocations to the Cities in compliance with Title I of the Federal Housing and Community Development Act of 1974. The availability of CDBG funds is advertised in local publications, and the City subsequently receives grant applications from community and non-profit groups. A portion of the funds may be spent for social or human service activities; however, the majority of the funding is reserved for „brick and mortar‟ housing or accessibility projects. Another portion of the fundin g is reserved for program administration. The Santa Clara County Housing and Community Development Department (HCD) administers the component of the HCDA that designates a portion of the funding to be used for low -interest loans to income-eligible homeowners, including home repairs such as new roofs and electrical upgrades. HCD charges the CDBG Fund $13,000 per year to administer the low income loan program. The City may charge the CDBG Fund up to $15,000 per year to reimburse itself for costs associated with City administration of the grant program. BUDGET OVERVIEW For FY 2011/12, the City is slated to receive $130,616 in CDBG funding; however the City will no longer receive the allotted $15,000 for administrative oversight. The funds available for housing or accessibility projects are $102,066. The Saratoga City Council appropriated accessibility grant funding in the amount of $95,866 for the City of Saratoga‟s ADA Public Counters and Signage and $6,200 for the Saratoga Historical Foundation Museum Storage Building project. These projects comply with the Americans with Disabilities Act (ADA) which requires access to the public right-of-way for people with disabilities. The public services component of the grant, which is limited to $28,550, will be distributed to the Saratoga Area Senior Coordinating Council (SASCC) in four equal installments on a quarterly basis. The CDBG program functions solely as a funding mechanism to track approved grants and transfer funding reimbursements to the appropriate program or CIP project when received. As such, staffing, fiscal year objectives, and key services are not included in this program. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 74 COMMUNITY DEVELOPMENT BLOCK GRANT FUND 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted SOURCES OF FUNDS Beginning Fund Balance Undesignated - - (9,621) (9,621) - Total Beginning Fund Balance -$ -$ (9,621)$ (9,621)$ -$ Revenues Intergovernmental Revenues 55,702 123,812 341,702 300,692 155,256 Total Revenues 55,702$ 123,812$ 341,702$ 300,692$ 155,256$ Operating Transfers In Transfer In - - - - - Total Operating Transfers In -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 55,702$ 123,812$ 332,081$ 291,072$ 155,256$ USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures -$ -$ -$ -$ -$ Operating Transfers Transfer Out - GF Admin Fee 15,000 15,000 15,000 15,000 - Transfer Out - GF Service Grants 32,732 27,859 28,550 28,550 28,550 Transfer Out - SSR Curb Ramps 2,525 585 105,040 105,040 - Transfer Out - ADA Signal Grant - 49,595 138,691 138,691 - Transfer Out - Museum Ramps - 40,393 - - 85,697 Transfer Out - ADA Hakone - - 44,800 3,791 41,009 Transfer Out - ADA Theater Seat 5,445 - - - - Total Operating Transfers 55,702$ 133,432$ 332,081$ 291,071$ 155,256$ Ending Fund Balance Undesignated - (9,621) - - - Total Ending Fund Balance -$ (9,621)$ -$ -$ -$ TOTAL USE OF FUNDS 55,702$ 123,812$ 332,081$ 291,071$ 155,256$ STATEMENT OF SOURCE & USE OF FUNDS CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 75 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 integrated into the Santa Clara County Rehabi litation Program under the Housing and Community Development Act. The City‟s SHARP fund was closed at year end, to reflect the agreed remittance of the remaining funds and the transfer of all outstanding Mid-Peninsula Housing loans to the County. The fund schedules will remain in the budget until prior year activity phases out of the budget. CITY OF SARATOGA COMMUNITY DEVELOPMENT DEPARTMENT C - 76 SARATOGA HOUSING AND REHABILITATION PROGRAM 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actual Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 206,658 209,175 210,033 210,033 - Total Beginning Fund Balance 206,658$ 209,175$ 210,033$ 210,033$ -$ Revenues Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 2,517 858 1,000 714 - Internal Service Charges - - - - - Total Revenues 2,517$ 858$ 1,000$ 714$ -$ Operating Transfers In Transfer In (from CDBG)- - - - - Total Operating Transfers In -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 209,175$ 210,033$ 211,033$ 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 Designated - - - - - Undesignated 209,175 210,033 211,033 - - Total Ending Fund Balance 209,175 210,033 211,033 - - TOTAL USE OF FUNDS 209,175$ 210,033$ 211,033$ 210,748$ -$ STATEMENT OF SOURCE & USE OF FUNDS CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 77 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 24 separate Landscape and Lighting Assessment Districts. The Public Works Department provides many of the City’s services that maintain the quality rural, neighborhood, and 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 departments. The FY 2011/12 budget holds most operational expenditures at or below prior year levels. The Parks & Landscape Maintenance Program budget does reflect some increases in contract services linked to the completion in FY 2009/10 of Kevin Moran Park; the anticipated completion of Joe’s trail, and the Village Pedestrian Enhancement Project during FY 2011/12. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 78 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues 32,650 22,101 23,000 24,110 21,000 Fees, Licenses and Permits 137,476 119,179 51,500 88,839 91,000 Charge for Services 230,238 237,629 241,233 337,219 231,521 Rental Income 98,421 120,801 122,420 118,120 123,342 Other Sources 18,169 3,874 140,000 21,641 71,200 TOTAL REVENUES 516,954$ 503,584$ 578,152$ 589,929$ 538,063$ EXPENDITURES Salaries and Benefits 2,388,261 2,430,541 2,498,211 2,500,288 2,513,614 Operating Expenditures Materials & Supplies 77,815 68,558 73,620 77,773 74,870 Fees & Charges 380,982 456,846 441,180 467,448 460,079 Consultants & Contract Services 699,379 723,175 629,560 622,426 653,460 Meetings, Events & Training 6,934 7,483 7,350 5,069 7,350 Total Operating Expenditures 1,165,110 1,256,062 1,151,710 1,172,716 1,195,759 Internal Service Charges 799,273 667,299 647,459 647,459 700,973 TOTAL EXPENDITURES 4,352,644$ 4,353,903$ 4,297,380$ 4,320,463$ 4,410,346$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Engineering 568,312$ 475,622$ 461,911$ 465,610$ 474,951 Development Engineering 179,226 238,737 190,785 187,417 195,900 Environmental Services 424,750 479,250 500,599 496,370 543,586 Streets & Storm Drains 1,299,945 1,240,174 1,179,540 1,182,999 1,208,251 Parks & Landscape Maint 1,880,411 1,920,118 1,964,545 1,988,066 1,987,658 TOTAL GENERAL FUND 4,352,644$ 4,353,903$ 4,297,380$ 4,320,463$ 4,410,346$ INTERNAL SERVICE FUNDS Equipment Maintenance 206,758 210,398 210,623 211,441 217,321 Equipment Replacement 158,465 26,985 20,000 4,856 - TOTAL INTERNAL SERVICES 365,222$ 237,383$ 230,623$ 216,297$ 217,321$ SPECIAL REVENUE FUNDS Landscape & Lighting Districts 347,000 375,619 625,406 396,379 641,518 TOTAL SPECIAL REVENUE 347,000$ 375,619$ 625,406$ 396,379$ 641,518$ TOTAL DEPT EXPENDITURES 5,064,867$ 4,966,905$ 5,153,408$ 4,933,139$ 5,269,185$ GENERAL FUND REVENUES AND EXPENDITURES DEPARTMENTAL EXPENDITURES BY FUND/PROGRAM CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 79 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 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 1.00 0.90 0.90 Office Specialist II/III 1.75 1.75 1.75 1.75 Parks Maintenance Manager 1.00 1.00 1.00 1.00 Parks Maintenance Lead 1.00 1.00 1.00 1.00 Parks Maintenance Specialist 1.00 1.00 1.00 1.00 Parks Maintenance Worker I/II/III 6.00 6.00 6.00 5.90 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 I/II/III 4.00 4.00 4.00 4.00 Total FTEs 21.75 21.75 21.65 21.55 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 1,840 92 92 92 Maintenance Workers 2,080 2,080 2,040 2,000 Total Annual Hours 3,920 2,172 2,132 2,092 PUBLIC WORKS DEPARTMENT STAFFING CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 80 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 81 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 budget is consistent with the prior year’s budget and continues the reallocation of 1.4 FTEs to General Engineering from the Gas Tax, Environmental Funds, and the Commission program, and additional operating expenses shifted to this program from the Gas Tax program. Ongoing 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, and cleared a backlog of traffic safety requests. As a consequence, in FY 2009/10, and continuing into FY 2011/12, 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. General Engineering anticipates approximately $90,000 will be received for encroachment permits this fiscal year. Public Works has seen an increase in utility companies choosing to undertake capital improvement projects due to favorable construction costs, which resulted in an increase in encroachment permit revenue in FY 2010/11, and is projected to continue for the FY 2011/12 budget. The $140,000 of projected CIP reimbursements originally budgeted for FY 2010/11 has been revised to approximately $70,000 received in FY 2010/11 and the other $70,000 to be received in FY 2011/12. The reimbursements reflect General Engineering staff time associated with grant funded capital improvement projects. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 82 GENERAL ENGINEERING FY 2011/12 OBJECTIVES Document Imaging Project – General Engineering staff will continue to facilitate this CIP project to transfer hard copy documents, maps, and project files into electronic imaging format which will better serve the public and City by enhancing access to City information. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 122,414 100,804 50,000 86,057 90,000 Charge for Services - - - - - Other Sources - - 140,000 12,237 70,000 Pass-Through Accounts - - - - - TOTAL REVENUES 122,414$ 100,804$ 190,000$ 98,294$ 160,000$ EXPENDITURES Salaries and Benefits 362,357 291,555 294,898 293,376 299,498 Operating Expenditures Materials & Supplies 5,635 2,170 2,000 1,992 2,000 Fees & Charges 24,529 24,098 23,980 23,146 25,104 Consultants & Contract Services 73,179 68,908 54,500 60,565 54,500 Meetings, Events & Training 636 31 250 249 250 Total Operating Expenditures 103,979 95,208 80,730 85,952 81,854 Fixed Assets - - - - - Internal Service Charges 101,975 88,859 86,283 86,283 93,599 TOTAL EXPENDITURES 568,312$ 475,622$ 461,911$ 465,610$ 474,951$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 83 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 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 I/II 0.50 0.50 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 I/II/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III - - - - Total FTE's 2.10 2.10 2.05 2.05 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 520 - - - Maintenance Workers - - - - Total Annual Hours 520 - - - GENERAL ENGINEERING STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 84 GENERAL ENGINEERING 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Resolve traffic issues within one year of notification:Information not available Information not available 90%90% 2. a.Issue encroachment permits for residential projects within 3 weeks of receipt of application: Information not available Information not available 100%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 10 15 2 Information not available Information not available 150 150 3 Information not available Information not available 12 12 3 Information not available 16 12 12 Number of traffic calming projects completed: Number of encroachment permits issued: Number of contracts executed: Number of oversize permits issued: To effectively manage encroachments within the City's right-of-way. To effectively manage City traffic issues. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 85 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 the portion of engineering work that is outsourced to City consultants 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 the deposit accounts, and is not recognized in the Development Engineering budget as a revenue or expense. The downturn in the economy has impacted private development, and is reflected in projected revenues for FY 2011/12. Budgeted expenses for FY 2011/12 are consistent with prior years and limited to office supplies, GIS services, and internal service charges. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 86 DEVELOPMENT ENGINEERING FY 2011/12 OBJECTIVES GIS Development Interface – Staff will continue to implement this project during FY 2011/12 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 four years. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 15,062 18,374 1,500 2,782 1,000 Charge for Services 99,746 58,996 53,000 174,384 65,500 Other Sources - - - - - TOTAL REVENUES 114,809$ 77,370$ 54,500$ 177,166$ 66,500$ EXPENDITURES Salaries and Benefits 135,096 141,012 151,306 151,072 154,476 Operating Expenditures Materials & Supplies 623 344 250 335 250 Fees & Charges 348 58 1,025 7 25 Consultants & Contract Services 175 65,241 4,700 2,500 4,700 Meetings, Events & Training - - - - - Total Operating Expenditures 1,146 65,643 5,975 2,842 4,975 Fixed Assets - - - - - Internal Service Charges 42,984 32,082 33,504 33,504 36,449 TOTAL EXPENDITURES 179,226$ 238,737$ 190,785$ 187,417$ 195,900$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 87 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Public Works Director 0.10 0.10 0.10 0.10 Senior Civil Engineer 0.60 0.60 0.60 0.60 Assistant/Associate Engineer - - - - Administrative Analyst I/II - - - - Office Specialist II/III 0.25 0.25 0.25 0.25 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker I/II/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III - - - - Total FTE's 0.95 0.95 0.95 0.95 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 400 92 92 92 Maintenance Workers - - - - Total Annual Hours 400 92 92 92 DEVELOPMENT ENGINEERING STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 88 DEVELOPMENT ENGINEERING 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of development applications reviewed within 30 days: Information not available Information not available 90%90% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1.Information not available Information not available 15 20 2.Information not available 2 2 2 To ensure private development projects are constructed according to City standards. Number of development applications processed: Number of lot line adjustments processed: CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 89 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 The Environmental Services program funds expenses associated with environmental programs and regulatory requirements. Notable expenditures for FY 2011/12 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, $25,000 for West Valley Sanitation District’s storm drain cleaning, and $100,000 for Street Sweeping. Revenues for this program include AB939 Refuse Surcharge Fees, collected by Santa Clara County for waste disposed at local landfills that is attributed to Saratoga addresses. The fee is used to fund County Household Hazardous Waste programs, with a portion allocated to the City for its solid waste management programs. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 90 ENVIRONMENTAL SERVICES FY 2011/12 OBJECTIVES City Recycling – This project will work to increase outreach to the public to provide greater awareness about recycling and continue the installation of recycling containers at key locations throughout the City. Clean Water Program – The Cities of Saratoga, Campbell, Monte Sereno, and the Town of Los Gatos work collectively through this program which assists with compliance and implementation of the Regional NPDES (National Pollution Discharge Elimination System) Stormwater Permit. This includes permit administration, public outreach, code compliance, attendance at local Stormwater meetings, and assistance with the City’s Annual Report submitted to the Regional Water Board. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 24,412 22,101 23,000 24,110 21,000 Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Pass-Through Accounts - - - - - TOTAL REVENUES 24,412$ 22,101$ 23,000$ 24,110$ 21,000$ EXPENDITURES Salaries and Benefits 79,741 120,929 122,408 118,915 126,674 Operating Expenditures Materials & Supplies - - - - - Fees & Charges 172,378 183,262 202,555 203,185 224,000 Consultants & Contract Services 153,144 158,543 160,100 158,734 175,400 Meetings, Events & Training - - - - - Total Operating Expenditures 325,523 341,805 362,655 361,919 399,400 Fixed Assets - - - - - Internal Service Charges 19,487 16,517 15,536 15,536 17,512 TOTAL EXPENDITURES 424,750$ 479,250$ 500,599$ 496,370$ 543,586$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 91 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 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 I/II 0.50 0.50 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 I/II/III - - - - Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III - - - - Total FTE's 1.00 1.00 0.95 0.95 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - ENVIRONMENTAL SERVICES STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 92 ENVIRONMENTAL SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of complaints resolved:Information not available Information not available 100%100% 2. a.Percentage of regional meetings attended:Information not available Information not available 90%90% b. Percentage of required reports completed and submitted by deadline: Information not available Information not available 100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 15 9 2 Miles of streets swept per month:Information not available Information not available 275 275 3 Information not available 48 48 30 Provide effective oversight of waste collection and recycling programs Meet requirements of the Non-Point Source Pollution Prevention Permit specified for City staff: Number of solid waste collection service complaints received and resolved: Number of individuals participating in creek clean-up event: CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 93 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 2011/12. 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. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 94 STREETS & STORM DRAINS FY 2011/12 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. The last 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 ranking places it 4th among cities in Santa Clara County, which the department will strive to continue or improve upon. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services 760 43,576 25,000 2,156 - Other Sources 18,073 3,874 - 9,404 - TOTAL REVENUES 18,833$ 47,450$ 25,000$ 11,560$ -$ EXPENDITURES Salaries and Benefits 824,820 833,364 843,789 853,213 852,102 Operating Expenditures Materials & Supplies 10,519 8,464 8,550 8,435 8,550 Fees & Charges 30,455 24,726 20,500 22,398 17,500 Consultants & Contract Services 123,300 100,398 51,500 45,457 51,500 Meetings, Events & Training 4,191 5,691 5,100 3,396 5,100 Total Operating Expenditures 168,465 139,278 85,650 79,686 82,650 Fixed Assets - - - - - Internal Service Charges 306,660 267,532 250,101 250,101 273,499 TOTAL EXPENDITURES 1,299,945$ 1,240,174$ 1,179,540$ 1,182,999$ 1,208,251$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 95 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 Full Time Equivalents (FTE)* 2008/09 2009/10 2010/11 2011/12 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 I/II - - - - Office Specialist II/III 0.40 0.40 0.40 0.40 Parks Maintenance Manager - - - - Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker I/II/III - - - - 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 I/II/III 3.75 3.75 3.75 3.75 Total FTE's 7.60 7.60 7.60 7.60 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors 920 - - - Maintenance Workers - - - - Total Annual Hours 920 - - - STREET & STORM DRAIN STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 96 STREETS & STORM DRAINS 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Pavement Condition Index (out of 100 total points):Information not available Information not available 72 76 b.Percentage of potholes repaired within 24 hours of notification: Information not available Information not available 100%100% 2. a.Storm drains cleaned and maintained to function properly and avert damage from major storm events: Information not available Information not available 1,300 1,300 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 500 800 2 Information not available 7,000 8,000 8,000 To provide safe and functional roadway systems throughout the City. To ensure storm drains operate according to design and function optimally. Number of signs fabricated in-house and replaced: Tons of asphalt used to pave City streets: CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 97 PARKS & LANDSCAPE MAINTENANCE With the purpose of realigning functions into consolidated program budgets, t he 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. FY 2011/12 budgeted operating expenditures remain at approximately the same level as the prior year as no significant operational changes are expected. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 98 PARKS & LANDSCAPE MAINTENANCE FY 2011/12 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. Tree Replanting – Through the City’s Tree Replanting program in the CIP, staff will plant new trees and landscaping throughout the City to re-forest the City’s green spaces. Upgrade Park Playground Equipment – In FY 2009/10, the City, in partnership with the Association of Bay Area Governments, undertook a complete evaluation of all park playground equipment, resulting in a prioritized list of repair and replacement needs that were incorporated into a Capital Improvement Program project with repairs scheduled to be completed this year. Park & Landscape Maintenance staff will oversee this project. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 8,238 - - - - Fees, Licenses and Permits - - - - - Charge for Services 129,732 135,057 163,233 160,678 166,021 Other Sources 96 - - - 1,200 Rental Income 98,421 120,801 122,420 118,120 123,342 TOTAL REVENUES 236,487$ 255,858$ 285,652$ 278,799$ 290,563$ EXPENDITURES Salaries and Benefits 986,247 1,043,681 1,085,810 1,083,713 1,080,864 Operating Expenditures Materials & Supplies 61,038 57,581 62,820 67,011 64,070 Fees & Charges 153,271 224,701 193,120 218,712 193,450 Consultants & Contract Services 349,581 330,086 358,760 355,171 367,360 Meetings, Events & Training 2,106 1,761 2,000 1,423 2,000 Total Operating Expenditures 565,997 614,128 616,700 642,318 626,880 Fixed Assets - - - - - Internal Service Charges 328,167 262,309 262,035 262,035 279,914 TOTAL EXPENDITURES 1,880,411$ 1,920,118$ 1,964,545$ 1,988,066$ 1,987,658$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 99 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 Full Time Equivalents (FTE)* 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Public Works Director 0.20 0.20 0.20 0.20 Assistant/Associate Engineer - - - - Administrative Analyst I/II - - - - 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 I/II/III 5.75 5.75 5.75 5.65 Street Maintenance Manager - - - - Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III - - - - Total FTE's 9.40 9.40 9.40 9.30 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers 2,080 2,080 2,040 2,000 Total Annual Hours 2,080 2,080 2,040 2,000 PARKS AND LANDSCAPE MAINTENANCE STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 100 PARKS & LANDSCAPE MAINTENANCE 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of parks with playground equipment inspected annually: Information not available Information not available 100%100% 2. a.Percentage of reports of needed park maintenance receiving response within 48 hours: Information not available Information not available 100%100% b.Percentage of reports of needed trail maintenance receiving response within 48 hours: Information not available Information not available 100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available 12 12 12 2 Information not available Information not available 61 61 3 Information not available Information not available 25 30 Ensure parks playground equipment is functional and in safe operating condition. Ensure the City's park and trail facilities are well maintained and functional. Number of sport user group agreements: Total acres of City parks maintained: Total number of new trees planted in City parks: CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 101 VEHICLE & EQUIPMENT MAINTENANCE The Vehicle & Equipment Maintenance Fund was opened as an Internal Service Fund effective with the FY 2007/08 budget, and continues with the same purpose as the prior General Fund Equipment Operations program: 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 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. BUDGET OVERVIEW Revenues from this program reflect the allocated charges to departments with assigned vehicles for the cost of providing maintenance and repair services, and fueling vehicles and equipment. The chargeback remains at $200,000, which is slightly under budgeted expenditures. Current year’s expenditures are budgeted at the same level as the prior fiscal year, with the exception of a $5,000 increase in vehicle and equipment repairs as a contingency measure. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 102 VEHICLE & EQUIPMENT MAINTENANCE 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 13,414 56,656 54,258 54,258 42,817 Total Beginning Fund Balance 13,414$ 56,656$ 54,258$ 54,258$ 42,817$ Revenues Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Internal Service Charges 250,000 208,000 200,000 200,000 200,000 TOTAL REVENUES 250,000$ 208,000$ 200,000$ 200,000$ 200,000$ Operating Transfers In Transfer In - - - - - Total Operating Transfers -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 263,414$ 264,656$ 254,258$ 254,258$ 242,817$ USE OF FUNDS EXPENDITURES Salaries and Benefits 61,467 73,498 75,739 76,250 76,124 Operating Expenditures Materials & Supplies 60,734 57,659 56,500 64,408 56,500 Fees & Charges 5,320 5,494 6,000 5,660 6,000 Consultant & Contract Services 39,229 36,257 35,000 27,739 40,000 Meetings & Training - - - - - Fixed Assets - - - - - Internal Service Charges 40,008 37,491 37,384 37,384 38,697 Total Expenditures 206,758$ 210,398$ 210,623$ 211,441$ 217,321$ Operating Transfers Transfers Out - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Undesignated 56,656 54,258 43,636 42,817 25,496 Total Ending Fund Balance 56,656$ 54,258$ 43,636$ 42,817$ 25,496$ TOTAL USE OF FUNDS 263,414$ 264,656$ 254,258$ 254,258$ 242,817$ SOURCE AND USE OF FUNDS CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 103 VEHICLE & EQUIPMENT MAINTENANCE FY 2011/12 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Public Works Director - - - - Senior Civil Engineer - - - - Assistant/Associate Engineer - - - - Administrative Analyst I/II - - - - Office Specialist II/III 0.10 0.10 0.10 0.10 Parks Maintenance Manager 0.05 0.05 0.05 0.05 Parks Maintenance Lead - - - - Parks Maintenance Specialist - - - - Parks Maintenance Worker I/II/III 0.25 0.25 0.25 0.25 Street Maintenance Manager 0.05 0.05 0.05 0.05 Street Maintenance Lead - - - - Street Maintenance Specialist - - - - Street Maintenance Worker I/II/III 0.25 0.25 0.25 0.25 Total FTE's 0.70 0.70 0.70 0.70 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Engineering Inspectors - - - - Maintenance Workers - - - - Total Annual Hours - - - - VEHICLE & EQUIPMENT MAINTENANCE STAFF CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 104 VEHICLE & EQUIPMENT MAINTENANCE 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of fleet vehicles receiving annual safety inspections: Information not available Information not available 100%100% b.Percentage of fleet vehicles receiving annual preventative maintenance: Information not available Information not available 100%100% 2. a.Percentage of City vehicle fleet using alternate fuels (including hybrid vehicles): Information not available Information not available 20%20% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available 32 27 27 2 Information not available Information not available 31 50 3 Information not available Information not available 14 13 Number of oil changes performed per year: Number of required smog checks performed per year: To reduce the City vehicle fleet's contribution to greenhouse gas emissions by reductions and/or purchase of alternative fuel vehicles. Number of vehicles maintained To provide safe and functional vehicles and equipment for City use while also reducing overall fleet cost over time. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 105 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. Staff prepared a replacement schedule for the City’s vehicles and equipment for the next twenty years, with estimated life spans and calculated replacement costs to determine funding needs each year, and determined 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. The result of this funding structure is 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 vehicles and trucks, whereas other cities use five years for general purpose vehicles. In some cas es 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 The FY 2011/12 revenue budget consists of $100,000 of allocated service chargebacks to department programs with vehicles and equipment on the replacement schedule, however; there are no planned expenditures this year for vehicle and equipment replacement as shown on the FY 2011/12 planned replacement schedule on the following page. There is no staffing assigned to this function as this program operates purely as a funding set-aside for vehicle and equipment replacements. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 106 EQUIPMENT REPLACEMENT FUND 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 98,110 153,214 236,229 236,229 331,373 Total Beginning Fund Balance 98,110$ 153,214$ 236,229$ 236,229$ 331,373$ Revenues Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 13,568 - - - - Internal Service Charges 200,001 110,000 100,000 100,000 100,000 Total Revenues 213,569$ 110,000$ 100,000$ 100,000$ 100,000$ Operating Transfers In Transfer In from General Fund - - - - - Total Operating Transfers -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 311,679$ 263,214$ 336,229$ 336,229$ 431,373$ USE OF FUNDS EXPENDITURES Operating Expenditures Materials & Supplies - - - - - Fees & Charges - - - - - Consultant & Contract Services - - - - - Meetings, Events & Training - - - - - Fixed Assets 158,465 26,985 20,000 4,856 - Internal Service Charges - - - - - Total Expenditures 158,465$ 26,985$ 20,000$ 4,856$ -$ Operating Transfers Transfers Out - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Undesignated 153,214 236,229 316,229 331,373 431,373 Total Ending Fund Balance 153,214$ 236,229$ 316,229$ 331,373$ 431,373$ TOTAL USE OF FUNDS 311,679$ 263,214$ 336,229$ 336,229$ 431,373$ SOURCE AND USE OF FUNDS CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 107 EQUIPMENT REPLACEMENT FUND FY 2011/12 OBJECTIVES Vehicle Replacement – Purchase replacement vehicles and equipment in accordance with the FY 2011/12 replacement schedule. Alternative Vehicle Assessment – Continue program assessment of available fuel alternative vehicles to determine usability, advantages, and cost-effectiveness in city fleet. KEY SERVICES Accumulate and provide annual funding for asset replacement Assess vehicles and equipment for proper replacement timing Prepare cost effectiveness study for asset replacement program 2011/12 Program and Yr Current Replacement Asset Replacement Equipment Category Purch Vehicle / Equipment Vehicle / Equipment Life Cost Vehicles None - Special Use Vehicles None - Equipment None - FY 2011/12 TOTAL REPLACEMENT COSTS -$ VEHICLE & EQUIPMENT REPLACEMENT SCHEDULE CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 108 CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 109 LANDSCAPE & LIGHTING DISTRICTS The City maintains 24 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 pass age. 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 also reflect the continued practice of building fund balance levels for future year’s repairs and projects. This will create a level of protection to prevent the City from paying for unplanned costs up front, and waiting to be repaid in following years. CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 110 LANDSCAPE & LIGHTING DISTRICTS 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 209,821 359,916 440,389 440,389 504,123 Total Beginning Fund Balance 209,821$ 359,916$ 440,389$ 440,389$ 504,123$ Revenues Property Taxes 188,078 186,006 173,295 180,234 176,100 L&L Assessments 283,003 266,609 279,898 276,724 308,149 Other Sources 7,455 3,477 2,000 3,155 2,145 Total Revenues 478,535$ 456,092$ 455,193$ 460,113$ 486,394$ Operating Transfers In Transfer in from General Fund 18,560 - - - - Transfer in from L&L Funds 28,180 - - - - Total Operating Transfers In 46,740$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 735,096$ 816,008$ 895,582$ 900,502$ 990,516$ USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures Materials & Supplies 1,210 426 - - - Fees & Charges 240,027 231,497 274,528 259,465 275,390 Consultant & Contract Serv 105,763 143,696 350,878 136,915 366,128 Total Operating Expenditures 347,000 375,619 625,406 396,379 641,518 Total Expenditures 347,000$ 375,619$ 625,406$ 396,379$ 641,518$ Operating Transfers Out Transfers Out to General Fund 8,580 - - - - Transfers Out to Other Funds 19,600 - - - - Total Operating Transfers Out 28,180$ -$ -$ -$ -$ Ending Fund Balance Undesignated 359,916 440,389 270,176 504,123 348,998 Total Ending Fund Balance 359,916$ 440,389$ 270,176$ 504,123$ 348,998$ TOTAL USE OF FUNDS 735,096$ 816,008$ 895,582$ 900,502$ 990,516$ SOURCE AND USE OF FUNDS CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 111 LANDSCAPE & LIGHTING DISTRICT FY 2011/12 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 district s that currently have negative fund balances. Number of Parcel Total Total Zone #Assessment District Parcels Assessment Assessment Property Tax Lighting Districts 231 Village Lighting District - - - 60,350 232 Azule LightingDistrict 120 - - 24,650 233 Sarahills Lighting District 64 105.33 6,741 - Landscape Districts 241 Arroyo de Saratoga Landscape District 250 93.66 23,415 - 242 Bonnet Way Landscape District 41 126.88 5,202 - 243 Carnelian Glen 20 184.04 3,681 - 244 Cunningham/Glasgow Landscape District 31 249.97 7,749 - 245 Fredericksburg Landscape District 85 68.94 5,860 600 246 Greenbriar Landscape District 176 111.47 19,619 5,000 247 Kerwin Ranch Landscape District 16 672.04 10,753 - 248 Leutar Court Landscape District 9 450.88 4,058 - 249 Manor Drive Landscape District 29 97.30 2,822 3,500 251 McCartysville Landscape District 48 306.95 14,734 - 252 Prides Crossing Landscape District 864 54.43 47,028 - 253 Saratoga Legends Landscape District 15 609.48 9,142 - 254 Sunland Park Landscape District 200 101.96 20,392 - 255 Tricia Woods Landscape District 9 283.60 2,552 - Landscape & Lighting Districts 271 Beauchamps Landscape District 55 169.02 9,296 - 272 Bellgrove Landscape & Lighting District 94 816.35 76,737 - 273 Gateway Landscape & Lighting District 11 1,225.49 13,480 - 274 Horseshoe Landscape & Lighting District 52 201.54 10,480 - 275 Quito Lighting District 698 - - 47,000 276 Tollgate Landscape & Lighting District 61 176.75 10,782 - 277 Village Commercial Landscape District 132 - - 35,000 278 Brookglen Landscape & Lighting Dist 92 78.84 3,627 - 3,172 308,149$ 176,100$ FY 2011/12 Annual District Assessments CITY OF SARATOGA PUBLIC WORKS DEPARTMENT C - 112 CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 113 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 cultura l 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 ma ke 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 2011/12 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. The Recreation Coordinator position will remain de -funded in fiscal 2011/12, and an Account Clerk position remains at a reduced schedule; from a 1.0 FTE to a .90 FTE position. Recreation staff time was reviewed and re-allocated to better reflect program support services in line with these reductions. 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 now allocated by 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. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 114 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits 10,150 9,600 10,150 6,530 10,150 Charge for Services 595,015 598,641 632,892 649,954 665,400 Rental Income 182,531 235,846 228,900 225,787 237,960 Other Sources 117 89 - 84 - TOTAL REVENUES 787,813$ 844,176$ 871,942$ 882,355$ 913,510$ EXPENDITURES Salaries and Benefits 756,414 603,495 680,841 658,494 669,414 Operating Expenditures Materials & Supplies 24,268 18,331 28,613 13,493 20,995 Fees & Charges 22,610 20,957 14,925 16,160 17,265 Consultants & Contract Services 344,137 347,651 370,265 402,084 394,840 Meetings, Events & Training 4,081 1,156 2,100 1,625 2,100 Total Operating Expenditures 395,097 388,094 415,903 433,363 435,200 Fixed Assets - - - - - Internal Service Charges 272,910 231,060 230,295 230,295 236,258 TOTAL EXPENDITURES 1,424,421$ 1,222,649$ 1,327,039$ 1,322,152$ 1,340,872$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Recreation Services 981,619 882,491 929,173 945,962 937,113 Teen Services 121,343 58,496 67,227 66,461 67,785 Facility Rentals 321,459 281,662 330,640 309,728 335,974 TOTAL GENERAL FUNDS 1,424,421$ 1,222,649$ 1,327,039$ 1,322,152$ 1,340,872$ INTERNAL SERVICES FUNDS Building Maintenance 700,207 715,486 742,761 726,653 712,761 TOTAL INTERNAL SERVICES 700,207$ 715,486$ 742,761$ 726,653$ 712,761$ TOTAL EXPENDITURES 2,124,628$ 1,938,135$ 2,069,800$ 2,048,805$ 2,053,634$ GENERAL FUND REVENUES AND EXPENDITURES TOTAL DEPARTMENTAL EXPENDITURES BY PROGRAM CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 115 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation & Facilities Director 1.00 1.00 1.00 0.80 Senior Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Supervisor 1.00 1.00 1.00 1.00 Recreation Program Coordinator 1.00 - - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/III 2.00 1.75 1.90 1.90 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 I/II/III 2.00 2.00 2.00 2.00 Total FTEs 10.60 9.35 9.50 9.30 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,700 1,200 1,362 1,500 Recreation Leaders 4,300 2,034 2,667 500 Total Annual Hours 6,000 3,234 4,029 2,000 RECREATION & FACILITIES DEPARTMENT STAFF The departmental FTE schedule above includes both General Fund and Internal Fund staffing. FTE schedules in the department's following program sections reflect the staff assigned in that specific program. Twenty 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. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 116 CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 117 RECREATION SERVICES Recreation Services plans, organizes, schedules, promotes, supervises, and evaluates over 1000 classes and activities per year. This includes managing approximately 100 independent contractors, and offering over 9500 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 5 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. A continued reduction in staffing to obtain budget savings remains in effect for FY 2011/12: a Recreation Coordinator position is de-funded, and an Account Clerk position is decreased (through a voluntary reduction) from 1.0 FTE to .90 FTE. The Recreation Services program has four revenue sources to support services. For FY 2011/12, this includes $8,000 in camp fees, $77,000 in excursion fees, $575,000 from classes and special program fees, and $10,150 from advertisements in the Recreation Guide. The reduction in camp fees is the result of contracting out summer camp services that were previously provided by City staff , which changes the categorization of the fees from camp revenues to class fees. The addition of Saratoga School of Dance program and the availability of the Saratoga Prospect Center Friendship Hall enabled revenue growth for the FY 2009/10 budget and will allow for future increases as class programming develops. The implementation of “convenience fees” for credit card transactions performed online was instituted last fiscal year to partially offset bank fees charged for the processing of credit card transactions. Notable ongoing expenditures in the Recreation Services budget include $320,000 for instructors, $50,000 for excursions, $3,000 for camp materials and supplies, $17,000 for recreation brochure printing, $13,100 for mailing costs, $15,000 for credit card fees, $1,500 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. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 118 RECREATION SERVICES FY 2011/12 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 2011/12 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 th e 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. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits 10,150 9,600 10,150 6,530 10,150 Charge for Services 592,025 593,437 627,492 645,751 660,000 Rental Income - - - - - Other Sources - - - - - TOTAL REVENUES 602,175$ 603,037$ 637,642$ 652,281$ 670,150$ EXPENDITURES Salaries and Benefits 506,975 423,202 447,870 446,200 431,594 Operating Expenditures Materials & Supplies 21,012 17,420 26,713 12,186 19,100 Fees & Charges 22,610 20,957 14,925 16,160 17,265 Consultants & Contract Services 340,346 346,852 369,325 401,449 393,500 Meetings, Events & Training 2,218 1,156 900 527 1,900 Total Operating Expenditures 386,186 386,385 411,863 430,322 431,765 Fixed Assets - - - - - Internal Service Charges 88,458 72,904 69,440 69,440 73,754 TOTAL EXPENDITURES 981,619$ 882,491$ 929,173$ 945,962$ 937,113$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 119 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 1,000 classes, holiday camps, and 12 excursions per year Provide a 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation Department Director 0.50 0.40 0.40 0.40 Senior Recreation Supervisor 0.90 0.90 0.90 0.90 Recreation Supervisor 0.80 0.75 0.75 0.75 Recreation Program Coordinator 0.75 - - - Facility Coordinator - - - - Office Specialist II/III 1.50 1.50 1.65 1.65 Facility Maintenance Supervisor - - - - Facility Maintenance Lead - - - - Facility Maintenance Worker I/II/III - - - - Total FTE's 4.45 3.55 3.70 3.70 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders 4,180 2,034 2,034 500 Total Annual Hours 4,180 2,034 2,034 500 RECREATION SERVICES STAFF CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 120 RECREATION SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Offer a variety of new and ongoing recreation activities:460 584 1027 1000 b.Percentage of recreation class participants which agreed recreation activities contribute to healthy lifestyle and personal growth: Information not available Information not available 95%95% c.Number of Recreation Activity Guides published each year which include "Healthy Lifestyle" educational information: 4 3 3 3 2. a.Number of independent instructors providing quality recreation activities: 85 108 95 100 b.Saratoga "households" using online registration software to register for recreation activites: 13%17%22%25% c.Percentage of recreation class participants which agreed activities met or exceeded expectations: Information not available Information not available 95%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 10,062 10,519 9,687 10,500 2 4,070 4,175 4,922 5,000 Number of recreation activity hours offered: Number of participant registrations: Promote healthy lifestyles and personal growth through organized recreation activities. Partner with the community to improve the quality of life for children, teens, adults, and families. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 121 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 Revenues for the Teen Services program comes from the events conducted. The FY 2011/12 Teen Services budget reflects a continued reduced staffing level which de-funded the department’s recreation coordinator position and redistributed the Recreation Supervisors and office support staffing assignments. With the shift of recreation class revenues and expenses to the Recreation Services program, Teen Services staffing levels were reduced from a total of .90 FTE to .40 FTE to reflect staff support for Youth Commission activities only. To offset reduced staffing levels, the Youth Commission was reverted back to the original commission level of 11 students from the expanded 18 members. Operating expenses are minimal and remain at prior year levels. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 122 TEEN SERVICES FY 2011/12 OBJECTIVES Collaboration – The Teen Services program will collaborate with the neighboring Monte Sereno and Los Gatos’ Youth Commissions during FY 2011/12 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. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services 2,991 5,205 5,400 4,203 5,400 Other Sources 117 89 - 84 - TOTAL REVENUES 3,108$ 5,294$ 5,400$ 4,287$ 5,400$ EXPENDITURES Salaries and Benefits 97,280 47,069 54,788 54,404 55,965 Operating Expenditures Materials & Supplies 1,679 423 775 435 775 Fees & Charges - - - - - Consultants & Contract Services 3,499 - 140 - 140 Meetings, Events & Training 1,863 - 1,000 1,098 - Total Operating Expenditures 7,040 423 1,915 1,533 915$ Fixed Assets - - - - - Internal Service Charges 17,023 11,004 10,524 10,524 10,905 TOTAL EXPENDITURES 121,343$ 58,496$ 67,227$ 66,461$ 67,785$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 123 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 Evaluate and assess the needs of local teens to determine new programming Provide supervision and oversight of teen volunteer opportunities Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation Department Director 0.10 0.10 0.10 0.10 Senior Recreation Supervisor 0.10 0.05 0.05 0.05 Recreation Supervisor 0.20 0.25 0.25 0.25 Recreation Program Coordinator 0.25 - - - Facility Coordinator - - - - Office Specialist II/III 0.25 - - - Facility Maintenance Supervisor - - - - Facility Maintenance Lead - - - - Facility Maintenance Worker I/II/III - - - - Total FTE's 0.90 0.40 0.40 0.40 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders 120 - - - Total Annual Hours 120 - - - TEEN SERVICES STAFF CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 124 TEEN SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of time Recreation staff member attends Youth Commission meetings: Information not available Information not available 100%100% b.Percentage of teens in satisfaction survey which agree recreation activities met or exceeded expectations in improving quality of life: Information not available Information not available 95%95% c.Provide teen volunteer opportunity hours:Information not available Information not available 145 145 2. a.Percentage of teens participating in satisfaction survey which agreed recreational activities contributed to healthy lifestyle and personal growth: Information not available Information not available 95%95% b.Practice and contribute to "Developmental Assets" for teens as measured by survey: Information not available Information not available 95%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 145 145 2 Information not available Information not available 24 24 Partner with the community to improve the quality of life for teens. Promote healthy lifestyles and personal growth through organized recreation activities. Number of teen-age volunteer service hours offered: Number of teen-age volunteers supervised: CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 125 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 $90,000 for Community Center rentals, another $10,000 for Senior Center rentals, and $5,000 for the Warner Hutton House. The Civic Center Theater will bring in approximately $45,000 and the Prospect Center buildings another $63,000. Revenue projections for the Prospect Center reflect an expected increase in income after the Friendship Hall building becomes increasingly more recognized for rental. Banner rentals will bring in approximately $7,000, 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 $15,000 over the year. Expenditures for this program reflect staffing by the Facility Coordinator, whose function is to market and rent the facilities, and 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 Prospect Center increases. Direct costs for this program are minimal, with $2,520 budgeted for operational supplies. The largest expense is the internal service charge as the Facility Rentals program accounts for a large percentage of building maintenance expenses. Ongoing costs are expected to grow minimally in future years. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 126 FACILITY RENTALS FY 2011/12 OBJECTIVES Saratoga Prospect Center Building Rentals - With the availability of the Saratoga Prospect Center Friendship Hall building for the entire FY 2011/12, staff will focus on increasing exposure of the facility in order to promote rentals. Place to Recreate - The Recreation Department’s goal is to create community and improve the quality of life in Saratoga by providing high quality, safe, affordable, clean, and enjoyable facilities that are convenient to residents for meetings, parties, receptions, and gatherings. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Rental Income 182,531 235,846 228,900 225,787 237,960 Pass-Through Accounts - - - - - TOTAL REVENUES 182,531$ 235,846$ 228,900$ 225,787$ 237,960$ EXPENDITURES Salaries and Benefits 152,159 133,224 178,183 157,889 181,855 Operating Expenditures Materials & Supplies 1,578 488 1,125 872 1,120 Fees & Charges - - - - - Consultants & Contract Services 293 799 800 636 1,200 Meetings, Events & Training - - 200 - 200 Total Operating Expenditures 1,871 1,287 2,125 1,507 2,520 Building Maint Projects - - - - - Fixed Assets - - - - - Internal Service Charges 167,429 147,152 150,332 150,332 151,599 TOTAL EXPENDITURES 321,459$ 281,662$ 330,640$ 309,728$ 335,974$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 127 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation Department Director 0.20 0.10 0.10 0.10 Senior Recreation Supervisor - 0.05 0.05 0.05 Recreation Supervisor - - - - Recreation Program Coordinator - - - - Facility Coordinator 0.60 0.60 0.60 0.60 Office Specialist II/III 0.25 0.25 0.25 0.25 Facility Maintenance Supervisor - - - - Facility Maintenance Lead 0.10 0.10 0.10 0.10 Facility Maintenance Worker I/II/III 0.15 0.15 0.15 0.15 Total FTE's 1.30 1.25 1.25 1.25 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Facility Attendents 1,700 1,200 1,200 1,500 Recreation Leaders - - - - Total Annual Hours 1,700 1,200 1,200 1,500 FACILITY RENTALS STAFF CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 128 FACILITY RENTALS 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.According to facility rental survey, the percentage of visitors who felt their visit to the facility was clean, comfortable, and safe: Information not available Information not available 95%95% c.Percentage of customers which agreed facilities met or exceeded expectations: Information not available Information not available 95%95% 2. a.Percentage of surveyed visitors which agreed the facility was clean, comfortable, and safe: Information not available Information not available 95%95% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 451 465 2 Information not available Information not available 23,366 24,000 3 Information not available Information not available 382 400 Number of fee-based and no-charge (for City meetings, events, etc.) facility rental hours for public use: Average dollars per receipt: Provide safe, functional, and attractive City buildings for the provision of City services. Number of facility rental applications processed: Provide safe, functional, and attractive City buildings for community use and enjoyment of the public. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 129 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 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 and HV AC 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 four years of history-based data on the actual expenses, minor revisions are included in the FY 2011/12 budget to better reflect actual amounts. Program expenditures include ongoing facility supplies, building expenses, and contract services for maintenance and repairs. The addition of the Prospect Center Buildings resulted in increased maintenance costs. Continued efforts to “go green” are also reflected in the costs of maintenance supplies and equipment. Planned facility projects are located in the Capital Improvement Plan. CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 130 BUILDING MAINTENANCE FUND 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 101,361 208,841 202,569 202,569 208,518 Total Beginning Fund Balance 101,361$ 208,841$ 202,569$ 202,569$ 208,518$ Revenues Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 604 5,214 - - - Internal Service Charges 807,083 704,000 725,000 732,601 725,000 Total Revenues 807,687$ 709,214$ 725,000$ 732,601$ 725,000$ Operating Transfers In Transfer In from General Fund - - - - - Transfer In from Library Deposit - - - - - Total Operating Transfers In -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 909,048$ 918,055$ 927,569$ 935,170$ 933,518$ USE OF FUNDS Expenditures Salaries and Benefits 376,636 419,273 438,696 440,885 440,106 Operating Expenditures Materials & Supplies 40,009 40,337 36,040 34,007 33,790 Fees & Charges 131,751 135,778 148,400 116,589 94,000 Consultant & Contract Services 86,175 60,180 60,400 76,815 79,900 Meetings, Events & Training 972 414 1,000 132 600 Building Maint Projects - - - - - Fixed Assets - - - - - Internal Service Charges 64,663 59,504 58,225 58,225 64,365 Total Expenditures 700,207$ 715,486$ 742,761$ 726,653$ 712,761$ Operating Transfers Transfer Out to General Fund - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Undesignated 208,841 202,569 184,808 208,518 220,756 Total Ending Fund Balance 208,841$ 202,569$ 184,808$ 208,518$ 220,756$ TOTAL USE OF FUNDS 909,048$ 918,055$ 927,569$ 935,170$ 933,518$ SOURCE & USE OF FUNDS CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 131 BUILDING MAINTENANCE FUND FY 2011/12 OBJECTIVES Facility Improvement Project Management – Facility staff will oversee services to undertake the planned facility improvement projects for FY 2011/12. 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; a new facility access control system (door lock system) at City Hall; emergency repairs and improvements, and smaller ongoing energy savings projects. Library Building Repairs – Staff will work with Santa Clara County Library staff to design and build improvements to the Library including: expanded internal book return area, and new other renovations as approved by the Library Commission. 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation Department Director 0.20 0.20 0.20 0.20 Senior Recreation Supervisor - - - - Recreation Supervisor - - - - Recreation Program Coordinator - - - - Facility Coordinator - - - - Office Specialist II/III - - - - Facility Maintenance Supervisor 1.00 1.00 1.00 1.00 Facility Maintenance Lead 0.90 0.90 0.90 0.90 Facility Maintenance Worker I/II/III 1.85 1.85 1.85 1.85 Total FTE's 3.95 3.95 3.95 3.95 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded Facility Attendents - - - - Recreation Leaders - - - - Total Annual Hours - - - - BUILDING MAINTENANCE STAFF CITY OF SARATOGA RECREATION & FACILITIES DEPARTMENT C - 132 BUILDING MAINTENANCE FUND 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Percentage of surveyed visitors who agreed the facility was clean, comfortable, and safe: Information not available Information not available 90%90% 2. a.Quarterly preventative maintenance of all City HVAC systems: Information not available Information not available 100%100% b.Six-day per week cleaning of all City facilities including emptying trash, vacuuming, mopping, and cleaning windows, etc. Information not available Information not available 100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 2,631 2,600 2 Information not available Information not available 2,615 2,626 Number of work orders received: Number of work orders completed: Provide safe and functional, City buildings using environmentally sensitive and cost-effective practices. Provide safe, functional, and attractive City buildings for the enjoyment of the public and to house the provision of City services. City of Saratoga Public Safety Department C - 133 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 JPA. 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 prepa re 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 Pr eparedness 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. City of Saratoga Public Safety Department C - 134 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 150,439 231,366 184,000 198,368 182,000 Fees, Licenses and Permits - - - - - Charge for Services 22,701 17,914 27,950 21,993 18,000 Other Sources 402,859 320,272 471,000 440,892 295,550 TOTAL REVENUES 575,999$ 569,552$ 682,950$ 661,253$ 495,550$ EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials & Supplies 4,860 5,104 5,500 5,934 5,500 Fees & Charges 20,964 28,342 33,105 35,056 39,605 Consultants & Contract Services 4,169,576 4,304,997 4,474,266 4,416,320 4,270,695 Meetings, Events & Training 362 155 300 169 300 Total Operating Expenditures 4,195,763 4,338,598 4,513,171 4,457,479 4,316,100 Fixed Assets - - - - - Internal Service Charges 9,909 10,180 10,260 10,260 10,260 TOTAL EXPENDITURES 4,205,672$ 4,348,778$ 4,523,431$ 4,467,738$ 4,326,360$ 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND Public Safety Services 4,174,584$ 4,313,632$ 4,480,266$ 4,423,899$ 4,278,195$ Emergency Preparedness 31,088 35,146 43,165 43,840 48,165 GENERAL FUND PROGRAMS 4,205,672$ 4,348,778$ 4,523,431$ 4,467,738$ 4,326,360$ GENERAL FUND REVENUES AND EXPENDITURES DEPARTMENTAL EXPENDITURES BY PROGRAM City of Saratoga Public Safety Department C - 135 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 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 a reduction in patrol hours for the FY 2011/12 budget, traffic enforcement will be maintained at a high level around pr iority 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. The SLESF grant currently funds a School Resource Officer position for Public Safety. Under the Governor’s State Budget Proposal, SLESF funding is proposed to be eliminated, and booking fees reinstated. As this proposal has surfaced every year for the last several years, but not adopted due to strong political resistance, SLESF funding was continued into this year’s budget. Undesignated funding is set aside to backfill the loss at a later date if needed. Additional funding comes from an allocated share of the State’s Public Safety Sales Tax (Proposition 172). Estimated at $70,000 for FY 2011/12, this amount reflects a decrease from prior years as a result of lower sales tax collected statewide and increasing administrative fees charged to cities. Budgeted revenues for False Alarm Fines, Vehicle Code Bails and Fines, and Parking Citations are expected to bring in a total of $300,000 for the year, and another $18,000 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 CalPERS rates added on to this. Years of escalating CalPERS increases and decreasing revenues from the economic downturn have resulted in annual increases which far exceed the City’s ability to continue funding the contract at the same level. With some minor reductions in service and a restructuring of how services are billed, the Sheriff’s Office reduced the annual contract amount to the prior year’s net amount of approximately $4.1 million. City of Saratoga Public Safety Department C - 136 PUBLIC SAFETY SERVICES 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 Jose, provides fingerprint identification services. The program was eliminated in 2009 after Santa Clara County conducted an audit of the program and determined that cities served under the Sheriff’s contract being charged on a population-based formula resulted in an inequity when compared to system usage. Last year, the Cal-ID contract was renegotiated to a usage formula lowering the annual cost from over $31,000 to $487 for the year. FY 2011/12 is budgeted at approximately the same cost. The Public Safety Program also includes an Animal Control Services contract with the City of San J ose. 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 $176,631. City staffing costs are not included in this program as all operational and managerial duties are performed by the Santa Clara County Sheriff’s Office and the City of San Jose Animal Care & Services Division staff. The City of Saratoga is limited to oversight and coordination functions only. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues 150,439 231,366 184,000 198,368 182,000 Fees, Licenses and Permits - - - - - Charge for Services 22,701 17,914 27,950 21,993 18,000 Other Sources 402,683 320,272 471,000 440,892 295,550 TOTAL REVENUES 575,823$ 569,552$ 682,950$ 661,253$ 495,550$ EXPENDITURES Operating Expenditures Materials & Supplies 1,486 - 500 - 500 Fees & Charges 3,521 8,636 5,500 7,579 7,000 Consultants & Contract Services 4,169,576 4,304,997 4,474,266 4,416,320 4,270,695 Meetings, Events & Training - - - - - Total Operating Expenditures 4,174,584 4,313,632 4,480,266 4,423,899 4,278,195 Internal Service Charges - - - - - TOTAL EXPENDITURES 4,174,584$ 4,313,632$ 4,480,266$ 4,423,899$ 4,278,195$ GENERAL FUND REVENUES AND EXPENDITURES City of Saratoga Public Safety Department C - 137 PUBLIC SAFETY SERVICES FY 2011/12 OBJECTIVES Traffic Enforcement– Refocus traffic enforcement resources and efforts near Saratoga schools in an effort to ease congestion and increase traffic calming. Speed Law Violation Reduction Program – Work closely with the City and Traffic Safety Commission to identify the most effective locations to deploy the City’s radar trailers , with the goal to educate motorists of posted speed laws on certain roadways that are problematic. 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 City of Saratoga Public Safety Department C - 138 PUBLIC SAFETY SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Priority I calls (serious emergency and public hazard):64 62 63 60 b.Priority II calls ( immediate response, but non-emergency):2,865 2,901 2,930 3,035 c.Priority III calls (non-emergency):2,324 2,357 2,390 2,100 2. a.Average response to Priority I calls for service:4.51 min 4.12 min 4.01 min 4.83 min b.Average response to Priority II calls for service:6.59 min 6.34 min 6.24 min 7.15 min c.Average response to Priority II calls for service:10.35 min 10.28 min 10.16 min 10.34 min 3. a.Prepare and provide city staff with weekly reports of crime activity in the city: 100%98%100%100% b.Provide monthly reports to staff and commissions:100%99%100%100% c.Provide community with weekly reports on city website:Information not available Information not available 100%100% 4. 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 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 13,071 13,158 13,200 11,200 2 2,288 2,140 2,000 1,050 3 255 308 350 250 4 1,109 1,100 1,200 950 5 2,102 2,331 2,480 2,100 6 4 3 3 3 7 17 22 20 15 Provide Public Safety services to the community in an effort to protect life and property, while doing so in a responsive and professional manner. Assure that the Sheriff's Office is responsive to the needs of the community by documenting and providing responsive turnaround for responsible parties. Total number of cases filed with the DA for prosecution: Provide Public Safety Response to the needs of the community in a timely, professional manner. Meet or exceed the service goals. Provide responsible community programs to assist residents in understanding and assisting in protection of their neighborhood and property. Neighborhood Watch meetings presented: Participation in Community Events: Radio calls for service received in the city: Total number of crime reports taken: Total number of collision reports taken: Total number of cases assigned to Detectives: City of Saratoga Public Safety Department C - 139 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 She riff’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 expenses come from General Fund revenues. Emergency Management Plan Grants (EMPG) are 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 $28,025 is budgeted for the City’s portion of the Silicon Valley Regional Interoperability Project (SVRIP). The SVRIP 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 an executive dire ctor position. The City’s allocation for the SVRIP system maintenance cost is included in the Sheriff’s Officer’s contract. Another $5,000 is set aside each year to fund the ongoing effort to obtain needed emergency preparedness supplies, and $300 is available for meeting costs associated with the of Community Emergency Response Team (CERT) volunteer training program. City of Saratoga Public Safety Department C - 140 EMERGENCY PREPAREDNESS FY 2011/12 OBJECTIVES Large Animal Relocation – The City is in process of an annexation in the Mt. Eden area. This area features narrow roads and is highly prone to fire. Numerous properties in this area have significant populations of large animals, such as horses. The annexation will result in the need for a Temporary Relocation Plan for these animals in the event of a disaster. Disaster Management Plan Development – Additional Emergency Operation Plans to be developed include a Mass Care/Shelter Operations plan, a Spontaneous Volunteer Plan, a Community Wildfire Preparedness Plan, and a Donations Management Plan. Emergency Operation Training - Train appropriate staff on infrastructure issues (water, waste water, natural gas, and electricity) which occur during a disaster to ensure staff has a strong knowledge of potential issues and how to resolve them. 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources 176 - - - - Pass-Through Accounts - - - - - TOTAL REVENUES 176$ -$ -$ -$ -$ EXPENDITURES Operating Expenditures Materials & Supplies 3,374 5,104 5,000 5,934 5,000 Fees & Charges 17,443 19,707 27,605 27,477 32,605 Consultants & Contract Services - - - - - Meetings, Events & Training 362 155 300 169 300 Total Operating Expenditures 21,179 24,966 32,905 33,580 37,905 Fixed Assets - - - - - Internal Service Charges 9,909 10,180 10,260 10,260 10,260 TOTAL EXPENDITURES 31,088$ 35,146$ 43,165$ 43,840$ 48,165$ GENERAL FUND REVENUES AND EXPENDITURES City of Saratoga Public Safety Department C - 141 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 City of Saratoga Public Safety Department C - 142 EMERGENCY PREPAREDNESS 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.CERT Training Courses available to community members:Yes Yes Yes Yes b. Coordinate community outreach to heighten awareness of emergency preparedness programs and needs: Yes Yes Yes Yes c.Prepare emergency preparedness and public education materials: Yes Yes Yes Yes c.Coordinate training of City Staff in personal preparedness and EOC functions: Yes Yes Yes Yes 2. a. EOC radios, emergency telephones, and computers available and periodically tested to ensure emergency communication needs: Yes Yes Yes Yes b.Prepare, test, and revise emergency response and recovery policies, plans, and procedures: Yes Yes Yes Yes 3 a.Participates in and/or maintains communication with local, state, or national emergency preparedness organizations: Yes Yes Yes Yes b. Remain current on technology and emergency management trends : Yes Yes Yes Yes 4. a.Inter-agency technology and emergency equipment tested and maintained: Yes Yes Yes Yes b.Staff attends emergency management meetings and training programs: Yes Yes Yes Yes 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 3 3 3 3 2 0 1 2 2 3 2 1 2 2 Develop emergency readiness of City staff and community members through disaster training and exercise programs. Ensure inter-agency/multi-agency coordination and communication for disaster planning and responses: Maintain the City's Emergency Operations Center in a state of readiness: Maintain effective liaisons with local, state, and national emergency management organizations: Number of annual community disaster training exercises: Number of annual disaster training exercises for City staff: Number of CERT training courses offered per year: CITY OF SARATOGA NON DEPARTMENTAL C - 143 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, 2001 Bond Debt Service, the Library Capital Maintenance Trust Fund, and the KSAR 15 Community Access Television Trust Fund. 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. Expenses in this program are general city expenses not tied to current departmental services (such as retiree insurance premiums, business license and sales tax audit fees, and assessment tax.) 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 minimal oversight of the two insurance programs: Risk Management/Liability and Workers Comp. These are structured as Internal Service Funds to charge back the centralized expenses to departments. Staffing for these programs are represented in the insurance programs for funding, 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 program accounts for receipts and payments associated with the City’s 2001 debt to remodel and enlarge the Library Building. The remaining two programs are Trust Funds. The Library Improvement Fund accounts for the remaining GO Bond funds which are restricted to building improvements. This program was closed in FY 2010/11 with the transfer of the funds to a capital project for use in completing the final improvements. The KSAR Trust Fund program accounts for funding received on behalf of the non-profit Community Access Television group. This program was also closed in FY 2010/11 with the return of the funds to the KSAR foundation. CITY OF SARATOGA NON DEPARTMENTAL C - 144 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes 11,518,164 11,372,636 11,129,600 11,470,869 11,264,050 Intergovernmental Revenues 120,123 104,420 60,000 162,269 95,000 Fees, Licenses and Permits - - - - - Charge for Services 4,441 - - 30 - Interest Income 362,599 97,044 60,000 63,883 60,000 Rental Income 85,667 87,615 85,000 94,994 94,000 Other Sources 2,463 3,782 - 2,447 - TOTAL REVENUES 12,093,457$ 11,665,496$ 11,334,600$ 11,794,492$ 11,513,050$ Operating Transfers In 153,732 325,842 224,550 224,550 134,550 TOTAL REVENUE & TRANSFERS IN 12,247,189$ 11,991,338$ 11,559,150$ 12,019,042$ 11,647,600$ EXPENDITURES Salaries and Benefits 11,134 14,335 121,200 202,091 120,000 Operating Expenditures Materials & Supplies 59,587 31,749 30,600 20,425 31,650 Fees & Charges 21,900 7,672 14,150 15,309 52,800 Consultants & Contract Services 326,837 293,855 397,865 379,187 345,200 Meetings, Events & Training 1,300 - 1,000 - 1,000 Community Grants & Events 162,669 203,758 181,376 165,915 156,434 Total Operating Expenditures 572,293 537,034 624,991 580,837 587,084 Fixed Assets - - - - - Internal Service Charges 382,984 329,343 335,432 335,432 340,474 TOTAL EXPENDITURES 966,411$ 880,712$ 1,081,623$ 1,118,359$ 1,047,558$ Operating Transfers Out 1,571,727 650,000 876,983 876,983 260,000 TOTAL EXP & TRANSFERS OUT 2,538,138$ 1,530,712$ 1,958,606$ 1,995,342$ 1,307,558$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 145 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted GENERAL FUND General Administration 482,787 441,285 550,667 593,948 586,809 Legal Services 320,955 235,669 349,580 358,496 304,315 Community Grants 149,803 188,356 160,676 156,476 141,434 Community Events 12,866 15,402 20,700 9,439 15,000 TOTAL GENERAL FUND 966,411$ 880,712$ 1,081,623$ 1,118,359$ 1,047,558$ INTERNAL SERVICES FUNDS Risk Management 230,050 217,366 418,464 359,670 403,631 Workers Compensation 195,622 202,136 222,791 196,454 233,035 TOTAL INTERNAL SERVICES 425,672$ 419,502$ 641,256$ 556,124$ 636,666$ DEBT SERVICE FUNDS 2001 General Obligation Bond 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 TOTAL DEBT SERVICE FUNDS 1,014,550$ 1,015,276$ 1,019,656$ 1,014,876$ 1,047,556$ TRUST FUNDS Library Capital Improvement Fund 38,893 5,458 - - - KSAR 15 Trust Fund - 47,465 174,977 128,416 - TOTAL TRUST FUNDS 38,893$ 52,923$ 174,977$ 128,416$ -$ TOTAL DEPT EXPENDITURES 2,445,526$ 2,368,413$ 2,917,511$ 2,817,775$ 2,731,781$ TRANSFERS OUT General Fund 1,571,727 650,000 876,983 876,983 260,000 Internal Service Funds - - 25,000 25,000 - Trust Funds 310,000 405 351,360 351,360 - TOTAL TRANSFERS OUT 1,881,727$ 650,405$ 1,253,343$ 1,253,343$ 260,000$ TOTAL EXP & TRANSFERS OUT 4,327,252$ 3,018,818$ 4,170,854$ 4,071,118$ 2,991,781$ TOTAL NON-DEPARTMENTAL EXPENDITURES BY PROGRAM CITY OF SARATOGA NON DEPARTMENTAL C - 146 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation & Facilities Director - 0.20 0.20 0.20 City Clerk 0.25 - - - Human Resources Manager 0.05 0.05 0.05 0.05 Total FTEs 0.30 0.25 0.25 0.25 2008/09 2009/10 2010/11 2011/12 Temporary Staff Hours Funded Funded Funded Funded HR Specialists - - 200 200 Total Annual Hours - - 200 200 NON-DEPARTMENTAL STAFFING CITY OF SARATOGA NON DEPARTMENTAL C - 147 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 2011/12 budgeted General Fund tax revenues reflect a small increase overall. With the economy stabilizing, countywide foreclosures resulting from the economic recession are expected to impact the City’s property taxes less and less. Sales Tax revenues are expected to decrease slightly due to an expected decrease in State estimated payments. 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 flat through the slight decrease in regular business taxes and a slight increase in supplemental tax. In correlation, a slight increase is expected in Construction Tax revenues. Most Franchise Fee Taxes are expected to remain flat from the prior year’s actual receipts. Transient Occupancy Tax receipts increased in FY 2010/11, and are budgeted in line with these current receipt levels. Interest income continues to be at historic lows; the City’s investments are limited to the LAIF investment pool which is seeing the lowest rates in their 32 plus year history. Hovering under 1%, for most of FY 2009/10 and FY 2010/11, interest income is expected to remain low during FY 2010/11. 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 fees, 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. CITY OF SARATOGA NON DEPARTMENTAL C - 148 GENERAL ADMINISTRATION 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes Property Tax 8,155,362 8,194,364 8,022,600 8,026,659 7,979,050 Sales Tax 1,043,034 954,574 910,000 990,579 1,025,000 Transient Occupancy Tax 151,378 144,151 120,000 184,362 150,000 Business License Tax 321,347 303,990 305,000 310,273 305,000 Other Taxes 190,328 111,899 120,000 137,865 110,000 Franchise Tax 1,656,716 1,663,657 1,652,000 1,821,131 1,695,000 Intergovernmental Revenues 120,123 104,420 60,000 162,269 95,000 Fees, Licenses and Permits - - - - - Charge for Services - - - - - Interest Income 362,599 97,044 60,000 63,883 60,000 Rental Income 85,667 87,615 85,000 94,994 94,000 Other Sources 2,463 3,782 - 2,447 - TOTAL REVENUES 12,089,017$ 11,665,496$ 11,334,600$ 11,794,462$ 11,513,050$ Operating Transfers In 153,732 325,842 224,550 224,550 134,550 TOTAL REV & TRANSFERS IN 12,242,749$ 11,991,338$ 11,559,150$ 12,019,012$ 11,647,600$ EXPENDITURES Salaries and Benefits 11,134 14,335 121,200 202,091 120,000 Operating Expenditures Materials & Supplies 59,088 31,713 30,500 18,755 31,150 Fees & Charges 19,929 6,292 12,150 15,154 51,800 Consultants & Contract Services 11,586 61,365 53,200 24,332 45,200 Meetings & Training 87 - - - - Total Operating Expenditures 90,690 99,370 95,850 58,241 128,150 Fixed Assets - - - - - Internal Service Charges 380,963 327,580 333,617 333,617 338,659 TOTAL EXPENDITURES 482,787$ 441,285$ 550,667$ 593,948$ 586,809$ Operating Transfers Out 1,571,727 650,000 876,983 876,983 260,000 TOTAL EXP & TRANSFERS OUT 2,054,514$ 1,091,285$ 1,427,650$ 1,470,931$ 846,809$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 149 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 2011/12 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. As the majority of development projects fall under the flat fee schedule process now, reimbursement revenues are now less likely to occur. Budgeted expenditures are primarily comprised of regular on-going City Attorney services. The basic City Attorney contract amount increases each year based on the Consumer Price Index (CPI) cost of living increase from the prior year. If needed, the budget includes funding for potential litigation expenditures, based on the City Attorney’s estimate of outstanding and future litigation. There are no imminent litigations pending, therefore funding was not included in FY 2011/12. The City Attorney occupies an office when on-site; therefore a small allocation of building maintenance internal service charges is also included. CITY OF SARATOGA NON DEPARTMENTAL C - 150 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 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services 4,441 - - 30 - Other Sources - - - - - TOTAL REVENUES 4,441$ -$ -$ 30$ - EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials & Supplies 499 36 100 1,670 500 Fees & Charges 1,971 1,379 2,000 155 1,000 Consultants & Contract Services 315,251 232,490 344,665 354,856 300,000 Meetings & Training 1,213 - 1,000 - 1,000 Total Operating Expenditures 318,934 233,906 347,765 356,681 302,500 Fixed Assets - - - - - Internal Service Charges 2,021 1,763 1,815 1,815 1,815 TOTAL EXPENDITURES 320,955$ 235,669$ 349,580$ 358,496$ 304,315$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 151 LEGAL SERVICES 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Number of staff reports and resolutions drafted or reviewed: Information not available Information not available 24 24 b.Number of ordinances drafted or reviewed:Information not available Information not available 6 6 2. a.Number of agreements/contracts using standard forms reviewed: Information not available Information not available 72 72 b.Number of agreements/contracts using non-standard forms prepared or reviewed: Information not available Information not available 4 4 3 a. Percentage of potential litigation issues resolved prior to court action: Information not available Information not available 90 90 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 24 24 2 Information not available Information not available 2 2 Review staff reports, resolutions, and proposed ordinances for compliance with City requirements and applicable laws. Ensure legal documents protect the City's interests and are in compliance with Federal, State, and City requirements. Reduce legal and financial consequences of potential litigation against the City. Number of City Council meetings or study sessions attended: Number of multi-agency agreements prepared: CITY OF SARATOGA NON DEPARTMENTAL C - 152 CITY OF SARATOGA NON DEPARTMENTAL C - 153 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 program includes funding from the City as well as from the Community Development Block Grant (CDBG) program’s allocation for Human Service grants. CDBG funding will be transferred into this General Fund program for distribution. By policy, one-time Community Grant distributions match the CDBG funding estimated grant amount, with the distribution determined by Council each year. On-going grants listed in the grant schedule represent contract services or county-wide support services. Grant amounts listed only illustrate the dollar amounts provided to the service groups and non-profit agencies. On occasion, the City may also contribute in-kind services, such as staff support, sheriff services, or street sweeping. BUDGET OVERVIEW For FY 2011/12, the City is to be provided with a total of $28,550 of CDBG funding for Human Service Grants, which the Council allocated to the Saratoga Area Senior Coordinating Council (SASCC) for support of adult daycare services. In addition, the City provided $112,884 of community grant funding to a variety of other non-profit organizations. The City allocates grant funding to local organizations to support the services these groups provide to the Saratoga community, including the Saratoga Chamber of Commerce for business support, the public access television station KSAR 15 for public information broadcasts of council and commission meetings, and SASCC for operational support of the Senior Center. The Senior Center provides an assortment of services – such as Blood Pressure Checks, Podiatric Checks, Tax Assistance, Vision Screening, Hearing Tests, Senior Nutrition Programs, Fifty-Five Alive Driving Program, Flu Shots, and other non-cost-recovery services that the senior population finds valuable. This year’s Community Service Grants will help to fund several non-profit group programs which support the Saratoga community, such as: the United Way’s 211 program; the Catholic Charities Ombudsmen program; and the West Valley Community Services food and housing assistance programs. The Council also provides funding to special interest groups. Grants for FY 2011/12 include funding for the Shady Shakespeare group, Children’s Health Insurance program, and Silicon Valley Wildlife Association. The distribution of grant funding for FY 2011/12 and the three prior years is illustrated in the Grant Schedule on the following pages. CITY OF SARATOGA NON DEPARTMENTAL C - 154 COMMUNITY GRANTS 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Taxes - - - - - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Salaries and Benefits - - - - - Operating Expenditures Materials & Supplies - - - - - Fees & Charges - - - - - Consultants & Contract Services - - - - - Meetings & Training - - - - - Community Grants 149,803 188,356 160,676 156,476 141,434 Total Operating Expenditures 149,803 188,356 160,676 156,476 141,434 Fixed Assets - - - - - Internal Service Charges - - - - - TOTAL EXPENDITURES 149,803$ 188,356$ 160,676$ 156,476$ 141,434$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 155 COMMUNITY GRANTS 2008/09 2009/10 2010/11 2011/12 Grants Grants Grants Grants Community Service Support Groups - Ongoing Grants SASCC Service Support 21,000 21,000 21,000 21,000 SASCC Supplemental Support 18,000 18,000 18,000 18,000 KSAR Community Access Grant 27,800 30,000 27,600 27,600 Chamber of Commerce Annual Support 11,332 11,672 12,024 12,384 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 80,132 107,672 105,624 80,984 Community Service Support Groups - One Time Grants SASCC Adult Daycare Support 1,268 8,344 3,938 1,422 KSAR Video Conversion Grant 2,175 - - - Media Arts Mentoring Program - 4,617 1,313 1,825 Chamber of Commerce City Map Gant 4,832 - - - Other Non-Profit Organizations Historical Museum Annual Support 4,288 4,288 - - Silicon Valley Wildlife Service Support 4,212 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 15,164 14,913 14,691 Children's Health Insurance Assistance - - - 7,037 Catholic Charities Ombudsmen Funding 5,000 5,000 4,000 4,125 Total Community Service One-Time Grant 36,939 57,625 26,502 31,900 CDBG Funded Public Service Grants SASCC Adult Daycare Support 32,732 27,859 28,550 28,550 Total CDBG Funded Grants 32,732 27,859 28,550 28,550 Total Grants 149,803 193,156 160,676 141,434 CITY OF SARATOGA NON DEPARTMENTAL C - 156 CITY OF SARATOGA NON DEPARTMENTAL C - 157 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, however external groups and volunteers are responsible for staffing and organizing most of these events. This 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 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 2011/12, $5,000 of funding is provided specifically for the ongoing Taste of Saratoga/Art & Wine event to promote the shops and restaurants in the Village. Another $10,000 is set aside for Council to allocate to applicants throughout the fiscal year rather than budget specific amounts for customary events. In past years, the council has provided funding for: the Mustard Faire to celebrate Saratoga’s orchard heritage; the annual tree lighting ceremony to celebrate the start of the holiday season; Arbor Day celebration, and numerous park and facility ceremonies. The annual citywide garage sale event to promote reuse, recycle, and reduce environmental efforts was eliminated from this year’s budget due to budget constraints. The City also provides in-kind services for some events. In past years, the City and Sheriff’s Office have provided staff support for a one-day Art and Wine Festival. Council Members are also sometimes available to volunteer or hold meet and greets at events. The expenditure budget and distribution of event grant funding for FY 2011/12 and three prior years is illustrated in the schedules on the following pages. Due to changing Risk Management policies put into effect by the City’s Insurance Joint Powers Agency, insurance will no longer be provided for events sponsored by outside organizations and instead will now require that the City be issued a certificate of insurance naming the City as additionally insured. CITY OF SARATOGA NON DEPARTMENTAL C - 158 COMMUNITY EVENTS 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted REVENUES Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - TOTAL REVENUES -$ -$ -$ -$ -$ EXPENDITURES Operating Expenditures Materials & Supplies - - - - - Fees & Charges - - - - - Consultants & Contract Services - - - - - Meetings & Training - - - - - Community Grants & Events 12,866 15,402 20,700 9,439 15,000 Total Operating Expenditures 12,866 15,402 20,700 9,439 15,000 Fixed Assets - - - - - Internal Service Charges - - - - - TOTAL EXPENDITURES 12,866$ 15,402$ 20,700$ 9,439$ 15,000$ GENERAL FUND REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 159 COMMUNITY EVENTS 2008/09 2009/10 2010/11 2011/12 Grants Grants Grants Grants Chamber of Commerce Events Art & Wine Festival 3,299 4,258 3,204 5,000 Annual Tree Lighting - 1,037 140 - General Community Events Unspecified Event Funding - - 2,000 10,000 Mustard Faire 3,649 4,000 4,600 - Arbor Day Celebration 78 21 100 - Fourth of July Event 1,547 - 100 - Citywide Garage Sale 4,270 5,845 45 - Facility Opening Events Fellowship Hall Opening - 104 - - Joe's Trail at Saratoga DeAnza Trail Opening 23 - 500 - KMP Groundbreaking / Opening - 138 - - Total Community Events 12,866 15,402 10,688 15,000 CITY OF SARATOGA NON DEPARTMENTAL C - 160 CITY OF SARATOGA NON DEPARTMENTAL C - 161 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-one (31) 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 2011/12, premium costs are budgeted at $262,000, which represents a $39,155 increase overall from the prior year’s estimated ABAG premium, due primarily to increases in legal costs, as a result of a rise in claim expenditures. The Administration, General Liability, and Property premiums also increased. Due to changing Risk Management policies put into effect by the City’s Insurance Joint Powers Agency, the City will no longer provide insurance for events sponsored by outside organizations. Instead, the outside parties are required to obtain a certificate of insurance naming the City as additionally insured. The FY 2011/12 budget includes three large ABAG grants with matching expenditures. The $25,000 Public Safety Grant will be used to improve, update, and bring into compliance critical infrastructur e 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 $22,000 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 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 two conferences for the Risk Manager (Public Administration Risk Management Association [PARMA] and Public Risk Management Association [PRIMA] conferences). The Grant also funds the ongoing Associate Risk Management certification and testing for the Risk Manager. Additional program expenses include .20 FTE staffing for program administration by the Recreation and Facilities Director and another $20,000 is budgeted for the city-paid portions of minor non-reimbursable claim expenses. If substantial losses should occur, a budget adjustment will be brought to Council. A pass-through liability program solely for reimbursable claim expenses is included in a second pass- through program in this fund. CITY OF SARATOGA NON DEPARTMENTAL C - 162 RISK MANAGEMENT / LIABILITY 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 128,689 202,871 244,561 244,561 134,905 Total Beginning Fund Balance 128,689$ 202,871$ 244,561$ 244,561$ 134,905$ Revenues Taxes - - - - - Intergovernmental Revenues 16,791 (423) 54,000 34,207 52,000 Fees, Licenses and Permits 83 252 2,500 - - Charge for Services - - - - Other Sources 1,090 9,227 25,000 40,807 25,000 Internal Service Charges 286,268 250,000 200,000 200,000 300,000 Total Revenues 304,232$ 259,056$ 281,500$ 275,014$ 377,000$ TOTAL SOURCE OF FUNDS 432,921$ 461,928$ 526,061$ 519,575$ 511,905$ USE OF FUNDS Expenditures Salaries and Benefits 8,798 23,673 41,321 41,858 44,333 Operating Expenditures Materials & Supplies 11,998 6,656 54,000 32,471 52,000 Fees & Charges 45,745 (21,362) 25,000 53,213 45,000 Consultant & Contract Services 1,119 - - - - Meetings & Training 839 470 - - - Insurance Premiums 161,550 207,929 297,845 231,831 262,000 Fixed Assets - - - - - Internal Service Charges - - 298 298 298 Total Expenditures 230,050$ 217,366$ 418,464$ 359,670$ 403,631$ Operating Transfers Transfer Out - - 25,000 25,000 - Total Operating Transfers -$ -$ 25,000$ 25,000$ -$ Ending Fund Balance Undesignated 202,871 244,561 82,597 134,905 108,274 Total Ending Fund Balance 202,871$ 244,561$ 82,597$ 134,905$ 108,274$ TOTAL USE OF FUNDS 432,921$ 461,928$ 526,061$ 519,575$ 511,905$ SUMMARY OF REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 163 RISK MANAGEMENT / LIABILITY FY 2011/12 OBJECTIVES Premium Management –In an effort to minimize insurance claims, ABAG offers safety training in areas which produce a high liability risk. The City will continue to pursue available training programs, attend seminars, and workshops 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 overall workplace 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 Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation & Facilities Director - 0.20 0.20 0.20 City Clerk 0.25 - - - Human Resources Manager - - - - Total FTE's 0.25 0.20 0.20 0.20 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists - - - - Total Annual Hours - - - - RISK MANAGEMENT / LIABILITY STAFF CITY OF SARATOGA NON DEPARTMENTAL C - 164 RISK MANAGEMENT / LIABILITY 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Contracts reviewed for compliance with Liability Insurance requirements within 48 hours of receipt: Information not available 100%100%100% b.Number of Liability Claims processed within 48 hours of receipt: Information not available 100%100%100% c.Quarterly City-owned facility inspections conducted:Information not available 100%100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 Information not available Information not available 2 2 2 Information not available Information not available 12 12 3 Information not available Information not available 9 10 Provide timely, comprehensive Risk Management services to the City to reduce liability and claims costs. ABAG risk management annual goals and objectives -- ADA transition plan and Playground imrpovement plans: Regular inspections and reporting -- streets, sidewalks, urban forest, parks, buildings, and equipment: Number of Liability Claims received: CITY OF SARATOGA NON DEPARTMENTAL C - 165 WORKERS COMPENSATION FUND The City is a member of the Association of Bay Area Government’s (ABAG) insurance pool for Workers’ Compensation coverage. The workers’ compensation program provides insurance benefit coverage for an employee’s work-related illness and injuries. The Workers Compensation pool allows the City to share risk with other jurisdictions as Saratoga is too small to self-insure independently. ABAG’s shared risk pool has four members and is managed by a third party administrator, York Insurance Services Group, to handle the day-to-day workers’ compensation claims administration. The City self-insures through this pool up to $250,000, and belongs to the Local Agency Workers’ Compensation Excess (LAWCX) Joint Powers Authority for the purpose of pooling for excess insurance. BUDGET OVERVIEW The annual revenue appropriation for this fund represents the service charge-back to the departments, based on the program’s operational costs and the level of risk for the various job classifications , and a wellness grant of $10,000. Program costs covered in the internal service rates include $180,000 for the Workers Compensation Insurance premiums and another $25,000 is budgeted for claim expenses. The reimbursable Wellness Grant supplies are budgeted for $10,000, and $1,000 is available for ergonomic evaluations to evaluate a limited number of work stations during the year. Approximately $17,000 of staff time is budgeted to account for .05 FTE of the Human Resource Manager’s position and 200 hours of an HR Specialist to administer the coordination, processing, and follow up of claims, provide safety training and ergonomic programs, and other administrative functions of the program. CITY OF SARATOGA NON DEPARTMENTAL C - 166 WORKERS COMPENSATION 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCE OF FUNDS Beginning Fund Balance Undesignated 47,735 123,033 198,591 198,591 224,103 Total Beginning Fund Balance 47,735$ 123,033$ 198,591$ 198,591$ 224,103$ Revenues Taxes - - - - - Intergovernmental Revenues 10,000 10,000 10,000 6,666 10,000 Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - 17,694 - 300 - Internal Service Charges 260,920 250,000 215,000 215,000 215,000 Total Revenues 270,920$ 277,694$ 225,000$ 221,966$ 225,000$ TOTAL SOURCE OF FUNDS 318,655$ 400,727$ 423,591$ 420,557$ 449,103$ USE OF FUNDS Expenditures Salaries and Benefits 8,424 8,711 16,474 18,184 16,913 Operating Expenditures Materials & Supplies 10,737 10,503 10,000 8,835 10,000 Fees & Charges - - - - - Consultants & Contract Services 715 348 1,000 981 1,000 Meetings & Training - - - - - Insurance Premiums 175,745 182,575 195,195 168,332 205,000 Operating Expenditures 187,197 193,425 206,195 178,148 216,000 Fixed Assets - - - - - Internal Service Charges - - 122 122 122 Total Expenditures 195,622$ 202,136$ 222,791$ 196,454$ 233,035$ Operating Transfers Transfer Out - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Undesignated 123,033 198,591 200,800 224,103 216,068 Total Ending Fund Balance 123,033$ 198,591$ 200,800$ 224,103$ 216,068$ TOTAL USE OF FUNDS 318,655$ 400,727$ 423,591$ 420,557$ 449,103$ SUMMARY OF REVENUES AND EXPENDITURES CITY OF SARATOGA NON DEPARTMENTAL C - 167 WORKERS COMPENSATION FY 2011/12 OBJECTIVES Wellness Program Initiative (funded by ABAG Grant) - The Human Resources Division will continue its wellness program initiative and account for all costs associated with the operation of the program. Statistically, the wellness program initiative has proven successful in minimizing the exposure to incidents which may cause loss to the City or injury to its employees. The Wellness Program Initiative will continue to provide benefits to employees that result in increasing productivity, reducing absenteeism, reducing health care costs, and improving morale. Workers Compensation Employee and Supervisor Awareness – The Human Resources Division will improve employees’ (both injured workers and supervisors) understanding of the workers ‘compensation program through educational materials and training, including providing reports to management regarding status of claims and settlements. KEY SERVICES Minimize the City’s exposure to losses through work safety, employee wellness, and ergonomic programs Coordinate the Worker Compensation Program with third party administrator Provide timely reporting of employee injury reports Provide information to employees regarding workers’ compensation insurance Full Time Equivalents (FTE) 2008/09 2009/10 2010/11 2011/12 City Staff Funded Funded Funded Funded Recreation & Facilities Director - - - - City Clerk - - - - Human Resources Manager 0.05 0.05 0.05 0.05 Total FTE's 0.05 0.05 0.05 0.05 2008/09 2009/10 2010/11 2011/12 Temporary Staff Funded Funded Funded Funded HR Specialists - - 200 200 Total Annual Hours - - 200 200 WORKERS COMPENSATION STAFF CITY OF SARATOGA NON DEPARTMENTAL C - 168 WORKERS COMPENSATION 2008/09 2009/10 2010/11 2011/12 Performance Objectives and Measures Actual Actual Estimated Budget 1. a.Managing workers compensation claims process and reporting requirements to ensure compliance with current workers compensation laws and City policies and procedures: 100%100%100%100% b.Regularly inspect injury claim files to insure they are up to date, including all applicable information is in the file: 100%100%100%100% c.Keep procedures up to date and ensure employees have been trained and are well-versed in the claims process: 100%100%100%100% 2008/09 2009/10 2010/11 2011/12 Activity and Workload Highlights Actual Actual Estimated Budget 1 0 2 4 2 2 6 2 2 2 3 Number of open claims to date (since FY 1998/99):Information not available Information not available 246 248 4 Number of closed claims to date (since FY 1998/99):Information not available Information not available 240 242 5 Lost time in full work days:214 275 32 15 Provide effective, efficient, and timely claims administration, working closely with supervisors, injured workers and workers compensation insurance carrier. New claims (based on date of claim): Closed claims (based on date closed): CITY OF SARATOGA NON DEPARTMENTAL C - 169 SERIES 2001 GENERAL OBLIGATION BOND DEBT SERVICE The City of Saratoga’s General Obligation Bonds, Series 2001 (Saratoga Library Expansion Project) were 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. The Bonds were approved by more than two-thirds of the electors of the City voting at a general municipal election held on March 7, 2000. The Bonds were issued to improve, renovate, and expand the Saratoga Community Library and to pay for the issuance costs 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 principal and interest on the bonds is payable on February 1 and August 1 of each year, commencing February 1, 2002, and ending August 1, 2031. 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, a refunding of the General Obligation Bond would significantly reduce the bond’s outstanding debt over its issuance. To that end, the City has initiated a refunding of the bonds, which is expected to save Saratoga property taxpayers approximat ely $1.4 million over the next twenty years. Lower interest rates will reduce funding requirements but will be unknown until early in the fiscal year. To be cautious, the FY 2011/12 proposed budget is based on the current bond payment schedule, and will appropriate more than needed under the refunding. The FY 2011/12 revenue budget reflects the estimated total of the Saratoga property owners’ property tax levy which is collected along with their annual property taxes and interest earned on the fund’s balance. Rapidly increasing property values in prior years resulted in higher than expected assessment revenues. The assessed levy is calculated to obtain a slight underfunding of the annual scheduled debt service to reduce the fund balance over the life of the loan. Expenditures reflect principal and interest payments, fees for continuing disclosure services, and financial advisor fees for the refunding. A reserve is maintained in this Debt Service Fund to provide for late or non-payments of property tax levies, and to ensure cash is available in the fund for bond payments prior to tax levy receipts . Fund balance is reduced minimally each year, to be fully eliminated at the end of bond debt service in 2031. CITY OF SARATOGA NON DEPARTMENTAL C - 170 LIBRARY GO BOND DEBT SERVICE 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 853,619 931,360 892,592 892,592 850,656 Total Beginning Fund Balance 853,619$ 931,360$ 892,592$ 892,592$ 850,656$ Revenues Taxes 1,077,093 971,198 950,000 970,258 950,000 Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Interest 15,198 5,311 5,000 2,683 3,600 Total Revenues 1,092,291$ 976,509$ 955,000$ 972,940$ 953,600$ TOTAL SOURCE OF FUNDS 1,945,910$ 1,907,869$ 1,847,592$ 1,865,533$ 1,804,256$ USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Debt Service 1,014,550 1,015,276 1,019,656 1,014,876 1,047,556 Fixed Assets - - - - - Internal Service Charges - - - - - Total Expenditures 1,014,550$ 1,015,276$ 1,019,656$ 1,014,876$ 1,047,556$ Operating Transfers Transfer Out - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Designated - - - - - Undesignated 931,360 892,592 827,936 850,656 756,700 Total Ending Fund Balance 931,360$ 892,592$ 827,936$ 850,656$ 756,700$ TOTAL USE OF FUNDS 1,945,910$ 1,907,869$ 1,847,592$ 1,865,533$ 1,804,256$ SOURCE & USE OF FUNDS CITY OF SARATOGA NON DEPARTMENTAL C - 171 LIBRARY GO BOND DEBT SERVICE August August February Fiscal Year Bond Fiscal Interest Annual Interest Interest Annual Debt Principal Year Rate Principal Payment Payment Interest Service Balance @ YE Initial Bond Offering at May 9, 2001 - - 15,000,000 2001/02 5.000%- - 588,942 588,942 588,942 15,000,000 2002/03 5.000%60,000 392,628 391,128 783,756 843,756 14,940,000 2003/04 5.000%245,000 391,128 385,003 776,131 1,021,131 14,695,000 2004/05 5.000%255,000 385,003 378,628 763,631 1,018,631 14,440,000 2005/06 5.000%270,000 378,628 371,878 750,506 1,020,506 14,170,000 2006/07 5.000%280,000 371,878 364,878 736,756 1,016,756 13,890,000 2007/08 6.000%295,000 364,878 356,028 720,906 1,015,906 13,595,000 2008/09 6.000%310,000 356,028 346,728 702,756 1,012,756 13,285,000 2009/10 6.000%330,000 346,728 336,828 683,556 1,013,556 12,955,000 2010/11 6.000%350,000 336,828 326,328 663,156 1,013,156 12,605,000 2011/12 6.000%370,000 326,328 315,228 641,556 1,011,556 12,235,000 2012/13 5.000%395,000 315,228 305,353 620,581 1,015,581 11,840,000 2013/14 5.000%415,000 305,353 294,978 600,331 1,015,331 11,425,000 2014/15 5.000%435,000 294,978 284,103 579,081 1,014,081 10,990,000 2015/16 5.000%455,000 284,103 272,728 556,831 1,011,831 10,535,000 2016/17 5.000%440,000 272,728 261,728 534,456 974,456 10,095,000 2017/18 5.000%460,000 261,728 250,228 511,956 971,956 9,635,000 2018/19 5.000%485,000 250,228 238,103 488,331 973,331 9,150,000 2019/20 5.000%510,000 238,103 225,353 463,456 973,456 8,640,000 2020/21 5.125%535,000 225,353 211,644 436,997 971,997 8,105,000 2021/22 5.125%565,000 211,644 197,166 408,809 973,809 7,540,000 2022/23 5.125%590,000 197,166 182,047 379,213 969,213 6,950,000 2023/24 5.125%625,000 182,047 166,031 348,078 973,078 6,325,000 2024/25 5.250%655,000 166,031 148,838 314,869 969,869 5,670,000 2025/26 5.250%690,000 148,838 130,725 279,563 969,563 4,980,000 2026/27 5.250%730,000 130,725 111,563 242,288 972,288 4,250,000 2027/28 5.250%765,000 111,563 91,481 203,044 968,044 3,485,000 2028/29 5.250%805,000 91,481 70,350 161,831 966,831 2,680,000 2029/30 5.250%850,000 70,350 48,038 118,388 968,388 1,830,000 2030/31 5.250%890,000 48,038 24,675 72,713 962,713 940,000 2031/32 5.250%940,000 24,675 - 24,675 964,675 - TOTALS 15,000,000 7,480,416 7,676,730 15,157,146 30,157,146 Total Bond Principal 15,000,000 Total Bond Interest 15,157,146 Total Cost of Bond 30,157,146 City of Saratoga 2001 Series General Obligation Bonds Debt Schedule CITY OF SARATOGA NON DEPARTMENTAL C - 172 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. Assessed Secured Property Valuation for FY 2010/11 9,963,412,097$ Debt Limitation (15% of assessed value)15% Bonded Debt Limit 1,494,511,815$ Outstanding Bonded Debt at 6/30/11 2001 Series General Obligation Bond 12,605,000 TOTAL Outstanding Debt 12,605,000$ 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: 12,605,000$ LEGAL DEBT MARGIN 1,481,906,815$ LEGAL DEBT MARGIN COMPUTATION FY 2011/12 CITY OF SARATOGA NON DEPARTMENTAL C - 173 LIBRARY CAPITAL IMPROVEMENT TRUST FUND The Library Capital Improvement Trust Fund accounts 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. Funds cannot be used for annual maintenance, administrative expenses, furniture, fixtures, library equipment, or staffing costs. With bond funds remaining after the Library Building renovation was completed, 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. A Citizen’s Oversight Committee was required by the bond measure to ensure that Library renovation and expansion funds are 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 require the review and approval of staff’s proposed capital improvement projects and contract costs, for budget approval by the City Council. 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. The Library Commission and the Library Manager will review and approve all proposed projects and design work prior to proposals going to the City Council for approval. The City’s Facilities Manager will oversee and coordinate the planned projects as the Library is a City owned building. 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 year schedules. CITY OF SARATOGA NON DEPARTMENTAL C - 174 LIBRARY CAPITAL IMPROVEMENT TRUST FUND 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 693,929 354,395 351,360 351,360 - Total Beginning Fund Balance 693,929$ 354,395$ 351,360$ 351,360$ -$ Revenues Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Interest Income 9,358 2,828 - - - Total Revenues 9,358$ 2,828$ -$ -$ -$ Operating Transfers Transfer In - - - - - Total Operating Transfers -$ -$ -$ -$ -$ TOTAL SOURCE OF FUNDS 703,287$ 357,223$ 351,360$ 351,360$ -$ USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Fixed Assets 38,893 5,458 - - - Internal Service Charges - - - - - Total Expenditures 38,893 5,458 - - - Operating Transfers Transfer Out 310,000 405 351,360 351,360 - Total Operating Transfers 310,000$ 405$ 351,360$ 351,360$ -$ Ending Fund Balance Designated - - - - - Undesignated 354,395 351,360 - - - Total Ending Fund Balance 354,395$ 351,360$ -$ -$ -$ TOTAL USE OF FUNDS 703,287$ 357,223$ 351,360$ 351,360$ -$ SOURCE & USE OF FUNDS CITY OF SARATOGA NON DEPARTMENTAL C - 175 KSAR COMMUNITY ACCESS TELEVISION TRUST FUND The KSAR Community Access Television (CATV) Trust Fund accounts for Public, Education, and Government (PEG) fee funds deposited with the City by the CATV Foundation Board, which are held in trust for investment purposes until utilized by the KSAR board. The funds on deposit are included in the City’s investment portfolio, and accrue interest at the same rate as the rest of the City’s deposits, but are not City Funds. BUDGET OVERVIEW KSAR receives PEG fees under the new 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. Franchise Fee revenues are expected to provide approximately $74,000 in FY 2011/12. All PEG fees received on KSAR’s behalf are now held on deposit and remitted to the KSAR Foundation on a quarterly basis. Due to financial activity in prior years, this fund’s budget schedule will be included in the budget until the fiscal years move out of prior year schedules. CITY OF SARATOGA NON DEPARTMENTAL C - 176 KSAR TRUST FUND 2008/09 2009/10 2010/11 2010/11 2011/12 Actuals Actuals Adjusted Actuals Adopted SOURCES OF FUNDS Beginning Fund Balance Designated - - - - - Undesignated 38,661 84,603 109,842 109,842 - Total Beginning Fund Balance 38,661$ 84,603$ 109,842$ 109,842$ -$ Revenues Taxes / Franchise Fees 44,947 72,238 68,000 18,437 - Intergovernmental Revenues - - - - - Fees, Licenses and Permits - - - - - Charge for Services - - - - - Other Sources - - - - - Interest Income 994 466 500 136 - Total Revenues 45,942$ 72,704$ 68,500$ 18,573$ -$ TOTAL SOURCE OF FUNDS 84,603$ 157,307$ 178,342$ 128,416$ -$ USE OF FUNDS Expenditures Salaries and Benefits - - - - - Operating Expenditures - - - - - Fixed Assets - - - - - Funds Withdrawal - 47,465 174,977 128,416 - Total Expenditures -$ 47,465$ 174,977$ 128,416$ -$ Operating Transfers Transfer Out - - - - - Total Operating Transfers -$ -$ -$ -$ -$ Ending Fund Balance Designated - - - - - Undesignated 84,603 109,842 3,365 - - Total Ending Fund Balance 84,603$ 109,842$ 3,365$ -$ -$ TOTAL USE OF FUNDS 84,603$ 157,307$ 178,342$ 128,416$ -$ SOURCE & USE OF FUNDS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 1 CAPITAL IMPROVEMENT PLAN CIP OVERVIEW The City of Saratoga’s FY 2011/12 – 2015/16 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, Prop 142/TCR allocations and Road Impact Fees are dedicated funding sources for the Streets Program, with revenues in excess of $1 million per year. Funding for projects may also come from prior year General Fund savings, from development projects requiring mitigation of impacts, from partnerships with other jurisdictions, or from federal, state, and local grants as either part of statewide initiatives or through grant applications based on specific City projects. Parks & Trails Program - includes projects to develop and improve parks and sport fields, park structures, trails, the city plaza park, and various citywide tree planting and maintenance. Dedicated funding for the Parks Program includes a Park Development Fee collected when a development project subdivides property, and from Tree Fines collected from un-permitted tree removals. Funding may also come from prior year General Fund savings, from grants and park bond funds, and from donations. Park projects may, on occasion, include community volunteer services for minor construction and clean-up projects. Facilities Program - includes projects for purchasing, constructing or making capital repairs to City buildings, structures, and equipment. City buildings include the Civic Center and Chamber/Theater Building, the Senior/Community Center and auxiliary structures, the Corporation Yard and structures, the North Campus, the Historical Buildings including the Saratoga Museum, the McWilliams House, and the Book-Go-Round. Funding is not specifically designated for this capital program; allocations generally come from General Fund prior year savings or grant funds applied to qualified improvements, such as Community Development Block Grant funds for ADA improvements. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 2 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, 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 the 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 information technology, one-time, efficiency, or multi-year 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 recent estimates based upon current design specifications. 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. On the following pages, are summary schedules and graphs illustrating the program budgets by project category and by fund for the four CIP Programs, and list of unfunded projects. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 3 Proposed Category FY 2011/12 % Streets Program Street Repair & Resurfacing 2,901,526$ 23.4% Roadway Safety Projects 2,584,854 20.9% Street Landscaping & Beautification 170,937 1.4% Sidewalk, Curbs & Storm Drains 2,340,492 18.9% Bridge & Retaining Walls 844,608 6.8% Utility Undergrounding Projects - 0.0% Total Streets Program 8,842,417 71.4% Parks & Trails Program Citywide Projects 151,104 1.2% Park Projects 637,375 5.1% Trail Projects 1,350,960 10.9% Total Parks & Trails Program 2,139,439 17.3% Facility Program Citywide Projects 435,510 3.5% Civic Center Improvements 286,991 2.3% Saratoga Prospect Center Improvements 120,445 1.0% Village Historical Building Improvements 10,635 0.1% Library Building Improvements 340,597 2.8% Total Facility Program 1,194,178 9.6% Administrative Improvement Program Information Technology Projects 120,898 1.0% Communication System Improvements - 0.0% IT Infrastructure Improvements 61,430 0.5% Community Programs 17,912 0.1% Total Administrative Improvement Program 200,240 1.6% TOTAL CIP BUDGET BY PROJECT CATEGORY 12,376,274$ 100% CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY CAPITAL PROGRAM BUDGET BY PROJECT CATEGORY CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 4 CAPITAL IMPROVEMENT PLAN BUDGET BY FUND Adopted Category FY 2011/12 % Street Program 411 Streets CIP Fund 2,504,733 20.2% 431 Streets Grant Fund 4,937,311 39.9% 481 Streets Gas Tax Fund 1,400,372 11.3% Total Street Program 8,842,416 71.4% Park Program 412 Park & Trail CIP Fund 1,000,933 8.1% 421 Park & Trail Tree Fund 36,770 0.3% 432 Park & Trail Grant Fund 1,101,736 8.9% Total Park & Trail Program 2,139,440 17.3% Facility Program 413 Facility CIP Fund 1,194,177 9.6% Total Facility Program 1,194,177 9.6% Administrative Program 414 Administrative CIP Fund 182,328 1.5% 434 Administrative Community Grants 17,912 0.1% Total Administrative Program 200,240 1.5% TOTAL CIP BUDGET BY FUND 12,376,274 100% CAPITAL IMPROVEMENT PLAN BUDGET BY FUND CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 5 UNFUNDED PROJECTS STREET PROJECTS Cox Avenue Traffic & Pedestrian Safety Improvements Crosswalk and other safety improvements on Cox Avenue between Saratoga Avenue and Paseo Presada. 75,000 Prospect Road Median Project - Subsequent Phases: 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 Avenue. 150,000 Chester Avenue Storm Drain Improvements: 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 additional option for circulation through Village. 100,000 City Hall Parking Improvements:Provide additional parking at City Hall by removing landscaping near the corner of Fruitvale and Allendale. 100,000 Bus Stop Shelter Concrete Pads & Wooden Shelters: Construct concrete pads and wooden shelters to install bus stop shelters at 4 select locations along bus routes in the City. 40,000 3,309,630$ PARK & TRAIL PROJECTS Lower Tank Trail (Parker Ranch) Repair Project: Repair erosion and minor slides on the trail link which connects Parker Ranch Road to Picea Court in the Parker Ranch Subdivision. 20,000 De Anza Trail Phase II:Extend the De Anza Trail from Saratoga-Sunnyvale Road to Arroyo De Arguello. 75,000 Wildwood Park Pedestrian Bridge Rehabilitation: Rehabilitation of existing pedestrian bridge to Wildwood Park.125,000 Village Creek Trail:Construction of a trail along Saratoga Creek running the length of the Village. 75,000 Calabazas Creek Trail:Installation of a pathway running along Calabazas Creek from Saratoga- Sunnyvale Road to the UPRR Tracks. 100,000 Odd Fellows Trail Development:Development of a new trail through the Odd Fellows property establishing a link to the San Marcos Open Space. 60,500 Heritage Orchard Monument Sign:Construction of a Heritage Orchard monument sign to be located at the corner of Fruitvale and Saratoga Avenues. 35,000 Hakone Gardens Visitor Center Design:Design work for the Hakone Gardens Visitor Center.100,000 590,500$ FACILITY PROJECTS City Hall Emergency Generator Project:Purchase and installation of an emergency generator at City Hall.50,000 City Compost Bins:Construction one or more large compost bins to be located on City owned property such as a park. 10,000 Cool Roofs:Replace aging roofs at the Community Center and City Hall with sunlight reflecting “cool roof systems” 164,000 Double Pane Windows:Replace single-pane windows at the Community Center and City Hall with double-pane windows 157,000 Energy Star Compliant Appliances:Replace old dishwashing machines, clothes washers and dryers, refrigerators, freezers, etc 20,000 Ceiling Insulation:Increase the R-Value of all ceiling insulation in City buildings. 160,000 561,000$ TOTAL FACILITY UNFUNDED PROJECTS TOTAL PARK & TRAIL UNFUNDED PROJECTS TOTAL STREETS UNFUNDED PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN D - 6 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-7 STREET PROGRAM 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 five project categories: Street Repair & Resurfacing Projects Roadway Safety Improvements 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 set up when specific roadway grants are provided for specifically identified bodies of work. 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, s uch 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. 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, Curbs & 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-8 PROJECT SUMMARY Three new Street projects were added in FY 2011/12, to make a total of twenty-four active projects: VTA Grant Street Resurfacing Highway 9 Safety Project – Phase IV Village Sidewalk, Curb & Gutter Project – Phase II – Design & Construction Street Improvement projects finalized in the last fiscal year, meaning all invoices were paid, include Village Street Tree Lighting, Prospect Road Medians, Village News Rack Enclosures, Sobey Road Culvert, Saratoga Sunnyvale Road ADA Curbs, and Monte Vista Storm Drain Repairs. Several of these projects remain active as there are outstanding reimbursements or transfers out to be completed in FY 2011/12. Total Expended Project STREETS PROJECT EXPENDITURE SUMMARY To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expenditures Street Repair & Resurfacing Projects 9111-001 Annual Street Resurfacing 4,289,137 1,993,048 1,100,000 1,100,000 1,100,000 1,100,000 10,682,185 9111-002 Annual Street Restriping & Signage 272,900 182,100 100,000 100,000 100,000 100,000 855,000 9112-002 Saratoga Avenue Resurfacing 740,203 161,377 - - - - 901,580 9112-003 VTA Grant Street Resurfacing - 565,000 565,000 Roadway Safety Improvements - 9121-001 Roadway Safety & Traffic Calming 151,962 189,393 50,000 50,000 50,000 50,000 541,355 9121-002 Solar Radar Feedback Signs 47,442 14,558 - - - - 62,000 9121-003 ADA Accessible Signals 188,286 - - - - - 188,286 9122-001 Highway 9 Safety Project - Phase 2 378,410 859,794 - - - - 1,238,204 9122-004 Highway 9 Safety Project - Phase 3 28,702 521,109 - - - - 549,811 9122-005 Highway 9 Safety Project - Phase 4 - 1,000,000 1,000,000 Street Landscape & Beautification Projects - 9132-001 Village Street Tree Lighting 50,000 Closed - - - - 50,000 9132-002 Prospect Road Medians 249,463 537 - - - - 250,000 9132-003 City Entrance Sign/Monument 23,788 Closed - - - - 23,788 9132-005 Village Façade Program 19,022 978 - - - - 20,000 9138-001 Village LED Streetlights - 169,422 - - - - 169,422 Sidewalks, Curbs &Gutters - 9141-001 Annual Sidewalk Repairs 229,782 102,904 50,000 50,000 50,000 50,000 532,686 9141-002 Annual Storm Drain Repairs 123,592 88,508 50,000 50,000 50,000 50,000 412,100 9142-001 El Quito Curb & Gutter 194,983 37,552 - - - - 232,535 9142-002 Sobey Road Culvert Repairs 150,000 Closed - - - - 150,000 9142-004 Village S/W & Pedestrian Enhancemts 690,378 579,232 - - - - 1,269,610 9142-005 Saratoga Avenue Sidewalk 75,663 45,556 - - - - 121,219 9142-006 Saratoga Sunnyvale Rd ADA Curbs 108,150 - - - - - 108,150 9142-007 Saratoga Sunnyvale Rd Sidewalk 74,147 Closed - - - - 74,147 9142-008 Monte Vista Storm Drain Repair 91,138 1,082 - - - - 92,220 9142-009 Canyon View/Elva Storm Drain Repair 15,000 35,000 - - - - 50,000 9142-010 Village SW/C/G - Phase II Design - 167,000 - - - - 167,000 9142-011 Village SW/C/G Phase II Construction - 1,283,658 - - - - 1,283,658 Bridges & Retaining Walls - 9152-001 4th Street Bridge - 587,000 - - - - 587,000 9152-002 Quito Road Bridges 471,744 244,645 - - - - 716,389 9154-001 Padero Erosion Mitigation 37,037 12,963 - - - - 50,000 Utility Undergrounding Project 9171-002 Quito Road Undergrounding Project - - - - - 98,744 98,744 Total Projects 8,700,929 8,842,417 1,350,000 1,350,000 1,350,000 1,448,744 23,042,090 Interfund Transfers - - Total Project Expenditures 8,700,929 8,842,417 1,350,000 1,350,000 1,350,000 1,448,744 23,042,090 Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-9 STREET IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2010/11 Funded Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREETS FUND State Roadway Allocations 580,666 - 580,666 - - - - - 580,666 Road Impact Fees 702,883 465,990 1,168,873 334,000 400,000 400,000 400,000 400,000 3,102,873 CIP Project Reimbursements 134,779 13,880 148,659 90,042 - - - - 238,701 Contributions/Assessments 844,790 - 844,790 - - - - - 844,790 Transfer In - General Fund 1,795,328 175,000 1,970,328 150,000 150,000 150,000 150,000 150,000 2,720,328 Transfer In - Other CIP 415,579 362,541 778,120 123,400 - - - - 901,520 Transfer In - CDBG 52,705 243,731 296,436 - - - - - 296,436 Transfer In - L&L 213,178 - 213,178 - - - - - 213,178 GRANT FUND Federal Grants 726,621 628,269 1,354,890 4,782,116 - - - - 6,137,006 State Grants 567,090 122,076 689,166 401,474 - - - - 1,090,640 Local Grants 20,000 - 20,000 - - - - - 20,000 GAS TAX FUND Gas Tax Revenue 1,452,995 756,711 2,209,706 867,727 800,000 800,000 800,000 800,000 6,277,433 Transfer In - Other CIP 618,520 - 618,520 - - - - - 618,520 TOTAL REVENUES 8,125,133 2,768,198 10,893,331 6,748,759 1,350,000 1,350,000 1,350,000 1,350,000 23,042,090 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREETS FUND Salary & Benefits 88,589 84,522 173,111 85,000 90,000 90,000 90,000 90,000 618,111 Site Acquisition & Prep - - - - - - - - - Supplies & Expenses 142,263 69,165 211,428 50,000 50,000 50,000 50,000 50,000 461,428 Fees & Expenses 16,328 4,396 20,724 - - - - - 20,724 Consultant/Contract Svs 171,508 121,558 293,066 - - - - - 293,066 Construction Expenses 1,709,155 1,006,842 2,715,998 2,246,333 410,000 410,000 410,000 410,000 6,602,331 Transfers Out 470,129 210,558 680,688 123,400 - - - - 804,088 GRANT FUND Fees & Expenses 5,177 736 5,913 - - - - - 5,913 Consultant/Contract Svs 45,088 270,586 315,674 - - - - - 315,674 Construction Expenses 1,680,875 671,991 1,988,747 4,937,311 - - - - 6,926,058 GAS TAX FUND - Supplies & Expenses 4,217 - 4,217 - - - - - 4,217 Consultant/Contract Svs 800 - 800 - - - - - 800 Construction Expenses 1,469,028 397,535 1,866,563 1,294,373 694,000 694,000 694,000 792,744 6,035,680 Transfers Out 318,000 106,000 424,000 106,000 106,000 106,000 106,000 106,000 954,000 TOTAL EXPENDITURES 6,121,158 2,943,889 8,700,928 8,842,417 1,350,000 1,350,000 1,350,000 1,448,744 23,042,090 FY Total 2010/11 Estimated Project TOTAL ALL FUND SUMMARY Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity BEGINNING BALANCE 1,681,098 2,192,402 98,744 98,744 98,744 98,744 Revenues & Transfers In 8,125,133 2,768,198 10,893,331 6,748,759 1,350,000 1,350,000 1,350,000 1,350,000 23,042,090 Expenditures & Transfers Out 6,121,158 2,943,889 8,700,928 8,842,417 1,350,000 1,350,000 1,350,000 1,448,744 23,042,090 ENDING BALANCE 2,186,402 2,192,402 98,744 98,744 98,744 98,744 - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-10 PROJECT DIRECTORY STREET REPAIR AND RESURFACING PROJECTS PAGE 9111-001 Annual Street Resurfacing & Maintenance D – 12 9111-002 Annual Street Restriping D – 16 9112-002 Saratoga Avenue Resurfacing D – 18 9112-003 VTA Grant Street Resurfacing D – 20 ROADWAY SAFETY PROJECTS 9121-001 Roadway Safety & Traffic Calming D – 24 9121-002 Solar Radar Feedback Signs D – 26 9121-003 ADA Accessible Signals D – 28 9122-001 Highway 9 Safety Improvements – Phase II D – 30 9122-004 Highway 9 Safety Improvements – Phase III D – 32 9122-005 Highway 9 Safety Improvements – Phase IV D – 34 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS 9132-005 Village Façade Program D – 38 9138-001 Village LED Streetlights D – 40 SIDEWALK, CURBS & STORM DRAIN PROJECTS 9141-001 Annual Sidewalk Repairs D – 44 9141-002 Annual Storm Drain Upgrades D – 46 9142-001 El Quito Curb & Gutter D – 48 9142-004 Village Sidewalk & Pedestrian Enhancements – Phase I D – 50 9142-005 Saratoga Avenue Sidewalk D – 52 9142-009 Canyon View/Elva Storm Drain Repair D – 51 9142 -010 Village Sidewalk Curb & Gutter Improvements Phase II – Design D – 56 9142-011 Village Sidewalk Curb & Gutter Improvements Phase II – Construction D – 56 BRIDGE AND RETAINING WALLS 9152-001 Fourth Street Bridge D – 60 9152-002 Quito Road Bridge Replacement D – 62 9154-001 Padero Erosion Mitigation D – 64 STREET UNDERGROUNDING PROJECTS 9171-001 Rule 20 Electric Undergrounding Conversion Projects D – 68 9171-002 Quito Road Electric Undergrounding Project D – 70 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-11 STREET REPAIR & RESURFACING PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-12 STREET REPAIR & RESURFACING PROJECTS 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 Background Every two years, an engineering consultant conducts an assessment of City roads using the 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 streets for resurfacing. Roads in the worst condition and arterial roads with poor ratings are scheduled for resurfacing each year. Consequently, the City has achieved an average PCI rating of ―Very Good‖ and ha s avoided costly deferred maintenance on deteriorated roads. Most street resurfacing work is performed by contractors; staff does conduct minor repairs to roadways when practical. There is a total of 135 miles of roadway in Saratoga. Operating Budget Impacts Resurfacing streets on a regular basis extends the lifetime of Saratoga’s roadways, therefore minimizing the likelihood of larger and more costly projects in the future. Keeping the streets in good condition also reduces liability expenses caused by roads in poor condition. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-13 STREET REPAIR & RESURFACING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL STREET RESURFACING Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND State DOT Prop 42 (TCR)580,666 580,666 - - - - - 580,666 Road Impact Fees 562,883 315,990 878,873 209,000 300,000 300,000 300,000 300,000 2,287,873 Project Reimbursements 70,649 70,649 - - - - - 70,649 Transfers In - Other CIP 244,815 - 244,815 - - - - - 244,815 TOTAL 1,459,012 315,990 1,775,002 209,000 300,000 300,000 300,000 300,000 3,184,002 GRANT FUNDS Federal - STPL 97,167 97,167 - - - - - 97,167 State - Prop 1B 505,064 505,064 - - - - - 505,064 TOTAL 602,230 - 602,230 - - - - - 602,230 GAS TAX FUND Gas Tax - HUTA 1,551,738 500,859 2,052,597 513,196 500,000 500,000 500,000 500,000 4,565,793 Gas Tax - 7360 (TCR swap)- 255,852 255,852 354,531 300,000 300,000 300,000 300,000 1,810,383 Transfers In 519,776 519,776 - - - - - 519,776 TOTAL 2,071,514 756,711 2,828,225 867,727 800,000 800,000 800,000 800,000 6,895,952 TOTAL REVENUES 4,132,756 1,072,701 5,205,457 1,076,727 1,100,000 1,100,000 1,100,000 1,100,000 10,682,184 Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-14 STREET REPAIR & RESURFACING PROJECTS ANNUAL STREET RESURFACING - CONTINUED Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND EXP Salary & Benefits 88,589 84,522 173,111 85,000 90,000 90,000 90,000 90,000 618,111 Site Acquisition & Prep - - - - - - - - Materials & Supplies 34,755 7,696 42,451 - - - - - 42,451 Fees & Expenses 7,364 7,364 - - - - - 7,364 Consultant/Contract Svs 46,265 8,118 54,383 - - - - - 54,383 Project Equip & Fixtures - - - - - - - - Construction Expenses 562,904 309,614 872,518 384,275 210,000 210,000 210,000 210,000 2,096,792 Transfers Out 176,500 65,000 241,500 123,400 - - - - 364,900 TOTAL 916,377 474,950 1,391,327 592,675 300,000 300,000 300,000 300,000 3,184,001 GRANT FUND EXP Construction Expenses 602,230 - 602,230 - - - - - 602,230 Transfers Out 24,574 (24,574) - - - - - - - TOTAL 626,804 (24,574) 602,230 - - - - - 602,230 GAS TAX EXP Materials & Supplies 2,224 2,224 - - - - - 2,224 Fees & Expenses 1,993 1,993 - - - - - 1,993 Consultant/Contract Svs 800 800 - - - - - 800 Construction Expenses 1,469,028 397,535 1,866,563 1,294,373 694,000 694,000 694,000 694,000 5,936,936 Transfers Out 318,000 106,000 424,000 106,000 106,000 106,000 106,000 106,000 954,000 TOTAL 1,792,045 503,535 2,295,580 1,400,373 800,000 800,000 800,000 800,000 6,895,953 TOTAL EXPENDITURES 953,911 4,289,137 1,993,048 1,100,000 1,100,000 1,100,000 1,100,000 10,682,184 Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND 427,313 Beginning Balance 542,657 383,675 - - - - - Revenues & T/I 1,459,034 315,990 1,775,002 209,000 300,000 300,000 300,000 300,000 3,184,002 Expenditures & T/O 916,377 474,950 1,391,327 592,675 300,000 300,000 300,000 300,000 3,184,002 Ending Balance 542,657 383,697 383,675 - - - - - - GRANT FUND Beginning Balance (24,574) - - - - - - Revenues & T/I 602,230 - 602,230 - - - - - 602,230 Expenditures & T/O 626,804 (24,574) 602,230 - - - - - 602,230 Ending Balance (24,574) - - - - - - - - GAS TAX FUND Beginning Balance - 279,470 532,646 - - - - - Revenues & T/I 1,956,170 756,711 2,712,881 867,727 800,000 800,000 800,000 800,000 6,780,608 Expenditures & T/O 1,676,700 503,535 2,180,235 1,400,373 800,000 800,000 800,000 800,000 6,780,608 Ending Balance 279,470 532,646 532,646 - - - - - - TOTAL BALANCE 797,553 916,343 916,321 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-15 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-16 STREET REPAIR & RESURFACING PROJECTS Project Name Annual Street Restriping & Signage Project Number 9111-002 Department Public Works Project Manager Rick Torres Description This is an ongoing project for street restriping and signage throughout the City to maintain roadway infrastructure and enhance roadway safety. In addition to maintaining 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 Background Each year, existing striping, signage, and curbs are assessed by Public Works staff to determine where 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 Budget Impacts Conducting routine maintenance of re-striping, curbs, and signage on Saratoga streets reduces the need for extensive repairs in the future, thereby preventing larger and more time consuming restriping projects in the future. Additionally, regular restriping ensures that Saratoga roadways are clearly marked and safer for drivers to navigate. Staff time spent conducting work or overseeing contract work is incorporated into the operating budget on an ongoing basis. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-17 STREET REPAIR & RESURFACING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL STREET RE-STRIPING & SIGNAGE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Road Impact Fees 140,000 150,000 290,000 125,000 100,000 100,000 100,000 100,000 815,000 Transfers In - Other CIP 40,000 40,000 - - - - - 40,000 TOTAL REVENUES 180,000 150,000 330,000 125,000 100,000 100,000 100,000 100,000 855,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Materials & Supplies 88,634 88,634 - - - - - 88,634 Fees & Expenses - - - - - - - - Consultant/Contract Svs - - - - - - - - Construction Expenses 79,691 104,575 184,266 182,100 100,000 100,000 100,000 100,000 766,366 Transfers Out - - - - - - - - TOTAL EXPENDITURES 168,325 104,575 272,900 182,100 100,000 100,000 100,000 100,000 855,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING BALANCE 11,675 57,100 - - - - - Revenues & T/I 180,000 150,000 330,000 125,000 100,000 100,000 100,000 100,000 855,000 Expenditures & T/O 168,325 104,575 272,900 182,100 100,000 100,000 100,000 100,000 855,000 ENDING BALANCE 11,675 57,100 57,100 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-18 STREET REPAIR & RESURFACING PROJECTS Project Name Saratoga Avenue Resurfacing Project Number 9112-002 Department Public Works Project Manager Macedonio Nunez Description This project will resurface sections of Saratoga Avenue between Kerwin Ranch Road and the City Limits. Location Two sections of Saratoga Avenue will be resurfaced, one between the City Limits and Cox Avenue and another between Ranfree Lane and Kerwin Ranch Court. Project Background The City uses the Pavement Condition Index (PCI) to determine the conditions of roads. Ratings range 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 years and carefully monitoring street conditions. Regular maintenance of the roads helps avoid costly deferred maintenance on det eriorated roads and extends the lifetime of the City’s existing roadways. In 2009, the City sought and received federal stimulus funds to repave two sections of Saratoga Avenue. This street is one of the City’s arterial roads and receives significant use . The federal monies will help the City leverage limited funds to help maintain this critical City road. Operating Budget Impacts Funding for the work comes from American Recovery and Reinvestment Act monies, consequently significant staff time is expected to be spent tracking and reporting on use of these stimulus dollars. However, ongoing maintenance of City roadways will increase the longevity of existing streets and ultimately reduce long term capital expenses. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-19 STREET REPAIR & RESURFACING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process August 2009 Council approves plans and authorizes bidding the project Contract Award September 2009 Council awards contract Estimated Construction Start September 2009 Construction project begins Estimated Completion Date May 2011 Project is completed SARATOGA AVENUE RESURFACING Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - Other CIP 50,000 - 50,000 - - - - - 50,000 TOTAL STREET FUND 50,000 - 50,000 - - - - - 50,000 GRANT FUND Federal Stimulas Grant 234,601 445,833 680,434 171,146 - - - - 851,580 TOTAL GRANT FUND 234,601 445,833 680,434 171,146 - - - - 851,580 TOTAL REVENUES 284,601 445,833 730,434 171,146 - - - - 901,580 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Materials & Supplies 1,093 1,093 - - - - - 1,093 Construction Expenses - - - 48,907 - - - - 48,907 TOTAL STREET FUND 1,093 - 1,093 48,907 - - - - 50,000 GRANT FUND Fees & Expenses 3,104 3,104 - - - - - 3,104 Construction Expenses 253,520 482,487 736,007 112,470 - - - - 848,477 TOTAL GRANT FUND 256,624 482,487 739,111 112,470 - - - - 851,581 TOTAL EXPENDITURES 257,717 482,487 740,203 161,377 - - - - 901,580 Prior FY Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 48,907 48,907 - - - - - Revenues & T/I 50,000 - 50,000 - - - - - 50,000 Expenditures & T/O 1,093 - 1,093 48,907 - - - - 50,000 Ending Balance 48,907 48,907 48,907 - - - - - - GRANT FUND Beginning Balance (22,023) (58,676) - - - - - Revenues & T/I 234,601 445,833 680,434 171,146 - - - - 851,580 Expenditures & T/O 256,624 482,486 739,110 112,470 - - - - 851,580 Ending Balance (22,023) (58,676) (58,676) - - - - - - TOTAL BALANCE 26,884 (9,769) (9,769) - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-20 STREET REPAIR & RESURFACING PROJECTS Project Name VTA Grant for Street Resurfacing Project Number 9112-003 Department Public Works Project Manager Macedonio Nunez Description This project will resurface several sections of roadway in Saratoga. Location This project is expected to include street resurfacing on Bucknall Road between Quito Road and Paseo Presada; Cox Avenue between Quito Road and Paseo Presada; Thelma Avenue from Saratoga- Sunnyvale Road to Beaumont; Kirkmont Drive from Saratoga-Sunnyvale Road to Kirkbrook Drive; Scotland Drive from Glen Brae Drive to Bonnie Ridge Way; and Dagmar Drive from the south end of the street to Myren Drive. Project Background This project will resurface approximately 1.5 miles of roadway in Saratoga, including se ctions of Bucknall Road, Cox Avenue, Thelma Avenue, Kirkmont Drive, Scotland Drive, and Dagmar Drive. The City uses the Pavement Condition Index (PCI) to determine the conditions of roads. Ratings range 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 years and carefully monitoring street conditions. Road resurfacing grants have been instrumental in the City’s effort to keep Saratoga roads in good condition. Funding for this project comes from the Surface Transportation Program (STP). Approximately every six years, the U.S. Congress adopt s a surface transportation act to fund highway, street, road, transit, and other transit related improvement projects. Funding for these projects flows through the states to local agencies. In California, STP money is administered by Caltrans. A large portion of the California STP funding goes to regional planning agencies, such as the Valley Transportation Authority (VTA), which then allocates funding for improvement projects at its discretion. VTA has allocated $500,000 to Saratoga. The City is required to contribute 11.47% in matching funds. This comes out to roughly $565,000. Operating Budget Impacts Funding for this project comes from a VTA grant with a matching contribution from the City. Staff time will be required to perform grant reporting and project management. These expenses have been incorporated into the operating budget. Additionally, ongoing maintenance of City roadways will increase the longevity of existing streets and ultimately reduce long term capital expenses. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-21 STREET REPAIR & RESURFACING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process June 2011 Council approves plans and authorizes bidding the project Contract Award July 2011 Council awards contract Estimated Construction Start August 2011 Construction project begins Estimated Completion Date October 2011 Project is completed VTA GRANT STREET RESURFACING Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - Other CIP - 65,000 65,000 - - - - - 65,000 TOTAL STREET FUND - 65,000 65,000 - - - - - 65,000 GRANT FUND Federal Stimulas Grant - - - 500,000 - - - - 500,000 TOTAL GRANT FUND - - - 500,000 - - - - 500,000 TOTAL REVENUES - 65,000 65,000 500,000 - - - - 565,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - 65,000 - - - - 65,000 TOTAL STREET FUND - - - 65,000 - - - - 65,000 GRANT FUND Construction Expenses - - - 500,000 - - - - 500,000 TOTAL GRANT FUND - - - 500,000 - - - - 500,000 TOTAL EXPENDITURES - - - 565,000 - - - - 565,000 Prior FY Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance - 65,000 - - - - - Revenues & T/I - 65,000 65,000 - - - - - 65,000 Expenditures & T/O - - - 65,000 - - - - 65,000 Ending Balance - 65,000 65,000 - - - - - - GRANT FUND Beginning Balance - - - - - - - Revenues & T/I - - - 500,000 - - - - 500,000 Expenditures & T/O - - - 500,000 - - - - 500,000 Ending Balance - - - - - - - - - TOTAL BALANCE - 65,000 65,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-22 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-23 ROADWAY SAFETY PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-24 ROADWAY SAFETY PROJECTS 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 that is conducted on an ongoing basis. Project Background 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 reconfigured a corner and installed a median on Dagmar Drive at Saratoga Avenue. This fiscal year, an enhanced crosswalk with in-pavement warning lights will be installed at Cox Avenue near Quito Market. Operating Budget Impacts The goal of this fund is to make roads safer. Projects are primarily focused on reducing driver speed and making pedestrians more visible, which has ultimately helped to reduce the number of accidents in the City. Engineering staff time for oversight of these projects is incorporated into the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-25 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ROADWAY SAFETY & TRAFFIC CALMING Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - General Fund 291,355 - 291,355 50,000 50,000 50,000 50,000 50,000 541,355 TOTAL REVENUES 291,355 - 291,355 50,000 50,000 50,000 50,000 50,000 541,355 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Materials & Supplies 42,572 3,544 46,116 50,000 50,000 50,000 50,000 50,000 296,116 Consultant/Contract Svs 30,270 15,510 45,779 - - - - - 45,779 Construction Expenses 40,416 19,651 60,067 139,393 - - - - 199,460 TOTAL EXPENDITURES 113,257 38,704 151,962 189,393 50,000 50,000 50,000 50,000 541,355 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING BALANCE 178,098 139,393 - - - - - Revenues & T/I 291,355 - 291,355 50,000 50,000 50,000 50,000 50,000 541,355 Expenditures & T/O 113,257 38,704 151,962 189,393 50,000 50,000 50,000 50,000 541,355 ENDING BALANCE 178,098 139,393 139,393 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-26 ROADWAY SAFETY PROJECTS 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 Background The Traffic Safety Commission (TSC) and staff review and assess traffic concerns throughout the City. 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 2011. Operating Budget Impacts While solar radar feedback signs do require maintenance, the signs have helped to reduce traffic speeds in the City and have consequently increased safety on Saratoga roads. Costs associated with project management have already been incorporated in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-27 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 As needed Project is completed SOLAR RADAR FEEDBACK SIGNS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses 47,442 - 47,442 14,558 - - - - 62,000 TOTAL EXPENDITURES 47,442 - 47,442 14,558 - - - - 62,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING B ALANCE 14,558 14,558 - - - - - Revenues & T/I 62,000 - 62,000 - - - - - 62,000 Expenditures & T/O 47,442 - 47,442 14,558 - - - - 62,000 ENDING BALANCE 14,558 14,558 14,558 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-28 ROADWAY SAFETY PROJECTS Project Name ADA Accessible Signals Project Number 9121-003 Department Public Works Project Manager Kristin Borel Description This project will complete ADA improvements to existing signalized intersections throughout Saratoga. Pushbuttons at these intersections will be replaced with ―vibrotactile‖ buttons for the visually impaired. Location This project will upgrade the 15 City owned signalized intersection with traffic signals. Project Background This project will update existing signals with audible signals for the visually impaired. The City plans to install a ―vibrotactile‖ type of pedestrian signal. This new pushbutton will vibrate when the ―WALK‖ signal is on, giving visually impaired pedestrians a cue to cross the street. This is an unobtrusive means of providing the visually impaired with 100% confidence that the ―WALK‖ sign al is on. ADA improvements to ramps, curbs, and crosswalks will also be included in this project. Money for this project has been provided through the Community Development Block Grant (CDBG) Program. As money becomes available each year, more intersections will be upgraded until all the City owned intersections have been improved. Improvements will be conducted by contractors, but the project will be managed by staff. The project will be broken up into two phases. The first phase was completed in the 2009/2010 fiscal year. The second phase was finished in fiscal year 2010/2011. Grant reporting requirements are expected to be finalized by July 2011. Operating Budget Impacts This project will increase safety for visually impaired pedestrian in Saratoga. Consequently, it will also reduce liability expenses associated with pedestrian accidents. Engineering staff time for project design and oversight will be incorporated into the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-29 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase March 2010 Prepare plans and specifications Begin Bid Process May 2010 Council approves plans and authorizes bidding the project Contract Award June 2010 Council awards contract Estimated Construction Start July 2010 Construction project begins Estimated Completion Date January 2011 Project is completed Grant Reporting Finalized July 2011 Grant reporting requirements are finalized ADA ACCESSIBLE SIGNALS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - CDBG 49,595 138,691 188,286 - - - - - 188,286 TOTAL REVENUES 49,595 138,691 188,286 - - - - - 188,286 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Fees & Expenses 1,023 - 1,023 - - - - - 1,023 Consultant/Contract Svs 48,551 - 48,551 - - - - - 48,551 Construction Expenses 21 138,691 138,712 - - - - - 138,712 TOTAL EXPENDITURES 49,595 138,691 188,286 - - - - - 188,286 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING BALANCE - - - - - - - Revenues & T/I 49,595 138,691 188,286 - - - - - 188,286 Expenditures & T/O 49,595 138,691 188,286 - - - - - 188,286 ENDING BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-30 ROADWAY SAFETY PROJECTS Project Name Highway 9 Safety Improvements Phase II Project Number 9122-001 Department Public Works Project Manager Iveta Harvancik Description A multi-agency pedestrian and bicycle safety improvement project to enhance the safety of the Highway 9 corridor, which links the communities of Saratoga, Monte Sereno, and Los Gatos. Location The project covers the section of Highway 9 that links Saratoga to Monte Sereno. Project Background Due to 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. 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 Budget Impacts This project will require project management, engineering oversight, and grant reporting, which is already incorporated in to the operating 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 on Highway 9. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-31 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process July 2011 Council approves plans and authorizes bidding the project Contract Award September 2011 Council awards contract Estimated Construction Start October 2011 Construction project begins Estimated Completion Date March 2012 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS – PHASE II Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 175,960 - 175,960 - - - - - 175,960 TOTAL 189,160 - 189,160 28,610 - - - - 217,770 GRANT FUND Federal - HSIP Grant 27,579 172,315 199,894 809,034 - - - - 1,008,928 Local - SCC Roads & Airport 11,506 - 11,506 - - - - - 11,506 TOTAL 39,085 172,315 211,400 809,034 - - - - 1,020,434 TOTAL REVENUES 228,245 172,315 400,560 837,644 - - - - 1,238,204 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Fees & Expenses 77 45 122 - - - - - 122 Consultant/Contract Svs 8,244 27,810 36,054 - - - - - 36,054 Construction Expenses 15,831 - 15,831 119,609 - - - - 135,440 Transfers Out 25,000 21,154 46,154 - - - - - 46,154 TOTAL 49,152 49,009 98,161 119,609 - - - - 217,770 GRANT FUND Fees & Expenses 705 44 749 - - - - - 749 Consultant/Contract Svs 64,855 214,645 279,500 - - - - - 279,500 Construction Expenses - - - 740,185 - - - - 740,185 TOTAL 65,560 214,689 280,249 740,185 - - - - 1,020,434 TOTAL EXPENDITURES 114,712 263,698 378,410 859,794 - - - - 1,238,204 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 140,008 90,999 - - - - - Revenues & T/I 189,160 - 189,160 28,610 - - - - 217,770 Expenditures & T/O 49,152 49,009 98,161 119,609 - - - - 217,770 Ending Balance 140,008 90,999 90,999 - - - - - - GRANT FUND Beginning Balance (26,475) (68,849) - - - - - Revenues & T/I 39,085 172,315 211,400 809,034 - - - - 1,020,434 Expenditures & T/O 65,560 214,689 280,249 740,185 - - - - 1,020,434 Ending Balance (26,475) (68,849) (68,849) - - - - - - ENDING BALANCE 113,533 22,150 211,400 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-32 ROADWAY SAFETY PROJECTS Project Name Highway 9 Safety Improvements Phase III Project Number 9122-004 Department Public Works Project Manager Iveta Harvancik Description A multi-agency pedestrian and bicycle safety improvement project to enhance the safety of the Highway 9 corridor, which links the communities of Saratoga, Monte Sereno, and Los Gatos. Location This project will be located at Austin Way and Highway 9 in Saratoga and other locations along Highway 9. Project Background This project marks the third phase of safety improvements to the Highway 9 corridor that stretches from Saratoga to Los Gatos. The improvements were initiated following several 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 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 Prop osition 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 Budget Impacts This project will require project management, engineering oversight, and grant reporting, which is already incorporated in to the operating budget. However, the project will also increase safety on Highway 9 for bicyclists and may reduce accidents. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-33 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 January 2012 Construction project begins Estimated Completion Date May 2012 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS – PHASE III Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Project Reimbursements - 13,880 13,880 25,432 - - - - 39,312 Transfers In - Other CIP - 21,154 21,154 - - - - - 21,154 TOTAL - 35,034 35,034 25,432 - - - - 60,466 GRANT FUND Federal - CMAQ Grant - - - 460,851 - - - - 460,851 State - MTC (TDA) - - - 20,000 - - - - 20,000 Local - SCC Roads & Airport 8,494 - 8,494 - - - - - 8,494 TOTAL 8,494 - 8,494 480,851 - - - - 489,345 TOTAL REVENUES 8,494 35,034 16,988 506,283 - - - - 549,811 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - 60,466 - - - - 60,466 TOTAL - - - 60,466 - - - - 60,466 GRANT FUND Fees & Expenses 2,060 - 2,060 - - - - - 2,060 Consultant/Contract Svs 8,692 17,950 26,642 - - - - - 26,642 Construction Expenses - - - 460,643 - - - - 460,643 TOTAL 10,752 17,950 28,702 460,643 - - - - 489,345 TOTAL EXPENDITURES 21,504 17,950 28,702 521,109 - - - - 549,811 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING FUND BAL - 35,034 - - - - - Revenues & T/I 35,034 25,432 - - - - 60,466 Expenditures & T/O - 60,466 - - - - 60,466 ENDING FUND BALANCE 35,034 - - - - - - GRANT FUND BEGINNING BALANCE (2,258) (20,208) - - - - - Revenues & T/I 8,494 - 8,494 480,851 - - - - 489,345 Expenditures & T/O 10,752 17,950 28,702 460,643 - - - - 489,345 ENDING BALANCE (2,258) (20,208) (20,208) - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-34 ROADWAY SAFETY PROJECTS Project Name Highway 9 Safety Improvements Phase IV Project Number 9122-005 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 This project will make improvements to pedestrian facilities on Highway 9 between Fruitvale Avenue in Saratoga and Grand View Avenue in Monte Sereno. Project Background This project will be the fourth phase of bicycle and pedestrian safety improvements to the Highway 9 corridor from Saratoga to Los Gatos. The improvements were initiated following several 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. As with the second phase of Highway 9 improvements, the fourth phase will be managed by the City of Saratoga. Work will be contracted out. Operating Budget Impacts This project will require project management, engineering oversight, and grant reporting, which is already incorporated in to the operating budget. However, the project will also increase safety on Highway 9 for pedestrians and may reduce accidents. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-35 ROADWAY SAFETY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process July 2011 Council approves plans and authorizes bidding the project Contract Award September 2011 Council awards contract Estimated Construction Start October 2011 Construction project begins Estimated Completion Date March 2012 Project is completed HIGHWAY 9 SAFETY IMPROVEMENTS – PHASE IV Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Project Reimbursements - - - 10,000 - - - - 10,000 Transfers In - Other CIP - - - 90,000 - - - - 90,000 TOTAL - - - 100,000 - - - - 100,000 GRANT FUND Federal - HSIP Grant - - - 900,000 - - - - 900,000 TOTAL - - - 900,000 - - - - 900,000 TOTAL REVENUES - - - 1,000,000 - - - - 1,000,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING FUND BAL - - - - - - - Revenues & T/I - 100,000 - - - - 100,000 Expenditures & T/O - 100,000 - - - - 100,000 ENDING FUND BALANCE - - - - - - - GRANT FUND BEGINNING BALANCE - - - - - - - Revenues & T/I - - - 900,000 - - - - 900,000 Expenditures & T/O - - - 900,000 - - - - 900,000 ENDING BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-36 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-37 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-38 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS Project Name Village Façade Program Project Number 9132-005 Department City Manager’s Office Project Manager Crystal Morrow Description This program is intended to enhance the beauty of Saratoga Village by offering an incentive to business and property owners to make façade 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 Background In 2004, the City of Saratoga began the Village Façade Improvement Program to revitalize the 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 façade of their buildings. The maximum award is $5,000. Only properties located on or visible from Big Basin Way qualify for Village Façade 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 Façade Improvement grants that have generated more than $71,000 in improvements to the Village’s appearance. Operating Budget Impacts This project will increase the beauty of the Saratoga Village, the City’s downtown area, and consequently attract retail and shoppers. Staff time spent overseeing the program is incorporated in the operating budget. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-39 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Program Funding November 2007 Council approved funding for Village Façade Improvement Program Funding Application Ongoing Applicants apply for funding Application Review Ongoing Village Ad Hoc reviews applications for funding Funding Approval Ongoing Village Ad Hoc approves applications for funding Funding Award Ongoing Successful applicants receive funding VILLAGE FAÇADE PROGRAM `Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - General Fund 20,000 - 20,000 - - - - - 20,000 TOTAL REVENUES 20,000 - 20,000 - - - - - 20,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses 19,022 - 19,022 978 - - - - 20,000 TOTAL EXPENDITURES 19,022 - 19,022 978 - - - - 20,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING BALANCE 978 978 - - - - - Revenues & T/I 20,000 - 20,000 - - - - - 20,000 Expenditures & T/O 19,022 - 19,022 978 - - - - 20,000 ENDING BALANCE 978 978 978 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-40 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS Project Name Village LED Street Lights Project Number 9138-001 Department Public Works Project Manager Shawn Gardiner 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 Background This project is funded by an Energy Efficiency Community Block Grant (EECBG), which is a program 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 progr am 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. Operating Budget Impacts This project will significantly reduce City resources—including money and staff time—spent maintaining the street lights 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 decline. Additionally, the City will use 50% less energy to power the street lights in the Village and will be able to switch to a lower PG&E billing rate. The City may also qua lify 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-41 STREET LANDSCAPE & BEAUTIFICATION IMPROVEMENTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE 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 June 2012 Project is completed Final Reports June 2012 Final reports submitted to the CEC VILLAGE LED STREETLIGHTS `Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding STREET GRANT FUND Federal - Energy Comm PT - - 169,422 - - - - 169,422 TOTAL REVENUES - - - 169,422 - - - - 169,422 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Construction Expenses - - 169,422 - - - - 169,422 TOTAL EXPENDITURES - - - 169,422 - - - - 169,422 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE - - - - - - - Revenues & T/I - - - 169,422 - - - - 169,422 Expenditures & T/O - - - 169,422 - - - - 169,422 ENDING BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-42 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-43 SIDEWALKS, CURBS & STORM DRAINS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-44 SIDEWALKS, CURBS & STORM DRAINS 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 Background Each year, staff conducts assessments of the City’s sidewalks to identify areas of sidewalk in need of 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 Budget Impacts Annual sidewalk repairs ensure that the City’s sidewalks are maintained in good condition, minimizing the need for larger and more costly improvement projects in the future. Additionally, repairs to City sidewalks minimize tripping hazards and reduce liability expenses. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-45 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL SIDEWALK REPAIR `Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - GF 281,105 - 281,105 50,000 50,000 50,000 50,000 50,000 531,105 Transfers In - Other CIP - 1,581 1,581 - - - - - 1,581 TOTAL REVENUES 281,105 1,581 282,686 50,000 50,000 50,000 50,000 50,000 532,686 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Fees & Expenses 312 - 312 - - - - - 312 Construction Expenses 193,701 35,769 229,470 102,904 50,000 50,000 50,000 50,000 532,374 TOTAL EXPENDITURES 194,013 35,769 229,782 102,904 50,000 50,000 50,000 50,000 532,686 FY Total 2010/11 Project Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING FUND BAL 87,092 52,904 - - - - - Revenues & T/I 281,105 1,581 282,686 50,000 50,000 50,000 50,000 50,000 532,686 Expenditures & T/O 194,013 35,769 229,782 102,904 50,000 50,000 50,000 50,000 532,686 ENDING BALANCE 87,092 52,904 52,904 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-46 SIDEWALKS, CURBS & STORM DRAINS 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 Background Storm drains are inspected by the City of Saratoga Public Works Department and West Valley 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 f uture 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 s ystem is approximately 45 miles long. Maintenance work on these storm drains is conducted by contractors. Operating Budget Impacts Annual upgrades and repairs to the City’s storm drains helps to keep them functioning properly, thereby reducing expenses associated with failed storm drains. Failed storm drains often result in floods that can cause significant damage, including sink holes in roadways and damage to private property. Maintaining storm drains in good operating condition protects the City from these repair and liability costs. Staff time for project oversight is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-47 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Ongoing Prepare plans and specifications Begin Bid Process Ongoing Invite contractors to bid on the project Contract Award Ongoing Award contract Estimated Construction Start Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL STORM DRAIN UPGRADES `Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2011/12 2012/13 2013/14 2014/15 Funding CIP STREET FUND Transfers In - Other CIP - 786 786 - - - - - 786 Transfers In - General Fund 161,314 - 161,314 50,000 50,000 50,000 50,000 50,000 411,314 TOTAL REVENUES 161,314 786 162,100 50,000 50,000 50,000 50,000 50,000 412,100 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2011/12 2012/13 2013/14 2014/15 Expended CIP STREET FUND Materials & Supplies 950 930 1,880 - - - - - 1,880 Fees & Expenses 21 1,956 1,977 - - - - - 1,977 Construction Expenses 106,460 13,275 119,735 88,508 50,000 50,000 50,000 50,000 408,243 TOTAL EXPENDITURES 107,431 16,161 123,592 88,508 50,000 50,000 50,000 50,000 412,100 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2011/12 2012/13 2013/14 2014/15 Activity CIP STREET FUND BEGINNING FUND BAL 53,883 38,508 - - - - - Revenues & T/I 161,314 786 162,100 50,000 50,000 50,000 50,000 50,000 412,100 Expenditures & T/O 107,431 16,161 123,592 88,508 50,000 50,000 50,000 50,000 412,100 ENDING FUND BALANCE 53,883 38,508 38,508 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-48 SIDEWALKS, CURBS & STORM DRAINS 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 Background Specific locations that require curb and gutter improvements have been identified in the El Quito 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 Budget Impacts This project helps to reduce tripping hazards caused by uneven curb and gutter surfaces, making it 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-49 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process March 2011 Council approves plans and authorizes bidding the project Contract Award May 2011 Council awards contract Estimated Construction Start June 2011 Construction project begins Estimated Completion Date December 2011 Project is completed EL QUITO CURB & GUTTER `Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding STREET FUND Transfers In - L&L 213,178 - 213,178 - - - - - 213,178 TOTAL STREET 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended STREET FUND Construction Expenses 175,626 - 175,626 37,552 - - - - 213,178 TOTAL STREET 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 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING FUND BAL 37,552 37,552 - - - - - Revenues & T/I 213,178 213,178 - - - - - 213,178 Expenditures & T/O 175,626 175,626 37,552 - - - - 213,178 ENDING FUND BALANCE 37,552 37,552 37,552 - - - - - - GRANT FUND BEGINNING FUND BAL - - - - - - - Revenues & T/I 19,357 19,357 - - - - - 19,357 Expenditures & T/O 19,357 19,357 - - - - - 19,357 ENDING FUND BALANCE - - - - - - - - - ENDING BALANCE 37,552 37,552 37,552 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-50 SIDEWALKS, CURBS & STORM DRAINS Project Name Village Sidewalk & Pedestrian Enhancements Phase I – Design & Construction Project Number 9142-004 Department Public Works Project Manager Macedonio Nunez Description This project funds sidewalk and pedestrian safety improvements in the Village. Location This project will make improvements in Saratoga Village at Big Basin Way and Highway 9, Big Basin Way and Blaney Plaza, Big Basin Way and 3rd Street, and Big Basin Way and 4th Street. Project Background In 2008, the City entered into a contract with Gates and Associates to design improvements to the Village that would increase pedestrian safety and the beauty of the City’s downtown area. The design includes pedestrian bulb-outs and enhanced crosswalks that will make pedestrians more visible to drivers. Plans also include additional landscaping, benches, and bike racks. Following the award of contract with Gates and Associations for design wo rk, 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 Budget Impacts This project will result in increased maintenance expenses, as the City will be responsible for caring 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-51 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT 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 September 2010 Project is completed VILLAGE SIDEWALK & PEDESTRIAN ENHANCMENTS – PHASE I Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding 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 STREET FUND 818,610 - 818,610 26,000 - - - - 844,610 GRANT FUND State MTC (TDA)- 122,076 122,076 302,924 - - - - 425,000 TOTAL GRANT FUND - 122,076 122,076 302,924 - - - - 425,000 TOTAL REVENUES 818,610 122,076 940,686 328,924 - - - - 1,269,610 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended STREET FUND Materials & Supplies 16,372 13,542 29,914 - - - - - 29,914 Fees & Expenses 6,200 - 6,200 - - - - - 6,200 Consultant/Contract Svs 24,298 27,772 52,070 - - - - - 52,070 Construction Expenses 100,152 178,618 278,770 339,992 - - - - 618,762 Transfers Out 121,636 16,029 137,665 - - - - - 137,665 TOTAL STREET FUND 268,657 235,961 504,618 339,992 - - - - 844,610 GRANT FUND Construction Expenses - 185,760 185,760 239,240 - - - - 425,000 TOTAL GRANT FUND - 185,760 185,760 239,240 - - - - 425,000 TOTAL EXPENDITURES 268,657 421,721 690,378 579,232 - - - - 1,269,610 Prior FY Total Year 2010/11 Estimated Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 313,992 - - - - - Revenues & T/I 818,610 - 818,610 26,000 - - - - 844,610 Expenditures & T/O 268,657 235,961 504,618 339,992 - - - - 844,610 Ending Balance 549,953 (235,961) 313,992 - - - - - - GRANT FUND Beginning Balance - (63,684) - - - - - Revenues & T/I - 122,076 122,076 302,924 - - - - 425,000 Expenditures & T/O - 185,760 185,760 239,240 - - - - 425,000 Ending Balance - (63,684) (63,684) - - - - - - ENDING FUND BALANCE 549,953 250,308 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-52 SIDEWALKS, CURBS & STORM DRAINS Project Name Saratoga Avenue Sidewalk Project Number 9142-005 Department Public Works Project Manager Macedonio Nunez Description This project will install new sections of sidewalk on Saratoga Avenue. Location This project is located on Saratoga Avenue between Heritage Oak and Orchard Road. Project Background Since 1992, the City has been adding new sections of sidewalk along Saratoga Avenue, using Transit Development Act (TDA) funds to create a continuous sidewalk between the Village and Quito Road. 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 Budget Impacts Extension of the Saratoga Avenue sidewalk will increase the City’s maintenance costs. However, the 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-53 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed SARATOGA AVENUE SIDEWALK Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND State MTC (TDA)42,669 - 42,669 78,550 - - - - 121,219 TOTAL REVENUES 42,669 - 42,669 78,550 - - - - 121,219 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Consultant/Contract Svs 6,745 - 6,745 - - - - - 6,745 Construction Expenses 49,698 19,220 68,918 45,556 - - - - 114,474 TOTAL EXPENDITURES 56,443 19,220 75,663 45,556 - - - - 121,219 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE (27,667) (13,774) (32,994) - - - - - Revenues & T/I 42,669 - 42,669 78,550 - - - - 121,219 Expenditures & T/O (28,776) 19,220 75,663 45,556 - - - - 121,219 ENDING BALANCE (13,774) 5,446 (32,994) - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-54 SIDEWALKS, CURBS & STORM DRAINS Project Name Canyon View/Elva Storm Drain Project Number 9142-009 Department Public Works Project Manager Rick Torres Description This project funds removal, replacement, and repair of the storm drain near Canyon View Drive and Elva Avenue. Location This project is located next to the intersection of Canyon View Drive and Elva Avenue. Project Background In early 2010, a section of storm drain near Canyon View Drive and Elva Avenue failed. The corrugated metal pipe used to carry storm water had eroded. The erosion in the pipe consequently resulted in a cavity in the soil. The metal storm drain pipe will be repaired and replaced with materials that have a minimum 100 year lifespan. The lifespan of corrugated metal pipe is between 25 to 50 years. Over time, the underground runoff water that travels through the storm drain causes metal pipes to erode and lea ks to develop. When the leaks become severe, they can cause sink holes or soil erosion. Operating Budget Impacts Repair and replacement of the storm drain near Canyon View and Elva will prevent further soil erosion. Additionally, the new storm drain materials have a much longer lifespan that the metal corrugated storm drain currently in place. Consequently, the new section of storm drain is also expected to reduce maintenance expenses. Project management costs are included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-55 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase July 2010 Prepare plans and specifications Begin Bid Process March 2011 Request bids from contractors Contract Award June 2011 Award contract Estimated Construction Start July 2011 Construction project begins Estimated Completion Date November 2011 Project is completed CANYON VIEW/ELVA STORM DRAIN Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - General Fund - 50,000 50,000 - - - - - 50,000 TOTAL REVENUES - 50,000 50,000 - - - - - 50,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - 35,000 - - - - 35,000 Transfers Out - 15,000 15,000 - - - - - 15,000 TOTAL EXPENDITURES - 15,000 15,000 35,000 - - - - 50,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING BALANCE - 35,000 - - - - - Revenues & T/I - 50,000 50,000 - - - - - 50,000 Expenditures & T/O - 15,000 15,000 (35,000) - - - - 50,000 ENDING BALANCE - 35,000 35,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-56 SIDEWALKS, CURBS & STORM DRAINS Project Name Village Sidewalk & Pedestrian Enhancements Phase II – Design & Construction Project Number 9142-010 and 9142-011 Department Public Works Project Manager Macedonio Nunez Description This project funds the second phase of sidewalk and pedestrian safety improvements in the Village. Location This project will make improvements in Saratoga Village at Big Basin Way and Highway 9 spur at Blaney Plaza; Big Basin Way and 5th Street; Big Basin Way and 6th Street; and Big Basin Way just past Highway 9. Project Background In 2008, the City entered into a contract with Gates and Associates to design improvements to the Village that would increase pedestrian safety and the beauty of the City’s downtown area. The design includes pedestrian bulb-outs and enhanced crosswalks that will make pedestrians more visible to drivers. Plans also include additional landscaping, benches, and bike racks. Following the award of contract with Gates and Associates for design work, the City held two community meetings to explain the purpose of the project and seek public input on the design of the sidewalk and pedestrian improvements. A conceptual design was presented to the City Council in April 2009. 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 Budget Impacts This project will result in increased maintenance expenses, as the City will be responsible for caring 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. Project management costs are included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-57 SIDEWALKS, CURBS & STORM DRAINS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Design Approval February 2012 Council approves plans Begin Bid Process April 2012 Council authorizes bidding the project Contract Award May 2012 Council awards contract Estimated Construction Start June 2012 Construction project begins Estimated Completion Date November 2012 Project is completed VILLAGE SIDEWALK CURB & GUTTER PHASE II – DESIGN Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - Other CIP - - - 33,400 - - - - 33,400 TOTAL STREET FUND - - - 33,400 - - - - 33,400 GRANT FUND Federal - CMAQ PT - - - 133,600 - - - - 133,600 TOTAL GRANT FUND - - - 133,600 - - - - 133,600 TOTAL REVENUES - - - 167,000 - - - - 167,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - 33,400 - - - - 33,400 TOTAL STREET FUND - - - 33,400 - - - - 33,400 GRANT FUND Construction Expenses - - - 133,600 - - - - 133,600 TOTAL GRANT FUND - - - 133,600 - - - - 133,600 TOTAL EXPENDITURES - - - 167,000 - - - - 167,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance - - - - - - Revenues & T/I - - - 33,400 - - - - 33,400 Expenditures & T/O - - - 33,400 - - - - 33,400 Ending Balance - - - - - - - - - GRANT FUND Beginning Balance - - - - - - Revenues & T/I - - - 133,600 - - - - 133,600 Expenditures & T/O - - - 133,600 - - - - 133,600 Ending Balance - - - - - - - - - ENDING BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-58 SIDEWALKS, CURBS & STORM DRAINS VILLAGE SIDEWALK CURB & GUTTER PHASE II – CONSTRUCTION Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - Other CIP - 256,800 256,800 - - - - - 256,800 TOTAL STREET FUND - 256,800 256,800 - - - - - 256,800 GRANT FUND Federal - CMAQ PT - - 1,026,858 - - - - 1,026,858 TOTAL GRANT FUND - - - 1,026,858 - - - - 1,026,858 TOTAL REVENUES - 256,800 256,800 1,026,858 - - - - 1,283,658 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - 256,800 - - - - 256,800 TOTAL STREET FUND - - - 256,800 - - - - 256,800 GRANT FUND Construction Expenses - - - 1,026,858 - - - - 1,026,858 TOTAL GRANT FUND - - - 1,026,858 - - - - 1,026,858 TOTAL EXPENDITURES - - - 1,283,658 - - - - 1,283,658 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 256,800 - - - - - Revenues & T/I - 256,800 - - - - - 256,800 Expenditures & T/O - - 256,800 - - - - 256,800 Ending Balance - - 256,800 - - - - - - GRANT FUND Beginning Balance - - - - - - Revenues & T/I - - 1,026,858 - - - - 1,026,858 Expenditures & T/O - - 1,026,858 - - - - 1,026,858 Ending Balance - - - - - - - - - ENDING BALANCE - - 256,800 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-59 Bridge & Retaining Wall Projects CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-60 BRIDGE & RETAINING WALL PROJECTS Project Name Fourth Street Bridge Project Number 9152-001 Department Public Works Project Manager John Cherbone Description This project will widen the bridge at 4th Street in Saratoga. Location This project is located on 4th Street near Wildwood Park in the Saratoga Village. Project Background The 4th Street Bridge was constructed in 1939 and crosses Saratoga Creek near the entrance to Wildwood Park. This project will widen the bridge to accommodate a sidewalk for pedestrian traffic. Additionally, this project will include structural improvement s 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 Budget Impacts This project will increase safety for pedestrians walking across the 4th Street Bridge and subsequently 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-61 BRIDGE & RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Begin Bid Process February 2013 Council approves plans and authorizes bidding the project Contract Award April 2013 Council awards contract Estimated Construction Start April 2013 Construction project begins Estimated Completion Date October 2013 Project is completed FOURTH STREET BRIDGE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 TOTAL REVENUES 100,000 - 100,000 487,000 - - - - 587,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - 100,000 - - - - 100,000 TOTAL STREET 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 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 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 - - - - 487,000 Expenditures & T/O - - 487,000 - - - - 487,000 Ending Balance - - - - - - - - - ENDING BALANCE 100,000 - 100,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-62 BRIDGE & RETAINING WALL PROJECTS 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 Background The California Department of Transportation (Caltrans) conducted a structural assessment of the two 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. 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 Budget Impacts 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. Costs associated with project management are incorporated in the operating budget and the cost of construction will be covered entirely by the Highway Bridge Program. Project management staff time is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-63 BRIDGE & RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 March 2013 Construction project begins Estimated Completion Date February 2014 Project is completed QUITO ROAD BRIDGE REPLACEMENT Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 367,274 10,121 377,395 124,205 - - - - 501,600 TOTAL 367,274 10,121 377,395 124,205 - - - - 501,600 TOTAL REVENUES 582,063 10,121 592,184 124,205 - - - - 716,389 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Materials & Supplies - 701 701 - - - - - 701 Construction Expenses 89,333 2,447 91,780 122,307 - - - - 214,087 TOTAL 89,333 3,149 92,482 122,307 - - - - 214,789 GRANT FUND Consultant/Contract Svs 1,833 954 2,787 - - - - - 2,787 Construction Expenses 366,685 9,790 376,475 122,338 - - - - 498,813 TOTAL 368,518 10,744 379,262 122,338 - - - - 501,600 TOTAL EXPENDITURES 457,851 13,893 471,744 244,645 - - - - 716,389 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 125,456 122,307 - - - - - Revenues & T/I 214,789 - 214,789 - - - - - 214,789 Expenditures & T/O 89,333 3,149 92,482 122,307 - - - - 214,789 Ending Balance 125,456 122,307 122,307 - - - - - - GRANT FUND Beginning Balance (1,244) (1,867) - - - - - Revenues & T/I 367,274 10,121 377,395 124,205 - - - - 501,600 Expenditures & T/O 368,518 10,744 379,262 122,338 - - - - 501,600 Ending Balance (1,244) (1,867) (1,867) - - - - - - ENDING BALANCE 124,212 120,440 120,440 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-64 BRIDGE & RETAINING WALL PROJECTS Project Name Padero Erosion Mitigation Project Number 9154-001 Department Public Works Project Manager Macedonio Nunez Description This project provides a funding contribution for erosion repair along a portion of Calabazas Creek hillside near the City’s storm drain outfall at Padero Court. Location This project is located on Santa Clara Valley Water District land, along the west bank of Calabazas Creek at Padero Court in an approximately 500 square foot area adjacent to the City’s storm drain outfall. Project Background The Santa Clara Valley Water District owns property and easements along Calabazas Creek, which they maintain for flood control purposes. District staff has determined that the west side of the stream bank’s hillside by the City’s twelve inch corrugated metal storm drain outfall coming f rom Padero Court is eroding. The City and District both are not contending that the storm drain outfall is the causation of the erosion, or establishing any liability, however both parties agree the erosion must be mitigated. The Water District is willing to use their staff and equipment if the City is willing to provide $25,000 in contributing funds to the projects to repair the erosion and storm drain outfall area, and thereby maintain stream bank stability. Operating Budget Impacts This project will in part fund the erosion repair of the Calabazas Creek hillside, thereby reducing the potential for erosion impacts, as well as supporting the Water Districts efforts to reduce the potential for flooding of adjacent properties. Funding this project potentially saves the City extensive emergency repair work on roadways downhill from the creek, as well as saving City property owners from erosion or flooding problems. Project management staff time is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-65 BRIDGE & RETAINING WALL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase June, 2010 Prepared by SCVWD City Council Approval September, 2010 Council approves agreement to fund Padero Erosion Control Estimated Construction Start Spring, 2011 SCVWD construction work begins Estimated Completion Date Spring, 2011 Project is completed PADERO EROSION MITIGATION Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP STREET FUND Transfers In - GF - 50,000 50,000 - - - - - 50,000 TOTAL REVENUES - 50,000 50,000 - - - - - 50,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - 37,037 37,037 12,963 - - - - 50,000 TOTAL EXPENDITURES - - - 12,963 - - - - 50,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND Beginning Balance 12,963 - - - - - Revenues & T/I - 50,000 - - - - - 50,000 Expenditures & T/O - 37,037 12,963 - - - - 50,000 Ending Balance - - 12,963 - - - - - - GRANT FUND Beginning Balance - - - - - - Revenues & T/I - - - - - - - - Expenditures & T/O - - - - - - - - Ending Balance - - - - - - - - - ENDING BALANCE - - 12,963 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-66 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-67 Utility Undergrounding Projects CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-68 UTILITY UNDERGROUNDING PROJECTS 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 Background Each year, Pacific Gas & Electric (PG&E) allocates undergrounding work credits to Saratoga and other municipalities to provide funding for undergrounding utilities. The credits for these allocations are provided through PG&E’s Rule 20A program, which is an electric tariff filed with the California Public Utilities Commission. 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 Budget Impacts Moving overhead utilities underground will make the City more attractive and will reduce safety risks associated with down power lines. Fallen power lines can be especially problematic during winter storms. Project management costs are already included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-69 UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 $2,895,499 of work credit funding is available at June 30, 2010 from PGE for utility undergrounding work that is funded and completed by PG&E. Additional funds accumulate each year. The City does not receive funds for this work, therefore the work credit amount is not included in the CIP financial schedules. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-70 UTILITY UNDERGROUNDING PROJECTS 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 Background Several years ago, as a result of fees collected for a subdivision, the City received funds to 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 Budget Impacts Moving overhead utilities underground will make the City more attractive and will reduce safety risks associated with down power lines. Fallen power lines can be especially problematic during winter storms. Project management costs are already included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-71 UTILITY UNDERGROUNDING PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP STREET FUND Construction Expenses - - - - - - - 98,744 98,744 TOTAL EXPENDITURES - - - - - - - 98,744 98,744 FY Total 2010/11 Estimated Project Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP STREET FUND BEGINNING FUND BAL 98,744 98,744 98,744 98,744 98,744 98,744 - Revenues & T/I 98,744 - 98,744 - - - - - 98,744 Expenditures & T/O - - - - - - - 98,744 98,744 ENDING BALANCE 98,744 98,744 98,744 98,744 98,744 98,744 98,744 - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN STREET PROGRAM D-72 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-73 PARKS & TRAILS PROGRAM 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 Proj ects. 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 funded as specific 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, Beauchamps 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 larger sport fields. 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 2011/12 Parks & Trails Program capital projects and their currently funded status. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-74 PROJECT SUMMARY The following three new projects were added in FY 2011/12: - Park Restroom Improvements - Saratoga Village Creek Trail Design (revised) - Saratoga Village Creek Overlook Additionally, the Tree Dedication Program was added to the CIP after adoption of the FY 2010/11 budget. There are now 16 active projects in the budget. Four Park & Trail projects were completed last fiscal year. The first two were closed, the last two will transfer out the remaining funds to other projects in FY 2011/12: - Historic Park Landscaping - West Valley College Soccer Fields - Hakone Gardens Well and Pump - El Quito Park Improvements Total Expended Project PARKS PROJECT EXPENDITURE SUMMARY To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expenditures City Wide Projects 9211-001 Park & Trail Repairs 228,595 17,681 - - - - 246,276 9211-002 CityWide Tree Replanting 187,706 12,146 - - - - 199,852 9211-003 Playground Safety Improvements 10,936 39,064 - - - - 50,000 9211-004 Park Restroom Improvements - 57,589 - - - - 57,589 9212-001 Tree Dedication Program 2,627 24,623 - - - - 27,250 Park Projects - 9221-001 Blaney Plaza Sound & Lighting Impr 18,473 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 25 - - - - 50,000 9222-004 Hakone Gardens UH Foundation - 125,000 - - - - 125,000 9222-005 Hakone Gardens LH ADA Ramps 3,791 41,009 - - - - 44,800 9224-001 Historic Park - Landscaping 90,709 Closed - - - - 90,709 9231-001 Azule Park - Petanque Court 19,192 808 - - - - 20,000 9238-001 Ravenswood Playground Equipment 9,374 65,626 - - - - 75,000 9252-001 El Quito Park Improvements 114,000 11,000 - - - - 125,000 9253-001 West Valley College Soccer Fields 320,577 Closed - - - - 320,577 Trail Projects - 9274-001 Joe's Trail at Saratoga De Anza 1,145,060 1,034,929 - - - - 2,179,989 9276-002 Tank Trail Repair & Relocation 60,969 31 - - - - 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 - - - - 250,000 Total Projects 2,304,603 2,139,439 - - - - 4,444,042 Interfund Transfers 99,616 99,616 Total Project Expenditures 2,404,219 2,139,439 - - - - 4,543,658 Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-75 PARK & TRAILS PROGRAM FUNDING SUMMARY Prior FY Total Year 2010/11 Funded Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND AB 8939 Beverage Container 5,000 - 5,000 - - - - - 5,000 Park In Lieu Fees 99,300 393,300 492,600 - - - - - 492,600 Donations/Contributions 26,000 - 26,000 - - - - - 26,000 Dev Benefit Assessment 61,000 - 61,000 - - - - - 61,000 Transfers In - General Fund 1,221,167 150,000 1,371,167 - - - - - 1,371,167 Transfers In - Other CIP 25,000 - 25,000 - - - - - 25,000 Transfers In - CDBG - 3,791 3,791 41,009 - - - - 44,800 Transfers In - ABAG 25,000 - 25,000 - - - - - 25,000 TREE FINE FUND - Fines & Forfeitures 198,463 1,390 199,852 - - - - - 199,852 Donations/Contributions - 2,250 2,250 - - - - - 2,250 Transfers In - 25,000 25,000 - - - - - 25,000 GRANT FUND - Federal - CMAQ to VTA 168,207 288,770 456,977 943,023 - - - - 1,400,000 State - State Park Bond Grant 362,454 20,000 20,000 - - - - - 20,000 Local - VTA DeAnza Trail Grant 379,988 - 379,988 - - - - - 379,988 Local - SCVWD Grant - - - 66,000 - - - - 66,000 Private - DeAnza Trail Grant 94,988 59,411 154,399 245,602 - - - - 400,001 TOTAL REVENUES 2,666,567 943,911 3,248,023 1,295,635 - - - - 4,543,658 Prior FY Total Year 2010/11 Expended Project CIP FARK EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Site Acquisition & Prep - - - 250,000 - - - - 250,000 Supplies & Expenses 23,304 30,217 53,522 - - - - - 53,522 Fees & Expenses 72 92 164 - - - - - 164 Consultant/Contract Svs 34,269 - 34,269 - - - - - 34,269 Project Equip & Fixtures 446 - 446 - - - - - 446 Construction Expenses 726,208 135,411 861,619 750,932 - - - - 1,612,551 Transfers Out 4,616 75,000 79,616 - - - - - 79,616 TREE FINE FUND - - - - - Tree Supplies/Services 181,478 8,854 190,332 36,770 - - - - 227,102 GRANT FUND - - - - - Salary & Benefits 41,713 41,713 - - - - - 41,713 Site Acquisition & Prep 306,170 16,682 322,852 - - - - - 322,852 Supplies & Expenses 17,254 4,511 21,766 - - - - - 21,766 Consultant/Contract Svs 76,228 32,489 108,717 66,000 - - - - 174,717 Construction Expenses 289,214 379,991 669,205 1,035,737 - - - - 1,704,942 - - - TOTAL EXPENDITURES 1,659,260 744,959 2,404,219 2,139,439 - - - - 4,543,658 Prior FY Total Year 2010/11 Project TOTAL ALL FUND SUMMARY Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity BEGINNING BALANCE - 644,852 843,804 - - - - - Revenues & Transfers In 2,304,112 943,911 3,248,023 1,295,635 - - - - 4,543,658 Expenditures & Transfers Out 1,659,260 744,959 2,404,219 2,139,439 - - - - 4,543,658 ENDING BALANCE 644,852 843,804 843,804 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-76 PROJECT DIRECTORY CITYWIDE PROJECTS PAGE 9211-001 Annual Park & Trails Repairs D – 78 9211-002 Tree Replanting Program D – 80 9211-003 Playground Safety Improvements D – 82 9211-004 Park Restroom Improvements D – 84 9212-001 Tree Dedication Program D – 86 PARK PROJECTS 9221-001 Blaney Plaza Sound & Lighting System D – 90 9222-001 Hakone Gardens Matching Contribution D – 92 9222-002 Hakone Gardens Driveway & Retaining Wall D – 94 9222-004 Hakone Gardens Upper Moon House Foundation Repairs D – 96 9222-005 Hakone Gardens Lower House ADA Ramp D – 98 9231-001 Azule Park Petanque Court D – 100 9238-001 Ravenwood Park Improvement D – 102 TRAIL PROJECTS 9274-001 Joe’s Trail at Saratoga De Anza D – 106 9277-001 Saratoga Creek Village Trail Design D – 108 9277-002 Saratoga Village Creek Overlook D – 110 9281-001 Mid-Peninsula Open Space Reserve Land Purchase D – 112 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-77 CITYWIDE PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-78 CITYWIDE PROJECTS 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 13 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 Background To address unplanned minor projects and repairs in a timely manner, the City provides capital funding 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 handrail s along trails, placement of fibar 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 Budget Impacts This project helps to reduce operating budget expenses by addressing repairs and maintenance in a timely manner. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-79 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION 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 Ongoing Project is completed ANNUAL PARK & TRAIL REPAIRS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND AB 8939 Beverage Container 5,000 - 5,000 - - - - - 5,000 Transfers In - General Fund 245,892 - 245,892 - - - - - 245,892 TOTAL REVENUES 250,892 - 250,892 - - - - - 250,892 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Materials & Supplies 2,060 5,703 7,763 - - - - - 7,763 Fees & Expenses - 50 50 - - - - - 50 Construction Expenses 220,782 - 220,782 17,681 - - - - 238,463 Transfers Out 4,616 - 4,616 - - - - - 4,616 TOTAL EXPENDITURES 227,458 5,753 233,211 17,681 - - - - 250,892 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity BEGINNING BALANCE - 23,434 17,681 - - - - - Revenues & Transfers In 250,892 - 501,784 - - - - - 250,892 Expenditures & Transfers Out 227,458 5,753 460,669 17,681 - - - - 250,892 ENDING BALANCE 23,434 17,681 41,115 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-80 CITYWIDE PROJECTS 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 Background To mitigate the loss of the urban forest caused by unpermitted removal of trees on private property, the 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 Budget Impacts The Citywide Tree Replanting Program offsets tree maintenance expenses that would otherwise be 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-81 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION 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 Ongoing Project is completed CITYWIDE TREE REPLANTING PROGRAM Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Fines & Forfeitures 198,462 1,390 199,852 - - - - - 199,852 TOTAL REVENUES 198,462 1,390 199,852 - - - - - 199,852 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Materials & Supplies 16,105 452 16,557 - - - - - 16,557 Consultant/Contract Svs 12,596 - 12,596 - - - - - 12,596 Construction Expenses 152,777 5,775 158,552 12,146 - - - - 170,698 TOTAL EXPENDITURES 181,478 6,227 187,706 12,146 - - - - 199,852 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE - 16,984 - 12,146 - - - - - Revenues & T/I 198,462 1,390 199,852 - - - - - 199,852 Expenditures & T/O 181,478 6,227 187,706 12,146 - - - - 199,852 ENDING BALANCE 16,984 12,146 12,146 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-82 CITYWIDE PROJECTS 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 Background In 2010, the Association of Bay Area Governments (ABAG) conducted a safety assessment of 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 Budget Impacts The installation of fences around playgrounds may slightly impact the Operating Budget through 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-83 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase February 2010 Prepare plans and specifications Request Cost Estimates July 2010 Seek estimates for cost of playground equipment and installation Estimated Construction Start September 2010 Construction project begins Estimated Completion Date June 2012 Project is completed PLAYGROUND SAFETY IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In - General Fund - 25,000 25,000 - - - - - 25,000 Transfers In - ABAG - 25,000 25,000 - - - - - 25,000 TOTAL REVENUES - 50,000 50,000 - - - - - 50,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Materials & Supplies - 2,257 2,257 - - - - - 2,257 Construction Expenses - 8,680 8,680 39,064 - - - - 47,744 TOTAL EXPENDITURES - 10,936 10,936 39,064 - - - - 50,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - 39,064 - - - - - Revenues & T/I - 50,000 50,000 - - - - - 50,000 Expenditures & T/O - 10,936 10,936 39,064 - - - - 50,000 ENDING BALANCE 39,064 39,064 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-84 CITYWIDE PROJECTS 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 Background The City has a total of four parks with restrooms, including Congress Springs, El Quito, Kevin Moran, 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 Budget Impacts The cost of managing the project is incorporated in the operating budget. The project may also reduce operating expenses, as improvements will reduce the number of ongoing repairs needed to keep bathrooms operational. Performing this project now will also prevent more costly improvements resulting from deferred maintenance in the future. Additionally, waterless urinals will reduce water consumption at City parks. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-85 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Bid Process July 2011 Staff prepares bid package and accepts bids from contractors Contract Award October 2011 Construction contract is awarded Estimated Construction Start November 2011 Construction project begins Estimated Completion Date March 2012 Project is complete PARK RESTROOM IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 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 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - 57,589 - - - - - Revenues & T/I - 57,589 57,589 - - - - - 57,589 Expenditures & T/O - - - 57,589 - - - - 57,589 ENDING BALANCE 57,589 57,589 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-86 CITYWIDE PROJECTS 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 Background The City of Saratoga’s Tree and Bench Dedication program allows members of the public to purchase trees or benches for dedication purposes. Trees dedicated through this program are planted on City property, either in City parks, along Saratoga trails, or on City medians. The cost to purchase a 15 gallon tree through the dedication program is $500. In July 2010, the City Council set aside $25,000 for tree dedications to encourage the public to participate in the program. The funding reduces the cost to dedicate trees by 50% and is expected to help fund the planting of 100 trees. Reducing the cost of dedicating a tree is intended to help main tain and expand the City’s urban forest. Management of the program is performed by City staff and planting is typically contracted out. Operating Budget Impacts Trees planted through the Tree Dedication Program do slightly increase maintenance expens es, 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-87 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Application Phase Ongoing Member of the public submits an Tree Dedication Program application Tree Planting Coordination Ongoing Staff works with the applicant to determine type of tree to be planted and where it will be placed; tree dedication invoice is processed Tree Planting Ongoing Tree is planted and project is complete TREE DEDICATION PROGRAM Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding TREE FINE FUND Tree Dedication Payments - 2,250 2,250 - - - - - 2,250 Transfers In - General Fund - 25,000 25,000 - - - - - 25,000 TOTAL REVENUES - 27,250 27,250 - - - - - 27,250 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended TREE FINE FUND Construction Expenses - 2,627 2,627 24,623 - - - - 27,250 TOTAL EXPENDITURES - 2,627 2,627 24,623 - - - - 27,250 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity TREE FINE FUND BEGINNING BALANCE - - - 24,623 - - - - - Revenues & T/I - 27,250 27,250 - - - - - 27,250 Expenditures & T/O - 2,627 2,627 24,623 - - - - 27,250 ENDING BALANCE - 24,623 24,623 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-88 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-89 PARK PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-90 PARK PROJECTS Project Name Blaney Plaza Sound System & Lighting Project Number 9221-001 Department Public Works Project Manager John Cherbone 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 Background Since Blaney Plaza was improved several years ago, it has become a gathering place for special events that occur several times throughout the year. Event organizers have suggested that the site be enhanced by installation of a permanent sound system. 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 sound system was purchased to accommodate Blaney Plaza. In addition to the sound system, sections of Blaney Plaza were poorly lit. Spot improvements to lighting were included in this project to increase safety for the audience at large public events. 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 Budget Impacts This project will improve the public’s satisfaction while using Blaney Plaza for special events and may 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 already included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-91 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE 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 June 2012 Project is complete BLANEY PLAZA SOUND & LIGHTING SYSTEM Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In - General Fund - 25,000 25,000 - - - - - 25,000 TOTAL REVENUES - 25,000 25,000 - - - - - 25,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 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 TOTAL EXPENDITURES - 18,473 18,473 6,527 - - - - 25,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - 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 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-92 PARK PROJECTS 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 Background Hakone Gardens is a City-owned 18 acre park nestled in the hillside just outside of Saratoga Village. 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 will come from Park-in-Lieu fees. Operating Budget Impacts This project will not impact the City’s operating budget , as the Hakone Foundation is responsible for 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-93 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Funding Dedicated August 2006 Council committed matching fund for Hakone Gardens visitor center. Matching Funds Raised To be determined Hakone Foundation raises required matching funds to receive City monies for construction of the Hakone Gardens visitor center Award Funds To be determined Award City funds to Hakone Foundation for construction of a new visitor center Begin Design Phase To be determined Prepare plans and specifications Estimated Construction Start To be determined Construction project begins Estimated Completion Date To be determined Project is completed HAKONE GARDENS VISITORS CENTER – MATCHING FUNDS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park-in-Lieu - 250,000 250,000 - - - - - - Transfers In - General Fund - - - - - - - 250,000 250,000 TOTAL REVENUES - 250,000 250,000 - - - - 250,000 250,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses - - - 250,000 - - - 250,000 500,000 TOTAL EXPENDITURES - - - 250,000 - - - 250,000 500,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - 250,000 - - - - - Revenues & T/I - 250,000 250,000 - - - - 250,000 500,000 Expenditures & T/O - - - 250,000 - - - 250,000 500,000 ENDING BALANCE - 250,000 250,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-94 PARK PROJECTS Project Name Hakone Gardens Driveway & Retaining Wall Project Number 9222-002 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 Background Hakone Gardens is a City-owned 18 acre park just outside of Saratoga Village that is maintained and 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 c oncrete. Funding for this project came from a General Fund transfer. Operating Budget Impacts Ongoing repairs to the driveway and retaining walls ensures that they are well -maintained, reduces 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-95 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is complete HAKONE GARDENS DRIVEWAY & RETAINING WALL Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses 37,171 5,450 42,621 137,379 - - - - 180,000 Transfers Out 20,000 - 20,000 - - - - - 20,000 TOTAL EXPENDITURES 57,171 5,450 62,621 137,379 - - - - 200,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - 142,829 - 137,379 - - - - - Revenues & T/I 200,000 - 200,000 - - - - - 200,000 Expenditures & T/O 57,171 5,450 62,621 137,379 - - - - 200,000 ENDING BALANCE 142,829 137,379 137,379 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-96 PARK PROJECTS Project Name Hakone Gardens Upper Moon House - Foundation Repairs Project Number 9222-004 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 Background Hakone Gardens is a City-owned 18 acre park nestled in the hillside just outside of Saratoga Village that is maintained and operated by the Hakone Found ation, 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 a nd 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 Budget Impacts Making improvements to the Upper Moon House at Hakone will increase the safety of the building, 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-97 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase August 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 January 2012 Construction project begins Estimated Completion Date March 2012 Project is completed HAKONE GARDENS UPPER MOON HOUSE – FOUNDATION REPAIRS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In - General Fund 125,000 - 125,000 - - - - - 125,000 TOTAL REVENUES 125,000 - 125,000 - - - - - 125,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses - - - 125,000 - - - - 125,000 TOTAL EXPENDITURES - - - 125,000 - - - - 125,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 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 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-98 PARK PROJECTS Project Name Hakone Gardens Lower House ADA Ramps Project Number 9222-005 Department Public Works Project Manager Hakone Foundation 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 Background Hakone Gardens is a City-owned 18 acre park nestled in the hillside just outside of Saratoga Village 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 Budget Impacts Making improvements to the Lower House at Hakone will increase access to the building and allow Hakone to better serve disabled visitors. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-99 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase April 2011 Prepare plans and specifications Begin Bid Process September 2011 Council approves plans and authorizes bidding the project Contract Award November 2011 Council awards contract Estimated Construction Start January 2012 Construction project begins Estimated Completion Date March 2012 Project is completed HAKONE GARDENS LOWER HOUSE ADA RAMPS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In - CDBG - 3,791 3,791 41,009 - - - - 44,800 TOTAL REVENUES - 3,791 3,791 41,009 - - - - 44,800 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Construction Expenses - 3,791 3,791 41,009 - - - - 44,800 TOTAL EXPENDITURES - 3,791 3,791 41,009 - - - - 44,800 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - - - - - - - Revenues & T/I - 3,791 3,791 41,009 - - - - 44,800 Expenditures & T/O - 3,791 3,791 41,009 - - - - 44,800 ENDING BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-100 PARK PROJECTS Project Name Azule Park Petanque Court Project Number 9231-001 Department Public Works Project Manager Kevin Meek Description This project will install a petanque court at Azule Park. Location Azule Park is located at 12277 Goleta Avenue. Project Background In 2009, the City of Monte Sereno solicited potential uses of its State Park Grant funds from Los Gatos and Saratoga. Monte Sereno does not have parks to use the funds and many of its residents use park facilities in the neighboring cities. The City of Saratoga suggested that a portion of the money be used for construction of a bocce ball court at Kevin Moran Park and a petanque court at Azule Park. Consequently, Monte Sereno agreed to allocate $20,000 of the park grant funds to each of these projects. The bocce ball court at Kevin Moran Park was completed in 2009 and the petanque court is scheduled to be completed in 2011. Similar to English lawn bowling or Italian bocce ball, French petanque is usually played on a hard dirt or gravel surface. The goal of the game is to toss a hollow metal ball, called a boule, as close as possible to a smaller target ball called a jack. Players can also aim to knock their opponent’s boule away from the jack. After the State Park funds were awarded to Saratoga, the Parks and Recreation Commission worked with residents to identify an appropriate location in Azule Park. The petanque court is expected to be 30 feet by 80 feet and will accommodate recreational play. Operating Budget Impacts This project is expected to somewhat increase park maintenance costs, however, care of the petanque court should only require minimal work from City staff. Project management costs associated with installation of the petanque court are already included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-101 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase November 2010 Prepare plans and specifications Begin Bid Process January 2011 Council approves plans and authorizes bidding the project Contract Award February 2011 Council awards contract Estimated Construction Start March 2011 Construction project begins Estimated Completion Date May 2011 Project is completed AZULE PARK PETANQUE COURT Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND State Park Bond Grant - 20,000 20,000 - - - - - 20,000 TOTAL REVENUES - 20,000 20,000 - - - - - 20,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Fees & Expenses - 51 51 - - - - - 51 Construction Expenses - 19,141 19,141 808 - - - - 19,949 TOTAL EXPENDITURES - 19,192 19,192 808 - - - - 20,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE - - - 808 - - - - - Revenues & T/I - 20,000 20,000 - - - - - 20,000 Expenditures & T/O - 19,192 19,192 808 - - - - 20,000 ENDING BALANCE - 808 808 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-102 PARK PROJECTS 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 Background Ravenwood Park is a neighborhood park approximately half an acre in size, and features benches, a 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 American s 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 equipme nt 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 Budget Impacts Upgrading the play area and play equipment will reduce maintenance costs for the near future, and is not expected to increase maintenance costs over the long term as the upgrade does not add to park amenities. Furthermore, the improvements will increase p ark safety and accessibility. The cost for oversight of this project is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-103 PARK PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase August 2007 Prepare plans and specifications Begin Bid Process December 2010 Notice invitation for contractors to submit bids on the proejct Contract Award March 2011 Approve construction contract with lowest bidder Estimated Construction Start June 2011 Construction project begins Estimated Completion Date October 2011 Project is completed RAVENWOOD PLAYGROUND EQUIPMENT Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Park-in-Lieu - 75,000 75,000 - - - - - - Transfers In - GF - 75,000 75,000 - - - - - 75,000 TOTAL REVENUES - 150,000 150,000 - - - - - 75,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Materials & Supplies 7,722 7,722 - - - - - 7,722 Fees & Expenses 42 42 - - - - - 42 Construction Expenses - 1,610 1,610 65,626 - - - - 67,236 Transfers Out - 75,000 75,000 - - - - - 75,000 TOTAL EXPENDITURES - 84,374 84,374 65,626 - - - - 150,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP PARK FUND BEGINNING BALANCE - - 65,626 - - - - - Revenues & T/I 150,000 150,000 - - - - - 150,000 Expenditures & T/O 84,374 84,374 65,626 - - - - 150,000 ENDING BALANCE - 65,626 65,626 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-104 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-105 TRAIL PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-106 TRAIL PROJECTS 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 Background This project will develop the trail that is currently being used informally by local residents for walking and bicycle riding. The trail will be surfaced with decomposed granite , creating a smoother and safer surface by removing rocks and weeds in the pathway. 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 for the project 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 be 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 Budget Impacts This project will increase operating expenses through additional and ongoing trail maintenance requirements for weed abatement, occasional re-compacting or resurfacing of the trail and parking area, and pedestrian bridge maintenance. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-107 TRAIL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase June 2004 Prepare plans and specifications Begin Bid Process February 2010 Council approves plans and authorizes bidding the project Contract Award February 2010 Council awards contract Estimated Construction Start June 2010 Construction project begins Estimated Completion Date July 2011 Project is completed JOE’S TRAIL AT SARATOGA DE ANZA Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Federal - CMAQ to VTA 168,207 288,770 456,977 943,023 - - - - 1,400,000 Local - VTA Measure B 379,988 379,988 - - - - - 379,988 Private - SV Foundation 94,988 59,411 154,399 245,602 - - - - 400,001 TOTAL REVENUES 643,183 348,180 991,363 1,188,625 - - - - 2,179,989 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Salary & Benefits - 41,713 41,713 - - - - - 41,713 Site Acquisition & Prep 306,170 16,682 322,852 - - - - - 322,852 Materials & Supplies 1,035 - 1,035 - - - - - 1,035 Fees & Expenses 16,219 4,460 20,679 - - - - - 20,679 Consultant/Contract Svs 76,228 32,489 108,717 - - - - - 108,717 Construction Expenses 289,214 360,850 650,064 1,034,929 - - - - 1,684,993 TOTAL GRANT FUND 688,866 456,193 1,145,060 1,034,929 - - - - 2,179,989 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND BEGINNING BALANCE - (45,683) (153,697) - - - - - Revenues & Transfers In 643,183 348,180 991,363 1,188,625 - - - - 2,179,989 Expenditures & Transfers Out 688,866 456,193 1,145,060 1,034,929 - - - - 2,179,989 ENDING BALANCE (45,683) (153,697) (153,697) - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-108 TRAIL PROJECTS 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 Background The Village Creek Trail would be approximately .45 miles long, passing through the Village parallel to Big Basin Way. The trail is part of the City’s General Plan and has received widespread support from the community. Trail supporters believe it will enhance and enliven 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 would 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 would begin in Saratoga Village, travel up to Hakone Gardens through the Sanborn-Skyline trail system, to the Pacific Ocean. In March 2011, the City applied for a Santa Clara Valley Water District Watershed Stewardship grant to design the trail. If the grant application is appr oved, it will allow the City to design and plan the creek side trail that will run next to Saratoga Creek from Saratoga-Sunnyvale Road to approximately 6th Street. 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 Budget Impacts If the City receives grant money from the Water District, the City’s contribution to the project will include staff time and noticing expenses. Designing the trail may also require that the City negotiate a joint use agreement for use of Water District property where the proposed trail would be located. Costs associated with developing joint use agreements, grant oversight, community outreach, and project management are included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-109 TRAIL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Seek Grant Funding March 2011 Request grant funding for design phase Grant Funding Awarded July 2011 Water District announces allocation of grant funding Grant Agreement Executed September 2011 Execute the Watershed Stewardship Grant agreement Environmental Review Begins December 2011 Environmental review and documentation begins Environmental Review Ends March 2012 Environmental review and documents filed with County Estimated Design Start May 2012 Design for the Village Creek Trail begins Estimated Design Completion August 2012 Design for the Village Creek Trail is completed Council Approval September 2012 Final conceptual design presented to the Saratoga City Council and Water District Board of Directors for approval SARATOGA CREEK TRAIL – DESIGN Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding GRANT FUND Local - SCVWD Grant - - - 39,000 - - - - 39,000 Transfers In - GF - 20,000 20,000 - - - - - 20,000 TOTAL REVENUES - 20,000 20,000 39,000 - - - - 59,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT FUND Consultant/Contract Svs - - - 39,000 - - - - 39,000 Transfers Out - 20,000 20,000 - - - - - 20,000 TOTAL - 20,000 20,000 39,000 - - - - 59,000 TOTAL EXPENDITURES - 20,000 20,000 39,000 - - - - 59,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT FUND Beginning Grant Balance - - - - - - - - - Revenues & T/I - 20,000 20,000 39,000 - - - - 59,000 Expenditures & T/O - 20,000 20,000 39,000 - - - - 59,000 ENDING BALANCE - 20,000 - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-110 TRAIL PROJECTS 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 project is located near 14435 Big Basin Way, next to Saratoga Creek in the Village. Project Background In March 2011, the City applied for a Santa Clara Valley Water District Trails & Open Space grant to build a small trail and overlook area next to Saratoga Creek. The proposed trail and overlook are located behind the property at 14435 Big Basin Way on the eastern bank of Saratoga Creek. The trail would begin at a City owned parking lot in the Village and end at a 60 square foot seating area overlooking Saratoga Creek. The trail would be approximately 150 feet long and 4 feet wide. The trail surface would be decomposed granite and the trail would have 2 switchbacks. If funding is awarded to the project, 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 6th 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. The Santa Clara Valley Water District is scheduled to announce grant awards in July 2011. Operating Budget Impacts If the City receives grant money from the Water District, the City’s contribution to the project will include staff time and noticing expenses. Costs associated with grant oversight, community outreach, and project management are included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-111 TRAIL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase March 2011 Prepare trail plans and specifications Trail Grant Agreement Execution September 2011 Execute the Trails & Open Space Grant agreement with the Santa Clara Valley Water District Surveying January 2012 Survey and stake property corners; finalize trail design Begin Bid Process March 2012 Distribute bids to contractors Contract Award May 2012 Council awards construction contract Estimated Construction Start July 2012 Construction project begins Estimated Construction Finish September 2012 Construction is complete Estimated Completion November 2012 Project is complete, final reimbursements are processed, and Santa Clara Valley Water District performs final inspection SARATOGA VILLAGE CREEK OVERLOOK Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 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 2010/11 Project Activity Actuals Total 2011/12 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 - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-112 TRAIL PROJECTS Project Name Midpeninsula Regional Open Space District – Land Purchase Project Number 9281-001 Department Public Works Project Manager Iveta Harvancik Description This project provides the City’s share of funding in an agreement to purchase open space property in partnership with the Midpeninsula Regional Open Space District and Santa Clara County. Location The project is adjacent to Highway 9, near Hakone Gardens. Project Background The City is working with the County of Santa Clara and Midpeninsula Regional Open Space District to purchase a section of property that is located off of Highway 9 near Hakone Gardens. The property is strategically located near existing and proposed trail systems. By purchasing the property, the City will be one step closer to constructing the Saratoga-to-the-Sea Trail. A City-owned open space is situated diagonally to the north of the subject property on the other side of Highway 9. A trail system can be developed through the open space to Congress Hall Lane, to Saratoga Heights Drive and along Congress Springs Lane to Pierce Road. Trail easements for most of these connections are already dedicated. The existing Teerlink Trail provides a link further to the north to a system of existing and proposed City trails in the Mt. Eden area, connecting pedestrians and equestrians either to Stevens Creek County Park or Fremont Older Open Spac e. The Parker Ranch trail system also provides a link to Prospect Road. Hakone Gardens is located to the east of the County property. One private parcel in between is spanned by a proposed trail shown in the City’s General Plan. When this property is developed, the City will have an opportunity to request the easement dedication needed to connect the two properties. Beside the potential to become a trailhead for a large -scale hiking amenity operated by multiple partners, the Santa Clara County property itself has a great potential to enhance public recreational opportunities. Trail and dirt road networks and picnic areas were developed on this 64-acre property in the past. After a management plan for the land is developed some of the improvements could be transformed into a public recreational area and trail system with stunning views. Funding for this purchase came from a General Fund transfer. Funding for development may include grants, park-in-lieu fees, or cooperative agreements. Operating Budget Impacts Purchasing this property will increase the amount of land the City is responsible for maintaining, however, it will be kept in an inactive status for the time being. When the p roperty is converted to active parkland or open space, additional expenses for park and trail development may be incurred. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-113 TRAIL PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Draft CEQA Document March 2010 Prepare initial draft CEQA document and distribute it to City of Saratoga, Midpeninsula Open Space District, and Santa Clara County Roads and Parks Department for review and comment Release Initial Study March 2011 Release the initial study and related documents for public review and comment City Council Hearing May 2011 Present the results of the initial study, related documents, and public comments to the Saratoga City Council for project approval Notice of Determination June 2011 City files notice of determination with County Clerk after project approval Approval of Purchase and Sale Agreement July 2011 City Council and governing bodies of the Midpeninsula Open Space District and Santa Clara County Roads and Parks Department approve the purchase and sale agreement MID-PENINSULA OPEN SPACE RESERVE - LAND PURCHASE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP PARK FUND Transfers In - General Fund 250,000 - 250,000 - - - - - 250,000 TOTAL REVENUES 250,000 - 250,000 - - - - - 250,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP PARK FUND Site Acquisition & Prep - - - 250,000 - - - - 250,000 TOTAL EXPENDITURES - - - 250,000 - - - - 250,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 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 250,000 250,000 250,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN PARKS & TRAILS PROGRAM D-114 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 115 FACILITY IMPROVEMENT PROGRAM 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 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 116 PROJECT SUMMARY The following new projects were added in FY 2011/12, to make a total of thirteen active projects: ADA Museum Ramp – Phase II ADA Compliant – Public Counters Additionally, the following projects were added after adoption of the FY 2010/11 budget or transferred from other CIP programs: Electric Vehicle Charging Stations Emergency Power Backup Total Expended Project To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expenditures City Wide Projects 9311-001 Annual Facility Improvements 227,989 229,448 100,000 100,000 100,000 100,000 857,437 9312-002 Security Lock 59,865 135 - - - - 60,000 9313-001 HVAC System Upgrade 124,068 closed - - - - 124,068 9314-001 Electric Vehicle Charging Station - 65,000 - - - - 65,000 9314-002 Emergency Power Backup - 61,430 - - - - 61,430 9314-004 ADA Compliant - Public Counter - 79,497 - - - - 79,497 Civic Center Improvements 9321-001 Civic Center Improvements 109,980 closed - - - - 109,980 9321-007 Break Room Flooring 3,122 closed 3,122 9321-010 IT Server Room Air Conditioner 6,380 closed - - - - 6,380 9322-001 Theater Improvements 98,261 65,899 30,000 35,000 35,000 40,000 304,160 9322-003 Theater HVAC System 19,107 5,893 25,000 9322-004 Theater Sound System 1,073 4,863 5,935 9333-004 Sr. Center - Minor Bldg Improvements 1,050 closed - - - - 1,050 9333-005 Sr. Center - Furniture & Fixtures 26,434 closed - - - - 26,434 9334-002 Portable Building - Gutters 2,460 closed - - - - 2,460 9341-001 Corp Yard Vehicle Shelter Structure 14,663 85,337 - - - - 100,000 9341-002 Corp Yard Vehicle Shelter Solar Panels - 125,000 - - - - 125,000 Saratoga-Prospect Center 9351-001 Saratoga Prospect Center Impr 1,268,461 120,445 - - - - 1,388,906 9351-004 SPCC - Furniture & Fixtures 3,490 closed - - - - 3,490 9353-002 Friendship Hall Hot Water Pump 3,330 closed - - - - 3,330 Village Historical Buildings 9363-002 Museum ADA Ramp - CDBG 40,393 6,200 - - - - 46,593 9363-003 Museum Electrical Upgrade 6,000 closed - - - - 6,000 9363-004 Museum Storage Building Design 1,848 closed - - - - 1,848 9364-001 McWilliams House Improvements 5,565 4,435 - - - - 10,000 Library Buildings 9372-001 Exterior Maintenance Projects - 25,000 - - - 20,000 45,000 9374-002 Library Improvements 37,892 315,597 - - - - 353,489 Total Project 2,061,431 1,194,178 130,000 135,000 135,000 160,000 3,815,609 Interfund Transfers 59,057 - - - - - 59,057 Total Project Expenditures 2,120,489 1,194,178 130,000 135,000 135,000 160,000 3,874,666 FACILITY PROJECT EXPENDITURE SUMMARY Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 117 FACILITY IMPROVEMENT PROGRAM FUNDING SUMMARY Projects completed during FY 2010/11, include: Civic Center Security Lock System HVAC System Upgrade Break Room Flooring Replacement Sr. Center Furniture and Fixtures Portable Building Gutters Saratoga Prospect Center Furniture & Fixtures Friendship Hall Hot Water Pump McWilliams House Improvements Prior FY Total Year 2010/11 Funding Program REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Theater Ticket Surcharge 124,878 39,282 164,160 30,000 35,000 35,000 40,000 40,000 344,160 SCC Maintenance Reimb 15,000 5,000 20,000 5,000 5,000 5,000 5,000 5,000 45,000 CIP Project Contributions 2,829 - 2,829 - - - - - 2,829 Transfers In - General Fund 1,737,194 400,000 2,137,194 100,000 100,000 100,000 100,000 100,000 2,637,194 Transfers In - Other CIP 284,717 61,886 346,604 61,430 - - - - 408,034 Transfer In - CDBG 40,393 - 40,393 85,697 - - - - 126,090 Transfer In - Library Fund - 351,360 351,360 - - - - - 351,360 TOTAL REVENUES 2,205,011 857,528 3,062,540 282,127 140,000 140,000 145,000 145,000 3,914,667 Prior FY Total Year 2010/11 Expended Program EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies 8,352 41,241 49,593 - - - - - 49,593 Fees & Expenses 10 - 10 - - - - - 10 Consultant/Contract Svs 22,500 9,069 31,569 - - - - - 31,569 Project Equip & Fixtures 0 12,315 12,315 - - - - - 12,315 Construction Expenses 1,648,892 319,052 1,967,944 1,194,178 130,000 135,000 135,000 160,000 3,722,122 Transfers Out - 59,058 59,058 - - - - - 59,058 TOTAL EXPENDITURES 1,679,753 440,735 2,120,489 1,194,178 130,000 135,000 135,000 160,000 3,874,666 Prior FY Total Year 2010/11 Program Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 525,259 942,051 30,000 40,000 45,000 55,000 Revenues & T/I 2,205,011 857,528 3,062,540 282,127 140,000 140,000 145,000 145,000 3,914,667 Expenditures & T/O 1,679,753 440,735 2,120,489 1,194,178 130,000 135,000 135,000 160,000 3,874,666 ENDING FUND BALANCE 525,258 942,052 942,051 30,000 40,000 45,000 55,000 40,000 40,000 Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 118 PROJECT DIRECTORY CITYWIDE PROJECTS PAGE 9311-001 Annual Facility Improvements Funding D – 120 9314-001 Electric Vehicle Charging Stations D – 122 9314-002 Emergency Power Backup D – 124 9314-004 ADA Compliant Public Counters D – 126 CIVIC CENTER IMPROVEMENT 9322-001 Theater Improvements D – 130 9341-001 Corp Yard – Vehicle Shelter Structure D – 132 9341-002 Vehicle Shelter Solar Panels D – 134 SARATOGA – PROSPECT CENTER 9351-001 Saratoga Prospect Center Improvements D – 138 VILLAGE HISTORICAL BUILDING 9363-002 Museum ADA Ramps D – 142 9364-001 McWilliams House Improvement – Phase II D – 144 LIBRARY BUILDING 9372-001 Building Exterior Maintenance Projects D – 148 9374-002 Library Capital Improvements D – 150 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 119 CITYWIDE PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 120 CITYWIDE PROJECTS 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 transferred out of this project to assigned facility projects. 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 Background Each year, a $100,000 transfer from the General Fund to this CIP project provides funding for various maintenance projects at City facilities. Projects may be repairs, improvements, or general maintenance work; projects that improve safety are given highest priority. Past projects have included : Senior Center remodel Administration lobby remodel Theater and City Hall alarm system replacement Carpet replacement for Adult Daycare Center, Portable, Community Development Department & Public Works Engineering Senior Center HVAC system replacement Corporation Yard men’s restroom remodel ADA compliant ramp for preschool portable Copy and Break Room flooring replacement Community Center kitchen improvements 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 Budget Impacts This project has a number of financial benefits. Ongoing maintenance and improvements helps to prevent larger problems and costs associated with deferred maintenance, and increases 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 121 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed ANNUAL FACILITY IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Miscellaneous Revenue - 700 700 - - - - - 700 Transfers In - General Fund 300,000 100,000 400,000 100,000 100,000 100,000 100,000 100,000 900,000 Transfers In - Other CIP 13,133 1,331 14,464 - - - - - 14,464 TOTAL REVENUES 313,133 102,031 415,164 100,000 100,000 100,000 100,000 100,000 915,164 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Construction Expenses 227,989 - 227,989 229,448 100,000 100,000 100,000 100,000 857,437 Transfers Out - 57,727 57,727 - - - - - 57,727 TOTAL EXPENDITURES 227,989 57,727 285,716 229,448 100,000 100,000 100,000 100,000 915,164 Prior FY Total Year 2010/11 Project Activity Actuals Totals 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 85,144 129,448 - - - - - Revenues & T/I 313,133 102,031 415,164 100,000 100,000 100,000 100,000 100,000 915,164 Expenditures & T/O 227,989 57,727 285,716 229,448 100,000 100,000 100,000 100,000 915,164 ENDING FUND BALANCE 85,144 129,448 129,448 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 122 CITYWIDE PROJECTS Project Name Electric Vehicle Charging Stations Project Number 9314-001 Department Public Works Project Manager Shawn Gardner Description This project will install electric vehicle charging stations at City Hall and the Village. Location Electric vehicle charging stations will be placed in the City Hall parking lot and in the Village. Project Background In July 2010, the City Council amended the capital improvement budget to include installation of electric vehicle charging stations in the Village and City Hall parking lot. 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. Constructing electronic vehicle charging stations and establishing an infrastructure for these cars will encourage drivers to purchase electric vehicles and thereby reduce greenhouse gas emissions. The City plans to purchase a total of 10 charging stations that will be placed at City Hall and the Village. 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 Budget Impacts Establishing an infrastructure for electric vehicles will be 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 addition of electric vehicle charging stations to the Village may also attract owners of these vehicles to the City’s downtown shops and restaurants, increasing the City’s tax revenues. Staff time for project management is already incorporated in the operating budget. Maintenance of the electric vehicle charging stations will be carried out by Coulomb Technologies and will not impact the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 123 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase September 2010 Prepare plans and specifications Begin Bid Process September 2011 Council approves plans and authorizes bidding the project Contract Award October 2011 Council awards contract Estimated Construction Start November 2011 Construction project begins Estimated Completion Date January 2012 Project is completed ELECTRIC VEHICLE CHARGING STATIONS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES GRANT FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - 65,000 - - - - 65,000 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 65,000 - - - - 65,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES GRANT FUND BEGINNING FUND BAL - - - 65,000 - - - - - Revenues & T/I - 65,000 65,000 - - - - - 65,000 Expenditures & T/O - - - 65,000 - - - - 65,000 ENDING FUND BALANCE - 65,000 65,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 124 CITYWIDE PROJECTS Project Name Emergency Power System 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 Background During power outages, a 15 kilowatt portable generator is used to supply power to the main City Hall 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 Budget Impacts Following installation, generator maintenance is expected to be minimal and will be conducted by staff. Staff time required to oversee this project is accounted for in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 125 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase April 2011 Prepare plans and specifications Begin Bid Process September 2011 Council approves plans and authorizes bidding the project Contract Award October 2011 Council awards contract Estimated Construction Start November 2011 Construction project begins Estimated Completion Date January 2012 Project completed EMERGENCY BACKUP POWER SYSTEM Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - General Fund - - - - - - - - - Transfers In - Other CIP - - - 25,000 - - - - 25,000 Transfers In - Other CIP - - - 36,430 - - - - 36,430 TOTAL REVENUES - - - 61,430 - - - - 61,430 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - 61,430 - - - - 61,430 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 61,430 - - - - 61,430 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - - - - - - - - Revenues & T/I - - - 61,430 - - - - 61,430 Expenditures & T/O - - - 61,430 - - - - 61,430 ENDING FUND BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 126 CITYWIDE PROJECTS Project Name ADA Compliant Public Counters Project Number 9314-004 Department Recreation & Facilities Project Manager Thomas Scott Description This project will make customer service counters at City Hall fully accessible. Location This project will take place at City Hall, including the Administration Building, Community Development/Public Works Building, Senior Center, and Joan Pisani Community Center. Project Background In 2010, the Association of Bay Area Governments (ABAG) conducted an accessibility 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 reconfiguring customer service counters in lobbies at City Hall. This includes the lobbies in the City Manager’s Office, Joan Pisani Co mmunity 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 Budget Impacts Remodeling customer service counters will make City Hall more accessible and thereby more 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 127 CITYWIDE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase October 2011 Prepare plans and specifications Begin Bid Process January 2012 Council approves plans and authorizes bidding the project Contract Award February 2012 Council awards contract Estimated Construction Start April 2012 Construction project begins Estimated Completion Date April 2013 Project completed ADA COMPLIANT PUBLIC COUNTERS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - General Fund - - - - - - - - - Transfers In - CDBG - - - 79,497 - - - - 79,497 Transfers In - Other CIP - - - - - - - - - TOTAL REVENUES - - - 79,497 - - - - 79,497 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - 79,497 - - - - 79,497 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 79,497 - - - - 79,497 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - - - - - - - - Revenues & T/I - - - 79,497 - - - - 79,497 Expenditures & T/O - - - 79,497 - - - - 79,497 ENDING FUND BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 128 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 129 CIVIC CENTER IMPROVEMENT PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 130 CIVIC CENTER IMPROVEMENTS Project Name Theater Improvements Project Number 9322-001 Department Recreation & Facilities Project Manager Thomas Scott Description This project is for improvements to the Civic Theater. Location Projects are located within the Civic Theater, at the Saratoga City Hall campus. Project Background Two theater groups and several school groups lease the Civic Theater for rehearsals and performances. The theater groups have three productions per year that show for approximately six weeks each and 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 i nstallation of a movie screen, fully accessible seating, and new doors. Theater improvements for the 2011/12 fiscal year will include: - Backstage paging system connected to the dressing rooms - Masonite flooring for the stage - New black curtains for the stage - Reconfiguration of the stage Most theater improvements are performed by contractors and supervised by staff. Operating Budget Impacts Regular improvements to the Civic Theater ensure that it remains an attractive venue for audiences and theater groups. The productions of the theater groups draw visitors to Saratoga, which helps to support the local economy, as audience members often visit Saratoga restaurants and shops before or after attending shows. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 131 CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed THEATER IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Theater Ticket Surcharge 124,878 39,282 164,160 30,000 35,000 35,000 40,000 40,000 344,160 Transfers In - General Fund - - - - - - - - - TOTAL REVENUES 124,878 39,282 164,160 30,000 35,000 35,000 40,000 40,000 344,160 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Materials & Supplies 4,819 341 5,159 - - - - - 5,159 Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses 67,100 26,003 93,102 65,899 30,000 35,000 35,000 40,000 299,001 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 71,918 26,343 98,261 65,899 30,000 35,000 35,000 40,000 304,160 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 52,960 65,899 30,000 35,000 35,000 40,000 - Revenues & T/I 124,878 39,282 164,160 30,000 35,000 35,000 40,000 40,000 344,160 Expenditures & T/O 71,918 26,343 98,261 65,899 30,000 35,000 35,000 40,000 304,160 ENDING FUND BALANCE 52,960 65,899 65,899 30,000 35,000 35,000 40,000 40,000 40,000 Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 132 CIVIC CENTER IMPROVEMENTS Project Name Corporation Yard – Vehicle Shelter Structure Project Number 9341-001 Department Public Works Project Manager Shawn Gardner Description This project funds installation of a metal carport structure in the City Corporation Yard. Location This project is located in the City’s Corporation Yard at 19700 Allendale Avenue. Project Background In 2008, funds were transferred from the General Fund to construct a metal carport structure in the City’s Corporation Yard. The structure will accommodate approximately twenty City vehicles and equipment. The carport will protect the vehicles and equipment from exposure to the elements, which will extend the life of the City’s fleet. The City plans to install solar panels on the structure’s rooftop to generate electricity for use in the City’s Corporation Yard buildings and the Joan Pisani Community Center. The solar panel installation is funded under a separate project. Operating Budget Impacts The installation of the vehicle and equipment structure may require cleaning or painting on occasion, however, overall maintenance is expected to be minimal. Furthermore, protecting vehicles and equipment from the elements will reduce weather damage and extend the useful life of the City’s fleet. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 133 CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase May 2011 Prepare plans and specifications Begin Bid Process July 2011 Council approves plans and authorizes bidding the project Contract Award August 2011 Council awards contract Estimated Construction Start September 2011 Construction project begins Estimated Completion Date November 2011 Project is completed VEHICLE SHELTER STRUCTURE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - General Fund 100,000 - 100,000 - - - - - 100,000 Transfers In - Other CIP - - - - - - - - - TOTAL REVENUES 100,000 - 100,000 - - - - - 100,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs 6,750 7,913 14,663 85,337 - - - - 100,000 Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES 6,750 7,913 14,663 85,337 - - - - 100,000 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 93,250 - 85,337 - - - - - Revenues & T/I 100,000 - 100,000 - - - - - 100,000 Expenditures & T/O 6,750 7,913 14,663 85,337 - - - - 100,000 ENDING FUND BALANCE 93,250 85,337 85,337 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 134 CIVIC CENTER IMPROVEMENTS Project Name Corporation Yard – Solar Panel Installation Project Number 9341-002 Department Public Works Project Manager Shawn Gardner Description This project funds the installation of solar panels on top of a vehicle and equipment structure in the City’s Corporation Yard. Location This project is located in the City’s Corporation Yard located at 19700 Allendale Avenue. Project Background In 2008, the City Council allocated money to construct a vehicle and equipment structure in the City’s Corporation Yard. In 2009, the Council set aside additional funds to install solar panels on the rooftop of the structure. The solar panels will provide approximately 25 kilowatts (KW) of energy. Approximately 16 KW will be used to fully power the Corporation Yard and the remaining kilowatts will be directed to the Community Center. The annual energy savings for the Corporation yard will be about $4,500 and the Community Center energy expenses will be reduced by $2,700. Based on the anticipated energy savings, it will take approximately ten years to recover the cost of installing the solar panels. Operating Budget Impacts The solar panel installation will result in additional cleaning and maintenance; however, maintenance costs are expected to be minimal. As an offset, the City will see approximately $7,200 of savings in energy expenses on an ongoing operational basis. Staff time spent managing this project is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 135 CIVIC CENTER IMPROVEMENTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase December 2010 Prepare plans and specifications Begin Bid Process November 2010 Council approves plans and authorizes bidding the project Contract Award March 2011 Council awards contract Estimated Construction Start December 2011 Construction project begins Estimated Completion Date March 2012 Project is completed CORP YARD - SOLAR PANEL INSTALLATION Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - General Fund - - - - - - - - - Transfers In - Other CIP 125,000 - 125,000 - - - - - 125,000 TOTAL REVENUES 125,000 - 125,000 - - - - - 125,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - 125,000 - - - - 125,000 Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 125,000 - - - - 125,000 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 125,000 - 125,000 - - - - - Revenues & T/I 125,000 - 125,000 - - - - - 125,000 Expenditures & T/O - - - 125,000 - - - - 125,000 ENDING FUND BALANCE 125,000 125,000 125,000 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 136 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 137 SARATOGA-PROSPECT CENTER PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 138 SARATOGA – PROSPECT CENTER PROJECTS Project Name Saratoga–Prospect Center Improvements Project Number 9351-001 Department Recreation & Facilities Project Manager Thomas Scott 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 Background The Saratoga Prospect Center, formerly known as the North Campus, was purchased from the Grace 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 Budget Impacts The operating budget will be impacted by this project through increased maintenance, janitorial, 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 139 SARATOGA – PROSPECT CENTER PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase March 2011 Prepare plans and specifications Begin Bid Process May 2011 Council approves plans and authorizes bidding the project Contract Award July 2011 Council awards contract Estimated Construction Start August 2011 Construction project begins Estimated Completion Date November 2011 Project is completed SARATOGA PROSPECT CENTER IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - General Fund 1,213,693 175,000 1,388,693 - - - - - 1,388,693 Transfers In - Other CIP 213 - 213 - - - - - 213 TOTAL REVENUES 1,213,906 175,000 1,388,906 - - - - - 1,388,906 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies 27,451 11,346 38,797 - - - - - 38,797 Fees & Expenses - - - - - - - - - Consultant/Contract Svs 3,371 5,559 8,930 - - - - - 8,930 Project Equip & Fixtures - - - - - - - - - Construction Expenses 1,179,164 41,570 1,220,734 120,445 - - - - 1,341,179 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 1,209,986 58,474 1,268,461 120,445 - - - - 1,388,906 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 3,920 - 120,445 - - - - - Revenues & T/I 1,213,906 175,000 1,388,906 - - - - - 1,388,906 Expenditures & T/O 1,209,986 58,474 1,268,461 120,445 - - - - 1,388,906 ENDING FUND BALANCE 3,920 120,445 120,445 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 140 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 141 VILLAGE HISTORICAL BUILDING PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 142 VILLAGE HISTORICAL BUILDING PROJECTS Project Name Museum ADA Ramps (CDBG) Project Number 9363-002 Department Public Works 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 Background The Saratoga Historical Foundation was established in November 1962 by Florence Russell 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 s tore 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 Budget Impacts This project will increase compliance with ADA standards, which will consequently reduce liability 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 143 VILLAGE HISTORICAL BUILDING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Begin Design Phase July 2011 Prepare plans and specifications Collect Estimates July 2011 Request project estimates from contractors Contract Award August 2011 Award construction contract Estimated Construction Start September 2011 Construction project begins Estimated Completion Date September 2011 Project is completed HISTORIC MUSEUM ADA RAMPS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND Transfers In - CDBG - 40,393 40,393 6,200 - - - - 46,593 TOTAL REVENUES - 40,393 40,393 6,200 - - - - 46,593 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - 72 72 - - - - - 72 Fees & Expenses - 10 10 - - - - - 10 Consultant/Contract Svs - 4,853 4,853 - - - - - 4,853 Project Equip & Fixtures - - - - - - - - - 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 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES 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 - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 144 VILLAGE HISTORICAL BUILDING PROJECTS 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 Background The McWilliams House is a City-owned restored pioneer home built in the 1850’s, and utilized as part 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 bea r the cost of installation for these improvements. Operating Budget Impacts This project will not impact the operating budget. Interior maintenance of the McWilliams house is provided by the Saratoga Historical Foundation. Oversight of purchases is already accounted for in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 145 VILLAGE HISTORICAL BUILDING PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Funding Allocated July 2009 Council approved allocation of funds Approval of Improvements March 2010 Saratoga Historical Foundation presents list of proposed improvements for approval Improvements Begin May 2010 Saratoga Historical Foundation begins improvements Improvements Completed July 2011 Saratoga Historical Foundation completes improvements. McWILLIAMS HOUSE IMPROVEMENTS – PHASE II Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - 5,565 5,565 4,435 - - - - 10,000 Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES - 5,565 5,565 4,435 - - - - 10,000 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 10,000 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 10,000 4,435 4,435 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 146 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 147 LIBRARY BUILDING PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 148 LIBRARY BUILDING IMPROVEMENT PROJECTS 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 Background The Saratoga Library is a City owned property leased by the Santa Clara County Library Joint Powers Authority. Under the current 30 year lease (effective 2003), the County is responsible for maintaining the interior and exterior of the building. Although the County is responsible for the Library’s exterior, the County agreed to pay the City to oversee and perform 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. Work is primarily done by contractors and managed by staff. Operating Budget Impacts Ongoing maintenance to the outside of the Saratoga Library keeps the building in good operating condition and prevents high costs associated with deferred maintenance. Staff time spent managing this project is included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 149 LIBRARY BUILDING IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed LIBRARY BUILDING EXTERIOR MAINTENANCE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP FACILITIES FUND SCC Maintenance Reimb 15,000 5,000 20,000 5,000 5,000 5,000 5,000 5,000 45,000 TOTAL REVENUES 15,000 5,000 20,000 5,000 5,000 5,000 5,000 5,000 45,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - 25,000 - - - 20,000 45,000 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 25,000 - - - 20,000 45,000 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - 15,000 - 20,000 - 5,000 10,000 15,000 - Revenues & T/I 15,000 5,000 20,000 5,000 5,000 5,000 5,000 5,000 45,000 Expenditures & T/O - - - 25,000 - - - 20,000 45,000 ENDING FUND BALANCE 15,000 20,000 20,000 - 5,000 10,000 15,000 - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 150 LIBRARY BUILDING IMPROVEMENT PROJECTS Project Name Library Capital Improvements Project Number 9374-002 Department Recreation & Facilities Project Manager Thomas Scott Description This project funds capital improvements to the Saratoga Library. Location Improvements will take place at Saratoga Library located at 13650 Saratoga Avenue. Project Background The Saratoga Library is part of the Santa Clara County Library system. The 48,000 square foot building 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. Future projects will be presented to the Saratoga Library Commission for review and approval. Operating Budget Impacts Continued maintenance of the Saratoga Library helps to prevent costly deferred maintenance expenses. Project management expenses have been included in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 151 LIBRARY BUILDING IMPROVEMENT PROJECTS PROJECT TIMELINE PROJECT COMPONENT 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 Ongoing Construction project begins Estimated Completion Date Ongoing Project is completed LIBRARY CAPITAL IMPROVEMENTS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 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 - 353,489 353,489 - - - - - 353,489 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP FACILITIES FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - 37,892 37,892 315,597 - - - - 353,489 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - 37,892 37,892 315,597 - - - - 353,489 - Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP FACILITIES FUND BEGINNING FUND BAL - - 315,597 - - - - - Revenues & T/I - 353,489 353,489 - - - - - 353,489 Expenditures & T/O - 37,892 37,892 315,597 - - - - 353,489 ENDING FUND BALANCE - 315,597 315,597 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN FACILITY PROGRAM D - 152 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 153 ADMINISTRATIVE IMPROVEMENTS PROGRAM The Capital Improvement Plan’s Administrative Improvements Program provides for major capital expenditures to improve 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 IT Infrastructure Improvements Community 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. IT Infrastructure Improvements – includes projects which acquire or upgrade IT equipment and infrastructure. One project is planned currently; Network Cabling Replacement. Community Programs – consists of projects that fund infrastructure or policy updates that have long-term impacts. This category includes the Secondhand Smoke Prevention Program. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 154 PROJECT SUMMARY For FY 2011/12, there are six active projects. As shown above, the following Administrative Improvement projects were closed with the completion of the last fiscal year: Telephone System Upgrade IT Emergency Power Supply The IT Emergency Power Supply project was closed as a CIP Administrative Improvement Project after the project analysis identified the need for a significant facility improvement. Remaining funds were transferred into a CIP Facility Improvement Project named Emergency Power Backup along with additional funds from Facilities to complete this work. Total Expended Project To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expenditures Information Technology Projects 9411-001 Financial System Upgrade 67,200 3,534 - - - - 70,734 9412-001 Document Imaging - Public Works 17,731 80,815 - - - - 98,546 9412-002 Document Imaging - Development 37,093 22,907 - - - - 60,000 9412-003 Document Imaging - City Mgr Office 5,244 13,643 - - - - 18,887 Communication System Improvements 9421-001 Telephone System Upgrade 55,000 Closed - - - - 55,000 IT Infrastructure Improvements 9431-001 Network Cabling Upgrade - 25,000 - - - - 25,000 9432-001 IT Emergency Power Supply 3,750 Closed - - - - 3,750 Community Projects 9441-001 Secondhand Smoke Prevention 4,262 17,912 22,174 Total Project 190,281 163,811 - - - - 354,091 Interfund Transfers - 36,430 - - - - 36,430 Total Project Expenditures 190,281 200,241 - - - - 390,521 Budgeted for Fiscal Year ADMIN PROJECT EXPENDTURE SUMMARY CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 155 ADMINISTRATIVE IMPROVEMENT PROGRAM FUNDING SUMMARY Prior FY Total Year 2010/11 Funding Program REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In - General Fund 229,280 - 229,280 10,000 - - - - 239,280 Transfers In - IT Fund 95,180 - 95,180 25,000 - - - - 120,180 Transfers In - Other Projects 8,887 - 8,887 - - - - - 8,887 TOTAL CIP REVENUES 333,347 - 333,347 35,000 - - - - 368,347 CIP GRANT FUND Grant Revenues - 5,072 5,072 17,102 - - - - 22,174 TOTAL GRANT REVENUES - 5,072 5,072 17,102 - - - - 22,174 TOTAL ADMIN REVENUES 333,347 5,072 338,419 52,102 - - - - 390,521 Prior FY Total Year 2010/11 Expended Program EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Salary & Benefits 20,031 - 20,031 - - - - - 20,031 Fees & Expenses 13,363 4,368 17,731 80,815 - - - - 98,546 Consultant/Contract Svs 75,180 69,327 144,507 40,083 - - - - 184,590 Project Equip & Fixtures - - - - - - - - - Construction Expenses - 3,750 3,750 25,000 - - - - 28,750 Transfers Out - - - 36,430 - - - - 36,430 TOTAL EXPENDITURES 108,574 77,445 186,019 182,328 - - - - 368,347 CIP GRANT FUND Salary & Benefits - 4,262 4,262 17,912 - - - - 22,174 Materials & Supplies - - - - - - - - - TOTAL GRANT EXPENSES - 4,262 4,262 17,912 - - - - 22,174 TOTAL ADMIN EXPENSES 108,574 81,707 190,281 200,241 - - - - 390,521 Prior FY Total Year 2010/11 Program Activity Actuals 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 224,773 147,328 - - - - - Revenues & T/I 333,347 - 333,347 35,000 - - - - 368,347 Expenditures & T/O 108,574 77,445 186,019 182,328 - - - - 368,347 ENDING FUND BALANCE 224,773 147,328 147,328 - - - - - - CIP GRANT FUND BEGINNING FUND BAL - - - 810 - - - - - Revenues & T/I - 5,072 5,072 17,102 - - - - 22,174 Expenditures & T/O - 4,262 4,262 17,912 - - - - 22,174 ENDING FUND BALANCE - 810 810 - - - - - - TOTAL ENDING BALANCE 224,773 148,139 148,139 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year Totals To Date CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 156 PROJECT DIRECTORY INFORMATION TECHNOLOGY PROJECTS PAGE 9411-001 Financial System Upgrade D – 158 9412-001 Document Imaging Project – PW D – 160 9412-002 Document Imaging Project – CDD D – 162 9412-003 Document Imaging Project – CMO D – 164 IT INFRASTRUCTURE PROJECTS 9431-001 Network Cabling Replacement D – 168 COMMUNITY PROGRAMS 9441-001 Secondhand Smoke Prevention Program D – 172 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 157 INFORMATION TECHNOLOGY PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 158 INFORMATION TECHNOLOGY PROJECTS 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 Background In 2005, concerns that the City’s financial software system was outdated—difficult to use, limited in 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 approved an agreement with SunGard to upgrade the City’s financial system in November 2006, staff and SunGard began working together to launch the system. In July 2008, the Fund Accounting and Purchasing modules of the program went live. The Payroll/Human Resources module was implemented and went live in October 2008. Further implementation of the Human Resources module and possibly a Personnel Budgeting module is expected to be fully completed by late 2012. 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 Budget Impacts The new financial system is an ASP solution, which means the system is hosted and maintained by SunGard. This 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 – an especially important feature for emergency operations. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 159 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 – Project Completion February 2012 Personnel Budgeting/Cash Receipt Reporting modules implemented FINANCIAL SYSTEM UPGRADE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In 70,734 - 70,734 - - - - - 70,734 TOTAL REVENUES 70,734 - 70,734 - - - - - 70,734 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs 67,200 - 67,200 3,534 - - - - 70,734 Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES 67,200 - 67,200 3,534 - - - - 70,734 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 3,534 - 3,534 - - - - - Revenues & T/I 70,734 - 70,734 - - - - - 70,734 Expenditures & T/O 67,200 - 67,200 3,534 - - - - 70,734 ENDING FUND BALANCE 3,534 3,534 3,534 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 160 INFORMATION TECHNOLOGY PROJECTS 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 Background In 1999, the City implemented a program to convert paper and microfiche documents into digitized format and subsequently purchased Laserfiche, an electronic document management system. Creating electronically indexed copies of 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 Laser fiche 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 Budget Impacts A significant amount of staff time is required to prepare documents for scanning, conduct quality assessments of scanned records, and then input them into the City’s document management system. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 161 INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Complete Document Imaging project scope defined RFP & Bid Process April 2010 Contract RFP prepared and sent out to bid Contract Award June 2010 Vendor selected and contract is finalized and approved Estimated Project Start July 2010 Vendor document imaging process begins Estimated Project Completion June 2012 Vendor document imaging process completed DOCUMENT IMAGING – PUBLIC WORKS Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In 98,546 - 98,546 - - - - - 98,546 TOTAL REVENUES 98,546 - 98,546 - - - - - 98,546 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - - - - - Fees & Expenses 13,363 4,368 17,731 80,815 - - - - 98,546 Consultant/Contract Svs - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES 13,363 4,368 17,731 80,815 - - - - 98,546 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 85,183 - 80,815 - - - - - Revenues & T/I 98,546 - 98,546 - - - - - 98,546 Expenditures & T/O 13,363 4,368 17,731 80,815 - - - - 98,546 ENDING FUND BALANCE 85,183 80,815 80,815 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 162 INFORMATION TECHNOLOGY PROJECTS 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 Background The Community Development Department has been transferring paper documents to microfilm since 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 Budget Impacts A significant amount of staff time is required to prepare documents for scanning, conduct quality assessments of scanned records, and then input them into the City’s document management system. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 163 INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Complete Document Imaging project scope defined RFP & Bid Process April 2010 Contract RFP prepared and sent out to bid Contract Award June 2010 Vendor selected and contract is finalized and approved Estimated Project Start July 2010 Vendor document imaging process begins Estimated Project Completion June 2012 Vendor document imaging process completed DOCUMENT IMAGING – COMMUNITY DEVELOPMENT Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In 60,000 - 60,000 - - - - - 60,000 TOTAL REVENUES 60,000 - 60,000 - - - - - 60,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Salary & Benefits 20,031 - 20,031 - - - - - 20,031 Fees & Expenses - - - - - - - - - Consultant/Contract Svs 7,980 9,082 17,062 22,907 - - - - 39,969 Transfers Out - - - - - - - - - TOTAL EXPENDITURES 28,011 9,082 37,093 22,907 - - - - 60,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 31,989 - 22,907 - - - - - Revenues & T/I 60,000 - 60,000 - - - - - 60,000 Expenditures & T/O 28,011 9,082 37,093 22,907 - - - - 60,000 ENDING FUND BALANCE 31,989 22,907 22,907 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 164 INFORMATION TECHNOLOGY PROJECTS 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 Background In 1999, the City implemented a program to convert paper and microfiche documents into digitized format and subsequently purchased Laserfiche, an electronic document management system. Creating electronically indexed copies of 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 Budget Impacts A significant amount of staff time is required to prepare documents for scanning, conduct quality assessments of scanned records, and then input them into the City’s document management system. 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. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 165 INFORMATION TECHNOLOGY PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development Complete Document Imaging project scope defined RFP & Bid Process April 2010 Contract RFP prepared and sent out to bid Contract Award June 2010 Vendor selected and contract is finalized and approved Estimated Project Start July 2010 Vendor document imaging process begins Estimated Project Completion June 2012 Vendor document imaging process completed DOCUMENT IMAGING – CITY MANAGER’S OFFICE Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In - General Fund - - - 10,000 - - - - 10,000 Transfers In - IT Fund - - - - - - - - - Transfers In - Other CIP 8,887 - 8,887 - - - - - 8,887 TOTAL REVENUES 8,887 - 8,887 10,000 - - - - 18,887 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - 5,244 5,244 13,643 - - - - 18,887 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - 5,244 5,244 13,643 - - - - 18,887 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - 8,887 - 3,643 - - - - - Revenues & T/I 8,887 - 8,887 10,000 - - - - 18,887 Expenditures & T/O - 5,244 5,244 13,643 - - - - 18,887 ENDING FUND BALANCE 8,887 3,643 3,643 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 166 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 167 IT INFRASTRUCTURE PROJECTS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 168 IT INFRASTRUCTURE PROJECTS Project Name Network Cabling Replacement Project Number 9431-001 Department Finance & Administrative Services Project Manager Leo Salindong Description This project will upgrade network cables at City Hall. Location Network cable upgrades will be made at all the City Hall buildings, including the Administration Building, Community Development/Public Works building, Senior Center, Joan Pisani Community Center, and Corporation Yard. Project Background In 2010, the City upgraded its telephone system from a Toshiba Strata DK 280 private branch exchange (PBX) system to a ShoreTel Voice over Internet Protocol (VoIP) telecommunication system. The PBX system was replaced, because it had failed several times and the age of the system made it difficult to locate hardware and services for the system. The new VoIP system operates over the existing network infrastructure and is connected to the City’s computer network. Consequently, the new phone system has increased demand on City Hall network cables. This project will replace existing Category 5 (Cat 5) cables with Cate gory 6 (Cat 6) cables. The new Cat 6 cables will have double the bandwidth of the current Cat 5 cables, accommodating the increased network traffic. The increased network capacity will ensure that the City’s data network, which now includes the phone system, remains operational. Installation of the new network cables will be contracted out and managed by City staff. Operating Budget Impacts This project is expected to increase operational efficiency, as it will safeguard the City against failures caused by overwhelming network traffic. Staff time required to oversee this project is accounted for in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 169 IT INFRASTRUCTURE PROJECTS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development March 2011 Prepare plans and specifications Begin Bid Process July 2011 Project estimates collected Contract Award August 2011 Contract approved and awarded Estimated Start September 2011 Project begins Estimated Completion Date November 2011 Project completed NETWORK CABLING REPLACEMENT Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding CIP ADMINISTRATIVE FUND Transfers In - IT Fund - - - 25,000 - - - - 25,000 TOTAL REVENUES - - - 25,000 - - - - 25,000 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended CIP ADMINISTRATIVE FUND Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Project Equip & Fixtures - - - - - - - - - Construction Expenses - - - 25,000 - - - - 25,000 Transfers Out - - - - - - - - - TOTAL EXPENDITURES - - - 25,000 - - - - 25,000 Prior FY Total Year 2010/11 Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - - - - - - - Revenues & T/I - - - 25,000 - - - - 25,000 Expenditures & T/O - - - 25,000 - - - - 25,000 ENDING FUND BALANCE - - - - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 170 CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 171 COMMUNITY PROGRAMS CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 172 COMMUNITY PROGRAMS Project Name Secondhand Smoke Prevention Program Project Number 9441-001 Department City Manager’s Office Project Manager Crystal Morrow Description This project will facilitate development and implementation of policies intended to prevent exposure to secondhand smoke. Location The project will be implemented Citywide. Project Background In late 2010, the Santa Clara County Public Health Department awarded a tobacco prevention and control program grant to develop and implement policies that reduce exposure to secondhand smoke and prevent youth from accessing tobacco products. A total of $4 50,000 was set aside for cities in Santa Clara County and Saratoga’s share is just over $20,000. Saratoga has been authorized to use this grant money to : - Purchase and install signage in recreation areas to inform the public that use of tobacco products in recreational areas is prohibited; - Develop informational materials on the City’s ban on tobacco products in recreational areas and the dangers of secondhand smoke; and - Conduct research on, analyze, and draft (if authorized by the Council) new policies that further reduce potential exposure to secondhand smoke. The tobacco prevention and control grant is part of the Communities Putting Prevention to Work Initiative, which is funded by the American Recovery and Reinvestment Act of 2009. The purpose of this initiative is to engage states and local governments in increasing physical activity, improving nutrition, decreasing obesity, and reducing the prevalence of smoking. Santa Clara County has received a total of $6.9 million from the Communities Putting P revention to Work Initiative and the money is being used for a variety of activities, including the tobacco prevention and control program. Operating Budget Impacts Staff time is required to manage this project and fulfill grant reporting requirements. These expenses have been accounted for in the operating budget. CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 173 COMMUNITY PROGRAMS PROJECT TIMELINE PROJECT COMPONENT TIMELINE DESCRIPTION Project Development September 2010 Prepare plans and specifications Grant Agreement Approval December 2010 Grant agreement between the City and County Public Health Department is approved Estimated Start March 2011 Project begins Estimated Completion Date March 2012 Project completed SECONDHAND SMOKE PREVENTION PROGRAM Prior FY Total Year 2010/11 Funding Project REVENUES Funded Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Funding GRANT - CIP ADMINISTRATIVE FUND SCC CPPW Grant - 3,072 3,072 15,102 - - - - 18,174 Breathe CA Grant - 2,000 2,000 2,000 - - - - 4,000 TOTAL REVENUES - 5,072 5,072 17,102 - - - - 22,174 Prior FY Total Year 2010/11 Expended Project EXPENDITURES Expended Actuals To Date 2011/12 2012/13 2013/14 2014/15 2015/16 Expended GRANT - CIP ADMINISTRATIVE FUND Salary & Benefits - 4,262 4,262 17,912 - - - - 22,174 Materials & Supplies - - - - - - - - - Fees & Expenses - - - - - - - - - Consultant/Contract Svs - - - - - - - - - Construction Expenses - - - - - - - - - Transfers Out - - - - - - - - - TOTAL EXPENDITURES - 4,262 4,262 17,912 - - - - 22,174 Prior FY Total Year 2010/11 Estimated Project Activity Actuals Total 2011/12 2012/13 2013/14 2014/15 2015/16 Activity GRANT - CIP ADMINISTRATIVE FUND BEGINNING FUND BAL - - - 810 - - - - - Revenues & T/I - 5,072 5,072 17,102 - - - - 22,174 Expenditures & T/O - 4,262 4,262 17,912 - - - - 22,174 ENDING FUND BALANCE - 810 810 - - - - - - Budgeted for Fiscal Year Budgeted for Fiscal Year Budgeted for Fiscal Year CITY OF SARATOGA CAPITAL IMPROVEMENT PLAN ADMINISTRATIVE IMPROVEMENT PROGRAM D - 174 CITY OF SARATOGA REFERENCE SECTION E- 1 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 Special Revenue Funds Debt Service Funds 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 are used to account for revenues that are legally restricted to expenditures for specific purposes. The City of Saratoga has the following types of Special Revenue Funds: Community Development Block Grant Funds – to account for federal block grant funds received for public service activities, ADA projects, and program administration fees. Landscape & Lighting District Funds – Saratoga currently has 25 special district funds which voted to have the City provide oversight and maintenance of trees, landscaping, irrigation systems, and lighting systems in neighborhood and commercial areas. These funds account for revenues and expenditures 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. CITY OF SARATOGA REFERENCE SECTION E- 2 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 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 user charges. The City of Saratoga does not currently utilize Enterprise Funds. 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. CITY OF SARATOGA REFERENCE SECTION E- 3 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. R eplacement 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 Agency 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 account for assets held by the City in the capacity of an agent for individuals, governmental entities, and non-public organizations. The City currently administers two of these funds. 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. CITY OF SARATOGA REFERENCE SECTION E- 4 CITY OF SARATOGA REFERENCE SECTION E- 5 LIST OF FUNDS GENERAL FUND ....................................................................................................................................... 111 SPECIAL REVENUE FUNDS Community Development Block Grant Fund ..................................................................................... 211 Saratoga Housing & Rehabilitation Program Fund ............................................................................ 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 Building Maintenance Fund ............................................................................................................... 624 Equipment Replacement Fund ........................................................................................................... 631 IT Equipment Replacement Fund ....................................................................................................... 632 DEBT SERVICE FUNDS 2001 Series G.O. Bonds .................................................................................................................... 311 TRUST AND AGENCY FUNDS Library Capital Improvement Fund .................................................................................................... 711 KSAR Fund ........................................................................................................................................ 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 Tree Fund ........................................................................................................................................... 421 Streets Grant Fund .............................................................................................................................. 431 Park & Trail Grant Fund..................................................................................................................... 432 Administrative Grant Fund ................................................................................................................. 434 Gas Tax Fund .................................................................................................................................... 481 CITY OF SARATOGA REFERENCE SECTION E- 6 LIST OF PROGRAMS GENERAL FUND Council & Commissions City Council ..................................................................................................................................... 1101 Commissions .................................................................................................................................... 1201 City Manager’s Departments City Manager‟s Office ...................................................................................................................... 2101 City Clerk‟s Office ........................................................................................................................... 2201 Finance & Administrative Services Department Financial Services ............................................................................................................................. 3101 Human Resources Office .................................................................................................................. 3301 Community Development Department Development Services ...................................................................................................................... 4101 Advanced Planning ........................................................................................................................... 4102 Code Compliance ............................................................................................................................. 4103 Building & Inspection Services ........................................................................................................ 4201 Public Works Department General Engineering ........................................................................................................................ 5101 Development Engineering ................................................................................................................ 5102 Environmental Services .................................................................................................................... 5103 Streets & Storm Drains ..................................................................................................................... 5201 Parks & Landscape Maintenance ..................................................................................................... 5301 Recreation Department Recreation Services .......................................................................................................................... 6101 Teen Services .................................................................................................................................. 6102 Facility Rentals ................................................................................................................................. 6201 Public Safety Public Safety Services ...................................................................................................................... 7101 Emergency Preparedness .................................................................................................................. 7102 CITY OF SARATOGA REFERENCE SECTION E- 7 INTERNAL SERVICE FUND PROGRAMS Finance & Administrative Services Department Office Support 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 Building Maintenance Fund ............................................................................................................. 6202 Non-Departmental Risk Management / Liability Fund ................................................................................................... 8401 Workers Compensation Fund ........................................................................................................... 8501 SPECIAL REVENUE FUNDS Community Development Department CDBG Program Fund ....................................................................................................................... 4301 Saratoga Housing & Rehabilitation Program (SHARP) ................................................................... 4302 Public Works Landscape & Lighting Assessment District Funds ........................................................................... 5302 CITY OF SARATOGA REFERENCE SECTION E- 8 CITY OF SARATOGA REFERENCE SECTION E- 9 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 2011/12, the City of Saratoga‟s Operating Budget revenues are projected to total $1 9.0 million, with $15.2 million of this revenue received in the General Fund. Capital Budget Revenues total $8.4 million, bringing total budgeted revenues to $27.4 million for the fiscal year. Outside of the General Fund, Operating Budget revenues consist primarily of Internal Service Funds service charges (approximately $2.1 million). As this revenue is derived from internal billings to the City‟s organization and established for cost recovery accounting purposes, it is not included in this analysis as it is not a true revenue source. Other non-General Fund Operating Budget revenues include G.O. Bond Debt Service assessments, CDBG block grant revenues, and 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 actual receipts in the darker color bars, and the current budget year in a semi-transparent bar. PROPERTY TAX Property tax is imposed on real property (land and permanently attached improvements such as buildings) and tangible personal property (moveable property) located within the City. The 1% ad valorem tax assessed on Saratoga residents is allocated between the various 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. CITY OF SARATOGA REFERENCE SECTION E- 10 Tax Equity Allocation - When Proposition 13 passed in 1978, it froze property taxes at their current levels. 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 it required the cities 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. (The ERAF rate the County remits to the State is 47.7%, whereas the cities rate ranged 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. 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 average income levels, most residents were better able to withstand the financial downturn as reflected in the minimal number of foreclosures in the City. With property values decreasing, housing turnover declined; residents held onto their homes rather than sell at a lower price. In addition, 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. Since then, the backlog is being addressed and lower assessments are decreasing property tax revenues. As a result, Property Tax revenues reflect a decrease in both FY 2010/11 and 2011/12. The increase seen in FY 2006/07 is the result of Assembly Bill 117 returning a portion of the Tax Equity Allocation funds back to the City at the same time as property values were steadily increasing. 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. As a side-note, under the Triple-Flip funding realignment of 2004, the City‟s 1 cent portion was restructured to be three-fourths of 1 cent of Sales Tax, with the remaining one-fourth of the 1 cents temporarily received as Property Tax. This restructuring of the 1 cent will revert back to full Sales Tax after the State pays off a bond issue. CITY OF SARATOGA REFERENCE SECTION E- 11 Saratoga is primarily a semi -rural neighborhood 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 restaurants, grocery and drug stores, and gas stations. In an average year, the City receives about $1 million, however; with the economic downturn, revenue dropped about 8% in FY 2009/10. A large portion of this decrease was due to the State decreasing its estimated payments more than necessary. Sales Tax revenue saw a small increase the following year, and is expected to increase slightly in FY 2011/12 and the outgoing years as the economy begins to stabilize. FRANCHISE FEES Franchise Fees are levied by the City on a variety of utilities at various rates. A State agency establishes franchise fee rates for utilities regulated by them (2% of gross revenues for gas and electricity), while other utility franchise fee rates are set by State law, such as linear feet of pipeline for water utilities. The State‟s contract for cable service providers was adopted by the 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. A Joint Powers Authority agreemen t for local cities dictates solid waste fees. Franchise Fee revenue is fairly stable from year to year, however a significant increase in solid waste fees in FY 2007/08 was due to the structure of a new solid waste franchise agreement. FY 2010/11 reflects an increase in solid waste fees. Outgoing years are expected to remain fairly flat. CITY OF SARATOGA REFERENCE SECTION E- 12 TRANSIENT OCCUPANCY TAX Transient Occupancy Taxes (TOT) are 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 is 10% of the room rental rate. Although the tax is collected for the City by the rental operators, it is a tax on the occupant, not the hotel, motel, or inn. The rental operators are required to collect this tax and submit it to the City on either a monthly or quarterly basis. The City currently has two hotel/motel/inns from which TOT revenue is collected. As the graph below shows, revenues are directly aligned with the economic contraction in the last two years, and are expected to remain flat into FY 2010/11. BUSINESS TAXES Business Taxes are comprised of Business License Tax Fees, Supplemental Business License Taxes levied on Contractors pulling a building permit, 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 an outside consultant for a compliance audit beginning in FY 2008/09. The auditors found many businesses were out of compliance and additional revenue was generated, however this audit began just as the economic downturn was severely impacting development. As a result, the supplemental portion of the business license tax and the Construction Tax decreased significantly. As shown in the graph, FY 2009/10 reflects a significant decrease from the prior year, and FY 2010/11 revenues and 2011/12 budget projections reflect the continued decrease as construction activity is expected to remain at a decreased activity level in the near future. CITY OF SARATOGA REFERENCE SECTION E- 13 DEVELOPMENT FEES Development Fees are considered User Fees based on the rationale that the services rendered is primarily for the benefit of the requestor. These 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 the enforced regulatory program, the requestor of the service initiates the development changes and should pay most or 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 evidenced by the graph, development fee revenue dropped in line with the credit crunch generated by the economic downturn in FY 2009/10, with development revenues decreasing by more than $700,000 over two years. FY 2010/11 revenue reflects an increase in building permit fees, due to a townhome subdivision project that began construction. FY 2011/12 revenues are expected to come in lower as the economy continues to be contracted; however, there are a number of approved projects ready for construction that may begin. As project activity is uncertain, they were not included in budgeted projections. For this same reason, outgoing year‟s revenues are expected to remain at decreased activity levels. RECREATION FEES Recreation Fees are considered 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 excursion trips throughout the year, and children‟s camps during the summer and winter holidays. Recreation services are primarily contracted out to class instructors, who either pay a fee to hold their classes on the premises, or are paid a portion of the fees received for the classes. Non-residents pay a slightly higher fee in most class or camp categories. CITY OF SARATOGA REFERENCE SECTION E- 14 Recreation Fees reflect an increase over the last two years due to additional classes a very popular dance school‟s program being added to the class roster. There are a numerous classes which are drawing in a greater use of the facilities. Revenues in the upcoming years are expected to maintain at this level. 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 the sport user group contracts and team use. Unlike the other revenue streams, Rental Income has increased during the economic downturn, in part due to the low cost of the facilities, and also from the addition of the Saratoga Prospect Center facilities and two new sport user fields located at Prospect High and West Valley College. FY 2011/12 revenues are expected to continue at the higher levels seen in the last two 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 authorized and suitable investments in alignment with State government code; however the City‟s ongoing practice is to restrict investments to the Local Agency Investment Fund (LAIF) Interest earning have been a significant income source in past years, however as the economy slipped into the Great Recession, interest rates CITY OF SARATOGA REFERENCE SECTION E- 15 dropped to historic lows at a rapid pace, the City received less and delayed revenues thereby diminishing idle funds, and as a result, the City‟s interest earnings fell quickly to an astounding 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 2011/12 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 reserves now exceed debt service payment requirements. Since FY 2009/10, the levy calculation was structured to assess slightly less than the debt service payment requirements to reduce property owner‟s levies at a consistent level and thereby bring the fund balance closer to annual funding requirements. LANDSCAPE & LIGHTING ASSESSMENTS Assessment Districts are a defined area of land which, by majority election of the property owners, has voted 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 24 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. The district expenses are generally consistent, allowing for minor increases each year due to increasing utility and service costs. On occasion improvement projects or repairs occur which require each of the districts to have sufficient funds on hand to pay for these major expenses. The City strives to assess the parcels at a slightly higher level than expenditures to keep a positive fund balance. CITY OF SARATOGA REFERENCE SECTION E- 16 As the graph above shows, the FY 2009/10 assessments decreased slightly. The reduction in assessments resulted in reduced special project costs overall, and thereby a slightly lower assessment was required. FY 2011/12 reflects an increase in the assessment consistent with special project activity. 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 on fuel purchased within city limits, as determined by the State‟s allocation formulas. For Saratoga, the key factors in projecting these revenues are historical revenues and the cost of gas – as well as the State‟s projections for the year. Typically, as gas prices rise, gas usage tends to go down, and the city in turn receives less 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 ongoing. CITY OF SARATOGA REFERENCE SECTION E- 17 -9 THROUGH 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 reflect actual grants received in each fiscal year, while the end semi- transparent bar reflects budgeted revenues. As mentioned earlier, budgeted capital project revenues include all outstanding grant reimbursement appropriations, which, while most will not be received in the 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. Hence, budgeted capital project grants far exceed actual expectations. Budgeted amounts reflect all known capital grants at the time of budget adoption, with the influx of grants in the last year and major construction work being completed this year, the City will receive more grant revenue than average – estimated at approximately $2 million during the 2011/12 fiscal year. CITY OF SARATOGA REFERENCE SECTION E- 18 CITY OF SARATOGA REFERENCE SECTION E- 19 CITY OF SARATOGA STATISTICS CITY OF SARATOGA REFERENCE SECTION E- 20 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 CITY OF SARATOGA REFERENCE SECTION E- 21 Average Temperatures 0 10 20 30 40 50 60 70 80 90 JanuaryFebruaryMarchAprilMayJuneJulyAugustSeptemberOctoberNovemberDecemberLow Average High 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: 561 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 temperature from May to October 50 – 86 degrees Fahrenheit Average temperature from November to April 40 – 65 degrees Fahrenheit Source: City of Saratoga CITY OF SARATOGA REFERENCE SECTION E- 22 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, 2011 estimate 30,195 State ranking in population: 233 of 481cities POPULATION DEMOGRAPHICS Data from Nielsen Reports CITY OF SARATOGA REFERENCE SECTION E- 23 POPULATION DEMOGRAPHICS Data from Nielsen Reports CITY OF SARATOGA REFERENCE SECTION E- 24 POPULATION DEMOGRAPHICS Data from Nielsen Reports CITY OF SARATOGA REFERENCE SECTION E- 25 HOUSING FACTORS Data from Nielsen Reports Housing by Resident Ownership CITY OF SARATOGA REFERENCE SECTION E- 26 ECONOMIC FACTORS Source: HdL,Coren & Cone Reports Lien Year Secured Unsecured SBE Nonunitary Net Total AV %Change 2000/01 5,292,676,050 38,834,863 116,518 5,331,627,431 10.53% 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 -1.03% Net Taxable Assessed Value History 2000/01 - 2010/11 Taxable Property Values $- $1,000,000,000 $2,000,000,000 $3,000,000,000 $4,000,000,000 $5,000,000,000 $6,000,000,000 $7,000,000,000 $8,000,000,000 $9,000,000,000 $10,000,000,000 SBE Nonunitary Unsecured Secured CITY OF SARATOGA REFERENCE SECTION E- 27 Category Parcels Assessed Value Net Taxable Value Residential 10,516 9,639,781,777$ 9,531,576,585$ Commercial 165 234,675,430 221,119,338 Industrial 2 9,514,257 9,514,257 Governmental 1 334,355 334,355 Institutional 25 49,446,300 13,931,158 Irrigated 44 26,255,625 26,255,625 Miscellaneous 48 14,910,590 14,910,590 Recreational 5 17,152,719 5,999,649 Vacant Land 240 88,493,617 87,874,483 Exempt 211 - - SBE Nonunitary *(1)- - Unsecured *(444)57,171,956 51,896,057 Totals 11,257 10,137,736,626$ 9,963,412,097$ * not included in parcel total FY 2010/11 Assessments Basic Property Value Table Assessed Value Net Taxable Value Residental 95% Commercial 2% Other 3% Commercial 2% Other 2% Residential 96% Source: HdL, Coren & Cone Reports CITY OF SARATOGA REFERENCE SECTION E- 28 Owner Parcels Assessed Value Cupertino Villages Association LLC 1 34,806,646 Quito Village Associates LLC 1 19,000,000 Keller Family Living Trust 2 18,456,155 San Jose Water Works 31 14,675,569 Gregpenn Properties LLC 1 14,389,914 John M. Sobrato 2 13,288,933 Argonaut Associates LLC 5 10,485,540 Ashok Krishnamurthi Trustee 2 10,414,429 Public Storage Inc 1 9,407,266 Coyote Properties IV LLC 3 8,305,507 Top Property Taxpayers FY 2010/11 Source: HdL,Coren & Cone Reports CITY OF SARATOGA REFERENCE SECTION E- 29 Property Tax Distribution FY 2010/11 Average Property Tax Distribution Agency Allocation %Allocation $ Santa Clara Valley Water District 1.60%1,598,100 Other Special Districts 2.24%2,227,800 City of Saratoga 5.44%5,420,100 SCC Fire / Saratoga Fire District 10.23%10,192,600 Educational Relief Augmentation Fund 10.81%10,770,400 Santa Clara County 15.44%15,383,500 Schools 54.24%54,041,500 100.00%99,634,121 Source: Santa Clara County and HdL, Coren & Cone Reports CITY OF SARATOGA REFERENCE SECTION E- 30 CITY OF SARATOGA REFERENCE SECTION E- 31 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 CITY OF SARATOGA REFERENCE SECTION E- 32 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 CITY OF SARATOGA REFERENCE SECTION E- 33 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.O.) 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. CITY OF SARATOGA REFERENCE SECTION E- 34 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 t he 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. CITY OF SARATOGA REFERENCE SECTION E- 35 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 pro ject 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. It 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 unperformed (executory) contracts for goods or services. They cease to be encumbrances when the obligations are paid or otherwise terminated. Enterprise Funds - Established to account for the financing of self-supporting activities of governmental units, which render services on a user charge basis to the general public. Equipment Replacement Fund – This fund is used to account for the replacement of existing fixed assets as equipment, machinery or building improvements become unserviceable or obsolete. Expenditure -The outflow of funds paid or to be paid for an asset obtained or goods and services obtained. Note: An encumbrance is not expenditure; an encumbrance reserves funds to be expended. (See encumbrances.) CITY OF SARATOGA REFERENCE SECTION E- 36 GLOSSARY Fiduciary Funds – 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. Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of which the City determines its financial position and results of its operations. The City‟s fiscal year runs from July 1st to June 30th. Fixed Assets - Non-consumable assets of long-term nature such as land, buildings, machinery, furniture, and the other equipment. The City has defined such assets as those with an expected life in excess of one year and value in excess of $10,000. Franchise Fees - Imposed on utility companies for the privilege of doing business in the City. Fees are usually based upon a percentage of gross revenue derived from business conducted in the City. Full-time Equivalents (FTE) - The amount of time a position has been budgeted for in terms of the amount of time a regular, full-time employee normally works in a year. Full -time employees are paid for 2,080 hours in a year equating 1.0 FTE. Correspondingly, a part-time employee who worked 1,040 hours would equate to 0.5 FTE. Fund - An independent fiscal and accounting entity with a self -balancing set of accounts in which cities record financial transactions relating to revenues, expenditures, assets and liabilities. Each fund type typically has a unique funding source and purpose. Establishing funds enables the town to account for the use of restricted revenue sources and carry on specific activities or pursue specific objectives. Fund Accounting - System used by non-profit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements. Fund Balance - Also known as financial position, fund balance is the excess of current assets over current liabilities, and represents the cumulative effect of revenues and other financing sources over expenditure and other financing uses. GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial accounting and reporting. They govern the form and content of the basic financial statements of the City. Gann Appropriation Limit – This is the common name of Proposition 4, approved by voters on November 6, 1979 which mandated an appropriation limit on the amount of tax revenues that government jurisdictions may appropriate within a fiscal year. This bill was named after Paul Gann, who was a co- sponsor of the famous Proposition 13 initiative enacted by the voters of California on June 6, 1978 which resulted in a cap on property taxes in the state, and a prominent author and advocate of this subsequent spending limitation bill. Gas Fund Tax - The Gas Fund Tax is used to account for revenues and expenditures apportioned under the Streets and Highways Code of the State of California. Expenditures may be made for any street related purpose in the Town‟s system of streets. GLOSSARY CITY OF SARATOGA REFERENCE SECTION E- 37 General Fund - In governmental accounting, fund used to account for all assets and liabilities of a non- profit entity, except those particularly assigned for other purposes in another more specialized fund. It is the primary operating fund of the Town. General Government – City Council, City Manager, City Clerk, City Attorney, Human Resources, Finance, Community Development, Public Works, Recreation, and Public Safety. General Liability Self Insurance Fund - The General Liability Self Insurance Fund is used to provide the City with liability and property insurance. Coverage is provided through the City participation in a joint powers agreement through (ABAG) Associations of Bay Area Governments. General Obligation Bond – A municipal bond backed by the credit and "taxing power" of the issuing jurisdiction rather than the revenue from a given project. General obligation bonds are issued with the belief that a municipality will be able to repay its debt obligation through taxation or revenue from projects. No assets are used as collateral. Government Finance Officers Association (GFOA) – GFOA is the professional association of state/provincial and local finance officers in the United States and Canada, and has served the public finance profession since 1906. Approximately 16,000 GFOA members are dedicated to the sound management of government financial resources. Governmental Funds – the fund used to account for all assets and liabilities of a government agency, except those particularly assigned for other purposes in another more specialized fund. There are five different types of governmental funds: the general fund (which is the primary operating fund), special revenue funds, debt service funds, capital project funds, and permanent funds. Grant - External contributions, and/or gifts of cash, or other assets typically from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is Community Development Block grant funding from the Federal Government. Infrastructure – The basic facilities, services, and installations needed for the functioning of a community or society, such as streets and roads, sidewalks, bridges, communications systems, water and power lines, and public institutions including schools, police stations, libraries, and post offices. Interest Income – The prudent investment of idle funds. The types of investments that can be made are limited by the Government Code to protect the safety of taxpayers' money. Intergovernmental Revenue – Revenue received from other governmental agencies and municipalities, such as grants from the State or Federal government. Internal Services Fund –The Internal Service Funds are used to finance and account for special activities and services performed by a designated City department for other departments on a cost reimbursement basis. Inter-Fund Transfers – When the City moves money between its various funds, it makes an inter-fund transfer, referred to as transfers-in and transfers-out. In aggregate, transfers in and out offset each other for the fiscal year. CITY OF SARATOGA REFERENCE SECTION E- 38 GLOSSARY Landscape and Lighting Fund – The City has formed landscape and lighting district funds established by majority consent of the property owners owning all of the property within the boundaries of the district. Levy – To impose taxes, special assessments or service charges for the support of governmental activities. The total amount of taxes, special assessments or service charges imposed by Santa Clara County levying property taxes. Licenses and Permits – Revenues earned by the issuance of licenses or permits levied in accordance with the benefits conferred by the license or permit. Limited Obligation Bond - A bond sold by a municipality to finance projects which are secured by the revenue generated by those projects. Line-Item Budget – A budget that lists detailed expenditure categories (salaries & benefits, office supplies, travel, dues, rents, etc.) separately, along with the amount budgeted for each specified category. The Summary Budget reflects the program rather than line item budgets. The Detail Budget reflects the line-item detail. Management Information Services Fund – The Information Technology Services Fund is used to account for costs associated with the City‟s centralized computer system and to distribute these costs to departments using the system on a pro rata basis. Included are costs for hardware and software maintenance and development, computer training and staff support. Modified Accrual Basis – Under this accounting method, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures for the most part are recognized when the related fund liability is incurred except for prepayments, accumulated employee leave and long-term debt. All governmental funds and expendable trust funds are accounted for using the modified accrual basis of accounting. Motor Vehicle in Lieu Fee – A State fee charged for the privilege of operating a vehicle on public streets. A VLF is levied annually against the market value of a motor vehicle and is imposed by the State “in lieu” of local property taxes. Non-Departmental – This program has the sole purpose of accounting for all expenditures that the City cannot specifically designate to any operating department within the General Fund. Objective - A statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program or service level. Ordinance - A formal legislative enactment by the City Council. It has the full force and effect of law within Town boundaries unless pre-empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution and is typically codified in a Town's municipal code. Operating Budget - The operating budget is the primary means by which most of the financing of acquisition, spending and service delivery activities of a government are controlled. The use of annual operating budgets is required by law. Other Revenues - Revenues from sources other than those specifically identified that are too immaterial in amount to justify the creation of new revenue account line items CITY OF SARATOGA REFERENCE SECTION E- 39 GLOSSARY Performance Measure - Sets forth a performance objective and a goal for achieving the objective. Personnel Benefits - Those benefits paid by the City as conditions of employment. Personnel - City employees. Present Value - The amount that a future sum of money is worth today given a specified rate of return. Proposition 218 - A statewide initiative passed by the voters of California on November 5, 1996. The initiative provided voters with the right to vote on new taxes. Program - As subdivisions of departments, programs are budgetary or organizational units of government with limited sets of work responsibilities within their respective departments. Programs also serve to increase budgetary accountability. Saratoga's budget is compiled on a program basis. Property Tax - Imposed on real property (land and permanently attached improvements). The tax is based upon the assessed value of such property. The tax rate may not exceed 1% of assessed value. Proprietary Funds – Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds. Public Employee's Retirement System (PERS) - Provided for the City's employees, by the State of California. Reserve - An account used to indicate that a portion of fund equity is legally restricted for a specific purpose. Resolution - A special order of the City Council which has a lower legal standing than an ordinance. Resources - Total amounts available for appropriation including estimated revenues, inter-fund transfers, and beginning fund balances. Revenue - Sources of income, which the City receives during a fiscal year. Examples of revenue include taxes, intergovernmental grants, charges for services, resources forward from the prior year, operating transfers for other funds, and other financing sources such as the proceeds derived from the sales of fixed assets. Road Impact Fees - The City collects road impact fees in order to finance road construction and maintenance projects. Fees are to be used solely for design, construction, and repair of City streets. Sales Tax - 1% is returned to the City by the State Board of Equalization on a monthly direct deposit basis. Special Assessment Bonds - Bonds payable from the proceeds of special assessment. Special Revenue Fund - In governmental accounting, fund used to account for the proceeds of special revenue sources (other than special assessments, expandable trusts, or for major capital projects) that are legally restricted to expenditure for specified purpose. CITY OF SARATOGA REFERENCE SECTION E- 40 GLOSSARY Service Charge - Charges for specific services rendered. Services and Supplies - Expenditures for services and supplies which are directly related to a department's primary service activities. Supplies - An expenditure classification for articles and commodities purchased for consumption or resale. Taxes - Compulsory charges levied by the City, County and State for the purpose of financing services performed for the common benefit. City Code - A book that contains City Council approved ordinances currently in effect. The code defines City policy with respect to areas such as planning, etc. Transient Occupancy Tax - Imposed on hotels, motels, inns or other lodging facilities. The rate in Saratoga is 10%. Transfers In/Out - Money transferred from one City fund to another. Differs from revenues and expenses - see definition of these terms. Worker’s Compensation Fund - The Worker‟s Compensation Fund accounts for the cost to provide worker‟s compensation insurance coverage to all Town employees in compliance with State of California requirements